XIM UNIVERSITY

A PROJECT REPORT ON TRAINING AND

DEVELOPMENT

A project is submitted to

XIM UNIVERSITY, NEW CAMPUS BHUBANESWAR

is partial fulfilment of the degree of bachelor of business
management by:
SWATI PADMALAYA MOHAPATRA
BBM [HR]
2021-2024

Under the guidance of:

Mr. Ajit Kumar Pradhan
Senior Manager [T&D]
NALCO

CERTIFICATE OF THE GUIDE

Mentor/guide Name: Ajit Kumar Pradhan

Designation: Senior Manager (T&D), NALCO

This is to certify that the project report entitled

'TRAINING EVALUATION (T&D) OF NALCO' has been
prepared MS. SWATI PADMALAYA MOHAPATRA under
my supervision and guidance for the fulfilment of BBM.
Her field work is satisfactory.

Date: Signature of the guide

 ACKNOWLEDGEMENT

I owe my sincere and heartily gratitude to Mr. Ajit Kumar

Pradhan Senior Manager (Training & development) NALCO,
BBSR for his active guidance and persistent encouragement
throughout my study. He unduly deserves the credit of my
project. I take the opportunity to express my gratitude to the
staffs of NALCO for permitting me to do my study in the main
branch.
I am also thankful to all my revered teachers of the BBM
department in providing me useful guidance for the
completion of this report.
I convey my gratitude to all those who are directly or
indirectly related in the completion of this project. Finally, i
would be failing in my duty if I don't express my thanks to the
respondents whom I visited and took their valuable time to
answer my questionnaire.

SWATI PADMALAYA MOHAPATRA

BBM [HR]
2021-2024
 CONTENTS

 Introduction
 Meaning of the study
 Objective of the study
 Vision and Mission
 Operation layout
 Products of NALCO
 Achievements
 Data collection
 Training and development at NALCO
 Theoretical represent of Topic
 Importance of training and development
 Training implementation
 Findings,
 suggestions,
 conclusion
 limitations
 DECLARATION
 PREFACE
Partial knowledge is an important suffix to theoretical knowledge;
one cannot merely rely upon the theoretical knowledge. Classroom
make the fundamental concept clear, but practical survey in a firm
has significant role to play in a subject of management to develop
management skills, it is necessary that they combine their
classroom's learning with the knowledge of real business
environment.
I am extremely happy to place before the esteemed
teachers/management the report of the project entitled "Training
Evaluation (Training and Development)"
It has not only helped me to enhance my knowledge about various
fields of Human Resources & Company responsibilities towards their
welfare but also gave new dimension to my knowledge about
psychology & attitude of the Employees towards the work & their
duties.
 CHAPTER ONE
INTRODUCTION
 OBJECTIVE OF THE STUDY
Each and every endeavour requires specific objective to be fulfilled.
In academics for knowledge the practical sector each and every
individual has to go for an intensive study in that particular sector.
Though it requires some specific knowledge but the quality to
manage the time to have the goal to be achieved, all the activities
should be as per the planned course of action and at last the
knowledge will come out from the effort done for the specified
period.

In academics to get a professional degree as per the course

curriculums each and every student has to undergo a summer
project for a period of 4 weeks in an organization As per the set
program of B.COM of DAV SCHOOLOF BUSINESS MANAGEMENT,
UTKAL UNIVERSITY, ODISHA. I went for my summer training program
at National Aluminium Company Ltd (NALCO) for the same starting
from 1st MAY TO 30TH JUNE.

The other objectives were:

-To examine the effect of training on workers performance in an
organisation.
- To assess how training enhances workers knowledge and skills to
enable them adapt to new technologies changes in the organisation
and the working environment
 SYNOPSIS OF THE REPORT
TRAINING AND DEVELOPMENT is a subsystem of an organisation It ensures
that randomness Is reduces and learning or behavioural change takes place in
structural format It is concerned with the structure and delivery of acquisition
of knowledge to improve the efficiency and effectiveness of organization
Therefore. training a a key to optimizing utilization of human. intellectual,
technological, and entrepreneurial skills.
There are four phases of training in NALCO Training need analysis. training
design, training implementation and training evaluation Training evaluation is
the most important part of training process which refers to activities aimed at
finding out the effectiveness of training programme after they are conducted.
against the objective for which such programmes were organized Training
evaluation technique gives us solution to answer questions like where was the
capability level of learners before the programme and where it is now, what
was intended to be achieved by a particular programme and what is really
achieved now and what is the monitory of training outcome against the cost
incurred for conducting the training programme. The key involves staffing
policies selecting ad retaining talented employees. Training and development
whilst encouraging employees to be innovative and creative, cultural barriers
and legal framework. NALCO provides soft skill development training to their
employees. But still they need to work on providing product/process
development training. To evaluate the training programme questionnaire is the
most popular method in NALCO. Training initiatives and programmes have
become a priority for Human resources. As business market changes due to an
increase in technology initiatives, companies need to spend more time and
money on training employees. I today's business climate employee
development IS critical to corporate success and organization are investing
more in their training and development needs.
CHAPTER TWO
PROFILE OF THE
ORGANISATION
COMPANY PROFILE
INTRODUCTION TO NALCO
National Aluminium Company Limited (NALCO) is a Schedule
‘A’ Navratna CPSE established on 7th January, 1981 having its
registered office at Bhubaneswar. It is one of the largest
integrated Bauxite-Alumina-Aluminium- Power Complex in
the Country. At present, Government of India holds 51.28% of
paid up equity capital. The Company has been operating its
captive Panchpatmali Bauxite Mines for the pit head Alumina
refinery at Damanjodi, in the District of Koraput in Odisha
and Aluminium Smelter & Captive Power Plant at Angul. As a
part of green initiative, NALCO has installed 198 MW Wind
Power Plants at various locations in India and 800 kWp roof
top Solar Power Plants at its premises to join hands for
carbon neutrality. From the days of first commercial
operation since 1987 the Company has continuously earned
profits for last 36 years. NALCO is one of the leading foreign
exchange earning CPSEs of the Country. The Company
continues to retain its position of lowest cost producer in
Bauxite and Alumina production in the World in 2022.
Capitalising the market opportunity the Company could
achieve high sales realisation, positively impacting the top
line and bottom line in FY 2021-22. Revenue achieved Rs.
14,181 crore and Highest ever PAT of Rs. 2,952 crore achieved
in FY 2021-22.
Even with subdued pricing situation in FY 2022-23, with focus
on domestic market the Company achieved highest ever
revenue from operation of Rs.14,255 Crore. However, with
increase in input cost, the PAT achieved was Rs. 1,544 crore in
FY 2022-23. NALCO achieved Full capacity Aluminium
production of 4.6 lakh tonne, with all 960 POTs in operation
in its Aluminium Smelter for the 2nd consecutive year in FY
2022-23.
The Company has a 68.25 lakh TPA Bauxite Mine & 21.00 lakh
TPA (normative capacity) Alumina Refinery located at
Damanjodi in Koraput district of Odisha, and 4.60 lakh TPA
Aluminium Smelter & 1200MW Captive Power Plant located
at Angul, Odisha.
The Company has regional sales offices in Delhi, Kolkata,
Mumbai, Chennai and 8 operating stockyards at various
locations in the Country to facilitate domestic consumers. In
addition, NALCO has its own bulk shipment facility for export
of products.
NALCO is the first Public Sector Company in the country to
venture into international market in a big way with London
Metal Exchange (LME) registration since May, 1989. The
Company is listed at Bombay Stock Exchange (BSE) since 1992
and National Stock Exchange (NSE) since 1999. Besides, ISO
9001, ISO 14001, ISO 45001, ISO 50001 & SA 8000
certifications, NALCO’s Data Centre at Corporate Office and
Disaster Recovery Site at Alumina Refinery certified for
Information Security Management System and awarded ISO
27001:2013 Certification and Accreditation from
International Accreditation Services, USA.”
To face the challenges of ever-evolving market and position
the Company in a sustainable growth path, a corporate plan
has been developed with well-defined 3 year action plan, 7
year strategy & 15 years vision of being a Premier and
Integrated Company in the Aluminium value chain with
strategic presence in Mining both domestic & global, Metals
and Energy sectors. The Corporate Plan has chalked out a
roadmap for multi fold growth in revenue and Profit by 2032.
While Company is sustaining its operational excellence driven
by its corporate plan, the Company is also having well carved
plans for expansion programs. Presently, the Company is
working in major projects like:
• 5th stream Alumina Refinery, which will enhance the
Refinery capacity from 2.1 million tonne to 3.1 million tonne.
• To support the Alumina Refinery and raw material security,
the Company is developing Pottangi bauxite Mines. Obtaining
all clearances under process.
• Utkal D & E Coal Mines: Mining activities already started. It
will add to the bottom line by reduction in coal procurement
cost. For Utkal-E, all clearances are in advance stage.
VISSION
To be a Premier and Integrated company in the Aluminium
value chain with strategic presence in Mining both domestic
& global, Metals and Energy sectors.
MISSION
To sustainably grow multi-fold in Mining, Alumina and
Aluminium business along with select diversification in
Minerals, Metals and Energy sectors, while continuously
improving on efficiency and business practices thus
enhancing value for all stakeholders.

CORE VALUES - BEST

Benefitting-Stakeholders
We provide our customers, suppliers and other stakeholders
with utmost level of value, service and satisfaction.
Excellence-and-quality
We ensure that our products, manufacturing & business
processes adhere to the highest quality levels and standards.
Sustainability
We relentlessly pursue sustainable practices and create a
positive impact on the communities we engage with.
Trust-&-Integrity
We conduct ourselves with dignity, integrity, equity,
transparency and accountability to build trust.

OPERATION OF NALCO

BAUXITE MINE
A fully mechanised Bauxite open-cast Mine, having a capacity
of 68.25 lakh MT is located at Panchapatmali hills of Koraput
district in Odisha. It is one the most sophisticated and eco-
friendly mining operations to be found worldwide. It features
geo-statistical application and Computerised mine planning.
This mine serves as feed -stock to Alumina Refinery at
Damanjodi located downhill. The transportation is done
through a 14.6 km, long single-flight, multi-curve, variable-
speed cable belt conveyor of 1800 TPH capacity.

ALUMINA REFINERY
NALCO’s energy efficient Alumina Refinery utilises time tested
Bayer’s process technology of atmospheric pressure digestion
at low temperature. The normative capacity of Alumina
Refinery is 21 lakh tonnes per annum. Alumina produced is
used to meet Company’s requirements for production of
primary aluminium at smelter. After meeting the
consumption need of Company’s Smelter plant at Angul, the
balance quantity of Alumina goes to International market
through Visakhapatnam port.
SMELTER PLANT
Located in Angul in Odisha, NALCO’s 4.60 lakh TPA Aluminium
Smelter is based on advanced technology of smelting &
pollution control and comprises four potlines with 240
electrolytic potcells in each, along with integrated facilities
for casting of ingots, sows, billets, strips, wire rods and
chequered sheets. Smelter unit has a 45,000 TPA Rolled
Products Unit(RPU) having facilities to produce sheets and
coils for a variety of end uses. This unit has the advantage of
direct molten metal transfer from the Smelter.

CAPTIVE POWER PLANT

Close to the Smelter, a Captive Power Plant of 1,200 MW
capacity has been established for firm supply of power to the
Smelter. The coal demand of the plant is mostly met from a
dedicated mine of Mahanadi Coalfields Limited. The plant is
also connected with State Grid for sale of surplus power.

WIND AND SOLAR POWER

NALCO diversified into wind power with the commissioning
of a 50.4 MW wind power plant at Gandikota, Andhra
Pradesh in 2012. The 2nd Wind Power Plant of 47.6 MW at
Jaisalmer, Rajasthan was commissioned in 2014. Growing
further in enhancing its renewable energy portfolio, a 50 MW
Wind Power Plant in Jaisalmer, Rajasthan and a 50.4 MW
Wind Power Plant at Sangli, Maharashtra was commissioned
in FY 2016-17. The Total Wind Power Plant in Operation is
198.4 MW. The Company has also utilised the available roof
top space in Corporate Office, township, Research centre,
training centre at Bhubaneswar for setting up of 310 kWp
solar power plant.

PORT AND RAIL FACILITIES

On the inner harbour of Visakhapatnam port on the Bay of
Bengal, NALCO has established mechanised storage and ship
handling facilities for exporting calcined Alumina and
importing Caustic Soda. The port is also used for export of
aluminium metal and import of normal as well as project
cargoes. NALCO also uses the ports of Paradeep and Kolkata
for export of Aluminium. Besides, NALCO operates own
locomotives and wagons for surface transportation of
finished goods.

PRODUCTS
Registered with London Metal Exchange, the products of
NALCO enjoy worldwide reputation on account of their
quality, reliability in shipment backed by high standard
customer service. NALCO is among the most advanced
manufacturing units in the world and its products are sold in
more than 20 countries.
Alumina
• Calcined Alumina
• Alumina Hydrate
• Speciality Aluminas & Hydrates

Aluminium Metal
(CG, EC & LME grades)
• Standard Ingots (each approx. 20/18.5 / 22.5 kg)
• Sow Ingots (each max. 750 kgs)
• T-Ingots (each max. 650 kg)
• Wire Rods (in coil form, 9.5 / 11.95 mm dia, weight
approx. 2 mt)
• Billets (in six sizes :127 ± 1.5 mm, 152 ± 1.5 mm, 178 ±
1.5 mm, 203 ± 1.5 mm, 229 ± 1.5 mm, 254 ± 1.5 mm dia)
• Flat Rolled Products (coils & sheets)
• Chequered Sheet (Thickness: 0.30 mm to 3.0 mm)
CHAIRMAN-cum-MANAGING DIRECTOR
Shri Sridhar Patra
Shri Sridhar Patra has been appointed as Chairman-cum-
Managing Director of the Company w.e.f. 17th December,
2019.
Shri Sridhar Patra joined the Company as Director (Finance)
on 01.09.2018. Shri Patra was assigned the additional charge
of Chairman-cum-Managing Director w.e.f. 01.12.2019.
Before joining NALCO, he had served as Director (Finance) of
THDC India Limited for more than 5 years.
Born on 12.10.1964, Shri Patra is a member of Institute of
Chartered Accountants of India and rank holder graduate in
Commerce from Utkal University. Shri Patra is a seasoned
Finance & Accounts Professional with results-driven and
team-oriented leadership and have demonstrated
commitment to organizational growth. He has over three
decades of experience in finance and accounts functions of
various Public Sector. Undertaking like Odisha Mining
Corporation Ltd., Indian Rare Earths Ltd. and Mangalore
Refinery & Petrochemicals Ltd (A subsidiary of ONGC Ltd.)
with exposure in Corporate Accounts, Budgetary Control,
Direct & Indirect Tax Management, Strategic Financial &
Business Planning, Financial evaluation of Contracts, Cost
Excellence and Treasury function. Shri Patra has contributed
significantly as an academician to professional accounting
institutions apart from his employment in PSUs.

GOVT. NOMINEE DIRECTORS

Shri Sanjay Lohiya (IAS)
Shri Sanjay Lohiya, an IAS Officer of 1994 batch (Assam
Meghalaya cadre) took over as Joint Secretary, Ministry of
Mines in October, 2020. He joined Indian Administrative
Service (IAS) after graduating from Delhi University. Before
joining as Joint Secretary, Ministry of Mines, he held the post
of Principal Secretary to Chief Minister, Govt. of Assam. He
worked in various capacities in Government of Assam. He has
already worked in Govt of India as Director, PMO and
subsequently as Joint Secretary, Ministry of Agriculture and
farmers’ welfare. during 2011-2016. During his tenure in Govt
of Assam, he worked in various departments like Finance,
Agriculture, and urban development in various capacities and
has wide experience.

DR. VEENA KUMARI DERMAL

Dr. Veena Kumari Dermal belongs to 1998 batch of Indian
Postal Service (IPoS) of Government of India. She is currently
working as Joint Secretary dealing with Policy, Legislative
Division and International Co-operation in the Ministry of
Mines, Government of India, New Delhi.
Dr. Veena Kumari Dermal served in various capacities in the
Postal Department at all India level. She has joined as
Director in the Ministry of Mines in 2017 and got promoted
as Joint Secretary in 2020. She has been associated with
amendments to MMDR Act in 2020 and 2021 and the
subordinate legislations to the Act. She has deep
understanding of mineral policy in India.
Dr. Veena Kumari Dermal has done B.Sc.(Agriculture), M.Sc.
(Horticulture) from Kerala Agriculture University and Ph.D in
Horticulture from Indian Agricultural Research Institute in
New Delhi. She has done Post Graduate Diploma in Public
Policy from IIM, Bangalore. She has undergone various short-
term courses at the National and International level.
Dr. Veena Kumari Dermal has abundant experience of
working in Government and Public Sectors.

FUNCTIONAL DIRECTORS
Shri Radhashyam Mahapatro
Shri Radhashyam Mahapatro joined the Company as Director
(HR) w.e.f. 01.01.2020.
Shri Mahapatro has rich experience in Power, Oil and Coal
Sectors in different capacities and successfully shouldered
varied and higher responsibilities. He is a physics graduate
from Khallikote College, Brahmapur, Odisha and did his Post
Graduation in Industrial Relation & Labour Welfare from
Berhampur University. Shri Mahapatro has handled many
areas of HR functions. During his tenure in NHPC, Engineers
India Limited and Central Coalfields Ltd, he was instrumental
in the introduction of Productive work culture through Team
Work.
Shri Mahapatro’s areas of interest include improving
productivity, human development, creation of employment
through skill development, sports, culture and improvement
of human dignity. He has passionately worked for
reformation in administration to make it responsive to the
need and aspirations of the communities. His forte includes
transparency, leadership and teamwork.

Shri M.P. Mishra

Shri Manasa Prasad Mishra joined the Company as
Director(Projects & Technical) w.e.f. 01.11.2020.
Born on 19.07.1963, Shri M.P. Mishra completed his
graduation in Mechanical Engineering from University College
of Engineering, Burla, Odisha. He joined NALCO as a Graduate
Engineer Trainee (GET) in 1984. During his long service
association of three and half decades with NALCO, Shri
Mishra has contributed significantly from Technology
adoption to absorption in the field of Aluminium Technology.
Shri Mishra has vast professional experience ranging from
project execution to plant operation at Smelter & Power
complex of NALCO and Business Development activities in
Greenfield & Brownfield aluminium projects, renewable
projects etc. Shri Mishra held the position of Executive
Director at Smelter & Power Complex, Angul before taking
over as Director(Projects & Technical).
Shri Mishra is a Member of National Council of Indian
Institute of Metals (IIM), FIE of Institution of Engineers (India)
and Aluminium Association of India.

Shri Ramesh Chandra Joshi

Born on 12.04.1965, Shri R. C. Joshi has completed his
professional course from ICMAI in 1989. He has also
completed Bachelor of Law from Sambalpur University.
Shri Joshi is a seasoned Finance & Accounts professional
acknowledged for sound decision-making abilities, analytical
and problem solving skills, business

acumen, result-driven and team-oriented leadership. Shri

Joshi has always demonstrated commitment to organizational
growth. He has also keen interest in academics. He has a
varied and rich experience in various areas of Finance
spanning over 32 years, which includes 27 years in NALCO in
the core areas of finance coupled with in-depth
understanding of financial, contractual and regulatory issues.
He is also a nominee director on the Board of M/s. Angul
Aluminium Park Pvt. Ltd, a JV of NALCO.

Shri Sadashiv Samantaray

Mr Sadashiv Samantaray has joined as Director (Commercial)
of the National Aluminium Company Limited, a Navaratana
CPSE on 22.03.2022.
Born in the year 1965, Mr Samantaray had been a position
holder all throughout his education in schools and colleges.
After completing his B.Tech (Mechanical) with University
Merit certificates in all the four years of graduation from GB
Pant University of Ag & Technology, Panatnagar, now in
Uttarakhand, he joined Nalco as Graduate Engineer Trainee in
the year 1985 (2nd batch of GETs). He has done his MBA from
Utkal University with specialization in Marketing Finance. He
has also completed PG Diploma in Business administration
and PD Diploma in Marketing Management.
Through his sincerity, hard work, dedication and competence
on strategic management, he rose to the level of Executive
Director (Commercial) before being selected as Director
(Commercial).
Mr Samantaray has more than 36 years of rich experience in
Plants and commercial areas. Working at Plants he was
involved in erection, commissioning, operations and
production planning in CPP and Smelter. Due to his strategies
and planning, Nalco could achieve highest levels of
production and productivity. He was involved in many critical
decisions and landmark achievements at Plants like
restoration of burnt single line coal cable belt at CPP in record
time to save Nalco from catastrophe, scientific spares
planning, design and implementation of MIS system, strategy
for enhancing critical equipment availability at smelter to
increase productivity, Optimization of logistics system etc.

Shri Pankaj Kumar Sharma

Shri Pankaj Kumar Sharma has joined Board of Directors of
the National Aluminium Company Limited (NALCO) as
Director (Production) on 01.02.2023. He graduated from IIT
(BHU) in the year 1992 in B.Tech (Electronics) and joined
NMDC Limited as Executive Trainee (Electronics) in the same
year. He has varied and rich experience of working in all
facets of the Open Cast Mining Industry. During his
association of more than 30 years with NMDC Ltd., he has
successfully completed challenging assignments in different
key positions. Before joining NALCO, he was acting as Head –
Global Exploration Centre of NMDC Ltd., CEO – NMDC CMDC
Ltd. (a JV company of NMDC Ltd.) and CEO – Bastar Railway
Private Ltd. (a JV company of NMDC Ltd.). He has, not only,
immensely contributed in the sustainable development of
the operating Iron Ore Mines of NMDC Ltd., but also, set
milestones in the upcoming projects of the subsidiary
companies. His technical knowledge and strategic expertise
will help NALCO in achieving accelerated growth.
 PERFORMANCE OF NALCO IN THE PAST 5
YEARS

Particulars 2021-22 2020-21 2019-20 2018-19 2017-18

1.PRODUCTION
Bauxite (MT) 7511075 7365001 7202245 7230546 7025109
Alumina Hydrate 2122000 2085500 2160500 2152500 2105500
(MT)
Aluminium (MT) 460000 418522 418373 440242 425515
Power(net)(MU) 5711 6441 6067 6256 6547
Wind Power 320 285 312 636 252
(MU)
2.Export sales
Alumina (MT) 1184680 1240704 1244256 1276775 1243103
Aluminium (MT) 192174 56898 38463 75847 100591
3.Domestic
Sales
Alumina Hydrate 42992 61000 73377 60641 51797
(MT)
Aluminium (MT) 230643 338864 402134 350469 284926
Total Metal Sale 422817 395761 440597 426316 385518
Total Chemical 1227672 1303704 1317663 1337416 1294900
Sale

HR PRACTICES AT NALCO
Post-employment training:
▪ Induction training.
▪ Executive/supervisory development training.
▪ Refresher courses.
▪ Specific technical skill training.
▪ Statutory training.
▪ Quality training.
▪ Safety training.
▪ Behavioural training.
▪ Computer training.
▪ Shop floor training.
▪ Apprenticeship programmes conducted under statutory
obligations of apprenticeship act.

JOB ROTATION & MULTI-SKILLING:

Multi-skilling of the employees has been emphasized in
NALCO since the beginning as an important HR
STRATEGY. In the panchpatmalli bauxite mines at
Damanjodi. The ITI trained personnel have been
recruited as junior maintenance-cum operative trainees,
trained and employed on both maintenance and
operation of mining machinery. Inter- disciplinary
transfers have been practiced from time to time among
middle/senior level executives in order to prepare them
for taking up higher managerial responsibilities.

HR OBJECTIVES:
1.To capabilities in a congenial work and social
environment through opportunities for training.
recognition and career advancement.

2.To develop and nurture favourable attitudes among

employees to obtain their best contributions to the org
by providing stable employment, safe working
conditions, job satisfaction, quick redressal of HR
OBJECTIVES:
1.To capabilities in a congenial work and social environment
through opportunities for training. recognition and career
advancement.
 2.To develop and nurture favourable attitudes among
employees to obtain their best contributions to the org by
providing stable employment, safe working conditions, job
satisfaction, quick redressal of grievances and through good
pay.
3. To foster fellowship and sense of Belongingness among all
sections of employees through closer association of
employees with the management and by encouraging
healthy trade union practices.
grievances and through good pay.

3. To foster fellowship and sense of Belongingness

among all sections of employees through closer
association of employees with the management and by
encouraging healthy trade union practices.
WELFARE :INTRA MURAL, EXTRA MURAL FACILITIES:
INTRA-MURAL FACILITIES:
▪ Drinking water
▪ Washing facilities
▪ Latrine and urinal
▪ Rest shelter
▪ Safety and occupational hazards
▪ Uniform and protective clothing
▪ Shift allowances
▪ Canteen
▪ Occupational health center
▪ Sanitation and cleanliness
▪ Better condition of employment

EXTRAMURAL FACILITIES:
▪ Maternity benefit.
▪ Medical facilities.
▪ Educational facilities.
▪ Housing facilities.
▪ Recreation facilities.
▪ Holidays and leave travel facilities.
▪ Workers co-operatives including consumers co operative
stores, fair price shop, and co-operative credits.
▪ Vocational training for department of workers.
▪ Other programme for the welfare of women and
children growth.
▪ Transport to and from the place of work.
RECRUITMENT PROCESS AT NALCO
Recruitment policies of Nalco-
The recruitment of both personnel and executive and non
executive director level is alone as per the recruitment and
promotion rules approved by the board of director of the
company separately for executives and non executives. As per
the rules the recruitment of executives is done centrally at
30
corporate levels and non executive are done respective
against the manpower selection. There is a reservation for SC,
ST, OBC, Physically challenged and ex-servicemen is made due
to the policy of the government.
The major induction at non-executive level is done WI
(unskilled), M0/P0/To (skilled). So (supervisory), and most of
these inductions are done through trainee workers and
senior operative trainee scheme respectively. Similarly the
major induction point of executive at co level where 50% of
vacancies are done through internal selection for the
supervisory personnel as per as scheme for the purpose and
other than the GET/MT scheme on all India open competition
basis.

TYPES OF TRAINING AT NALCO

IN-HOUSE TRAINING
In-house training refers to the process of providing training
and development programs within an organization's premises
or facilities. Instead of sending employees to external training
providers or workshops, companies opt to conduct training
sessions in-house.
In-house training offers several advantages for organizations:
1. Tailored to specific needs: In-house training allows
companies to design and customize training programs to
address the specific needs and requirements of their
employees and organization. The content and delivery of the
training can be aligned with the organization's goals, culture,
and industry.
2. Cost-effective: Conducting training in-house can be more
cost-effective compared to sending employees to external
training programs. Companies can save on travel expenses,
registration fees, and other costs associated with external
training providers.
3. Convenience and flexibility: In-house training offers
greater convenience and flexibility in terms of scheduling.
Companies can arrange training sessions at times that are
most suitable for their employees, minimizing disruption to
regular work routines.
4. Focus on internal processes and systems: In-house
training allows organizations to focus on training employees
on internal processes, systems, and proprietary knowledge
specific to their operations. This ensures that employees are
equipped with the skills and knowledge required to excel in
their roles within the company.
5. Team building and collaboration: In-house training
provides an opportunity for employees to interact and learn
together, fostering team building and collaboration within the
organization. It creates a shared learning experience that can
strengthen relationships and improve communication among
employees.
When conducting in-house training, organizations can utilize
various methods and resources, including:
• Internal trainers: Companies may have internal subject
matter experts or experienced employees who can deliver
training sessions. These individuals can share their
knowledge and experience directly with their colleagues.
• Training materials: Organizations can develop training
materials such as presentations, manuals, videos, and e-
learning modules to support the training process. These
resources can be customized to meet the specific training
objectives.
• Practical exercises and simulations: In-house training can
include hands-on activities, role-playing scenarios, and
simulations to provide practical experience and reinforce
learning outcomes.
• Assessments and evaluations: Companies can use
assessments and evaluations to gauge the effectiveness of
the training and track the progress of participants. This helps
identify areas of improvement and measure the impact of the
training on employee performance.
In conclusion, in-house training is an effective way for
organizations to provide tailored and cost-effective learning
opportunities to their employees. It allows companies to
address specific needs, maximize convenience, and foster
collaboration within the organization.

ONBOARDING TRAINING
Onboarding training, also known as orientation or induction
training, is the process of familiarizing newly hired employees
with the organization, their role, and the expectations
associated with their position. The goal of onboarding
training is to help new employees integrate smoothly into the
company, understand their responsibilities, and quickly
become productive members of the team. It typically takes
place within the first few days or weeks of a new employee's
tenure.
Here are some key components and considerations in
onboarding training:
1. Introduction to the organization: New employees should
be provided with an overview of the company's mission,
values, history, and organizational structure. This helps them
understand the company's culture and how their role
contributes to the overall goals of the organization.
2. Role-specific training: Onboarding should include
training on the specific tasks, responsibilities, and
expectations associated with the new employee's position.
This may involve explaining job duties, demonstrating
processes, and providing access to relevant tools, software,
or resources.
3. Company policies and procedures: New employees
should receive information about important company
policies, such as those related to code of conduct, safety,
security, and confidentiality. They should also be made aware
of any procedures or protocols specific to their role or
department.
4. Introduction to colleagues and key stakeholders: It is
beneficial to facilitate introductions between new employees
and their team members, supervisors, and other key
individuals within the organization. This helps build
relationships, promote collaboration, and create a support
network for the new employee.
5. Workplace culture and values: Onboarding training
should emphasize the organization's culture, values, and
expected behaviors. This includes promoting inclusivity,
diversity, and a positive work environment. Sharing examples
and stories that illustrate the desired culture can help new
employees understand and align with the company's
expectations.
6. Benefits and resources: New employees should be
informed about the employee benefits package, including
health insurance, retirement plans, and any other perks or
resources available to them. They should also be provided
with information about HR policies, such as leave policies,
time tracking, and performance evaluation processes.
7. Ongoing support and mentorship: Onboarding training
should not be limited to the initial few days or weeks.
Organizations can provide ongoing support and mentorship
to new employees to help them acclimate to their roles and
continue their professional development. Assigning a mentor
or buddy to guide and support the new employee can be
valuable in this regard.
8. Evaluation and feedback: It is helpful to periodically
assess the effectiveness of the onboarding training and solicit
feedback from new employees. This allows organizations to
make improvements and address any areas where the
onboarding process may be lacking.
Onboarding training plays a crucial role in setting the stage
for a positive employee experience and long-term success
within the organization. By providing new employees with
the necessary knowledge, tools, and support, organizations
can increase employee engagement, retention, and
productivity.
EXTERNAL TRAINING
External training refers to training programs and courses that
are conducted by external providers, outside of an
organization's premises. Instead of developing and delivering
the training internally, companies send their employees to
external training providers or workshops to enhance their
skills, knowledge, and competencies.
Here are some key aspects and benefits of external training:
1. Expertise and specialized knowledge: External training
providers often specialize in specific areas and have expertise
in delivering training programs. They bring in-depth
knowledge, industry best practices, and the latest insights to
the training sessions. Employees can benefit from the
expertise of trainers who are well-versed in their respective
fields.
2. Exposure to new perspectives: External training offers
employees the opportunity to interact with professionals
from other organizations and industries. This exposure allows
them to gain fresh perspectives, share experiences, and learn
from diverse viewpoints. It broadens their horizons and
encourages innovative thinking.
3. Up-to-date content and trends: External training
providers are usually at the forefront of their respective
industries and stay updated with the latest trends,
technologies, and practices. Attending external training
sessions ensures that employees receive current and relevant
information that can be applied directly to their work.
4. Networking opportunities: External training programs
provide a platform for employees to network with peers,
professionals, and experts from different organizations.
Building a network can lead to valuable connections,
collaborations, and knowledge-sharing beyond the training
session.
5. Intensive and focused learning: External training
programs are often designed to provide intensive and
focused learning experiences. They may include interactive
workshops, case studies, simulations, and practical exercises
that allow employees to apply their knowledge and skills in
real-world scenarios.
6. Customization and variety: External training providers
offer a wide range of training programs catering to various
skill sets, industries, and job roles. Companies can choose the
most suitable training options for their employees based on
their specific needs and development objectives.
7. Certification and credentials: Some external training
programs offer certifications or credentials upon successful
completion. These certifications can add value to employees'
resumes, enhance their professional profiles, and
demonstrate their commitment to ongoing learning and
development.
8. Motivation and engagement: Sending employees to
external training can be motivating and engaging for them. It
shows that the company invests in their growth and
development, which can boost employee morale, job
satisfaction, and loyalty.
When considering external training, organizations should:
• Research and select reputable training providers with a
proven track record and positive reviews.
• Align the training programs with the organization's
goals, strategic objectives, and employees' development
needs.
• Communicate clear expectations and objectives to
employees attending external training programs.
• Evaluate the effectiveness and impact of the external
training to ensure a return on investment.
Overall, external training complements internal learning and
development initiatives by providing employees with
specialized knowledge, exposure to new ideas, and
networking opportunities. It contributes to their professional
growth, enhances their skills, and ultimately benefits the
organization by increasing employee capabilities and
performance.

FOREIGN TRAINING
Foreign training refers to training programs or courses that
take place in a foreign country, usually outside of an
employee's home country. It involves sending employees to
other countries to receive training, develop new skills, or gain
exposure to different cultures, practices, and business
environments. Foreign training opportunities are typically
provided by organizations to broaden employees'
perspectives, enhance their global competencies, and
facilitate cross-cultural understanding.
Here are some key aspects and benefits of foreign training:
1. Cross-cultural exposure and understanding: Foreign
training provides employees with firsthand exposure to
different cultures, customs, and work practices. This
experience helps them develop a broader perspective and a
better understanding of global business environments. It
fosters cultural sensitivity, adaptability, and the ability to
work effectively with diverse teams and clients.
2. Global networking and collaboration: Attending training
programs in foreign countries allows employees to connect
and build relationships with professionals from various
backgrounds and industries. This networking can lead to
future collaboration opportunities, business partnerships,
and knowledge exchange.
3. Access to specialized expertise: Foreign training
programs often feature renowned trainers, industry experts,
and academic institutions with specialized knowledge and
expertise in specific areas. Employees can benefit from
learning directly from these experts and gaining insights into
cutting-edge practices and trends.
4. Exposure to international best practices: By participating
in foreign training, employees can learn about international
best practices, innovative approaches, and emerging trends
in their field. This knowledge can be applied to their work
and contribute to organizational improvement and
competitiveness.
5. Language and communication skills development:
Foreign training provides employees with opportunities to
improve their language skills, particularly if the training is
conducted in a language different from their native language.
Enhancing language proficiency can enhance cross-cultural
communication and facilitate international business
interactions.
6. Personal and professional growth: Foreign training
experiences can be transformative for employees on both
personal and professional levels. Living and working in a
different country challenges individuals to step out of their
comfort zones, adapt to new situations, and develop
resilience. It can also boost confidence, self-reliance, and
problem-solving skills.
7. Enhanced global market knowledge: Foreign training
exposes employees to different markets, business practices,
and economic landscapes. They gain insights into market
dynamics, consumer behavior, and industry trends of the
host country. This knowledge can be invaluable for
organizations expanding into international markets or
working with global clients.
8. Retention and employee engagement: Providing foreign
training opportunities demonstrates an organization's
commitment to employee development and can significantly
enhance employee retention and engagement. Employees
appreciate the investment made in their growth, which can
foster loyalty and motivation.
When planning for foreign training, organizations should:
• Identify the specific training needs and objectives for
employees and match them with appropriate training
programs in foreign countries.
• Ensure employees are adequately prepared for the
cultural and logistical aspects of living and working in a
foreign country, such as visa requirements, health and safety
considerations, and cultural orientation.
• Provide support and resources to employees during
their foreign training, such as language training, cultural
awareness programs, and access to local contacts for
assistance.
• Establish mechanisms to capture and share the
knowledge and experiences gained during the foreign
training to maximize organizational learning and benefit
other employees.
Foreign training can be a valuable investment for
organizations and employees alike. It promotes global
perspectives, cultural competence, and professional growth,
while also positioning the organization for success in the
global marketplace.

SKILL DEVELOPMENT PROGRAM

A skill development program is a structured initiative
designed to enhance the knowledge, abilities, and
competencies of individuals in specific areas. These programs
focus on developing specific skills that are relevant to an
individual's role or desired career path. Skill development
programs can be implemented by organizations, educational
institutions, government agencies, or professional
associations. They aim to bridge skill gaps, improve
performance, and support personal and professional growth.
Here are some key aspects and considerations of skill
development programs:
1. Identification of skill gaps: Skill development programs
begin with a thorough assessment of the skills required for a
particular role or industry. This assessment helps identify the
gaps between the existing skills of individuals and the skills
needed to perform effectively.
2. Targeted skill development: Once skill gaps are
identified, skill development programs are designed to
address those gaps. They are tailored to the specific needs of
individuals or groups, focusing on enhancing specific
technical, interpersonal, leadership, or industry-specific skills.
3. Training methodologies: Skill development programs can
be delivered through various methodologies, such as
classroom training, workshops, e-learning modules, on-the-
job training, mentoring, or a combination of these
approaches. The choice of methodology depends on the
nature of the skills being developed and the learning
preferences of participants.
4. Curriculum and content: Skill development programs
have structured curricula or content that cover the necessary
concepts, techniques, and practices related to the targeted
skills. The content may include theoretical knowledge,
practical exercises, case studies, and real-world applications.
5. Experienced trainers and experts: Skill development
programs are typically delivered by experienced trainers or
subject matter experts who possess deep knowledge and
expertise in the specific skill areas. These trainers provide
guidance, facilitate learning, and offer practical insights to
participants.
6. Continuous learning and practice: Skill development
programs often emphasize the importance of continuous
learning and practice. Participants are encouraged to apply
their newly acquired skills in their work environment, seek
feedback, and engage in ongoing self-improvement to
reinforce and refine their abilities.
7. Assessment and evaluation: Skill development programs
may include assessments or evaluations to measure
participants' progress and competence in the targeted skills.
These assessments help gauge the effectiveness of the
program and provide feedback for further improvement.
8. Certification or recognition: Some skill development
programs offer certifications, credentials, or recognized
qualifications upon successful completion. These
certifications can serve as evidence of individuals' proficiency
and can be valuable for career advancement or professional
recognition.
9. Lifelong learning: Skill development programs can
promote a culture of lifelong learning within organizations.
Encouraging employees to continuously develop their skills
ensures they stay relevant in a rapidly changing business
landscape and fosters a culture of innovation and growth.
When implementing skill development programs,
organizations should:
• Align the skill development programs with the strategic
goals and objectives of the organization.
• Involve relevant stakeholders, such as supervisors,
managers, and employees, in the identification and planning
of skill development initiatives.
• Provide resources, support, and infrastructure necessary
for the successful implementation of the programs.
• Monitor and evaluate the impact of the skill
development programs on individuals' performance and
organizational outcomes.
• Encourage participants to apply their newly acquired
skills and provide opportunities for further practice and
growth.
Skill development programs play a crucial role in enhancing
individuals' capabilities, boosting job performance, and
supporting career advancement. They contribute to
organizational success by ensuring a competent workforce
that can adapt to evolving demands and excel in their roles.
APPRENTICE PROGRAM
An apprentice program is a structured training initiative that
combines on-the-job training with classroom instruction to
provide individuals, often referred to as apprentices, with the
skills and knowledge required for a specific trade or
profession. Apprenticeships are typically offered in industries
such as construction, manufacturing, healthcare, information
technology, and skilled trades.
Here are some key aspects and considerations of an
apprentice program:
1. Duration and structure: Apprentice programs are
typically structured as long-term training programs, spanning
several months to several years. The duration may vary
depending on the industry and the complexity of the trade.
Apprentices spend a significant portion of their time working
under the guidance of experienced professionals on real-
world projects, gaining hands-on experience and practical
skills.
2. Classroom instruction: In addition to on-the-job training,
apprentices receive structured classroom instruction to
complement their practical learning. The classroom
component covers theoretical knowledge, safety procedures,
technical concepts, and relevant regulations and standards.
This classroom instruction is delivered through formal
training sessions, workshops, or online learning platforms.
3. Mentorship and supervision: Apprenticeships involve
close mentorship and supervision by experienced
professionals who serve as mentors or trainers. These
mentors provide guidance, support, and feedback to
apprentices, ensuring they acquire the necessary skills and
knowledge in a hands-on environment. The mentors also
assess the progress of apprentices and provide regular
performance evaluations.
4. Progressive skill development: Apprentice programs are
designed to allow apprentices to progressively develop their
skills and expertise over time. They start with foundational
skills and gradually advance to more complex tasks as they
gain experience and proficiency. This progressive approach
ensures a well-rounded skill set and prepares apprentices for
higher-level responsibilities within the trade or profession.
5. Industry-recognized certifications: Apprentice programs
often lead to industry-recognized certifications or
qualifications upon successful completion. These
certifications validate the skills and knowledge acquired
during the apprenticeship and can enhance career prospects
and employability in the industry.
6. Compensation and employment: Apprentices typically
receive compensation for their work, often in the form of a
salary or stipend. As they progress in their training, their
compensation may increase to reflect their growing skills and
contributions. In some cases, apprentices may secure full-
time employment with the same organization after
successfully completing their apprenticeship.
7. Collaboration with educational institutions: Many
apprentice programs involve partnerships between
employers and educational institutions, such as vocational
schools or community colleges. These collaborations ensure
that apprentices receive a well-rounded education that
combines practical training with academic instruction.
8. Benefits for employers: Apprentice programs offer
several benefits to employers. They enable organizations to
develop a skilled and competent workforce tailored to their
specific needs. Apprenticeships also promote loyalty and
retention as apprentices tend to stay with the organization
after completing their training. Furthermore, apprenticeships
can help address skills shortages within the industry and
contribute to the development of a highly skilled workforce.
When establishing an apprentice program, organizations
should:
• Define clear learning objectives and competency
requirements for the apprenticeship.
• Establish a structured curriculum that integrates on-the-
job training and classroom instruction.
• Select qualified mentors or trainers who have the
necessary expertise and experience.
• Provide adequate resources and support for apprentices'
learning and development.
• Regularly assess apprentices' progress and provide
constructive feedback.
• Ensure compliance with applicable regulations and
standards related to apprenticeships.

ABOUT THE TOPIC:

HOW TRAINING AND
DEVELOPMENT
AFFECTS EMPLOYEE
PRODUCTIVITY AT ?
I. INTRODUCTION
Employee training is probably the most significant investment
an employer can make. Unfortunately, a lot of money is
wasted on ineffective training. Hence, it is basic that a
deliberate methodology be utilized when coordinating
training programmes. As organizations try to survive in the
turbulent dynamic market, strong emphasis must be laid on
human resources in order to be competitive and financially
solvent. Nonetheless, there are different components that
influence organizations’ success; organizations must have
productive employees. Also, organizations differentiating
based on human resources because of its intangible
characteristics such knowledge, skills and motivation of
workforce progressively considers it to be important to
feasible on the lookout. In this way, organizations ought to
have employees that have capability of changing in
accordance with quick unique business environment. The
knowledge is turning to fundamental capital that trigger
development.
The achievement of organizations is however dependent on
its knowledgeable, skilled as well as experienced workforce.
Therefore in order to maintain sustainability, organizations
must see continuous employee training and development as
invaluable. Training and development is exceptionally at all
employee levels, because of the explanation that abilities
disintegrate and get old throughout some stretch of time and
must be recharged.

II. EMPLOYEE TRAINING

Training is the coordinated manner by which organizations
provide development and upgrade quality of new and
existing employees. Training is seen as an orderly
methodology of learning and development that improve
individual, group and organization Thus it is the arrangement
of activities set out upon by organization that leads to
knowledge or abilities procurement for developing purposes.
Thereby, contributing to the wellbeing and performance of
human resources, organization, as well as the society at large
training serves as an acts of intervention to improve
organization’s goods services quality in stiff the competition
by upgrades in technical skills of employees.

III. EMPLOYEE DEVELOPMENT

Developments refers to activities leading to the acquisition of
new knowledge or skills for purposes of growing.
Organizations provide employees with development
programmes in order to upgrade their abilities Employee
development is gaining an increasingly critical and strategies
imperative in organizations in the current business
environment (Sheri-lynne 2007) in Abdul Hameed (2011). In
this way, organizations need to invest in continuous
employee development in order to maintain employees as
well as the organization achievement.

IV. EMPLOYEE PRODUCTIVITY

Productivity as defined in dictionary is the effectiveness with
which things are being delivered.
Employee productivity however is the measure of the output
per unit of input economically. It is the log of net sales over
total employees Subsequently, employee productivity of an
economy as entire or industry could be resolved.

V. EMPLOYEE TRAINING AND EMPLOYEE

DEVELOPMENT
Training has been invaluable in expanding productivity of
organizations. It doesn’t just improve creatively, yet
additionally furnishes them with an occasion to basically gain
proficiency with their positions and perform all the more
skilfully. Subsequently, expanding employees efficiency as
well as organizations’ productivity. Different researches show
the positive effect of training on employees’ productivity.
Training as a process is one of the most inescapable strategies
to upgrade the productivity of individuals and communicating
organizational goals to personnel also supported that
investing in training employees on decision making.
Collaboration, critical thinking and interpersonal relations has
helpful effect on the organizations’ level of growth, as well as
impacting on employees’ performance. Training influences
employees’ behaviour and their working skills which results
into employees upgrades performance as well as constructive
changes. Training is best method of motivating holding high
quality in human resources within an organization training is
a method of improving employee commitment and
maximizing employee potential. In any case, the ideal
objective of each organization is to produce high revenue and
maximize profit and a vital tool to realize this is an efficient
and effective workforce. Hence, a workforce is just proficient
and viable if the appropriate and development is
accommodated such and in this way prompting productivity.

VI. EMPLOYEE DEVELOPMENT AND

EMPLOYEE PRODUCTIVITY
Development programs worth investing so much into, as
most successful organization consider the progress of
workforce and therefore invest in their training. This
outcomes to increment in skill and competence that improve
morale and productivity. Developments seems to diminish
the turnover rate of employees. Thus advancements
oppurtunities don’t just reduce absenteeism, however it
expands employee’s commitment and satisfaction that helps
reduce turnover.

VII. DISCUSSION
 Training and development must be planned and conveyed to
address the issues of all employees in such a way that the
employees will not be only productive but also be satisfied.
Training and development has a positively affects the
employees to complete their work more effectively,
increasing their interpersonal and technical abilities,
collaboration, job confidence and work and work motivation.
Training in organizations holds the way to open the possible
development to accomplish a competitive edge.
Organizations train and develop their workforce to the fullest
to enchance their productivity. Hence, knowledge, skill and
abilities are determinants of employees’ performance which
organizations need to continuously invest in wisely to
improve their employees’ productivity. Organizations spend
an enormous amount of money and time on training to help
employee’s learning of job related competencies.
 CONCLUSION
Training and development upgrade not only the productivity
of employees but also of the organization. It has
appropriately been stated, employee development is the way
to authoritative practical turn of events. Organizations must
have employees who can quickly adapt to an ever-changing
world market. Organizations need to invest into on-going
employee training and development in order to both keep
employees and be effective. The 21st century will be good for
those organizations, which can learn quicker and also adapt
to changes than their competitors
In conclusion, training and development affecting on
employee productivity has improve the wellbeing of
organizations, but also help the prosperity of most countries
that has placed into consideration the plan and delivery of
training and development of workforce at public level. As the
public strategies intend to improve country’s human
resources, this optimally in turn results to the economic
growth of the country. In any case, it is recommend for
management of organizations to provide training and
development of employees a priority in order to get the best
out workforce as well as improving the organization’s
productivity. Further research studies is additionally
suggested on the training and development of employees to
have a more extensive comprehension of its important
effects.

LIMITATIONS OF THE STUDY

The study is limited to the corporate HR, NALCO,

Bhubaneswar. So te study is subject to the limitation of the
area. The time period of the study was only 4 weeks which
may provide a developed picture in comparison of the study
based on long run. Sampling size of the study was only 20
because only these people have attended the soft skill
development training Corporate HR, NALCO only provides
soft skill development training, not skill based (product/
process) training. So how can one evaluate the skill based
training is still unresolved The study as based only on
secondary & primary data so lack of keen observations and
interactions were also the limiting factors in the proper
conclusion of the study
 BIBLIOGRAPHY
- NALCO Website [nalcoinda.com]
- Year book of NALCO
- Previous year reports
- Research Papers about HRM
 DECLARATION

I Swati Padmalaya Moahapatra, a student of School of

Commerce, XIM University. BBSR department of BBM, do
hereby declare that I have done the project entitled
TRAINING EVALUTATION' which I am submitting to the
NALCO. This project is not submitted to any other institution
or published anywhere else.