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A Project Report entitled
A STUDY ON
“TRAINING AND DEVELOPMENT”
IN
VISAKHAPATNAM STEEL PLANT
WITH REFFERENCE TO
RASTRIYA ISPAT NIGAM LIMITED
VISAKHAPATNAM
Submitted
(SCHOOL OF DISTANCE EDUCATION, ANDHRA UNIVERSITY)
BY
MATHA LAVANYA
(Regd.No:-09 MB 00 344)
Under the Guidance of
Mr. K.SRINIVASA RAO, B.E.(Mech), MBA
ASSISTANT GENERAL MANAGER (Trg)
Training and Development Centre
VISAKHAPATNAM STEEL PLANT
VISAKHAPATNAM – 530031
Sri. O.RAM MOHAN RAO, AGM (HRD) Sri. M.L.S.VARMA, DM (HRD)
A Project Report entitled
A STUDY ON
“TRAINING AND DEVELOPMENT”
IN
VISAKHAPATNAM STEEL PLANT
RASTRIYA ISPAT NIGAM LIMITED
submitted
for partial fulfillment for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
Submitted by
MATHA LAVANYA
Regd.No:-09 MB 00 344
Under the Guidance of
ANDHRA UNIVERSITYSCHOOL OF DISTANCE EDUCATION
VISAKHAPATNAM - 530003 . ANDHRA PRADESHPhone: 0891-2844146, 2550223, 2575745 Fax No.0891-2575752
Mr. K.SRINIVASA RAO, B.E, MBA Mr. S.UMAMAHESWAR RAO
ASSISTANT GENERAL MANAGER (Trg) ASSISTANT MANAGER (STAFF)
Training and Development Centre MEDICAL DEPARTMENT,
VISAKHAPATNAM STEEL PLANT VISAKHAPATNAM STEEL PLANT
2009 - 2012CERTIFICATE
This is to certify that the project work entitled
“A STUDY ON TRAINING & DEVELOPMENT IN VISAKHAPATNAM
STEEL PLANT RINL,” is a bonafide work done and submitted by MATHA LAVANYA,
Regd. No: - 09 MB 00 344 in partial fulfillment of the requirements for the award of
“MASTER OF BUSINESS ADMINISTRATION” of ANDHRA UNIVESITY
SCHOOL OF DISTANCE EDUCATION, VISAKHAPATNAM
BATCH: 2009 - 2012
Place: Visakhapatnam Mr. K.SRINIVASA RAODate: Asst.General Manager (Trg)
Visakhapatnam Steel Plant Visakhapatnam-530031
DECLARATION
I Miss. MATHA LAVANYA pursuing M.B.A in “ANDHRA UNIVESITY SCHOOL OF
DISTANCE EDUCATION” hereby declare that the project work entitled “A STUDY ON
TRAINING & DEVELOPEMENT IN VISAKHAPATNAM STEEL PLANT RINL”
submitted for partial fulfillment of the requirements for the award of the degree of “MASTER
OF BUSINESS ADMINISTRATION” , is a bonafied work done by me under the guidance of
Mr. K.SRINIVASA RAO, Asst. General Manager (Training), Visakhapatnam. This work
reported there in does not form part of any theses or work on the basis of which a degree or
award was conferred on an earlier occasion.
Place: Visakhapatnam (MATHA LAVANYA)
Date:
ACKNOWLEDGEMENT
A large number of individual’s have contributed in preparing this project, Training &
Development. I am thankful to all of them for their help and encouragement. My writing in this
project has also been influenced by a number of standard and popular text books in the field.
I express my deep sense of gratitude to all of them, who had given full support to me in
preparing this project, especially my sincere thanks to my college “ANDHRA UNIVERSITY
SCHOOL OF DISTANCE EDUCATION” and my college staff management, the professional
bodies in my college. I have tried to give credit to all sources from where I have drawn
materials in this project. I have also used published data of a number of books provided by the
VSP. I am thankful to those departments of VSP.
My special thanks to Mr. K.SRINIVASA RAO, Asst.General Manager (Training),
VISAKHAPATNAM STEEL PLANT.
Place: Visakhapatnam (MATHA LAVANYA)Date:
CONTENTS
CHAPTER – 1
INTRODUCTION OBJECTIVES OF THE PROJECT NEED FOR THE PROJECT METHODOLOGY LIMITATIONS
CHAPTER – 2
INDUSTRY PROFILE COMPANY PROFILE
CHAPTER – 3
THEORETICAL FRAME WORK TRAINING AND DEVELOPMENT
ACTIVITIES IN THE ORGANIZATION
CHAPTER – 4
DATA ANALYSIS & INTERPRETATION
CHAPTER – 5
FINDINGS SUMMARY & SUGGESTIONS CONCLUSION QUESTIONNAIRE
BIBILOGRAPHY
INTRODUCTION
If a person starts to perform a work, initially it is critical. But after some days he can
able to perform the same type of work very easily & quickly. Here we have to identify two
points which are,
1. Initially the work is very critical.
2. After some time he can able to perform the same type of work very easily & quickly.
Here a small narrow thread is connecting the two points (initial& after some days)
The thread is known as TRAINING & DEVELOPMENT. So the training &
development programs are very essential for any organizations. These programs play a very
vital role in many organizations.
The training & development programs are not necessary in all cases. In many
organizations they are workmen, executives & top management staff... The top management
staff & executives can have some knowledge regarding the work. They can able to perform
their work very easily & quickly without training & development programs. But the workers
who get daily wages they do not have any enough knowledge regarding the work. So the HR
professional has to identify the training & development needs and they can able to save the
organization’s time. Time plays very vital role in many organizations. Once time is lost we
cannot rewind.
The concept of training & development plays an essential role in any organization.
The HR professionals have a complete knowledge in the planning of training & development
programs .They should plan in an easy way. The training & development programs will be
altered to the organization, job, time to time.
Eg. In Vizag steel plant there are two types of posts.
1. Non-executives.
2. Executives.
For non –executives post involves khalasi, technician, & supervisor/ charge man.
For the executive post, junior manager, asst .manager, D.C.M. A.G.M.etc.
Training & development programs for non executives post:
1. Induction & orientation training programs.
2. Safety training will be given to khalasi.
3. Technical training for technicians.
4. Addition of basic engg lectures, supervisory development programs for supervisors.
Training & development programs for executives:
1. All the above programs +management development programs.
The prime objective of any organization is to maximize the profits (OR) enhance the
wealth of the owners. The training & development programs do not maximize the profits
directly. However these programs are very useful to the organization. Training is expensive,
but not to be trained is more expensive.
The training & development programs will enhance the skills &knowledge of
individuals such that the individual can easily perform his work very easily &quickly without
fail. Training & development programs will also increases quality & quantity of the
organization. If the work is good automatically that company acquires more profits
Every organization needs to have well trained and experienced people to perform the
activities that have to be done. It is necessary to raise the skill levels and increase the
versatility and adaptability of employees. Inadequate job performance or a decline in
productivity or changes resulting of job redesigning or a technological breakthrough requires
some type of training and development efforts. As the jobs become more complex the
importance of employee development also increases. In a rapidly changing society,
employee training and development are not only an activity that is desirable but also an
activity that an organization must commit resources to if it is to maintain a viable and
knowledgeable work force.
“Training 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.”
“Development is often viewed as a broad, ongoing multi-faceted set of activities (training
activities among them) to bring someone or an organization up to another threshold of
performance. This development often includes a wide variety of methods, e.g., orienting about
a role, training in a wide variety of areas, ongoing training on the job, coaching, mentoring
and forms of self-development. Some view development as a life-long goal and experience.”
Training and development can be initiated for a variety of reasons for an Employee or
group of employees, e.g.:
When a performance appraisal indicates performance improvement is needed To
"benchmark" the status of improvement so far in a performance improvement effort as part of
an overall professional development program as part of succession planning to help an
employee be eligible for a planned change in role in the organization.
To "pilot", or test, the operation of a new performance management system to train
about a specific topic
For supervisors to conduct training among employees these reasons include:
Increased job satisfaction and morale among employees
Increased employee motivation
Increased efficiencies in processes, resulting in financial gain
Increased capacity to adopt new technologies and methods
Increased innovation in strategies and products
Reduced employee turnover
Enhanced company image, e.g., conducting ethics training
Risk management, e.g., training about sexual harassment, diversity training
The importance of human resources management to a large extent depends on Human
resource development. Training is the most important technique of human Resource
development. As stated earlier, no organization can get a candidate who exactly matches with
the job and the organizational requirements. Hence, training is the most important to develop
the employee and make him suitable to the job.
Job and organizational requirements are not static, they are changed from time to time
in view of the technological advancement and change in the awareness of the total quality
and Productivity Management [TQPM]. The objectives of the TQPM can be achieved only
through training develops human skills and efficiency. Trained employees would be a
valuable asset to an organization. Organizational efficiency, productivity, progresses and
develops to a greater extent on training. Training is important, as it constitutes significant
part of management.
DIFFERENCES BETWEEN TRAINING AND DEVELOPMENT
S.No AREA TRAINING DEVELOPMENT
1 Content Technical skills and Managerial and behavioral
knowledge skills and knowledge
2 Purpose Specific job-related Conceptual and general
knowledge
3 Duration Short-term Long-term
4 For Whom Mostly technical and
non-managerial
personnel
Mostly for managerial
personnel
IMPORTANCE OF TRAINING
Leads to improved profitability and more positive attitudes toward profits orientation.
Improves the job knowledge and skills at all levels of the organization.
Improves the morale of the workforce.
Helps people identify with organizational goals
Helps create a better corporate image.
Fastens authencity, openness and trust.
Improves the relationship between Boss and Subordinate.
Aids in Organizational development
Learns from the trainee.
Helps prepare guidelines for work.
Provides information for future needs in all area of information.
Helps effective decision making and problem solving.
Develops leadership skill motivation, loyalty, better attitude and other aspects that
successful worker and manager usually display.
Aids in increasing productivity and quality of work.
Improves labor management relation.
Helps employees adjust to change.
Training enhances 4C’s for the organization viz.
Competence
Commitment
Creativity and
Contribution
SCOPE OF THE STUDY
Conducting a study on the training and development of employees of an organization
will provide the entire scenario of the personnel department’s efforts towards building up of
various skills of their employees in various areas of their work.
The study covers various aspects like employee details, work nature, job
Specification, knowledge, and personality development of employees of the organization. It
also covers job nature of technical, behavioral, awareness and various aspects of training
programs conducted by the personnel department.
The study has a scope of various levels i.e., education, areas of interest, personal
Attitudes, behavioral aspects, working levels, designated levels, sectional levels etc., Where
as this flow is a multilingual and social level.
The study has a scope of learning about the various programs organized by the
personnel department till date and the programs which they are going and organize and also
the analytical based programs which we will suggest based upon the survey.
The analysis will be based upon management requirements, individual requirements,
conditions prevailed etc., and the basic approach for the collection of primary data is by
conducting a survey with the help of a questionnaire.
OBJECTIVES
Identifying training needs in the organization with modernized techniques and
methodology.
To establish development plans for the employees in the organization.
To know about the awareness of training programs in the employees
To know about how these training programs were helpful in their work for the employees.
To know about their training needs which are of their interest?
The identification of training needs close monitoring, as it is a sensitive issue.
Taking advice from the HR department and consulting heads the following methodology
were adapted.
Technical Programs
Basic safety training
Behavioral training
Awareness training / Knowledge training
Industrial tours
Induction
Continuous learning environment.
METHODOLOGY
There are two types of data to collect information relating to the concerned topic
Primary data
Secondary data
For this project, primary data was collected from the workmen of various units inside
the plant.
Secondary data is such data, which is already published, collected for some purpose other
than the one confronting the researcher at a given p [point of time].
For this project, the secondary data was collected from the RINL website,
library, annual calendars, past documents related to training and development of the HR
department.
BENEFITS OF TRAINING
How training benefits the organization:
Leads to improved profitability and /or more positive attitudes towards profits
organization.
Improves the job knowledge and skills at all levels of the organization.
Improves the morale of the workforce.
Helps people identify with organizational goals.
Helps create a better corporate image.
Fosters authenticity, openness and trust.
Improves the relationship between boss and subordinate.
Aids in organizational development.
Learns from the trainee.
Helps prepare guidelines for work.
Aids in understanding and carrying out organizational policies.
Provides information for future needs in all areas of the organization.
Organization gets more effective in decision-making and problem solving.
Aids in development for promotion from within.
Aids in developing leadership skill , motivation , loyalty , better attitudes and other
aspects that successful workers and managers usually display .
Aids in increasing productivity and /or quality of work.
Helps keep costs down in many areas, e.g. production, personnel, administration etc
Develops a sense of responsibility to the organization for being competent and
knowledgeable.
Improves labour-management relations.
Reduces outside consulting costs by utilizing competent internal consulting.
Stimulates preventive management as opposed to putting out fires.
Eliminates sub-optimal behavior (such as hiding tools) .
Creates an appropriate climate for growth and communication.
Aids in improving organizational communication.
Helps employees adjust to change.
Aids in handling conflict, thereby helping to prevent stress and tension.
Benefits to the individual, which in turn ultimately should benefit the organization.
Helps the individual in the making better decisions and effective problem
solving.
Through training and development, motivational variables of recognition,
achievement, growth, responsibility and advancement are internalized and
operational zed.
Aids in encouraging and achieving self-development and self-confidence.
Helps a person handle stress, tension, frustration and conflict.
Provides information for improving leadership knowledge, communication
skills and attitudes.
Increases job satisfaction and recognition.
Moves a person towards personal goals while improving interactive skills.
Satisfies personal needs of the trainer (and trainee).
Provides the trainee an avenue for growth and a say in his/her own future.
Develops a sense of growth in learning.
Helps a person develop speaking and listening skills: also writing skills when
exercises are required.
Helps eliminate fear in attempting new tasks.
Benefits in personnel human relations, Intra and Inter-group relations and policy
implementation.
Improves communication between groups and individuals.
Aids in orientation for new employees and those taking new jobs through
transfer or promotion.
Provides information on equal opportunity and affirmative action.
Provides information on other governmental law and administrative policies.
Improves inter-personal skills.
Makes organization policies , rules and regulations viable
Improves morale
Builds cohesiveness in groups.
Provides a good climate for learning, growth, and co-ordination and makes the
organization a better place to work and live.
LIMITATIONS
Limitations of the present study are specified below:
The findings of the present study cannot be generalized as they are based purely
limiting to the one unit of this singular organization without giving any comparisons to the
practices in similar industry.
Being a company spread all over India, for all practical reasons and limitations, we
may not be able to travel to all Steel Plant units. Thus, this study limits to the Visakhapatnam
Steel Plant only. This study is more of workmen oriented. Hence, it cannot be constructed to
denote and/ or purported to standardize as a model for this project.
INDUSTRY PROFILE
RASHTRIYA ISPAT NIGAM LIMITED
Introduction to Steel Industry in India
What’s in the name? Nothing, one might say. For steel – a century old metal- there
additionally seems no reason for any possible non-unanimity of thought. But here precisely
are the chances for our going wrong. True, like most industries, the Indian Steel Industry has
experienced the highs and lows of the business cycle, has been impacted by the globalization
and has been subjected to the vagaries of market forces in a liberalized set up. But at the end
of it all, what we have today is a highly evolved, resilient and an ever – vigilant industry,
which through adoption of State-of-the-art technologies has kept pace with changing times,
producing an output that has not only stood the test of time but has globally transformed the
way men think and do business in steel.
India got into the steel making in the early 20th century when JRD Tata set up the first
steel mill in the country in 1907 in Jamshedpur. Since then, the steel industry has undergone
a lot of changes but the Tata Iron and Steel Company continues to be the largest private steel
maker in the country. The steel industry in the 70s and 80s was dominated by TISCO &
SAIL. With the price control regime in place, the steel companies could turn in a profit
without any major effort. But the situation soon changed when the country decided to open
the doors for foreign investment in 1991. The pricing mechanism of Joint Plant Committee,
which has been operating from 1964, was abolished with effect from January 1992.
In the initial economic reforms, industrialists saw the economy growing at 7% per
annum and since steel consumption is directly linked to the growth in economy, it was
assumed that demand for steel in the country would explode. This led to huge flow of
investments into the steel industry and many EAF based steel units were set up. The 1st phase
(1914-1947) of its evolution can be traced to the beginning of the 20th century when the steel
industry made a beginning as an icon of active patriotism, thanks to the pioneering spirit of
“Swadeshi” entrepreneurs in the private sector. This period saw a small but viable steel
capacity of about 1 million tones.
Although the initial years justified these assumptions and steel consumption really
took off, this scenario was not to continue for long. The political instability and the resultant
slowdown in reforms saw the economic growth slowing down. The South East Asian
economic crises were of course, the final nail on the coffin.
During the second phase (1947 – 1992), in the hands of the early planners this
industry became an important instrument for attaining rapid economic growth because of two
inherent advantage enjoyed by it. Firstly, India’s fast reserves of the basic raw materials
conferred a certain competitive advance to this industry. Secondly the wide-ranging
linkages, both forward & backward sector has with the rest of the economy made it an ideal
catalyst for generating and sustaining economic development.
During the 4 decades, the Indian State invested heavily in creating large scale
integrated capacities in the public sector as a part of the overall development strategy aiming
at self sufficiency in the heavy & basic industries. To ensure state control at the
commanding heights of the economy, large-scale capacity creation was reserved for the
public sector units (PSU) in a predominantly mixed economic environment
INDIA’S STEEL SCENARIO
Indian Steel industry has always remained isolated and protected by Government,
where the steel industry was never expected to generate profit from business, but was
expected to provide employment to the unemployed. Presently India is operating with open-
hearth furnaces. The existing equipment, energy and labor in Indian Steel industry are much
low than the developed countries
Indian Steel industry generates a significant amount of waste materials, which can
cause environmental problems. The four aspects of “Waste Management” namely -residue
reprocess, recycle and recovery do not hold much ground in the Indian Steel Industry. The
Indian companies cannot spend more for pollution control. The energy consumption per ton
is 50-100% higher than that of the International norms
The Indian steel industries have developed a bit in the recent years. The production is
going on properly. Many techniques are being implemented in the steel industries. The
country’s aim is to sell quality steel. The government is also helping the steel industries in
this basis. The apparent consumption of steel is shown below:
The development of steel industry in India should be viewed in conjunction with the
type and system of government that had been ruling the country. The production steel in
significant quality started after a1990. The growth of steel industry can be conveniently
started by dividing the period into pre and post independence era. In the period of pre
Independence steel production was 1.5 million tonnes per year, which was raised to 9.0
million tones of target by the seventies. This is the present of the bold steps taken by the
government to develop this sector.
PROBLEMS OF STEEL INDUSTRY
Non-availability of good quality raw material is another problem faced by iron and
steel industry. The modern giant blast furnace needs high-grade iron ore and good
metallurgical coal.
Further, the industry is unable to get good quality coke and manganese is which the
principal raw materials next to iron ore are unfortunately most of our resources of manganese
ore are of poor quality besides the non availability of good quality raw material, regular
supplies of raw materials are very much handicapped due to the absence of good transport
facilities. Another problem faced by the steel industry related to the difficulty in getting Zinc
supplies for the continuous galvanizing line.
LACK OF TECHNICAL PROBLEMS
Bhilai had to execute orders for shipment of rails to Iran, South Korea and Malaysia.
Because of technical limitations, Rourkela plant is unable substitute aluminum of Zinc for the
production of galvanized sheet apart from source internal technical problems; our technology
in the field of steel production is not a developed one when compared to other advanced
countries. For instance, Japan is production quality steel in spite of importing raw material
and additional material from other country.
GOVERNMENT CONTROL AND PRICING POLICY
Since 1941, India steel and iron industry was almost completely state regulated. Both
prices and distribution of steel were under the control of Govt. The Govt. decided to remove
statutory control over the price and distribution of all, but a few categories with effect from
1st March 1964 the Govt., supervise the steel and iron inducted according to the
recommendation of Raja committee. But Raj committee in fixing the steel price didn’t
regulate the price of the raw materials.
GROWTH OF STEEL INDUSTRY
The growth in a chronological order is depicted below:
Sl. No Year Growth
1 1830 Osier Marshall heather constructed the first
manufacturing plant at port-motor in Madras
presidency.
2 1874 James Erskin founded the Bengal frame works.
3 1899 Jamshediji TATA initiated the scheme for an
integrated steel plant
4 1906 Formation of TISCO
5 1911 TISCO started production
6 1918 TISCO was founded
7 1940-1950 Formation of Mysore iron and steel initiated at
Bhadravathi in Karnataka
8 1951-1956 First five-year plan - The Hindustan Steel Limited
(HSL) was born in the year 1954 with decision of
setting up three plants each with 1 million tones ingot
steel per year at Rourkela, Bhilai, Durgapur. TISCO
started its expansion programme.
9 1956-1961 Second five-year plan - A bold decision was taken up
to increase the ingot steel output in India to 6 million
tonnes per year and its production at Rourkela, Bhilai
and Durgapur Steel Plant started.
10 1961-1966 Third five-year plan – During the plan the three steel
plants under HSL, TISCO & TISCO were expanded*
11 1964 Bokaro Steel Plant came into existence
12 1966-69 Recession period – Till the expansion programs were
actively existed during this period
13 1969-74 Fourth five-year plan – Salem Steel Plant started.
Licenses were given for setting up of many mini steel
plants and re-rolling mills government of India.
Plants in south are each in Visakhapatnam and
Karnataka. SAIL was formed during this period on
24th January 1973.
14 1974-79 Fifth five-year plan – The idea of setting up the fifth
integrated steel plant, the first re-based plant at
Visakhapatnam took a definite shape. At the end of
the fifth five-year plan the total installed capacity
from six integrated plants was up to 10.6 million tons.
15 1979-80 Annual plan. The Erstwhile soviet union agreed to
help in setting up the Visakhapatnam Steel Plant.
16 1980-85 Sixth five-year plan – Work on Visakhapatnam Steel
Plant started with a big bang and top priority was
accorded to start the plant. Schemes for
modernization of Bhilai Steel Plant, Rourkela steel
plant, Durgapur steel plant and TISCO were initiated.
Capacity at the end of sixth five-year plan from six
integrated plants stood 11.50 million tonnes.
17 1985-91 Seventh five-year plan – Expansion works at Bhilai
and Bokaro steel plant completed. Progress of
Visakhapatnam Steel Plant picked up and the
nationalized concept has been introduced to
commission the plant with 30 MT liquid steel
capacities by 1990.
18 1992-97 Eight five-year plans – The Visakhapatnam Steel
Plant was commissioned in 1992. The cost of plant
has become around 8755 cores. Visakhapatnam Steel
Plant started the production and modernization of
other steel plants is also duly engaged.
19 1997-02 Ninth five-year plant – Restructuring of
Visakhapatnam Steel Plant and other public sector
undertakings.
Steel Plants with Foreign Collaborations
Sl
NoPlant
Collaboration Capacity of Finished Steel
Products
1 Rourkela Steel Plant West Germany
2 Bhilai Steel Plant Erstwhile USSR
3 Durgapur Steel Plant Britan
4 Bokaro Steel Plant Erst USSR
VISAKHAPATNAM STEEL PLANT
RASHTRIA ISPAT NIGAM LIMITED
COMPANY OUTLOOK
The Government of India has decided to set up an integrated Steel Plant at
Visakhapatnam to meet the growing domestic needs of steel. Visakhapatnam Steel Plant was
the effect of the persistent demands and mass movements. It is another step towards
increasing the country’s steel production.
The decision of the Government to set up an integrated steel plant was laid down by
the then Prime Minister Smt. Indira Gandhi. The Prime Minister laid the foundation stone on
20th January 1971.
The consultant, M/s M N Dastur & Co (Pvt) Ltd.submitted a techno-economic
feasibility report in February 1972, and detailed project report for the plant, with an annual
capacity of 3.4 million tones of liquid steel.
The Government of India and USSR signed an agreement on 12 th June 1979 for the
co-operation in setting up 3.4 million tones integrated Steel Plant. The project was estimated
to cost to Rs.3, 897.28 crores based on prices as on 4 th Quarter of 1981.However, on
completion of the construction and commissioning of the whole Plant in 1992, the cost
escalated to Rs.8, 755 crores based on prices as on 2nd Quarter of 1994.
Unlike other integrated Steel Plants in India, Visakhapatnam Steel Plant is one of the
most modern steel plants in the country. The plant was dedicated to the nation on 1st August
1992 by the then Prime Minister, Sri.P.V.Narasimha Rao.
New technology, large-scale computerization and automation etc, are incorporated in
the Plant at the international levels and attain such labor productivity, the organizational
manpower has been rationalized. The manpower in the VSP has been limited to 17,500
employees. The plant has the capacity of producing 3.0 million tones of liquid steel and
2.656 million tones of saleable steel.
It has set up two major Blast Furnaces, the Godavari and the Krishna, which are the
envy of any modern steel making complex.
The economy of a nation depends on core sector industries like iron and steel. Steel is
the basic input for construction, machines building and transport industries. Keeping in view
the importance of steel the following integrated steel plant with foreign collaborations was
constructed in the public sector in the post independence era.
Training Need Identification Involvement of Line Managers in Training
Need Identification Providing Training Training Activities are covered under QMS,
OHSMS & EMS procedures Measuring and Monitoring Training
Effectiveness Internal Customer Orientation Library Information System Involvement of Top Management thro’ TAC Meeting the Statutory requirements Corporate social obligation
VISION
To be a continuously growing world-class company. We shall:
Harness our growth potential and sustain profitable growth.
Deliver high quality and cost competitive products and be the first choice of customers.
Create an inspiring work environment to unleash the creative energy of people.
Achieve excellence in enterprise management.
Be a respected corporate citizen, ensure clean and green environment and develop vibrant
communities around.
MISSION
To attain 16 million tone liquid steel capacity through technological up -gradation,
operational efficiency and expansion, to produce steel at international standards of cost and
quality, and to meet the aspirations of the stakeholders.
CORE VALUES
Commitment
Customer satisfaction
Continuous improvement
Concern of environment
Creativity and innovation
BRIEF IDEA ABOUT STEEL MAKING PROCESS
The modern era in steelmaking began with the introduction of Henry Bessemer's
Bessemer process in the late 1850s. This enabled steel to be produced in large quantities
cheaply, so that mild steel is now used for most purposes for which wrought iron was
formerly used. This was only the first of a number of methods of steel production. The
Gilchrist-Thomas process (or basic Bessemer process) was an improvement to the Bessemer
process, lining the converter with a basic material to remove phosphorus. Another was the
Siemens-Martin process of open hearth steelmaking which like the Gilchrist-Thomas process
complemented, rather than replaced, the original Bessemer process.
These were rendered obsolete by the Linz-Donawitz process of basic oxygen
steelmaking, developed in the 1950s, and other oxygen steelmaking processes. One third of
world's steel is currently produced in China. Arcelor-Mittal is however the largest company
by steel production. White-hot steel pouring out of an electric arc furnace.
Blast furnaces have been used for two millennia to produce pig iron, a crucial step in
the steel production process, from iron ore by combining fuel, charcoal, and air. Modern
methods use coke instead of charcoal, which has proven to be a great deal more efficient and
is crediting with contributing to the British Industrial Revolution. Once the iron is refined,
converters are used to create steel from the iron. During the late 19th and early 20th century
there were many widely used methods such as the Bessemer process and the Siemens-Martin
process. However, basic oxygen steelmaking, in which pure oxygen is fed to the furnace to
limit impurities, has generally replaced these older systems. Electric arc furnaces are a
common method of reprocessing scrap metal to create new steel. They can also be used for
converting pig iron to steel, but they use a great deal of electricity (about 440 kWh per metric
ton), and are thus generally only economical when there is a plentiful supply of cheap
electricity.
HUMAN RESOURCES
HRD PHILOSOPHY IN VISAKHAPATNAM STEEL PLANT
Employees of the organization are greatest and most valuable resources.
Whole on the one hand, HRD should appropriately harness the employee potential for
the attainment of the company objectives, the company on the other, as its corporate
responsibility, should create an enabling climate where in human talent gets the best
opportunity for self expression, all round development and fulfillment.
People are more than mere resources and therefore it will be the company’s sincere
endeavor to treat people with all the respect and that is warranted when employees are
seen as more mere instrumentalities.
HRD as a management function will be given a place of strategic priority, along with
function like production, maintenance, materials on finance in the overall scheme of
management action in the company.
HRD does not refer to training alone, nor it is just a new name for training. In
RINL/VSP HRD refers to creative and innovative initiatives in several management
functions for the development and growth of employees
HRD should eventually be a core philosophy of all management actions and should
not remain merely a departmental / sectional activity.
All functional and divisional heads responsible for various activities of the company
will imbibe the HRD spirit and suitability integrate HRD into their plans, decisions
and actions
HRD POLI CY-focus
Identifying competence needsIdentifying competence needs
Providing training inputsProviding training inputs
Monitoring training effectivenessMonitoring training effectiveness
Creating learning environmentCreating learning environment
Facilitating selfFacilitating self--development, development, innovativeness & self expressioninnovativeness & self expression
Enabling employees to assume Enabling employees to assume higher responsibilityhigher responsibility
HRD OBJECTIVES OF VISAKHAPATNAM STEEL PLANT
To provide initially a suitable match between employee competence level and
company’s work requirements
To foster an appropriate climate and culture which nurtures employee competence and
adequate motivational levels for the application of their abilities to assigned jobs/roles
with required commitment.
To enable employees seek greater identification with the company by fusing
management decisions and actions with the requisite care, concern and developmental
approach.
To initially enable the employees and the organization achieve its mission and
objectives and business goals through HRD.
OHSAS- 18OO1 CERTIFICATION
It is widely recognized that the work itself and the work environment are factors are
paramount importance for health and well-being of the working and general population. Most
industrial jobs are inherently associated with certain working conditions which are inimical
to health and workers exposed to them sooner or later succumb to their adverse influence
unless adequately protected. The principles of occupational risk management may be the
same in developed and developing countries. However, there can be a wide diversity in
practice. A major trend in the regulation of industrial risks to human health and the
environment is the provision of relevant information to all stakeholders and risk bearers. The
British Standard Institute (BSI): Occupational Health and Safety Assessment Series
(OHSAS) specification provide theoretical insights to enable an organization to control its
occupational health and safety (OH&S) risks and improve its performance.
Visakhapatnam Steel Plant (Vizag Steel) is an ISO 9001, ISO 14001, and OHSAS
18001, certified public sector organization in India. It is the only steel plant in India, had all
the three certificates. This paper reviews key aspects like hazard identification and risk
assessment(HIRA) carried out in 50 departments for physical, chemical and Biological
hazards, risk control measures taken, dissemination of occupational risk management
information to 17,000 workforce as a part of OHSAS 18001 certification process. We
summarize the role of occupational health services department in hazard identification, risk
assessment and risk control at various working environments with an emphasis on continual
improvement and occupational risk management.
Objectives
Expand plant capacity to 6.3mT by 2008-09 with the mission to expand further in
subsequent phases as per the corporate plan
Sustain gross margin to turnover ratio > 25%
Be amongst top five lowest steel producers in the world by 2009-10
Achieve higher levels of customer satisfaction than competitors
Be recognized as an excellent business organization by 2008-09
Instill right attitude amongst employees and facilitate them to excel in their
professional, personal and social life.
Quality Policy
Employees of Visakhapatnam Steel Plant are committed to supply their customers’
quality products and services. To accomplish this Visakhapatnam Steel Plant will:
Manufacture products as per specification and standards agreed with the customer.
Follow clearly documented procedures for achieving expected quality standard of
products and services.
Continuously strive to improve quality of all material, processes and products.
Maintain an enabling environment, which encourages actives involvement of all
employees to pursue continuous improvement of quality.
TECHNOLOGICAL HIGHLIGHTS OF VSP
First shore based integrated steel plant.
Selective crushing with pneumatic separation of coal blend.
7 Meter tall Coke Ovens.
Dry Quenching of hot coke and production of steam and power from hot inert gases.
Base-mix yard for the Sinter Plant.
3200 cu. m Blast Furnace having belled-less top equipment with conveyor charging.
Granulation of 100% molten slag at the Cast House.
B.F. top pressure recovery turbine for power generation.
Desulphurization facilities for pre-treatment of hot metal.
Sub lance measurement of dynamic blowing control with computer.
100% continuous casting of liquid steel.
High capacity, high speed, computer controlled multi-line mills.
Use of on-line heat treatment “Temp core” processes for reinforcement bars.
Use of No twist rolling and controlled cooling “Stelmore” of wire rods.
Incorporation of peripheral yard for incoming and outgoing materials.
First integrated steel plant to receive ISO 9002 certification for all its products.
Major sources of Raw Materials
Iron Ore lumps & fines Bailadilla, M.P
BF Lime Stone Jaggayyapeta, A.P
SMS Lime Stone UAE
BF Dolomite Dubai
SMS Dolomite Madharam, A.P
Manganese Ore Chipuripalli, A.P
Boiler Coal Talcher, Orissa
Coking Coal Australia
Water supply Yeluru canal, Andhra Pradesh
Power supply Captive power plant
Medium cooking coal Gidi/Swang/Rajarappa/Kargil
MAJOR UNITS
DEPARTMENTS ANNUAL CAP.
(‘000T)
UNITS (3.0 MT STAGE)
COKE OVENS 2,2613 Batteries each of 67 ovens & 7
Mts Height
SINTER PLANT 5,2562 Sinter machines of 312 Sqm
grate area each
BLAST FURNACE 3,4002 Furnaces of 3200 cu m volume
each
STEEL MELT
SHOP3,000
3 LD Converters each of 150
Cum. Volume and size 4 strand
bloom casters
LMMM 710 4 Stand finishing Mill
WRM 850 2 x 10 Stand finishing Mill
MMSM 850 6 Stand finishing Mill
Statistical Information
Manpower Profile –GROWTH PATTERNS
MANPOWER PROFILE – GROWTH PATTERNS
YEAR EXECUTIVES NON-EXECUTIVES
31-3-1997 2617 14570
31-3-1998 2617 14572
31-3-1999 2617 14087
31-3-2000 2683 13593
31-3-2001 4027 13104
31-3-2002 4203 12823
31-3-2003 4308 12586
31-3-2004 4533 12222
31-3-2005 4512 12101
31-3-2006 4629 11932
31-3-2007 4674 11727
31-3-2008 4967 11449
31-3-2009 5218 12007
31-3-2010 5263 12567
DIVISION-WISE MAN POWER
Works-82.03%
Projects-2.10%
Mines-2.14%
Others-13.72%
AWARDS
Works
Projects
Mines
Others
1. ISO 9002 for SMS and all the downstream units – a unique distinction in the steel
industry.
2. Indira Priya Darshini Vriksha Mitra award 1992-93, Nehru memorial national
award for pollution control 1992-93 & 1993-94.
3. EEPC export excellence award – 1994-95.
4. CII (Southern Region) energy conservation award – 1995-1996.
5. Continuously growing peacock (1st prize) national quality award – 1996.
6. Steel ministries trophy “Best safety performance – 1996.”
7. IIM national quality commitment award – 1997.
8. Gold star award for excellent performance in productivity.
9. Udyog excellence gold medal for excellence in steel plant.
10. Excellence award for outstanding performance in productivity management,
quality and innovation.
11. ISPAT Suraksha Puraskar (1st prize) for largest accident free period 1991-94
12. PM Trophy for the year 2002-03 as the Best Integrated Steel Plant
13. World quality commitment international star award in 2004 Cll-GBC National
Award in 2005.
14. Cll-GBC National Award in 2005
15. Safety innovate on award in 2006
16. Organizational excellence award in 2006
17. National Energy Conservation Award in 2006
18. Enterprise Excellence Award – 2007
19. Viswakarma Rashtriya Puraskar – 2007
20. Best Quality Circles implementing Organization Award -2007
Employee involvement & Process improvements:
The imagination and creativity of employees have always been key success factors for the
company. Employees of RINL have always been at the forefront in contributing ideas for
process improvements. Voluntary involvement of employees in 4251 quality circles
projects is a testimony of the interest exhibited by employees in process improvements.
Safety & Health:
Safety and health of employees has always been the prime concern in the plant and all
efforts have been made to leverage upon the safety initiatives to maximize employee
morale and satisfaction. These initiatives have yielded positive results with a 13.33%
reduction in reportable accidents when compared to year 2007-08.
Corporate Social Responsibility:
RINL continues to contribute in the area of Corporate Social Responsibility (CSR). CSR
activities in RINL focus mainly on Environmental care, education, community health
care, people care, peripheral development, cultural efflorescence, activities as a
responsible corporate citizen and help during natural calamities.
INTRODUCTION TO TRAINING AND DEVELOPMENT
INTRODUCTION
The subject of the present study "Training" is an integral part of Human Resource
Development. The word "Resource" refers to the productive power of natural goods. Human
Resource is, therefore, the productive power in human beings. Unlike the material resources,
human resources are the participant as also the beneficiaries of economic development
process. Human Resource Development has gained increasing attention in last decade from
Human Resource specialists, training and Development professionals, Chief Executives and
Line Managers. Many dimensions of human resource development have been integrated into
Research, Training, Organizational Design and Change.
CONCEPT
DGM(TRG)I/C
AM(S)-(PAP)
DM(PSN) AGM(BSM) DGM(ARK) AGM(PCN) DGM(PRP) CM(DRM)
AE(S)
JO(LIB) DCM(MMR)
DCM(TVRR)
DM(VA)
MGR(MKR)
JM(MAS)
JO(YUMR)
JO(PSR)
CM(BBR)
CM(ABP)
DCM(CT)
MGR(JC)
DCM(ORM)
JM(JPR)
AM(SDZ)
DM(RVS)
AM(CVSS)
AM(ISS)
AM(PNR)
JSO(MM)
DCM(KA)
DCM(PR)
JSO(YPSM)
JO(VVMR)
AM(JP RAO)
AM(VVK)
JM(KGR)
JO(SGV)
The verb "To Train", is derived from "Trainer", which means" To Drag". Training
ranges from learning of simple skills to complex technical skills. The French word Includes
activities up to acquisition of according to NADLER, "Training, Education and
Developments are activity areas of Human Resource Development, and the focus of the
Training is on the job the employee has. It is concerned with the actual job performance and
the learner is expected to use the training immediately on the job. The focus of the Education
is on preparing the employee to perform the future job. The focus of the Development is on
the organization, where the employees should be developed to Organizational changes,
trends and movements which future oriented.
DEFINITION
Training is concerned with teaching specific and immediately useable skills. Training
provides general information used to develop knowledge for future long-term application.
Training is a part of learning process whereby people acquire skills, concepts, attitudes or
knowledge to aid in the achievement of goals. Training is the act of increasing the knowledge
and skill of an employee for doing a particular job. It is concerned with imparting specific
job related skill to the employee. On the other hand, Development has a broader connotation,
its aim being to improve the overall personality of an individual. It is mostly used in context
of executives only. An attempt to improve employee performances currently in the present
job or related to it. To be effective, training should involve a learning experience, be a
planned organizational activity and be designed in response to identified needs. Ideally
training should be designed to meet the goals of individual employees.
OBJECTIVES
1. Improving employee performance.
2. Updating employee skills.
3. Avoiding managerial obsolescence.
4. Preparing for promotion & managerial succession
5. Retaining & motivating employees.
Training Process
ASSESSING TRAINING NEEDS
1. Determining the organization goals
2. Prioritizing the tasks in meeting these goals.
3. Determining the skills required by the employees.
4. Identifying deficiencies in the skills & knowledge levels of employees.
TAC MEETINGS
AREAS OF TRAINNG
1. Company policies & procedures.
2. Skill-based training
3. Human relations training.
4. Problem solving training
5. Managerial & supervisory training.
• Freshers’ Training– MT(T) / MT(A)– Senior Trainees– Junior Trainees– Others
• Development Programme– Conduct Training Need Survey & prepare Annual Training
Plan– Organize Training Programmes with Internal / External
faculty– Evaluate Training– Maintain Training Records of all Employees on-line– Conduct Departmental Refresher Courses– On the job training
Main Activities
• Apprenticeship Training under the Act– Graduate Apprentice– Technician Apprentice– Trade Apprentice
• Vacational Training and Project Based Collaborative Training
• Hostel Administration• Vikas Dhara In-house Magazine• Arranging visits • Extending Training Facilities to outside
Organizations• Central Library
– Books, standards & codes– Journals, periodicals & papers– Library Service, including e-service
Main Activities contd...
EMPLOYEE TRAINING METHODS
A number of factors determine the choice of the type of training methods used by an
organization. These are;
1. Organizational culture.
2. Learning principles
3. Content of the programme.
4. Time factor.
5. cost effectiveness.
6. Appropriateness of the facilities.
7. Employee preferences &capabilities.
8. Trainer preferences &capabilities
The importance of each of the above factors depends upon the industry, the business,
the job & the criticality of the training. For e.g. When training a pilot, cost effectiveness
could be the least important factor; the main emphasis of the training is on the
accomplishment of the task, taking care of the safety aspect. Every training method has
certain learning principles associated with it. HR professionals need to have a thorough
knowledge of the various methods & learning principles.
The training methods used by organizations can be basically categorized into on-the
job method & off- the –job method .These methods are discussed below.
ON-THE-JOB TRAINING
On-the-job training takes place in a real job environment where the trainee is exposed
to an actual work situation. The major advantage of this method is that the trainee will get
hands –on experience. This form of direct learning helps the employee understand & imbibe
the training lessons better. This will also helps in better application of the knowledge & skills
gained during training.
The disadvantage of on-the-job training is that, as the trainee is still going through the
learning process, any mistake he commits on the job might result in a loss to the
organization. Hence when choosing this method, the organization should assess the damage
that could be caused due to the mistakes by trainees. Some of the widely used on-the-job
training methods are.
1. Job instruction.
2. Apprenticeship & coaching.
3. Job rotation.
4. Committee assignments.
Step-IVPrepare the unit manual
Step-VIImplement training
Step-VIIAssess for competence
Step-VIIIFollow up by shift manager
Step-VEstablish what needs to be assessed & prepare the tests
Step-IDefine correct practice- Standard value- Standard practices
Step-IIEstablish current performance- Current value & practice- Shortfalls in performance & causes
Step-IIISet target for improvement- Key points to be emphasized in training
OFF-THE-JOB training
When training is performed on-the-job, any mistake by the trainee might result in
damage to the organization, especially if it involves a customer or something of value. To
avoid such situations, off-the-job training is used. An advantage of the off-the-job training is
that the employee is free from distractions of his job requirements & would be able to
training refers to training imparted away from the employee’s immediate work area. The
employee is separated from the job situation &his attention is focused exclusively on
learning which can later lead to improved job performance. The various techniques of the
off-the-job training are.
Vestibule Training
In this method, actual work conditions are simulated in a class room. Material, files
and equipment which are used in actual job performance are also used in training. This type
of training is commonly used for training personnel for clerical and semi-skilled jobs. The
duration of this training ranges from days to a few weeks.
Role Playing
It is defined as a method of human interaction that involves realistic behavior in
imaginary situations. The participants play the role of certain characters such as the
production manager, mechanical engineer, superintendents, maintenance engineers, quality
control inspectors, foremen, workers and the like. This method is mostly used for developing
inter-personal interactions and relations.
Lecture Method
The lecture is a traditional and direct method of instruction. The instructor organizes
the material and gives it to a group of trainees in the form of a talk. To be effective, the
lecture must motivate and create interest among the trainees. An advantage of the lecture
method is that it is direct and can be used for a large group of its trainees. Thus, costs and
time involved are reduced. The limitation of this method is that it does not provide for
transfer of training effectively.
Conference or Discussion
It is a method in training the clerical, professional and supervisory personnel. This
method involves a group of people who pose ideas, examine and share facts, ideas and data,
test assumptions and draw conclusions, all of which contribute to the improvement of job
Performance. Discussion has the distinct advantage over the lecture method, in that the
discussion involves two-way communication and hence feedback is provided. The success
of this method depends on the leadership qualities of the person who leads the group.
Programmed Instruction
The subject matter to be learned is presented in a series of carefully planned sequential
units. The trainee goes through these units by answering questions or filling the blanks. This
method is expensive and time consuming.
EVALUATION OF THE TRAINING PROGRAM
After a training program has been implemented, the organization should evaluate the
program. This evaluation helps the organization identify the areas for improvement, which
can help in designing future training programs. The basic yardstick to measure the success of
the program is the learning benefits that have accrued to the trainees. The factors that can be
used to evaluate a training program are;
1. Trainee’s feedback on the content & process of training.
2. Knowledge or learning acquired by the trainees as a result of the training experience
3. Change in job performance or behavior as a result of training.
4. Measurable improvements or results seen in individuals or the organization like lower
turnover, decreased absenteeism or fewer accidents.
The method to be used for evaluation the training program has to be determined at the
planning stage itself. Evaluation helps in auditing & redesigning a training program.
CONCEPT OF MANAGEMENT DEVELOPMENT
Management development relates to the development &growth of the employees in an
organization through a systematic process. This development is future –oriented &prepares
managers for a career of valuable contribution to the organization. It is concerned with the
learning & development of the employees. It helps in the development of the intellectual,
managerial & people management skills of managers. It trains managers to understand &
analyze different, situations & to arrive at & implement the correct solutions. Management
development is a key component of an organization’s efforts to prepare its employees to
successfully handle new challenges. Management development helps managers to understand
new cultures & customs that have become an integral part of the global market. It helps
managers equips themselves with the latest technologies, tools & techniques for improved
qualify & performance.
Objectives of management development
The main objectives of management development programs are.
1. Improving the performance of the managers.
2. Enabling the senior managers to have an overall perspective about the organization &
also equipping them with the necessary skills to coordinate the various units of the
organization.
3. Identifying employees with executive talent & developing them so that they can
occupy managerial positions in the future.
4. Motivating the managers to perform more effectively in accordance with the
organizational goals.
5. Updating managers from time-to-time about the latest changes &developments in their
respective fields
6. Improving the analytical & logical skills of employees.
7. Providing insights into conceptual issues relating to economic, technical & social
areas.
8. Improving human relations skills &encouraging creative thinking.
MANAGEMENT DEVELOPMENT METHODS
As in training, management development methods can also be divided into two types
1. On-the-job training
2. Off-the-job training
On-the-job management development methods
The development methods which helps employee to improve his skills in the actual
work environment, during the course of his work, are termed on-the-job development
methods. The well-known on-the-job development methods are.
1. Coaching.
2. Job rotation
3. Under study.
4. Multiple management
Off-the-job management development methods
1. Simulation.
a) The case method
b) Incident method
c) Role play
d) In-basket exercise
e) Business games.
2. Transactional analysis.
3. Sensitivity training
4. Conferences.
5. Lectures.
EVALUATION OF THE MANAGEMENT DEVELOPMENT PROGRAM
As firm spend a large amount of their time & resources in the training &development
of their employees, it is important to evaluate these programs for their effectiveness. A. cost-
benefit analysis helps in analyzing & evaluating any development efforts.
A cost-benefit analysis measures the benefits from the development program, against
the monetary coast of development. These coast include the cost of materials, supplies, lost
work time, travel expenses, consultant fees, &the like. Though it is easy to calculate these
monetary costs it is difficult to translate the benefits into economic terms. For example, an
improvement in an individual’s leadership skills cannot be measured in monetary terms.
Though the cost benefit analysis sounds appealing, it may not always be practically useful.
Another strategy to evaluate development efforts is to measure the extent to which the
objectives of the program are met and identifying the gap between actual & desired level of
program. However, this strategy depends on the quality of objectives set. Unfortunately,
many HR professionals do not set realistic &measurable objectives.
NEW INITIATIVES
• "VSP IS OUR PLANT" Campaign• Competency Mapping • Thrust on 'CII Business Excellence Model' • 'Mentoring Scheme' for MTs• A digital library was developed Through
T&DC Portal• Streamlined the process for conducting the
Plant Visits to outsiders through a committee.
Cont..
• The following new programmes have been held in line with the needs emerged from time to time:
Cont..
• New PC related programmes viz., PRIME VERA, AUTOCAD, VISUAL BASIC, PHOTOSHOP.
• PC Awareness programme conducted for 60 school children.
• PC Awareness programme conducted for 80 CISF personnel.
• In company programmes with external faculty viz., Maint.of cooling towers, GE Fanuc
• PLCs, Environment Lab Analysis, FAG Bearings and Maint.of Elect.Drives.
• Help extended to organize 13 prestigious national & International seminars in T&DC auditorium.
• Project work facility was extended to 3002 students during 2004-05 and 2017 students during 2005-06 from various
• Educational Institutions 46 employees from TATA STEEL and 24 employees from Jindal Steel were given training at VSP.
• Training programmes on 'Fuel Economy' for Drivers of FMD.
• Safety & Economy in usage of LPG programmeorganized for house wives covering 40 participants.
• Refresher Programme for Dressers and Paramedical staff of VSGH.
• Workshop on 'Customer Orientation' for Marketing, Finance and Materials personnel.
Cont..
ANALYSIS AND INTERPRETATION
The information gathered by us from the employees has been interpreted in the
following way.
1. What motivated you to attend the training program?
Options No Percentage
a. To update Job knowledge 17 34%
b. To enhance skills 13 26%
c. To contribute more on the job 17 34%
d. Because I was asked 3 6%
Total 50 100%
Interpretation
The above observations proved that around 34% of the executives felt that they are
motivated to attend the training programs in order to contribute more on the job or to update
Job knowledge. 26% Executives been to enhance skills on their jobs.
2. Do you notice that continuous improvement in training program being conducted at
VSP?
Options No Percentage
a. To some extent 22 44%
b. To the full extent 27 54%
c. Not at all 1 2%
Total 50 100%
Interpretation
Around 54% of the employees believe that to the full extent improvement of training
program being conducted at VSP will continue improvement of the employees. 44% felt that
the improvement will change to some extent. Only 2% said that the improvement will not
change.
.
3. Do you feel that training programs are helpful in getting Promotions?
S.No Response No. of
Responses
Percentage
1 Yes 23 46%
2 No 6 12%
3 Some extent 21 42%
Total 50 100%
Interpretation:
46% of the respondents feel that training programme is merely helpful and 42%
of the employees says some extent. But 12% of the employees are not satisfied.
4. Do you feel that the training program contribute towards better performance of
equipment / plant by reducing maintenance costs and breakdowns?
Options No Percentage
a. To some extent 22 44%
b. To the full extent 27 54%
c. Not at all 1 2%
Total 50 100%
Interpretation:
Around 54 % of the employees felt that to full extent the training program contributes
to better performance of equipment. 44% said that to some extent the training contribute to
better performance of equipment. Only 2% said that the training program will not contribute
to better performance of equipment.
5. Do you believe that the attitude of the employees towards work will change after
the training program?
Options No Percentage
a. To some extent 29 58%
b. To the full extent 21 42%
c. Not at all - -
Total 50 100%
Interpretation
The above observations provided that 58% of the executives felt that the training
programs about bring a attitudinal change is the employees towards their job only to some
extent and not even a single employee felt that the training programs will not bring any
change in their attitude.
6. Are you getting a chance to implement the knowledge learnt on the job?
Options No Percentage
a. To some extent 30 60%
b. To the full extent 18 36%
c. Not at all 2 4%
Total 50 100%
Interpretation
The above observation proved that 96% of the executives felt that they are getting a
chance to implement the training received by them on the jobs & only 4% felt that they are
not getting a chance to implement the training on the job.
7. By who want to be trained?
Options No Percentage
a. Superior 9 18%
b. Outside Executive 7 14%
c. Co-employee - -
d. All the above 34 68%
Total 50 100%
Interpretation
Around 68% of the employees like to be trained by all the above. 18% of the
employees like to be trained by their superior. 14% like to be trained by the outside
executive.
8. Do you think that training is one of the pre-requities for higher productivity for
taking higher responsibilities?
Options No Percentage
a. To Some extent 19 38%
b. To the full extent 29 58%
c. Not at all 2 4%
Total 50 100%
Interpretation
38 % said that training is one of the pre-requisites for higher productivity. Around
58 % of the employees felt that to the full extent the training program contribute to better
performance of equipment. 4% said that not at all the training contribute to better
performance of equipment.
9. How do you feel after the training program?
Options No Percentage
a. Feeling high responsibility 13 36%
b. Getting more recognition 3 6%
c. Able to performance better 34 68%
Total 50 100%
Interpretation
The above observations proved that 68% of executive felt that the training will
improve in better performance. 6% agreed that the training may give more recognition.36%
executes feeling high responsibility
10. Are you getting a chance to implement the training program on the job?
Options No Percentage
a. Yes 49 98%
b. No 1 2%
Total 50 100%
Interpretation
The above observation proved that 98% of the executives felt that they are getting a
chance to implement the training received by them on the jobs & only 2% felt that they are
not getting a chance to implement the training on the job.
11. Usefulness of Course Material
Options No Percentage
a. Low 1 2%
b. Fair 9 18%
c. Good 37 74%
d. Excellent 3 6%
Total 50 100%
Interpretation
From the above observation 2% of the employees felt that course material in VSP is
low, 18% of them felt that it is fair, 74% of them felt that it is good and 6% them felt that it is
excellent.
12. Effectiveness of Audio Visuals
Options No Percentage
a. Low - -
b. Fair 6 12%
c. Good 42 84%
d. Excellent 2 4%
Total 50 100%
Interpretation
From the above observation no one of the employees felt that the audio visuals in
VSP is low, 12% of them felt that it is fair, 84% of them felt that it is good and 4% them felt
that it is excellent.
13. Practical facilities / Hands on Practice
Options No Percentage
a. Low 2 4%
b. Fair 16 32%
c. Good 30 60%
d. Excellent 2 4%
Total 50 100%
Interpretation
From the above observation 4% of the employees felt that the hands on practice in
VSP is low, 32% of them felt that it is fair, 60% of them felt that it is good and 4% them felt
that it is excellent.
14. Performance of Faculty
Options No Percentage
a. Low - -
b. Fair 8 16%
c. Good 39 78%
d. Excellent 3 6%
Total 50 100%
Interpretation
From the above observation no one of the employees felt that the performance of
faculty in VSP is low, 16% of them felt that it is fair, 78% of them felt that it is good and 6%
them felt that it is excellent.
15. Class Room arrangement
Options No Percentage
a. Low 1 2%
b. Fair - -
c. Good 30 60%
d. Excellent 19 38%
Total 50 100%
Interpretation
From the above observation 2% of the employees felt that the class room
arrangement in VSP is low, no one of them felt that it is fair, 60% of them felt that it is good
and 38% them felt that it is excellent.
16. Which one of the following methodology do you find are more effective in Training?
Options No Percentage
a. Lectures & Demonstration - -
b. Lectures & Discussion 2 4%
c. Lecture, demonstration & Discussion 6 12%
d. Lecture, case studies, discussion, 42 84%
demonstration & hand on practice
Total 50 100%
Interpretation
From the above table, it is clearly understood that out of 100 respondents a majority of
respondents 84% of employs respond follow lecture, case studies, discussion, demonstration
and hand on practice and 12% of them discussion, Lecturer, demonstration method
remaining 4% of them lecturer and discussion method.
17. To what extent, P.C. related Training Programs are meeting your expectation?
Options No Percentage
a. To some extent 34 68%
b. To the full extent 16 32%
c. Not at all - -
Total 50 100%
Interpretation
Around 68% of the employees believe that to some extent P.C. related training
programs are meeting their expectation. 32% felt that the P.C. related training programs are
meeting their expectation to full extent. Not a single person said that the P.C. related training
programs will not meeting their expectation.
18. To what extent, Safety and Health related Training Programs are meeting your
expectation?
Options No Percentage
a. To some extent 28 56%
b. To the full extent 22 44%
c. Not at all - -
Total 50 100%
Interpretation
Around 56% of the employees believe that to some extent Safety and Health related
training programs are meeting their expectation. 44% felt that the Safety and Health related
training programs are meeting their expectation to full extent. Not a single person said that
the Safety and Health related training programs will not meeting their expectation.
19. Have you been briefed by your superiors on the following prior to your participation?
a. Objective of Training Programs & Course Contents Yes/No
Options No Percentage
Yes 50 100%
No - -
Total 50 100%
Interpretation
100% of the employees said that objective of training programs and course contents
have been briefed by their superior. Not a single person said that objectives of training
programs and course contents will not brief by their superior.
b. Expected Contribution towards work Yes/No
Options No Percentage
Yes 50 100%
No - -
Total 50 100%
Interpretation
100% of the employees said that Expected contribution towards work has been briefed
by their superior. Not a single person said that Expected contribution towards work will not
brief by their superior.
20. Please give your suggestion for making the training programs more effective.
The course materials should be updated and to be distributed to the participants.
Faculty has to explain the topics giving more live examples.
External faculty to be engaged for the selected topics.
Hands on practices exercises to be included in the course contents.
Training programs should cover various topics in order to meet the expectations of the
employees (trainees) to the full extent.
Employees should be trained by the expert faculty from other organizations also in
order to meet the global needs and expectations.
The duration should be increased for some programs.
There should be a strict rule to switch off mobiles
A few members coming late to the training program and some of them are absent. So,
they lose the concepts which are useful in their job. There should be a strict rule to
make the employees attend the class without absence and in time.
Training programs should help the employees for their career development.
SUMMARY
The graphical analysis of the questionnaire clearly shows that the company’s training
programs are very beneficial to the workmen and also the HR department has been successful
in implementing training programs which have met the needs of the workmen and are also
beneficial to the company.
Training for all the workmen in various units like Knowledge sharing programs,
Technical, behavioral aspects etc., has been really beneficial to all the workmen and also to
the organization.
The safety training is one of the most important training which has been undergone by
many of the workmen and many have been of the opinion that it is one of the most important
training the company is providing them.
In the field of human resource management, training and development is the field
which is concerned with organizational activity aimed at bettering the performance of
individuals and groups in organizational settings. It has been known by several names,
including employee development, human resource development, and learning and
development
The study of the various units clearly shows that the company’s training programs are
very beneficial to the workmen and also the HR department has been successful in
implementing training programs which have met the needs of the workmen and also
beneficial to the company.
Training for all the workmen in various units like knowledge sharing programs,
technical, behavioral has been really beneficial to all the employees.
The training programs which are implementing within the organization were
satisfied by the employees. Knowledge and skills are improved after the training programs
held in the organization. The feedback is been taken by the employees to form better
organization. Many of the employees learnt a lot due to training programs held in the
organization.
Today’s, VSP is moving forward with an aura of confidence and with pride amongst
its employees who are determined to give their best for the company to enable to reach
new heights in organizational excellence.
The development programmers are being designed the programmers, view of the
concerned heads of the departments views are also taken in to consideration for
continuous improvement of the training programmers
Training of thousands of new entrance has been designed specifically to import
awareness and skills in various process involved in an integrated steel plant
RINL also provides learning opportunities to individuals by nominating them to
external training programs for enhancing their knowledge. Employees are sponsored for
external training programs including seminars and competitions organized by various
professional bodies and institutes like. NIPM, ISTD, ICWAI, CSI, SCOPE, ICA, ASCI,
ESCI, XLRI, IIMS, WIPS, CBI academy.
FINDINGS:
Employees of Visakhapatnam steel plant satisfied with the training programs which
were provided in the organization.
68% of the respondents are participating in Training Programs.
T&D of Visakhapatnam steel plant has put the best efforts in implementing various
training practices for improving skills and knowledge of employees.
86% of the respondents say that their training facilities met their job requirements.
Training programs have been beneficial for the organization to increase the
efficiency and performance of the employees and also productivity.
72% of the respondents say that the training programs are related to their work and
find them useful to discharge their Job Requirements.
Systematic approach is followed in giving training and employees are showing
interest in improving knowledge and skills.
54% of the respondents say that information given to them while training is not
sufficient.
In Visakhapatnam steel plant, learning environment is very good.
100% of the respondents have attended 0 to 10 Training programs in the Previous
year.
Steel plant follows all the training methods during training.
From the survey on workmen it is clearly evident that most of them are satisfied with
the training programs provided by the organization.
The RINL-VSP, Visakhapatnam has put in its best efforts in implementing various
training and development activities for the welfare of workmen. The training programs have
been fruitful to the organization as the productivity levels as well as the overall work
efficiency of the employees have increased after the training programs.
However in the survey we have found that some of the employees haven’t attended
the training programs even though they have been called for it. Even though there is pollution
in the electrolysis department the company has been successful in tackling this problem by
providing the workmen with various guarding equipment’s.
Workmen were not interested in training as the training program timings were
clashing with their shift timings. Some of the workmen were not aware of the training
programs and its benefits so it would be beneficial for the organization to conduct more
knowledge management programs.
Some of the workmen who are nearing retirement are not interested in attending
training programs.
Due to lack of encouragement some of the employees are not showing interest in the
training programs. Training is being undergone by the same candidates in some of the units
which is resulting in disinterest in training for some workmen who are willing to take part in
the training programs.
SUGGESTIONS
After a detailed study and analysis on the training and development of employees we
would like to provide some suggestions to the HR department. They are:
The course materials can be updated and to be distributed to the participants.
In the training periods Case Studies should be included.
Faculty has to explain the topics giving more live examples.
External faculty to be engaged for the selected topics.
Hands on practices exercises to be included in the course contents.
Training programs should cover various topics in order to meet the expectations of the
employees (trainees) to the full extent.
Employees should be trained by expert faculty from other organizations also in order
to meet the global needs and expectations.
The duration should be increased for some programs.
There should be a strict rule to switch off mobiles
A few members coming late to the training program and some of them are absent. So,
they lose the concepts which are useful in their job. There should be a strict rule to
make the employees attend the class without absence and in time.
Training programs should help the employees for their career development.
CONCLUSIONS
At the onset it is concluded that Visakhapatnam steel plant has been successful in
implementing a lot of training programs for their workmen in order to improve the overall
work efficiency of the workmen. Their efforts have been fruitful and the productivity has
increased considerably. Most of the companies are producing more than their rated
capacities.
The company’s efforts to bring in a change in the workmen attitude are successful.
Finally the organization by focusing on the above facts for proper designing of
training programs in conformity with work nature and their behavioral attitudes towards the
work as well as with fellow employees, then the training and development efforts will yield
further fruits for development of employees ,in turn the organization
QUESTIONNAIRE
1. What motivated you to attend the training program?
a) To update job knowledge b) To enhance skills
c) To contribute more on the job d) because I was asked
2. Do you notice that continuous improvement in training programs being
conducted at VSP?
a) To some extent b) To the full extent c) Not at all
3. Do you feel that training programs are helpful in getting Promotions?
a) Yes b) No c) To some extent
4. Do you feel that the training program contribute towards better performance of
equipment / plant by reducing maintenance costs and breakdowns?
a) To some extent b) To the full extent c) Not at all
5. Do you believe that the attitude of the employees towards work will change after
the training program?
a) To some extent b) To the full extent c) Not at all
6. Are you getting a chance to implement the knowledge learnt on the job?
a) To some extent b) To the full extent c) Not at all
7. By whom you want to be trained?
a) Superior b) Outside Executive c) Co-employee d) All the above
8. Do you think that training is one of the pre-requisites for higher Productivity /for
taking higher responsibilities?
a) To some extent b) To the full extent c) Not at all
9. How do you feel after the training program?
a) Feeling high responsibility
b) Getting more recognition
c) Able to performance better
10. Are you getting a chance to implement the training program on the job?
a) Yes b) No
11. Usefulness of Course Material:
a) Low b) fair c) Good d) Excellent
12. Effectiveness of Audio Visuals:
a) Low b) fair c) Good d) Excellent
13. Practical facilities/Hands on practice:
a) Low b) fair c) Good d) Excellent
14. Performance of Faculty:
a) Low b) fair c) Good d) Excellent
15. Class Room arrangement:
a) Low b) fair c) Good d) Excellent
16. Which one of the following methodologies do you find are more effective In
Training?
a) Lectures & demonstration
b) Lectures & discussion
c) Lecture, demonstration & discussion
d) Lecture, case studies, discussion, demonstration & hand on practice
17. To what extent, p.c. related Training program are meeting your expectation?
a) To some extent b) To the full extent c) Not at all
18. To what extent, safety & health related Training program are meeting your
expectation?
a) To some extent b) To the full extent c) Not at all
19. Have you been briefed by your superiors on the following prior to your
participation?
A). Objective of Training Programs & Course Contents Yes/No
a) Yes b) No
B). Expected Contribution towards work Yes/No
a) Yes b) No
20. Please give your suggestion for making the training programs more effective.
BIBLIOGRAPHY
TRAINING & DEVELOPMENT -- ILO
TRAINING & DEVELOPMENT -- LYNTOL ROY
LEARNING & DEVELOPMENT -- ROSEMARY HARRISON
INTRODUCTORY COURSE IN TEACHING & TRAINING METHODS -- ILO
http://www.vizagsteel.com
