FINAL PROJECT REPORT ON

To study the employee preception towards

recruitment and selection process in cement industry.

Submitted in partial fulfillment of the requirement for the award of degree

Bachelor of Business Administration (BBA).

SUBMITTED TO: SUBMITTED BY:

MR. MEHTAB MEHTA SAHIL NARRU

(ASSISTANT PROFESSOR RBIM) ROLL NO. 1525344

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 DECLARATION BY THE STUDENT

This is to state that the project report titled “THE EMPLOYEE PRECEPTION TOWARD
RECRUITMENT AND SELECTION PROCESS OF ACC” is based on original work carried
out by me under the supervision of the guide Mr. Mehtab Mehta towards final
project report of the Degree of Bachelor of Business Administration of the Punjab
technical University.

Sahil Narru

BBA (6th Sem)

Roll No. 1525344

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 PREFACE

The aforementioned project was carried out to study “THE EMPLOYEE

PRECEPTION TOWARD RECRUITMENT AND SELECTION PROCESS OF
ACC Limited”. The project is towards 3rd Year degree of Bachelor of Business
Administration. I have put my best attempt to complete this project. The aim of the
research study is to analyze employee perception. A questionnaire was framed to
know the factor which influences the employee’s perception toward recruitment
and selection process. For this, present working employees have been chosen. Here
in my survey, I have contacted the respondents through personal interviews with
the help of questionnaires.

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 ACKNOWLEDGEMENT

It is my proud privilege to express my sincere gratitude to all those who are helped
me directly or indirectly in completion of this project report.

I am greatly indebted to Mr. Mehtab Mehta for his support, guidance and valuable
suggestions by which this work has been completed effectively and efficiently. The
se all contributions are of immense value.

Last but not least we are indebted to those entire people who indirectly contributed
without to whom this work should not have been possible.

Endeavor has been made to make the project error free yet I apologies for the mista
kes.

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 Table of
CONTENTS

Chapter No. Title Page No.

Declaration by the student 1

Preface 2

Acknowledgement 3

I Introduction 8-13

1.1 INTRODUCTION 9

1.2 Aims & significance 10

1.3 Review of literature 10-12

1.4 Objectives of the study 12

1.5 Research questions 12

1.6 Data base methodology 13

1.7 Chapterization Plan 13

2 Introduction 14-22

2.1 Company profile 15-20

2.2 Recent trends in recruitments 20

2.3 Source of recruitment 21

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 2.4 Central recruitment and selection proces 21
s of ACC

2.5 Process of recruitment and selection 21

2.6 Recruitment and selection policy 21-22

3 Training process and importance 23-28

3.1 Introduction 24

3.2 The 5 steps in training process 24

3.3 Identifying training needs 24

3.4 Establish specific objectives 24-25

3.5 Select appropriate methods 25

3.6 Implement programs 25

3.7 Evaluate programs 25

3.8 Feedback 25-26

3.9 Training of employees 27-29

4 Data processing and analyses 30-37

4.1 Introduction 31

4.2 Kirkpatrick’s 4 stages training evaluatio 31

n model

4.2.1 The four level of models are 31-34

4.3 Evaluation Table of Learning 34-37

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 5 Recommendations 38-39

6 Conclusion 40-41

Bibliography 42-43

Annexure 44

Training feedback form 45-46

Questionnaire 47-48

Analysis of Questionnaire 49-58

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 CHAPTER 1
INTRODUCTION

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1.1 Introduction
ACC is India’s foremost manufacturer of cement and concrete. ACC’s operation is spread throug
hout the country with 17 modern cement factories, more than 50 ready mix concrete plants, 21 sa
les offices, and of about 9000 persons and a countrywide distribution network of over 9000 deale
rs.

Since inception in 1936 the company has been a trendsetter and important benchmark for the ce
ment industry in many areas of cement and concrete technology. ACC has a unique track record
of innovative research, product development and specialized consultancy services. The company
’s various manufacturing units are backed by a central technology support services center the onl
y one of its kind in the Indian cement industries.

ACC has rich experience in mining being the largest user of limestone. As the largest cement pro
ducer in India, it is one of the biggest customers of the domestic coal industry, of Indian railways
, and a considerable user of the country road transport network service for inward and outward m
ovement of materials and products.

Among the first company in India to include commitment to environmental protection as one of i
ts corporate objectives, the company installed sophisticated pollution control equipment as far ba
ck as 1966, long before pollution control laws came into existence. Today each of its cement pla
nts has state of the art pollution control equipment and devices.

ACC plants, mines and townships visible demonstrate successful endeavors in quarry rehabilitati
on, water management techniques and greening activities. The company actively promotes the us
e of alternative fuels and raw materials and offers total solution for waste management including
testing suggestions for reuse, recycling and co processing.

ACC has taken purposeful steps in knowledge building. We run two institutes that offer professi
onal technical courses for engineering graduates and diploma holders which are relevant to manu
facturing sectors such as cements. The main beneficiaries are youth from remote and backward a
reas of the country.

ACC has made significant contributions to the nation building process by way of quality product
s, services, and sharing expertise. Its commitment to sustainable development its high ethical sta

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ndard in business dealing and its ongoing efforts in community welfare programs have won it ac
claim as a responsible corporate citizen.

1.2 Aim & significance

A detailed study of recruitment & selection policy helps in its evaluation and updating. A good a
nd well-defined recruitment policy is the need of every company. Recruitment & selection policy
is necessary as it attract people with multi-dimensional skill and experience. It conducts outsider
with a new prospective to lead the company. It infuses fresh blood at all levels of organization. I
t searches for talent globally and not within the company.

1.3 Review of literature

The basic objective of this chapter is to get inside into the previous findings so that it will help to
know the gap in earlier studies and to justify the research problems selected by the researcher fo
r the study purpose. The literature is reviewed on Human Resource Management, Human Resour
ce Development and human resource practices and on electronic human resource management. T
he prominent areas covered in the present literature of reviewed are studies related to concept, m
odel, system, functions, organizational culture and climate, training and development, performan
ce appraisal, recruitment and selection, man power planning, promotions, welfare and fringe, rew
ards and recognition and other issues on HR and E-HRM practices.

Thus, chapter is based on the conceptual and non-conceptual background, empirical and non-em
pirical literature at national and international level having direct and indirect bearing on the objec
tives of the present study.

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HUMAN RESOURCE MANAGEMENT/DEVELOPMENT/PRACTICES RE
LATED STUDIES: -

Nadler made a distinction between human resource utilization and human resource development.
He states that human resource utilization covers traditional functions of personal administrations
, whereas human resource development includes mainly training, education and development. He
further identifies 3 main roles for the human resource development managers with some sub role
s.

Rao studied and assessed 45 organizations HRD practices and observed that:

1. Performance appraisal system is for regulatory purpose mostly and less for HRD
development;
2. Salary increment used as a reward mechanism;
3. Potential appraisal system is not well practiced;
4. Training is well attended by employees.

Keye studied relationship between performance appraisal and career development and shown tha
t both performance appraisal and career development have potential for developing human resour
ces; potential that can be increased by linked them together to meet the needs of the both individ
ual employees and the organizations.

Gupta and Gangotra studies human resource development and pointed out that first attempt to i
ntroduce HRD in 1980 was not encouraging. But effort made in 1982 was quite successful. In 19
83 there was change in the organizational structure of the company. The HRD department used t
he opportunity to initiate organizational development activities in the company. A series of OD
were organized to improve individual inter-personal and team effectiveness.

John Keller developed ARCS model for motivational purpose. Attention, relevance, confidence
and satisfaction (ARCS) is must be adopted in motivational design. Thus, training most introduc
ed this model for the benefit of employee stated by Keller.

Rao studied extensively HRD practices adopted identifies:

1. Improvement in work culture;

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 2. Optimum use of installed capacity;
3. Increase in productivity;
4. Generate profits through control of costs and
5. Customer satisfaction.

Singh examined Indian management and Indian managers are low on all four dimensions like po
wer distance, ascertaining avoidance, individualism and masculinity, he suggested the human res
ource development practice.

Abraham studied that certain gap between belief of the top management and their practice with
regard to human resource development promotions was time bound practiced and seniority princi
ple was used.

Mr. Rajinder Singh Rana MANAGER at A.C.C and their Present working EMPLOYEES wil
l help me to make this project.

1.4 Objectives of the Study

 To Study employee perception towards recruitment and selection process at ACC Limited.
 To evaluate the factors affecting the training and its effectiveness and to study the impact
of periodic training programs at ACC Limited.

1.5 Research questions

 To analyze process of recruitment in ACC Cement.
 To observe the procedure to select the candidate from internal as well as from external
sources in ACC Cement.
 To find out the various recruitment sources used by the ACC Cement.
 To study the employee satisfactory level with the existing recruitment policy in ACC
Cement.
 To evaluate and analyze the effectiveness of recruitment and selection policies adopted in
ACC Cement.

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1.6 Data base methodology
To carry out present research work the researcher has consulted various employees of ACC Limi
ted. The literature and information on “” has also been derived from some websites also. The res
earcher has primarily used the descriptive method as well as empirical methods to prepare this pr
oject report. The present study is essentially empirical one and the researcher has spent his fruitfu
l time in consulting and interviewing various employees of the ACC Limited.

1.7 Chapterization plan

Chapter one is historical background of the ACC Limited.

Chapter two is this chapter will discuss the corporate profile of the company and various facets o
f the recruitment process.

Chapter Three deals with the details of training processes and the methods involved in training pr
ocess to improve training

Chapter Four deals with training and learning process. It discusses the four stages involved in lea
rning to make learning more effective.

Chapter five deals with recommendations which the researcher thought would fit in the process t
o make it more effective.

Chapter six is the concluding part of the present work.

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 CHAPTER 2

INTRODUCTION: DEVELOPING TRAINING EVALUATION METHODS FOR ACC L

IMITED.

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2.1 Company profile: -

ACC (ACC Limited) is India's foremost manufacturer of cement and concrete. ACC's operations
are spread throughout the country with 17 modern cement factories, more than 40 Ready mix con
crete plants, 21 sales offices, and several zonal offices. It has a workforce of about 9,000 persons
and a countrywide distribution network of over 9,000 dealers.

Since inception in 1936, the company has been a trendsetter and important benchmark for the ce
ment industry in many areas of cement and concrete technology. ACC has a unique track record
of innovative research, product development and specialized consultancy services. The company'
s various manufacturing units are backed by a central technology support services center - the on
ly one of its kind in the Indian cement industry.

ACC has rich experience in mining, being the largest user of limestone. As the largest cement pr
oducer in India, it is one of the biggest customers of the domestic coal industry, of Indian Railwa
ys, and a considerable user of the country’s road transport network services for inward and outwa
rd movement of materials and products.

Among the first companies in India to include commitment to environmental protection as one of
its corporate objectives, the company installed sophisticated pollution control equipment as far b
ack as 1966, long before pollution control laws came into existence. Today each of its cement pla
nts has state-of-the art pollution control equipment and devices.

ACC plants, mines and townships visibly demonstrate successful endeavors in quarry rehabilitati
on, water management techniques and ‘greening’ activities. The company actively promotes the
use of alternative fuels and raw materials and offers total solutions for waste management includi
ng testing, suggestions for reuse, recycling and co-processing.

ACC has taken purposeful steps in knowledge building. We run two institutes that offer professi
onal technical courses for engineering graduates and diploma holders which are relevant to manu
facturing sectors such as cement. The main beneficiaries are youth from remote and backward ar
eas of the country.

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ACC has made significant contributions to the nation building process by way of quality product
s, services and sharing expertise. Its commitment to sustainable development, its high ethical sta
ndards in business dealings and its on-going efforts in community welfare programs have won it
acclaim as a responsible corporate citizen. ACC’s brand name is synonymous with cement and e
njoys a high level of equity in the Indian market. It is the only cement company that figures in th
e list of Consumer Super Brands of India.

SUBSIDIARIES AND ASSOCIATES

‘Value- ACC Mineral Resources Limited

ACC's wholly owned subsidiary, The Cement Marketing Company of India Limited, was rename
d as ACC Mineral Resources Limited (AMRL) in May 2009 with an objective of securing valua
ble mineral resources, such as coal for captive use. ACC Mineral Resources Limited has already
entered into Joint Venture arrangements for prospecting, exploration and mining coal from the co
al blocks in Madhya Pradesh and West Bengal. The company is also exploring other opportunitie
s for securing additional coal and gypsum resources in India and abroad

Bulk Cement Corporation (India) Limited

Situated at Kalamboli, in Navi Mumbai (formerly New Bombay), this company caters to bulk ce
ment requirements of the city of Mumbai and its environs. It has two cement storage silos with a
capacity of 5,000 tons each. The plant receives cement in bulk from ACC plants at Wadi. The pla
nt has its own special purpose railway wagons and rakes and its own railway siding. The first of i
ts kind in India, BCCI is equipped with all the facilities required by increasingly sophisticated co
nstruction sites in a bustling metropolis, including a laboratory, a fleet of specialized trucks and s
ite silos for the convenience of customers and is capable of offering loose cement in bulk-tanker
vehicles as well as packed cement in bags of varying sizes from 1 tone down to 25 kg bags. BCC
I is situated strategically on the outskirts of Mumbai, just off the new Mumbai-Pune Expressway.
It is a landmark structure spread over 30 acres of land.

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Lucky Minmat

ACC acquired 100 per cent of the equity of Lucky Minmat Private Limited. This company holds
limestone mines in the Sikar district of Rajasthan and helps supplement limestone supply to the
Lakheri Plant.

National Limestone Company Private Limited

National Limestone Company Private Limited is a wholly owned subsidiary. The company is en
gaged in the business of mining and sale of limestone. It holds mining leases for limestone in the
state of Rajasthan.

HUMAN RESOURCES

ACC has a large workforce of about 9,000 people, comprising experts in various disciplines assis
ted by a dedicated workforce of skilled persons. ACC employees, referred to as the ACC Parivar,
come from all parts of the country and belonging to a variety of ethnic, cultural and religious ba
ckgrounds. ACC employees display a strong sense of loyalty to the Company and their special st
ellar qualities as adding’ human capitals are well known in the industry.

ACC has clearly stated guidelines concerning recruitment, termination, career advancement, perf
ormance appraisal, professional and employee ethics and code of conduct. The Company’s perso
nnel policies and processes enshrine equal opportunities to all and non-discrimination with regar
d to gender, caste, creed, ideology or other opinion, whether social, political or religious. Also en
sured is a due process for employee consultation and participation in organizational development
and policy formulation.

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RECRUITMENT:

Recruitment in ACC is a very fair and transparent process with adequate opportunities to look fo
r suitable candidates internally as well as from outside. Applicants are generally invited on the ba
sis of specific advertisements in newspapers and websites. A Committee of officers called the Ce
ntral Recruitment Committee handles the entire recruitment process comprising screening of app
lications, preliminary short-listing, interviews and final selection. Every attempt is made to make
the selection process as objective as possible by incorporating tests of competence. In some case
s, outside consultants are retained. All decisions of the recruitment committee are recorded in res
pect of each candidate. Candidates are informed of their short-listing and selection immediately a
fter the interview or at the earliest thereafter.

PERFORMANCE MANAGEMENT:

The Company’s performance management system is in itself a benchmark that provides ample o
pportunities and motivational incentives to employees so as to reward and retain good talent with
in the Company. These incentives include Performance Linked Incentives, Good Work Awards,
Letters of Appreciation, Special Increments, and Promotions, Nomination to external training pro
grams in India and abroad, public felicitation and appreciation. Some plants have Best Employee
and Employee of the Month Awards and recognition. Competent employees and those who displ
ay aptitude are invited to become Trainers themselves and receive Train the Trainer facilitation.

TRAINING & DEVELOPMENT:

Our new Performance Management System incorporates a process called Competency Assessme
nt and Training and Developmental Needs wherein appraisers are specifically called upon to iden
tify and assess training needs of employees at specific intervals that do not coincide with Perfor
mance Appraisals. This is so that training needs can be assessed objectively. Training is imparted
to take care of an individual’s career development as well as functional and skill enhancement.
Competency and Development training inputs include Skill and general performance enhanceme
nt, communication skills and Career development. Functional training needs are identified and co

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nducted by functional departments while Corporate HR organizes competency and developmenta
l inputs.

EMPLOYEE WELFARE & PERQUISITES:

Employee welfare receives prime attention at ACC. We have several schemes for general welfar
e of employees and their families. These cover education, healthcare, retirement benefits, loans a
nd financial assistance and recreation facilities.

ACC townships have excellent schools that are often the best in the district. Education at these sc
hools is subsidized for employees’ wards. We offer attractive scholarship allowances for children
studying at places away from their parents, merit scholarships for outstanding children and finan
cial assistance for employees’ children to pursue higher professional education.

Liberal medical benefits are made available to employees and their family members by way of re
imbursements towards normal medical treatment, domiciliary treatments and special sanctions fo
r serious illness. Each of our townships has well-equipped health care centers with qualified med
ical staff and facilities, ambulance, referrals and tie-ups with reputed hospitals for specialized tre
atment. In addition, there are regular health checkups, camps and programs.

Employees are eligible to apply for loans and financial assistance for various purposes such as pu
rchase of assets, residential premises as well as a scheme that provides for supply of cement at su
bsidized rates to those building their own houses.

At our cement plants and factories, employees are provided furnished and unfurnished accommo
dation based on their entitlements. At many locations, the employees are given free electricity, fr
ee water supply and free bus facility for nearby places and schools. These houses are well-mainta
ined and periodically upgraded.

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EMPLOYEE SATISFACTION:

In addition to periodic internal Employee Satisfaction Surveys, we participate in Employee Satisf

action and Work Places Surveys conducted by reputed external agencies and organizations like
Hewitt Associates Grow Talent. And from time to time, ACC has also retained reputed firms to s
tudy our internal work environment and employee policies and suggest areas of improvement. W
e share below salient points of the latest survey of employees:

 People are treated fairly regardless of religion and gender

 ACC is a safe place to work

 Management is competent in running business

 Employees feel good about what we do for society

 Proud to tell others I work here

 Management thinks positively

The overall findings show significant job satisfaction at all levels as also deep respect for the co
mpany, its performance management system and its overall business performance.

2.2 Recent Trends in Recruitment

 Recruitment Process Outsourcing

 Poaching / Riding
 Online or E- Recruitment
 Campus Recruitment
 Referral Recruitment
 Summer Internship
 Contract Recruitment
 Temporary Recruitment

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2.3 Sources of Recruitment
ACC offers employment opportunities in a wide range of functions. The process of recruit
ment in ACC is fair and transparent, with adequate opportunities to look for suitable candidates b
oth internally and from outside. Recruitment is a continuous process in ACC. We regularly hold i
nterviews in principal cities. Campus recruitment is arranged in leading institutes and universitie
s. In other cases, applications are invited for specific vacancies announced through advertisement
in leading newspaper or announced in this website.

2.4 Central Recruitment and Selection Process of ACC

 Screening of application
 Preliminary short listing
 Interviews
 Final selection

2.5 Process of Recruitment and Selection

Recruitment and selection in ACC is a very fair and transparent process with adequate opportunit
ies to look for suitable candidates internally as well as from outside. Applicants are generally inv
ited on the basis of specific advertisement in newspapers and website. A committee of officers ca
lled the central recruitment committee handles the entire recruitment and selection process compr
ising screening of applications, preliminary short-listing, interviews, and final selection. Every at
tempt is made to make the selection process as objective as possibly by incorporating tests of co
mpetence. In some cases, outside consultants are retained. All decisions of the recruitment comm
ittee are recorded in respect of each candidate. Candidates are informed of their short-listing and
selection immediately after the interview or at the earliest thereafter.

2.6 Recruitment and Selection Policy

ACC has clearly stated guidelines concerning recruitment, terminations, career advancement, per
formance appraisal, professional and employee ethics and code of conduct. The company’s perso
nnel policies and processes enshrine equal opportunities to all and non- discrimination with regar

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d to gender, caste, creed, ideology or other opinion, whether social, political or religious. Also en
sured is a due process for employee consultation and participation in organizational development
and policy formulation.

ACC wish to caution jobseeker and educational institutions at larger that ACC Limited, as a poli
cy has a merit-based employee selection process. Further, we do not authorize or have appointed
external agents to conduct employment drives or extended offers of employment on our behalf. It
is also not our policy to charge or collect fees of any kind from educational institutions or from c
andidates for participation in a recruitment event or to receive offers of employment. Any person
or organization dealing with unauthorized parties is doing so at their own risk. ACC Limited is n
ot responsible for any losses that are incurred as a consequence, nor will it have any obligation to
provide employment to anyone under any fraudulent offer letter.

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 CHAPTER- 3

TRAINING PROCESS AND ITS IMPORTANCE

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3.1 Introduction

Training and Development is the activity which builds the performance of individuals through su
ch activities as training, education, or mentoring employees. The area is known by a number of
different titles including human resource development and learning and development. Training t
ransfer is a key topic in this area, many of us have experienced workplaces which provide trainin
g, but then miss the mark on allowing employees to implement the learned behaviors back in the
workforce. Understanding how training is transferred back to the workplace and what the workp
lace can do to encourage the application of new knowledge is a central concern of training and d
evelopment practitioners.

3.2 The five steps in training process:

Training Process or Steps Involved for Conducting Training

Training is not a one sort affair; rather it is a step-by-step process that will complete only after su
ccessful completion of given sequential activities.

3.3 Identifying Training Needs

Training need is a difference between standard performance and actual performance. Hence, it tri
es to bridge the gap between standard performance and actual performance. The gap clearly unde
rlines the need for training of employees. Hence, under this phase, the gap is identified in order t
o assess the training needs.

3.4 Establish Specific Objectives

After the identification of training needs, the most crucial task is to determine the objectives of tr
aining. Hence, the primary purpose of training should focus to bridge the gap between standard p
erformance and actual performance. This can be done through setting training objectives. Thus, b
asic objective of training is to bring proper match between man and the job.

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3.5 Select Appropriate Methods

Training methods are desired means of attaining training objectives. After the determination of tr
aining needs and specification of objectives, an appropriate training method is to be identified an
d selected to achieve the stated objectives. There are number of training methods available but th
eir suitability is judged as per the need of organizational training needs.

3.6 Implement Programs

After the selection of an appropriate method, the actual functioning takes place. Under this step, t
he prepared plans and programs are implemented to get the desired output. Under it, employees a
re trained to develop for better performance of organizational activities.

3.7 Evaluate Program

It consists of an evaluation of various aspects of training in order to know whether the training pr
ogram was effective. In other words, it refers to the training utility in terms of effect of training o
n employees' performance.

3.8 Feedback

Finally, a feedback mechanism is created in order to identify the weak areas in the training progr
am and improve the same in future. For this purpose, information relating to class room, food, lo
dging etc. is obtained from participants. The obtained information, then, tabulated, evaluated, an
d analyzed in order to mark weak areas of training programs and for future improvements.

Attempting financial ROI assessment of training is a controversial issue. It's a difficult task to do
in absolute terms due to the many aspects to be taken into account, some of which are very diffic
ult to quantify at all, let alone to define in precise financial terms. Investment - the cost - in traini

25 | P a g e
ng may be easier to identify, but the benefits - the return - are notoriously tricky to pin down. Wh
at value do you place on improved morale? Reduced stress levels? Longer careers? Better qualifi
ed staff? Improved time management? All of these can be benefits - returns - on training investm
ent.

In the absence of absolutely quantifiable data, find something that will provide a useful if notiona
l indication.

For example,

 After training sales people, the increased number and value of new sales made is an
indicator of sorts.
 After motivational or team-building training, reduced absentee rates would be an
expected output.
 After an extensive management development program, the increase in internal
management promotions would be a measurable return.

Also, refer to the very original Training Needs Analysis that prompted the training itself - what
were the business performance factors that the training sought to improve? Use these original dri
vers to measure and relate to organizational return achieved.

The problems in assessing ROI are more challenging in public organizations. ROI assessment in
these environments can be so difficult as to be insurmountable, so that the organization remains s
atisfied with general approximations or vague comparisons or accepts wider forms of justificatio
n for the training without invoking detailed costing.

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3.9 Training of Employees - Need and Importance of Training:

Training of employees takes place after orientation takes place. Training is the process of enhanc
ing the skills, capabilities and knowledge of employees for doing a particular job. Training proce
ss molds the thinking of employees and leads to quality performance of employees. It is continuo
us and never ending in nature.

3.9.1 Importance of training:

Training is crucial for organizational development and success. It is fruitful to both employers an
d employees of an organization. An employee will become more efficient and productive if he is
trained well.

Training is given on four basic grounds:

1. New candidates who join an organization are given training. This training familiarizes
them with the organizational mission, vision, rules and regulations and the working
conditions.

2. The existing employees are trained to refresh and enhance their knowledge.

3. If any updating and amendments take place in technology, training is given to cope up
with those changes. For instance, purchasing new equipment, changes in technique of
production, computer impartment. The employees are trained about use of new
equipment’s and work methods.

4. When promotion and career growth become important. Training is given so that
employees are prepared to share the responsibilities of the higher-level job. I.e.
Succession Planning.

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The benefits of training can be summed up as:

1. Improves morale of employees- Training helps the employee to get job security and job
satisfaction. The more satisfied the employee is and the greater is his morale, the more he
will contribute to organizational success and the lesser will be employee absenteeism and
turnover.

2. Less supervision- A well trained employee will be well acquainted with the job and will
need less of supervision. Thus, there will be less wastage of time and efforts.

3. Fewer accidents- Errors are likely to occur if the employees lack knowledge and skills
required for doing a particular job. The more trained an employee is, the less are the
chances of committing accidents in job and the more proficient the employee becomes.

4. Chances of promotion- Employees acquire skills and efficiency during training. They
become more eligible for promotion. They become an asset for the organization.

5. Increased productivity- Training improves efficiency and productivity of employees.

Well trained employees show both quantity and quality performance. There is less
wastage of time, money and resources if employees are properly trained.

3.9.2 EVALUATE THE TRAINING PROGRAM.

This step will determine how effective and profitable your training program has been. Methods f
or evaluation are pre-and post- surveys of customer comments cards, the establishment of a cost/
benefit analysis outlining your expenses and returns, and an increase in customer satisfaction and
profits.

The reason for an evaluation system is simple. The evaluations of training programs are without
a doubt the most important step in the training process. It is this step that will indicate the effecti
veness of both the training as well as the trainer.

There are several obvious benefits for evaluating a training program.

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  Evaluations will provide feedback on the trainer's performance, allowing them to
improve themselves for future programs,
 Evaluations will indicate its cost-effectiveness,
 Evaluations are an efficient way to determine the overall effectiveness of the training
program for the employees as well as the organization.

The importance of the evaluation process after the training is critical. Without it, the trainer does
not have a true indication of the effectiveness of the training. This information can be considered
during the next time a training program is been evaluated. And it can also be used to compare be
tween two training programs.

To be successful, all training must receive support from the top management as well as from the
middle and supervisory levels of management. It is a team effort and must implement by all mem
bers of the organization to be fully successful. To help determine how we’re going to approach a
ssessment in training we should be clear on the two different types; formative and summative me
thods of assessment.

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 CHAPTER- 4

DATA PROCESSING AND ANALYSIS:

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4.1 Introduction

The no. of training programs conducted at ACC Limited is:

1. Team Building

2. Leadership Training

4.2 KIRKPATRICKS 4 STAGE TRAINING EVALUATION MODEL:

The most widely used and popular model for the evaluation of training programs is known as "T
he Four Levels of Learning Evaluation." The model was defined in 1959 by Donald L. Kirkpatric
k in a series of articles that appeared in the US Training and Development Journal. Kirkpatrick re
defined the evaluation model with his 1998 book "Evaluating Training Programs: The Four Leve
ls. “The idea behind the model is for an organization to have meaningful evaluation of learning i
n the organization. The degree of difficulty increases as you move through the levels. However, t
he knowledge learned regarding the effectiveness of the training program more than compensates
for this.

4.2.1 The four levels of the model are:

Level 1: Reaction

Level 2: Learning

Level 3: Behavior

Level 4: Results

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Level 1: Reaction

Kirkpatrick refers to Level 1 as a measure of customer satisfaction. Most of the forms that people
fill out at the end of a class or workshop are instruments for measuring Level 1.

Level 2: Learning

Kirkpatrick defines learning as the extent to which participants change attitudes, increase knowle
dge, and/or increase skill as a result of attending a program. So, to measure learning we need to d
etermine the following:

 What knowledge was learned

 What skills were developed or improved
 What attitudes were changed

Here are guidelines for evaluating learning:

1. Use a control group if it is practical

2. Evaluate knowledge, skills, and/or attitudes both before and after the program. Use a paper an
d pencil test to measure knowledge and attitudes and use a performance test to measure skills.

32 | P a g e
3. Get a 100 percent response

4. Use the results of the evaluation to take appropriate action.

Level 3: Behavior

Level three can be defined as the extent to which a change in behavior has occurred because som
eone attended a training program. In order for change in behavior to occur, four conditions are ne
cessary:

 The person must have a desire to change

 The person must know what to do and how to do it
 The person must work in the right climate
 The person must be rewarded for changing

Here are some guidelines for evaluating behavior:

1. Use a control group if that is practical

2. Allow time for a change in behavior to take place

3. Evaluate both before and after the program if that is practical

4. Survey and/or interview one or more of the following: trainees, their immediate supervisors, th
eir subordinates and others who often observe their behavior.

5. Get a 100 percent response

6. Repeat the evaluation at appropriate times

7. Consider cost versus benefits

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Level 4: Results

This involves measuring the final results that occurred because a person attended a training sessi
on. This can include increased production, improved work quality, reduced turnover, etc. Level f
our can be difficult because you must determine what final results occurred because of attendanc
e and participation in a training program.

We must also evaluate the conditions that the trainee is operating in. It is important to determine
whether the conditions set forth above in Level 3 have been met. If there are conditions in the off
ice that prevent the trainee from using the knowledge that they have learned, then the training ca
nnot be faulted for not "doing the job. “This is a clear example a conditional problem with the op
erating environment.

Here are some guidelines for evaluating results:

1. Use a control group if it is practical

2. Allow time for results to be achieved

3. Measure both before and after the program if it is practical

4. Repeat the measurement at appropriate times

5. Consider cost versus benefit

6. Be satisfied with evidence if proof is not possible

4.3 EVALUATION METHOD SUGGESTED FOR THE ABOVE-MENTI

ONED TRAINING PROGRAMMES ARE:

S NO TRAINING TO CHECK REA TO CHECK LEA TO CHECK BEHAVIOU

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 CTION RNING R

1 Leadership Questionnaire Management Game Questionnaire, Observation,

s Performance Record, Feed
back, subordinate feedback
form.

2 Team Buildin Questionnaire Management Game Observation, 360 Degree F

g s & Simulation. eedback

Training 1: Leadership Training:

Reaction: For checking the reactions of the trainees towards the training program a separate que
stionnaire has been suggested.

Learning: For checking the learning of the trainees towards the training program management g
ames have been suggested for that.

Management games to check leadership skills: CENTER STAGE

Objective: To visualize different leadership styles

How the author has used this exercise: If the group is comfortable with one another, a role-playi
ng activity can have some impact. I have used this activity to set up my information about leader
ship styles. However, this same format can be used with a variety of different topics.

Activity Description: Ask for four volunteers. One volunteer plays the role of a team member w
ho recently has missed meetings or arrived late. The other three volunteers each play the role of a
different kind of leader. To save time I usually give the leader volunteers a personality trait fro
m which they can create their persona: the by-the-book leader, the self-absorbed leader, the pater
nalistic leader, the softy, the blamer, the lecturer, the know-it-all, etc. Allow the volunteers to ha
ve some time to think about their role.

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Gather the full group in a circle and place two chairs in the middle. In turn, have each leader con
front the team member. Explain the situation to the group before the role playing begins: Loren,
the late team member, has not only been missing meetings or arriving late; he has also appeared t
o be very tired and disjointed. Some team members have suggested that Loren’s wife is ill, but o
thers say the situation is rooted with Loren himself. As a leader, what is a good way to handle Lo
ren?

After all, three scenarios have been played out; ask the full group to comment on the different lea
dership approaches—what worked? What could the leaders have done differently? How would th
e “ideal” leader handle this situation? This activity is a good spring board to exploring different l
eadership styles.

Options: You may want to have the full group identify three different role-playing situations.

Added thoughts or considerations: I try to check with some of the participants before the worksh
op begins to see if the group would be comfortable or willing to engage in a role-playing activity.

Behavior: For checking the behavior of the trainees towards the training program, Observation,
Performance Record, Subordinate feedback form have been suggested.360

Results: For checking the result, Department performance can be checked.

Training 2. Team Building Training:

Reaction: For checking the reactions of the trainees towards the training program a separate que
stionnaire has been suggested.

Learning: For checking the learning of the trainees towards the training program Management G
ames & Simulation have been suggested.

Management games on team building: MISSION STATEMENT

Purpose: Creating focus, passion, and group buy-in

Participants: All

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Materials needed: Pens, paper, and any team requests

Instructions: Each person finishes the sentence, “My vision of a team that works is …”

The entire team now creates one statement or visual that represents the total of these

Vision statements.

Desired outcome: The team finds commonality of purpose and is more willing to cooperate.

Behavior: For checking the behavior of the trainees towards the training program, observation b
y supervisor, checking of department Performance record has been suggested.

Results: For checking the results ROI

37 | P a g e
 CHAPTER- 5

RECOMMENDATIONS:

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  A common questionnaire has been recommended, with the help of which they can find
out the reactions of the employees after the training.
 Various role plays, simulation, management games for checking learning from the
training programs have been recommended.

 Subordinate feedback form is been recommended for checking the learning after the
leadership training program.

 Observation and 360° feedback methods have been recommended for checking the
behavior of the trainees after the team building training program.

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 CHAPTER- 6

CONCLUSIONS:

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This project focused in finding out the employee perception towards Recruitm
ent and selection process & various TRAINING PROGRAMS conducted at A
CC Limited.
The no. of training programs conducted at ACC Limited is:

 In Behavioral Training

1. Team Building

2. Leadership Training

The evaluations of training programs are the most important step in the training process. I indicat
e the effectiveness of the training program and it gives us an idea about what to change in the ne
xt training program.

There are several obvious benefits for evaluating a training program.

 Evaluations will provide feedback on the trainer's performance, allowing them to

improve themselves for future programs,
 Evaluations will indicate its cost-effectiveness,
 Evaluations are an efficient way to determine the overall effectiveness of the training
program for the employees as well as the organization.

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 BIBLIOGRAPHY (REFERENCES)

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  http://www.acclimited.com/newsite/index.asp
 http://economictimes.indiatimes.com/acc-ltd/stocknews/companyid-6,cn-acc-ltd.cms
 http://www.indiainfoline.com/Markets/Company/Background/Company-
Profile/ACC-Ltd/500410
 http://www.acclimited.com/newsite/reach_acc.asp

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 ANNEXURE

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 TRAINING FEEDBACK FORM

Objective: This questionnaire aims to find out the satisfaction of trainees with the training progr
am.

Name (optional): _________________________________________________________.

Designation: __________________________________________________________.
Name of Training Program: ______________________________________________.
Day and Date: ___________________________________________________________.

1. What is your overall satisfaction level with the training program?

a. Highly satisfied
b. Satisfied
c. Neutral
d. Somewhat Dissatisfied
e. Totally Dissatisfied

2. How, according to you, was the Quality of Trainers?

a. Very good
b. Good
c. Average
d. Bad
e. Very bad

3. Which type of trainer is more preferred by you?

a. In house trainer
b. External trainer

4. On a scale of 1 to 10, what score would you give to the training methods used in the
training programs, 1 being the least and 10 being the highest?

45 | P a g e
 5. How would you rate the overall arrangement for the training program on the scale of 1 to
10? (1 being the least and 10 being the highest.)
______________________________________________________________________
6.
 Was the duration of the training program sufficient to deliver the required learning?

Yes No

 If no, kindly specify the appropriate duration for such training program.

____________________________________________________________________

7. Do you believe that his training program will help you in improving your performance on
the job?
Yes No
8. What kind of support would be required from the seniors / management for ensuring the
transfer of the learning from Training Program to on the job?

______________________________________________________________________________
9. Do you agree that you were required to be trained for this particular program?

Yes No

10. Any additional suggestions for improving the Training.

______________________________________________________________________________

46 | P a g e
 ************************** THANK YOU **************************

47 | P a g e
 QUESTIONNAIRE

Question No. 1: - Potential candidates in your organization are generated through the followi

ng external recruitment source:

 Direct applicants

 Placement consultants

 Job portals

 Employee referrals

 Through temporary staffing

Question No. 2: - Do you conduct psychometric tests?

 Yes
 No

Question No. 3 If yes, is it level specific?

 Yes
 No

Question No. 4 Do you bear any expenses of the outstation candidates for the final
interview?
 Yes
 No

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Question No. 5 If yes, which of the following expenses are covered of the outstation candi
dates once he/she is selected?

 Travel
 Transportation of Household Goods
 Accommodation
 All of the above

Question No. 6 Which type of trainer is more preferred by you?

 In house trainer
 External trainer

Question No.7 Was the duration of the training program sufficient to deliver the required learnin
g?

 Yes
 No

Question No.8 Do you believe that his training program will help you in improving your perform
ance on the job

 Yes
 No
 May be

Question No. 9 Do you agree that you were required to be trained for this particular program?

 Yes
 No
 Question No. 10. Any additional suggestions for improving the Training?

 ________________________________________________________________________

________________________________________________________________________

__________________________________________________________________

49 | P a g e
50 | P a g e
 ANALYSIS OF QUESTIONNAIRE

Question No. 1: - Potential candidates in your organization are generated through the followi

ng external recruitment source:

 Direct applicants

 Placement consultants

 Job portals

 Employee referrals

 Through temporary staffing

6
Direct Applicants
5 Placement Consultatnts

4 Job Portals
Employee referrals
3
Temporary Staffing
2

0
Job Applicants

51 | P a g e
Question No. 2: - Do you conduct psychometric tests?

 Yes
 No

25

20

15

Yes (Direct Staffing only)

No Others)
10

0
Psychometric Test

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Question No. 3 If yes, is it level specific?

 Yes
 No

4 Top Management (mandatory

psychometric test)
Middle Management (optional
3 psychometric test)
Junior Management ( Not
2 Mandatory)

0
Level Specific Psychometric
Test

53 | P a g e
Question No. 4 Do you bear any expenses of the outstation candidates for the final intervie
w?

 Yes
 No

25

20

15
YES-Outstation candidates

10 NO-Non-Outstation
Candidates

0
Outstation Expenses

54 | P a g e
Question No. 5 If yes, which of the following expenses are covered of the outstation candi
dates once he/she is selected?

 Travel
 Transportation of Household Goods
 Accommodation
 All of the above

25

20

15 Travel

Transportation of Household
Goods
10 Accommodation

0
Outstation Expenses

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Question No. 6 Which type of trainer is more preferred by you?

 In house trainer
 External trainer

16

14

12

10

8 In House Trainer
External trainer
6

0
Training Preference

56 | P a g e
Question No.7 Was the duration of the training program sufficient to deliver the required learnin
g?

 Yes
 No

18

16

14

12

10
Yes
No
8

0
Training Duration Preference

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Question No.8 Do you believe that his training program will help you in improving your perform
ance on the job

 Yes
 No
 May be

16

14

12

10

Yes
8
No
May be
6

0
Training Programme Effectiveness

58 | P a g e
Question No. 9 Do you agree that you were required to be trained for this particular program?

 Yes
 No

12

10

6 Yes
No

0
Requirement of Training

59 | P a g e
Question No. 10. Any additional suggestions for improving the Training?

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

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