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ACKNOWLEDGEMENT

I have taken efforts in this project. However, it would not have been possible
without the kind support and help of many individuals and organizations. I would like
to extend my sincere thanks to all of them.
I would like to thank Dr. unil !iwari, Dr. "sha !iwari, Dr. #jay ingh, Dr.
ushma !iwari and $iss $adhwi $ishra %Department of H&D' for proviuding this
opportunity to having project in this department ( also thank to $r. .). Das, *.$.
%!raining HI+D#,-.' for having arrangement of my training in this organisation.
I am highly indebted to $r. . /. 0.1 sir for their guidance and constant
supervision as well as for providing necessary information regarding the project (
also for their support in completing the project.
#t this outset i would like to thank my parents for their blessing showered .n
me which enabled me to complete my project.

ATUL SINGH

MBA(HRD)

DECLARATION
I, #!", I+*H student of $2#3H&D #/" &ewa %$./.', solemnly declare
that I have successfully completed project assigned to me as per the part of 45!raining
( Devlopment at HI+D#,-..55
I further declare that this report is outcome of my personal experience,
exploration observation and knowledge, which I have ac6uired through my research
period.
ATUL SINGH
$2# %H.&.D 7
rd
sem'
#/ "niversity &18#
PREFACE
I have been chosen for my vocational !raining in !raining Department of
9HI+D#,-. I+D"!&I1 ,I$I!1D:, for a period of ;< days from !raining
Department was carried out ( a project report on 9!&#I+I+* #+D
D1=1,./$1+!: at HI+D#,-., &1+")..! was made.
!he company has the separate training and development department. Human
resources is the backbone of any industry. >or the development of any organization
people are the responsible for the work activities. >or this !raining and Development
created behavior related problem for employees.
!here are mainly two program3 upervisory Development and $anagerial
Development programs.
!hese program mainly covers the following topics?3
<. &ole and &esponsibilities
@. $otivation
7. Interpersonal relation survey through 6uestionair
;. -ommunivation
A. !ime management
B. ,eadership
C. !eambuilding
>or checking the effectiveness of programs I conducted the survey throuhg
6uestionair distributed in each department of the Hindalco industries limited,
renukoot.

CHAPTER 1
INTRODUCTION OF THE TOPIC
INTRODUCTION OF TRAINING &
DEVELOPMENT
!raining is the act of increasing the knowledge and skills of an employee for
doing a particular job. !raining involves the development of skills that are usually
necessary to perform a specific job. Its purpose is to achieve a change in the behavior
of those trained and to enable them to do their jobs 2etter. !raining makes newly
appointed workers fully productive in the minimum of time. It is e6ually necessary
for the old employees whenever, +ew machines (e6uipment5s are introduced and
there is a change in the techni6ues of doing the things. In fact, training is a
continuous process. !he managers are continuously engaged in training their
subordinates.
!hey should ensure that any training program should attempt to bring about
positive changes in the?
%I' )nowledge,
%ii' kills, and
%iii' #ttitudes
.f the workers, improving business performance is a journey, not destination.
2usiness performance rises and falls with the ebb and flow of human performances.
H& professionals lead the search for ways to enhance the effectiveness of employees
in their jobs today and prepare them for tomorrow. .ver the years, training programs
have grown into corporate with these goats in mind. !raining programs should
enhance performance and enrich the contributions of the workforce. !he ultimate
goal of training is to develop appropriate talent in the workforce internally. In India,
training as an #ctivity has been going on as a distinct field with its own roles,
structures and budgets, but it is still young. !his field is howeverD expanding fast but
controversy seems to envelop any attempts to find benefits commensurate with the
escalating costs of training. !raining has made significant contributions, to
development of all kinds. !rainings essentialD doubts arise over its contribution in
practice. -omplaints are growing over its ineffectiveness and waste. !he training
apparatus and costs have multiplied but not its benefits. !raining is a 1mployee
training is a specialized function and is one of the fundamental operative functions
of Human &esource $anagement.
#cc to >,I//.
Training is the act of increasing the no!"e#ge an# si"" of an
e$%"o&ee for #oing a %artic'"ar (o)*+
It is a short3term educational process and utilizing a systematic and organized
procedure by which employees learn technical knowledge and skills for a definite
purpose. !raining refers to the organization5s efforts to improve an individual5s
ability to perform a job or organizational role. It can be defined as a learning
experience in which it seeks a relative permanent change in an individual that would
improve his ability to perform the job.
DIFFERENCE BETWEEN TRAINING AND
DEVELOPMENT
!raining and development go hand in hand and are often used synonymously but
there is a difference between them. !raining is the process of learning a se6uence of
programmed behavior. It is an application of knowledge. It gives people an
awareness of the rules and procedures to guide their behavior. It intends to improve
their performance on the current job and prepares them for an intended job.
Development is a related process. It covers not only those activities, which
improve job performance, but also those, which bring about growth of the
personality. It helps individual in the progress towards maturity and actualization of
potential capabilities so that they can become not only good employees but better
human beings.
,earning experience in that it seeks a relatively permanent change inane
individual that will improve his or her ability to perform on the job. !he primary
objective of training is to improve Individual and organization performance.
!raining is usedEor misusedEto do a variety of things from informing, motivating,
rewarding to changing behavior and improving performance. However the goal of the
training professional %as shown below' is to have the training input impact the
performance output of the trainee.
Meaning of training !"at i# training$%&
!raining plays an important role in human resource development. It is necessary
and useful in the case of all categories of operative employees, supervisory staff and
managers. !raining raises their skills and creates confidence and ability to perform
the job efficiently. It also facilitates self development and career development of
employees. !he main purpose of training is to develop the human resources present
within the employees. In brief, training is the watchword of present dynamic business
world.
!raining is necessary due to technological changes rapidly taking place in the
industrial field. Industrial training is for a short period but has wide coverage. It
relates to )nowledge, information, technical skills, social skills, administrative skills
and finally attitude building. !raining is for developing overall personality of an
employee. !raining is the responsibility of the management as it is basically for
raising the efficiency and productivity of employees. 1xpenditure on training is an
investment for manpower development and gives rich dividend to employees and
organization in the long run.
Definition of training&
#ccording to 1dwin >lippo, training is 9the act of increasing the knowledge and
skill of an employee for doing a particular job.:
!raining may be defined as 9a planned programme designed to improve
performance and to being about measurable changes in technical knowledge and
skills of employees for doing a particular job.:
# formal definition of training is, 9it is an attempt to improve current or future
employee performance by increasing an employee5s ability to perform through
learning, usually by changing the employee5s attitude or increasing his or her skills
and knowledge. !he need for training is determined by the employee5s performance
deficiency, computed as follows?
!raining need F standard performance E actual performance.
PRINCIPLE' OF TRAINING
$.!I=#!I.+
,earning is enhanced when the learner is motivated. ,earning experience must be
designed solearners can see how it will help in achieving the goals of the
organization. 1ffectiveness of training depends on motivation.
>11D2#-)
!raining re6uires feedback. It is re6uired so the trainee can correct his mistakes.
.nly getting information about how he is doing to achieve goals, he can correct the
deviations.
&1I+>.&-1$1+!
!he principle of reinforcement tells the behaviors that are positively
reinforced are encourage sustained. It increases the likelihood that a learned behavior
well be repeated.

/&#-!I-1
/ractice increases a trainee5s performance. 8hen the trainees practice actually,
they gain confidence and are less likely to make errors or to forget what they have
learned.
I+DI=ID"#, DI>>1&1+-1
Individual training is costly. *roup training is advantageous to the organization.
Individuals vary in intelligence and aptitude from person to person. !raining must be
geared to the intelligence and aptitude of individual trainee.

OB(ECTIVE' OF TR AINING
!. I+-&1#1 /&.D"-!I=I!G
#n instructor can help employees increase their level of performance on their
assignment. Increase in human performance leads to increase in the operational
productivity and also the increase in the profit of the company.
!. I$/&.=1 H"#,I!G
2etter3trained workers are less likely to make operational mistakes. It can be in
relationship to the company or in reference to the intangible organizational
employment atmosphere.
!. H1,/ # -.$/#+G >",>I ,, I ! >"!"&1
/1&.++1, +11D
!he organizations having good internal training and development programs will
have to make less changes and adjustments. 8hen the need arises, vacancies can be
easily staffed.
!. I $/&.=1 .&*#+I I#!I .+#, -,I $#!1
#n endless chain of positive reactions result from a well planned training
program.
!. I$/&.=1 H1#,!H #+D #>1!G
/roper training can prevent industrial accidents. # safer atmosphere leads to more
stable attitudes on part of the employees.
/1&.+#, *&.8!H
1mployees on a personal basis gain individually from their exposure to educational
expressions. !raining program give them wider awareness and skills.
NEED OF TRAINING AND DEVELOPMENT
!raining and development is the vital part of the human resource development. 3?
It is assuming ever important role in wake of the advancement of technology
which has resulted in ever increasing competition, rise in customer5s expectation of
6uality and service and a subse6uent need to lower costs. It is also become more
important globally in order to prepare workers for new jobs. In the current write up,
we will focus more on the emerging need of training and development, its
implications upon individuals and the 1mployers.
2efore we say that technology is responsible for increased need of training inputs
to employees, it is important to understand that there are other factors too that
contribute to the latter.
!raining is also necessary for the individual development and progress of the
employee, which motivates him to work for a certain organization apart from just
money. 8e also re6uire training update employees of the market trends, the change
in the employment policies and other things.
IMPORTANCE OF TRAINING & DEVELOPMENT
J ./!I$"$ "!I,II#!I.+ .> H"$#+ &1."&-1 E
!raining and Development helps in optimizing the utilization of human
resource that further helps the employee to achieve the organizational goals as well as
their individual goals.
J D1=1,./$1+! .> H"$#+ &1."&-1 E
!raining and Development helps to provide an opportunity and broad structure for
the development of human resources5 technical behavioral skills in an organization. It
also helps the employees in attaining personal growth.
J D1=1,./$1+! .> )I,, .> 1$/,.G11 E
!raining and Development helps in increasing the job knowledge and skills of
employees at
each level. It helps to expand the horizons of human intellect and an overall
personality of the employees)
J /&.D"-!I=I!G E
!raining and Development helps in increasing the productivity of the employees
that helps the organization further to achieve its long3term goal.
J !1#$ /I&I! E
!raining and Development helps in inculcating the sense of team work, team spirit,
and inter3team collaborations. It helps in inculcating the zeal to learn within the
employees.
J .&*#+II#!I.+ -",!"&1 E
!raining and Development helps to develop and improve the organizational health
culture and effectiveness. It helps in creating the learning culture within the
organization
J .&*#+II#!I.+ -,I$#!1 E
!raining and Development helps building the positive perception and feeling
about the organization. !he employees get these feelings from leaders, ubordinates
and peers.
J H"#,I!G E
!raining and Development helps in improving upon the 6uality of work and
8ork3life.
J H1#,!HG 8.&) 1+=I&.+$1+! E
!raining and Development helps in creating the healthy working environment. It
helps to build good employee, relationship so that individual goals aligns with
organizational goal.
J H1#,!H #+D #>1!G E
!raining and Development helps in improving the health and safety of the
.rganization
!hus preventing obsolescence.
J $.&#,1 E
!raining and Development helps in improving the morale of the work of
employees.
MET*OD' OF TRAINING & DEVELOPMENT
!here are various methods of training, which can be divided in to cognitive and
behavioral methods. !rainers need to understand the pros and cons of each method,
also its impact on trainees keeping their background and skills in mind before giving
training.
-.*+I!I=1 $1!H.D
-ognitive methods are more of giving theoretical training to the trainees. !he
various methods under -ognitive approach provide the rules for how to do
something, written or verbal information, demonstrate relationships among concepts,
etc.>.-"13 changes in knowledge and attitude by learning.
21H#=I.&#, $1!H.D
2ehavioral methods are more of giving practical training to the trainees. !he
various methods in this allow the trainee to behavior in a real fashion these methods
are best used for skill development. $ethods of -ognitive !raining
,1-!"&1 $1!H.D
3!his method is used to create understanding of a topic or to influence behavior,
attitudes through lecture.3# lecture can be in printed or oral form.3,ecture is given to
enhance the knowledge of listener or to give him the theoretical aspect of a topic.3It is
difficult to imagine training without lecture format.3!here are some variations in
,ecture method.3!he variation here means !hat some forms of lectures are
interactive while some are not.
D1$.+!&#!I.+ $1!H.D
!his method is a visual display of how something works or how to do something.3
1xample? !he trainer shows the trainees how to perform or how to do the tasks of the
job.3Helps the focusing their attention on critical aspects of the task
DI-"I.+ $1!H.D
!his method uses a lecturer to provide the learners with context that is supported,
elaborated, explains, or expanded on through interactions both among the trainees
and between the trainer and the trainees.3Discussion method is a two3way flow of
communication3)nowledge in the form of lecture is
-ommunicated to trainees. !hen understanding is conveyed back by trainees to
trainer.
T+,e# of training&
Induction (orientation) training :
Induction training is basically for introducing the organization to newly
appointed employees. !he purpose is to give them the bird5s eye view of the
organization. It is a very short informative type of training given immediately
after joining the organization. >or induction training, information booklets are
issued and short informative films are shown.
Job training :
0ob training relates to specific job which the worker has to handle. It gives
information about machines, process of production, instructions to be followed,
methods to be used and precautions to be taken while performing the job. !his
training develops skills and confidence among the workers and enables them to
perform the job efficiently.
Training for promotion :
/romotion means giving higher position. !raining must be given for
performing duties at a higher level efficiently. !his facilitates easy and 6uick
adjustment with the new job and also develops new insight into the duties and
responsibilities assigned. >or this, training is given after promotion and before
actually joining the new assignment. !his training is specific, precise and of short
duration.
Refresher training :
!he purpose of refresher training is to refresh the professional skills,
information and experience of persons occupying important executive positions. It
gives information about new developments and techni6ues to trainees. It is useful
for updating the knowledge and skills of executives.
Corrective training :
corrective training is necessary when employees violate company rules and
procedures. >or example, absence without prior sanction or smoking in a 9+o
moking: area or not using safety devices while operating dangerous machines.
Here the <Cevelopm of employees cannot be changed simply by disciplinary
action. !he manager should motivate, handle the problem and criticize the act and
not the individual
T"e Training Pro-e##&.
Training Process
Assessment of training needs
Establishment of Training goals
Designing Training Programme
Implementation of Training Programme
Following Up & evaluation of Programme
1. Assessment of Training Needs:-
Identifying the training needs of an organization is the first step in the systematic
training process. #ll training needs should be related to the specific needs of the
organization and also of the individual employees. >or the identification of
training needs, the gap between the existing level of knowledge, skills,
performance and aptitudes of employees and the re6uired levels of the knowledge,
skills performance and aptitude should be clearly specified. !raining needs can be
identified clearly through the following types of analysis?
a) Organizational Analysis.
b) Operational Analysis.
c) Manpower Analysis.
a) Organizational Analysis!
it relates to the determination of the organization5s goals, its resources
and the allocation of the resources as they relate to the organizational goals
establishes the framework within which training needs can be defined more
clearly. !he purpose of the organizational analysis is to determine where
training emphasis should be placed within the organization.
b) Operational Analysis -
it focuses on the task or job regardless of the employee doing the job.
!his type of analysis includes the determination with which the worker must
perform the job and the specific worker behavior re6uired in order to perform
the job effectively.
c) "anpo#er Analysis -
It reviews the knowledge, attitudes and skills of the workers in each
position and determines what knowledge, attitude he must ac6uire and what
adjustments in his behavior he must introduce if he is to contribute
substantially to the attainment of organizational objectives.
!raining can be effective if the three types of analysis are carried on
continuously. In addition the conclusions from this analysis should be
integrated in a properly designed and executed training programme.
2. stablis!ment of Training "oals:-
#fter deciding the training needs, the logical steps in the training process is
to set training and development objectives in concrete terms. In fact, without
clearly set objectivesKgoals, it is not possible to design a well planed training
programme which is to be executed and also evaluated for judging its
effectiveness.
!he overall training objective is to fill in the gap between the existing and
the desired pool of knowledge, skills and aptitudes. Defining training
objectives in 6uantitative and 6ualitative terms is useful for designing,
executing and also for evaluation of the training programme.
#. $esigning Training %rogramme:-
#fter finalizing the objectives of training, the next step in the training
programme is designing a training programme which acts as a base of actual
training to employees. >or achieving training objectives, an appropriate
training policy is absolutely essential. !his policy represents the commitment
of top management to employee training and development. !raining policy
involves rules and procedures relating to training activity.
FEEDBAC/ OF TRAINING
ANAL0'I'
!his phase consist of training need assessment, job analysis, and target
audience analysis.
PLANNING
!his phase consist of setting goal of the learning outcome, instructional
objectives that measures behavior of a participant after the training, types of
training material, media selection, methods of evaluating the trainee, trainer
and the training program, strategies to impart knowledge i.e. selection
of content, se6uencing of content, etc.

DEVELOPMENT
!his phase translates design decisions into training material. It consists of
developing course material for the trainer including handouts, workbooks, visual
aids, demonstration props, etc, course material for the trainee including handouts of
summary.
E1ECUTION
!his phase focuses on logistical arrangements, such as arranging speakers,
e6uipments, benches, podium, food facilities, cooling, lighting, parking, and other
training accessories.
EVALUATION
!he purpose of this phase is to make sure that the training program has achieved
its aim in terms of subse6uent work performance. !his phase consists of identifying
strengths and weaknesses and making necessary amendments to any of the previous
stage in order to rimprove failure practices.
TRAINING & DEVLOPMENT IN *INDALCO
Intro23-tion
Hindalco seeks to create an environment where each employee can give his best,
through the @@evelopment of the needed competencies and skills
!he training ( @@evelopment centre of hindalco has taken up a comprehensive,
innovative. &eal world approach to the employee education, training ( @@evelopment
that mirror the multi @@evelopment@@ nature of todays business and opportunity. !his
approach expands the scope ( reach of training program to clearyfy challanges
identify opportunities @@evelopment relevant compentencies ( delever effective
traing solution.
!he training programs are design to support @@evelopme at various
levels from high potential, young achiever to middle level to supervisor including
workers.
!he training is being offered broadly in following categories....
A* ,eha-io'ra" . /anageria" Training
(a)COMPETENCIES DEVLOPMENT
!he various modules addressing @7evelopment of competencies have been planned (
customize on the basis of !+I.
(b) TALENT MANAGEMENT
!hese programs are focused to address the compentencies identified under talent
management initiatives across the #DI!G# 2I&,# *&."/.
&1-1I=1D general management
!hrough those programs the focus would be to provide general management skills
re6uired to take up the higher challanges for the managers aspiring to go higher up in
the @7evelopment@7.
LaM supervisory skills
LbM change management
L-M 1 learning
LdM workers @7evelopment
,* 0o) Oriente# Technica" Training
%<' !hese programs covet the training needs realated to function5s to improve
skills re6uired for present ( future rolls
%@' pecial focus on technology programs
%7' $ost of the programs done with the help of enternal trainers
C* 1'a"it& Circ"e An# 2or"# C"ass /an'fact'ring
to promote a culture of total 6ulity
8-$ practices are adopted in all manufacturing facility
to improve the 6ulity of product ( oraganisation

TRAINING POLIC0
#t hindalco we are commited to devlop ( maintain the training culture
through the grass root level to the apex level the training shall e6uip the
employees with modern technological innovation for manufacturing facilities
along with the @;evelopment on social ( behavioural @;evelop.
!raining shall also be to maintain a positive work culture with a skilled (
motivated work force with a sense of pride.
TRAINING /ETHEDOLOG3
election of @;evelopment has been done very carefully keeping the
@;evelopment ( objectives of programmes in mind. >ine blend of theoretical (
practical approach is used to make programs more learning oriented.
$ost of our programs have been designed based on experiental learning
techni6ues. !he experience learn techni6ues facilitate learning by reflecting (
then drawing conclusion5s from own experiences of participants in order to apply
them to similar situation5s in the future. !he experiental learning cycle is a power
full ( effective way to promote learning because it enables learners to move
through various phases where they can @Aevelopment@A and apply their learning
the four phases of experiental learning are?
INTRAPER'ONAL MET*OD
elf learning modules
1 learning modules
*uided video
Individual projects
INTERPER'ONAL MET*OD
A. on the job training
2. mentor system of learning
c. project under supervision
GROUP MET*OD'
-lass room training
1xperimental learning
.ut brand learning
*roup /roject ( /resentation

CHAPTER 4
CO/PAN3 PROFILE
About the organization
!he #ditya 2irla *roup is an Indian multinational conglomerate head6uartered
in $umbai, $aharashtra, India It operates in 77 countries with more than <77,NNN
employees worldwide. !he group interests in sectors such as viscose staple fibre,
metals, cement, viscose filament yarn, branded apparel, carbon black, chemicals,
@Oevelopment, insulators, financial services, telecom, 2/. and I! services.
!he #ditya 2irla group is a diversified conglomerate with a total revenue of
approximately "P;N billion in year @N<@ !he group was founded by *hanshyam
Das 2irla. 8ith a gross revenue of "D ;N 2illion %in @N<@'
it is the third largest Indian conglomerate behind !ata group with revenue of
nearly "D <NN 2illion and &I, with revenue of "D CB 2illion.
Hidalco industry renukoot
&enukoot plant was commissioned in <QB@, with one potline and a smelter of
@N,NNN tpa capacity. .ver the years the plant has increased its capacity through
various brownfield expansions and asset sweating measures.
!oday Hindalco, at &enukoot, operates across the aluminium value chain from
bauxite mining, alumina refining, aluminium smelting to downstream rolling and
extrusions. !he integrated facility houses a CNN,NNN tpa alumina refinery and a
7;A,NNN tpa aluminium smelter along with facilities for production of semi3
fabricated products namely conductor redraw rods, sheet and extrusions.
In <QBC Hindalco established a captive power plant at &enusagar, the first
captive power plant %-//' for aluminium industry in India. !his along with a co3
generation power unit ensures continuous supply of power for the smelter and
other operations.
&enukoot has earned the Integrated $anagement ystem %I$' certification
combining 6uality, environment and occupational health and safety into one
business excellence model.
!he sprawling <NAB acre &enukoot complex located near the &ihand Dam, <BN
kms from the city of =aranasi, includes beautifully landscaped gardens with
residential colony cum mini township for management and staff members, a full3
fledged hospital for employees and the community around along with schools,
clubhouses, banks sports, cultural facilities, supermarkets and the &enukeshwar
$ahadev !emple.
#s a responsible corporate citizen Hindalco &enukoot5s -ommunity
Development -ell plays a leading and exemplary role in social projects on health
care, women5s empowerment, education, sustainable livelihood schemes and
espouse social causes such as widow re3marriage and dowry3less marriages.
Hindalco &enukoot5s -& cell has taken up various innovative rural
development projects in 7OA neighbouring villages around its operating sites in the
states of "ttar /radesh, 0harkhand and -hhattisgarh. !hese social projects are
carried out under the aegis of #ditya 2irla -enter for -ommunity Initiatives and
&ural Development spearheaded by $rs. &ajashree 2irla.
# dedicated and highly enthused team of around <@OA managers at &enukoot
and &enusagar are engaged in challenging and enriching jobs. !he unit has been a
recipient of several national and international awards in 6uality, environment
management, energy conservation, -&, among others.
Scenario
!he world5s largest aluminium rolling company
+o.< in viscose staple fibre
2iggest producer of primary aluminium in #sia
#mong the top <N cement producers globally
!he +o.< producer of carbon black in the world
>ourth3largest producer of insulators in the world
>ifth3largest producer of acrylic fibre in the world
#mong the best energy efficient 7Nevelopmen plants
HR policies
my objectives has been to reveald of meritocracy..... an 7Nevelopment7N is
about people who make it and it would continue to be my focusD mr. )umar
manglam birla at the heart of hindalco process , product growth and success life
the endeavour and dedication of hindalco team. # multiliangual, multicultural,
cross functionl team of people bound by the strong 7Nevelopment7Nal values and
persuing a common mission to create a super values, 7Nevelop full potential (
steer the company toward a position of a global metal measure.
#n achievement focused ( 7<evelopment E
oriented work culture embedded in high standards of business ethics supported by
sound management practices and good H& policies in the difining characteristics
of the hindalco work ethics
Hindalco has made its H& policies keeping all the things in the mind and in the
favour of its human capital.
.=1&=I18 .> H"$#+ -#/I!#,: ( as on 1 -1-2012)
-#!1*.&G .> 1$/,.G11
$anagerial staff @NNN
upervisory staff 7NNN
8orkers <<ANN
!otal strength <BANN

HR ISI!N"MISI!N AND ALU#S

Our vision
!o be a premium metals major, global in size and reach, excelling in everything we do,
and creating value for its stakeholders
O&r mission
!o relentlessly pursue the creation of superior shareholder value, by exceeding customer
expectation profitably, unleashing employee potential, while being a responsible corporate
citizen, adhering to our values.
O&r 'al&es ( %at! to e)cellence
*onesty in e'ery action.
On t!e fo&ndation of integrity+ doing w!ate'er it ta,es to deli'er+ as promised.
Missionary zeal arising o&t of an emotional engagement wit! wor,.
T!in,ing and wor,ing toget!er across f&nctional silos+ !ierarc!y le'els+ b&sinesses and
geograp!ies.
-esponding to sta,e!olders wit! a sense of &rgency.

Hr o$%ecti&es
!o collaborate with and support internal customers of H& in achieving
business objectives through services viz. 1ffective man power planning
insuring harmonious industrial relation5s etc.
!o review ( 77evelopm the steusture of the 77evelopment77 with clarity of
rolls responcibility and accountibilty for overall 77evelopment77
effectiveness ( speedy response to the emerging business challanges.
!o devlop knowledge ( skills of the employees ( groom leaders with
functional ( business competencies to meet future demand of the
77evelopment77.
!o benchmark best H& practicesin order to enhance human resource
effectiveness
!o enhance 77evelopme productivity through 77evelopment77al77 of jobs
and man power 77evelopment77.
HIDAL'! T!DA(
#luminium has turn out to be the wonder metal of the 7;evelopment7;al
world no.< other single metal can do so many jobs so well and so economically
also. #luminium growth rate is the highest amongst the major basis metal
today. HI+D#,-. ranks as thelargest aluminium producer in india and
contributes about ;NR shares in total production of primary aluminium from
alumina by electrolysis and production of properzi redraw rods, rolled product,
extraction5s ( value added products Dlike foil wheel at silvasaa. Hindalco also
ownes alarge captive thermal power plant at renusagar that meets the power
7;evelopment of the company very effectively, has a current generation units
HI+D#,-. currently has primary aluminium capacity of 7,ANNNN $!/#.
MANAG#M#NT T#AM

Hindalcos management team consists of experienced individuals with strong credentials.
$oard of %irectors
$r. )umar $angalam 2irla, -hairman
$rs. &ajashree 2irla
$r. -. $. $aniar
$r. $. $. 2hagat
$r. ). +. 2handari
$r. #. ). #garwala
$r. +. 0. 0haveri
$r. &am -haran
$r. 0agdish )hattar
$r. D. 2hattacharya, $anaging Director
$r. $. Damodaran
Chief &inancial Officer
$r. /raveen $aheshwari
'ead ( Corporate )ro*ects + )rocurement Cell
$r. 2.2 0ha
Company ,ecretary
$r. #nil $alik
Chief )eople Officer
$r. =ineet )aul
$usiness - .nit 'ead
$r. Dilip *aur, *roup 1xecutive /resident, -opper
$r. achin atpute, -hief $arketing .fficer, #luminium
$r. atish $ 2hatia, /resident, >oil and /ackaging
$r. &. . Dhulkhed, enior /resident, .perations
$r. anjay ehgal, /resident, -hemicals
$r. D. ). )ohly, -hief .fficer .perations, &enukoot "nit ( &enusagar "nits
.t/al Alumina International 0td
$r. &ajesh 0ha, -1.
1ovelis Inc2
$r. /hilip $artens, /resident and -hief 1xecutive .fficer
Aditya $irla "inerals 0imited
$r. D. 2hattacharya, -hairman
$r. unil )ulwal, -1. and $D
Mr. Peter Torre, Company Secretary
AWARDS
Hindalco has won several awards for community welfare, environment
protection, and also for 6uality and export performance.
2.11
Hindalco bagged the prestigious -II E 1SI$ 2ank 2usiness 1xcellence
#ward @N<< for its 9strong commitment to excel on the journey towards
business excellence:.
2irla -opper, a division of Hindalco, won the I$- &amkrishna 2ajaj
Huality #ward -ommendation -ertificate.
Hindalco &enusagar won the *reentech afety *old #ward @N<< in power sector
for outstanding achievement in safety management, by *reentech >oundation,
+ew Delhi.
2.1.
-en&,oot
+I/$ *old #ward for 2est H& /ractices: for the year @N<N by +ational
Institute of /ersonal $anagement %+I/$'.
*reentech *old afety #ward @N<N for .ccupational Health and afety
$anagement in the $ining ( $etals sector by *reentech >oundation, +ew
Delhi.
*reentech 1nvironment 1xcellence *old #ward @N<N in the metals sector
for its efforts towards environment management, by *reentech >oundation,
+ew Delhi.
!he *olden /eacock #ward for -orporate ocial &esponsibility for the
year @N<N.
*reentech H& 1xcellence ilver #ward for @N<N for excellence in
training.
CHAPTER 5
RESEARCH /ETHEDOLOG3
R#S#AR'H M#TH!D!L!G(
&esearch methodology is a way to systematically solve the research problem it
may be understood as a adopted by researcher in studying his research problem
along with the logic behind them. It is necessary for the researcher to know not
only the research methodK!echni6ues but also the method along.
How to calculate the mean, the mode, the median or the standard deviation or
chi3s6uare, how to apply particular research techni6ues but they also need to know
which of these methods or techni6ues, are relevant and which are not, and what
would, they mean and indicate and why.
&esearchers also need to understand the assumptions underlying various
techni6ues and they need to know the criteria by which they can decide that
certain techni6ues and procedures will be applicable to certain problem and other
will not.
&esearch methodology has many dimensions and research methods do
constitute a part of the research methodology.
$ethodology is the systematic procedure to reach to the conclusion part of the
study.
In the present study the steps involved are?3
/teps in -esearc! %rocess
-esearc! $esign:-
Descriptive &esearch Design is used
Hindalco industries was selected on the basis of each department of the
>actory
/ample $esign:-
ample ize? ample size is <NN
$ethod of ampling? imple &andom sampling was used
0ollection of data:-
%rimary $ata:
!he primary data are these which are collected a fresh and for the first time. .r
primary data are to be original in character. 8e are used primary data collection
tools for the may project. #m also use primary data tools just as Huestionnaire,
.bservation or urvey.
!he primary data was collected by employees of the company. !he ;<evelop
of primary data collection are given below?
/&r'ey mot!od
1&estionnaire met!od
2nter'iew met!od
/econdary $ata:
Seconda! da"a #s be#n$ co%%ec"ed "&o'$& (o%%o)#n$ *e"&od+s:
1. ,#nda%co "a#n#n$ -%anne . #nd'c"#on $'#de
2. Ta#n#n$ e-o"+s . *an'a%s a/a#%ab%e #n "&e "a#n#n$ cen"e
0. In(o*a"#on (o* ,1 'se s2) 'sed b! &#nda%co
3. Co*-an! ann'a% e-o" . o"&e -'b%#ca"#on
4. O"&e "a#n#n$ doc'*en"s a/a#%ab%e a" "&e "a#n#n$ cen"e
5. Co*-an! )ebs#"e
$ata analysis
da"a #s ana%!sed on "&e bas#s o( a/a#%ab%e #n(o*a"#on.
CHAPTER 6
DATA ANAL3SIS AND INTERPRETETION
6.1 "a#n#n$ . 30e/e%o-*en" -o$a* &e%-+s "o #*-o/e s7#%%s . 8ob
-e(o*ance-
Categor& No* of Partici%ants Percentage
trongly #gree <B <B R
#gree ;O ;O R
Disagree @< @< R
trongly Disagree <A <A R
Tota" 177 1778
4#t 5tr
6n2 5tr
7r2 5tr
8t" 5tr
Inter%retation9
in this way several participants are give a positive response so the training and
development programs are satisfactory in the organization.
6.@ manager5s having part of your training section3

0ategory No. of %articipants %ercentage
Strongly !gree "" "" #
!gree $% $% #
&isagree '% '% #
Strongly &isagree ( ( #
Tota" 177 1778
4#t 5tr
6n2 5tr
7r2 5tr
8t" 5tr
2nterpretation :
1#. satisfactory factors are availa)le for training program *
0ategory No. of %articipants %ercentage
Strongly !gree '+ '+ #
!gree ,- ,- #
&isagree + + #
Strongly &isagree , , #
Tota" 177 1778
4#t 5tr
6n2 5tr
7r2 5tr
8t" 5tr
2nterpretation:
3 My s&perior is interested in my o'erall de'elopment.4
0ategory No. of %articipants %ercentage
Strongly !gree $$ $$ #
!gree ,% ,% #
&isagree . . #
Strongly &isagree % % #
4#t 5tr
6n2 5tr
7r2 5tr
8t" 5tr
2nterpretation:
/., organisation provide training 0 devlopment program is goal oriented
Category No. of %articipants %ercentage
Strongly !gree "$ "$ #
!gree ,. ,. #
&isagree -" -" #
Strongly &isagree ( ( #

4#t 5tr
6n2 5tr
7r2 5tr
8t" 5tr

2nterpretation:
Training program should )e continuously improved so as to get ma)im&m
benefits o&t of it. Almost all t!e participants agreed t!at M&Ps are
continuously improving.
/.. The organaisation encourages and supports )y e*learning and education
)y manager*
0ategory No. of %articipants %ercentage
Strongly !gree ( ( #
!gree '( '(#
&isagree $" $"#
Strongly &isagree -" -"#
4#t 5tr
6n2 5tr
7r2 5tr
8t" 5tr
Q.7 The organization provides appropriate according to the
requirements-
0ategory No. of %articipants %ercentage
Strongly !gree ( ( #
!gree '( '(#
&isagree $" $"#
Strongly &isagree -" -"#
Q.8 The training methodology are very effective-
0ategory No. of %articipants %ercentage
Strongly !gree ( ( #
!gree '( '(#
&isagree $" $"#
Strongly &isagree -" -"#
Q.9 The supervisor takes feedback of participants performance after the
training programs
0ategory No. of %articipants %ercentage
Strongly !gree ( ( #
!gree '( '(#
&isagree $" $"#
Strongly &isagree -" -"#
Q.!" #rganisation provides different training programs for different
level employees
0ategory No. of %articipants %ercentage
Strongly !gree ( ( #
!gree '( '(#
&isagree $" $"#
Strongly &isagree -" -"#
Q.!! $ou are satisfied from your organization training policy
0ategory No. of %articipants %ercentage
Strongly !gree ( ( #
!gree '( '(#
&isagree $" $"#
Strongly &isagree -" -"#
Q.!% yo& !a'e a statement of d&ty for yo&r 5ob-
0ategory No. of %articipants %ercentage
Strongly !gree ( ( #
!gree '( '(#
&isagree $" $"#
Strongly &isagree -" -"#
1.1# yo& re6&ire !ig! degree of tec!nical ,nowledge for yo&r wor,-
0ategory No. of %articipants %ercentage
Strongly !gree ( ( #
!gree '( '(#
&isagree $" $"#
Strongly &isagree -" -"#
1.17 T!e organization e'al&ated training programs e'ery year-
0ategory No. of %articipants %ercentage
Strongly !gree ( ( #
!gree '( '(#
&isagree $" $"#
Strongly &isagree -" -"#
CHAPTER 6
FINDINGS CONCLUSION
Reco$$en#ations
FIND
INGS
In hindalco industry limited i have surveyed and fill the 6uestionnaire on
training ( devlopment in which they had given response in most of the 6uestions in
the form of very good ( excelent in which all the 6uestions are close ended
6uestion5s3 in this i found that the management of the traing ( devlopment policy in
the organization is well managed ( each ( every rules ( procedure is followed by
the management.
!he organization provides many facilities to their employees related training
( development for improvement of their skills
In addition to this organizational so providing many welfare facilities for
employees.
In the organization i found that the conflict ( disputes between the employees
and employer is neglisble if there is any disputes it is properly handled by the
organization and their resolution ois beneficial for both employee ( employer.


Recoen!ation"
!he training program should be conducted in such a way that it gives a trainees
practical view or on the job training should be conducted.
!he duration of training program should be increased from current period, so
that the trainees get a clear understanding of the subject matter taught.
!he participant of the training program should be devided in to different
groups according to their level of knowledge and grasping power.
!he group to be made in the training program should be made pre3training
evaluation test.
1ither the training program should be conducted after working hours or on
leave days, so that the trainees are free from carrying the work presure to the training
centre.
!here should be clear cut written instruction that the trainees are free from any
sort of work accountability or responsibility at the time of training.
!he training program should be organized such a way that every employee gets
training once in a year.
$ore stress should be laid on role3plays at the end session of the training
program.
ome film so should be arranged on the teaching topic as learning by
observing the things is better than marly listening.
ome employees should be sent to some leading industries of india for more
exposure and sessions should be held for them to shair their experiences with other
employees.
&ecognition and reward should be provided t
o the employees who actually perform well.
CONCL#SION
1n the analysis of data collection through my o)servation we reached
to conclusion 2
. hindalco industries ltd have agood training and development policy.
hrd is wor3ing with its full potential for effective mgt. Programme it
has also adopted the mordern tachni/ues of development with in its
specialised in particular field.
the organi4ation provides proper tarining programme for improvemnt
of s3ills of employees.
in addition to this organi4ation providing different training programms
for different level of employees.
in this, organi4ation have a )etter training policy for enhance the
morale 0 s3ills of employees 0 it will )oost up the mental 0 physical
of each 0 every one in the related organisation.
hindalco is fullfilling its social responsil)ilty very well )ecause the
hindalco provides some greenery 0 plantation to the environment.
$e$LIOGRAP%&
-. Hindalcos training planner and induction 5uide
". Training report and manuals availa)le in the training centre.
'. !gochiya &evendra2 6very trainers hand)oo3.
$. 7ao 8SP2 Human 7esuorce Management.
,. Prior 9ohn2 6ncyclopadeia of Management:T0&;.
.. <nformation from H7=S67 software used )y hindalco.
+. Company annual report and other pu)lication.
(. 1ther training documents availa)le in the training centre.
>. Company we)site2 www.hinlalco.nic .in
'#ESTIONNAIRE

NA/E9::::::::::::::::::::::**
DEPART/ENT;PLANT9:::::::::::::**
%#'trongly #gree %2' #gree %-' Disagree %D' trongly Disagree
1< De=)riefing sessions are con#'cte# for %artici%ants s%onsore# for training*
%#'trongly #gree %2' #gree %-' Disagree %D' trongly Disagree
4< I ha-e training o%%ort'nities to '%gra#e $& si""s . no!"e#ge*
%#'trongly #gree %2' #gree %-' Disagree %D' trongly Disagree
5< /& s'%erior is intereste# in $& o-era"" #e-e"o%$ent*
%#'trongly #gree %2' #gree %-' Disagree %D' trongly Disagree
6< The Co$%an&>s training %rogra$s are e-a"'ate# an# i$%ro-e# '%on?
e-er& &ear*
%#'trongly #gree %2' #gree %-' Disagree %D' trongly Disagree
@< E$%"o&ees are s%onsore# for training %rogra$s on the )asis of caref'""&
i#entifie# nee#s*
%#'trongly #gree %2' #gree %-' Disagree %D' trongly Disagree
A< The organiBation enco'rages an# s'%%orts se"f= "earning an# e#'cation )&
its officers*
%#'trongly #gree %2' #gree %-' Disagree %D' trongly Disagree
C< Do &o' ha-e a state$ent of #'t& for &o'r (o)D
%#' Ges %2'+o
E< &o'r (o) acc'rate"& #escri)e# in the #'t& state$entD
%#' Ges %2' +o
F< Do &o' reG'ire high #egree of technica" no!"e#ge for &o'r !orD
%#' Ges %2' +o
17< Ho! #o &o' !orD
%#' #lone %2' !eam 8ork
11< Ho! !o'"# &o' rate the /DP>s he"# in the organiBation ti"" #ateD
%#'/oor %2' #verage %-'*ood %D'=ery *ood %1'1xcellent
14< Degree to !hich &o' ha-e 'se# the si""s &o' ha-e "earnt*
%#'#ll kills %2'ome kills %-'=ery >ew kills %D'+o kills
15< In &o'r o%inion? !hat factor creates #iffic'"t& in a%%"&ing ne! si""s
on the (o)D
%#',ack of opportunity %2',ack of time %-'kills were not relevant
%D'+o supervision %1',ack of coaching or feedback
16< P"ease rate the $etho#s of training &o' fee" !o'"# )e $ost
a%%ro%riate to achie-e &o'r "earning goa"s9
%#'-lassroom ,ectures %2'=ideo %-'8orkshops %D'.n !he 0ob
%D'-omputer 2ase %1'-ase tudy %>'&ole /lay %*'In the 2asket
HH<O't)o'n# HI<Gro'% St'#ies
H1A<Ho! #o &o' "earn $ore effecti-e"& #'ring the training %rogra$sD
%#' tudying underlying concept
%2' tep3by3step instructions
%-' .bserving others
%D' #ctive participation