summr training report on HRD

8/3/2019 summr training report on HRD

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TABLE OF CONTENTS

Certificate Acknowledgement Objective of study

I. Company Profile

II. Introduction to P & A Department of company

III. Human Resource Management

IV. Human Resource Development

V. Research Methodology

VI. Conclusion

VII. Bibliography

ACKNOWLEDGEMENT

Through this acknowledgement, I express my thanks towards all those people who helped me for the preparation of Summer Project Report, which has been a learningexperience.I am extremely thankful to Mr. Naresh Ranka (Sr HR Executive) for getting me acquainted to the company and giving me the golden opportunity to carryout this interesting training at Welspun .

I would like to thank Ms. Harishta Jahkar Mr. Vikash Bhatt, Mr. Ramesh Vagdiya, Mr. Sunil Mishra, Mr.Anil Barkhda for helping me to do my project successfully.

I am grateful to each one working in the organization for their humble and generous behavior towards me. I am sincerely thankful to the team of PCMD.

In addition of allowing me to industrial training of the company and study of the organization and various aspects of managerial functions, they provide me many details. In the preparation of this study report, I take this opportunity to thank our Director Dr. D.P. Gheeya And our Principal Mr. Manish Kacchwaha and faculty member of the LUCKY INSTITUTE OF PROFFESSIONAL STUDIES, JODHPUR who have accompanied me and providing me all the facilities to make the industrial training more fruitful.

Last but not least I am also grateful to my friends and all those whodirectly or indirectly helped me in completion of the project.

Yogesh joshi


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OBJECTIVE OF STUDYToday, is the age of globalization, age of science and technology where one willfind now invention and discoveries at every mode of life. The standard of living of every person is changing and becoming sophisticated everyday. It is due to sudden globalization in the economy now as we go towards the market; we see achanging trend due to particular brand and selection of it. In the field of education, new courses are introduces with having practical training, which needed

but the theoretical knowledge is also being important. So, that we are aware with practical phase in business dealings and life.Management is a field, where Managerial & Practical Knowledge is required. Witha view to getting practical knowledge of Industry, I needed to take training inthe Industry according to our syllabus of practical study subject because onlytheoretical knowledge is not enough to get knowledge of business. Practical knowledge helps a person to overcome real life problems.Industrial acquaintance for B.B.A student is the most factors, to enlighten ability to understand acute competition after globalization of business. Practicaltraining has been incorporates in the curriculum of BBA which enables the management student familiarizes and equips them with the practical aspects of management. This benefits as it cultivates habit of business students thinking and sens

e of professionalism. Thus, a student knows how theoretical aspects of classroom have been implemented in business.During this Project, we are more confident about Practical Experience of business Management. So, objective to study this summer Project is one kind of training Program so when we enter into any business at that time we can be more confident then others.As I mention meaning of Training in Preface and again I would like to repeat soit is clearer objective of Study.T- Train mind and develop talentR- Regularize sense of self discipline in businessA- Alertness and analyzing capabilityI- Initiation with creativityN- None compromising with quality of product

I- Inspiration source to pearsN- Negotiate matter with emotional intelligenceG- Gaining knowledge

CHAPTER 1

COMPANY PROFILE

This Chapter Contains:

Brief of Company Companys Mission


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Companys Vision Corporate Identity Introduction to WELSPUN at Anjar

COMPANY PROFILEBrief of CompanyWelspun Gujrat Stahl Rohren Ltd. Is now Welspun Corp. Ltd. Set up in 1995 as Welspun Gujarat Stahl Rohren Ltd., Welspun Corp Ltd. is today probably the largestDiameter Line Pipe Company in the World with a capacity of 2.0 MTPA. The Financial Times rated WCL as the 2nd Largest Large Diameter Pipe Company in the World when its capacity was 1.0MTPA. WCL was also recognized as the Emerging Company of the Year (Economic Times Corporate Excellence Awards), in 2008.With a strong culture of Engineering Excellence WCL takes pride to be amongst themost preferred suppliers of Line Pipes in the World. The Company has supplied pipes for the toughest of projects and has a credible list of clients unmatched i

n the Industry.In Gulf of Mexico, WCL is known as the Company which supplied pipes to the deepest pipeline project (Independence Trail project) in the United States and Canada, the Company has supplied the longest pipeline (Keystone Project from Canada to U.S.).In Peru, WCL has to its credit of supplying to the highest pipeline (Peru LNG) and in the Persian Gulf WCL supplied pipes for the heaviest pipeline (IGAT IV).WCL currently offers a one stop solution in line pipes with a capacity to manufacture Longitudinal (LSAW), Spiral(HSAW) and HFERW / HFI (ERW) pipes. The company additionally offers coating, bending and double jointing facilitates thereby offering a 360 degree pipe solution to its customers.Welspun Corp Ltd. comprises of:Welspun Pipes Division: With facilitates in Dahej (Gujarat), Anjar (Gujarat) an

d Mandya (Karnataka) in India and Little Rock in U.S., WCLs Pipes division is today probably the largest in the World.Welspun Plates and Coil Division The one-of-its-kind stackel facility can manufacture Plates up to an enviable width of 4.5 meters and Coils up to 2.8meters wide. Besides catering to the internal requirements of Welspun, this facility alsoservices high-end Plate and Coil manufacturing for external clients.Welspun Tubular LLC (USA) Adjacent to the Little Rock Port, this state-of-art spiral pipe and coating facility is spread across 740 acres and has annual capacity of350,000 tons and is one of the largest industrial initiatives in the state of Arkansas, USA..The Company recently announced the acquisition of a 44 acre site formerly owned by the Wheatland Tube Company.Welspun Natural Resources Ltd.: Welspun Natural Resources Ltd has a joint venture with Adani Enterprises Ltd. to form Adani Welspun Exploration Ltd.It has a portfolio of eight oil and gas assets, in India, Thailand and Egypt.Welspun Energy Ltd. Welspun Energy Ltd. has been incorporated to setup Thermal Power plants and also to fulfill the commitment towards Green Environment by setting up Solar, Hydro, Biomass and Wind energy power generating facilities.Welspun Infratech Ltd: - Welspun Infratech Ltd Recently announced the acquisition of MSK Projects India Ltd. thereby marking Welspuns entry into the $500 dollarinfrastructure sector in India. The Company now has the capabilities to lay of oil & gas and water pipelines.Year by Year History :-1985: Started as a small Polyester Texturising yarn unit at Palghar named Welspun Winilon Silk Mills Ltd1993: Inception of WIL. Welspun entered into manufacturing of Terry Towels at Va

pi plant1995: Cotton Spinning unit set up at Vapi (Backward Integration)1997:Inception of WGSRL. Welspun diversified into manufacturing of steel pipes -


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Message from Shri. Narendra Modi, Chief Minister, Gujarat

Gujarat today, offers an unlimited opportunity forinvestors to partner in its future progress, thanks to its well development infrastructure, bountiful natural resources, enterprising people and a responsive and stable government with transparent and consistent policies.

In my eyes, tomorrow Gujarat can be summarized with the four Fs. Farm to fabric

to fashion to foreign. This will not only lead to increased revenues and job opportunities, but also put Gujarat on the global map. And I

m sure that day isn

tfar.

It gives me great pleasure to note that Kutch is well and truly on its way to becoming an industrial paradise. I m happy to witness the participation of key international players like Welspun who have contributed handsomely to bring Anjar back to its full glory. I

m sure; they will continue to deliver their promise.A promise that extends well beyond economic and commercial growth and includessocial upliftment too. I Admire this spirit of enterprises and wish them good luck and success in all their initiative and ventures.

INTRODUCTION OF WESPUN GROUP AT ANJARWelspun City , a 2500 acre township set up in the heart of Anjar is the backboneof Welspun. It was established in 2004 with an initial investment of Rs. 13,500million.Today Welspun City houses a state-of-the-art Line Pipe mill which is capable ofproducing Spiral Arc Welded (SAW) Pipes both Helical and Longitudinal pipes ofthe finest grades and international standards. This is in addition to the ERW pipes which it manufactures.The one-of-its-kind Textile Mill produces Terry Towels and Bed linen of the finest and the best quality in the World. These products are mostly exported to thetop retailers of the Globe which includes most of the Fortune 100Companies like Wel Mart, Target and J.C. Penny amongst others.Welspun City takes pride in housing one of the only three Plate-cum-coil mill ofits kind in the World. This mill with a capacity of producing plates up to 4.5meters width and Coil up to 2.8 meters wide is all set to improve Welspun

s operational capabilities.Welspun City is additionally a prime example of continuous efforts of protectingthe environment with a strong emphasis on a-forestation.

The township is in the process of turning itself in the creation of the largestgreen belt in the area, with a veritable forest of about 500,000 trees which inc


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ludes the Jatropha tree, the drought resistant perennial whose seeds is used toproduce bio-diesel.

Key Management of Company :-

BOARD OF DIRECTORSName DesignationMr. Asim Chakraborty DirectorMr. B. K. Goenka Chairman and Managing DirectorMr. K. H. Viswanathan DirectorMr. M. L. Mittal Executive Director FinanceMr. Nirmal Gangwal Director

Mr. N. Shankar Nominee of Export Import Bank of IndiaMr. Rajesh R. Mandawewala Joint Managing DirectorMr. Raj Kumar Jain DirectorMr. R. G. Sharma Director

CHAPTER 2

Personnel & Administration Department of WELSPUN

This Chapter Contains:Personnel SectionAdministration SectionWelfare SectionWelfare activities of WELSPUN

PERSONNEL & ADMINISTRATION DEPARTMENT

Function of Personal section


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Roll of personal section

To keep manpower inventory/planning of HRD/planning for redeployment. To assist department to prepare manpower requirement. To review the management structure periodically and suggest change, if any. To care of selection, recruitment and selection procedure. Performance appraisals. Promotion policy formulation and implementation. Salary and perks administration. Career planning and succession planning. To take care of the social security aspects of the employee. Job study, job rotation etc.

RECRUITMENT CHART

RECRUITMENTIt is necessary to keep organization successfully running & growing. To achievethis objective, that only the best and most suitable employee are appointed/promoted in each post. Thus, the recruitment and promotion policy of the organization shall be to recruit the most suitable person to each post. So far as the suitable of candidate is concerned, this should be judged by a committee of senior officer.Selection or appointment of a candidate to a vacancy either from outside WELSPUNthrough direct recruitment or on deputation.In WELSPUN all recruitment to H1 grade and above shall be made on all India bases and to Grade H2 and below on local Unit basis.

Recruitment Procedure in WELSPUN

In WELSPUN recruitment is done for two groups of employees.There are:-1) Apprentices


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2) Group c & d which includes Doctors & nurses Security Technicians etc.

Sources of Recruitment

Direct recruitment. Promotion of departmental candidate. On deputation basis from Government or other Organization. On contract for specified period. From amongst the trainees/ apprentices of society. Campus interview as approved by the competent Authority from time to time.

The list of the panel of selected candidates drawn for the purpose of recruitment from outside will be valid for a period of six months. The validity of the panel may be extended for another six months with the approval Management Director.

INDUCTION

The main objective of placement is to fit the new employee to the job demands. As the new employee is not aware of the organization philosophies culture, different department etc, he is put into the process of INDOCTRINATION. It means that the philosophies and approaches of the organization are slowly included to the employee for easy adaption in the organization. In general, this process takes place, while the new employee is put under INDUCTION.

Finally the purpose of INDUCTION is to:

Introduce of personal protective gadgets, safety and fire fighting.

Introduction to new employee and organization to each other, to help them becomeacquainted and to help them accommodate each other. He is made aware of how his job fit into the overall operation of the organization.

PROBATION

All regular appointments against permanent vacancies whether on first appointment or on promotion, shall be on probation for a period of six months in the firstinstance.

PERFORMANCE APPRAISAL

Performance Appraisal is the systematic evaluation of the individual with respect to his/her performance on the job & his/her potential development.

Objective of performance Appraisal

To effect promotion based on competence & performance. To assess the training & development need of employees. To help considering employees suitability for different types of assignments, transfer & placement. To let the employee know where they stand in so far as their performance is concerned and to assist them with constructive criticism & guidance for the purposeof their development.

Performance Appraisal in WELSPUN


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For the different grades there are different appraisal forms.

1. Performance appraisal forms for Grades H2 and below.2. Performance appraisal forms for Grades H1 and belowIn applying and using the appraisal system it will have phases: Reporting Evaluation

Follow-up

The rating of the employees should be done annually at one time. The first pageof the appraisalFormat is to be filled by the personal Department and passed on to the Appraising Officer by 1stWeek of April and send it to the Reviewing Officer and from him to the AcceptingOfficer. TheAccepting Officer after recording his Observation on the appraisal of the employee will send the report personal department latest by the end of April.

The instruction provided in the appraisal form to be carefully gone through by i

ndividual appraiser bearing in mind that the later will be rated eventually.

In case of disagreement among the Appraisal and Reviewing Officer, the AcceptingOfficer should hold discussions with all of them and finalize rating.

In case performance of the employee is below Average or excellent, same shall becommunicated by personal Department to M.D after the appraisal is accepted by the competent Authority.

PROMOTION

Promotion means reorganization of ability to perform higher responsibility an improvement in pay, prestige, position and responsibilities within his or her orga

nization.

Purposes of promotion To motive employees to higher as follows. To attract and retain the services of qualified and competent people. To recognize and reward the efficiency of an employee. To fill up higher vacancies from within the organization. To build loyalty, morale and a sense of belongingness in the employee.

TRANSFERS

Employees who are transferred from one location to another by the Management shall be entitled to the following benefits:

6 days joining time. Shifting allowance. Daily allowance for self and family members for journey period. Expenses for transportation of personal effects as per entitlement provided in TA/DA rules and costs on the transportation of conveyance for those drawing FLTE(fixed local traveling expenses).

However, the above mentioned benefits will not be extended to employee who are transferred from exiting location to desire location on their own request and will be entitled on for journey fare.

SALARY AND COMPENSATION STRUCTURE:


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The basic purpose of wage and salary administration is to establish and maintainan equitable wage and salary structure. Its secondary object is the establishment and maintenance of an equitable labor-cost structure, i.e., an optimal balancing of conflicting personnel interests so that the satisfaction of employees andemployers is maximized and conflict minimized.For it has been rightly said that People do what they do to satisfy some need. Be

fore they do anything, they look for a reward or pay-off.Thus wage and salary programme have four major purposes: To recruit persons for a firm. To control payroll costs. To satisfy people, to reduce the incidence of quitting grievances, and fractionsover pay. To motivate people to perform better.

ADMINISTRATION SECTION

The major task of Administration Department is of transportation of employees fr

om their residential places to the plant and back. For this purpose there are four buses owned and seven buses and six Tata Sumos are rented from outside. Further all the Joint General Managers, general Managers and senior General Manager are provided with Honda city to each of them for conveyance to and for between plant and residence.

The land, on which the factory premises are situated, belongs to Kandla Port Trust and the land is taken on 30 yearly lease bases. Their renewals payment of yearly ground rents and correspondence regarding this issue etc. is done under theadministration department.

Communication Mobile are provided to the chief managers and above by WELSPUN. Payment of its bill up to a ceiling of Rs.1000/- per month, payment of the bill of

land lines lease lines BSNL phones and the reward and outward correspondence such as letters couriers telegrams are done by administration department.

Other activities done by administration department are:

Cleaning in the office premises. Transportation of R.O. Water Township to Plant Premises. Procurement and distribution of office furniture in the office and township. Procurement and distribution of office stationary to various sections wherever required in proper proportion so as to avoid its misuse. Official tour for employees and also the arrangements regarding reservations etc. are arranged by this department.

WELFARE SECTION

Welfare means faring or doing well. It is a comprehensive term and refers to thephysical, mental, moral, and emotional well being of an individual. Labor welfare, also referred to as betterment work for employee, relates to taking care ofthe well being of workers by employers, trade unions, government and Non- government agencies. In 1948, the factory Act was amended in which certain rules wereset forth to look after the welfare of the workmen or the employees.

WELSPUN has separate welfare department & welfare officer also. This welfare off

icer acts as a bridge between the management and the workmen, so that they do not face any problem to do their duty in the plant.


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A STEP TOWARDS WELFARE ACTIVITIES OF WELSPUNIn our seamless effort to improve the lives of children through education, Welspun Vidya Mandir, a school up to standard 10 and Welspun Anganvadi

, a pre-primary s

chool has been set up for not only the children of Welspun employees but children of the other local families could also attend. Further, we also support various education initiatives at all levels. This involves granting aid to schools, acknowledging and rewarding meritorious students and an initiative called Welspunscholars. Welspun scholars are a group of approximately 14 students, who yearly,seek full study-assistance from Welspun. We support these students, the futureof tomorrow, with all humility and passion.

Welspun City , a 2500 acre township set up in the heart of the barren lands of Anjar, Kutch in the state of Gujarat , is a prime example of continuous efforts of protecting our environment with a strong emphasis on a-forestation. Welspun City is in the process of turning itself in the creation of the largest green beltin the area, with a veritable forest of about 500,000 trees.

Campaign on Energy Conservation

Energy Saved is Energy Produced, a month-long campaign on Energy Conservation was launched on 26th July 2008. The campaign focuses on generating energy-saving habits among each and every Welspunite. At the launch of the Campaign, the hard-hitting movie, An Inconvenient Truth by Nobel Laureate Mr. Al Gore was screened at Head Office besides our plants at Anjar and Vapi. The movie presents an eye opening and compelling view of the future of the planet & the civilization. A wake-up call that cuts through myths and misconceptions to deliver the message thatglobal warming is real and present danger. Further each screening was followed by an informal discussion where the viewers shared their experiences, knowledge,suggestions & observations. The discussion forum reveals several feasible ways to save energy. The participants were distributed with handouts on various tips to save energy at work, at home and on road. This tiny step towards sensitizationon energy conservation was so well received by everyone that it has encouragedus to undertake several activities under the banner of

Energy Saved is Energy Produced

in the near future.

Welspun enables women to realize their full potential. We work for equal access to women on health care, quality education, career and vocational guidance, employment, equal remuneration, occupational health and safety, etc. Welspun builds and strengthens partnerships with civil society, particularlywomens organizations and work towards changing societal attitudes and community

practices by active participation and involvement of women.Naya Savera Campaign


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Girl child is a cause close to heart in Welspun. We are determined to prioritiesthe cause of the Girl child. A little amount of care, a handful of warmth and aheart full of love for a girl child can make a big difference. In this Endeavour, Naya Savera, campaign was launched in Mumbai. Around 35 employees took the pledge and adopted more than fifty girl child. These overwhelming responses bolster our spirit to lead the initiatives in a long run.

Project "Lijjat"Programmes providing training in the art of papad making have been organized, where women of one hundred and forty eight Welspun families from a tiny village inVersamedi, Anjar, Gujarat, have participated and have trained for two to threehours daily. This project has provided vocational training and in turn has led to the women making a small amount of money that today makes a significant difference to their lives therefore empowering them.

Project "Kishori"

At Welspun, we understand the importance of being not only educated but also well versed with computers, in today

s dynamic environment. As part of vocational training, we are supplying the institutes with facilities and professional trainers to offer free computer classes. We organize computer courses that are offeredto working women who intend to apply for positions in both Government and non-government organizations.

Living a healthier life improves the quality of life. Feeling physically betterand having control over life can greatly increase mental health as well. We believe achieving health and remaining healthy is an active process.Welspun has organized total six health and eye camps in the last seven months (July-January 08) in association with the local NGOs ,Gram Panchayat & local hospitals. It has served over 1500 people. Around 10 people availed of eye surgical facilities and over 1,000 people received aids and appliances. In all, over one thousand populations have been benefited by the CSR activities of Welspun

Health Camp at Anjar

On 13 June 2008 a health camp was organized at Varshamedi Village, Anjar, Gujara


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t for mothers and children. The first of its kind camp in the locality where doctors from leading hospitals of Kutch District - Matrusparsh Hospital, NavjeevanHospital, Sneh Maternity Hospital, Kandla Port Trust Hospital and Indian MedicalAssociation volunteered to offer their services. Around 500 mothers and children from Varshamedi Village and Welspun Colony were diagnosed for various ailments. Each beneficiary was given a personal health card to keep abreast of their present status on health. For common ailments and general restoratives like Iron an

d Folic Acid Tablets, Vitamin tablets and syrup were distributed to the beneficiaries. Essential medical test (H.B., B. G., Urine Test, V. D. R. L.,) were alsoconducted for expecting mothers.

IntroductionHuman Resource Management is that part of management which is concerned with people at work & their relationship within the organization. The term Human Resource Management refers to the management of personnel in the organization of any company to achieve the predetermined goals. The duty of the personnel manager is t

o look after the personnel department and various functions of the personnel like recruitment, selection, promotion, transfer, etc.In WELSPUN, there is Human Resource Department to carry out the functions of Human Resource Management.The objective of this department is as below:(1) To ensure satisfaction to the employees so that they are freely ready towork.(2) To attain maximum individual development.(3) To improve efficiency of the human resources.Realizing that employees are its greatest assets, WELSPUN from its very inception has been striving to build up a sound & transparent organizational culture toinclusive to sense of belonging among its employees.Human Resource Management is a management function that helps manager recruit, select, train and develop members for an organization. Obviously, HRM is concerned with the peoples dimensions in organizations.In other words, HRM is also a management function concerned with hiring, motivating and maintaining people in organization. It focuses on peoples in organization.Human Resource Department mainly deals with:1. Manpower Need Why? Where? How? And When?2. Wages and salary3. Performance Appraisal4. Recruitment5. Discipline conduct6. Welfare & other services

7. Other miscellaneous functions

Nature Of HRM :-


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Human resource management is a management function that helps manager recruit,select, train and develop members for an organizations. Obviously, HRM is concerned with the peoples dimensions in an organizations.Specifically, the following constitute the core of HRM :-1. Organizations are not mere bricks, mortar, machineries and inventories.They are people. It is the people who staff and manage organizations.

2. HRM involves the application of management functions and principles. Thefunctions and principles are applied to acquisitioning, developing, maintaining, and remunerating employees in organizations.3. Decisions relating to employees must be integrated. Decisions on different aspects of employees must be consistence with other human resources (HR) decisions.4. Decisions made must influence the effectiveness of an organization. Effectiveness of an organization must result in betterment of services to customersin the form of high quality products supplied at reasonable cost.5. HRM functions are not confined to business establishment only. They areapplicable to non-business organizations, too, such as education, health care, recreation, and the like.

Obviously, HRM refers to a set of programmers, functions and activities designedand carried out in order to maximize both employee as well as organizational effectiveness.HUMAN RESOURCE DEVELOPMENT

HRD can be defined as a set of systematic and planned activities designed by an organization to provide its members with the opportunities to learnnecessary skills to meet current and future job demands

In other view, If we need to find a way to develop employees in orderto become effective contributors to the goals of an organization, we need to have a clear view of what an effective contribution would look like. The use of personal capacities can be very helpful in describing the way in which an effectiv

e employee should operate and behave, but there can be no general prescription of an effective employee. Effectiveness will differ with organizational context,and on whose perspective we are adopting. The matter of what, finally, makes aneffective employee is a combination of personality, natural capabilities, developed skills, experience and learning. The process of enhancing an employees present and future effectiveness is called development.

The concept of individual and organizational development, or Human Resource Development, is the mother concept which embraces several concepts of human resource development, such as: Education, which is concerned with inducting learners into a whole way of life.For example, management education is concerned with inducting learners into a managerial form of life with distinctive values, norms and ways of doing things within an organizational context. Training, which is concerned with developing a particular skill, eg learning tooperate a machine or drive a car, to a desired standard by specific instructionand practice. Competency, which is performing a skill effectively and successfully. Learning, which is the process by which skills, knowledge and attitudes are acqued and translated into habitual forms of behavior and performance, whether by de

sign or through the natural passage of time (Harrison, 1993).

According to Harrison, development is the all-important process, through which ind


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ividual and organizational growth can through time achieve their fullest potential. Education is a major contributor to that development process, because it directly and continuously affects the formation not only of knowledge and abilities, but of character and of culture, aspirations and achievements. Training is theshorter-term, systematic process through which an individual is helped to master defined tasks or areas of skill and knowledge to predetermined standards (Harrison, 1989 cited in Lundy & Cowling, 1996). However, in the managerial context, in

dividual and organizational development must be linked to the concepts of effectiveness and organizational learning in order to give it a more precise meaning and purpose.

Approaches to Human Resource Development: Training

The theoretical base of training

As mentioned above, training constitutes a basic concept in Human Resource Development. It is the systematic modification of behaviour through learning which oc

curs as a result of education, instruction, development and planned experience.As was said earlier, it is concerned with developing a particular skill to a desired standard by instruction and practice. Training was defined in greater detail by the British Manpower Services Commission (1981) as follows: A planned process to modify attitude, knowledge or skill behaviour through learning experience to achieve effective performance in an activity or range of activities. Its purpose, in the work situation, is to develop the abilities of the individual and tosatisfy the current and future manpower needs of the organization.

Training is a highly useful tool which can bring an employee into a position where he/she can do his/her job correctly, effectively and conscientiously: a) correctly, in that he/she can apply whatever he/she has been taught, b) effectively,in that he/she may be in a position where he/she can perform to the expected st

andards, and c) conscientiously, in that the behaviour of the trainers can bringthe trainees to the position where they can put their maximum effort at the right time.

A training course should constitute a key feature in a formal development programme, and this could be a standard offering by various specialist bodies or in-house courses developed for the organizations specialist needs. Increasingly, theseoptions are being combined so that there is the possibility of an externally provided course tailored to suit an organizations particular needs.

Most training schemes and processes are based on the following model: Identification of training needs and the setting of training objectives. Identification and selection of training and development methods. Design of a training and development programme. Implementation of the programme. Evaluation of the programme.

On this point, it is necessary to indicate briefly how learning occurs. According to Lundy and Cowing (1996) there are four main theoretical perspectives of learning: The Behaviorist theory, which equates the human being with a machine stimulatedinto learning by positive or negative reinforcement. The Cognitive theory, which equates the human being to a brain and stresses theimportance of critical thinking and problem solving. The Gestalt theory, which involves the whole personality and stresses that the w

hole (the gestalt) is more than the sum of the parts. A gestalt begins to form when the individual experiences a physical and/or psychological need in relationto the environment. This moves the individual away from equilibrium in the direc


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tion of action to satisfy a need. Equilibrium is only re-established when the learning problem is solved. The Humanistic theory, which maintains that all individuals have the capacity tolearn and, therefore, that the purpose of learning is to encourage each individual to attain his/her full potential.

The goals of training

The main goal of training is to help the organization achieve its objectives byadding value to its key assets the people it employs. Training means investing in people to enable them to perform better and to empower them to make the best use of their natural abilities. The particular objectives of training are to: Develop the competencies of employees and improve their performance. Help people grow within the organization in order that, as far as possible, itsfuture needs for human resources can be met from within. Reduce the learning time for employees starting in new jobs on appointment, transfer or promotion, and ensure that they become fully competent as quickly and effectively as possible.

Training and learningTraining is a learning experience in that it seeks a relatively permanent changein an individual that will improve the ability to perform on the job. We typically say training can involve the changing of skills, knowledge, attitudes, or behavior. It may means changing what employees know, how they work, their attitudestowards their work, or their interaction with their co-workers or supervisor (DeCenzo and Robbins, 1996). According to De Cenzo and Robbins, there are two wayswhich have dominated learning research over the years. Specifically: Operant conditioning: This way views learning as a behavioral change brought about by a function of its consequences. It can be described as a type of conditioning in which behavior leads to a reward or prevents punishment. Operant conditioning focuses on learning from external sources, as opposed to learning that take

s place from within (Skinner, 1971). In operant conditioning, there are four ways in which behavior can be shaped: Positive reinforcement, which provides a pleasant response to an individuals actions. Negative reinforcement, which involves an unpleasant reward. Punishment, which penalizes employees for specific undesirable behaviors. Social learning theory: This theory views learning as a continuous interaction between individuals and their environments. According to this theory, learning occurs through observation and direct experience. Social learning theory focuses on what individuals observe, and the importance of their perceptions in learning.In social learning, four processes have been found to determine the influence amodel will have on an individual. Attentional processes. People only learn from models when they recognize and payattention to their critical features. Retention processes. A models influence will depend on how well the individual remembers the models action. Motor reproduction processes. After a person has seen a new behavior by observing the model, the observation must be converted to doing. Reinforcement processes. Individuals will be motivated to exhibit the modeled behavior if positive incentives or rewards are provided.

Diagnosis of training needs

Training has always been important. In recent years, however, the process of tra

ining is more important than ever in order for organizations to cope with accelerating change which affects existent training needs (eg inefficient job performance) and future training needs (eg responding to the continuous progress of tech


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nology).

According to Kenney and Reid (1994), the most common methods of diagnosis of organizational training needs are the following: Evaluation of personnel. The director (or a team) evaluates the personnels performance. This process takes place periodically with an evaluation form. That formcontains questions in which the ability to take good knowledge and the abilities

of organizing, leadership and progress will be reported. Analysis of work. Every step which takes place during the work performance examined in order to determine if it is really needed. After determining the necessary steps, the areas in which employees need training must be identified. Analysis of skills. The trainer must first identify the differences between newand experienced employees, in relation to their effectiveness. These differenceswill show the size of the training need for the new employees. Observation. Observation can help the trainer find out what an employee does notdo correctly and in that way to determine the training needs. Changes in the organization or the job. The creation of new job positions, the abolition of old positions and the integration of positions are some important changes which often take place in a company and generate the need for training.

Interviews between super ordinates and subordinates. Very often, when the superordinate and the subordinate discuss matters which concern the organization, itis a good opportunity to discuss training needs as well. These interviews can beformal or informal. Analysis of data. Selecting data from departmental records (such as personnel statistics, accident records, training reports, and staff appraisal forms) also helps to identify training needs. What other organizations do. According to this method, small organizations musttake advantage of information about what larger organizations do in relation totraining.

Understanding training

To understand how training should be developed and operated within an organization, the first requirement is to appreciate learning theory and approaches to providing learning and development opportunities in organizations. It is then necessary to understand the following approaches to training (Armstrong, 1996): Training philosophy. The process of training. Identifying training needs. Planning training. Conducting training. Responsibility for training. Evaluating training.

Types and the process of training

a) Systematic training

According to Armstrong (1992), systematic training is training which is specifically designed to meet defined needs. It is planned and provided by people who know how to train, and the impact of training is carefully evaluated. It is based ona simple, four-stage model expressed as follows:

Define training needs. Decide what sort of training is required to satisfy these needs. Use experienced and trained trainers to plan and implement training.


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Follow up and evaluate training to ensure that it is effective.

The model of systematic training provides a good basis for planning training programmes, but it is often oversimplified training is a more complex process thanthis. Another drawback of systematic training is that insufficient emphasis is placed on the responsibilities of managers and individuals for training. The concept of planned training provides a more comprehensive description of the trainin

g process.

b) Planned training

Planned training is defined by Kenney and Reid (1994) as a deliberate intervention aimed at achieving the learning necessary for improved job performance. The process of planned training consists of the following steps: Identify and define training needs. Define the learning required. Define the objectives of training. Plan training programmes.

Decide who provides the training. Implement the training.

c) Identification of learning and training needs

Training must have a purpose and that purpose can be defined only if the learning needs of the organization and the groups and individuals within it have been systematically identified and analyzed. According to Kempton (1995), training needs can be identified at the individual and the organization level.

At the individual level Identification will need to begin with the job description. This will provide alist of the skills and knowledge required. It can be compared with the actual skills and knowledge that the job holder processes. Another approach could be to look at critical incidents over, say, the past three months that were particularly challenging or stressful. The training can thenbe directed at the areas that are most relevant. Managers will also be able to identify training for their subordinates. One of the best ways of achieving this is through the appraisal interview, where agreedtraining needs can be identified. Individuals may request training that they perceive will equip them for a changeof job, either laterally or through promotion.

At the organizational level Training needs may be identified through the performance appraisal system. Thismay provide the key channel for feeding back individual needs. The information should be processed by a human resource professional in order to plan the overallneeds of the organization. The management team may identify areas from the corporate plan that they want included in the training plans.

d) Planning training programmes

Every training programme needs to be designed individually, and the design willcontinually evolve as new learning needs emerge, or when feedback indicates that


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changes are required. According to Kempton (1995), before consideration is given to special aspects of training programmes for managers, team leaders, craft and technical trainees, and office staff, decisions are necessary in the followingareas: Objectives: The objectives need to be considered against the desired results. The end-result will be the acquisition of a new skill or changed behavior. Skillsand behaviors can be learned. A skill can be learnt in isolation whereas a behav

ioral change will lead to permanent change in the values and behaviours held. That means, teaching the skill of juggling to people who can not juggle is achievable. Location: Is the training to be on-site? Is the training to be run by an external source? Timing: Is there an optimum time for the training to take place? What is the duration of the training, and if it is to be a series of courses does a pilot course need to be planned? Level: If the training is to be just conceptual, are the trainees experienced enough to be able to relate it to the work situation? Techniques: Consideration should be given to elements of technique. Is it appropriate to use case studies or role plays? What is the objectivity level of the tr

ainer and the expectation of the trainee? There is a variety of training techniques that can be used. According to Armstrong (1996), these techniques can be divided into: On-the-job techniques, which are practiced on a-day-to-day basis or as part of aspecially tailored training programme. These techniques include demonstration,coaching, job rotation, planned experience and mentoring Off-the-job techniques, which are used in formal training courses away from theplace of work. These techniques include lectures, talks, discussions, the discovery method, case study, role-playing, simulation, group exercises, team building, distance learning, outdoor learning and workshops. On- or off-the-job techniques, which include instruction, question and answer, action learning, assignments, projects, guided reading, computer-based training,interactive video and video.

e) Conducting training programmes

According to Armstrong (1996), the only general rules for conducting training programmes are that first, the courses should continually be monitored to ensure that they are proceeding according to plan and within the agreed budget and second, all training should be evaluated after the event to check on the extend to which it is delivering the required results.

There are, however, a number of considerations which affect the conduct of training for specific occupations, and those concerning managers and team leaders, sales staff, skilled workers and office staff are the following: Management and team leader training. Sales training. Technical and skill or craft training. Training office staff. Team building training. Meeting the training needs of special groups.


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f) Responsibility for training

It is believed that most learning occurs on the job through coaching, planned experience and self-development. The onus is on managers and individuals to ensurethat it takes place. Senior management must create a learning organization in which managers recognize that training and development are a key part of their role and one on which their performance will be assessed.

The role of a specialized training function is generally to provide advice and guidance to managers on their training responsibilities. According to Armstrong (1996), some of the responsibilities of a training function are the following: Developing training strategies which support the achievement of business strategies. Analyzing and identifying corporate and occupational training needs. Developing proposals on how these needs should be satisfied. Preparing plans and budgets for training activities. Identifying external training resources, selecting external training providers,specifying what is required from them and ensuring that their delivery of training meets the specification. Advising on external training courses for individuals or groups.

Organizing internal courses and training programmes, but often relying on outside help for the whole or part of formal training courses. Training managers, supervisors and mentors in their training responsibilities. Providing help and guidance to individuals in the preparation and implementationof personal development plans. Monitoring and evaluating the effectiveness of training throughout the organization.

g) Evaluation of training

One of the most nebulous and unsatisfactory aspects of training programmes is the evaluation of their effectiveness. Evaluation has been defined by Hamblin (197

4), as any attempt to obtain information (feedback) on the effects of a trainingprogramme, and to assess the value of the training in the light of that information. Evaluation leads to control which means deciding whether or not the trainingwas worth the effort and what improvements are required to make it even more effective. According to Hamblin, there are five levels at which evaluation can take place: Reactions of trainees to the training experience itself. Learning evaluation requires the measurement of what trainees have learned as aresult of their training. Job behavior evaluation is concerned with measuring the extent to which traineeshave applied their learning on the job. Organizational unit evaluation attempts to measure the effect of changes in thejob behavior of trainees on the functioning of the part of the organization in which they are employed.Ultimate value evaluation aims to measure how the organization as a whole has benefited from the training in terms of greater profitability, survival or growth.

TRAINING PROGRAMMES FOR EMPLOYEESTo sustain the healthy work culture and maximize the utilization of h


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uman potential in achieving organizational objectives, WELSPUN had contributed a lot. In-house Training:-

After the identification of the training needs of employee andkeeping in view the requirement of the society, the in-house training programsare organized. In such training programs, faculties are drawn from within the organization and from outside also.

Induction Training:New appointees are imparted Induction training covering WELSPUNs aim obje

ctive and achievement, work culture, office. Normally internal faculty is drawnfor such training. New appointees are put on the job only after necessary induction training.Similarly, special programs are being designed and the employees who have been provided to officer category from the workmen category in the recent past.

Fire and Safety Training:In this training, trainer helps to aware about taking step at the time of critic

al situation like fire, earth-quake safety measures and other natural calamitiesand also gives some practical examples as well as practical things.

RESERCH METHODOLOGY

INTRODUCTION

It is a way to systematically solve the research problem. As main objective of study is to gain familiarity with various department functions and new insights it to it, the research study being exploratory research study. The data used in t


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his report are secondary data.

Sampling Method : Random Sampling

Research Method : Descriptive Research

Sample size : 50

Elements : Employees of the organization

Data collection Instrument : QUESTIONNAIRE

Area : WPCMD, ANJAR

OBJECTIVES To find out the effectiveness of various training program conducted. To study post behavioral pattern after being training held. To identify critical areas where training is needed.

PROBLEM IDENTIFICATIONTop Management is not convinced about the training program, hence they would like to know what their employees think about the training program held, and also the ways by which they can improve on it.

DATA COLLECTION

Primary dataIt was collected to conduct the study as helps to reach more authentic conclusion from finding. The primary data was collected by means of structured questionnaire by direct interviews.

Secondary Data:-

It is collected from internet, books, reports and company profile.

Data Tabulation-After the data was collected, the data was tabulated in a Microsoft Excel Sheetthe data was edited, coded and verified for validity. During the survey, as 50 respondents were interviewed from the target group as mentioned.

DATA ANALYSIS AND ITERPRETATION


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Q.4 The training programmes of company help you to know of your hidden talents and thus let you know of your capabilities and potentials?

Response %. of RespondentsSRTRONGLY SATISFIED 40%

SATISFIED 20%QUITE SATISFIED 30%DIS-SATISFIED 10%

Fig.4

Q.5 Seniors often help you in sorting out your personal problems?

Response % of RespondentsSRTRONGLY SATISFIED 20%SATISFIED 60%QUITE SATISFIED 10%DIS-SATISFIED 10%

Fig.5

Q.6 In this company, impartial system of performance evaluation of employees?

Response No. of RespondentsSRTRONGLY SATISFIED 10%SATISFIED 40%QUITE SATISFIED 40%DIS-SATISFIED 10%

Fig.6

Q.7 Your company familiarize to the challenges and tasks of the next higher


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QUITE SATISFIED 0%DIS-SATISFIED 10%

Fig.10

Q.11 Management tries its level best to pass on the information regarding thepotentials of an individual employee to him, and also to his supervisor?

Response %. Of RespondentsSRTRONGLY SATISFIED 20%SATISFIED 50%QUITE SATISFIED 20%

DIS-SATISFIED 10%

Fig.11

Q.12 The efforts to implement the effects of conclusions of training programmes in our work situation and encouraged by company?

Response %.of RespodentsSRTRONGLY SATISFIED 20%SATISFIED 40%QUITE SATISFIED 40%DIS-SATISFIED 0%

Fig.12

Q.13 You have a say in the path the management decides for the organizationalgrowth?


Fig.13


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Q.14 You are exposed to the challenges and setbacks of the position above asthat you get accustomed to those situations to your elevation to those positions?


Fig.14

Q.15 The management of your company calls for active participation of the employees in the day to day functioning?

Response %.of RespodentsSRTRONGLY SATISFIED 20%SATISFIED 30%QUITE SATISFIED 40%

DIS-SATISFIED 10%

Fig.15

Q.16 The training programmes formulated by your company are in the tune withthe need and requirements of employees?


Fig.16


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OVER ALL RESPONSE ON HRD CLIMATE SURVEY

Response % of respondentsStrongly Satisfied 27.04%Satisfied 40.37%Quite Satisfied 22.59%

Dis Satisfied 6.30%

FINDINGSThe current analysis shows that the average points of HRD Climate of PCMD is 2.41. This means that HRD Climate is good enough up to the extent of 60.25%. But ideally effort should be made to improve the climate to 100%.The current analysis shows that 0.37% were for neutral which shows that employees were neutral in their answer which also affects for measuring HRD Climate.The level of satisfaction is almost higher in all the 4 criteria for measuring HRD Climate.As we are calculating the HRD Climate from Quite Satisfied to Highly satisfied,the grand mean for these three criteria is nearby 3 which is a good sign.

CONCLUSION

This study is made in Welspun Plate & Coil Mills Division. The study measures the current HRD Climate prevailing into the PCMD and measuring the satisfaction level of employee.analysis shows that the average points of HRD Climate of PCMD is 2.41. This means that HRD Climate is good enough up to the extent of 60% but ideally it shouldbe 100%. The mean value of Quite satisfied and dissatisfied criteria is lesserthan the grand mean of all the four criterias.Overall HRD Climate is good in PCMD.

BIBLIOGRAPHY

1. Human Resource Management (K. ASWATHHAPA)2. InternetA. Google Advance searchB. Websitewww.welspuncrop.com


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Documents

summr training report on HRD