Manual-I

1. The particulars of SAIL-MTI’s organization, functions

and duties

Management Training Institute of SAIL

The Management Training Institute (MTI), founded in 1962, is the Apex

Management Institute of Steel Authority of India Limited (SAIL). MTI

caters to the managerial training needs of corporate cadre executives (E6-

E8) of the company. MTI is an ISO: 9001 Institute since 1994. It operates as

a Unit of Directorate of Personnel of SAIL and organizes over 100 training

programmes every year to meet the needs of managerial training of senior

executives of SAIL. A bird’s eye view of these programmes is given in

Figure-1

In the last 46 years of its existence, MTI has played its part in re-examining

management initiatives and reassessing SAIL’s training requirements. The

Institute has also changed, investing substantially in the new premises

extending its training and accommodation facilities. As in-house training

center, it has SAIL as its main customer. The Institute is known for its

unique contribution towards management education, training, consultancy &

research.

Fig 1

Programme Portfolio: A Snapshot

Skill Enhancement Programmes

Management of Systems & Monitoring Negotiation Skills Communication & Presentation Skills Counseling Skills Creativity &Innovation Problem-solving & Decision-making Training of Training Officers (TOTO) Marketing Decision-making HRM at Shop-floor Presentation Skills for Marketing Executives First Things First and Managing Self & Team

Functional Management Programmes

Cost Control by Design Business Finance & Investment Planning Training of Training Officers Human Resource Management Learning to Manage with Optimum Manpower Contract Management Total Quality Management and Customer Relationship Management Retail Management

Special Programmes

Leadership for Young Managers Leadership through Principle Developing Global Managers Leading for Innovation & Creativity Learning from Each Other Workshops Benchmarking Programme for Heads of Deptts. Corporate Social Responsibility Strategic Brand Management Retirement Planning Corporate Governance

Programmes on Computer

Applications of PC Advanced Programme on Java Advanced Programme on Oracle 9i Advanced Programme on Visual Basic Advanced Programme on WebPages Design

Project Management Programmes

Project Management Contract Management for Project Executives Integrated Approach to Project Management Human Side of Project Management MS Project

General Management Programmes

Advanced Management Programme (AMP) Senior Management Programme (SMP) Holistic Management Enhancing Managerial Effectiveness (EME) Creating Future Strategic Management and Resource Management

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Reputation and Contribution of MTI While SAIL is pioneer in Human Resource Development (HRD), the Institute is known for its unique contribution towards management education, training and consultancy. There are three components complementing each other: • The Corporate HRD • Management Training Institute, and • Plant Training Centres These together embody the total HRD setup of SAIL. MTI concentrates on in-house development of senior executives of SAIL and contributes towards transfer of learning to the actual job thereby giving tangible results towards increasing profitability of the Company. In sustaining during bad times and for turnaround, the Institute has played a significant role by providing a forum for deliberations and brainstorming for identifying the required strategies and action plans for the company. Services Offered by MTI MTI provides the following services: � Diagnosing organizational issues � Assessment of training needs � Design and execution of need-based training � Preparation of training manuals/ case studies/ exercises � Providing consultancy � Research and consultancy in developing effective HRD Systems, and � Disseminating management knowledge through publications

General Information and Data on Training

The training activities are steered and guided by the Training Advisory Board (TAB). This Board is headed by Chairman, SAIL and Managing Directors of Steel Plants and Functional Directors of SAIL are members of TAB. MTI caters to the training need of Corporate Cadre (Asstt. General Manager and above) of SAIL. MTI conducts number of programmes in a year. The statistics for 2007-08 is given below: • Number of programmes : 120 • Number of participants : 1973 Objectives

With following specific objectives, MTI is committed to enhance managerial competence of its customers: • To provide need based managerial training to customers • To facilitate the process of solving managerial problems of customers • To create and maintain an ambience that is conducive to learning • To enrich and disseminate management knowledge through research and publications • To enhance competence of in-house employees for continually improving the

performance of MTI through training and development To achieve the above-mentioned objectives, MTI has a well laid down organizational structure as given under:

SP Patnaik ED (HRD)

VK Sharma DGM (CHRD )

& SFM

MR Panda DGM (Acad )

&SFM

J N Hembrom M (CHRD) &

FM T Purty,Asst.Mgr

(Co-ord)

B Chowdhury,Sr.Mgr(A) & SFM Sanjay Dhar, Sr Mgr (Acad) & SFM P Kumar, Sr Mgr. (Acad) & SFM

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Personnel & Pub. S K Singh,SM (Pers) PK Chawla, AM(Per) P Kumar, JM (Per)

Catering,Hospitality, Horticulture & Housekeeping M Kumar, M(C&H) Ajay Kr, DM (H) J K Thakur,AM(H)

Programme, Despatch, Reprography, Transport, Security RP Mukherjee, M (Prog)

Library, Audiovisual, & Stores N K Vidyarthi, DM (Lib)

SK Chanda, SM (F) K Ansari, AM (F)

H K Ram M (Coord.)

TK De SM (Fin)

Dr Hari Haran, DGM(A) & SFM Dr SK Bhattacharya, DGM (A) & SFM Dr S Datta, DGM (A) & SFM S Jha, DGM (A) & SFM

P Soni, JM (IT)

Dr T Ghoshal AGM (A) & SFM

N Yesodharan, M (Pur) HK Bhagat,M (Acd &Pur)

S Jena Sr Mgr (A) & SFM

B Kundan, JM(Maint)

Our People With 87 people as on 31st July’ 2008, the Institute provides all required services. Since all services are in-house, the Institute is able to meet the changing demands of its customers. Popularly, this Institute is known as ‘Home away Home’ for its customers. MTI has 9 full-time in-house faculty with at least one Faculty having a specialization in the following areas: • Finance Management • Human Resource Management • Information Technology • Marketing Management • Materials Management • Operations Management • Organizational Behavior • Project Management • Strategic Management The grade-wise details of manpower are given in Table-1

Table-1: Number of Employees in different grades as on 31-07-08

Designation Grade No. 1 Executive Director E-9 01 2 DY.GENERAL MANAGER/SR.FM E-7 07 3 ASSTT.GENERAL MGR/SR.FM E-6 01 4 SR.MANAGER/SR.F.M E-5 07 5 MANAGER/FACULTY MEMBER E-4 06 6 DY.MANAGER E-3 02 7 ASSTT.MANAGER E-2 04 8 JR.MANAGER E-1 03 9 SR.DRIVER/S.O/SR.TECHNICIAN S-10 07

10 SR.REPROGRAPHY OP./SR.AVE OPERATOR/SR.COOK/SR.

S-9 09

11 SECTION OFFICER SL-4 3 12 SENIOR COOK/DRIV/SR.PARICHARAK S-8 4 13 SR.PARICHARAK S-7 1 14 SR.PARICHARAK/DRIVER/SR.PARICHAR

AK(C/H) S-6 1

15 SR.PARICHARAK S-5 24 16 SR.PARICHARAK,SR.PARICHARAK(C/H) S-4 5 17 SR.PARICHARAK S-3 2

TOTAL 87 Classification of Clients All Plants and Units of SAIL are clients of MTI. External organizations who received Training from us during the last three years are: • RINL • TATA Steel • NALCO • NTPC • Balmer Lawrie Ltd • Mesco Steel Ltd Details of Training For last three years, the number of programmes with duration and total number of participants covered are given in Table 2 :

Table 2: Training Statistics Programmes Year

Less than 1 week More than 1 week Total Number of Participant

2005-06 130 5 2387 2006-07 129 5 2154 2007-08 113 7 1973 Total 372 17 6514

In SAIL, there are around 6500 executives in corporate cadre (E5-E8) and as per policy laid down by TAB, one-third of the executives should be trained in MTI every year. Thus coverage of last three years is very close to the target. Considering the duration of each programme and number of programmes conducted, the total number of training programme days during last year works out to be 560. However, man-days training during last year is 8214. In last three years, 6514 executives have been trained in MTI. There are 11 in-house permanent faculty members and 69 guest faculty who have taken sessions in the last three years. We have achieved target fulfillment of 117% of the Annual Training Plan. Overall Feedback One of the greatest strength of training system developed over the years for the programs conducted at MTI is that the system is able to capture the voice of the customer. This is

done at various levels. At reaction level participants are required to submit a feedback form, which is all encompassing. This form is continually revised and updated keeping in view the customer’s requirement and is evident from the revision number. The feedback form on program effectiveness has been revised eleven times since 1993. Participants rate the following criterion on a four-point scale: • Overall effectiveness of the program • Each individual session • Overall effectiveness of services • Effectiveness of individual services like travel assistance, room upkeep etc. The Program Coordinator analyses the feedback and makes a summary report. The Management Review Committee (MRC) deliberates and decides immediate Corrective and Preventive actions. Faculty Development Like any other executives, the training needs of members of faculty are assessed through TNA system of the company. In addition to annual training the faculty competence is up graded through: • Training with foreign associates • Advanced courses in National level Institutes • Attending International and National Seminars/ Workshops • Presenting papers in various fora In past, our faculty members received training in British Steel, UK, VAIS, Austria, BHPE Kenhill, Australia, and IRD, USA. In the beginning of year, Functional Facilitator holds a discussion with individual Faculty Member to decide his tasks and targets.

To meet the required targets, the competency level of each Faculty Member is assessed through a Format. A plan is drawn to bridge the competency gap of the Faculty Member.

Two members of faculty are currently enrolled for Ph. D in IIT Kharagpur.

MTI Faculty is networking with other Organizations by visiting them and collaborating on projects. e.g.

• IIM, Indore • ISMU, Dhanbad • MDI, Gurgaon

For existing trainers as well as for development of Line Managers as Trainers, MTI has specific modules of “Training of Training Officers” out of which the module on “Manager as Trainer” is designed specifically for Line Managers. Programmes Conducted through External Agency Some programs of specialized nature that have been conducted at MTI through external agencies are given below:

• Advanced Programmes in Computers • E-Commerce • Accounting Standard • Administrative Vigilance • Corporate Governance

Major Achievements In addition to regular MDPs, MTI has initiated a number of innovative training interventions focused on key organizational issues. Some important initiatives are: Learning from Each Other (LEO) Workshops: These workshops conducted at MTI provide a structured process for sharing of best practices between Plants by facilitating learning from experience. A series of eight workshops titled “Learning from Each Other” were organized at MTI during the year. The aim of these workshops were to share the best practices, methods and techniques followed by SAIL Plants in specific identified areas and learn tools and techniques to sustain these practices through interaction with each other. These workshops were Demurrage Control, Improving Campaign Life of Blast Furnaces, Improving Coke Oven Gas Quality, Increasing Converter Life in SMS, Operating Practices in Reheating Furnaces of Rolling Mills,Operation & Maintenance of Hydraulics Systems and Reducing Return Sinter. Senior executives of SAIL Plants and Units and experts in related areas interacted with participants in these workshops. Skill Gap Analysis Exercise Skill Gap Analysis exercise was initiated in 2004-05 at BSP, BSL, DSP, RSP and RMD. The Critical Skills identified including Most Critical & Urgent Skill gaps have been decriticalised to a great extent. The status of implementation was reviewed continuously and remedial steps were taken to ensure to bridge skill gaps. The exercise, which is a dynamic one, has helped in identifying emerging skill gaps and taking pre-emptive measures to bridge the gaps. Competency Mapping Competency mapping was conducted in the major integrated steel plants for ISO accredited departments and also some non-ISO areas as per the internally developed Methodology to assess employees’ job-wise competencies and bridge identified gaps through relevant training interventions. This potent HRD tool also helped in preventing recurrence of critical skill gaps.

Evaluation of Training effectiveness The Evaluation of Training Effectiveness was conducted for Basic Engineering Skills & Hi-Tech Programmes, PC & Computer Based Programmes, Unit Training and Performance Improvement Workshops (PIWs) in major Plants and units. This was also one of the important parameters in the MoU signed between SAIL and Ministry of Steel for the year 2007-08. These programmes have been selected taking into consideration the duration, frequency, organisation-wide programmes, and usefulness in imparting critical skills. The programmes are being evaluated for training effectiveness at Reaction level/ Learning level, Application level, while assessment of PIWs is done at Results level also. Other Achievements In addition to above major achievements, some of the other initiatives that have given significant results in SAIL are in the area of igniting young minds who are the future of the organization, facilitating major change initiatives and setting the ground for organizational changes by bringing critical issues to the surface. Some of the initiatives that addressed these issues in a focused manner are:

Figure –3 Standard Methodology for Competency Mapping in SAIL

Evaluate the Skill Through on-the-job Performance

Evaluate the Knowledge Through Test

Collate Results and Prepare the Capability Matrix

Reassess After Training

Send the list of Employees Identified for Training to

HoD/HoT

WhetherCompetent

Maintain Records of Individual EmployeesReassessing their Competence at least once in two years

Select the Departments

Identify Key Functions /Areas /Job Clusters / Quality Positions / Work Platform

List the Competency required in each area of the above

Identify employees occupying the positions

Design the format & prepare the test questions

Yes

No

Some of our Programmes � Advanced Management Programme: The programme is organized for newly promoted

General Managers of SAIL. The programme aims at enabling the participants to develop understanding of the emerging business opportunities and challenges and the organization with entrepreneurial approach and values –based management.

� Business Finance & Investment Planning: The programme enables participants to appreciate the financial challenges of business so that they can identify their role in meeting them by acquiring the basic knowledge of the various aspects of finance and applying it to manage costs and to make more effective business decisions to improve the performance and profitability of the company

� Cost Control by Design: The programmes enables participants to realize the increasing significance of profitability as an strategic toll for competitive advantage, understand and interpret the cost information available to the department for identification of key areas for cost reduction and plan innovative measures for cost reduction in their departments

� Corporate Social Responsibility: The programme is developed to sensitize managers about the increasing importance of corporate social responsibility of business and reinforce their predisposition for effective implementation of CSR Initiatives.

� Customer Relationship Management: The aim of this programme is to enhance customer value through managing customer relationships more effectively.

� Communication & Presentation Skills: The programme is aimed at enabling the participants to manage the work situations effectively through adept communication and enhance presentation skills.

� Counselling Skills

� Holistic Management: The aim of this programme is to bring in change in the focus of senior executives from a functional orientation to a hopistic one to meet the newer challenges of today’s competitive business environment.

� Creating Future: The aim of the programme is to develop newer insight for future under changing business environment and impart necessary competence to visualize and create future by managing change.

� Marketing Decision Making: The programme aims at enabling marketing executives to respond to market uncertainties more effectively through better application of modern marketing tools and techniques and superior marketing decision-making ability. The learning in this programme is reinforced through a sophisticated marketing simulation game designed to reflect the complexities, uncertainties and challenges inherent in marketing decision-making and analysis process.

� Contract Management: The programme is focused on imparting necessary inputs on the essential features of management of contracts including Indian Contract Act, strategies for contract preparedness, execution and closing of contracts, modes of

tendering and their advantages, effective tools and practices of evaluating contracts and cost reduction, legal and statutory requirements for employing contract labour, conciliation/arbitration practices/procedures and statutory & commercial issues of contract labour w.r.t job / works contract.

� Developing Global Managers: The programme aims at providing insights into the global perspective of business in today’s changing business scenario and developing managers to manage fast changing business most effectively.

� Time Management: The programme aims at developing skills in managing self and time effectively and harness skills in time planning required to achieve organisational goals as well as life objectives

� Enhancing Managerial Effectiveness: The programme focuses on making participants aware of the changing business scenario and their role to achieve organisational goals and acquire the managerial skills essential for their role transition.

� Managing Self & Team: The aim of this programme is to enable the participants to develop self-capability and strong orientation to work in teams.

� Negotiation Skills: The programme aims at helping participants to appreciate the significance of negotiation and enable them to develop / enhance effective negotiation strategies and skills for delivering results in the workplac.

� Problem Solving & Decision Making: The programme aims at helping the participants in improving their problem-solving and decision-making skills under increasingly demanding nature of managerial jobs.

� Project Management : The course concentrates on imparting an integrated approach the management of projects and in this way helps the individual members develop their managerial skills and their ability to work in teams for accomplishment of projects in time.

� Retail Management: The aim of this programme is to develop knowledge and skills of participants essential to manage retail business and equip them with tools and techniques so that they can manage retail business most effectively.

� Strategic Management: This programme will enable the participants to orient themselves towards strategic thinking, understand key issues w.r.t. formulation and implementation of business strategies that will affect the future Identify issues for achieving corporate goals effectively.

� Training of Training Officers: The aim of this programme is to develop the managers as trainers through systematic approach to training so as to enable them to carry out training needs analysis and develop relevant training situations to meet the training objectives.

Learning from Each Other A series of eight workshops titled “Learning from Each Other” were organized at

MTI during the year. The aim of these workshops was to share the best practices, methods and techniques followed by SAIL Plants in specific identified areas and learn tools and techniques to sustain these practices through interaction with each other.

The eight workshops organized during the year were on:

1. "HR Intervention for Developing Multi Skill in SAIL"

2. "Implementation of Strategy for Completion of Projects in Time"

3. "Improving Availability/ Utilization/ Productivity of Earth Moving Equipments in Mines" at RMD Kolkata

4. "Strategies for Achieving Zero Accident"

5. "Arrest Bearing Failure in Mills"

6. Reducing Ferroalloy Consumption in SMS

7. Warehouse Management

8. Reducing Ferro-Alloys Consumption in SMS

The senior executives of SAIL Plants and Units and experts in related areas interacted with participants in these workshops so that parallel sharing of knowledge and best practices can take place. Experts in the field provided the faculty support for the programme. The participants have implemented feasible improvements and solved bottlenecks at their workplace after getting the opportunity to learn the best practices.

Executives from Different SAIL Plants in a LEO Workshop

Publications

To disseminate knowledge, MTI brought out the following publications: � ‘Growth’ (a quarterly journal). This Journal is well-

circulated and well read. The journal seeks to enrich and disseminate management knowledge through its publications and is widely circulated. It provides learning opportunities, stimulates discussion on achieving performance excellence and delivers the means by which individuals, organizations and society can improve. For interested readers, it is also available on SAIL’s website – www.sail.co.in.

� Compendium of Select Papers submitted for the Chairman’s Trophy for Young Managers titled “Energizing the Workforce to Unleash their Potential”. Authored by young managers of SAIL, the articles are based on field research on contemporary managerial issues in the organization.

� Case Book is released on the Foundation Day, 25th June, of MTI every year. So far, 12 volumes have been published. MTI is the only Institute in the country, which brings out Case Book every year.

� Papers Published by MTI Faculty

• “The Purpose of Business” – published by Dr T Ghoshal, AGM (Acad.) & Sr. Faculty Member in the Journal of Indian Institute of Coal Management, Ranchi

• “Corporate Governance and Communication” - by Shri Bishwajit Chowdhury, Sr. Manager (Acad.) & Sr. Faculty Member and Dr T Ghoshal, AGM (Aca.) & Sr. Faculty Member, in “Growth”, the Management Journal of MTI

• “Role of Public Sector Enterprises in India & Socio-economic Growth of India” in the National Seminar of Institute of Engineers, Ranchi.

• Reinforcing Marketing with Customer Relationship under Changing Market Scenario” by Dr Hari Haran, DGM (Aca.) & Sr. Faculty Member, in “Growth”, the Management Journal of MTI

• “Value Creation and Sustainable Competitive Advantage for Corporate Leadership” by Shri Bishwajit Chowdhury, Sr. Manager (Acad.) & Sr. Faculty Member in “Growth”, the Management Journal of MTI

• “Value Creation and Sustainable Competitive Advantage for Corporate Leadership” by Shri Bishwajit Chowdhury, Sr. Manager (Acad.) & Sr. Faculty Member in “Growth”, the Management Journal of MTI

• “Roadmap and Scorecard for Values and Ethics in HRM” presented by Dr Hari Haran, DGM (Acad.) & Sr. Faculty Member in the AAXISS Seminar on Values and Ethics in HRD at Xavier Institute for Social Service, Ranchi.

• In addition to the above, members of the Faculty have contributed Articles, Book Reviews, Case Studies and Article Digests for “Growth”, Management Journal of MTI

Competency Mapping Competency mapping is a very useful process for assessing and developing the competency levels of the employees. Competency mapping was conducted in the major integrated steel plants for ISO accredited departments as per the internally developed methodology to assess employees’ job-wise competencies and bridge identified gaps through relevant training interventions. This potent HRD tool also helped in preventing recurrence of critical skill gaps. Evaluation of Training effectiveness The Evaluation of Training Effectiveness was conducted for Basic Engineering Skills & Hi-Tech Programmes, PC & Computer Based Programmes, Unit Training and Performance Improvement Workshops (PIWs) in major Plants and units. This was also one of the important parameters in the MoU signed between SAIL and Ministry of Steel for the year 2006-07. These programmes have been selected taking into consideration the duration, frequency, organisation-wide programmes, and usefulness in imparting critical skills. The programmes are being evaluated for training effectiveness at Reaction level/ Learning level, Application level, while assessment of PIWs is done at Results level also. In-house development of training resources: For developing Training resources in-house, a case book was compiled and comprehensive self contained Trainer Manuals were prepared for programs like “Resource Management” and “HRM at Shop-floor”. Training Infrastructure The Training infrastructure consists of four centrally air conditioned Conference Halls for main sessions, four syndicate rooms for group discussions, a Computer Lab, Open learning Centre with computer based training packages, library with nearly 15,000 books and 126 journals. Training aids like over 240 Video Cassettes/CDs of management films, LCD/DLP projection systems, facilities for audio/video recording and playing back of proceedings, business exercises or role-plays are available.

For residential purposes, the hostel has centrally air-conditioned 51 double-bed rooms for participants and 10 rooms for visiting faculty members. Running hot water is ensured to all the rooms through Solar heating system. Every room is provided with an intercom and CTV Sets. The Institute’s Fitness Centre is equipped with a Multi-gym, vibrator, a body trimmer, a rowing machine, static cycle, etc. A 585 meter long and 1.2 meter wide Fitness Path running through the green trees invites the participants to jog or walk.

Furnished to accommodate about 250 persons, the Institute’s Auditorium is also centrally air-conditioned

For recreation, the Participant’s Lounge in the hostel has newspapers, magazines and a television set. Participants can enjoy playing badminton, lawn tennis, volley ball and also indoor games such as table tennis, carom board and chess.

Medical help is available round the clock at the company’s hospital in the vicinity of the institute.

Learning Strategy:

MTI believes in andragogy and it follow SAT approach as depicted in Figure 4. All programmes in MTI have structured input as per requirement of the participants. The structured input and participative approach through syndicate work, cases, role-play, simulation, out-door exercises etc. ensure that learning is effective. As mentioned earlier, learning sheet is used to record learning not only from programme but from each session. Action plan for application of learning is also part of the learning sheet. Post training contacts with participants and studies of post-training effectiveness facilitates application of learning.

Figure 4: SAT approach

Evaluation of Training: MTI conducts training related to management subjects and such training influences thought and behavioral process of the participants. There is no full-proof, well-accepted

Examine Company Plans & Objectives

Set

Assess Overall Training Needs

Define Mgt. Responsibilities

Appoint and Train Training Staff

Assess Trg. Need in Detail

Prepare Trg. Programme

Commence Trg. Prog. and keep Records

Compare Results with Objectives

SAT

methodology through with impact of management training at performance and result level can be evaluated. MTI, therefore, evaluated its programme at three levels: • Reaction • Learning • Application But, evaluation of training is of no value if training has not been conducted systematically. MTI, therefore, gives due importance to quality of training.

Quality of Training

To assess relevance and process of training, the Training Department has Quality Management System (QMS) in place. The QMS at MTI is certified to the ISO 9001-2000 Standard. The audit of quality of training is done every quarter by internal auditors. Annual audits are conducted by external auditors and certifying agency conducts surveillance audit once in a year. The Management Review Committee (MRC) meets every quarter to look into deviations and thereby decides about corrective action. Using various indices, the committee also reviews the trend and variation over a period of each quarter.

Effectiveness of Training at Reaction Level: For assessing training at reaction levels following three indices are used:

(i) Customer Satisfaction Index (CSI) (ii) Support Service Index (SSI) (iii) Content and Process Rating (CPR) of individual sessions After each programme, the reaction level assessment is obtained from the participants on a prescribed format. Based on responses, the CSI on a four-point scale is obtained. Similarly SSI is also calculated. Each session of the programme is assessed by the participant for its content and the process adopted by the concerned Faculty. The minimum acceptable level is 3 and there are efforts for continual improvement by progressively increasing the minimum limit every year.

Effectiveness of Training at Learning Level: A lot of importance is given to the second level of assessment that is, learning. What do they learn and what learning they intend to apply at work place is important piece of information to assess effectiveness of any Management Training Programme.

A system of Learning Sheet has been introduced in every training programme. A well-structured format of Learning Sheet is distributed to all participants . Participants are requested to record learning points against each session of the programme. They are also expected to specifically list down those proposed applications for which the progress can be monitored by them. Copies of this sheet are retained by MTI and the Participant. A copy is also sent to the Head of Department (HOD) of the participant with request to guide and support the participant in applying his learning points at the workplace.

Application of Training at Application Level: Assessing effectiveness of training at result is a long drawn process. There are various methodologies but each methodology

requires collection of primary data from the workplace of the participants. In 2006-07, following two programmes were taken-up for post-training effectiveness: • Managing Change • Cost Control by Design

Steps Taken to Align Training Strategies with Organizational Goals/ Business Plan

The following steps have been taken in MTI to align training strategies with goals and plans of SAIL:

• Generating awareness and commitment to Corporate Plan – 2012.

• Identifying shortfall in critical skills and conducting Competency Mapping Exercises.

• Extending necessary support for company wide interventions relating to Project Management, Knowledge Management, Total Productivity Maintenance, Enterprise Resource Planning, Economic Value-added, E-business etc.

• Learning from each other Workshops to get synergistic effect.

• Performance Improvement Workshops at Plant locations

• Reviewing Policy and system of Training Needs and evaluation of training effectiveness.

As shown in Figure 5 the priority areas for training are:

Figure 5: Focus Areas of Training

System of Training Need Assessment

Training Need Assessment (TNA) in SAIL is an annual exercise. TNA for corporate cadre executives is done by MTI. Reporting Officers are given TNA form some time in the month of October to write the job profile, required technical and managerial competencies of the job and to identify gap in competencies of the jobholder for each executive under his span of control. On the basis of previous training records and consultation with the representative of Training Department, training need of executives are identified. The comments of the Reviewing Officer are obtained on the identified training needs. The filled-in forms are then submitted to MTI by November of each year.

The representatives from MTI visit Plants and Units to verify training needs and find out Organizational, Departmental and Individual training needs from Heads of Department, CEO of Plants, Directors of SAIL and other members of Top Management are also contacted to find out Organizational Training Needs.

All these needs from multiple sources are compiled and analyzed. This analysis is used for preparing ATP and earmarking executives for different training programmes. Based on the training needs assessed, the Annual Training Plan is prepared which becomes operational for the ensuing financial year i.e. April – March.

Figure 6 depicts the complete cycle of SAT adopted by MTI and the role of Training Need Analysis in the whole process.

Training

Prompt decision making

Leadership at all levels

Sustaining growth

Implementation of projects

Figure 6: Training Need Analysis Chart

Training Methodology

All training programmes at MTI being targeted towards practicing and experienced managers are participative by design. The theoretical inputs are backed up by practical

Identification of Organizational Problem with possible training solution

Training Need Analysis

Setting Programme Objectives to meet the identified needs

Design of the Programme to fulfill the defined objectives and specifying requirements

Verification of the design

Pilot Run and Design Validation

Refining Design

Conducting Programmes

Evaluation of Results

Preparing Trainer’s Manual

examples and syndicate discussions. Business Cases are used in all programmes. The programmes, which contain behavioral inputs, are often supported by role-play, instruments and outbound exercises conducted in a serene atmosphere. Yoga and physical exercises are also integral part of some development programmes aimed at enhancing individual effectiveness and group dynamics. Role Play and Hands on Exercises support skill related programmes. Computer simulated games and exercises help the participants to hone their newly learned skills in a competitive environment.

Over the years, MTI has developed expertise in writing cases. So far, 10 volumes of cases have been published. These cases are not only used in MTI but in other organizations also. To meet this demand Sterling Publisher, New Delhi has brought out a priced edition of cases of MTI entitled “Management Cases for Business Managers and Trainers”. Factors to be Considered Prior to Training

Before acceptance of customer requirements, MTI ensure that:

• The requirements of the customers, stated and implied, are understood and established.

• The profiles of trainees are obtained.

• The resources and infrastructure at MTI meet the requirements of the customer.

• The deviation or difference, if any, is resolved.

• The record of agreed customer requirements is maintained.

The new programme is not launched unless the design of the programme based on training needs is verified by the customers.

Training Process Manual

The Quality Management System Planning at MTI is illustrated through the Training Process Flow Chart given as Figure 6. Management Training Institute has two kinds of customers – Customers in SAIL and Customers external to SAIL. About 7000 senior executives and their training needs are assessed through system of TNA. The needs of customer external to SAIL are either assessed directly or through SAILCON – the consulting wing of SAIL.

Training Linked to Career Progression and New Roles

Training for the Corporate Cadre is dovetailed with growth through a set of General Management Programmes linked with hierarchical progression, as shown in Figure 7

Maintenance

Personnel & Training

Library

Hospitality

Purchase

Services From

Programme Office

Product Delivery�Management Programmes�Performance ImprovementWorkshops�Management Consultancy�Workshops and Seminars�Program related services�Management Research�Publications

Feedback�HoT’s feedback

�External customers’ feedback

�Effectiveness study

�Coordinators’ report (includingparticipants’ feedback)

�Learning Sheet

Customers’ Needs Identification

SAIL�Heads of Training�CEs/ EDs of Plants/ Units�Training Advisory Board�Training Needs Analysis�Published Documents

External to SAIL�Direct requests from customers�Through SAILCON

ReviewAnalysisDesign

Figure 6: Training Process Flow Chart at MTI

E1/E2 – MDP I

E3/E4- MDP II

E5 - EME

E6- HM

E7- SMP

E8AMP

Figure 7: MDPs linked with Career Progression

In addition to these, MTI organizes programs for specific roles, as they arise from organizational strategies. Some examples are

� Programs on Project Management for “Key Drivers” of Projects, a role that arose of the current strategy of growth that involves major projects.

� Programs for Community Coordinators at Bhilai Steel plant, a role created to forward the Knowledge Management initiatives through Communities of Practice

Blend of Faculty

The institute’s faculty represents a unique blend of academicians and successful practicing managers. They are backed up by a large number of senior line managers, professors from knowledge institutions and foreign and Indian consultants. Thus, there is a judicious mix of theory and practice forms the core and its experience and expertise is geared to conduct a range of need-based training programmes in all the training programmes at MTI.

Training competency models for Faculty At MTI the different roles of a Trainer are structured through the allocation of tasks and targets and the role definitions are clarified through the Quality Management System where the role expectations are delineated. The different role expectations and operating mechanisms for trainers are given in Table 3

Table 3: Role expectations and operating mechanisms

Role Expectation/ Activity Operating Mechanism Faculty role • Taking session: The Faculty is expected to

have a good grounding in the theory and Practice of the subject.

• Empanelment in Faculty

panel • Minimum number of

sessions indicated in tasks and target

• Trainers Manual Administrator role • Program Co-ordination task includes the

complete cycle of running a program, all the way from ensuring participants get the invitation letter, arranging Faculty, conducting the program, collecting feedback and preparing the program coordinators report.

• Reflected in the Program

Calendar • Detailed procedures for

Program coordination in QMS, including checklist

Research Role • Publish papers, carry out research studies and

develop cases. • Book Reviews • Article digests of Articles in Leading Journals

• Publication as a measure of

Academic Function in the QMS

Consultant Role • Conducting workshops: Performance

Improvement Workshop (PIW), “Learning from Each Other(LEO)

• Process consultancy for launching new initiatives like Knowledge Management

• LEO workshops indicated

in Training plan

• Based on request from Plants/Units

Training for the different roles is provided during the induction training process. In addition to that specific training is also provided through special modules of TOTO (Training of Training Officers). That includes Project work in addition to the structured inputs. Some of the projects done by TOTO participants are given in Annexure J The different modules in TOTO, which collectively address all the trainers roles are given in Table 4

Table 4: Different TOTO Modules

Module Programme Module-1 Systematic Approach to Training (Phase I) Module-2 Systematic Approach to Training (Phase II) Module-3 Training Techniques Module-4 Dealing with People (Interpersonal Skills for Trainers) Module-5 Appreciation Programme on Systematic Approach to

Training Module-6 Trainer as Internal Consultant Module-7 Programme for Manager as Trainer (Phase-I & II) Module-8 Instructional Skills for Occasional Trainers Module-9 Computer as an Aid to Trainers

Extra-mural Activities In addition to the structured time for the sessions, which normally is from 9:00 AM to 5:15 PM, the participants have a number of options for extra-mural activities, which include

• Yoga classes. • The library. • A fitness center • Indoor and outdoor games • A fitness path. • CTV with cable connection in each room • A recreation lounge • Internet Facilities • Video Conferencing Facilities