Session: 2010-2012

Project Report On ³TRAINING AND PROMOTION OF EMPLOYEE AT FCI´

Submitted by:Dipti Sharma 10001531006 MBA-ITM

Submitted to:Department of Management Studies

CONTENTS:

1. Declaration 2. Acknowledgement 3. Abstract 4. Introduction 5. Establishment of FCI 6. Quality objective 7. Organizational Chart 8. Organizational Network 9. Main Function 10. Department of FCI 11. Promotion 12. Training 13. Quality Management System 14. Questionnaire 15. Conclusion 16. Bibliography

DECLARATION

I, DIPTI SHARMA declare that the project entitled ³Training and \promotion of Employee in FCI Headquarter, New Delhi´ submitted to DeenbandhuChotu Ram University of Science and Technology & FCI in partialfulfillment of the requirement for the award of the degree of master of business administration is a record of original project work done by me during my period of Internship in FCI

I further declare that this project report has not been submitted to any other university/institution/board for award of any degree/diploma.

ACKNOWLEDGEMENT

I am highly thankful to the & for deputing me as a Management Trainee to the Highly acclaimed and renowned organization viz Food Corporation Of India for the period of eight weeks. I have all respect for Mr. I. K. Chaudhari, AGM Training who assigned me the project on Promotion and Training (P&T) and remained a Guiding Lantern throughout the tenure of my training.. I wish to express my deep sense of gratitude to my Internal Guides, Mr. Shubhas Dhal and Mr. Sanjeev Kumar Kaushik for their able guidance and useful suggestions, which helped me in completing the project work, in time.

This study is also important for the organization as it will help its management to know the requirements of the employees working there. . their satisfaction level with the working conditions and the factors that motivate them the most to give their best. Originality and Value. not taking account their personal characteristic. which includes two categories of employees.ABSTRACT Purpose. Design and Methodology. Headquarters.The study is very important from the managerial point of view as it explains the factors that motivates the employees and boost to work harder for better results. it was found that there is one most important factor because of which the employees get highly motivated. The factor that de-motivates the employees to the greater extent is Promotion Policies. Findings.After the study have been conducted. The result from the research say that the promotions are based on seniority and this is what is disliked by the employees.the study is limited to examining employee feelings. The questions asked contained information about the number of years since the employees have been working in the organization.The study examined the responses of 100 employees of the organization.The purpose of this study is to know the motivation pattern and motivation level of the employees working in Food Corporation of India. Research Limitations. which may be important. and that is Job Security. New Delhi.

FOOD CORPORATION OF INDIA The food corporation of India was setup under the FOOD CORPORATION ACT 1964. and  Maintaining satisfactory level of operational and buffer stocks of food grains to ensure National Food Security. A strong food security system which has helped to sustain the high growth rate and maintain regular supply of wheat and rice right through the year. The efficiency with which FCI tackled one of the worst droughts of the century not only cemented its role as the premier organization in charge of food security in India. in order to fulfill following objectives of the Food policy:  Effective price support operations for safeguarding the interest of the farmers  Distribution of food grains throughout the country for Public Distribution system. . Since its inception in 1965. Today it can take credit for having contributed a great deal in transforming India from a chronically food deficit country to one that is self-sufficient. having handled various situations of plenty and scarcity. but also brought it accolades from international organizations. FCI has successfully met the challenge of managing the complex task of providing food security for the nation.

QUALITY POLICY: FCI.  Service quality and stake holder orientation. for efficient and effective food security management in the country.  To intervene in market for price stabilization.  Transparency and Accountability in transactions. as the country¶s nodal organization for implementing the National Food Policy.  To make food grains available at reasonable prices. Continual improvement of systems. Our focus shall be:  Professional excellence in Management of Food grain and other commodities.EASTBISHMENT OF FOOD CORPORATION OF INDIA OBJECTIVES:  To provide farmers remunerative prices.  Optimum utilization of resources. processes and resources. particularly to vulnerable section of the society. is committed to provide credible. customer focused services.  To maintain buffer stocks as measure of Food Security. .

 Establishing.OUALITY OBJECTIVES  Fulfillment of all the targets set as per Govt.  Need based enhancement of available knowledge & skills.  Need based up gradation of infrastructure and work environment. maintaining and improving ISO 9001:2000 based Quality Management Systems covering all areas of Activity.  Accountability for all efficiency.  Monitoring of quality in all major transactions. performance and minimization of all losses & Wastes. of India Food Policy from time to time.  Transparency in decision making. responsiveness. effective communication leading to harmonious employee relations. . processes leading to improved customer satisfaction level.

and SIX OTHER DIRECTORS (out of which four (4) are non-official Directors) . Board of directors as per section 7(1) of the Food Corporation Act shall be:  CHAIRMAN  MANAGING DIRECTOR  MD. REPRESENTATIVES: THREE DIRECTORS TO REPRESENT RESPECTIVELY THE MINISTRIES OF THE CENTRAL GOVT.CORPORATE SETUP The General Superintendence. CENTRAL WAREHOUSING CORPORATION (EX-OFFICIO)  GOVT. Directions and Management of the affairs and business of the Corporation vests with the Board of directors. DEALING WITH:  FOOD  FINANCE  CO-OPERATION.

ORGANISATIONAL CHART Corporate Office Zonal Office (5) Regional Office (23) District Office (166) Depots (incl CAP 1456) With 1646 offices. OPPORTUNITIES . FCI is one of the largest networked organizations in India.

 To initiate procurement of non-MSP governed commodities on commercial principles.  Modernization of Quality control equipments and systems for food preservation in order to increases the shelf life of food grain. VISION 2020  To aggressively promote Decentralized Procurement by State Government with special emphasis in non-traditional areas and commodities.  To optimize monthly movement program with existing state of art of computerization within the country at various locations as per corporate policies and priorities.  To venture in the field of forward Trading and Exports of both surplus stocks of food grain in the Central Pool and non-traditional commodities. FCI can now play a wider role in being a food advisor to the Central/State Governments.  To diversify into nontraditional commodities / activities.  To ensure adequate buffer for meeting requirements under TPDS & other Welfare Schemes. After nearly four decades of varied experience in Food management.  To undertake R&D for conversion of some of the existing capacity to bulk and cost effective utilization of existing bulk capacity. .  The Corporation can also play a more proactive role in the sphere of commercial ventures.  To dispose of surplus and un-storage worthy warehouses and introduce concepts of mechanized handling in the conventional warehouse.

 To initiate systems for settlement of storage loss and transit loss through insurance coverage and revised inventory mechanism.U.S. STRENGTH OF FOOD CORPORATION OF INDIA . To introduce state of art of financial management in order to reduce the dependency on the present banking system in the country.  To develop efficiency in human resource management both in staff/officers and workers with changed circumstances in the work approach of P.  To achieve state of the art in computerized communication between different offices/depots throughout the country.

 Excellent Storage Management.Facilitator for food security  Provider of price & market assurance to the farmer. Proximity of farmers. NEW INITIATIVES . Quality acknowledge by International buyers. Effective Market intervention to stabilize prices.  Ensuring steady food grain supplies to 5 Lakhs Fair Prices Shops for PDS to cover 141 million APL/67 million card holders.  State of the art experience on food grain preservation/ Warehousing/ Transportation Management. of India Enormity of scale  Countrywide network of offices & strategically located Food Storage Depots.  Timely movement of food grains from procuring States to consuming States.  Ensuring food for all other Welfare Schemes.  Undertakes purchases of 30 to 40 million tons annually making it the largest buyer in the world.  Management the health of millions of tons of food grain in storage. Management Capability and Experience  Large pool of talent managing world¶s largest food grain operation on behalf of Govt.  Operates in mandis/purchase centers located within 10Kms.

Multimodal transportation systems through container. Sustained corporate communication for improving image perceptions. OPERATIONAL NETWORK .Having been acknowledged a major player in food grain management within the Country and abroad. 9. 4. Micro level Inventory Management through focused weekly movement plans. Up gradation of technology through interface with Agriculture Universities / Management Institutes. 7. Better financial & Treasury Management. 5. Resource mobilization to reduce burden on food subsidy. 8. 1. 3. Creation of Profit Centers. FCI is now endeavoring for. 6. 2. Improved stock inventory management real time on-line system through a recently launched IISFM (Integrated Information System for Food grains Management) in collaboration with NIC. Use of µA¶ Twill texture gunny bags as against µB¶ Twill bags as a project to reduce losses in storage and transit.

. in discharging its functions. act on business principles having regard to the interest of the producer and consumer and shall guided by such instructions on questions of policy as may be given to it by the Central Government.Zonal Offices.109 regular food handling workers besides approximately one lakh food handling laborers being engaged by the Handling & Transport Contractors. 166 District FCI operates through a country-wide network with its corporate office in New Delhi. MAIN FUNCTION OF F.645 officers and staff/ employees as on 31-3-2011 and about 60. as on 31-3-2011 The General Superintendence. 5 Offices (as on 30-4-2011) and 1470 depots (as on 1-1-2011) Most of the Revenue Districts in the country are covered by FCI It has manpower of 38. The board of directors. 23 regional offices practically in all the State capitals. direction and management of the affairs and business of the Corporation shall vest in a board of directors which exercise all such powers as may be exercised or done by the Corporation under this Act.I.C.

y STOCKS To meet the growing demands of the public distribution. y TRANSPORTATION Markets and purchase centers are first collected in the nearest depots and from these dispatched to the consuming states within a limited time. the dependence on imports gradually reduced and in eighties the Corporation the maximum level of stocks. the Corporation continuously augmented the stock mainly from domestic procurements and imports in some years. In order to facilitate the farmers to ring their produce to the procuring agencies. Due to those efforts of the Corporation the country has been able to pass through hard times smoothly. the purchase centers have been opened even in remote corners of the country which have been instrumental in curbing the distress sale in the major producing areas during the peak marketing season and induce the farmers to sustain higher production to a large extent. 00. With the increase in domestic procurement. rail.y PROCUREMENT The Corporation along with state government and their agencies has been extending support rice through purchase centers/mandis to the farmers all over the country.000 bags of transported every day of producing states to the consuming areas by read. waterways. y STORAGE . An average of 4. FCI moves about 23 million tons of food grains over an average distance of 1500 kms.

The corporation development an ingenious system of covered and plinth storage (CAP) to meet the requirement of stocks effectively. The Corporation with its widespread network of quality control personnel up to the lowest of purchase center and modern preservation technology has been able to maintain the quality of stocks efficiently. Gradually the corporation with its continued effort augmented its ³own´ capacity to 129. The Corporation operation its employees and no dealership is involved. it was necessary to preserve the stocks properly.  PRESERVATION In a situation of surplus. In addition the corporation hires storages capacity from the private parties on short/medium term basis. STORAGE CAPACITY Adequate scientific storage capacity is an essential component for better preservation of food grain stocks. y DISTRIBUTION . The corporation started with a storage capacity of about 7 lakh tones in 1965.48 lakh tones as on 3112-2010.

 DROUGHT MANAGEMENT The pace of growth of Indian agricultural production was distributed by four monsoons culmination in the severe drought of 1987. the Corporation issued over 22 million tons of food grain for public distribution.  OPEN SALES . PUBLIC DISTRIBUTION SCHEME Increase in the issue of food grains by FCI has helped in enlarging and expanding the public distribution system. and open sale. 00. relief works. In the drought year of 1977.000 Fair Price Shops at present against 1.09 lakhs in 1965 and the quantum distributed has substantially gone up. Food grains production declined: adequate supplies of food grains were ensured in all the drought affected states was made which linked employment generation programs with supplies of food grains. There are about 4.  POVERTY ALLEVIATION PROGRAM A number of new policy initiatives like enhanced allocation of wheat and rice from PDS and other schemes: introduction of distribution of food grains in Integrated Tribal Development Program (ITDP) area at social concessional prices as an integral part of poverty alleviation program: substantially poverty alleviation of FOOD grains for NREP program and permitting open market sale of wheat at uniform prices throughout the country and its implementation was planned.

For containing open market prices. Tender sales were also making to Roller Flour Mills. important consuming center were indentified and open sale of wheat was organized apart from regular supplier of wheat at fixed prices.  PRICE STABLIZATION The Public Distribution system has been instrumental in stabilizing the process of food grains to a greater extent as compared to the prices of ³all commodities´. DEPARTMENTS OF FCI .

 Sales. General section.  Pension Cell.  Industrial Relation Labor Department.  Computer Division.  Planning and Research.  Stocks Department.  Purchase.  Policy and Industrial Relation.  Engineering. Promotion .  Budget and cost control.  Accounts Department.  Hindi Section.  Social Welfare.  Quality Control Internal Audit and Physical Verification.  Establishment.  Storage and contacts Department.

Promotion brings enhanced status. Hence. they may combine two or more bases of promotion. be µdry promotion¶ where a person is moved to a higher level job without increase in pay. There can of course. BASES OF PROMOTION Organizations adopt different bases of promotion depending upon their nature. Interest in training and development program would improve. If forces an employee to use his knowledge. paves the way for employee self development. The organization would be able to utilize the skills and abilities of its personnel more effectively. authority or status. size. It inspires employees to compete and get ahead of others. A transfer implies horizontal movement of an employee to another job at the same level. has inbuilt motivational value. Promotion thus. It encourages them to remain royal and committed to their jobs and the organization. increased responsibilities and better working conditions to the promoters. skills and abilities fully and become eligible for vertical growth. Purpose and Advantage of promotion Promotion. better pay. on the other hand. has powerful motivational value. There is no increase in pay.Promotion refers to upward movement of an employee from current job to another that is higher in pay. The wellestablishment bases of promotion are seniority and merit. generally. The organization would also benefit immensely because people are ready to assume challenging roles by improving their skills constantly. Promotion is slightly different from up gradation which means elevating the place of the job in the organizational hierarchy or including the job in higher grade. Merit based Promotion: . based either on meritorious performance or continuous service. management etc. it cannot act as motivational tool. Those who fall behind in the race are also motivated to acquire the required skills to be in the reckoning. as it elevates the status and power of an employee within an organization. responsibility and/or organizational level. Promotion.

Promoting an employee who has the longest length of service is often widely welcomed by unions because it is fairly objective. Everyone is sure of getting the same. discrimination and subjective judgment.Merit based promotions occur when an employee is promoted because of superior performance in the current and efficiency as measured from his educational qualifications. There is no scope for favoritism. PROCEDURES & PRACTICES IN FCI REGARDING PROMOTION. training and past employment record. . one day. experiences. It is easy to measure the length of service and judge the seniority. Seniority based Promotion Seniority refers to the relative length of service in the same organization.

the employee of the Central Government in the Directorate General of food posted to work under the administrative control of the food Corporation of India may be given ad hoc promotions. Note: Purely as an interim measure. .  All the promotion shall be considered by a promotion board duly constituted for this purpose and shall be regulated by the general instructions to be issued by the Board of Directors. in accordance with the principles mutually agreed upon between the Corporation and the Central Government.y Procedure for promotion:  Promotion shall be made on the basis of seniority subject to fitness in respect of non-selection posts indicated in Appendix 1 of the staff Regulations.  Promotion in respect of selection posts indicated by Appendix 1 of the staff Regulations shall be made on the basis of the merit. in regard to the field of choice of candidates. seniority considered only when the merit of contending candidates is approximately the same. pending their permanent absorption in the service of the Corporation. the size of the panel and the validity of the panel.

 In every other case the appointment shall be deemed to have been made on an ad hoc basis in accordance with sub-clauses (a).1 Reservation for Scheduled Castes.2 Treatment of appointment made prior to coming into force of these regulations: Appointments made prior to the coming into force of these regulations shall be treated in the following manner.1. Scheduled Tribes and other category of persons as directed by Government if India from time to time. Scheduled Tribes and other categories in the services under the corporation: In making appointments in the services of the Corporation. namely:  Where the appointment has been made on the basis of a competitive selection of candidates applying against an advertisement issued or against requisition sent to Employment Exchanges.3 Commencement of service: Services shall be deemed to commence from the working day on which an employee reports for duty in an appointment if he reports for such duty in the forenoon and from the following day if he reports for duty in the afternoon. the appointment shall be deemed to have been regularly made to the services of the Corporation by direct recruitment in the Corresponding post in the table set out in Appendix. reservations.(b)and(c) of clause 3 of regulation 7 as may be appropriate in the circumstance of each case. relaxation of age limits and other concessions would be provided to Scheduled Castes. 1. The Managing Director May issue detailed administrative instructions accordingly. 1. 1. .

1. Provided further that there will be no probation for a person promoted from one grade to another grade within the same category except where the promotion involved a change in the category of post in the same cadre e.Grade-III is promoted as Asst. if an Asst.Grade-II there will be no probation whereas if a Messenger ( Category.g.4 Declaration of fidelity and secrecy: Every person on first appointment to service of the Corporation shall before entering upon his duties make a declaration of fidelity and secrecy as required under Section 38 of the Act 1. .5 Probation:  Every person regularly appointed to any post in the Corporation under Sub-clause (a) of Clause (1) of regulation 7 shall be required to be on probation for a period one year from the date of appointment.Grade-III (Category-III) or an Asst.Manager (Category-II) is promoted as Deputy Manager (Category-I) there will be normal period of probation and for persons promoted from Deputy Manager onwards.Grade I(Category -III) is promoted as Asst. 2 The appointing authority may in his discretion extend the period of probation by a further period not exceeding one year.IV official) is promoted as Asst. there will not be any probation. Similarly if an Asst.Manager (Category-II) normal probation period shall be applicable.

1 . 4 An employee who has satisfactorily completed his probation in any post shall be thereafter being confirmed.3 During the period of probation an employee directly recruited shall be liable to be discharged from service without assigning any reason by giving him a notice of 30 days or pay and allowances in lieu thereof. 5 Where an employee has rendered continuous temporary service or continuous service on deputation in any post immediately preceding his regular appointment to such post. An employee promoted from a lower post to higher post shall be liable to be reverted to the lower post without notice and without assigning any reason. the period of service so rendered temporarily or on deputation may be counted against the period of probation if the appointing authority so directs.

any be altered in accordance with the administrative  Instructions issued by the Corporation from time to time. 2. the eligible persons will be arranged in a combined seniority list in the order of their relative seniority in their respective grades. The Selection Committee will then select persons for promotion from this list and arrange the candidates selected in a consolidated order of merit or according to seniority in the lower grade.1. as the case may be. This will determine the seniority of the persons on promotion to the higher grade.Direct recruits: The relative seniority of all direct recruits will be determined by the order of merit in which they are selected for such appointment by the selecting authority. . persons appointed as a result of an earlier selection being senior to those appointed as a result of subsequent selection. Provided that seniority of an employee who refuses to accept promotion. Promoters:  The relative seniority of persons promoted to various grades will be determined in the order in which their names appear in the panel drawn up in accordance with Regulation 10.  Where promotions to a grade are made from more than one grade.

(b) Notwithstanding anything stated above. . (b) If an employees in one or more grades in the Food Department are merged in a common grade in the Corporation. Transferred employees: (a) Inter seniority of the Food Department employees transferred to the Corporation will follow the order of their relative seniority in the Department of Food irrespective of their actual date of employment in the corporation. their inter seniority shall be determined on the basis of length of continuous service in the equated grades. if for any reasons whatsoever. will be determined on the basis of his seniority in the Regional Directorate. The seniority of an employee belonging to a Regional Directorate. 4.3.Relative seniority of direct recruits and promotes: The relative seniority of direct recruits and promotes will be determined according to the rotation of the vacancies as between direct recruits and promotes as based on the quotas reserved for direct recruitment and promotion respectively. as the case may be had arisen during such subsequent calendar year and the persons selected against the additional vacancies shall be placed en-blocked below the promote or the direct recruit. any vacancy or vacancies arising during a calendar year reserved for promotion or direct recruitment. (a) Vacancies arising in a calendar year shall be filled up during the same calendar year as far as possible. The inter seniority of such persons as are promoted or recruited against such vacancy or vacancies shall be fixed as if such earlier year¶s vacancies for promotion or direct recruitment. who is working on the date of his employment by the Corporation in the Procurement Organization on a temporary transfer basis. as the case may be remain unfilled by the prescribed mode such vacancy or vacancies shall be carried over to the subsequent calendar year.

seniority of the transferee will be fixed in the new unit after giving full weight age to the service counting for seniority in the particular category in the old Unit . Relative seniority of Food Department transfers and direct recruits of the Corporation: The seniority of employees transferred to the Corporation from the Food Department vis-àvis the seniority of direct recruits employed by the Corporation will be determined with reference to the length of continuous service in the grade concerned in the Corporation including the service in an appropriate / equated grade(s) in the Department. 6. such transfer is in the opinion of the competent authority in the interest of the Corporation. Relative seniority of an employee transferred from one unit to another: An employee transferred from one unit of seniority to another will be ranked as the junior most in the particular category on the date he joins the new unit. Seniority of deputation absorbed in the service of the Corporation. 7. If however. The seniority of deputation absorbed in the services of the Corporation shall be determined in the accordance with the guidelines issued by the Bureau of Public Enterprises from time to time.5. Such fixation of seniority will be without prejudice to the inter-seniority of the Food Department transfers to the Corporation in accordance with item (4) above and the inter-seniority of other persons employed by the Corporation n accordance with items (1) to (3) above.

Relative seniority of management Trainees absorbed as Asstt. The seniority list worked out by Zonal Office/Head Office for various Cadres are widely circulated among the employees for their information & necessary action. being examined as per the procedures & conditions discussed above. Managers in the services of the FCI and the promotes will be determined with reference to the date of induction into the Corporation as Management Trainees and the date of induction into the Corporation as Management Trainees and the date of appointment as Asstt. Manager in the services of FCI will be determined by the order of merit in which they are finally selected for absorption after successful completion of their training period.8.Relative Seniority of Management Trainees and Promoters: The seniority of management Trainees absorbed as Asst. . Wherever objections regarding seniority are received. Manager in the case of promotes.

IMPORTANCE OF TRAINING AND DEVELOPMENT  Maintain skill levels  Advance skill and knowledge to improve ± ± ± Performance (efficiency) Service delivery (error rate) Profitability (productivity.  Adapt to increased diversity of the workforce.  Fulfill employee need for growth.TRAINING TRAININGS SHOULD AIM AT  Empowering the employees  Increasing productivity  Making the processes more efficient and effective IMPORTANCE OF TRAINING  Respond to technology changes affecting job requirements. manpower)  Integrate new technologies into work  Establish standards for work practices .  Respond to organizational restructuring.  Support career development.

more customers. consistency. Develop training curricula. reduces tension. . Developing and Conducting Training 1.The Benefits of Training  Gives the supervisor more time to manage. lower costs.  Gives the business a good image and more profit. 3. Inside training staff vs.  Considering learning principles. less turnover. 2.  Based on job/task analysis and individual needs. Determine location and who will conduct the training.  Onsite facilities vs. reduced tension. boost morale and job satisfaction. less absenteeism. reduces injuries and accidents.  Consider appropriateness and cost. better service  Gives the workers confidence to do their jobs. outside vendors. gives them a chance to advance. offsite. Select training methods. standardized performance.

 Training is in an informal.  When they receive feedback on performance. .How employees learn the best:  When they are actively involved in the learning process-(to do this choose an appropriate teaching method).  Training material is organized and presented in chunks.  When they are rewarded.  When they have a good trainer. and comfortable setting. quiet.  Training is relevant and practical.

vindicated Informal Formal Kinds of Training Formal .Kinds of training  Informal ± on the job. ³phone a friend´  Formal ± ³attendance´ or ³completion´  Formal ± certified.

 Creativity Training. SKILLS TRAINING  Focus on job knowledge and skill for:  Instructing new hires.  Overcoming performance deficits of the workforce. Retraining  Maintaining worker knowledge and skill as job requirements change due to:  Technological innovation  Organizational restructuring .  Cross-Functional.  Retraining.  Team Training. 1. 2.  Literacy Training.  Diversity Training.Types of Training  Skills Training.

gender. . Cross-Functional Training  Training employees to perform a wider variety of tasks in order to gain:  Flexibility in work scheduling. and acceptance of persons of different race. Creativity Training  Using innovative learning techniques to enhance employee ability to spawn new ideas and new approaches. tolerance. etc. and different backgrounds. 4. etc.Diversity Training  Instituting a variety of programs to instill awareness. respect. reading.  Improved coordination.  Cross-functional skills. 7. and effective employee behaviors such as punctuality. Team Training  Training self-directed teams with regard to:  Management skills. 6. 5.3. Literacy Training  Improving basic skills of the workforce such as mathematics. responsibility. writing.  Coordination skills. cooperation.

. This mechanism has been perfected over a period of time. the Institute of Food Security has been positioned primarily as an in-house training centre for the Food Corporation of India. The training set-up in FCI initially consisted of 4 Zonal Training Institutes (ZTIs) and one Central Training Institute. As CTI's activities grew. CTI was given the responsibility of catering to the training requirements of Category-I & Category-II officers of FCI.TRAINING INSTITUTE OF FCI. This development took place in the backdrop of a decision to abandon the Zonal Training Institutes. This Institute in the name of "Institute of Food Security" is a training Institute where regular training programs for employees of FCI & other organizations are conducted throughout the year. Since then. The Institute became operational at its new premises from 1st August. 1997. FCI thus decided to have its own building for its Central Training Institute at Gurgaon. The Central Training Institute (CTI) was set up in the year 1971 in leased premises at New Delhi. and the first training program was conducted from 2 nd February 1998. FCI has established a comprehensive and a structured training mechanism in accordance with its organizational goals. a growing need for infrastructural expansion was felt. It was in the year 2004 that the name of the institute was changed to µInstitute of Food Security' in order to provide a holistic expanse to the training curriculum and the activities of the Institute. The ZTIs that primarily catered to the zonal training needs of Category-III employees of the Corporation were located one in each zone except the North East.

Training and continuous development of this asset is an important management responsibility. It seeks to impart knowledge. Based on these and in alignment with the Training Philosophy. The Institute will take up training / consultancy assignments on commercial basis for external clients with the target of increasing revenue generation by at least 15% each year and to be self reliant in the long run future by out sourcing the infrastructure to other companies. It will provide need based training to each executive up to the level of Dy. planned and a continuous process integral to organizational growth. Manager at least once in every 3 years for enhancement of available knowledge and skill. Divisional Objectives The Institute is committed to the Quality Policy & Quality Objectives of the Food Corporation of India.FCI's Training Philosophy Human resources are our greatest assets. . the institute has established its divisional objectives: The Institute of Food Security as a centre of Human Resource Development of Food Corporation of India will provide a complete solution to the training needs for the Executives of the Corporation. The Institute will strive for continuous improvement in its own function by making constant evaluation of its training standard parameters and taking timely corrective and preventive action. FCI has always accorded the highest importance to the training of its employees. hone skills and reorient attitudes for individual growth and organizational effectiveness.Training in Food Corporation of India is proactive. and used it as an effective tool to develop and nurture a competent work force .

. It also organizes specifically designed long-term training program as per the training needs of the Corporation. SWCs. The aim is to inculcate the operational skills and moral values in probationers and nurture in them the ability to hold senior positions within the organization. Managerial Skills. Management personnel. but also supplements it with refresher courses organized at periodic intervals. and Computers and on operations of FCI. has conducted training programs exclusively for their Middle / Sr. It conducts training programs not only during their induction and at the end of their probation period. of Punjab. CONFED etc. The institute is thus an extended arm of the FCI's human resources development function.Our Activities The flagship activity of the institute has been to conduct short-term training program on various subjects related to Food Security. The activities at the institute have increased manifold as the training infrastructure and other resources improved in its campus. The institute has played an important role in the training and development of newly recruited officers of the corporation. the institute. NAFED. The institute has extended the benefits of some of its regular programs also to the other organizations like CWC. dealing with food grains management and organizing the event on International Seminar on Food Security. and HAFED. at the request of other organizations like the Govt. On the strength of the excellent training facilities and the build-up of training momentum.

thus attempting to create development of a learning organization. thrust areas have been identified for the Institute.  Research & Development Role The institute will carry out research (by in-house faculty and research officers) on contemporary subjects which are relevant to the FCI's short-term and medium-term business and operational needs and policy formulation. The institute therefore serves as:-  An Institution for advanced learning IFS are the main research and academic arm of the FCI for upgrading the knowledge and skills relevant for its employees.  Feedback Provider & Internal Consultant The Institute captures the feedback on the FCI's policy and business processes from the trainees and structures them to validate and transmit the relevant pieces of information to the Corporate Office for use in the formulation of policy and strategy. It provides state-of-the-art training to middle level and senior level executives. .Our Focus In harmony with FCI's training philosophy and its mission.  A Change Agent The institute is a change agent in the overall functioning of the Food Corporation of India and facilitates the ushering in of professionalism in the Corporation by acting as a catalyst for change in attitudes and orientation of FCI staff through its structured program. and re-equips them with contemporary skills and reorients their attitudes.

. The quality system in general. covers all the activities of the institute and is specifically applicable to:  the identification of training needs  identification of inputs  conducting training program  evaluation of training program  feedback processing  training of faculty and  Maintenance of infrastructure etc.Quality Management System The Institute of Food Security as a division of FCI has been certified as a BSEN ISO 9001:2000 Institute by the BSI Management System.

QUESTIONAIRE ON PROMOTION Question 1. of Persons Strongly Agree 74% Fairly Agree 25% Do not Agree 1% . Do you think that promotion of employees in an organization is a better option than Direct Recruitment? No.

Do you agree that Internal Promotions allow the people greater scope with their careers with the young executives? No.Question 2. of Persons Agree 85% Disagree 15% .

Question3. of Persons Fairly True 60% Partially True 30% FALSE 10% . Do the Fast Track promotion systems offer star performers stimulating opportunities to grow vertically? No.

of Persons Strongly Belive 89% Belive 10% Do Not Belive 1% .Question 4.Is it necessary for an organization to keep its employees well informed about the ladders of promotions? No.

Which amongst the following is the best option for promotion of employees in an organization? No. of Persons Promotion based on senority 48% Promotion bsed on merit33% Merit cum senority 14% Promotion by selection 5% Temporary promotion .Question 5.

of Persons Agree 100% .Question 6.Do you agree that promotion within the organization encourage an employee to work with loyalty and commitment? No.

Question 7.Does an organization have to sacrifice quality and settle for less qualified candidates in the case of internal promotion? No. of Persons Yes 59% No 41% .

of Persons Agree 85% Disagree 15% .Question 8.Do promotions help the inefficient candidates to get a chance for higher post merely based on length of her/his service rather his/her merit? No.

Question 9.Does a good promotion policy facilitate job satisfaction? No. of Persons Agree 100% Disagree 0% .

Question 10. of Persons Agree 75% Disagree 25% . Do promotions cause hindrance to inject young and fresh blood in an organization? No.

CONCLUSION 1. As reflected in the response of the employees and officers of the FCI in my questionnaires. . With the ever increasing population of our country. one can observe that the policy and procedures of training and promotion of employees at different levels differ from those adopted in private organizations. it is evident that they prefer promotion to be the only criterion to the higher posts as it gives them opportunities to grow. On the basis of training procedure as explained in the project. it became essential to feed millions of people for which the Government of India established the Food Corporation of India in the year 1964 the very purpose of FCI was to bring about revolution in the production of Food Grains through Green Revolution and its proper distribution amongst the states. 3. 2.

nic.in 4.fciweb.Bibliography: 1. www. .ifsweb. www.in 2. Guidance from literature of FCI.nic. ³Human resource management´ by VSP Rao 3.