Evaluation of Training & Development policies At Reliance Industries Limited Manufacturing division - Allahabad

This summer training project is all about the Training & Development policies at RIL and its effectiveness to achieve organizational objective under the department of Human Resource Development.

2010

DEEPALI DWIVEDI PGDM

SCHOOL OF MANAGEMENT SCIENCES,VARANASI

SUMMER INTERNSHIP PROJECT REPORT

ONEVALUATION OF TRAINING & DEVELOPMENT POLICIES AT RIL

In the field of Human Resource development

AT

RELIANCE INDUSTRIES LIMITED

MANUFACTURING DIVISION - ALLAHABAD

Under the guidance of , submitted by,

Mr. Manoj Saxena Deepali Dwivedi

Head of learning Center PGDM , 3rd sem.

RIL , Naini- Allahabad SMS, Varanasi

PREFACE

The project contains a comprehensive study of the elements that makes the training & development of employee, who are an asset of the company ,are worthless. I have tried to explain the linkage between the training & development activities and organizational objectives and purpose.

Training is the most important function that directly contributes to the development of human resources . If human resources have to be developed , the organization should create conditions in which people acquire new knowledge and skills and develop healthy patterns of behaviour and styles . one of the main mechanism of achieving this environment is institutional training.

Training consists of planned programmes designed to improve performance at individual, group or organizational levels. Improved performance in turn implies that there has been measurable change in Knowledge, Skills, Attitudes and Social behaviour.

I have given detailed summary of all the training objectives, training needs, training principles, training methods,

stages in training at Reliance Industries Limited , Naini , Allahabad.

I am thankful to all the officers and employees for their valuable information and suggestion without which my project would have been incomplete.

Acknowledgement

It is a great honour for me to be assigned this topic.

First Of all I would like to bow before the all mighty presence of

God without whose mercy this project report would have not

been possible.

I am immensely thankful to Mr. B.S. Bhadauria, Head of

HRD at Reliance Industries Limited, Naini – Allahabad.

I am also very much thankful to Mr. Nagendra Bahadur [Ex-

HR] and Mr. Manoj Saxena [head of Learning Center] and

to all the staff of HRD for providing me every possible guidance

and suggestions to complete this project report.

I would also like to thank my friends who were there with me

when I needed . their support and cooperation at each and

every step of this project report.

CONTENT

Company profile

- Location

- History

- Organisational Structure

- Products and Markets

- Departmental details

- Strategies

- Board of directors

Summer Training Project

- About Training & development

- A study on Training & Development at RIL

- Objectives

- Research Methodology

- Limitation

- Analysis

- Data Interpretation

- Inferences

- Results

- Suggestions and Recommendations

- Annexure

- Bibliography

COMPANY PROFILE

ABOUT RELIANCE GROUP

Reliance Industries Limited is India's largest private sector enterprise (by market value), with an annual turnover of US$ 44.6 billion and profit of US$ 3.6 billion for the fiscal year ending in March 2010 making it one of India's private sector Fortune Global 500 companies, being ranked at 264th position (2009). It was founded by the Indian industrialist Dhirubhai Ambani in 1966. Ambani has been a pioneer in introducing financial instruments like fully convertible debentures to the Indian stock markets. Ambani was one of the first entrepreneurs to draw retail investors to the stock markets. Critics allege that the rise of Reliance Industries to the top slot in terms of market capitalization is largely due to Dhirubhai's ability to manipulate the levers of a controlled economy to his advantage. Though the company's oil-related operations form the core of its business, it has diversified its operations in recent years. After severe differences between the founder's two sons, Mukesh Ambani and Anil Ambani, the group was divided between them in 2006.

Reliance enjoys global leadership in its businesses, being the largest polyester yarn and fibre producer in the world and among the top five to ten producers in the world in major petrochemical products

"Between my past, the present and the future, there is one common factor: Relationship and Trust. This is the foundation of our growth."

Shri Dhirubhai H. Ambani Founder Chairman Reliance Group December 28, 1932 - July 6, 2002

HISTORY

RECRON SYNTHETIES LIMITED was earlier name known as RAYMOND SYNTHETIES LIMITED. This Company was taken over by SILWASA YARN INVESTMENT COMPANY LIMITED in September 1999. This Company was the group of reliance Industry Limited.

Raymond was Flagship Company of JK Group, which belongs to Mr. Vijaypath Singhania. It was formed in 1925 to taken over the WADIA WOOLEN MILLS PLANTS situated at Maharastra. Over the years, the Company had established itself as leading player of Woolen Textiles. The Company later diversified was changed from Raymond Woolen Mills Limited to RAYMOND SYNTHETIES LIMITED.

Raymond Synthetics Limited was incorporated on 8th Dec 1986. On 7th March 1989 the certificate of commencement of business was obtained and commercial production started in 1991.

In Allahabad, RSL is mainly concerned with the manufacturing of PFY (polyester Filament Yarn) & POY (Polyester Oriented Yam) there are working with 1579 employees. Its first plant (Batch Processing Plant) has installed capacity of 80 TDP. In the year 1996 the Company had its new plant called continuous process installed with a capacity of 150 TDP.

Previously, Raymond’s Synthetics ltd was a stand alone Company and had to depend upon other Companies for its raw material and the changing scenario and increasing competition it started incurring losses,. Taking the benefits of the situation Silwasa Yam & Investment Private LIMITED (it is an associated Companies, Which could maximize their profit as they

had capability of forward and background integration.

So, finally in September 1999, Raymond Synthetic’s was taken over by Silwasa Yam & Investment Company Limited and the name of the Company was change to RECRON SYNTHETIC’S LIMITED.

Mr. I.F. Seth. (Chairman) (Silwasa Yarn & Investment private Limited) Reliance Limited. India Largest Sector, Enterprises is a major Player in the India Petrochemical sector.

Reliance Contributes over 1 % to India Petrochemical Sector. Reliance Contributes over 1 % to India GDP and almost 1 .5% of the total Government revenue receipt.

Mr. (Late) Dhirubai Ambani was founder of Reliance infocom Limited (RIL). Mr. Mukesh Ambani is the Chairman of RIL.

The RECRON SYNTHETIC’S LIMITED obtained ISO 2002 certification by the global quality assurance certification agency DNV Netherlands for quality management system.

In Allahabad, RIL is mainly concerned with the

manufacturing of PFY (polyester Filament Yarn) & POY (Polyester Oriented Yam) there are working with 992 employees. Its first plant (Batch Processing Plant) has installed capacity of 80 TDP. In the year 1996 the Company had its new plant called continuous process installed with a capacity of 150 TDP, where the batch plant produces wide range of specialty polymers and continuous plant produces both commodity and differentiated products.

PRODUCTS & MARKETS

In Allahabad , RIL is mainly concerned with the manufacturing of PFY ( Polyester Filament Yarn) & POY ( Polyester Oriented Yarn) & Polymer Chips takes place which is used in further production of dress material Saries and Film reels etc .

The main markets for threads produced by Reliance Industries Limited’s plant are in Gujarat , Maharastra, &

Local markets are Tanda (Faizabad), Mau and Meerut & Kanpur.

Marketing department for the threads produced by Recron Synthetic limited at national level are at

Silwasa,

Kanpur and

Mumbai.

Head marketing department is Mumbai office.

Thread produced by RIL is also exported in outside India like

Malaysia , Brazil , Italy etc.

Recron Where INNOVATION is a CONTINUOUS process

DEPARTMENT DETAILSPRODUCTION :

a) POLY: The production process starts with the polymerization of the raw material that takes place in the poly department . This results in the formulation of PET chips.

b) SPINING: PET chips are conveyed to the spinning department. Here , after proper drying the chips are melted and converted into filament form. After winding, it takes the form of yarn called POY, that is , Partially Oriented Yarn.

c) TEXTILE: In this department POY is converted into flat Yarn through Draw Twist Process or textured Yarn through Draw Texturing Process.

d) DYIENG: Dyieng of Yarn carried out in this department.

1. Quality control: All type of Polyester Filament Yarn is collected for quality monitoring at Textile and

Chemical lab. A team of well-qualified and trained professional backed by the most modern and sophisticated instruments accomplish this task.

2. Process control & Production Planning: The basic function of this department is to make sure that the products , which do not confirm to the quality norms are not produced and maintained at minimum level. The production schedule is prepared in the Production planning Section .

3. Sorting & Packaging: This department helps in maintaining quality and ensuring complete safety product till it reaches the customer.

ENGINEERING:

a) ELECTRICAL: Its main function is to ensure the continuous supply of electricity to the whole plant.

b) MECHANICAL: Its function is to ensure all the time availability of all the equipment and look after their maintenance.

c. UTILITY: It ensures uninterrupted supply of utilities to the process plant such as treated water, air-conditioning, compressed air etc.

d) INSTRUMENTATION: The main function of this department is to maintain the entire process control instruments used for controlling and monitoring entire

process and poser electronic devices viz., inverter and UPS of the entire plant.

e) CIVIL: All the construction work is being look after by this department.

ADMINISTRATION:

It is service department; it takes up activities in the following field viz. Horticulture, Sanitation, Communication, Transportations, and liasioning with the state and the central government agencies, Guesthouse maintenance.

PURCHASE:

It is the vital link to the functioning of all other departments. It arranges all the purchase of raw materials and the services (both indigenous and imported).

STORES:

The main task of this department is to make things available to different departments whenever needed. Total receipt of material, raw materials, spares and keeps them stored and delivers timely to users. Maintain total Inventory Management System.

SAFETY:

It deals with providing employees with safe working conditions, tools, and equipment and ensures that correct procedures are followed for carrying out all the

operations.

SECURITY:

It ensures safety and security to men, machine and material.

ACCOUNTS:

The basic function of this department is to give cost to every activity that has monetary relevance and also records of all the benefits in monetary terms. Some of the section of this department is

a) Purchase Accountingb) General Accounting c) Sales Accounting and Sales Taxd) Insurancee) Consumption Accountingf) Project and Fixed Asset Accountingg) Excise and Customsh) Management Information System (Profit/Loss, cash

flow, balance sheet).i) Income Taxj) Internal Control & Internal Auditk) Balance Sheet finalization & Statutory Audit.

IT :

With the help of the state-of-the-art technology, it is being planned to connect all machines on Corporate Network with ON-Line environment to facilitate data communication and speedy decision making.

MARKETING:

The basic function of this department is to identify customers need, offer them the products that are profitable to the company and satisfy their needs.

HRD:

The main functions of this department are:

a) Manpower Planningb) Recruitment and Selectionc) Periodical Evaluationd) Regularizatione) Industrial Relationf) Welfare Activitiesg) Inductionh) Training and Development.

RELIANCE STRATEGIES

• New product development in fibres, filaments and resins.

• Needs analysis / applications research. • Novel process technology development.

• Technology monitoring & forecasting. • Scientific support to operations in the form of:

o Technology selection & absorption. o Process technology optimisation & up-

gradation. o Product benchmarking & quality

improvement. o Cost reduction. o Trouble-shooting.

Board of Directors of Reliance Industries Limited

Shri Dhiru bhai H. Ambani

Founder chairman Reliance Group

Board of Directors of Reliance Industries Limited

Shri Mukesh D. Ambani Chairman & Managing Director

Shri Nikhil R. Meswani

Executive Director

Shri Hital R. Meswani

Executive Director

Shri H.S.Kohli

Executive Director

Shri PMS Prasad

Executive DirectorShri Ramniklal H. Ambani Shri Mansingh L. Bhakta

Shri Yogendra P. Trivedi Dr. D. V. Kapur Shri M. P. Modi

Prof. Ashok Misra Prof. Dipak C Jain Dr. Raghunath Anand Mashelkar

SUMMER TRAINING PROJECT

TRAINING AND DEVELOPMENT

INTRODUCTION

Every organization needs well-trained and experienced

people to perform the acts. If the current or potential job

occupant can meet this requirement, the training is not

important but when this is not the case it's necessary to

raise the skills levels and increases the veracity and

adaptability of employees. As jobs became more complex

the importance of employee's performance also

increases. "In the rapidly the changing society employee

training and development is not only an act that is

desirable but also an act that an organization must

commit resources to, if it's to maintain a viable and

knowledgeable work force."

MEANING OF TRAINING

Training is the important subsystem of human resource development. Training is a specialized functions and is one of the fundamental operative functions for known resource management . it is a short-term process utilizing a systematic and organized procedure by which non-managerial personnel acquire technical knowledge and skills for a definite purpose.

DEFINITION

Training is the organized procedure by which people learn knowledge and skill for a definite purpose.

-DALE S BEACH

MEANING OF DEVELOPMENT

Development is a long term educational process utilizing a systematic and organized procedure by which managerial personnel get conceptual and theoretical knowledge. In other words , it refers not to technical knowledge and skills in operation but to philosophical and theoretical educational concepts. It involves broader education and its purpose is long term development.

DEFINITION

Management development is a systematic process of training and growth by which individuals gain and apply knowledge , skills , insights and attitude to manage prientation effectively.

-DALE S BEACH

DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT

TRAINING

• Training focuses on technical and mechanical oriented

operations.

• Training is mostly for non managers.

• Training focuses on current jobs and short term gains .

• Training is job oriented and is vocational in nature.

• Training can be classified in to major types-

On the job training and off the job training.

Development

• It focuses on theoretical skill and conceptual ideas.

• Development is for managers and executives.

• Development prepares for future jobs and focuses on long term accruals.

• Development is general in nature and is continuous on going process.

• No such classification is possible.

NEED FOR TRAINING

Training is the corner stone for sound management , for it makes employees more effective and productive . the need for training can be given as under-

To match the employees specifications with the job requirement and organization needs.

In order to survive and to be effective organization adopts the latest technology i.e. mechanism and computerization . technology alone does not

guarantee success unless it is supported by people possessing requisite skills.

Companies constantly search for opportunities to improve organizational effectiveness.

Old employees need to keep refresher training to enable them to keep abreast of the changing methods techniques and use sophisticated tools and equipments.

Need for enabling the employees to do the work in an effective way to reduce the learning time as well as the supervision time , reduce waste and spoilage of raw material and produce quality goods and develop their potential.

Need for reducing grievances and minimizing the vitality of an organization as whole and raising the morale of its employee.

STEPS IN TRAINING AND DEVELOPMENT PROGRAM

1. IDENTIFYING THE TRAINING NEEDS- The most important step in the training program and is to make a thorough analysis of the entire organization,

its operation and manpower resources available in order to find the trouble spot where training may be needed.

Discovering training needs involves 5 tasks, they are as follows-

• List the duties and responsibilities or task of the job under consideration using the job description as a guide.

• List the standards of work performance on the job .

• Compare actual performance against the standard.

• Determine what parts of the job are giving employees trouble , where he is failing in his performance.

• Determine what kind of training is needed to overcome the specific difficulty.

2. GETTING READY FOR THE JOB- Under this step it is to decide who is to be trained , the staff, or all of them selected from different key departments. The trainer has to be prepared for the job , for he is the key figure in the entire program.

3. PREPARATION OF THE LEADER- this step consist of

• In putting the learner at ease

• Explaining why he is being taught.

• In creating interest and encouraging questions finding out what the learner already knows about his job and other job.

• In placing the learner as close to his normal working position as possible.

4. PREPARATION OF OPERATION AND KNOWLEDGE- This is the most important step in training programs . The training should clearly show, illustrate and question in order to put over the new knowledge and operation . The learner should be told the sequence of the entire job and why each step in its performance is necessary.

5. PERFORMANCE TRY ORDER- Under this step the trainee is asked to go through the job several times slowly , explaining him each step .Mistakes are corrected, and if necessary some complicated steps are done for the trainee first time, then the trainee is asked to do the job , gradually building up the skill and speed as soon as the trainee demonstrates that he can do the job in the right way.

6. FOLLOW UP ACTION- The situation is analyzed to find the difference between expected outcomes and actual outcomes. Consequently necessary precaution should be taken for designing and implementing in future program. The organization invest in term of energy, time and money, made in these program must be justified the related outcomes in term of increased efficiency and effectiveness of the working of the participants.

TYPES OF TRAINING –

There are two types of training method.

1.On the job training2.Off the job training

1.ON THE JOB TRAINING

COACHING- In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to trainee.

JOB ROTATION- This is particularly useful in the development of diversified skills and to give the executives a broader outlook , which are very important to the upper management levels.

MULTIPLE MANAGEMENT- This technique is mainly useful in bringing the managers out of their narrow shells and help them gain a broader outlook knowledge in different functional areas.

PLANNED PROGRESSION- This technique guides managers in their path of development. It clearly identifies the aspects of their performance that need to be improved. It provides them clear guidelines as to where they stand and what aspects of their performance need to be improved.

CREATION OF ASSISTANT TO POSITIONS- This method helps subordinates gain useful insights by working in close co-ordination with experienced superiors. To assess the performance of trainees ,managers conduct various tests and provide feedback. This method can yield good results if the managers are highly experienced , can provide the trainees useful guidelines regarding the work.

TEMPORARY PROMOTIONS- when a manager is on vacation or is away on an extended business trip, subordinates are frequently appointed as acting managers . This method of learning can be effective if the acting manager is allowed to shoulder the responsibilities of the manager and take decisions.

2.OFF THE JOB TRAINING

CASE STUDY- In the development of executives and analytical and decision making skills , this technique is particularly useful.

INCIDENT METHOD- this technique improves one’s intellectual ability , practical judgement and social awareness.

ROLE PLAYING- It helps executives in understanding people better by giving them various experience.

BUSINESS GAMES- This technique may be used in order to develop organizational ability , quickness of thinking and leadership.

SENSITIVITY TRAINING – This helps one to know more about himself and the impact of his behavior on the others , which are important to manage people.

A STUDY ON

TRAINING AND DEVELOPMENT

AT

RELIANCE INDUSTRIES LIMITED

ALLAHABAD MANUFACTURING DIVISION

QUALITY SYSTEM PROCEDURE

Training for supervisors

1. PURPOSE- To establish a system for identification of training needs and providing training as per the requirement.

2. SCOPE- Applicable to all officers of the company.

3. DEFINITIONS- SUPS: Supervisors

NONSUPS: Nonsupervisors ( workmen)

ILNA: Individual learning needs assessment.

LI: Learning index

4. RESPONSIBILITY- HEAD HR is overall responsible for the compliance of the system. HOD’s are responsible for the identification of training needs in their respective department.

5. DESCRIPTION / PROCESS APPROACH-

5.1 PROCESS INPUTS

S.NO.

INPUTS SOURCE FREQUENCY/WHEN

REFERENCE REVIEWCRITERIA

1 ILNA & module selection

All department

Once in two years

Thru onlineESS (SAPHR-SDM)

Details filled in ESS online system

2 Requisition form/ thru ESS self booking

All department

As and when required

Format no. FT/T&D/002/Thru online ESS (SAP HR-SDM)

As per detailed filled in format

3 Modules and faculty availability

All department for modules and internal faculty

Every month List of modules & their writers as a faculty

Details given in the module

4 TRG calendar

T&D department

7 days before end of month

Format no. FT/T&D/007/thru online ESS (SAPHR-SDM)

Completeness of format with all details

5 Guidelines from the faculty regarding questionnaire and their presentation

Questionnaire and TRG objective from faculty

Atleast two days before respective trg program

Checking the level of que. , ans. And objectives recd.

6 TRG validation

All department

On monthly basis

Format no. /011

Revised rating as given in the format

5.2 PROCESS AND ITS INTERFACES

S. No.

ACTIVITY RESPONSIBILITY

REFERENCE DOCUMEN

T

1 Individual learning for the year are identified from approved KSA’s of individual

Respective

HOS/individuals

WI/T&D/001

2 Identification of tools for learning Respective HOS/individual

WI/T&D/001

3 Compilation of learning needs thru nominations received against module selection done by LI (HOS)

Head -HR WI/T&D/001

4 Trg nominations thru e-mail and forwarding itto T&D self booking of training by individual & its approval by LI thru ESS

Respective HOD/ HOS(LI)

5 Arranging the module / study material-to the extent possible, for in house training

Head HR WI/T&D/001

6 Arranging the faculty (internal or external) and getting his confirmation

Head HR WI/T&D/001

7 Publishing monthly training calendar on SAP-HR-SDM/email

Head HR FT/T&D/007

8 Publishing Trg notice with final list of participants for in house training on email

Head HR WI/T&D/001

9 Conducting training on notified date and time for in house training

Head HR WI/T&D/001

10 Taking attendance, feedback from trainee and faculty both for in house training (wherever possible)

Head HR FT/T&D/004

FT/T&D/00

5

11 Conducting pre and post trg test, wherever applicable and working out learning index

Head HR WI/T&D/001

12 Publishing LI data on website for in house training

Head HR WI/T&D/001

13 Training validation and sending to T&D (this including self study training)

Respective HOD

FT/T&D/011

Updating the training record of the individual & subsequently publishing on website

Head HR WI/T&D/008

5.3 PROCESS OUTPUT

S. No.

Outputs To Reference document

1 Identified learning needs for entire plant

With in dept. for further use

WI/T&D/001

2 Monthly training calendar

Publish on website & e-mail

WI/T&D/001FT/T&D/007

3 Participants list Publish on website & e-mail

WI/T&D/001

4 Learning index Publish on website for HOD

WI/T&D/001

5 Record updating Within dept. for further use

WI/T&D/001

6 Individual training card Publish on website for

WI/T&D/001FT/T&D/008

14

HOD7 Hours of training

individuallyPublishing on website for employees

WI/T&D/001

8 No. of training & total training hours held each month

President /MR WI/T&D/001

5.4 PROCESS MONITORING

S.No.

MONITORING BREIF

RESPONSIBILITY

MONITERINGCRITERIA

STAGE/FREQ.

REFERENCEDOCUMENT

1 ILNA/module selection of all officers

To be recd. Head -HR Once in 2 years

WI/T&D/001

2 Training requisitions

Within a month up to schedule date of training

Executive (T&D)

To be recd. as and when req.

WI/T&D/001

3 Trg calendar and trg notice

7 days before start of the month

Executive (T&D)

Every month

WI/T&D/001

4 No. of trainings w.r.t. planned every month

Variance Head -HR Every month

WI/T&D/001

5 Hours of training w.r.t. planned every month

Variance Head -HR Every month

WI/T&D/001

6 No.of training Variance Head -HR Every WI/T&D/0

hours/employee

month

01

7 Feed back of trainees and trainer

The contents-Positive or negative

Head -HR After every training

WI/T&D/001FT/T&D/004FT/T&D/005

8 Training validation recd. From HOD’s

Change in level of knowledge of individuals after training

Executive (T&D)

With in six months of training need

WI/T&D/001FT/T&D/011

RECORDS

FT/T&D/002-online training requisition form

FT/T&D/004-participants feedback form

FT/T&D/005- Faculty feedback form

FT/T&D/007- Monthly training calendar

FT/T&D/008- Employee training card

FT/T&D/011- validation form

REFERENCES

WI/T&D/001- Procedure for training system

TRAINING FOR NONSUPERVISORS

1. PURPOSE- To establish a system for identification of training needs and providing training as per the requirement.

2. SCOPE- applicable to all non-supervisors of the company .

3. DEFINITION- NONSUP- nonsupervisors (workmen)

LI- learning index

4. RESPONSIBILITY- Head HR is over all responsible for the compliance of the system. HOD’s are the responsible for the topic to be covered and the identification of training needs in their respective department.

5.DESCRIPTION/PROCESS APPROACH

5.1 PROCESS INPUTS

S.NO.

INPUTS SOURCE FREQUENCY/WHEN

REFERENCE

REVIEWCRITERIA

1 Deciding topics as per plant/dept. requirement

All dept. As and when required

- As decided by the dept.

2 Requisition form

All dept. 7 days before end of the month

Format no.FT/T&D/010

As per details filled in the format

3 Trg calendar

T&D dept. 7 days before end of the month

Format no.FT/T&D/007

Completeness of format with all details

4 Guidelines from the faculty regarding questionnaire and their presentation

Questionnaire and trg objective from faculty

Atleast 2 days before respective trg program

- Checking the level of questions, answers and objective recd.

5.2 PROCESS AND INTERFACES

S.No.

ACTIVITY RESPONSIBILITY

REFERENCEDOCUMENT

1 Training nominations and forwarding it to HR/LC for any trg needs identified by dept.

Respective HOD

e-mails

2 Arranging the faculty (internal or external) and getting his confirmation

Head -HR WI/T&D/001

3 Publishing monthly trg calendar on website

Head -HR FT/T&D/007

4 Publishing trg notice with final list of participants on website

Head -HR WI/T&D/001

5 Conducting trg on notified date and time

Head -HR WI/T&D/001

6 Taking attendance , feedback from trainee and faculty both (wherever possible)

Head -HR FT/T&D/010FT/T&D/005

7 Conducting pre & post training test, wherever applicable and working out learning index

Head -HR WI/T&D/001

8 Publishing LI data on website for various dept.

Head -HR WI/T&D/001

9 Updating the record in the individual training detail

Head -HR Training details

5.3 PROCESS OUTPUT

S.NO.

OUTPUTS TO REFERENCE DOCUMENT

1 Monthly training calendar

Publish on website and e-mails

WI/T&D/001FT/T&D/007

2 Participants list Publish on website and e-mail

WI/T&D/001

3 Learning index Publish on website for respective HOD

WI/T&D/001

4 Record updating With in dept. for further use

WI/T&D/001

5 Individual training detail

Publish on website for respective individuals and HOD

WI/T&D/001Training details

6 Hours of training individually

Publish on website for respective HOD

WI/T&D/001

7 No. of training and total training hours held each month

President/MR WI/T&D/001

5.4 PROCESS MONITORING

S.NO.

MONITORING BREIF

MONITORINGCRITERIA

RESPONSIBILITY

FREQ. REFERENCEDOCUMENT

1 Training requisitions

With in a month before and after schedule training

Executive(HR/LC)

To be recd. As and when required

WI/T&D/001

2 Trg calendar/trg notice

7 days before start of the month

Executive (HR/LC)

Every month

WI/T&D/001

3 No. of training held w.r.t. planned eveyr month

Variance Head -HR Every month

WI/T&D/001

4 Hours of training held w.r.t.planned every month

variance Head -HR Every month

WI/T&D/001

5 Feedback from trainees and trainer

The contents – positive or negative

Head -HR After month end

WI/T&D/001FT/T&D/010FT/T&D/005/01

RECORDS

FT/T&D/002- training requisition form

FT/T&D/010-participants feedback form

FT/T&D/005/01- Faculty feedback form

FT/T&D/007- Monthly training calendar

FT/T&D/008/01- Employee training card

REFERENCES

WI/T&D/001- Procedure for training system

Overview of training at RIL

The training process at RIL is completely an online process through which each and every employee of reliance is able to enroll themselves for any training which is beneficial for improving their knowledge , skill and attitude towards the organization. In RIL the whole process is designed in such a way that every employee gets a fair opportunity to enhance their skills, so that the optimum performance is achieved. Every employee is given a user account with a password , which they can use to communicate with the company. The information regarding various issues related to employees like employee policy manual, attendance, training , retiral benefits etc. can be accessed from his account. The employees can have the information about various schemes ,policies ,and procedure of various processes ,facilities of the company like fuel cards and reimbursements etc.

HERE IS AN OVERVIEW OF WEB PAGE

TRAINING PROCESS

Training process at RIL is called as ILNA. It stands for INTEGRATED LEARNING NEED ASSESSMENT. An employee can apply online for various training programs through ILNE FOR SELF.

Process is as follows

SELF BOOKING

BOOKING CANCELLATION

SELF STUDY – INITIATE

SELF STUDY COMPLETION

STATUS OF CERTIFICATION

MODULE SELECTION

ATTENDANCE REPORT

TRAINING CALENDAR

ILNA RATING SELF

OBJECTIVE OF THE STUDY

To study Training and Development at RIL.

To find out the pattern and frequency at RIL.

To know the satisfaction level of the employees

related to training and development at RIL.

To find out the effectiveness of training and

development act.

Related to performance of employees.

Right expression of Training and

Development need of employees.

Right development of soft skills like

inter-personal relation and communication skills.

RESEARCH METHODOLOGY

In order to conduct a systematic enquiry one has to adopt

certain methods and techniques. Such methods indicate

the researcher the way of carrying out his research work.

The study is designed to conduct an enquiry of training

and development end program at RIL Allahabad. In this

study the following producer has been adopted.

1. POPULATION:

The population for the present study of employees at

RIL was 50.

2. SAMPLE TECHNIQUE:

Sample technique is convenience sampling. It comes

under non- probabilistic sampling method.

3. METHOD OF COLLECTON OF DATA:

There are various methods in research for collection

of data. Viz

A) Primary Data:

1. Questionnaire method

2. Personal interview 3. Observation Method.

B) Secondary Data:

1. Company Annual Report

2. Company Journal

3. Secondary data are mainly official record,

information of HRD and other departments.

4. DATA COLLECTON:

Data sources:- Primary and secondary

Research Approaches:- Survey method

Research Instrument:- Questionnaires

Sampling Plan:-

• The sample unit was the employees of Reliance Industries Ltd.

• The sample size was 50 employees.

• The sampling procedure was stratified random sampling.

Contact Method:- Personal Interview.

LIMITATIONS

The biggest limitation was time factor one months

is an insufficient time to understand a vast and

complex organization at RIL.

Human nature was my second limitation no matter

how well we questioned the executives.

People response may be based owing to a variety

of reasons such as common beliefs and education

background.

People could not give adequate time to the

questionnaire owing to the work load.

DATA ANALYSIS AND INTERPRETATION

1.Do you attend all the training program?

56% employees says that they attend all the training program and remaining do not attend all the training.

2.Do you recommend others to attend the training ?

80% employees at company says that they recommend others to attend training.

3. Is selection procedure for the training appropriate?

88% employees says that selection procedure for the training program is appropriate.

4.Is training system appropriate?

84% employees says that training system at reliance is appropriate.

5.Is length of training appropriate?

72% people at reliance says that length of training is right and remaining thinks that length of training is short.

6.Is there any practical knowledge in training program?

80% employees says that there is practical knowledge in training.

7.Are you satisfied with the feedback system after training?

Mostly employees are satisfied with the feedback system after training program.

8. Do you think employees should be given trainingby the external trainer?

View of employees are as follows-

9.According to you which method is more suitable?

64% employees says that they like on the job training and remaining are in favor of off the job training.

10. Does your senior staff helps you in your action plan after training? 68% employees says that their senior staff helps in their work after training and 20% says that seniors help them some times in their action plan.

11. Has training reduced the possibility of accidents?

92% employees says that training reduced the possibility of accidents.

12. Has training reduced wastage?

76% employees says that training reduced the wastage.

13. Do you think appreciation for your work is enhanced?

View of employees are as follows-

14. your understanding of job enhanced after training?

View of the employees are as follows-

15. It is possible to solve all organizational problem through training.

View of the employees are as follows –

FINDINGS

The best things that respondents liked about the

program are:

Informative content

Friendly atmosphere

Its practical exposure.

Things they didn’t liked about the content are:

No alternate knowledge was provided

Abrupt and hectic schedule

Its length

68% of the respondents says that they should be

given training by the external trainer infact some of

them says that external trainer is called for the

training program.

Assistance to implement the action plan-

Around 70% fully agree that they received

assistance from their boss.

Mostly employees says that after training their

appreciation and understanding of job is enhanced.

Mostly employees says that training has reduced the

possibility of accidents and it has also reduced the

wastage.

RECOMMENDATIONS

In the plant some important steps should be taken into

consideration to make training effective.

Ensure that training contributes to competitive

strategies of the firm. Different strategies need

different HR skills for implementation. Let training

help employees at all levels acquire the needed

skills.

Ensure that a comprehensive and systematic

approach to training exits, and training and re-

training are done at all levels on a continuous and

on-going basis.

Ensure that there is proper linkage among

organizational, operational and individual training

needs.

Create a system to evaluate the effectiveness of the

training.

Implementation of effective training models like

KIRKPATRICK Model for evaluating effectiveness of

training programs.

Length of the training should be enhance so that

employees can learn all the things in well manner.

CONCLUSION

The project was the addition of the classroom study that I

have undergone plus the practical knowledge that I have

gained during my curriculum part. The project being more

suggestive and practical. I have tried to be more

analytical on various aspects that have been covered.

Throughout the project we have discussed the

need of training and development activities in the

organization as well as the expected outcomes from such

endeavors. In practical, however, it is not uncommon for

individual to be sent to or to attend training events as a

reward for past good work. While recognizing that good

work has its merits, it is our premise that sending

employees to a training program as a reward rather than

fulfill a training and development need undermines good

training and development practices.

QUESTIONNAIRE

NAME: …………………………………………………………………………………………………..

DEPARTMENT:…………………………………DESIGNATION: …………………………....

1. Do you attend all the training programme ?

a. Yes b. no

2. Do you recommend others to attend training?

a. Yes b. no

3. Is selection procedure of candidate for the training appropriate?

a. Yes b. no

4. Is training system appropriate?

a. yes b. no c. can’t say

5. Is timing (length) of training appropriate?

a. yes b. no

6. Is there any practical knowledge in training?

a. yes b. no

7. Are you satisfied with the feedback system after training ?

a. yes b. no

8. Do you think employees should be given training by the external trainer ?

a. yes b. no c. some times

9. According to you, which method is more suitable ?

a. on the job b. off the job

10. Does your senior staff helps you in your action plan after training?

a. yes b. no c. some times

11. Has training reduced the possibility of accidents?

a. yes b. no

12. Has training reduced wastage ?

a. yes b. no

13. Do you think appreciation for your work is enhanced?

a. yes b. no c. Can’t say

14. your understanding of job enhanced after training?

a. yes b. remain same

15. It is possible to solve all organizational problem through training .

a. Agree b. Disagree c. Can’t say

your suggestion for improvement in training and development process, ( if any)

……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….

THANK YOU FOR YOUR CO-OPERATION

BIBLIOGRAPHY

Web Sites:

www.wikepedia.com www.google.com www.hr-guide.com

BOOKS

Gupta C.B. “Human Resource Management” Aswathappa K. “Management” The McGraw-

Hill Davis, Kaith “HR at work- the Dynamic of

Org. Behavior” The McGraw-Hill(1967)