PROJECT REPORT On Six weeks Industrial Training On Functioning of HR At AMBUJA CEMENT DARLAGHAT Shimla, HIMACHAL PRADESH Towards partial

fulfillment of the requirements for the award of Degree of Masters of Business Administration By KIRAN VERMA Under the guidance of
Mr. PANKAJ SHARMA (HR Manager) Kiran Verma MBA 3rd Sem ROLL Nos. 10PBA017

Baddi university of emerging sciences & technology Makhnumajra, Baddi, Distt. Solan HP

DECLARATION

I, hereby declare that the Project Report entitled functioning of H.R, Ambuja cement Darlaghat submitted in partial fulfillment of the requirement for the degree of Masters of Business Administration to Baddi University is my original work and has not been submitted for the award of any other Degree, Diploma of similar Title or Prize.

Place: Baddi Dated: Signature: kiran Verma

Acknowledgement

I take this opportunity to express my gratitude to Ambuja cement limited for giving me six month Industrial training in this esteemed concerned. I extend my thanks to Dr. Sorab Sadari of MBA of this organization for assigning me this project "Cement manufacturing process" and for his constant support throughout the work on this project. I express my thanks to personal department for their co-operation which Help me to complete the assignment and the present work. At last but not the least, I heartily express my sense of gratitude towards my parents and family members for their constant support both materially and spiritually throughout the work on this project.

Kiran Verma

PREFACE

This is a report on practical training taken at AMBUJA CEMENT Ltd, Himachal unit .It contains three Section. First is having idea about cement manufacturing process. Second one is related to nontechnical activities and final section is based on our intensive department. We have described only overview about cement manufacturing process. Intensive department has been that much concerning.

Thanks Kiran Verma

EXECUTIVE SUMMARY
The overall purpose of this project is to attempt to offer to students, tutors and novice practitioners, through the medium of a text interspersed with practical activities and illustrations, help in building up basic knowledge and skills and positive attitudes related to training and development in the workplace. Training and Development consists of (1) training to increase skills and knowledge to do a particular job, and (2) education that is concerned with increasing general knowledge, understanding and background. There are two broad groups of individuals to be trained, operatives and managers. The four basic systems are of operative training are (i) on-the-job training, (ii) vestibule training, (iii) apprenticeship programs, and (iv) special courses. Effective operative training should increase productivity, reduce costs, heighten morale, and promote organizational stability and flexibility. With the more complex nature of the executive job, manager development involves both training and education. Decision-making skills are enhanced through business games, case studies, and in-basket exercises. Interpersonal skills can be promoted through role-playing, group discussions, conferences and seminars. Job knowledge can be acquired through experience, coaching while organizational knowledge can be developed through job rotation and multiple management. In addition, ones general educational background can be developed through special courses, meetings, and a reading program, while specific individual deficiencies can be addressed through special projects and committee assignment.Both operative and managerial training can go for a naught if the organizational environment precludes learned skills from actually being utilized. Organization development is an intervention strategy whereby the general environment is altered to emphasize competence, confrontation, trust, candor and support.

Index
S.No
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Particular
About the plan Type of cement & process Main plant & equipments Human resource management Functional area of human resource Human resource management and its functions SWOT About the training Training needs Sequence of training program Classification of training method Data table for every questions Graphical presentation of questionnaire Conclusion Suggestions

Page no

About the plant

Ambuja cement ltd. (ACL) was established at Darlaghat , village Suli, Tehsil Arki, district Solan, in the year 1994. The plant is located 45km from Shimla & approximately 2km from Darlaghat. As India is the sound largest producer of cement in the world. The cement industry is one of the few industries in India to achieve global competitiveness. The quality of cement compares with internationally accepted Britain & American standard. Also companies productivity, energy efficiency & environment standard among the best in the world . the company starts its commercial production in 1995 having a rating capacity of 1.5 to 2 million tons per annum, now around 2.5 million tons per annum. The company has always maintained the corporate philosophy of sustainable development. The company has been adjusted the best & the most effective mines in its area by Indian Bureau. The activity of Ambuja cement are the best example in Indian mining industry scenarios for state of art mining situated at a serial of 20 km from the plant. The area spread around 4.8 km & is located north-west direction of Shimla. It has a good transportation system by roads which are also connected to the main cities near the place. This one of the most famous cement manufactured plant of the country and the main processes involved in grinding, storage and packing of the cement. There is one kiln drive with 3 cement mills , ADG hall, Quality laboratory and CCR (central control room). Basically it consists of 16 department working 24 hour each & 7 days a week with 3 shift each day. The main product of cement manufactured here are OPC & PPC. WHAT IS CEMENT? Cement is defined as a material that can join or unit 2 or more pieces of some other material together to form a unit mass. Cement, as used in construction industries, is a Fine powder which when mixed with water and allowed to set and harden can join different component or members together to give a mechanically strong structure.

TYPES OF CEMENT ORDINARY PORTLAND CEMENT (OPC) PORTLAND POZZOLONA CEMENT (PPC) PORTLAND SLAG CEMENT WHITE PORTLAND CEMENT OIL WLL CEMENT LOW HEAT PORTLAND CEMENT SUPER SULPHATED CEMENT , HIGH ALUMINA CEMENT

PROCESS
THE BASIC STEPS INVOLVING IN THE MANUFACTURING OF CEMENT ARE: MINING CRUSHING STACKING & RE CLAIMING RAW MATERIAL GRINDING RAW MEAL STROAGE & BLENDING PREHEATING & BURNING CLINKER COOLING CLINKER STORAGE CLINKER GRINDING CEMENT STROAGE IN SILOS PACKING & DISPATCH

MAIN PLANT & EQUIPMENT

DEPENDING UPON THE PROCESS EQUIPMENT ARE SELECTED FOR MATERIAL PROCESSING . IN CEMENT MANUFACTURING FOLLOEING ARE THE MAIN PROCESS AND RELATED EQUIPMENT.

PACKER S.NO PROCESS 1. MINING

EQUIPMENT ROCK DRILL MACHINE, DUMPER, EXCAVATOR

2. 3.

CRUSHING LIME STONE TRANSPORT STACKING & RECLAIMING

CRUSHER OLBC STACKER & RECLAIMER RAW MILL (VERTICAL) BLENDING SILO PREHEATING/PRECALCINER ROTARRY KILN COAL MILL CLINKER COOLER DPC CEMENT MILL (BALL) CEMENT SILO PACKER/LOADER

4. 5. 6. 7. 8. 9.

RAW MATERIAL GRINDING RAW MILL STROAGE PREHEATING/PRECALCINATION CLINKERISATION COAL GRINDING CLINKER COOLING

10. CLINKER TRANSPORT 11. CEMENT GRINDING 12. CEMENT STROAGE 13. PACKING

Human Resource Management: An Overview

Of all the factors of production capital, land, labour labour or man is undoubtedly the most crucial factor that makes or mars an organization. In fact, have you ever wondered what makes organizations different from one another? After all, with the requisite capital, anybody could buy the most advanced technology, yet, not all organizations perform in the same way. The difference in achievements lies truly in the organizers or the men behind the machines. The greatest asset (or liability) of an organization is its people. Thus, if we borrow a phrase from democratic Indias constitution, an organization is of the people, by the people and for the people. The importance of the human factor in the efficient and successful management of industrial enterprises led the managements to think in terms of providing some machinery for managing men. Human resources department came to be recognized as an integral part of the managerial setup. The outcome of these developments is the emergence of Human Resources Management as a vital part of management studies. Human resource management or Personnel management is basically concerned with people at work and their relationships with each other. It is that part of management function which is concerned with people at work and with their relationships within an enterprise. Its aim is to bring together and develop into an effective organization the men and women who make up an enterprise and, having regard to the well-being of an individual and of working groups, to enable to make their best contribution to its success. In other words it can be defined as It is concerned with the planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational and societal objectives are accomplished. It involves the task of handling the human problems of an organization and is devoted to acquiring, developing, utilizing and maintaining an efficient work force. It is that field of management, which has to do with planning, organizing and controlling various operative functions of procuring, developing, maintaining and utilizing a labor force such that: -

a) the objectives for which the company is established; b) the objectives of all levels of personnel are served to the highest degree and; c) the objectives of the community are duly considered and served. Secondly, it is concerned with employees, both as individuals as well as a group, the aim being to get better results with their collaboration and active involvement in the organizations activities, i.e., it is a function or process or activity aiding and directing individuals in maximizing their personal contribution. Thirdly, personnel management is concerned with helping the employees to develop their potentialities and capacities to the maximum possible extent, so that they may derive great satisfaction from their job. This task takes into consideration four basic elements, namely, the capacities, interests, opportunities and personality of the employees. Taking the above characteristics into consideration, it may be observed that personnel management is an approach; a point of view; a new technique of thinking and a philosophy of management, which is concerned not only with managing people, but also with solving the human problems of an organization wittily and equitably, and in a manner which ensures that employees potential is properly developed, that maximum satisfaction is derived by them from their work, that the objectives of the organization are achieved and that good human relations are maintained within the organization. Human resource management can be of full value to an organization only when it is consistently thought out and applied at all levels and to all management functions; in corporate policies, in the systems, procedures and in employment practices, etc. This integrative aspect of human resource management is, therefore, of vital importance.

Functional Areas of Human Resource Management: Organizational Planning, Development and Task Specialization; Staffing and Employment; Training and Development; Compensation, Wage and Salary Administration; Motivation and Incentives; Employee Services and Benefits; Employee Records; Labour or Industrial Relations; and Personnel Research and Personnel Audit.

Staffing
Both the job description and the job specification are useful tools for the staffing process, the first of the seven HR functions to be discussed. Someone (e.g., a department manager) or some event (e.g., an employee's leaving) within the organization usually determines a need to hire a new employee. In large organizations, an employee requisition must be submitted to the HR department that specifies the job title, the department, and the date the employee is needed. From there, the job description can be referenced for specific job related qualifications to provide more detail when advertising the positioneither internally, externally, or both (Mondy and Noe, 1996).

Performance Appraisals
Once a talented individual is brought into an organization, another function of HRM comes into playcreating an environment that will motivate and reward exemplary performance. One way to assess performance is through a formal review on a periodic basis, generally annually, known as a performance appraisal or performance evaluation. Because line managers are in daily contact with the employees and can best measure performance, they are usually the ones who conduct the appraisals. Other evaluators of the employee's performance can include subordinates, peers, group, and self, or a combination of one or more (Mondy and Noe, 1996). Just as there can be different performance evaluators, depending on the job, several appraisal systems can be used. Some of the popumlar appraisal methods include (1) ranking of all employees in a group; (2) using rating scales to define above-average, average, and below-average performance; (3) recording favorable and unfavorable performance, known as critical incidents; and (4) managing by objectives, or MBO (Mondy and Noe, 1996). Cherrington (1995) illustrates how performance appraisals serve several purposes, including:(1) guiding human resource actions such as hiring, firing, and promoting; (2) rewarding employees through bonuses, promotions, and so on;(3) providing feedback and noting areas of improvement; (4) identifying training and development needs in order to improve the individual's performance on the job; and (5) providing job related data useful in human resource planning.

Compensation and Benefits

Compensation (payment in the form of hourly wages or annual salaries) and benefits (insurance, pensions, vacation, modified workweek, sick days, stock options, etc.) can be a catch-22 because an employee's performance can be influenced by compensation and benefits, and vice versa. In the ideal situation, employees feel they are paid what they are worth, are rewarded with sufficient benefits, and receive some intrinsic satisfaction (good work environment, interesting work, etc.). Compensation should be legal and ethical, adequate, motivating, fair and equitable, cost-effective, and able to provide employment security (Cherrington, 1995).

Training and Development

Performance appraisals not only assist in determining compensation and benefits, but they are also instrumental in identifying ways to help individuals improve their current positions and prepare for future opportunities. As the structure of organizations continues to changethrough downsizing or expansionthe need for training and development programs continues to grow. Improving or obtaining new skills is part of another area of HRM, known as training and development.

"Training focuses on learning the skills, knowledge, and attitudes required to initially perform a job or task or to improve upon the performance of a current job or task, while development activities are not job related, but concentrate on broadening the employee's horizons" (Nadler and Wiggs, 1986, p. 5). Education, which focuses on learning new skills, knowledge, and attitudes to be used in future work, also deserves mention (Nadler and Wiggs, 1986). The type of training depends on the material to be learned, the length of time learners have, and the financial resources available. One type is instructor-led training, which generally allows participants to see a demonstration and to work with the product firsthand. On-the-job training and apprenticeships let participants acquire new skills as they continue to perform various aspects of the job

Employee and Labor Relations

Just as human resource developers make sure employees have proper training, there are groups of employees organized as unions to address and resolve employmentrelated issues. Those who join unions usually do so for one or both of two reasons to increase wages and/or to eliminate unfair conditions. Some of the outcomes of union involvement include better medical plans, extended vacation time, and increased wages. Today, unions remain a controversial topic. Under the provisions of the Taft-Hartley Act, the closed-shop arrangement states employees (outside the construction industry) are not required to join a union when they are hired. Union-shop arrangements permit employers to hire non-union workers contingent upon their joining the union once they are hired. The Taft-Hartley Act gives employers the right to file unfair labor practice complaints against the union and to express their views concerning unions Not only do HR managers deal with union organizations, but they are also responsible for resolving collective bargaining issuesnamely, the contract. The contract defines employment related issues such as compensation and benefits, working conditions, job security, discipline procedures, individuals' rights, management's rights, and contract length. Collective bargaining involves management and the union trying to resolve any issues peacefullybefore the union finds it necessary to strike or picket and/or management decides to institute a lockout

Safety and Health

Not only must an organization see to it that employees' rights are not violated, but it must also provide a safe and healthy working environment. Define safety as "protecting employees from injuries caused by work-related accidents" and health as keeping "employees free from physical or emotional illness" (p. 432). In order to prevent injury or illness, the Occupational Safety and Health Administration (OSHA) was created in 1970. Through workplace inspections, citations and penalties, and on-site consultations, OSHA seeks to enhance safety and health and to decrease accidents, which lead to decreased productivity and increased operating costs

Human resource management system

A Human Resource Management System (HRMS) or Human Resource Information System (HRIS) refers to the systems and processes at the intersection between human resource management (HRM) and information technology. It merges HRM as a discipline and in particular its basic HR activities and processes with the information technology field, whereas the programming of data processing systems evolved into standardized routines and packages of enterprise resource planning (ERP) software. On the whole, these ERP systems have their origin on software that integrates information from different applications into one universal database. The linkage of its financial and human resource modules through one database is the most important distinction to the individually and proprietary developed predecessors, which makes this software application both rigid and flexible.

Purpose
The function of Human Resources departments is generally administrative and common to all organizations. Organizations may have formalized selection, evaluation, and payroll processes. Efficient and effective management of "Human Capital" progressed to an increasingly imperative and complex process. The HR function consists of tracking existing employee data which traditionally includes personal histories, skills, capabilities, accomplishments and salary. To reduce the manual workload of these administrative activities, organizations began to electronically automate many of these processes by introducing specialized Human Resource Management Systems. HR executives rely on internal or external IT professionals to develop and maintain an integrated HRMS. Before the clientserver architecture evolved in the late 1980s, many HR automation processes were relegated to mainframe computers that could handle large amounts of data transactions. In consequence of the high capital investment necessary to buy or program proprietary software, these internally-developed HRMS were limited to organizations that possessed a large amount of capital. 1. 2. 3. 4. 5. 6. 7. 8. 9. Payroll Work Time Appraisal performance Benefits Administration HR management Information system Recruiting Training/Learning Management System Performance Record Employee Self-Service

The payroll module automates the pay process by gathering data on employee time and attendance, calculating various deductions and taxes, and generating periodic pay cheques and employee tax reports. Data is generally fed from the human resources and time keeping modules to calculate automatic deposit and

manual cheque writing capabilities. This module can encompass all employeerelated transactions as well as integrate with existing financial management systems. The work time module gathers standardized time and work related efforts. The most advanced modules provide broad flexibility in data collection methods, labor distribution capabilities and data analysis features. Cost analysis and efficiency metrics are the primary functions. The benefits administration module provides a system for organizations to administer and track employee participation in benefits programs. These typically encompass insurance, compensation, profit sharing and retirement. The HR management module is a component covering many other HR aspects from application to retirement. The system records basic demographic and address data, selection, training and development, capabilities and skills management, compensation planning records and other related activities. Leading edge systems provide the ability to "read" applications and enter relevant data to applicable database fields, notify employers and provide position management and position control. Human resource management function involves the recruitment, placement, evaluation, compensation and development of the employees of an organization. Initially, businesses used computer based information systems to:

produce pay checks and payroll reports; maintain personnel records; pursue Talent Management.

Online recruiting has become one of the primary methods employed by HR departments to garner potential candidates for available positions within an organization. Talent Management systems typically encompass:

analyzing personnel usage within an organization; identifying potential applicants; recruiting through company-facing listings;

The significant cost incurred in maintaining an organized recruitment effort, crossposting within and across general or industry-specific job boards and maintaining a competitive exposure of availabilities has given rise to the development of a dedicated Applicant Tracking System, or 'ATS', module. The training module provides a system for organizations to administer and track employee training and development efforts. The system, normally called a Learning Management System if a standalone product, allows HR to track education, qualifications and skills of the employees, as well as outlining what training courses, books, CDs, web based learning or materials are available to develop which skills. Courses can then be offered in date specific sessions, with

delegates and training resources being mapped and managed within the same system. Sophisticated LMS allow managers to approve training, budgets and calendars alongside performance management and appraisal metrics. The Employee Self-Service module allows employees to query HR related data and perform some HR transactions over the system. Employees may query their attendance record from the system without asking the information from HR personnel. The module also lets supervisors approve O.T. requests from their subordinates through the system without overloading the task on HR department. Many organizations have gone beyond the traditional functions and developed human resource management information systems, which support recruitment, selection, hiring, job placement, performance appraisals, employee benefit analysis, health, safety and security, while others integrate an outsourced applicant Tracking System that encompasses a subset of the above. Assigning Responsibilities Communication between the Employees

Strategic human resource planning Competency-based management Applicant tracking system List of management topics Job analysis Learning Management System Software as a Service Organizational Chart Bradford Factor Human resources for health (HRH) information system E-HRM

Human Resource Management - Nature, Scope, Objectives and Function

Introduction 1 The Centers HR staff, particularly the HR Manager, has a key role in five aspects of preventing and stopping harassment and discrimination. These aspects are:

supporting management by developing Center policy and procedures for preventing and stopping harassment and discrimination; educating staff, particularly through induction and retraining, with specialized training for line managers; assisting management in establishing avenues of assistance at all duty stations for staff members who have experienced harassment or discrimination; providing support and guidance to people directly involved in harassment and discrimination issues; and providing guidance to committees investigating harassment and discrimination complaints..

Educating staff 3 Prevention of harassment and discrimination is key to establishing a workplace of dignity. This requires careful planning to ensure that:

all new appointees, including contractors, consultants and, particularly, line managers and supervisors have relevant policies explained to them as part of their induction, early in their appointment; appropriate retraining occurs across the workforce from time to time, to reinforce staff understanding of the purpose, ramifications and implications of sustaining a workplace of dignity; line managers receive specialized training on harassment and discrimination issues because line managers are the first line of defense and thus must be acutely aware of harassment and discrimination issues, act as role models, be alert to the emergence of harassment and discrimination problems in their workgroup, be aware of their responsibilities to act expeditiously and appropriately, and be empowered to do so; and the above requirements are met effectively, not just at Center headquarters but across the Centers entire spectrum of regional and country offices, no matter how small the group. 5 HR Managers need to be alert to potential harassment and discrimination issues and act appropriately, either directly or through the appropriate line manager/s. They also must be able to give impartial and expert advice to people involved in harassment and discrimination cases, both complainants and alleged offenders. 6 Victims of harassment in particular may need support and reassurance about

the Centers policy and procedures as well as assurance of confidentiality. The HR Manager should identify appropriate sources of professional counseling for victims at/for each duty station. 8 Consequently staff members at all duty stations who may be experiencing harassment need to have immediate avenues of assistance. These would either be at their duty station or for their duty station if it has a very small staff. 9 A good contingency plan for avenues of assistance will have (but not necessarily be limited to) the following features:

one or more Local Harassment Advisors; a hotline for reaching Center HR personnel with accessible phone numbers for the HR Manager and a specified alternate for harassment matters; documented information about harassment; access to professional counseling.

SWOT ANALYSIS
S-Strength W-Weakness T- threat O-opportunity

Strength:
Globally reputed Latest technology and joint venture of US and Japan in India High quality Standard and services High Production technology Big research and development team Better growth potential.

W e e k n e s s
Long Hierarchy structure Comparatively high price

Opportunity:
As Brand equity is good and production base is too wide, Metzeler forms some good customer with whom direct business can be established. With this longterm profitability and efficiency and continuous improvements drive our business decision-making.

THREATS: Small players in the market are using Metzelers product price as a shield to push
their product at lower price. Other constraints include frequent BANDS and unreliable public transport Assocham's second BPO Industry Confidence Survey identifies China as India's greatest challenge with 54.45 per cent of the respondents opining the sleeping giant would eat into India's share with its superior technological skills.

ABOUT TRAINING AND DEVELOPMENT

One of the most important departments in a call centre is the training department. It becomes even more important if the call centre is an international one because of simultaneous increase in skill requirements. The success of the company directly depends on the quality of the trainers involved. They need to be masters in their areas of training to mould employees into productive Customer Service Representatives. Now as we seen the importance of the training department in a call centre, the selection of trainers has to done with great caution. The most important factor in this regard would be experience. People who have worked as trainers in a similar industry would be the best fits for this job. Also people who have worked in the same company as agents for a sufficient period of the time would be suitable candidates. In Metzeler, a lot of emphasis is given on the training and development of the staff to take care of their overall personal growth and professional progress. The training and development activities here may be grouped into the following 2 broad heads in terms of their objectives-

Those, which are essential to build up a mature and objective team of capable managers, executives and staff.

Those which are needed to update the staff to understand and practice the culture and systems of the organization.

Based upon the identified training needs of the staffs, different types of training programs are conducted as per the annual training plan and the same is also recorded and evaluated in terms if effectiveness on a periodic basis

 What is training and development? Training and development is a way of tuning and priming your workforce to enable them to work at their very best. An employee needs to know how your company operates, what your plans are for the future and where they might fit in and how you intend to develop them to enable them to develop with your company. If you intend to stay alive in a competitive environment then you need to prime your staff so that they can help you to develop, remain competitive and profitable. Training is a process of learning a sequence of programmed behaviour. It is application of knowledge. It gives people an awareness of the rules and procedures to guide their behaviour. It attempts to improve their performance on the current job or prepare them for an intended job. Development is a related process. It covers not only those activities which improve job performance but also those which brings about growth of the personality; help individuals in the progress towards maturity and actualisation of their potential capacities so that they become not only good employees but better men and women. Training a person for a bigger and higher job is development. And this may well include not only imparting specific skills and knowledge but also inculcating certain personality and mental attitudes. Training and Development is a process that entails a comprehensive assessment and a methodical nurture of the employees potentialities keeping in mind the companys requirements and objectives. This term is often interpreted as the activity when an expert and learner work together to effectively transfer information from the expert to the learner (to enhance a learner's knowledge, attitudes or skills) so the learner can better perform a current task or job. Some view development as a life-long goal and experience. Training is not a time bound process or is not limited to certain kinds of employees. After all knowledge is always expanding and the essence of human life is the constant up gradation of skills. Thus training is a continuous process in an

organization, being not limited to new employees only and with a constantly changing corporate environment; all employees new or old must constantly learn and receive training throughout their tenure. Training enables employees to develop and rise within the organization. This is because training orients employees in the right direction i.e. aligns the moves and motives of the employees with those of the organization. Thus, as the organizations goals are aimed at increased productivity, training does precisely this, i.e. a well trained personnel is always more efficient and productive than an untrained one. Trained employees are always better able to handle the machines and materials thereby reducing chances of wastage and moreover, training is quite useful for the employees too, who can avail promotions faster on the basis of their increased efficiency due to training. Thus the employee morale can be boosted too. For all practical purposes Training & Development are used together because the processes are so intrinsically intertwined. Each day of correct training leads to further development to the employee in terms of his/her usefulness to the employer. Yet, for managerial purposes and in organizational context, T&D can be differentiated from each other, to the extent that usually a particular training project is for a short time, in which the specific or general skills are improved for a specific job, while development is a long term educational process utilising a systematic and organized procedure by which employees as individuals learn and grow in not just one specific task but in a variety of roles within and outside the organization, giving a holistic impetus to the attitudes, personality and values, making the employee not just a better employee, but also a more useful citizen of the society

 TRAINING NEEDS One vital question is that what after all is the need for training, when despite an investment of time, money and energy, the employees resist the change? Yet, as has been delineated in brief already, training is not just a change but a change for the better, rather training is development. The need for the training of employees would be clear from the observations made by the different authorities. To Increase Productivity: Instruction can help employees increase their level of performance on their present assignment. Increased human performance often directly leads to increased operational productivity and increased company profit. Again, increased performance and productivity, because of training are most evident on the part of new employees who are not yet fully aware of the most efficient and effective ways of performing their jobs. To Improve Quality: Better-informed workers are less likely to make

operational mistakes. Quality increases may be in relationship to a company product or service, or in reference to the intangible organizational employment atmosphere. To Help a Company Fulfil its Future Personnel Needs: Organizations that have a good internal training programme will have to make less drastic manpower changes and adjustments in the event of sudden personnel alternations. When the need arises, organizational vacancies can more easily be staffed from internal sources if a company initiates and maintains an adequate instructional programme for both its non-supervisory and managerial employees. To Improve Organizational Climate: An endless chain of positive reactions results from a well-planned training programme. Production and product quality may improve; financial incentives may then be increased, internal promotions become stressed, less supervisory pressure ensures and base pay rate increases result. Increased morale may be due to many factors, but one of the

most important of these is the current state of an organizations educational endeavour. To Improve Health and Safety: Proper training can help prevent industrial accidents. A safer work environment leads to more stable mental attitudes on the part of employees. Managerial mental state would also improve if supervisors know that they can better themselves through company-design development programmes. Obsolescence Prevention: Training and development programmes foster the initiative and creativity of employees and help to prevent manpower obsolescence, which may be due to age, temperament or motivation, or the inability of a person to adapt himself to technological changes. Personal Growth: Employees on a personal basis gain individually from their exposure to educational experiences. Again, management development programmes seem to give participants a wider awareness, an enlarged skill and enlightened altruistic philosophy, and make enhanced personal growth possible. In addition to these factors, training is needed because of the further mentioned gaps: Gaps in knowledge In a constantly changing environment learning has to be never ending process. Thus to keep up-to-date and fill gaps in knowledge, training is a good solution. Gaps in knowledge may be of the following types: a. Gaps in technology information. b. Gaps about information on job processes. c. Gaps in adequate knowledge about professional management. d. Gaps of knowledge on current development.

e. Gaps of knowledge on overall future orientation. Gaps in Performance There may be ambiguity in job related activities, lack of accountability and deficiences in the feedback system. All these and many such flaws lead to an adverse effect on the level of performance. A training programme must lay emphasis on the need for accountability, more clear setting of targets, etc. It may be observed that the need for training arises from more than one reason. (i) An increased use of technology in production, (ii) Labour turnover arising from normal separations due to death or physical incapacity, for accidents, disease, superannuation, voluntary retirement, promotion within the organization and change of occupation or job. (iii) Need for additional hands to cope with an increased production of goods and services, (iv) Employment of inexperienced, new or badli labour requires detailed instruction for an effective performance of a job. (v) Old employees need refresher training to enable them to keep abreast of the changing methods, techniques and use of sophisticated tools and equipment; IMPORTANCE OF TRAINING Training is the corner stone of sound management, for it makes employees more effective and productive. It is actively and intimately connected with all the personnel or managerial activities. It is an integral part of the whole management programme, with all its many activities functionally inter related. There is an ever present need for training men so that new and changed techniques may be taken advantage of and improvements affected in the old methods, which are woefully inefficient.

Training is a practical and vital necessity because, apart from the other advantages mentioned above, it enables employees to develop and rise within the organization, and increase their market value, earning power and job security. It enables management to resolve sources of friction arising from parochialism, to bring home to the employees the fact that the management is not divisible. It moulds the employees attitudes and helps them to achieve a better co-operation with the company and a greater loyalty to it. The importance of training has been expressed in these words: Training is a widely accepted problem solving device. Indeed, our national superiority in manpower productivity can be attributed in no small measure to the success of our educational and industrial training programmes. This success has been achieved by a tendency in many quarters to regard training as a panacea. It is almost traditional in America to believe that if something is good, more of the thing is even better. Hence, we take more vitamin pills to solve personal health problems and more training to solve our manpower problems. Over and under emphasis on training stems largely from inadequate recognition and determination of training needs and objectives. They stem also from lack of recognition of the professional techniques of modern industrial training.

SEQUENCE OF TRAINING PROGRAMME

1. Discovering or Identifying Training Needs (Through Organizational Operations Manpower Analysis, Etc.)

2. Getting Ready for the Job

3. Preparation of the Learner (Create Desire and Prepare Accordingly)

4. Presentation of Operations and Knowledge

5. Performance Try-Out

6. Follow Up (Rewards and Feedback)

Classification of Training Methods

On the Job

Demonstrations & Examples

Simulation

Other Training Methods Classroom Methods

Lectures

Conference

Case Study

Associations Role Playing Programmed Instruction

Audio Visual

On-the-Job-Training (OJT) Virtually every employee, from the clerk to company president, gets some onthe-job-training, when he joins a firm. That is why they call it, the most common, the most widely used and accepted, and the most necessary method of training employees in the skills essential for acceptable for job performance. Employees are coached and instructed by skilled co-workers, by supervisors, by the special training instructors. They learn the job by personal observation and practice as well as occasionally handling it. It is learning by doing, and it is most useful for jobs that are either difficult to stimulate or can be learned quickly by watching and doing. On-thejob training is made more effective by the use of variety of training aids and techniques, such as procedure charts, lecture manuals, sample problems, demonstrations, oral and written explanations, tape-recorders and other aids. Job Instruction Training (JIT) This method is very popular in the Metzeler for preparing supervisors to train operatives. The JIT method requires skilled trainers, extensive job analysis, training

schedules, and prior assessment of the trainees job knowledge. This method is also known as training through step-by-step learning. It involves listing all necessary steps in the job, each in proper sequence. These steps show what is to be done. Alongside each step is also listed a corresponding Key Point, which show how it is to be done and why. The JIT method provides immediate feedback on results, quick correction of errors, and provision of extra practice when required. However, it demands a skilled trainer and can interfere with production and quality. Training by Experienced Workmen By this method, training is imparted by experienced senior fellow-workers. It is particularly adaptable where experienced workmen need helpers. It is useful for departments in which workmen advance through successive jobs to perform a series of operations. Training By Supervisors Such training is imparted on the job by the workers immediate supervisors. It provides to the trainees opportunities for getting acquainted with their bosses. The bosses too, have an opportunity to judge the abilities and possibilities of trainees from the point of view of their job performance. The success of both these methods depends upon the fact that: a) The experienced supervisors must be good teachers b) They should have incentives and sufficient time for carrying out the training programmes; and c) They should be provided with an accurate account of the training needs of the trainees they are to teach.

Demonstrations and Examples (Or Learning by Seeing) In the demonstration method, the trainer describes and displays something, as when he teaches an employee how to do something by actually performing the activity himself and by going through a step-by-step explanation of why and what he is doing. Demonstrations are very effective in call centre because it is much easier to show a person how to do a job than to tell him or ask him to gather instruction from the reading material. Demonstrations are often used in combination with lectures, pictures, text materials, discussions, etc. Simulation Simulation is a technique, which duplicates, as nearly as possible, the actual conditions encountered on the job. The vestibule training method or the business-game methods are some examples of business simulations. Simulation techniques have been most widely used in the aeronautical industry. Trainee interest and employee motivation are both high in simulation exercise because the actions of a trainee closely duplicate real job conditions. This training is essential in cases in which actual on-the-job practice might result in a serious inquiry, a costly error, or the destruction of valuable materials or resources. It is for this reason that the technique is a very expensive one. Classroom or the Off-the-Job Methods Off-the-Job training simply means that training is not a part of everyday job activity. The actual location may be in the company classrooms or in places, which are owned by the company, or in universities or associations, which have no connection with the company.

These methods consist of: 1. Lectures 2. Conferences 3. Seminar or Team Discussion 4. Case Studies 5. Role-playing

Lectures (or Class-Room Instruction) Lectures are regarded as one of the simplest ways of imparting knowledge to the trainees, especially when facts, concepts, or principles, attitudes, theories and problem-solving abilities are to be taught. Lectures are formal organized talks by the training specialist, the formal superior or other individual specific topics. In HRD department, usually lectures method is used so that: 1) Reduce anxiety about upcoming training programmes or organizational changes by explaining their purposes. 2) 3) Introduce a subject and presenting an overview of its scope. Present basic material that will provide a common background for subsequent activities. 4) Illustrate the application of rules, principles, reviewing, clarifying and summarising. The Conference Method This method consists of organizing conferences, group discussions and workshops. In a conference or seminar, usually eminent experts in the field are invited to relate their experiences and expertise in the field, while the management trainees jot down significant points. Thus it is a very participative way of dealing with things. In such a method the idea is to orient an employee through question-answer sessions.

Seminar or Team Discussion This is an established method for training and occurs monthly in Metzeler. A seminar conducted in many ways: 1. Based on a paper prepared by one or more trainee on a subject selected in consultation with the person in charge of the seminar. It may be a part of a study or related to theoretical studies or practical problems. The trainees read their papers, and this is followed by a critical discussion. 2. Based on the statement made by the person in charge of the seminar or on a document prepared by an expert, who is invited to participate in the discussion. 3. The person in charge of the seminar distributes in advance the material to be analysed in the form of required readings. The seminar compares the reactions of trainees, encourages discussion, defines the general trends and guides the participants to certain conclusions. 4. Valuable working material may be provided to the trainees by actual files. The trainees may consult the files and bring these to the seminar where they may study in detail the various aspects, ramifications and complexities of a particular job or work or task. Case Studies (or Learning by Doing) This method was first developed in the 1800s by Christopher Langdell at the Harvard Law School to help students to learn for themselves by independent thinking and by discovering in the ever-tangled moments of human affairs, principles and ideas which have lasting validity and general applicability. A collateral object is to help them develop skills in using their knowledge. The case study used in Metzeler is based upon the belief that managerial competence can best be attained through the study, contemplation and discussion of concrete cases. The case is a set of data (real or functional), written or oral miniature description and summary of such data that present issues and problem calling for solutions or

action on the part of the trainee. When the trainees are given cases to analyse, they are asked to identify the problem and recommend tentative solutions for it. This method offers to the trainees matter for reflection and brings home to them a sense of the complexity of life as opposed to theoretical simplifications of, and practices in the decision-making process. It diagnoses and deals with real-life situations. The case study is primarily useful as a training technique for supervisors and is especially valuable as a technique of developing decision-making skills and for broadening the perspective of the trainee. Role-playing In this method, trainees act out a given corporate role as they would in a stage play. The idea of role-playing involves action, doing and practice. In role-playing, two or more trainees are assigned parts to play before the rest of the class. These parts do not involve any memorization of lines or any rehearsals. The role-players are simply informed of a situation and of the respective roles they have to play. Sometime after the preliminary planning, the situation is acted out by the role-players. Role-playing primarily involves employee-employer relationships Hiring, firing, discussing a grievance procedure, conducting a post-appraisal interview or disciplining a subordinate or a salesman making a representation to a customer. Management Games Management games are made on the pattern of a real business situation. This is roughly, a variation of the incident method and role-playing. The trainees are divided into groups and they enact these roles. The problems posed in these games are then answered. Each answer is analysed and processed and judged by a panel of judges.

DATA TABLE FOR EVERY QUESTION

This is a database for the questions (structured Questionnaire) used in the analysis of impact training on employees. In first column number of each question is given and in front of each question alternative choices are given under the heading of A, B, C and D, as in the study number of respondents is 50 so, out of total number of respondents classification of their choices in each question is given.

Data Table for Every Question

QUESTION NUMBER 1 YES 47 2 ON THE JOB NO 3 OFF THE JOB 6 40 3 YES 40 4 YES 45 5 YES 37 NO 10 NO 5 NO 10 CANT SAY 3 4 VESTIBULE A B C D

INDIVIDUAL TO INDIVIDUAL 31

TIME TO TIME

SITUATION TO SITUATION

ALL OF THE ABOVE

7 6

YES 47

NO 3

RELATED TO WORK 43

RELATED TO PERSONALITY DEVELOPMENT 7

ALWAYS YES

SOMETIMES YES 5

ALWAYS NO 3

SOMETIMES NO 2

40 10 ALWAYS YES SOMETIMES YES 20 24 ALWAYS NO 5 SOMETIMES NO 1

GRAPHICAL REPRESENTATION OF QUESTIONNARIE This is the general conclusion of feedback taken from different employees in both technical and non-technical departments through questionnaires. Total Number of Respondents - 50 1. Do you think training is necessary?

To evaluate training is necessary or not Attributes Yes No No. Of Responses 47 3 %age of responses 95% 5%

To Evaluate training is necessary or not

No 5%

Yes 95%

EVALUATION: From the feedback taken it is analysed that 95% of employees think that training is necessary in the organization while 5% do not think so.

2. What type of training you recommend?

To evaluate recommendation of training type Attributes On the job Off the job Vestibule No. Of Responses 40 6 4 %age of responses 80% 12% 8%

To Evaluate recommendation of training type

Vestibule 8% Off the Job 12%

On the Job 80%

EVALUATION: More than 80% employees recommend on the job training while 12% recommends off the job training and 8% recommends vestibule type of training.

3. Are you satisfied with the structure of training framework of your organization?

To evaluate satisfaction of training framework Attributes Yes No No. Of Responses 40 10 %age of responses 80% 20%

To evaluate satisfaction of training framework

No 20%

Yes 80%

. EVALUATION: From the feedback taken it is analyzed that 80% responded in favor where as 15% were not satisfied by training framework. It is clear that majority of employees are aware & satisfied by the training framework- its process, its organization, training types of their organization.

4. Does training help in encouraging self-development and self-confidence

To evaluate training encourage self development or not Attributes Yes No No. Of Responses 45 5 %age of responses 90% 10%

To evaluate training encourage self development or not

100% 80%

%age of 60% responses 40%

20% 0%

Yes

No Yes No

Attributes

EVALUTIION: The responses show that more than 90% of employees agree that training encourages self-development and self-confidence while, 10% of then dont think so.

5. Does training improve interpersonal skills to communicate between groups and individuals?

To evaluate training improve interpersonal skills Attributes Yes No Cant say No. Of Responses 37 10 3 %age of responses 75% 20% 5%

To evaluate training improve interpersonal skills

Can't say 5%

No 20%

Yes 75%

EVALUATION: Almost 75% of the employees accept that training improves skill to communicate between groups and individuals whereas, 20% dont accept that it does and 5% cant say.

6. Does training helps in reducing stress, tension, and frustration from?

To evaluate training help in reducing stress, tension or not Attributes Individual to individual Time to time Situation to situation All of the above No. Of Responses 31 6 7 6 %age of responses 63% 12% 14% 11%

To Evaluate training help in reducing stress, tension or not

70% 63% 60% %age Of Responses 50% 40% 30% 20% 12% 10% 0% Individual to individual time to time situation to situation all of the above 14%

11%

Attributes

EVALUATION: Responses show that almost 63% employees accept the training reduces stress, tension and frustration all of them while 12% accepts it timely while 14% accepts it situationally and 11% accepts it individually.

7. Do you think training is an investment for the organization and the employee? To evaluate is training an investment Attributes Yes No No. Of Responses 47 3 %age of responses 95% 5%

To evaluate is training an investment

No 5%

Yes 95%

EVALUATION: More than 95% of employees agrees that training is an investment for the organization and the employees where as, 5% dont think so.

8. Which training method you find more effective for yourself? To evaluate more effective training method Attributes Related to work Related to personality development No. Of Responses 43 7 %Age of responses 85% 15%

To evaluate more effective training method

Related to personality development 15% Related to work 85%

EVALUATION: On asking, which training method they find more effective 85% respondents were in favor of technical/work related training. The reason behind was that benefits of technical training are visible in term of their job scheduled where as training related to personality development is equally important in terms of quality of work.

9.

Do you think proper planning is necessary for effective, efficient and

economic training? To evaluate is proper planning necessary Attributes Always Yes Sometimes Yes Always No Sometimes no No. Of Responses 40 5 3 2 %age of responses 80% 10% 7% 3%

To evaluate is proper planning necessary

90% 80% %age of Responses 70% 60% 50% 40% 30% 20% 10% 0% Always Yes Sometimes yes Always NO ATTRIBUTES 10% 7% 3% Sometimes No 80%

EVALUATION: From the feedback it is concluded that 80% of employees always agree that proper planning is necessary for effective, efficient and economic training. While 10% accepts it sometime, 7% say always no and 3% sometimes no.

10. Does training help in increasing profitability and productivity of an organization? To evaluate is training increase profitability and productivity Attributes Always Yes Sometimes Yes Always No Sometimes no No. Of Responses 24 20 5 1 %age of responses 48% 41% 10% 1%

To evaluate is training increase profitability and productivity

%age Of Responses

60% 50% 40% 30% 20% 10% 0%

48%

41%

10%
1%

ATTRIBUTES
EVALUTION: Almost 48% employees accepts training increases profitability and productivity of an organization whereas 41% accepts it sometimes and 10% says always no and 1% sometime no.

CONCLUSION Training and development is a process that entails a comprehensive assessment and a methodical nurture of the employees potentialities keeping in mind the companys requirements and objectives. Outright purpose of training is to increase knowledge and skills for the job under consideration. Training in Metzeler is not a time-bound process or is not limited to certain kinds of employees. It is a continuous process in Metzelers call centre, being not limited to new employees only and with a constantly changing corporate environment; all employees new or old must constantly learn and receive training throughout their tenure. Metzeler organizations face problems in their training programmes. But if, effectively managed the training course can bestow positive results. Training and development help individuals learn and grow in not just one specific task but in a variety of roles within and outside the organization, giving a holistic impetus to the attitudes, personality and values, making the employee not just a better employee, but also a more useful citizen of the society.

SUGGESTIONS The training programmes can be made effective and successful in Metzeler if the following hints are considered: Special training objectives should be outlined on the basis of the type of performance required to achieve organizational goals and objectives. Attempt should be made to determine if the trainee has the intelligence, maturity and motivation to successfully complete the training programmes. If deficiencies are noted in these respects, the training may be postponed or cancelled till improvements are visible. The trainee should be helped to see the need for training by making him aware of the personal benefits he can achieve through better performance. Attempts should be made to create organizational conditions that are conducive to a good learning environment. Any distractions, in the way of training environment, should be removed. If necessary, a combination of training methods should be selected so that variety is permitted and as many of the senses as possible are utilized. If possible, the personal involvement or active participation of the trainee should be got in the training programme. He should be provided with opportunity to practise the newly needed behaviour norms. As the trainee acquires new knowledge, skills or attitudes and applies them in job situations, he should be significantly rewarded for his efforts. The trainee should be provided with regular, constructive feedback concerning his progress in training and implementation of the newly acquired abilities. The trainee should be provided with personal assistance when he encounters learning obstacles.

Bibliography

Human resource management by L.M Prasad Human resource management by C.B Gupta www.ambuja cement.com www.google.com