A SUMMER TRANING REPORT

On

TRAINING & DEVELOPMENT

Undertaken at

Merino Panel Products Ltd.

Submitted In partial fulfillment for the award of Degree of Master of Business Administration (Session 2012-13)

SUBMITTED TO:

SUBMITTED BY:
NIDHI SANGWAN M.B.A (3rd SEM.) ROLL NO: 068

DECLARATION
I hereby declare, to the best of my knowledge and belief, that this project report titled, TRAINING & DEVELOPMENT submitted by me to the department of Master Business Administration, MANAV RACHNA

INTERNATIONAL UNIVERSITY, FARIDABAD on 2012 is a bonafide work undertaken by me it is not submitted to any other University or Institution for the award of any degree diploma / certificate or published any time before.

Date: Place:

ACKNOWLEDGEMENT
I am grateful to the Management of Merino panel Products Ltd, Rohad to provide me the opportunity to study the Training & Development, which helped me to complete the summer Training successfully.

I would like to thank Dy. Manager Mr. S.S. Samal, Human Resource Development without whom the project would not have been completed.

Especially I am obliged to the management of

INTERNATIONAL UNIVERSITY

MANAV RACHNA

to send me to a well reputed and

system oriented organization Merino where we learned the real interpretation of our study in a practical manner.

NAME
NIDHI SANGWAN

TABLE OF CONTENTS
1. Chapter -1 a. Introduction b. Industry Profile c. Company Profile 2. Chapter-2 Review of Literature 3. Chapter-3 a. Objective of the study b. Scope of Project c. Research Methodology 4. Chapter-4 Study Training activities at MPPL 5. Chapter-5 Data Analysis & Interpretation 6. Chapter-6 a. Limitation b. Observation & Findings c. Suggestion d. Conclusion e. Feedback on Programme Delivery f. Questionnaire g. Bibliography 6 7 8

21

30 31 32

37

61

68 69 70 71 72 73 77

CHAPTER : 1

MERINO PANAL PRODUCTS LTD.

Introduction Industry Profile Company Profile

INTRODUCTION TO THE STUDY

HUMAN RESOURCE MANAGEMENT Human Resource Management is defined as the people who staff and manage organization. It comprises of the functions and principles that are applied to retaining, training, developing, and compensating the employees in organization. It is also applicable to non-business organizations, such as education, healthcare, etc Human Resource Management is defined as the set of activities, programs, and functions that are designed to maximize both organizational as well as employee effectiveness.

Scope of HRM without a doubt is vast. All the activities of employee, from the time of his entry into an organization until he leaves, come under the horizon of HRM. The divisions included in HRM are Recruitment, Payroll, Performance Management, Training and Development, Retention, Industrial Relation, etc. Out of all these divisions, one such important division is training and development.

TRAINING AND DEVELOPMENT is a sub system of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format. Hence I have taken this topic for my project. My project deals with training and development of the employees at MPPL. The training is imparted by MPPL.

Following are the areas of Training & Development I tried to cover-up in my work. Studying training activities Analyzing training programme Evaluating the training.

The study shows the scope in the field of T & D ranges rights from recruiting an employee at any level and how to treat them throughout their working year till the time he discharged or retired from the organization.

INDUSTRY PROFILE:
Incorporated as a private limited company in 1965 under the name N H Lohia (Agencies) Pvt. Ltd, Century Laminating Company acquired its present name in 1984. It became a deemed public limited company in 1988 and a public limited company in 1995. The company was promoted by M K Lohia, Champalal Lohia, Rup Chand Lohia and Prakash Lohia. Merino Panel Products is a subsidiary of the company. The company exports through Merino Exports Pvt. Ltd, its group company. The company manufactures decorative laminates at its plant in Achheja (Ghaziabad district), Uttar Pradesh, which are sold under the Merino brand name. Its cold storage and ice plant is located in New Delhi. In Aug.'94, the company set up a 6000 tpa formaldehyde manufacturing plant as a backward integration. Formaldehyde is used for the preparation of resins which is required in the manufacture of laminates. In 1994-95, the installed capacity of the laminating plant was increased from 42.50 lac sq mtr to 80 lac sq mtr. In Sep.'95, it came out with a public issue to part-finance the expansioncum-modernisation programme involving the laminating capacity increase from 80 lac sq mtr to 108 lac sq mtr. During 2000-2001 company obtained ISO-9002:1994 certification from DNV the Netherlands, in its branches at Kolkata, Mumbai, Bangalore, Chennai, Delhi, Pune, Nagpur and Ahmadabad. The Installed Capacity of Decorative laminates has increased from 80 lac Sq Mtrs to 108 lac Sq Mtrs. In 200102 the installed capacity of Decorative laminates was increased to 167 lacs Sq Mtrs.

COMPANY PROFILE:
MISSION, VISION, MOTTO AND INSPIRATION Mission: Universal Weal through Trade & Industry Vision: Global Competence & Global Competitiveness in every line of Business by Synergizing Western Work Culture & Indian Ethos.

Motto: Economy*Excellence*Ethics Explanation of Motto: Excellence in Economy is: Economic, when founded on Work Ethics Sustainable, when nourished by Moral Ethics.

Inspiration: "Arise, Awake and Stop Not till the Goal is Reached" - Swami Vivekananda

INFRASTRUCTURE AND BACKWARD INTEGRATION The Merino Group's facilities are state-of-the-art, geared for integration, and strategically well-located to serve the markets. Its two manufacturing facilities for High Pressure Laminates have a combined annual production capacity of 35 million sq. mtrs. Our three short cycle lamination facilities can produce pre-laminated particle and MDF boards in sizes varying from 2.5 X 6 ft up to 9 X 6 ft. Following the principle of Economy, our three pre-lamination lines are located in northern and southern locations for readier dispatches to the customer. In keeping with our integrated approach, we have set up a printing facility to offer custom designs. A plate polishing and cleaning facility has also been installed for uniform surface finish of stainless steel moulds. We are the only HPL manufacturer in Asia to have chroming and de-chroming facility that maintains chromed SS moulds in order to produce non-directional chromed gloss plates. We manufacture our own formaldehyde and resins too. Offices and warehouses in all major state capitals ensure an adequate presence of Merino and serve to expedite business decisions and logistics. Further, an in-house fleet of vehicles ensures on-time product delivery at all times.

CERTIFICATES AND ACCREDITATION

We encourage adherence to safety standards, promote ease of application, strive to reduce installation time, and help our customers to maintain their interiors better with usage information.

At Merino, quality is a tradition that is followed meticulously and in its entirety. Our commitment to the highest standards in manufacturing process has won certifications including ISO 9001, ISO 14001 and ISO 18001, for all facilities. Merino has integrated all the stages of its operation through ERP, ensuring transparency and on-time information to customers and service providers. A dedicated and focused Research and Development team works unremittingly towards continuous innovation and improvement, resulting in an array of superior quality products. Moreover, experts from around the world are invited to strengthen our knowledge base.

10

ENVIRONMENT Ecological sustainability only can ensure sustainable Economic Excellence. Ecological Conservationism is therefore an essential part of our Ethical commitment, which finds expressions through the following practices:

1. We are meeting major part of our Electrical, and Heat Energy requirement
with Agro waste fired Boilers, and Steam Turbines.

2. We utilize the Ash, which is of Organic origin, partly for making Ash Bricks,
and partly as Organic Fertilizer mixing it with Slurry from our Bio Reactors producing Bio gas from waste of Food Processing Plant.

3. We also produce more than 500 M. Tons of Vermi-compost using the waste
from the Potato Processing Plant.

4. We burn all the combustible waste in the Incinerator, and utilize the Heat to
Dry Agro Waste used as Fuel.

5. We encourage Plantation and development of "Green Belts" inside our

premises as well as in the neighborhood.

11

SOCIAL RESPONSIBILITY The Group endeavours to fulfill its social responsibility by serving the causes of Conservation, Education and Healthcare. As a concerned organization, we believe our duty is in giving back to the society, the nation and the world through our sustained projects. While in Conservation, we are working to reduce pressure on natural resources and in projects to protect them; in healthcare, we are involved in fighting Tuberculosis by: Adopting 100 villages in the belt from Hapur, U.P. to Garh Mukteshwar. Establishing free dispensaries as well as provided mobile vans and doctors on service. This initiative is supported by the Government of India and W.H.O. Follow up checkups & treatments are made available for up to 2 years curing the patient. We empower the education movements in India through: Deserving and needy students being given an equal opportunity to study. Publishing books for student welfare.

We are proud of our initiative Annapoorna, which is our participation in the "Swami Vivekananda" Mid-day, Meal Program: This program is one of the basic blocks of nation building. It is a landmark service in the field of Health and Education. The program provides nutritious and hygienic meals to students and includes girls studying in primary schools and children belonging to the weaker sections of society. The system through which the program is administered is ISO and HACCIF certified and is also IT enabled.

12

COMPANY PRODUCT

13

COMPANY POLICY:

14

INTERIOR SOLUTIONS:

Merino is the world's third largest manufacturer of decorative laminates for the home, retail and office segments. Merino offers more than 400 designs and 35 finishes in 10 different sizes. Merino also offers complimentary products for interior industry like plywood, melamine-faced particle board & MDF board, post-formed panels.

MySpace is the new-age furniture solutions brand launched by Merino. Originally conceptualized as an R&D wing for the panel division, today it is one of the most preferred tailor-made furniture solutions for the office, home, hospitality and retail sectors.

15

MERINO BESCO: REST ROOM & LOCKERS SYSTEM:

Designed to provide appealing, practical solutions for heavy traffic usage, Merino- Besco Restroom and Locker systems have created a whole new standard for the restroom culture in India. Manufactured for the first time in India in technical collaboration with Besco of Singapore, Merino offers a range of restroom and locker systems in a variety of colours, with nylon or stainless steel accessories and fittings.

MERINO - HANEX SOLID SURFACES:

Limitless choices, freedom to create the designs of your dreams, rich colours and textures. superior function and form - these are some of the advantages of Merino Solid Surfaces by Hanex. Crafted from a unique blend of acrylic resins and natural materials, the sheets can be cut, shaped and formed into a boundless range of designs. Best of all, unlike other surfacing materials, these can be easily repaired and restored to their original condition.

16

AGRO BUSINESS:

Vegit brand is spread equally between the making of sumptuous snacks and the pleasures of eating them, Vegit Snack Mixes which are all simple, fast, neat, and ready to make. The brand is associated with dishes that are tasty, authentic, and heartwarming to serve and consume. Also Vegit Potato flakes are potatoes that have been through a process to yield a packaged convenience food that can be reconstituted in the home in seconds by adding hot water or milk.

BUSINESS CONSULTING: MERINO SERVICES:

In Information Technology Services, Merino Services Limited is a Business Consulting and IT Services organization providing value-added services as a Partner -to- Progress with our esteemed customers and business associates. We specialize in design / implementation of various business solutions for our customers.

17

OFFICE BRANCES : Marketing Office: 70, KLJ Complex, 2nd Floor, Moti Nagar, New Delhi-110015 P: 011-45557000, 25107617 F: 011-45557050 E: merinodelhi@merinoindia.com Registered Office: Kolkata: 5, Alexandra court, 60/1, Chowringhee Road, Kolkata-700020 P: 033-22901214/1215 F: 033-2287 0314 E: merinokol@merinoindia.com Factory Offices: Hapur: Village Achheja, PO- Hapur -245 101 Dist. Ghaziabad (U.P.) P: 0122-3082500, 2308601 F: 0122-2306998 E: merinohapur@merinoindia.com Rohad: 44 KM. Stone, Delhi-Rohtak Road, Rohad, Distt. Jhajjar Haryana- 124501 P: 01276-221000, 304900 F: 01276-221050 E: merinorohad@merinoindia.com Hosur: Bagalur Road, Kalahasthipuram Village, Hosur Taluk, Krishnagiri Distt. Tamilnadu-635103. P: 04344-293545, 327765 F: 04344-245307 E: merinohosur@merinoindia.com Branch Offices: Ahmedabad: P: 079-30075775, 26589511 F: 079-26589511 E: merinoahm@merinoindia.com Bengaluru: P: 080-42418000 F: 080-26941447 E: merinoblr@merinoindia.com Bhubaneswar: P: 0674-3255594, 2597795 F: 0674-2597795 18

E: merinobbsr@merinoindia.com Chennai: P: 044-26691398, 26691045 F: 044-26690601 E: merinoch@merinoindia.com Coimbatore: P: 0422-2542841, 3299752 F: 0422-4366723 E: merinocbt@merinoindia.com New Delhi: P: 011-30515300, 25448011 F: 011-30515301 E: merinopg@merinoindia.com Hyderabad: P: 040-24801202, 24801203 F: 040-24801103 E: merinohyd@merinoindia.com Jaipur: P: 0141-2206159, 3290062 F: 0141-4021067 E: merinojaipur@merinoindia.com Kochi: P: 0484-2398265, 2397972 F: 0484-2397972 E: merinokochi@merinoindia.com Mumbai: P: 022-67991970/71 F: 022-67991973 E: merinomum@merinoindia.com Nagpur: P: 0712-2436372, 2457123 F: 0712-2420183 E: merinonagpur@merinoindia.com Pune: P: 020-24273249, 24273265 F: 020-24271408 E: merinopune@merinoindia.com USA: 9600nw 25th Street, Doral, FI-33172 P 305-456-1913 merinousa@merinoindia.com

DEPARTMENT OF THE CORPORATIONS The various departments of the corporations are:

Human Resource Management Section : HRD, P&A, Transport, Security, Housekeeping, Mess, IT

Utility Section: Maintenance, Electrical, Boiler, RO

Production Section: Planning, Chemical, RM Store, Impregnator, Hot press, WIP, BWR, Final Quality, Packing, Plywood

Account Section: Account, Purchase, Sales Tax & Excise

Sales Section: Sales & Marketing

19

CHAPTER -2

REVIEW OF LITERATURE

20

REVIEW OF LITERATURE
When the candidates are recruited from outside or selected, promoted from inside, it is expected that they must perform their jobs with maximum efficiency and competence. Therefore after selecting the candidates, the next logical step is to train them for better performance. Era of vocational training started during industrial revolution, which took place in Britain in 18th century. The apprentices working n different factories use to get vocational training in the form of direct instructions in the operation of machines. Thereafter specially when use of computers, automatic machines increased and because of rapidly changing techniques the need of training is recognized as one of the most important organizational activities.

Training is required to be given to employees to keep them updated effective and efficient. At present, it is observed that all organizations, of whatever types they may be, need to have well trained experienced and skilled people to perform various activities. If current job occupants meet this requirement, in that case, training is not important but if it is not the case, it is very essential to raise the skill levels, increase the versatility and adaptability of the job occupants by giving them necessary and appropriate training.

21

THE TRAINING PROCESS

ASSESSMENT PHASE Assess training need of different group of employee Define objectives

PLANING TRAINING Design training programme Define Methods, content of programme About trainer Place and time of training programme

CONDUCT OF TRAINING

EVALUATION Evaluation of training programme Check- objective are achieved ?

NEEDS ASSESSMENT: Needs assessment diagnoses present and future challenges to be met through training and development Needs assessment occurs at two levels- Group and individual.

An Individual obviously needs training when her or his performance falls short of standars i.e. when there is performance deficiency. Assessment of training needs occurs at the group level too.Any change in the organizations strategy necessitates training of group of employees.

22

TRAINING OBJECTIVES To raise the productivity: Increased human performance often directly leads to increased operational productivity and increased company profit. To improve quality in work: Improvement in quality may be in relation to companys product / service. To improve health and safety: Proper training can help prevent industrial accidents. Outdated prevention: Training and development programmes foster the initiative and creativity of employees and help to prevent manpower obsolenscence, which may be due to age, temperament or motivation or the inability of a person to adapt him to technological changes. To improve organization climate: An endless chain of positive reactions results from a well-planned training programme. Production and product quality may improve, financial incentives may then be increased, and less supervisory pressure may result. Personal growth: Management development programmes seem to give participants a wider awareness, an enlarged skill, and enlightened altruistic philosophy, and make enhanced personal growth.

SELECTION OF TRAINEES Trainees should be selected on the basis of self-nomination, recommendations of supervisors or by the HR department itself after getting the performance appraisal done. SELECTION OF TRAINERS Training and development programmes may be conducted by several people, including following 1. Immediate supervisors, 2. Co-worker, 3. Members of the personnel staff, 4. Socialists in other parts of the company, 5. Outside consultants, 6. Industry associations, 7. Faculty members at universities. Large organizations generally maintain their own training departments whose staff conducts the programmes. 23

METHODS AND TECHNIQUES OF TRAINING

Some of the methods and techniques of training as follows:

ON-THE-JOB TRAINING Under this method, the workers are given training at his workplace by his immediate supervisor. They include learning by doing.

1. Coaching The supervisor gives direct instruction and guidance to the training. He demonstrates how to do the job. The advantage here is greater for minimum adjustment after training.

2. Job Rotation In this method the trainee is periodically rotated from job to job. The purpose is to broaden his outlook and give a general background view of the organization.

3. External Agency The trainee is periodically gets the training form the same type of external agency.

24

Supervisors Development Supervisor development or management development is a systematic and continuous of learning and growth, it is designed to create behavioral change in executives by cultivating their mental abilities and latent potential.

Main features Executive development is a planned and organization process rather than haphazard/ automatic techniques. Management development is mainly self-development it depends more on effort of individual executives themselves than on efforts organization.

Skills (Cognitive& Psychomotor)and Knowledge Technical Skill Human Skill Conceptual Skill

Methods of executive development A large variety of techniques are employed for the training and development of executives. These techniques may be classified into the following categories.

1. On-the-job Methods Position rotation Special projects and task forces Committee assignments

2. Off-the job Methods Case study Role playing

25

Special Projects A special project is a highly flexible training device. Under it, a trainee is assigned a project closely related to his job. For instance trainee will study the problem and make recommendations. By performing the special assignment he learns work procedure and organizational relationships. Sometimes a task force is created consisting of several executives from different functional areas. The trainee not only acquires knowledge about the assigned tasks but also learn how to work with others.

Committee Assignments In this technique committee is constituted to study solve specific problems. Trainees with different viewpoints are included in the committee. By participating in committee meetings and discussion, every member gets an opportunity to learn from others. Committee assignments help executives in acquiring general background and a wider perspective.

TYPES OF TRAINING

Deciding on number of types or categories of training is rather arbitrary. Some use distinctions as on-the-job versus classroom training or technical training versus nontechnical training. On the other hand, other experts use over dozen categories. We have divided training into nine categories of training, including three technical categories (Procedural, Mechanical, professional, two skills categories that are not job specific (basic and general skills), three management categories (Supervisory, management and executive) and an employee enrichment category. Sales training is omitted as it is primarily confined to the private sector. Some overlap of the types of training is inevitable, based on either the purpose of the programme or the individual participant.

26

PROCEDURAL TRAINING It is a form of technical training that focuses on procedures, rules, laws etc. It is sometimes called operations or administrative training. Procedural training tends to focus on information and practice with procedures more than on skill building. It also tends to have broad audiences and tends to be scheduled for relatively short periods.

MECHANICAL-TECHNICAL TRAINING: This training focuses on how things operate, how they are built, how they can be fixed when broken and how they can be maintained. Manual or physical skills are a large part of the training.

PROFESSIONAL-TECHNICAL TRAINING This training focuses on the select knowledge, skill and abilities needed by practicing professional in performing their jobs in the public sector. This training is inherently more theory and principle driven than are most type of training.

BASIC SKILLS TRAINING Basic skills training include reading writing, listening and speaking skills. It received a short shift in public sector until recently when both advanced and remedial basic skills became more pronounced.

GENERAL SKILLS TRAINING The focus of this training is to make employees more effective outside their roles as subjectarea specialists. It aims to improve employees ability to learn, to work with others, to adapt and to be productive. General skills training includes courses on learning to learn, interpersonal skills, negotiation, team-work, creativity etc.

SUPERVISORY SKILLS TRAINING It focuses on supervisors direct interaction with subordinates and on getting work done by, with or through other people. Specific interpersonal skills are one target and so are clearly identifiable personnel processes. Common topics. Common topics for such programmes are how to evaluate employees, how to conduct interviews, motivating people, delegation etc.

27

MANAGEMENT DEVELOPMENT TRAINING If focuses on complex interpersonal skills and inter-related group processes in an attempt to find organizational solutions within a changing and complicated environment. There is often a focus on the improvement of general analytical skills and the ability to make balanced judgment based on a variety of data sources.

EXECUTIVE DEVELOPMENT TRAINING It is the most conceptual, broadest and most externally oriented type of training. Programmes tend to focus on the role of the organization in the public sector environment and facilitate the executives skills in coping with external opportunities and threats and public relations.

EMPLOYEE ENRICHMENT TRAINING Here, the focus is on the needs, interests and well-being of the learner. This training is usually generic in nature. Topics of this type of training include time management, stress management career development ethics, ergonomics, memory improvement etc. When the above topics are job-related, they are technical training, not employee enrichment training.

28

CHAPTER -3

OBJECTIVE OF THE STUDY SCOPE OF THE PROJECT RESEARCH METHODOLOGY

29

OBJECTIVE OF THE PROJECT

To study the effectiveness of the training imparted by MPPL and its resultant in the performance of the employees.

To know the perception of the employees regarding training methods in MPPL

To identify how training assists the employees to acquire skills, knowledge and attitude and also enhance the same.

To study whether training helps to motivate employees and helps in avoiding mistakes.

30

SCOPE OF THE PROJECT

The scope of this project report is covers the training and development activities conducted By MPPL, Rohad for its employees. My project mainly deals with the present method of training given at MPPL during my tenure of the project, January July 2011. This project covers training, training programmed, and training evaluation and excludes all other human resources activities conducted before and after training.

31

RESEARCH METHODOLOGY
For our project we required information like knowledge about the employees understanding, skills generated and the mastery gained during the training. Hence we have taken an insight at the performance of the employees through evaluation of performance, through questionnaires and data received by the management.

MEANING OF RESEARCH Research as the manipulation of things, concepts of symbols for the purpose of generalizing to extend, correct or verify knowledge, whether that knowledge aids in construction of theory or in the practice of an art. The Research Methodology followed for further work can be primarily classified into two stages namely Exploratory and Descriptive. The stepwise details of the research are as follows:

STAGE - I Exploratory Study: Since we always lack a clear idea of the problems one will meet during the study, carrying out an exploratory study is particularly useful. It helped develop my concepts more clearly, establish priorities and in improve the final research design.

Exploratory study will be carried out by conducting: Secondary data analysis which included studying the website of the company and also going through the various articles published in different sources (magazines, books, internet, newspapers) on Small and Medium Scale Enterprises and Training and development process.

Experience surveys also conduct with Deputy Manager of Mr. S.S. Samal to gain knowledge about the nature of Training and development process followed in the organization.

32

STAGE II Descriptive Study: After carrying out initial Exploratory studies to bring clarity on the subject under study, Descriptive study will be carried out to know the actual Training and Development method being followed at MPPL. The knowledge of actual training and development process is needed to document the process and suggest improvements in the current system to make it more effective. The tools used to carry out Descriptive study included both monitoring and Interrogation. Sample Selection: To know the Training and development process of the MPPL, for identifying through Exploratory and Observational studies that the Assistant Manager Human Resources, the General Manager and The Esteemed Managing Director of the company are the right persons who provides training to the employees.

33

METHOD USED FOR DATA COLLECTION

Questionnaire and data available with the management.

FORMULATION OF OBJECTIVE After taken the project we formulate the objective. Objective of the project: To study the effectiveness of the training imparted by MPPL and its resultant in the performance of the employees. To know the perception of the employees regarding training methods in MPPL To identify how training assists the employees to acquire skills, knowledge and attitude and also enhance the same. To study whether training helps to motivate employees and helps in avoiding mistakes.

SAMPLE SIZE Sample can be defined as the selection of a part or a group or an aggregate with a view in obtaining information about the whole population. For knowing the mind share of different brands we should target more population but because of lack of time we took sample of 10% (10th June 2012 to 31st July 2012) people.

DESIGN OF THE QUESTIONNAIRE The questionnaire is the most common tool in collecting data, so it should be carefully developed, tested and debugged before they are administered on a large scale.

RESEARCH INSTRUMENT Questionnaires and information from the management

ANALYZING THE INFORMATION For analyzing the data, which gather, first we need to arrange that in table as the questionnaire; it was mainly open ended so we had not face much problem.

DATA TABULATION We arrange the data in the form of table. 34

ANALYSIS After tabulation we analyze the data with the help of pie chart because in pie chart it was easy to understand everything in percentage as well as it gives better picture.

CONCLUSION On the basis of finding there should be a short summary.

RECOMMENDATION Should write some suggestion, as given by analysis of the data by the management and the questionnaire.

35

CHAPTER-4

STUDYING TRAINING ACTIVITIES AT MPPL

36

STUDYING TRAINING ACTIVITIES AT MPPL

The Merino Panel Product Ltd has established its own Training Center to meet the Identified Training needs. The Training need is identified basically from the Gap between Key performance Indicator of the employees versus the actual performance of the employees, This need is identified by HOD of the concerned employees and one Training Identification Form is filled with clear objective of the Training, Performance deficiency, Skill & Knowledge deficiency for which there is lack of performance. The Qualified Trainer for in house Technical & soft skill Training has been identified and for external Training the agencies are contacted and tested for knowing the capability to meet the organization requirement. The Identified Training need reaches at Training department normally 15 days in advance and incase of urgency the Training may be imparted as per requirement. The Training need is followed by Training schedule, Training calendar, Approval, Preparation & Validation of Training material, Training information to Trainee through HOD, Delivery of Training, Training Feed Back and Training effectiveness evaluation. The retraining is identified from the Training effectiveness evaluation marks secured by Trainee in case of cognitive test or from the demonstration by Trainees in case psychomotor Test.

TRAINING PLANS The Training is planned as per following instruction Design Plan Instructional Design plan for MPPL-Training Manual

The following Instructional Design Plan is to be followed for Training and Development function at MPPL the Steps to follow

1. Analysis 1.1 1.2 1.3 1.4 Organizational surveillance work sheet Job tracking & Analysis template Learner Analysis work sheet Context Analysis work sheet

37

2. Design 2.1 2.2 2.3 2.4 Objective matrix Design Budget Template Task analysis summary Report Blue print Template

3. Development 3.1 3.2 3.3 3.4 Training Manual Sample text specifications Training Quality Control Check list Production Evaluation check list

4. Implementation 4.1 4.2 Lesson Plan Template Delivery Techniques Matrix

5. Evaluation 5.1 5.2 Participants Feedback Analysis-Hindi & English both Supervisory Characteristic Analysis by By Managers

The Evaluation of Participant feedback analysis will help for Analysis of Organization Training Need too.

38

Tool One-Organizational Surveillance Work sheet

It suggests as an alternative to the Process work sheet and document Master Index and Master List of Check list in Training and development Function

Organization Surveillance work sheet Area of Interest Corporate Objective Policy and Procedures Strategic Plans Performance standards Job Descriptions Organization chart Performance appraisal Result Key Performance Indicators Turn Over Absenteeism Disciplinary action & Trends Labour cost Cost of Quality Scrap & Waste Cost Rework cost Marketing Plans Industry Trends Engineering & Technical fore cast Legal Issues & Mandate Sources Current state

39

Tool Two: Job Analysis Work sheet Directions-While using this Tool you need to keep in mind the ability and motivation of the Group you are working with. The employees who actual do the job should answer all questions. Employees should answer the Questions with respect to their present job. For Example If the employee is working now as an Assembler but previously worked as a Plate Cleaner for many years, he should still make his rating as an assembler only

Interview questions 1. What is the Present Job title? 2. What is the duration of present job? 3. What department- division do you work in? 4. How many people will be performing this task? 5. What is the time spent performing this Task? 6. What is the Time lag between training and performing this Task? 7. What are the consequences of performing this job inadequately? 8. What is the probability of deficient performance of this Task? 9. What precautions are to be taken before performing this Task? 10. What are the objectives of this Task? 11. What are the requirements of this Task? 12. What is the current skill level required? 13. What is the future skill level required? 14. Are there any sub tasks related to this task? 15. What is the frequency of this task?

40

Task rating Survey Directions-On the following Page there are a large number of task statements. For each task statement do the following. Read each statement and read about your job. If you are performing the task, rate the task according to importance (both current & future) If you do not performing this task, put a zero in the boxes for that task. Finish all tasks rating on importance. Repeat the same for the difficulty, frequency and physical effort scale In the blank spaces at the end of the list of task, write in any tasks you perform that are not listed. Be sure to provide information on importance, difficulty, frequency and physical effort for all tasks that you write in. Task Rating Survey Name of the Job Current Future Difficulty of the Task 1-Minor 2-Less important 3moderately important 4important 5-Essential 1-Minor 2-Less important 3moderately important 1-easy 2relatively easy 3moderate 1-easy 2relatively easy 3moderate 4-very difficult 5-most difficult 4 3 2 22 1-seldom 2occaissionaly 3-monthly 4-weekly 5-daily 1-very low 2-low 3moderate 4-high 5-very high Total marks Difficulty to learn Frequency Physical effort Task Rating

Importance Importance

4-important 4-very 5-Essential difficult 5-most difficult

1.Analysis of training need

41

Task rankings Calculate the ratings of each task from the rating survey by adding up the rows. List the top ten tasks in rank order, which will be added in training.

Tool Three-Learner analysis work sheet Learner Analysis for.Course.

Competencies 1. What is the level of students present knowledge and skill in the area? 1.1- None 1.2- Basic back ground 1.3- Intermediate 1.4- Advance 2. What aptitudes have been tested /demonstrated before attending the courser? 3. What misconceptions are the new students likely to have on the subjects matter area? Attitudes 1. Are the topics towards which the students are likely to feel positive? 2. Are the topics towards which the students are likely to feel negative? Language 1: What is the linguistic skill of the students? 1.1 Illiterate 1.2 English as second language but functionally illiterate 1.3 Functional illiterate 1.4 English after primary education but literate 1.5 English at college education and has skills over written and spoken form of the language 1.6 English as first language but has skills over both written and spoken form of language Above questions are to be repeated for Language Hindi, Bengali and Oriya

42

The basic of the above test is to make sure that the language used for Training is clearly understood by the students. Further the suitable language can be identified for passing any instruction at the time of performing his job or understanding the documents used in his job. 2. What style of language is the preferred one? 1.1 1.2 1.3 Colloquial (Regional) Conversational Formal (written)

Tool skills 3. Are there any sensory-perceptual deficiencies that will require special attention? 4. Are there any special skills that the participants will bring to the course? Motivation 1. To what extent the do participants value the training they will receive from the course. 1.1 1.2 1.3 Training is essential for obtaining the job Training has little value to success in the job Training has considerable value to success on the job

3. To what extent the students are confident that they will do well in the training? 3.1-1. Very little confident that they will do well in the training 3.1-2. Confident of success in the training 3.1-3. Over confident of success in the training

Complete the Analysis 1. List any sub-groups within the target population to be trained. Include the location of various groups and any logical issues regarding demographics 2. Identify how the sub groups are different different learning preferences, language skills, attitudes and competencies etc 3. List recommendations on how the training should respond to these differences special modules for specified groups etc.

43

Tool Three-Context analysis work sheet Context analysis for 1. Details of presentation equipment? None/Flip chart/white board/PPT/Video/Audio etc. 2. Will the course be offered to individuals or group? 3. Group size 4. Scope-Opportunity for Train the Trainer 5. Resource support 6. Frequency of the Programme 7. Duration of the Programme 8. How can learning from this course be reinforced once the course is completed? 9. What is the secondary use of the course?

Tool four- On completion of the analysis 1. Recommend the facility to be used 2. Recommend the equipments are to be used 3. Recommendation on possible modularisation of the programme according to the needs of different group 4. Recommend on frequency 5. Recommend on participants back ground, course length and pre requisites 6. Specific strategy on delivering of training Tool five-Objective Matrix Direction-For a course with multiple Planning objectives, list the target behaviour across top and concerned topic next to the rows on the left. This process is to ensure that there is at least one objective per content area. Example: Target behaviour study Content topic Motivation Training Target one Alertness in work Target two Better attitude towards quality Target three Better Inspection Target four Better communication with management

44

Tool Six Budget Template. This template is used to enter budgeted and actual costs for design Project. This is applicable for Internal Training only. Tool Seven-Task analysis summary report Job Course............. Section................... Prerequisites............... Reasons............................. Standards....................... Initiating Event................ Concept or Principle...........

Tool Eight-Blue Print template Directions:- After using the data from the job Task analysis, Context analysis, learner analysis and Objective matrix, complete the template by adding content, presentation, Media, Deliverables, Learning activities and test assessments Spreadsheet 1. Blue print (Course name) 2. Introduction 3. Job analysis 4. Context Analysis 5. Learner Analysis 6. Description of Programme 7. Duration of the course 8. Programme objective 9. Prerequisites 10. Content 11. Presentation methodology 12. Practice activities 13. Test /assessments

45

Part-3 Tool Nine Template for Training Manual It will be used as leaders guide a reference for both student and trainer.

Tool ten - Test Specifications Test specifications are meant to provide a uniform guideline for preparation of test items in all training programme, which include testing. Two types of test specifications are included: 1. Cognitive tests. -The pen and paper type. It is appropriate while evaluating acquisition of new knowledge, attitudes, and thinking skills 2. Psychomotor Tests-Performance type. Required for evaluating behaviours and physical skill Cognitive Test specification Model 1. After attending a training session and reading the accompanying training support material, the trainees will answer questions about factual details by selecting the one response from a multiple choice of 4, which correctly answer the question .The objective of this test is to correctly identify the facts related to knowledge and learning skill of the trainees. 2. Sequence comprehension test of single choice type answer on Correct, Contradicted, Inaccurate, and unsupported. 3. All the questions will be taken from the course manual or reading material, hand outs, as the case maybe. 4. The questions must cover course objectives 5. The questions will include at least one of the following words; who, what, when, why, how, how many.

Response Attributes 1. Trainees will be asked to encircle the answer choice-one correct & three distracters 2. Distracters will be of 4 types-Irrevalent, Contradicted, Inaccurate, and Unsupported. 3. The correct answer must include or point to all information required to completely and accurately answer the question. 46

Performance or Psychomotor test After attending the training session Trainees will demonstrate their ability to perform specific job under a subject matter expert/instructor. 1. Observe the trainees and mark them on performance observation checklist. Performance observation Check list Item Task Correct (1-point) Partially correct (0.5 point) Incorrect (0 Point)

IN HOUSE TRAINING PROGRAMS Training activities in the corporation are being continuously developed according to needs of the employees or worker. Faculty support is generally provided internally for such courses. For Programmes of specialized nature, external faculty assistance is sought and at times, some programees are fully hired. Both instructional and participative methods are used in training. While the techniques vary from programme to programme, emphasis is on lectures, case-studies bases on refinery experience, group discussion, and role-plays and selected readings. Modern audio-visual aids, presentation and including video are used in the training programmes.

47

CONDUCTING A TRAINING PROGRAMME

Now-days, training programs are gaining importance because they help to solve various problems, which out of the introduction, of new lines of production, severe competition, changes in design and technique of production, change in the volume of business, etc. Training programs enhance overall organizational efficiency and effectiveness. Training has become a very significant management tool for bringing about desired changes in order to solve organizational problems and also to achieve organizational goals. Therefore to be very effective, the training function is required to be organized properly and systematically.

Training programs consists of five steps .the first, or need analysis step, identifies the specific job performance skills needed, assesses the prospective training skills, and develops specific, measurable knowledge and performance objectives based on any deficiencies. In the second step, instructional design, you decide on, compile and produce the training program content. There may be a third validation step, in which bugs are worked out of the training program by presenting it to a small representative audience. The fourth step is to implement the program by actually training the targeted employee group. Fifth step is an evaluation step, in which management assesses the program's successes or failures. TRAINING FLOWCHART

TRAINING IDENTIFICATION

TRAINING PLAN

TRAINING PROGRAMME

TRAINING

TRAINING EVALUATION

TRAINING FEEDBACK

48

STEPS OF TRAINING 1. IDENTIFICATION OF TRAINING The training needs are identified by Concern Validation Studies (CVS) and the gaps are filled by providing training. The training needs can be identified by the immediate superiors or by the employees performance appraisal. The training needs are identified: At the time of interview Annual appraisal Training identification format Specific recommendations by functional head

2. DECIDING THE OBJECTIVE OF TRAINING: The gathered information is forwarded to human resources officials for consultation and then the training objectives are established. The training objective is prepared after finding the requirement of training whether the gaps are about knowledge, skill or attitude. Then the objective of training is established and efforts to accomplish started.

3. TRAINING PLAN Based on the collected data and discussions with HR Manager training plan is prepared. The training plan is prepared. The training calendar is prepared monthly with the name of the trainees and the trainer.

4. TRAINING METHODS & TOOLS Considering the type of training, a suitable training method and required tools and equipments are finalized. The venue is finalized. The methods and tools are also finalized once the type of training is decided whether it is knowledge, skill or attitude.

5. TRAINING IMPLEMENTATION List of employees are first of all collected with their name, designations and department and than a proper schedule with date, day and time and venue is finalized and all the employees are made aware of. The training is conducted and completed as per the schedule.

The training given mainly resolves around Knowledge of the products and processes for each vertical and level.

49

The Concern Validation Studies (CVS) is done to identify the gaps and then here we see that he is suitable for that job or he requires more training to do the job. We consider his previous skill and qualifications etc.

When candidate is appearing for an interview, we ask him about the training which he has undergone in previous program. If there is necessity for any specific skill then we are training him accordingly.

In annual appraisal there are two types of appraisals. One is self-appraisal and other head of department appraisal. In appraisal there is point mentioned if they require any specific training for updating their job. Likewise, head of department is asked to write that did he require any specific training to update his job requirement.

The skill and attitude training is imparted by reality learning. In that we sent training identification form to the concerned head of the department with his departmental list along with list the training programs.

We sent candidates for training in house/ external depending upon the nature of training. After identification of training needs, we prepare the training calendar on half yearly basis. For this we seek the following information. Nominate the persons for program, finding the faculty, venue for the program and training. Based on this we are preparing annual calendar.

Based on the annual calendar we prepare annual budget for training and seek the approval. After training calendar is ready, we inform the nominee, faculties and book venue for training program and the logistics involved is arranged. POST TRAINING After completion of training we take feedback from the participant about the trainers. After one month we are taking feedback of the concerned participant about his improvement in his skill or reschedule program.

After the individual feedback is received by the trainees, the PTR is prepared. Post Training Report. The PTR is forwarded to the immediate superiors.

50

It is the duty of the superiors to prepare the DAP i.e. The Development Action Plan which mentions how well the training has been achieved and the next course of action if a refresher is needed to the trainees who have not performed as per the standards required.

The DAP is sent to the trainers to do the needful and the trainers after doing the needful, they follow up with the superiors.

Based on these we are preparing quarterly graphs for presentation to the top management. There we highlight what is our target and what we have achieved.

In training and development activities we are conducting employee's satisfaction survey, where general points about company like his improvement in his working, safety awareness in his department, salary package, work environment of the company, and work culture of the company etc. In this survey we conclude that where the management is lacking or any steps are required to improve the satisfaction of our employees. Like this we are also taking employees awareness report from each employee in which we cover certain point about his job awareness. Based on this report we also see that is it necessary to improve our employee awareness level.

After completion of training we keep his training record in his personal file and also in soft copies. TRAINING EVALUATION Evaluation means the assessment of value or worth. It simply means the act of judging whether or not the activity has achieved the set target. In training field evaluation has been taken not only to assessment of value but also collection and analysis of data.

Evaluation of training is the last but very important stage of any training program. Training evaluation is very essential because of the following reasons:

The organization giving training to their employee can come to know what returns they are getting for efforts and expenditure it has committed to the training and it can find out from it whether the training efforts are in correct direction or not.

51

The training evaluation can justify the expenditure incurved in giving training and help the organization to determine to what extent, objectives have been achieved, whether the results are far away from the target or are nearby the target.

Evaluation of training helps in assess the quality of training imparted and also suggests what changes in training plan should be made to make it more effective. Weakness within the established training program can be identified and accordingly training programs can be modified and improved properly. Less effective program can be withdrawn in order to save time, money and efforts.

52

MPPL Number of Employees or Worker trained in Jan.2012-July2012

Trainee
450 400 350 300 250 200 150 100 50 0 Worker Employee Total Trainee

Total Number of Employee who had taken training- 118 Total Number of Worker who had taken trianing-300 Total Trainee 418(Jan.2012-July2012)

53

PARTICIPATION HIGHLIGHTS

160 140 120 100 80 60 40 20 0 JANUARY FEBRUARY MARCH APRIL MAY JUNE JULY WORKERS EMPLOYEES

MONTH WORKERS EMPLOYEES JANUARY 7 21 FEBRUARY 3 4 MARCH 36 28 APRIL 146 76 MAY 30 8 JUNE 15 21 JULY 11 12

Total Trainee- 418

54

WORK CENTRE OF TRAINING

Work Center Manufacturing Process of MPPL Carpenter Awareness Gate Entry Training Handling of Hazardous Chemical PPE & Safety Training for Plywood Section Motivation & Positive Thinking Training for Plywood CAPA Training for Quality Department How employees will read & record the monitoring and measurement devices installed at their work centre. 9. Workers awareness regarding the work instruction displayed at their work centre 10. FSE Training 11 Awareness to working Complaint 12 Stress 13 Motivation & Positive Thinking Training For Final Quality 14 Cleanliness (Awareness to Cleanliness at the Urinal, Toilet & Wash basin) 15 Awareness to high gloss material 16 Quality Circle 17 First Aid 18 5S Training Mess 19 Material Handling 20 Plywood Product 21. Paper Consumption 22. Basic Computer Knowledge 1 2. 3. 4. 5. 6. 7. 8. Total Training 3 1 1 7 2 2 1 1 1 1 2 4 4 1 1 1 1 1 1 1 1 6

Work center wise total Training = 44

55

TRAINING PROGRAMMES AT MPPL

Title of Training Programme Manufacturing Process of MPPL Carpenter Awareness Gate Entry Training Handling of Hazardous Chemical PPE & Safety Training for Plywood Section Motivation & Positive Thinking Training for Plywood 7. CAPA Training for Quality Department 8. How employees will read & record the monitoring and measurement devices installed at their work centre. 9. Workers awareness regarding the work instruction displayed at their work centre 10. FSE Training 11 Awareness to working Complaint 12 Stress 13 Motivation & Positive Thinking Training For Final Quality 14 Cleanliness (Awareness to Cleanliness at the Urinal, Toilet & Wash basin) 15 Awareness to high gloss material 16 Quality Circle 17 First Aid 18 5S Training Mess 19 Material Handling 20 Plywood Product 21. Paper Consumption 22. Basic Computer Knowledge 1 2. 3. 4. 5. 6. No. of No. of Programmes Participants 3 1 1 7 2 2 1 1 5 7 13 36 6 6 7 7

1 1 2 4 4 1 1 1 1 1 1 1 1 6

8 21 15 22 15 193 19 8 20 10 12 8 7 11

56

TRAINING PROGRAMMES AT MPPL

No. of Programmes 36 21 13 35 7 1 1 7 2 6 2 6 1 7 1 7 1 8 1 2 15 4 22 15 4 No. of Participants

19 19 8 1 1 1

20 10 12 8 1 1 1 1 1 11 7 6

Total Work Center = 22

Cleanliness (Awareness to Cleanliness at the Urinal, Toilet & Wash basin)19=193

57

PARTICIPATION FROM VARIOUS DEPARTMENTS

Human Resource Management (P&A) Utility Production Quality Account Sales = = = = = = 9 1 15 15 1 3

Participation
16 14 12 10 8 6 4 2 0 HR Utility Production Quailty Account Sales Participation

58

TRAINING CALANDER JAN. 2012-JULY 2012 FOR MPPL

Title of the Programme 1 2. 3. 4. 5. 6. 7. 8. Manufacturing Process of MPPL Carpenter Awareness Gate Entry Training Handling of Hazardous Chemical PPE & Safety Training for Plywood Section Motivation & Positive Thinking Training for Plywood CAPA Training for Quality Department How employees will read & record the monitoring and measurement devices installed at their work centre. Workers awareness regarding the work instruction displayed at their work centre FSC Training Awareness to working Complaint Stress Motivation & Positive Thinking Training For Final Quality Cleanliness (Awareness to Cleanliness at the Urinal, Toilet & Wash basin) Awareness to high gloss material Quality Circle First Aid 5S Training Mess Material Handling Plywood Product Paper Consumption Basic Computer Knowledge Jan P/E P/E P/E P/E P/E P/E P/E P/E P/E P/E P/E P/E P/E P/E P/E P/E Feb Ma rch Ap ril Ma y P/E Jun e P/E July

9. 10 11 12 13 14 15 16 17 18 19 20 21. 22.

P/E P/E P/E P/E P/E P/E P/E P/E P/E P/E P P/E P/E P/E P/E P/E P/E P/E P/E P/E P/E P/E

59

CHAPTER:5

DATA ANALYSIS & INTERPRETATION

60

DATA ANALYSIS & INTERPRETATION

Training program in business organizations are taking new shapes and dimensions, which one has to consider while dealing with the activities of training and development in the field of human resources. Training is so crucial that there is no need to mention its significance to the organization and as well as to the individual employees. Training begins right from the recruitment of an employee and follows thought the life span of the job of each employee of that organization. Training has bundles of numbers of actions to be performed in daily routine work and hence lot of quality, efficiency depends upon the performance level of the employee. Organization are very keen as far as training of employees are concerned and are always ready to spend what it takes to train and develop the employees in best concerned with the favor of the organization. Here we come to know the willingness of the organization regarding the employees and the cost they are bearing for that purpose. A good management always tries to cut down the unnecessary and unwanted expenditure of money. Hence if this area of management is taken care of and a very well planned and a highly systematic initiative can result in heavy saving, in other words earning a healthy profit.

61

Analysis and interpretation of trainees questionnaire:

Table 1: Represents the present and absent employee in the training.
Employee No of Employees Present 31 Absent 10

35 30 25 20 15 10 5 0 Present Absent

Series1

INTERPRETATION: Large number of employee interested to take the training and some are not interested.

Table 2: Represents the different methods of training and its convenience to the employees.
Method No of Employees On Job Training 10 Classroom training 21 Both 0

Methods of Training
25 20 15 10 5 0

No of Employees

On Job Training

Classroom training

Both

INTERPRETATION: The above figures show preference on the modes of training and it is found people prefer more on the job training.

62

Table 3: Represents the rating of training schedule.

Rating of training No of employees Convenient Disturbing Average 28 12 1

Rating of training
30 20 10 0 Convenient Disturbing Average

No of employees

INTERPRETATION: Large number of employee find the training convenient while others think it is disturbing the daily work.

Table 4: Represents the satisfaction level of employees undergone training.

Satisfaction of employees No of employees Yes 25 No 16

No, 16 Yes, 25

INTERPRETATION: Almost all the employees say that they were satisfied with the way the training activities are conducted while some people were dissatisfied.

63

Table 5: Represents the degree of development among the employees after the training was given.
Employees response No of employees Yes 30 No 10 May be 1

Development of the employees

40 20

0
Yes No May be

No of employees

INTERPRETATION: Maximum numbers of employees show a positive response in terms of their development, some feel they are not at all developed and others showed a passive response.

Table 6: Represents the improvement in skill and attitude and future aspects.
Improvement status No of employees Progressed 13 Non progressed 20 Cant Say 8

No of employees
20 10 0
No of employees Progressed Non progressed Cant Say

No of employees

INTERPRETATION: Minimum number of employees experienced progress in their skills and its future aspects whereas maximum feel that they have not progressed and others cant say. 64

Table 7: Represents the degree to which the employees have successfully achieved their training objective.
Degree of achievement No of employees Completely 20 Partially 10 Not at all 11

No of employees
Completely
27% 49% 24%

Partially

Not at all

INTERPRETATION: The degree of achievement of training objectives is higher among the employees and even in the least case the achievement case is above average.

Table 8: Represents the response of the employees regarding training aids provided for the training.
Training aid status No of employees Yes 31 No 11

No of employees
40 20 0 Yes No of employees

No

INTERPRETATION: Mostly all the employees are in full satisfaction regarding the right type of training aids are provided for training and a very few of them feel otherwise.

65

Table 9: Represents the level of support from the superiors to the sub-ordinates in completing the training.

Support level of superiors No of employees

Full 31

Average 11

Level of Support
Average Full
0 10 No of employees

20

30

40

INTERPRETATION: Superiors seem to be very supportive in Training programmes, as maximum number of employees responses are positive regarding support from the superiors.

66

CHAPTER:6

LIMITATIONS OBSERVATION AND FINDINGS SUGGESTIONS CONCLUSION FEEDBACK ON PROGRAM DELIVERY QUESTIONNAIRE BIBLIOGRAPHY

67

LIMITATIONS
The project is a collection of study, observation, and practical experience during my summer internship programmed where I was a member of the team working in the training and development of employees. I tried to perform this project in best possible manner to avoid any lacuna or lackness. In spite of all my efforts. In this regard but due to the far stretching activities conducted at MPPL, my project lack in some of the following heads Where there is a chance of further elaborating study on the same subject. Some information being very sensitive as far as organization is concerned is left untouched and not mentioned in any way. Top-level strategic type of decisions and information too are not taken under study to avoid any favor to the business counter parts. My project does not concerned about the designing and planning of training activities which forms a crucial and major part of this field hence a full fledge study can be done in this area. The data presented here is taken by prepared questionnaire (open ended and closed ended) and information and feedback received from the management. No research has been conducted on this topic for the purpose of this project thus holds a complete field research and development. Due to Time Constraints, I was not able to touch all aspects of training and development. Due to security reasons, I could not attend the training conducted which would give me a practical experience.

68

OBSERVATION AND FINDINGS

Though by and large, substantial number of employees are content with the way the training is conducted, still there is a scope to analyze at micro level whether the negatives respondents were either non attentive confronted confused or otherwise. Based up on the data there is a scope to take corrective action. The cooperation between the colleagues and the level of support they share with each other binds them in an attachment towards the company. However progressive feedback relating to change in the behavioral pattern and scope for redesigning subsequent training programs need to be examined & explored in proper perspective Regional behavior and language influence is higher during training and even after delivering their language the desired effects are not seen. Some of the superiors do not bother to make Development Action Plans and submit to the trainers. The static and superficial approach of the supervision needs to be dealt with appropriately The training is mainly conducted all around India, the trainers have to travel but sometimes the logistics and arrangement is non-satisfactory. Rescheduling the programmed in advice and informing the participant with due lead time may alleviate the logistic problem the proximity, approachability and accessibility are the three major parameter while considering the venue The findings from the data analysis from the questionnaire show a positive improvement, enhancing and overall rating about the training programmed. The reality learning and simulations were thoroughly enjoyed by the employees who have received it.

69

SUGGESTIONS
In todays competitive world, attitude is the factor which is the dividing line between failure and success. Thus recruitment of the employees must be made not only on skills and attitude but also the attitude of the employee. If an employee has a positive attitude then training for him can be more effective, he has a positive effect on the climate. The raining records must be maintained, preserved properly and updated timely. Proper care should be taken while selecting the trainers. MPPL trainers must be given continuous feedback and the training should be performed as a continuous planned activity. New and different trainers should be invited so that the maximum impact can be got from the training programmes. Co ordination and interaction of the employees of all levels must be encouraged to locate new talents among employees. Solution to some of the problems faced by the employees should be suggested by the employees themselves to make them feel valued at the organization. The DAP( Development Action Plans) must be prepared and given to the trainers as soon as possible for further follow up from the side of the trainers.

70

CONCLUSION
Analysis of all the facts & figures, the observations and the experience during the training period gives a very positive conclusion/ impression regarding the training imparted by the MPPL trainers. The MPPL is performing its role up to the mark and the trainees enjoy the training imparted especially the reality learning and simulation. The training imparted meets the objectives like:

Effectiveness of the training and its resultant in the performance of the employees. Assists the employees to acquire skills, knowledge and attitude and also enhance the same. Helps to motivate employees and helps in avoiding mistakes.

It becomes quite clear that there is no other alternative or short cut to the development of human resources. If we have to meet the challenges of technology, social and economic we have to train the HR irrespective to their category at which they work in the organization. As it is recognized fact that we cannot survive in tomorrow businesss world with yesterdays method. And hence the continuous development of HR is prime need of todays organization.

71

FEEDBACK ON PROGRAM DELIVERY

Quantitative Faculty / Course Feedback

Trainer behaviour was very good. Was understanding and helpful. If somebody did not understand a point, trainer explained the same once again by giving different examples. Trainer treated everyone objectively and fairly. Trainer taught us step by step and in simple Hindi language which was understood by all. Also provided lot of information. Trainer helped in clarifying all our doubts & queries related to products, processes and systems. Training was beneficial and will be helpful in doing our job effectively. Training helped in getting lot of information on products, systems, processes, customer service and also about the company.

72

QUESTIONNAIRE
TRAINING & DEVELOPMENT SESSION 1 PERSONAL DATA Sex Organization Name Designation Department : : : : SESSION 2 1-Strongly agree, 2-Strongly disagree, 3-Agree, 4-Disagree S.N Statement 1 Provides me with honest feedback on my performance 2 Encourage me to monitor my own efforts 3 Encourage me to give suggestion 4 Provides me with an environment conducive to team work 5 Gives me the information I need to do the job 6 Clearly defines his requirements /expectation from me 7 Acts as a positive role model in the department 8 Openly recognizes good work done by me 9 Listens to the subordinates before making any decision 10 Makes an effort to solve my work-related problems 12 Encourages the group to work as a team 13 Informs our department regularly about the state of the business 14 Impart training to me to understand quality policy and objectives 15 Encourages me to ask question 16 Encourages an environment of openness and trust 17 Behaves in ways which demonstrate respect for others 18 Makes an effort to remove the barriers of improvement 19 Review the goals and objectives periodically 20 Monitor the continual improvement in the department 21 Reward those who is really achiever 22 Uses the problem-solving process to solve problems 23 Motivate me continuously to perform good to better and better to best 24 Encourage to work in a systematic manner 25 No fault finding attitude but fact finding attitude 26 Always Advice us to follow properly ISO-9001: 2000 system and ISO14001: 1996 system 27 Encourage to follow strictly organizations motto ECONOMY, EXCELLENCE, ETHICS 28 Provides resources and facilities as and when required 29 Encourage to build a team spirit 73 a) Male b) Female

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2

3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3

4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

1 2 3 4 1 2 3 4 1 2 3 4

SESSION-3 1-Strongly Disagree, 2-Disagree, 3-Neither agree nor Disagree, 4-Agree, 5-Strongly agree, N/A-Not Applicable Statement:
1. There is a strong spirit of co-operation in this organization 2. I know what is expected of me. 3. I am treated with respect by my supervisor 4. I am asked for my input 5. I always have what I need to accomplish my job 6. Employees in this organization treat each other with respect 7. I fully understand the goals, policies and objectives of this organization 8. The actions of management arte always consistent with organizations goals, policies and objectives 9. I am well informed about vision of the organization 10. I am properly recognized for my contributions 11. My supervisor provides me with feedback on how well I am doing 12. I have attended all training I need 13. Employee suggestions and recommendations are welcomed by management 14. Management has a sincere concern for the employees. 15. The quality of work by this organization is excellent 16. The working conditions in this organization are excellent 17. The working conditions in this organization are excellent 18. I thoroughly enjoy my job 19. If I could find another job with the same pay. I would leave 20. I am proud to be a part of MERINO family 21. The facilities like toilet, drinking water, change rooms, cooler/fan, lighting/ventilation protective guard/safety equipment, hygiene/cleanliness provided by MPPL are excellent 22. I draw my salary in time 1 2 3 4 5 N/A 23. If you have magic wand that could change one particular thing, what would you do your Job better? 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 5 N/A 5 N/A 5 N/A 5 N/A 5 N/A 5 N/A 5 N/A 5 N/A 1 1 1 1 1 2 2 2 2 2 3 3 3 3 3 4 4 4 4 4 5 N/A 5 N/A 5 N/A 5 N/A 5 N/A 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 5 N/A 5 N/A 5 N/A 5 N/A 5 N/A 5 N/A 5 N/A 5 N/A

24. What is he one most important factor that could be improved in order to help you do your job better?

74

SESSION-4

INFRASTRUCTURE

EXITED (Y, N, NR)

NEED/EXPECTATION (IR)

SUGGESTION (What, Why and How)

1. Do you feel the equipments and machineries are adequate to Perform your job in your department? 2. Do you feel your plant is neat and clean? 3. Are the equipment and machineries are very old back dated? 4. Is the adequate manpower in your department 5. Is adequate workspace available to perform the job? 6. Do you have the right tools to perform your job? 7. Do you get the supports from the other department? If required. 8. Do you have the computers in your department? 9. Do you have the facility for the proper handling and movement of the material, such as trolley, cranes etc.? 10. Do you have the method of recycling of the waste material? 11. Are you provided with safety equipments? 12. Is your department equipped to face emergency situation such as fire, accident etc.? 13. Are the machineries and equipment maintained as per the planning? 14. Are the basic requirements like, table, chair, drawer, wan robe, fan / cooler there? 15. If you have a chance to ask the three things to be implemented in your department for improvement of your department further, what will you ask? Note: Y: Yes; N: No; NR: Not Required; IR: Improvement Required

75

SESSION-5 Please arrange the following statement on the basis of priority that means starting from the most priority, you have to finish with least priority. PARTICULARS RATING

1. Interesting and challenging job 2. Appreciation and importance of the roll 3. Involvement with organizations improvement 4. Job security 5. Good salary 6. Scope of promotion / growth 7. Good working conditions 8. Extra facility is good 9. Systematic and discipline
10. Help in personal problems

76

BIBLIOGRAPHY
NEWS PAPERS: TIMES OF INDIA THE ECONOMIC TIMES

MAGAZINES & BOOK BUSINESS WORLD BUSINESS TODAY INDIA TODAY TRAINING & DEVELOPMENT: A BETTER WAY

WEB: www.google.com www.citeHR.com WWW.msn.com

PERSONNEL & HUMAN RESOURCE MANAGEMENT: MR. R.N. SHARMA

RECRUITMENT, RETENTION TAKEN BY RECRUITMENT PROCESS MPPL.

77