Project On Training and Development by Karan K Kamdi

8/5/2015
Projectontraininganddevelopmentbykarankkamdi(2)
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Transcriptof"Projectontraininganddevelopmentbykarankkamdi(2)"
1. 1.PROJECTREPORTONSTUDYOFTRAININGANDDEVELOPMENTOFEMPLOYEES
ININDORAMASYNTHETICS(India)LTD.BUTIBORI,NAGPURSUBMITTEDBY
KARANKKAMDIGUIDEDBYMr.S.SubramaniamAsst.Professor,DMIMSDattaMeghe
InstituteofManagementandStudiesAtreyLayout,Nagpur(20112012)
2. 2.CERTIFICATEThisistocertifythatMr.KARANKKAMDIStudyinginMBAIIndsemof
DMIMSNagpurhassuccessfullycompletedthisprojectentitledSTUDYOFTRAININGAND
DEVELOPMENTOFEMPLOYEESININDORAMASYNTHETICS(I)LTD.BUTIBORI
NAGPURfrom1stjulyto15thaugust.Hewasverysincere&honestinhiswork.Wewishhim
allthebestforhisfutureendeavors.Mr.S.SubramaniamDr.AmishiAroraProjectGuideDirector,
DMIMS
3. 3.DECLARATIONIherebydeclarethatprojectentitledSTUDYOFTRAININGAND
NAGPUR.isabonafiedandauthenticrecordofworkdonebymeundersupervisionofMr.Ajay
dhobleduringacademicsession20112012.Theworkpresentedhereisnotduplicatedfromany
othersource&alsonotsubmittedearlierforanyotherdegree/diplomatoanyuniversity.I
understandthatanysuchduplicationisliabletobepunishedinaccordancewiththeuniversity
rules.Place:NagpurMr.KARANKAMDI
4. 4.ACKNOWLEGEMENTNoProjectCanBeDoneUnaidedItismyprofoundprivilegeto
acknowledgewithdeepsenseofgratitudeandindebtnesstowardsmyprojectguideMr.S.
SubramaniamAsst.ProfessoratDMIMSInstituteofmanagement&researchforhervaluable
guidance.MysincerethankstoMr.ArvindJain(Asst.VP)forgivingmeachancetodoprojectat
IndoRamaandMr.AjayDhoble(ManagerHumanResource)forhisextensivecooperationand
supportandMrs.BalwinderSodiKaur(Sr.OfficerTrainingandDevelopment)forherextensive
supportandcooperation.MyspecialthankstostaffmembersofIndoramawhohelpedmeduring
thisprojectwork.IamalsothankfultothemanagementofIndoramawhohasgiventheirfull
cooperationinthisstudy.KARANKAMDI
5. 5.CERTIFICATEThisistocertifythatMr.KARANKKAMDIStudyinginMBAIIndsemof
DMIMSNagpurhassuccessfullycompletedthisprojectentitledSTUDYOFTRAININGAND
NAGPURfrom1stjulyto15thaugust.Hewasverysincere&honestinhiswork.Wewishhim
allthebestforhisfutureendeavors.Mr.S.SubramaniamDr.AmishiAroraProjectGuide
Director,DMIMS
6. 6.INDEXSerialno.ChaptersPageno.01.Introduction202.TrainingandDevelopment503.
CompanyprofileofIndoramasynthetics1904.Objectiveoftheproject.2705.Trainingand
DevelopmentatIndoramaSynthetics(India)LTD.2906.ResearchMethodology3907.Data
interpretationandDataanalysis.4308.LearningduringSIP5609.Conclusion.5810.
Recommendationandsuggestion.6011.Bibliography.6212.Annexure.
7. 7.INTRODUCTION
8. 8.INTRODUCTIONTOHUMANRESOURCEMANAGEMENTHumanResourceManagement
isconcernedwithhumanbeings,whoareenergeticelementsofmanagement.Thesuccessofan
enterprisewilldependupontheability,strengthandmotivationofpersonsworkinginit.Human
ResourceManagementreferstosystematicapproachtoproblemsinanyorganization.Human
ResourceManagementisconcernedwithallaspectsofmanagingthehumanresourcesofan
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organization.AccordingtoLikert,Everyaspectoffirmsactivitiesisdeterminedbythe
competence,motivationandgeneraleffectivenessofitshumanorganization.Ofallthetasksof
management,managingthehumancomponentisthecentralandmostimportanttaskbecauseall
dependsuponhowwellitisdone.Thisquotationsumsuptheimportanceofhumancomponentin
anorganizationandneedformanagingiteffectively.HumanResourcesarethemostimportant
assetsofanorganization.Itsobjectiveisthemaintenanceofbetterhumanrelationsinthe
Organizationbythedevelopment,applicationandevaluationofpolicies,proceduresand
programmesrelatingtohumanresourcestooptimizetheircontributiontowardstherealisationof
organizationalobjectives.Itisconcernedwithgettingbetterresultswiththecollaborationof
people.HumanResourceManagementhasbeendefinedbyvariouseminentauthors.Someofthem
arementionedbelow:Thepoliciesandpracticesneededtocarryoutthepeopleorhuman
resourcesaspectsofamanagementpositionincludingrecruiting,screening,training,rewarding
andappraising.DictionaryofHumanResourceManagementandPersonnelManagement.
HumanResourceManagementisthatpartofthemanagementsprocesswhichisprimarily
concernedwiththehumanconstituentsofanorganization.E.F.L.Breach.
9. 9.INTRODUCTIONOFTHETOPICOneofthemosttalkedsubjectsincorporatecircles,in
recenttimesishowtooptimizethecontributionsofhumanresourcesinachievingorganizational
goals.Anefficientandsatisfiedworkforceisthemostsignificantfactorinorganizational
effectivenessandmarginalexcellence.Butexperiencesinbusinessandserviceorganizations
howeverindicatethatmanagement,comparativelyspeaking,bestowmoretimeandattentionto
policiesandsystemsrelatingtoproduction,technology,investment,inventory,marketing,etcthan
tohumanresources.Compulsionofmodernbusinessenvironmentishoweverpromotingcorporate
managementstosystematicallyreviewtheircurrentattitudes,beliefsandpoliciestowardshuman
resourcesfortheycontributemostsignificantlytothesurvivalandgrowthoforganization.
Enlightenedandprogressivemanagementshavethereforecometobelievethatpeoplearenot
problemsbutopportunities.TrainingandDevelopmentactivitiesareimportantpartofexploring
theseopportunities.TrainingandDevelopmentactivitiesaredesignedtoimpartspecificskills,
abilitiesandknowledgetoemployees.Trainingisaplannedeffortbyanorganizationtofacilitate
employeeslearningofjobrelatedknowledgeandskillsforthepurposeofimprovingperformance.
Developmentreferstolearningopportunitiesdesignedtohelpemployeesgrowandevolveavision
forfuture.
10. 10.TRAININGANDDEVELOPMENT
11. 11.DISTINCTIONBETWEENTRAININGANDDEVELOPMENTTRAINING
DEVELOPMENT1.Trainingmeanslearningskillsandknowledgefordoingaspecificjob.
1.Developmentmeansgrowthofanemployeesinallrespects.2.Itisconcernedwithmaintaining
andimprovingcurrentjobperformance.Thus,ithasshorttermperspective.2.Itseekstodevelop
competenceandskillsforfutureperformance.Thus,ithasalongtermperspective.3.Itisjob
centeredinnature.3.Itiscareercenteredinnature.4.Roleoftrainerisveryimportant.4.The
executiveshastobemotivatedinternallyforselfdevelopment.TRAININGAND
DEVELOPMENTMEANINGOFTRAININGANDDEVELOPMENT:Insimpleterms,training
anddevelopmentrefertoimpartingspecificskills,abilitiesandknowledgetoanemployee.A
formaldefinitionoftraininganddevelopmentis:Itisanyattempttoimprovecurrentorfuture
employeeperformancebyincreasinganemployeesabilitytoperformthroughlearning,usuallyby
changingtheemployeesattitudeorincreasinghisskillsandknowledge.
12. 12.Theneedoftraininganddevelopmentisdeterminedbyemployeesperformancedeficiency,
computeasfollows:Trainingisanorganisedactivityforincreasingtheknowledgeandskillsof
peopleforadefinitepurpose.Itinvolvessystematicprocedurefortransferringtechnicalknow
howtoemployeessoastoincreasetheirknowledgeandskillsfordoingspecificjobswith
proficiency.AccordingtoEdwinB.Flippo,TrainingistheactofincreasingtheknowledgeAnd
skillsofanemployeefordoingaparticularjob.Traininginvolvesthedevelopmentofskillsthat
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areusuallynecessarytoperformaspecificjob.Itspurposeistoachieveachangeinthebehavior
ofthosetrainedandtoenablethemtodotheirjobsbetter.Itmakesnewlyappointedworkersfully
productiveintheminimumoftime.Itisequallyimportantfortheoldemployeesduetofrequent
changesintechnology.Traininganddevelopmentneed=StandardperformanceActual
performance.
13. 13.PROCESSOFTRAININGANDDEVELOPMENTProcessoftraininganddevelopmentisa
wellplannedprocess.Thefollowinggraphrepresentsthisinagraphicalmanner:TRAINING
ANDDEVELOPMENTPROCESSORGANISATIONALOBJECTIVESANDSTRATEGIES
ESTABLISHMENTOFTRAININGANDDEVELOPMENTGOALSDEVISINGTRAINING
ANDDEVELOPMENTPROGRAMMEIMPLEMENTATIONOFTRAININGAND
DEVELOPMENTPROGRAMMEEVALUATIONOFRESULTSASSESSMENTOF
TRAININGNEEDS
14. 14.NEEDOFTRAININGANDDEVELOPMENTTrainingisimportantnotonlyfromthepoint
ofviewoforganizationbutalsofortheemployees.Trainingisvaluabletotheemployeesbecause
itwillgivethemgreaterjobsecurityandopportunityforadvancement.Theneedoftrainingarises
inanenterpriseduetofollowingreasons:CHANGINGTECHNOLOGY:Technologyischanging
atafastpace.Theworkersmustlearnnewtechniquestomakeuseofadvancedtechnology.Thus,
trainingshouldbetreatedasacontinuousprocesstoupdatetheemployeesinnewmethodsand
procedures.QUALITYCONSCIOUSCUSTOMERS:Customershavebecomequalityconscious
andtheirrequirementskeeponchanging.Tosatisfythecustomers,qualityofproductsmustbe
continuouslyimprovedthroughtrainingofworkers.GREATERPRODUCTIVITY:Itisessential
toincreaseproductivityandReducecostofproductionformeetingcompetitioninthemarket.
Effectivetrainingcanhelpincreaseproductivityofworkers.STABLEWORKPLACE:Training
createsafeelingofconfidenceinthemindsoftheworkers.Itgivesthemasecurityatthework
place.Asaresult,laborturnoverandabsenteeismratesarereduced.
15. 15.TRAININGANDDEVELOPMENTOBJECTIVESTrainingobjectivesareformedkeeping
inviewcompanysgoalsandobjectives.Topreparetheemployee[bothnewandold]tomeetthe
presentaswellaschangingrequirementsofjobandorganization.Toimparttothenewentrants
thebasicknowledgeandskillneededfortheperformanceofadefinitejob.Toassistemployees
tofunctionmoreeffectivelyintheirpresentpositionsbyexposingthemtolatestconcepts,
informationandtechniquesanddevelopingtheskillsetsthatmayneedfurther.Todevelopthe
potentialitiesofpeopleforthenextlevelofjob.Toensuresmoothandefficientworkingof
department.Tobridgethegapbetweenexistingperformanceabilityanddesired
performance.Toimproveorganizationalclimatesinceanendlesschainofpositivereactionscan
resultfromawellplannedtrainingprogramme.
16. 16.IMPORTANCEOFTRAININGANDDEVELOPMENTTrainingplaysanimportantrolein
humanresourcedepartment.Itisnecessary,usefulandproductiveforallcategoriesofworkersand
supervisorystaff.Theimportanceoftraininganddevelopmentinanenterpriseare:OPTIMUM
UTILIZATIONOFRESOURCES:Traininganddevelopmenthelpsinoptimizingtheutilization
ofhumanresourcesthatfurtherhelpstheemployeestoachievetheorganizationalaswellastheir
individualgoals.DEVELOPMENTOFSKILLSOFEMPLOYEES:Traininganddevelopment
helpsinincreasingthejobknowledgeandskillsofemployeesateachlevel.Ithelpstoexpandthe
horizonsofhumanintellectandanoverallpersonalityoftheemployees.PRODUCTIVITY:
Traininganddevelopmenthelpsinincreasingproductivityoftheemployeesthathelps
organizationtoachieveitslongtermgoals.TEAMSPIRIT:Traininganddevelopmenthelpsin
inculcatingthesenseofteamwork,teamspirit,andinterteamcollaborations.QUALITY:
Traininganddevelopmenthelpsinimprovinguponqualityofworkandworklife.
17. 17.TYPESOFTRAININGOnthebasisofpurpose,severaltypesoftrainingprogrammesare
offeredtoemployees.Theimportanttypesoftrainingprogrammesareasfollows:INDUCTION
TRAINING:Inductionisconcernedwithintroducinganewemployeetotheorganizationandits
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procedures,rulesandregulations.Whenanewemployeereportsforwork,hemustbehelpedto
getacquaintedwiththeworkenvironmentandfellowemployees.Itisbettertogivehimafriendly
welcomewhenhejoinstheorganization,gethimintroducedtotheorganizationandhelphimto
getageneralideaaboutrulesandregulations,workingconditions,etcoftheorganization.JOB
TRAINING:Jobtrainingrelatestospecificjobwhichworkershastohandle.Itgivesinformation
aboutmachines,processofproduction,instructionstobefollowed,methodstobeusedandsoon.
Itdevelopsskillsandconfidenceamongtheworkersandenablesthemtoperformthejob
efficiently.Itisthemostcommonofformalinplanttrainingprogrammes.Ithelpsincreating
interestoftheemployeesintheirjobs.APPRENTICESHIPTRAINING:Apprenticeshiptraining
programmestendmoretowardseducationthanmerelyonvocationaltraining.Underthis,both
skillsandknowledgeindoingajoboraseriesofrelatedjobsareinvolved.Thegovernmentof
variouscountrieshavepassedlawswhichmakeitobligatoryoncertainclassesofemployersto
provideapprenticeshiptrainingtoyoungpeople.Theusualapprenticeshipprogrammescombine
onthejobtrainingandexperiencewithclassroominstructionsinparticularsubjects.Thistraining
isdesirableinindustrieswhichrequiresaconstantflowofnewemployeesexpectedtobecomeall
roundcraftsmen.Itisverymuchprevalentinprintingtrades,buildingandconstructionandcrafts
likemechanics,electricians,welders,etc.
18. 18.INTERNSHIPTRAINING:Underthismethod,theeducationalandvocationalinstituteenters
intoarrangementwithanindustrialenterpriseforprovidingpracticalknowledgetoitsstudents.
Thistrainingisusuallymeantforsuchvocationswhereadvancedtheoreticalknowledgeistobe
backedupbypracticalexperienceonthejob.Forinstance,engineeringstudentsaresenttobig
industrialenterprisesforgainingpracticalworkexperienceandmedicalstudentsaresentto
hospitalstogetpracticalknowledge.Theperiodofsuchtrainingvariesfromsixmonthstotwo
years.REFRESHERTRAINING:Asthenameimplies,therefreshertrainingismeantfortheold
employeesoftheenterprise.Thebasicpurposeofthistrainingistoacquainttheexistingwork
forcewiththelatestmethodsofperformingtheirjobsandimprovetheirefficiencyfurther.Inthe
wordsofDaleYoder,Retrainingprogrammesaredesignedtoavoidpersonnelobsolescence.The
skillswiththeexistingemployeesbecomeobsoletebecauseoftechnologicalchangesandofthe
humantendencytoforget.TRAININGFORPROMOTION:Thetalentedemployeesmaybegiven
adequatetrainingtomakethemeligibleforpromotiontohigherjobsintheorganization.
PromotionmeansasignificantchangeintheResponsibilitiesandduties.Therefore,itisessential
thatemployeesareprovidedsufficienttrainingtolearnnewskillstoperformtheirjobsmore
efficiently.Thepurposeoftrainingforpromotionistodeveloptheexistingemployeestomake
themfitforundertakinghigherjobresponsibilities.Thisservesasamotivatingforcetothe
employees
19. 19.METHODSOFTRAININGThevariousmethodsoftrainingmaybeclassifiedintothe
followingcategories:OnthejobtrainingVestibuletrainingOffthejobtrainingONTHEJOB
TRAINING:Onthejobtrainingisconsideredtobethemosteffectivemethodoftrainingthe
operativepersonnel.Underthismethod,theworkerisgiventrainingattheworkplacebyhis
immediatesupervisor.Inotherwords,theworkerlearnsintheactualworkenvironment.Itisbased
ontheprincipleoflearningbydoing.Therearefourmethodsofonthejobtrainingdescribed
below:COACHING:Underthismethod,thesupervisorimpartsjobknowledgeandskillstohis
subordinate.Theemphasisincoachingthesubordinateisonlearningbydoing.Thismethodisvery
effectiveifthesuperiorhassufficienttimetoprovidecoachingtohissubordinates.
UNDERSTUDY:Thesuperiorgivestrainingtoasubordinateashisassistant.Thesubordinate
learnsthroughexperienceandobservation.Itpreparesthesubordinatetoassumethe
responsibilitiesofthesuperiorsjobincasethesuperiorleavestheorganization.Thepurposeof
understudyistopreparesomeonetofillthevacancycausedbydeath,retirement,transfer,or
promotionofthesuperior.POSITIONROTATION:Thepurposeofpositionrotationistobroaden
thebackgroundofthetraineeinvariouspositions.Thetraineeisperiodicallyrotatedfromjobto
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jobinsteadofstickingtoonejobsothatheacquiresageneralbackgroundofdifferentjobs.
However,rotationofanemployeefromonejobtoanothershould
20. 20.notbedonefrequently.Heshouldbeallowedtostayonajobforsufficientperiodsothathe
mayacquirethefullknowledgeofthejob.JOBROTATION:Jobrotationisusedbymanyfirms
todevelopallroundworkers.Theemployeeslearnnewskillsandgainexperienceinhandling
differentkindsofjobs.Theyalsocometoknowinterrelationshipbetweendifferentjobs.Itisalso
usedtoplaceworkersontherightjobsandpreparethemtohandleotherjobsincaseofneed.
VESTIBULETRAININGThetermvestibuletrainingisusedtodesignatetraininginaclass
roomforsemiskilledworkers.Itismoresuitablewherealargenumberofemployeesmustbe
trainedatthesametimeforthesamekindofwork.Wherethismethodisused,thereshouldbe
wellqualifiedinstructorsinchargeoftrainingprogrammes.Heretheemphasistendstobeon
learningratherthanproduction.Itisfrequentlyusedtotrainclerks,machineoperators,typists,etc.
Vestibuletrainingisadaptedtothegeneraltypeoftrainingproblemthatisfacedbyonthejob
training.Anattemptismadetoduplicate,asnearlyaspossible,thematerials,equipmentsand
conditionsfoundinrealworkplace.Thehumanresourcesdepartmentmakesarrangementsfor
vestibuletrainingwhenthetrainingworkexceedsthecapacityofthelinesupervisors.Thus,in
vestibuletraining,theworkersaretrainedonspecificjobsastheywouldbeexpectedtoperformat
theirworkplace.Vestibuletraininghascertaindemeritsalso.Theartificialtrainingatmosphere
maycreateadjustmentproblemforthetraineeswhentheyaresenttotheiractualworkplace.Itis
relativelyexpensiveasthereisduplicationofmaterials,equipmentsandconditionsfoundinthe
realworkplace.
21. 21.OFFTHEJOBTRAINING:Itrequirestheworkerstoundergotrainingforaspecificperiod
awayfromtheworkplace.Offthejobmethodsareconcernedwithbothknowledgeandskillsin
doingcertainjobs.Theworkersarefreeoftensionofworkwhentheyarelearning.Thereare
severaloffthejobmethodsoftrainingasdescribedbelow:SPECIALLECTURECUM
DISCUSSION:Trainingthroughspeciallecturesisalsoknownasclassroomtraining.Itismore
associatedwithimpartingknowledgethanskills.Thespeciallecturesmaybedeliveredbysome
executivesoftheorganizationorspecialistsfromvocationalandprofessionalinstitutes.Many
firmsalsofollowthepracticeofinvitingexpertsforspeciallecturesforthestaffonmatterslike
health,safety,productivity,quality,etc.CONFERENCETRAINING:Aconferenceisagroup
meetingconductedAccordingtoanorganisedplaninwhichthemembersseektodevelop
Knowledgeandunderstandingbyoralparticipation.Itisaneffectivetrainingdeviceforpersonsin
thepositionsofbothconferencememberandconferenceleader.Asamember,apersoncanlearn
fromothersbycomparinghisopinionswiththoseofothers.Helearnstorespecttheviewpointsof
othersandalsorealizesthatthereismorethanoneworkableapproachtoanyproblem.CASE
STUDY:Thecasemethodisameansofstimulatingexperienceintheclassroom.Underthis
method,thetraineearegivenaproblemorcasewhichismoreorlessrelatedtotheconceptsand
principlesalreadytaught.Theyanalyzetheproblemandsuggestsolutionswhicharediscussedin
theclass.Theinstructorhelpsthemreachacommonsolutiontotheproblem.Thismethodgives
thetraineeanopportunitytoapplyhisknowledgetothesolutionofrealisticproblems.
22. 22.COMPANYPROFILE
23. 23.ABOUTINDORAMACOMPANYINDORAMA,thegianttextileltd.Companyranks15th
globallyandisthe2ndlargesttextilecompanyinIndia.Thehistoryofthissuccessfulcompany
beginswiththeestablishmentoftheAshokTextileIndustry(P)Ltd,inNepalintheyear1969.The
groupwasfoundedbyMr.M.LLohiyawiththeestablishmentofPT.IndoRamaSyntheticsin
Indonesia.ThisworldrenownedgroupwasthenextendedtoThailand,Srilanka,andIndia.InIndia
thefirstspinningmillwassetatPithampur,whichmanufacturedSyntheticyarnswithacapacityof
21,120Spindles.Intheyear1992thegroupcameinButibori,Nagpurwithitsnewplant,which
actuallystartedfunctioningintheyear1994.ThesubsidiariesofIRSLarealsosentintheButibori
industrialarea.TheseincludetheTextprintoverseasLtd,andtwounitsofUniworthviz,
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WoolworthInd.Ltd.andFabworthInd.Ltd.Thenetprofitofthecompanyintheyear200708is
Rs.150Cr.Inonequarteroftheyear.TheonlycompetitortothisgroupinIndiaistheTextile&
PolyestergiantReliance.IntechnologicalaspectIndoramaranksfirstinthecountry,withits
technologyimportedfromUSA,Japan,andGermany.Thecompanyisundertechnical
collaborationwithM/SDUPONT,USA,M/STOYOBO,Japanandusesmostsophisticated
machinesfromtheBARMAG,GermanyandCHEMETEXINTL,USA.Aspermemorandumand
articlesofAssociation,theBoardofDirectorofthecompanyshallconsistofnotmorethan12
Directors.ThepresentBoardcompriseof9Directorofwhom3belongtothepromoterand4are
outsideprofessionals,onenomineeeachofIFCIandMPAVN.
24. 24.PRODUCTSThecompanyisbasicallyproducingfivedifferentproducts:1.PSF:Polyester
StapleFiber.2.POY:PartiallyOrientedYarn.3.DTY:DrawTexturedYarn.4.FDY:FullyDrawn
Yarn.5.PC:PolyesterChips.RAWMATERIALSFollowingaretherawmaterialsused:1.
Purifiedterapthalicacid.(PTA)2.Monoethyleneglycol.(MEG)3.Viscosestaplefiber4.
Polyesterstaplefiber5.0PolyesterfilamentyarnAREAOFEXPORTANDAWARDSIndorama
exportsitsproductsmainlytoGermany,Portugal,GreeceandTurkey,UK,Italy.Thecompanyhas
beenawardedNationalExportsAwardfromthePresidentofIndiaforitsoutstandingperformances
inthefieldofexports,ontheyear199798.In1997thecompanyalsoreceivedNiryatShri
awardfromtheFederationofInternationalExportOrganization.Thecompanyhasalsobeen
receivingtheSRTECPAwardforoverallexportforninthyearrunning.Thecompanyhasalso
beenawardedbytheISO9002certificatebySGSYarsley,UK,foritsqualityperformance.
25. 25.ORGANISATIONSTRUCTURETOPMANAGEMENTLEVELATIRSLCHAIRMAN
(INDORAMAGROUP)MANAGINGDIRECTOR(IRSL)PRESIDENT(IRSL)VPVPSr.VP
VPVPAsst.VP(POLY)(ENGI)(MKTG.)(MATERIAL)(FIN.&ACC.)(PER&ADMIN)
26. 26.MANAGEMENTHIERARCHYPRESIDENTSr.VICEPRESIDENTGENERAL
MANAGERDy.GENERALMANAGERSr.MANAGERDy.MANAGERAsst.MANAGER
SHIFTInCHARGESUPERVISORWORKMENMANAGINGDIRECTORMANAGER
27. 27.HIERARCHYOFPERSONALDEPARTMENTIRSECURITYADMINISTRATION
ManagerManagerOfficerManagerHR(VP)PERSONALManagerAsst.ManagerContractmgt...
Asst.ManagerAttendancemgt.Asst.ManagerSalarymgt.OfficerOfficerOfficerOfficer
Asst.ManagerT&DAsst.ManagerRecurt/sel/apprAsst.ManagerTick/HospAsst.Manager
Gover/liesceOfficerOfficerOfficerD.G.M.
28. 28.OBJECTIVES
29. 29.OBJECTIVESOFTHEPROJECTTheprojectisentitledas,StudyofTrainingand
DevelopmentofemployeesinIndoramasynthetics(India)ltd.Butibori,Nagpur.So,thebasic
objectivesoftheprojectisasfollows:Toacquireathoroughknowledgebaseonsubjectof
TrainingandDevelopment.TostudyhowTrainingandDevelopmentprogrammesareundertaken
intheorganization.ToknowprocessofTrainingandDevelopmentatIndoramasynthetics(i)ltd.
Butibori,Nagpur.TostudytheinductionprogrammeatIRSL.Tostudytheeffectivenessof
Traininganddevelopmentintheorganization.Tomeasurethesatisfactionlevelofemployees
regardingtraininganddevelopment.
30. 30.TRAININGANDDEVELOPMENTATINDORAMASYNETHETIC(India)LTD.
TRAININGANDDEVELOPMENTATINDORAMASYNETHETIC(India)LTD.
31. 31.Thevisionisto,THINKGLOBALGROWGLOBALTrainingistheprocessofincreasing
theknowledgeandskillsfordoingaparticularjob.Itisorganizedprocedurebywhichpeoplelearn
knowledgeandskillforadefinitepurpose.Thepurposeoftrainingisbasicallytobridgethegap
betweenjobsbasicallytobridgethegapbetweenjobrequirementandpresentcompetenceofan
employee.Trainingiscloselyrelatedwiththeeducationanddevelopment.EmployeeTrainingis
distinctfrommanagementdevelopment.Trainingistheshorttermprocessutilizingasystematic&
organizedprocedurebywhichnonmanagerialpersonnellearntechnicalandmechanical
operationsofmachines.Itforshortdurationandforspecificjobrelatedpurpose.Developmentis
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thelongtermprocessutilizingasystematicandorganizedprocedurebywhichmanagerial
personnellearnconceptualandtheoreticalknowledgeforgeneralpurpose.Itinvolves
philosophicalandtheoreticaleducationalconceptanditisdesignedformanager.TheIRSL
providesthetrainingsessiontotheeverylevelofemployeeintheorganization.Itbeginsfrom
managerleveltotheworkerlevel.EventhenewfresherincludingManagementtrainee(MTs)and
Generalengineeringtrainee(GETs)getsthetraining.TRAININGPROGRAME
32. 32.ThetrainingprogramisgivenatIRSLateverymonthaccordingtothetrainingcalendaris
beingschedule.TheinductionprogramatIRSLisnormallyof6month.Itisdesignedasperthe
departmentalrequirements.Inthebeginningofthisprogram,theemployeeisrequiredtofilla
particularform.Thisformcontainshisbasicinformation.Theinductionprogramfortheemployee
isdesignedafterstudyingthisform,takingintoconsiderationhisbackground,areasofinterests,
weaknesses,strengthsetc.Normally,ButiboriistheonlycentreforinductionatIRSL.Employees
fromdifferentplacearetrainedatButiboriplant.Tobeginwiththeinductiontheveryfirstthingis
todevelopamongsttheseemployees,afeelingoftogetherness.Forthis,theseemployeesaregiven
classroomtrainingforaboutamonth.Variousdepartmentscometotheclassroomtodeliver
lecture.Duringtheseclassroomstrainingtheemployeesgetfamiliar&friendlywitheachother.To
strengthenthefeelingoftogetherness&developasenseofbelonginggroupsareformedinthe
classroom.Thesegroupsaregivenvarioustasksandintergroupcompetitionsareconducted.Thus
theyarekeptbusyallthetime.Intheeveningtheseemployeesaretakenforplantvisits.Outingis
alsoplannedtoframepeopleinthearea.Duringthisonemonthtrainingexaminationsbusiness
games,presentationsaretakenafterthis1month.HeretheGETsandMTsaretakentodifferent
units.Inthistrainingtheylearnthesetupofthecompany.Untilthisrotationaltrainingthe
placementsofthecandidatesarenotdisclosed.Placementsaredecidedoncompletionofthe
rotationaltraining.Atplacementbranchagainthecandidateissenttodifferentdepartment.This
maytake24months.Thentheyarebacktotheirrespectivedepartments.Noleavesareallowed
duringthe6monthsofinductionperiod.Afterthecompletionofinductionperiodaweeksleaveis
permittedbeforejoining.
33. 33.ThedifferencebetweentheinductionofGETsandMTsisthattheMTshavetogodeeper
intothemanagementpartthanthetechnicalpart.Attheendoftheinductionareportandfeedback
shastobesubmittedbytheemployee.InductionoftheGMandabovelevelincludesonlythevisit
todifferentdepartmentpeople.Inductionprogramforworkersisrestrictedtohisdepartment&
placeatwork.FLOWCHARTOFTRAININGPROCEDURE
34. 34.IdentifytrainingneedsTrainingneedsassessmentformsIdentifyemployeesfortraining
ProgramFileEmployeetanningrecordDesigntrainingprogramProgramschedulePrepare
trainingcalendarTrainingcalendarA
35. 35.sASendnominationNominationletterFileProg.FeedbackfrombelowtrainingMgt.Prog.
FeedbackfromworkerFileOrganizetrainingprogramCollectfeedbackassesscompetencyProg.
FeedbackfromMgt.andaboveFileFile
36. 36.FollowupactionUpdateemployeetrainingrecordFollowupactiononfeedbackBB
EmployeetrainingrecordFileFile
37. 37.BEHAVIOURALTRAININGININDORAMASYNTHETICS(India)LTD.Theprocedure
forimpartingtrainingbasedonorganizationalneedstoemployeesinIndoramaareasfollows:
Organisationaltrainingneeds:Trainingneedsbasedonorganizationalneedswillbeidentifiedby
themanagerusingtrainingneedsidentificationform.Thebaseforsuchtrainingisorganizational
requirements,changeinsystem,procedure.PlanningandOrganisingTrainingprogrammes:The
HRDwillmakeplanfortrainingprogrammebasedonneedsofthefirm.Thismayincludetraining
relatedtoproductimage,processchange,fireandsafety,environmentalchange,etc.Specific
TrainingNeedsThroughRespectiveDepartmentalHeads:BasedonTrainingplan,training
programmeswillbeorganisedinhouseoroutsideFaculty.Participantmayalsobesentforoutside
trainingprogrammesforSpecifictrainingneedsthroughrespectivedepartmentalhead.Forthe
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Purposeoforganizinginhousetrainingprogramme,thedepartmentcanMaintainalistoffaculties
availableinthecompany.ThislistwillserveasaGuidelinedocuments.Recordsoftraining
programmesconductedwillbeMaintained.EvaluationofTrainingprogrammes:TheHRDwill
monitorprogressontrainingneedscollectedwithrespecttoplan.Theevaluationwillbedoneand
recordwillbemaintainedforeachemployeetowhomtraininghasbeenimparted.
38. 38.MeasureofEffectiveness:Themeasureofeffectivenessoftrainingprogrammesisdonein
followingways:Overallimprovementofindividual.Fulfillmentoffirmsgoals.Knowledge
Enrichment.EnhancementinEmployeeSatisfactionIndex.Feedbackobtainedfromthe
employees.RESEARCHMETHODOLOGY.
39. 39.RESEARCHMETHODOLOGYResearchincommonparlancereferstothesearchfor
knowledge.Itcanbealsodefinedasascientificandsystematicsearchforpertinentinformationon
specifictopic.Infact,searchisanartofscientificinvestigation.Insimpleterms,researchmeans,
acarefulinvestigationorenquiryespeciallythroughsearchfornewfactsinanybranchof
knowledge.LOGICALFLOWOFRESEARCHISASFOLLOWSIdentificationofproblem
ResearchobjectiveSourcesofdataDatacollectionSampleSampleSizeDatainterpretationData
analysisFindingandobservationConclusionRecommendation
40. 40.RESEARCHDESIGNResearchdesigncanbethoughtofasthestructureofresearch.Itisthe
gluethatholdsalltheelementsinaresearchprojecttogether.Researchdesignisavitalpartofthe
researchstudy.Itisthelogicalandsystematicplanninganddirectingofpieceofresearch.Itisthe
masterplanandblueprintoftheentirestudy.SOURCESOFDATAThesourcesofthedataareas
follows:PRIMARYDATA:InternaldataaboutworkingofHRdepartmentgatheredfrom
organization.Interview.Observation.Sufficientdatacollectedthroughfeedbackformsbythe
employees.[Questionnaires].SECONDRAYDATA:Magazines,journals,brochures,etc.
Websiteofthecompany.[www.irsl.com].Books.Earlierresearchesonsimilartopic.
SAMPLES
41. 41.Wealwayshavetoworkwithasampleofsubjectsratherthanthefullpopulation.Butpeople
areinterestedinthepopulation,notthesample.Togeneralizefromthesampletothepopulation,
thesamplehastoberepresentativeofthepopulation.Thesafestwaytoensurethatitisthe
representativeistouseaRandomselectionprocedure.METHODOFSAMPLINGUSED:
RANDOMSAMPLINGMETHODIntherandomsamplingmethod,allitemshavesomechance
ofselectionthatcanbecalculated.Randomsamplingtechniqueensuresthatbiasisnotintroduced
regardingwhoisincludedinthesurvey.SAMPLESIZEThesamplesizetakenis20employees
fromtheHumanResourceDepartmentofIndoramasynthetics(India)ltd.Butibori,Nagpur.
DATACOLLECTIONSurveyquestionnaire:Behaviors,beliefsandobservationsofspecific
groupsareidentified,reportedandinterpreted.
42. 42.DATAANALYSIS/INTERPRETATION
43. 43.DATAANALYSISANDDATAINTERPRETATIONQ1.Yourorganizationconsiders
trainingasapartoforganizationalstrategy.Doyouagreewiththisstatement?Noofemployees
StronglyagreeAgreeDisagreeSomewhatagree2008100101Accordingtotheabovedata,itis
clearthatoutof100%employeesofIndorama:
44. 44.50%ofemployeesconsidertrainingasapartoffirmsstrategy.40%ofemployeesstrongly
agreewiththestatement.5%ofemployeesdisagreewiththestatement.Q.2Towhomtrainingis
givenmoreinyourorganization?No.ofemployeesNewstaffJuniorstaffSeniorstaffBasedon
requirement208282Accordingtotheabovedata,outof100%employeesinIndorama:40%of
newstaffaregiventraining.10%ofjuniorstaffaregiventraining.40%ofseniorstaffaregiven
training.10%ofemployeesaregiventrainingbasedonrequirements.
45. 45.Q.3Whatarethebarrierstotraininganddevelopmentinyourfirm?NoofemployeesTime
LackofinterestMoneyNonavailabilityofskilledtrainer2007080302Accordingtoabovedata,
outof100%employeesfoIndorama:35%ofemployeesconsidertimeasabarrierintheirtraining.
40%ofemployeesconsiderlackofinterestasabarrier.15%ofemployeesconsidermoneyasa
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barrier.10%ofemployeesconsidernonavailabilityofskilledtrainerasabarrier.
46. 46.Q.4Whatmodeoftrainingmethodisusedinyourfirm?NoofemployeesJobrelation
Conference/DiscussionExternaltrainingProgrammedinstruction2006080303Accordingtothe
abovedata,outof100%employeesinIndorama:30%ofemployeessaidjobrelationisusedasa
modeoftraining.40%ofemployeessaidconference/discussionisusedasmodeoftraining.15%
ofemployeessaidexternaltrainingisdone.15%ofemployeessaidprogrammedinstructionis
usedasamodeoftraining.
47. 47.Q.5Traininganddevelopmentsessionsconductedinyourfirmareuseful.Doyouagree
withthisstatement?NoofemployeesStronglyagreeAgreeDisagreeSomewhatagree20051301
01Accordingtoabovedata,outof100%employeesinIndorama:25%ofemployeesstrongly
agreewiththestatement.65%ofemployeesagreewiththestatement.5%ofemployeesdisagree
withthestatement.
48. 48.5%ofemployeessomewhatagreewiththestatement.Q.6Howlongdoesittaketoimplement
thetrainedprocess?NoofemployeesLessthanonemonth12months24monthsMorethan4
months.2005120300Accordingtoabovedata,outof100%employeesinIndorama:25%of
employeessaidittooklessthanonemonth.60%ofemployeessaidittook12months.15%of
employeessaidittook24months.
49. 49.Q.7Howwelltheworkplaceofthetrainingisphysicallyorganised?Noofemployees
ExcellentGoodBadAverage2013O50101Accordingtotheabovedata,outof100%employees
inIndorama:65%employeessaidthatworkplaceoftrainingisorganisedexcellently.25%
employeessaidworkplaceisgoodorganised.5%employeessaidworkplaceisbadlyorganised.
50. 50.Q.8Whataretheconditionsthathavetobeimprovedduringtrainingsessions?Noof
emlpoyeesRedesigntheworkplaceRemoveinterferenceReorganisetheworkplaceUpgradethe
information2011030204Accordingtotheabovedata,outof100%employeesinIndorama:
55%employeesneedsredesignofjob.15%ofemployeesneedsremovalofinterferencesduring
training.
51. 51.10%ofemployeesneedsreorganisationoftheworkplace.20%ofemployeesneedsupgraded
informationduringtrainingsessionsQ.9Whatarethegeneralcomplaintsabouttrainingsessions?
NoofemployeesTimeWastageGapsbetweenthesessionsTrainingsessionsareunplanned
Sessionsareboring.2014040101Accordingtotheabovedata,outof100%employeesin
Indorama:70%ofemployeeshaveacomplaintoftimewastageduringtraining.
52. 52.20%ofemployeeshaveacomplaintoftoomanygapsbetweenthesessions.5%ofemployees
saidtrainingsessionsareunplannedandareboring.
53. 53.LEARNINGSDURINGSIP
54. 54.SelectionoftheProjectIamastudentofMBA1styearandhavetakenHumanResource
Managementasmyspecializationsubject.WhiledoingSummerInternshipinIndoramaIstudied
theHRactivitiesandfunctionscarriedoutinindoramaduringmySIPtraining&development
cameupasatopicofinterestwhileitisnoteasytounderstandalltheparametersitisstillrequired
byalltheOrganizations.Trainingisalearningprocessthatinvolvestheacquisitionofknowledge,
sharpeningofskills,concepts,rules,orchangingofattitudesandbehaviourstoenhancethe
performanceofemployees.TheProjectFocusOn:Howtraining&developmentisanantecedent
ofjobinvolvementandwhatshouldcompanydotomakethecompanytoimproveemployees
performance.LESSONSLEARNDURINGSIP:1.SelectionoftheCompanyforSipShouldBe
DoneCarefully.2.TeamworkisveryimportantforHRmanager.3.Networkingand
Communicationskillsneedtobeverygood.4.NeedtoknowExcelSheetforofficework.5.How
thetraininganddevelopmentofemployeesdoneinIndustries.6.Safetymeasureshouldbetaken
intoconsiderationduringtraining.7.Timemotionstudyplaysakeyroleintheprocessoftraining.
55. 55.CONCLUSIONS
56. 56.CONCLUSIONSOnthebasisoftheanalysismade,thefollowingconclusionsaredrawn:
Maximumnumberoftheemployeesfindshealthyenvironmentattheworkplace.Lackofinterest
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inemployeesactasabarrierintrainingprogrammes.Maximumemployeessaidthattheyget
helpwhenevertheyrequire.Employeesaresatisfiedwiththetraininganddevelopment
programmesgiventothem.Thetrainingprogrammeshashelpedindevelopingskillsofthe
employees.Afterattendingthetrainingprogrammemostoftheworkersfindtheirattitudebetter
towardsthejob.Mostoftheemployeeswantstotheworkplacetoberedesignedwherethe
trainingsessionsarebeenconducted.Employeesfeltthetimewastageduringtrainingsession.
Buttraineesweresatisfiedwithactivitiesconductedduringtrainingprogrambecauseitwasrelated
totheirjob.
57. 57.RECOMMENDATION
58. 58.RECOMMENDATIONSANDSUGGESTIONSSomeadvancedtrainingisrequiredin
technologydepartment.Thecompanyshouldadoptsomeotherwaysfornominatingthetrainees
liketrainingneedidentificationsurvey,selfnomination,personalanalysis,organisationalanalysis,
etc.Trainingshouldbeacontinuousprocessi.e.,itshouldbeimpartedatregularintervals.The
durationoftrainingprogramshouldbelessanddetailsshouldbepreciseandaccurate.HR
departmentshouldconductseminarsonsomevitaltopicssothatemployeesarealwaysmotivated
andencouragedtowork.
59. 59.BIBLIOGRAPHY
60. 60.BIBLIOGRAPHYBOOKSREFERRED: PersonnelandHumanResourceManagementby
P.SubbaRao. PersonnelManagementbyC.B.Mamoria. HumanResourceandPersonnel
ManagementbyK.Aswathappa. HumanResourceManagementbyAnjaliGhanekar. Human
ResourceManagementbyT.N.Chhabra.WEBSITES: www.goggle.com www.wikipedia.org
www.irsl.com
61. 61.ANNEXURE
62. 62.ANNEXUREINDORAMASYNTHETIC(India)LTD.BUTIBORI,NAGPUR.
QUESTIONNAIREPERSONALDETAILS:NAME:AGE:GENDER:MALEFEMALEQ.1
Yourorganisationconsiderstrainingasapartoforganisationalstrategy.DoYouagreewiththis
statement?StronglyagreeAgreeDisagreeSomewhatagreeQ.2Towhomistraininggivenmorein
yourorganisation?NewstaffJuniorstaffSeniorstaffBasedonrequirement
63. 63.Q.3Whatarethebarrierstotraininganddevelopmentinyourorganisation?TimeLackof
interestMoneyNonavailabilityofskilledtrainerQ.4Whatmodeoftrainingisnormallyusedin
ypurorganisation?JobrelationConference/DiscussionExternaltrainingProgrammedinstruction
Q.5TrainingandDevelopmentsessionsconductedinyourfirmareUseful.Doyouagreewith
thisstatement?StronglyagreeAgreeDisagreeSomewhatagreeQ.6Howlongdoesittaketo
implementthetrainedprocess?Lessthanonemonth12months24monthsMorethan4months
64. 64.Q.7Howwelltheworkplaceoftrainingisorganised?ExcellentGoodBadAverageQ.8.
Whataretheconditionsthathavetobeimprovedduringtrainingsessions?Reorganisethejob
RemoveinterferenceReorganisetheworkplaceUpgradetheinformationofmaterialgiven
duringtraining.Q.9.Whatarethegeneralcomplaintsabouttrainingsessions?Takeawayprecious
timeofworkersToomanygapsbetweenthesessions.Trainingsessionsareunplanned.Boringand
notuseful.
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