A Study on

TRAINING AND DEVELOPMENT

with reference to
RASHTRIYA ISPAT NIGAM LTD., VISAKHAPATNAM.

A project report submitted to Aditya degree college in partial fulfillment of the

requirements for the award of Degree of

BACHELOR OF BUSINESS ADMINISTRATION

Submitted by
K.RUPA
Regd.No.1171272071046

Under the guidance of

Mrs. B.SILPA
M.H.R.M, M.B.A, (Ph.D)
Lecturer in Management & Project Guide

DEPARTMENT OF MANAGEMENT STUDIES

ADITYA DEGREE COLLEGE
Affiliated to ANDHRA UNIVERSITY
VISAKHAPATNAM
2017-20
 CERTIFICATE

This is to certify that the Project report entitled “A Study on TRAINING AND
DEVELOPMENT with reference to VISAKHAPATNAM STEEL PLANT. Ltd,
VISAKHAPATNAM” is a bonafide work done by K.RUPA bearing Regd .No:
117127207046 in partiail fulfillment of the requirements for the award of the degree of
BACHELOR OF BUSINESS ADMINISTRATION from ADITYA DEGREE COLLEGE,
affiliated to Andhra University, Visakhapatanam.

K.G.K.PATNAIK

HOD PROJECT &GUIDE

INTERNAL EXAMINAR: EXTERNAL EXAMINAR:

________________________ ____________________________
 DECLARATION

I K. RUPA do hereby solemnly declare that the project report titled “A Study on
TRAINING AND DEVELOPMENT with reference to VISAKHAPATNAM STEEL
PLANT. Ltd, VISAKHAPATNAM” submitted is for the partial fulfillment of the
requirement for the award of BACHELOR OF BUSINESS ADMINISTRATION, from the
department of management studies, ADITYA DEGREE COLLEGE affiliated to Andhra
University is genuine and bonafide work done by me and is not submitted to any other
university or published anytime before.

Date: K.RUPA

Station VISAKHAPATNAM
 ACKNOWLEDGEMENT

In the completion of the project and preparation of this project report is greatly
indebted to the following people without whose help and cooperation it would have not been
possible for me to do the same.

I would like to express my sincere gratitude to Dr.N.SESHA REDDY, Chairman, Aditya

Educational Institutions, for his support to the student community, Sri.N.KRISHNA
DEEPAK REDDY, Secretary, Aditya Degree Colleges for the continuous support and
Dr.B.E.V.L.NAIDU, Academic Director, Aditya Degree and PG Colleges for the
cooperation given to the student community.

I would like to forward my sincere thanks and gratitude to Dr.K.JAGADEESWARA RAO,

Principal, ADITYA BUSINESS SCHOOL, A unit of ADITYA DEGREE COLLEGE,
Asilimetta, VISAKHAPATNAM for providing me the opportunity to do this project work.

I would like to convey my thanks to KGK.PATNAIK, H.O.D and Project Guide for the
support and guidance during the project work.

I would like to express my sincere gratitude to SRI K.RAMESH GM, STEEL PLANT
for his valuable support and guidance during the entire course of the project work.

Finally, a special thanks to my family members and friends for their constant support,
without which I would not have been able to complete my report.

K.RUPA
 CONTENTS

CHAPTER 1

 INTRODUCTION
 OBJECTIVES OF THE STUDY
 NEED FOR THE STUDY
 METHODOLOGY
 LIMITATIONS

CHAPTER 2

 INDUSTRY PROFILE
 COMPANY PROFILE

CHAPTER 3

 THEORITICAL FRAME WORK

CHAPTER 4

 DATA ANALYSIS AND INTERPRETATION

CHAPTER 5

 FINDINGS
 SUGGESTIONS
 CONCLUSION

BIBILOGRAPHY
ANNEXURE - Questionnaire
Chapter 1
 INTRODUCTION
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:

 Pilot studies (or) test, the operation of a new performance management system.
 Train about a specific topic.
 Supervisors to conduct training among employees.

These reasons include:

 Increased job satisfaction and morale among employees
 Increased employee motivation
 Increased efficiencies in processes, resulting in financial gain
 Increased capacity to adopt new technologies and methods
 Increased innovation in strategies and products
 Reduced employee turnover
 Risk management e.g., gender sensitivity, diversity training

OBJECTIVES OF THE STUDY:

 Enhance Employees Competence through Training & Development

 Work towards creating of Learning Organization with opportunities for personal
Growth and Career Progression.
 To study the genesis and concept of human resource development with particular
reference to training and development.
 To portray the organizational profile of Visakhapatnam steel plant (VSP) with focus
on HRD department.
 To access and analyze the training and development programs in VSP.
 To evaluate the training program.
 To appraise the executive department programs in the organization.
 To determine whether the training programs are meeting the objectives of the
management.
 To make necessary suggestion to bring about meaningful relationship between
training and development efforts and efficiency of organization.
 Training and development give an employee everything which we needed to be a
good professional.
 Training and development has a great impact on employee behavior. It polishes
employees behaviour so, that he can fit with internal and external environment
 Without good health employee cannot serve properly to his company. So, that training
and development improve health care.
 Employee should have sufficient knowledge about company policy for best
performance.
 Training and development help employee to obtain knowledge on company policy.
 Training and development gives an employee everything which needed to be a good
professional and when it becomes a good employee it ensure its personal growth.
 Training and development help to gain knowledge and new method.
 Induce employee is the primary objective of training and this is very important for an
organization.

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.
 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 labour management relation.
 Helps employees adjust to change.

METHODOLOGY:

The present study will get the data from two types of Methodologies.
 PRIMARY DATA
 SECONDARY DATA

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 programmes
effectiveness at VSP. Efforts will be directed in obtaining the view of employees/ executives
who got trained in the in-house/outside training programmes.

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.

LIMITATIONS

Limitations of the present study are specified below:

The scope of the study is extended only to the employees

working in steel plant it doesn’t cover employees working in other divisions of steel plant in
other cities. To fulfill the objectives of this research, the study is undertaken to analyze the
grievance management system followed at steel plant.

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 scope of the study is as follows:

 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.
 This study deals with the analysis of the effectiveness of the training and development
system of the company.
 It also identifies the employee’s opinion towards the existing training and
development system in the company.
 The effectiveness of the present training and development system will be analyzed
and suitable measures to improve the same may be suggested.
 The research study is limited to a sample size.
 The sample consisted is limited employees.
 The time provided for the study was very limited for the period of 45 days.
 CHAPTER-2

INDUSTRY PROFILE

AND

COMPANY PROFILE
 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. Indira 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 Tonnes per annum of Liquid
Steel and 2.656 Million Tonnes 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 12 th 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 crores based on prices as on 4 th Quarter of 1981. However,
on completion of the construction and commissioning of the whole Plant in 1992, the cost
escalated to Rs.8, 755 crores based on prices as on 2nd Quarter of 1994.
 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 1 st 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 labour 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.

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 “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 tone
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 tones per year, which was raised to 9.0
million tones of target by the seventies.

PROBLEM 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.

COMPANY PROFILE
A BRIEF PROFILE OF VISAKHAPATNAM STEEL PLANT

BACKGROUND:
The Government of India has decided to set up an integrates 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.

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

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.
 Globalisation 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.

CORE VALUES

Initiative : Have a self propelled & proactive approach.

Decisiveness : Decide with speed& clarity.

Ethics : Be consistent with professional & moral values.

Accountability: Take responsibility for actions.

Leadership : Lead by example.

Speed : Demonstrate swiftness and efficiency we do.

 MAJOR DEPARTMENTS

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.
 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.

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.

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.

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 .
 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 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.
 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

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.

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

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.

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.
 CHAPTAR – 3

THEORITICAL FRAME WORK OF THE STUDY

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.

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.

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.

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.

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.

6) 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.

Activities of T T I

 Adopt a planned approach towards Training and development in RINL.

 Design and conduct suitable training package for freshers at various intake levels
incorporating concepts of job enrichment and multiskill approach to work.
 Design and conduct suitable training package for the employees as per need to
develop skills, knowledge and attitude.
 Assist in developing standard operating/maintenance practices for technological areas
of the plant/unit.
 To expose selected employees to latest technologies and work practices
abroad.
 Motivate and develop internal training faculty.
 Knowledge sharing and giving adequate opportunities to the employees for self-
development.
 To make training productive and cost effective.
 Organize training of apprentices as per act obligations.
 Constantly enrich the quality of training and upgrade training facilities to meet the
requirement.
 "Sell" training to outside organizations on commercial terms and generate revenue for
RINL.
 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.”

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.

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 in an expansion
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?
 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?

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.

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

NEED OF TRAINING

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

To March 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.

Human Relations:
Trends in approach towards personnel management has changed from the commodity
approach to partnership approach, crossing the 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.)

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.
 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.

Assessment of Training Needs:

Training needs are identified on the basis of organizational analysis, job analysis and
manpower analysis. Training programme, training methods and course content are to be
planned on the basis of training needs. Training needs are those aspects necessary to perform
the job in an organization in which employee is lacking attitude/aptitude, knowledge and
skill.

Training Needs =(Job and Organizational requirements – Employees Specifications)

Assessment Methods

The following methods are used to assess training needs:

 Requirements/weakness.
 Departmental requirements/weaknesses.
 Job specifications and employee specifications.
 Identifying specific problems
  Antic Organization repeating future problems.
 Management’s requests.
 Observation.
 Interviews.
 Group conferences.
 Questionnaire surveys.
 Test of examinations.
 Check lists.
 Performance appraisal.

Methods used in Training Needs Assessment

Group or Organizational Analysis Individual Analysis

Organizational goals and objectives Performance appraisal
Personnel/Skills inventories Work sampling
Organizational climate indices Interviews
Efficiency indices Questionnaires
Exit interviews Attitude survey
MBO or work planning systems Attitude survey
Quality circles Rating Scales
Customer survey/satisfaction Observation of Behavior
Consideration of current and projected changes

Individual Group Training Organizational

Training Needs Needs training Needs

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 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.

3. 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.

4. 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.

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

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.

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.

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.

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 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.

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 :-

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.

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 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.

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.
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.

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.

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 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

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.

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.
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.

Reduced accidence:
More accidents are caused by deficiencies in people than by deficiencies in equipment and
work in conditions. Both job skills and safety attitudes should contribute towards a reduction
in the accident rates.

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.

EVALUATION OF TRANING PROGRAMME

The specifications of values forms 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.

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.

Learning
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.

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

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

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.
 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:

“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.
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.
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:
 Coaching
 Job rotation
 Under study and
 Multiple Management

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.

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.

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.
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.
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

 The Case Study

 Incident Method
 Role playing
 In basket method
 Business game
 Sensitivity training
 Simulation
 Grid training
 Conference
 Lectures.

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.

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.

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.

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.

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.

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

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.

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.

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.

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. 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.

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.
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 out of their
Management 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 judgment
Method 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 Games This technique may be used in order to develop organizational ability,
quickness of thinking and leadership.
9. Sensitivity This helps one know more about himself and the impact of his
Training 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 period of
Grid 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.

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 2018-19 are
as follows:-

 To train 600 employees 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 1400 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, Road
Safety and Fire Rescue Training for sustainable development.
 To train 775 employees in Energy related prgs on Energy Awareness, Energy
Management and Audit and EnMS ISO 50001 awareness for sustainable
development.

 To train 10,750 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 24 quality circle projects.

 To ensure generation of 132 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.

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
 Management Trainees
 Senior Trainees
 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 months) 1 year

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 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.

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

3. APPRENTICESHIP 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:-

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.

 Trade apprenticeship 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.

 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 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 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.
 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

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.

 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.

 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.

 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
 Subject wise

Arrangement of Documents:
All the documents are arranged according to the subject. Bookracks contain
their respective subject titles. VSP Central library functions on open access system basis.
Hand books, Encyclopedias and some important books are kept for reference in the bookcase
as per the subject.

Specifications:
VSP central library has a set of BIS standards along with the Electronic
Catalogue and these are arranged in ascending order. The standards are for reference purpose
only. All the employees including trainees of VSP are eligible to borrow the books.

Departmental libraries:
VSP central library is promoting the concept of departmental libraries. VSP
central library has set up departmental libraries in Medical, QA&TD, Law and Personnel
Directorate libraries. VSP central library issues books on permanent issue basis to various
other departments as per their requirements.

Library Service:
 Technology is changing day by day and we have to disseminate the
latest information to help the users of central library of VSP. To cope up with this the VSP
central library circulates the latest articles appeared in technical and management journals to
the senior officers and concerned officers in various departments. This helps them to know
the latest trends in the information technology.

Library Bulletin:
Central library supplies the library bulletin every quarterly to Sr. Executives and all
HOD’S of VSP in order to fulfill the current awareness and it is their endeavor to cater the
information needs of the users.

Journals:
Central library subscribes number of technical and management journals every year.

Permanent journals:
VSP central library issues management and technical, law and medical journals to the
departments on permanent issue basis as per their indents. Procurement of journals and books
will be made directly from Indian and Foreign publishers, wherever is possible.
Central library plays a significant role for procurement of Indian and International
standards of QMS, EMS&OHSAS certification work. According to their Quality Policy :
Manufacture products as per specifications and standards agreed to with the customers and
follow clearly documented procedures for achieving expected quality standards of products
and services.
The central library hence provides Indian and International standards to the concerned
departments to fulfill the above targets.

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.

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.

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.
 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.
The above characteristics must be developed in designing a social training.

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.
a) 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 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.
b) 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:

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

 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.

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

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.

 Care is being taken to avoid starting of too many programs on the same date.

 No program is planned on Sundays, holidays and festival days and on capital

repair days.

 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 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

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.

 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.
 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.

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.
10. Seeking opinion of trainee’s sub-ordinates regarding his/her job performance and
behavior.

CHAPTER-4
DATA ANALYSIS
AND
INTERPRETATION
1. What motivated you to attend the training programs?

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

S.NO RATING RESPONDANTS PERCENTAGE

1 Strongly agree 25 25%

2 Agree 35 35%

3 Neither agree nor 15 15%

disagree

4 Disagree 12 12%

5 Strongly disagree 13 13%

Total 100 100

INTERPRETATION : The above table represents that25 of the employees said that training
and development is strongly agree , Agree 35, 15 Neither agree nor disagree ,12 Disagree
and13 Strongly disagree to the above point . From this we can conclude that most of the
employees said that present training program is been more motivated to use.

2.Which one of the following methodologies do you find are more effective in training?
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

S.NO RATING RESPONDANTS PERCENTAGE

1 Strongly agree 30 30%

2 Agree 40 40%

3 Neither agree nor 5 5%

disagree

4 Disagree 12 12%

5 Strongly disagree 13 13%

Total 100 100%

INTERPRETATION: The above table represents that 100 of the employees said that
training and development system is strongly agree 30, Agree 40, Neither agree nor disagree 5,
Disagree 12 and Strongly disagree 13 . From this we can conclude that most of the employees
said that present training and development is evaluating the employees.

3. Does the training programs include effectiveness for the employees?

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

S.NO RATING RESPONDANTS PERCENTAGE

1 Strongly agree 22 22%

2 Agree 48 48%

3 Neither agree nor 11 11%

disagree

4 Disagree 6 6%

5 Strongly disagree 13 13%

Total 100 100%

INTERPRETATION: The above table represents that the employees with strongly agree
22, Agree 48, Neither agree nor disagree 11, Disagree 6 and Strongly disagree 13 . From this we
can conclude that most of the employees said that present training and development is
evaluating the employees.

4. Please indicate whether employees participate in the training programmes and share
their experiences during the programmes.
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

S.NO RATING RESPONDANTS PERCENTAGE

1 Strongly agree 20 20%

2 Agree 50 50%

3 Neither agree nor 20 20%

disagree

4 Disagree 10 10%

5 Strongly disagree 0 0%

Total 100 100%

INTERPRETATION: The above table represents that the employees with strongly agree20 ,
Agree 50, Neither agree nor disagree 20, Disagree 10and Strongly disagree 0 . From this we
can conclude that most of the employees said that present stress training and development is
evaluating the employees.

5. Do you feel the training session have helped you to improve your work efficiency.
a) Strongly agree
b) Agree
c) Neither agree nor disagree.
d) Disagree
e) Strongly disagree

S.NO RATING RESPONDANTS PERCENTAGE

1 Strongly agree 30 30%

2 Agree 40 40%

3 Neither agree nor 18 18%

disagree

4 Disagree 9 9%

5 Strongly disagree 3 3%

Total 100 100%

INTERPRETATION: The above table represents that the employees with strongly agree
30, Agree 40, Neither agree nor disagree 18 , Disagree 19 and Strongly disagree 3 . From this
we can conclude that most of the employees said that present training and development is
evaluating the employees.

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

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

S.NO RATING RESPONDANTS PERCENTAGE

1 Strongly agree 35 35%

2 Agree 45 45%

3 Neither agree nor 29 29%

disagree

4 Disagree 10 10%

5 Strongly disagree 1 1%

Total 100 100%

INTERPRETATION: The above table represents that the employees with strongly agree
35, Agree 45 , Neither agree nor disagree 29 , Disagree 10 and Strongly disagree 1 . From this
we can conclude that most of the employees said that present training and development is
evaluating the employees.

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

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

S.NO RATING RESPONDANTS PERCENTAGE

1 Strongly agree 15 15%

2 Agree 28 28%

3 Neither agree nor 35 35%

disagree

4 Disagree 12 12%

5 Strongly disagree 10 10%

Total 100 100%

 INTERPRETATION: The above table represents that the employees with
strongly agree 15, Agree 28, Neither agree nor disagree 35, Disagree 12 and
Strongly disagree 10 . From this we can conclude that most of the employees said
that present training and development is evaluating the employees.

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

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

S.NO RATING RESPONDANTS PERCENTAGE

1 Strongly agree 25 25%

2 Agree 46 46%

3 Neither agree nor 20 20%

disagree

4 Disagree 9 9%

5 Strongly disagree 0 0%

Total 100 100%

INTERPRETATION: The above table represents that the employees with strongly agree
25, Agree 46, Neither agree nor disagree 20 , Disagree 9 and Strongly disagree 0 . From this we
can conclude that most of the employees said that present training and development is
evaluating the employees.

9. Did you notice continuous improvements in training programmes conducted in VSP?

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

S.NO RATING RESPONDANTS PERCENTAGE

1 Strongly agree 15 15%

2 Agree 35 35%

3 Neither agree nor 40 40%

disagree

4 Disagree 7 7%

5 Strongly disagree 3 3%

Total 100 100%

INTERPRETATION: The above table represents that the employees with strongly agree
15,agree 35 , Neither agree nor disagree 40, Disagree 7and Strongly disagree 3 . From this we
can conclude that most of the employees said that present training and development is
evaluating the employees.

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

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

S.NO RATING RESPONDANTS PERCENTAGE

1 Strongly agree 30 30%

2 Agree 40 40%

3 Neither agree nor 27 27%

disagree

4 Disagree 3 3%

5 Strongly disagree 0 0%

Total 100 100%

INTERPRETATION: The above table represents that the employees with strongly agree
30, Agree 40, Neither agree nor disagree 27, Disagree 3 and Strongly disagree 0 . From this we
can conclude that most of the employees said that present training and development evaluating
the employees

11. Usefulness of Programmers booklets / course material / CDs are provided in

training programs.
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

S.NO RATING RESPONDANTS PERCENTAGE

1 Strongly agree 12 12%

2 Agree 27 27%

3 Neither agree nor 36 36%

disagree

4 Disagree 20 20%

5 Strongly disagree 5 5%

Total 100 100%

INTERPRETATION: The above table represents that the employees with 12 strongly
agree , 27Agree , 36 Neither agree nor disagree ,20 Disagree and 5 Strongly disagree . From
this we can conclude that most of the employees said that present training and development is
evaluating the employees.

12. Are you satisfied with the information provided by the trainer during the
training session?

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

S.NO RATING RESPONDANTS PERCENTAGE

1 Strongly agree 30 30%

2 Agree 45 45%

3 Neither agree nor 12 12%

disagree

4 Disagree 8 8%

5 Strongly disagree 5 5%

Total 100 100%

INTERPRETATION: The above table represents that the employees with 30 strongly
agree , 45 Agree , 12 Neither agree nor disagree ,8 Disagree and 5 Strongly disagree . From
this we can conclude that most of the employees said that present training and development is
evaluating the employees.

13. Performance of faculty is been upto the mark.

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

S.NO RATING RESPONDANTS PERCENTAGE

1 Strongly agree 20 20%

2 Agree 52 52%

3 Neither agree nor 10 10%

disagree

4 Disagree 6 6%

5 Strongly disagree 12 12%

Total 100 100%

INTERPRETATION: The above table represents that the employees with 20 strongly
agree , 52 Agree , 10 Neither agree nor disagree ,6 Disagree and 12Strongly disagree . From
this we can conclude that most of the employees said that present training and development is
evaluating the employees.

14. Class room arrangements are highly arranged in equipped manner.

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

S.NO RATING RESPONDANTS PERCENTAGE

1 Strongly agree 30 30%

2 Agree 40 40%

3 Neither agree nor 27 27%

disagree

4 Disagree 3 3%

5 Strongly disagree 0 0%

Total 100 100%

INTERPRETATION: The above table represents that the employees with 30 strongly
agree , 40Agree , 27 Neither agree nor disagree ,3 Disagree and 0 Strongly disagree . From
this we can conclude that most of the employees said that present training and development is
evaluating the employees.

15. your organization considers training is apart of organizational strategy.do you agree
with this statement ?

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

S.NO RATING RESPONDANTS PERCENTAGE

1 Strongly agree 7 7%

2 Agree 25 25%

3 Neither agree nor 56 56%

disagree

4 Disagree 10 10%

5 Strongly disagree 2 2%

Total 100 100%

INTERPRETATION: The above table represents that the employees with 25 strongly
agree , 46Agree , 20 Neither agree nor disagree ,9 Disagree and 0 Strongly disagree . From
this we can conclude that most of the employees said that present training and development is
evaluating the employees

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

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

S.NO RATING RESPONDANTS PERCENTAGE

1 Strongly agree 7 7%

2 Agree 25 25%

3 Neither agree nor 56 56%

disagree

4 Disagree 10 10%

5 Strongly disagree 2 2%

Total 100 100%

INTERPRETATION: The above table represents that the employees with 7 strongly
agree , 25Agree , 56 Neither agree nor disagree ,10 Disagree and 2 Strongly disagree . From
this we can conclude that most of the employees said that present training and development is
evaluating the employees

17. the trainers are more specific and clear?

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

S.NO RATING RESPONDANTS PERCENTAGE

1 Strongly agree 30 30%

2 Agree 40 40%

3 Neither agree nor 27 27%

disagree

4 Disagree 3 3%

5 Strongly disagree 0 0%

Total 100 100%

INTERPRETATION: The above table represents that the employees with 30 strongly
agree , 40Agree , 27 Neither agree nor disagree ,3 Disagree and 0 Strongly disagree . From
this we can conclude that most of the employees said that present training and development is
evaluating the employees.

18. Does the induction training is a well planned exercising in the organization?

a) Strongly agree
b) Agree proposition
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

S.NO RATING RESPONDANTS PERCENTAGE

1 Strongly agree 30 30%

2 Agree 45 45%

3 Neither agree nor 12 12%

disagree

4 Disagree 8 8%

5 Strongly disagree 5 5%

Total 100 100%

INTERPRETATION: The above table represents that the employees with 30 strongly
agree , 45Agree , 12 Neither agree nor disagree ,8 Disagree and 5 Strongly disagree . From
this we can conclude that most of the employees said that present training and development is
evaluating the employees.

19. are training program helpful in long run ?

a) Strongly agree
b) Agree
c) Disagree
d) Neither agree nor disagree
e) strongly disagree

S.NO RATING RESPONDANTS PERCENTAGE

1 Strongly agree 15 15%

2 Agree 35 35%

3 Neither agree nor 40 40%

disagree

4 Disagree 7 7%

5 Strongly disagree 3 3%

Total 100 100%

INTERPRETATION: The above table represents that the employees with 15 strongly
agree , 35Agree , 40 Neither agree nor disagree ,7 Disagree and 3 Strongly disagree . From
this we can conclude that most of the employees said that present training and development is
evaluating the employees.

20. training is must for enhancing productivity and performance?

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

S.NO RATING RESPONDANTS PERCENTAGE

1 Strongly agree 20 20%

2 Agree 40 40%

3 Neither agree nor 35 35%

disagree

4 Disagree 5 5%

5 Strongly disagree 0 0%

Total 100 100%

INTERPRETATION: The above table represents that the employees with 20 strongly
agree , 40 Agree , 35 Neither agree nor disagree ,5 Disagree and 0 Strongly disagree . From
this we can conclude that most of the employees said that present training and development is
evaluating the employees.

CHAPTER – 5
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. 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. 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 programs and enable the organization for making
development programs more useful and effec

BIBILOGRAPHY

BOOKS:-

John Bernardino Human Research management

Anthony Landrace Training & Development Hand Book

Nadler Leonard Human research Development

JOURNALS:-

Indian Journal of Training & Development Personnel Today

WEBSITE SERVED:-

www.vizagsteel.com
 ANNEXURE
QUESTIONNAIRE

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

I (K.RUPA) am, a BBA 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?

(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?

(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

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

(C) Co-employee

(D) All of the above

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