Training and Development Fci

8/13/2019 Training and Development Fci

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1

INDIAN INSTITUTE OF PLANNING AND MANAGEMENT

&

IIPM SCHOOL OF BUSINESS AND ECONOMY

NOIDA

APROJECT REPORT ON

“PROMOTION AND TRAINING OF

EMPLOYEE AT FCI”

A REPORT SUBMITTED BY

SUMIT TYAGI

{Reg. no-N10-12/FW/ISBE-A 10011(NOI-1B-NA-2042)}

IN PARTIAL FULFILLMENT OF

MASTER OF BUSINESS ADMINISTRATION

2010-2012


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CONTENTS:

TOPIC: PAGE NO.

Acknowledgement 3

Introduction of FCI 4-6

Corporate setup 7-13

Functions of FCI 14-18

Promotion 19-27

Training 28-32

Training institute of FCI 33-37

Questionnaire 38-47

Conclusion 48

Bibliography 49


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Acknowledgement

I am highly thankful to the Management of Indian Institute Of Planning &

Management (IIPM), NOIDA for deputing me as a Management Trainee to the

Highly acclaimed and renowned organization viz Food Corporation Of India forthe period of eight weeks.

I have all respect for Mr. Sanjeev kumar kaushik, (AGM) Training who assigned

me the project on Promotion and Training (P&T) and remained a Guiding Lantern

throughout the tenure of my training.

I am highly obliged to Mr.Harsh kapoor, Manager Vigilance dept. who guided me

in all respects in the fulfillment of my training and writing up of this project report.

He has immense qualities and potential to guide ant train the prospective

executives.

For me the Guidance and words of Mr. Subhash Dhal, Training Manager and Mr.

Sanjeev Kaushik AGM (CPF)


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FOOD CORPORATION OF INDIA

The food corporation of India was setup under the FOOD CORPORATION ACT

1964, in order to fulfill following objectives of the Food policy:

Effective price support operations for safeguarding the interest of thefarmers

Distribution of food grains throughout the country for PublicDistribution system; and

Maintaining satisfactory level of operational and buffer stocks of foodgrains to ensure National Food Security.

Since its inception in 1965, having handled various situations of plenty and

scarcity, FCI has successfully met the challenge of managing the complex task of

providing food security for the nation. A strong food security system which has

helped to sustain the high growth rate and maintain regular supply of wheat and

rice right through the year. The efficiency with which FCI tackled one of the worst

droughts of the century not only cemented its role as the premier organization in

charge of food security in India, but also brought it accolades from international

organizations.

Today it can take credit for having contributed a great deal in transforming India

from a chronically food deficit country to one that is self-sufficient.


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EASTBISHMENT OF FOOD CORPORATION OF INDIA

OBJECTIVES

To provide farmers remunerative prices. To make food grains available at reasonable prices, particularly to

vulnerable section of the society.

To maintain buffer stocks as measure of Food Security. To intervene in market for price stabilization.

QUALITY POLICY

FCI, as the country‟s nodal organization for implementing the National Food

Policy, is committed to provide credible, customer focused services, for efficient

and effective food security management in the country. Our focus shall be:

Professional excellence in Management of Food grain and othercommodities.

Service quality and stake holder orientation. Transparency and Accountability in transactions. Optimum utilization of resources. Continual improvement of systems, processes and resources.


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OUALITY OBJECTIVES

Fulfillment of all the targets set as per Govt. of India Food Policy from timeto time.

Monitoring of quality in all major transactions, processes leading toimproved customer satisfaction level.

Accountability for all efficiency, responsiveness, performance andminimization of all losses & Wastes.

Need based up gradation of infrastructure and work environment. Need based enhancement of available knowledge & skills. Transparency in decision making, effective communication leading to

harmonious employee relations.

Establishing, maintaining and improving ISO 9001:2000 based QualityManagement Systems covering all areas of Activity.


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CORPORATE SETUP

The General Superintendence, Directions and Management of the affairs and

business of the Corporation vests with the Board of directors.

Board of directors as per section 7(1) of the Food Corporation Act shall be:

CHAIRMAN MANAGING DIRECTOR MD, CENTRAL WAREHOUSING CORPORATION (EX-OFFICIO)

GOVT. REPRESENTATIVES:

THREE DIRECTORS TO REPRESENT RESPECTIVELY THE MINISTRIES

OF THE CENTRAL GOVT. DEALING WITH:

1) FOOD2) FINANCE3) CO-OPERATION; and

SIX OTHER DIRECTORS (out of which four (4) are non-official Directors)


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ORGANISATIONAL CHART

CORPORATE OFFICE

With 1646 offices, FCI is one of the largest networked organizations in India.

ZONAL OFFICES [5]

REGIONAL OFFICES [23]

DISTRICT OFFICES [166]

DEPOTS (incl. CAP) [1451]


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OPPORTUNITIES

After nearly four decades of varied experience in Food management, FCIcan now play a wider role in being a food advisor to the Central/State

Governments.

The Corporation can also play a more proactive role in the sphere ofcommercial ventures.

To diversify into nontraditional commodities / activities.VISION 2020

To aggressively promote Decentralized Procurement by StateGovernment with special emphasis in non-traditional areas and

commodities.

To initiate procurement of non-MSP governed commodities oncommercial principles.

To ensure adequate buffer for meeting requirements under TPDS & otherWelfare Schemes.

To dispose of surplus and un-storage worthy warehouses and introduceconcepts of mechanized handling in the conventional warehouse.

To undertake R&D for conversion of some of the existing capacity to bulk and cost effective utilization of existing bulk capacity.

To optimize monthly movement program with existing state of art ofcomputerization within the country at various locations as per corporate

policies and priorities.


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Modernization of Quality control equipments and systems for food preservation in order to increases the shelf life of food grain.

To venture in the field of forward Trading and Exports of both surplusstocks of food grain in the Central Pool and non-traditional commodities.

To introduce state of art of financial management in order to reduce thedependency on the present banking system in the country.

To initiate systems for settlement of storage loss and transit loss throughinsurance coverage and revised inventory mechanism.

To develop efficiency in human resource management both instaff/officers and workers with changed circumstances in the work

approach of P.S.U.

To achieve state of the art in computerized communication betweendifferent offices/depots throughout the country.


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STRENGTH OF FOOD CORPORATION OF INDIA

Facilitator for food security

Provider of price & market assurance to the farmer. Ensuring steady food grain supplies to 5 Lakhs Fair Prices Shops for PDS to

cover 141 million APL/67 million card holders.

Ensuring food for all other Welfare Schemes.Management Capability and Experience

Large pool of talent managing world‟s largest food grain operation on behalf of Govt. of India

Enormity of scale

Countrywide network of offices & strategically located Food StorageDepots.

Operates in mandis/purchase centers located within 10Kms. Proximity offarmers.

Undertakes purchases of 30 to 40 million tons annually making it thelargest buyer in the world.

Effective Market intervention to stabilize prices.

State of the art experience on food grain preservation/Warehousing/ Transportation Management.

Management the health of millions of tons of food grain in storage.Quality acknowledge by International buyers.

Excellent Storage Management. Timely movement of food grains from procuring States to consuming

States.


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NEW INITIATIVES

Having been acknowledged a major player in food grain management within

the Country and abroad, FCI is now endeavoring for.

1. Resource mobilization to reduce burden on food subsidy.2. Better financial & Treasury Management.3. Improved stock inventory management real time on-line system through a

recently launched IISFM (Integrated Information System for Food grains

Management) in collaboration with NIC.

4. Creation of Profit Centers.5. Up gradation of technology through interface with Agriculture Universities /

Management Institutes.

6. Use of „A‟ Twill texture gunny bags as against „B‟ Twill bags as a project toreduce losses in storage and transit.

7. Multimodal transportation systems through container.8. Micro level Inventory Management through focused weekly movement

plans.

9. Sustained corporate communication for improving image perceptions.


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OPERATIONAL NETWORK

FCI operates through a country-wide network with its corporate office in New

Delhi, 5 Zonal Offices, 23 regional offices practically in all the State capitals,

166 District Offices (as on 30-4-2011) and 1470 depots (as on 1-1-2011)

Most of the Revenue Districts in the country are covered by FCI

It has manpower of 38,645 officers and staff/ employees as on 31-3-2011 and

about 60,109 regular food handling workers besides approximately one lakh

food handling laborers being engaged by the Handling & Transport Contractors,

as on 31-3-2011

The General Superintendence, direction and management of the affairs and

business of the Corporation shall vest in a board of directors which exercise allsuch powers as may be exercised or done by the Corporation under this Act.

The board of directors, in discharging its functions, act on business principles

having regard to the interest of the producer and consumer and shall guided by

such instructions on questions of policy as may be given to it by the Central

Government.


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MAIN FUNCTION OF F.C.I.

PROCUREMENT

The Corporation along with state government and their agencies has been

extending support rice through purchase centers/mandis to the farmers all

over the country. In order to facilitate the farmers to ring their produce to the

procuring agencies, the purchase centers have been opened even in remote

corners of the country which have been instrumental in curbing the distress

sale in the major producing areas during the peak marketing season and

induce the farmers to sustain higher production to a large extent.

STORAGE

STORAGE CAPACITYAdequate scientific storage capacity is an essential component for

better preservation of food grain stocks. The corporation started with a

storage capacity of about 7 lakh tones in 1965. Gradually the

corporation with its continued effort augmented its “own” capacity to

129.48 lakh tones as on 31-12-2010. The corporation development an

ingenious system of covered and plinth storage (CAP) to meet the

requirement of stocks effectively. In addition the corporation hires

storages capacity from the private parties on short/medium term basis.

The Corporation operation its employees and no dealership is

involved.


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PRESERVATIONIn a situation of surplus, it was necessary to preserve the stocks properly.

The Corporation with its widespread network of quality control personnel

up to the lowest of purchase center and modern preservation technology has been able to maintain the quality of stocks efficiently.

STOCKSTo meet the growing demands of the public distribution, the Corporation

continuously augmented the stock mainly from domestic procurements and

imports in some years. With the increase in domestic procurement, the

dependence on imports gradually reduced and in eighties the Corporation themaximum level of stocks. Due to those efforts of the Corporation the

country has been able to pass through hard times smoothly.

TRANSPORTATIONMarkets and purchase centers are first collected in the nearest depots and

from these dispatched to the consuming states within a limited time. FCI

moves about 23 million tons of food grains over an average distance of 1500

kms. An average of 4, 00,000 bags of transported every day of producing

states to the consuming areas by read, rail, waterways.


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DISTRIBUTION

PUBLIC DISTRIBUTION SCHEMEIncrease in the issue of food grains by FCI has helped in enlarging and

expanding the public distribution system. There are about 4, 00,000

Fair Price Shops at present against 1.09 lakhs in 1965 and the

quantum distributed has substantially gone up. In the drought year of

1977, the Corporation issued over 22 million tons of food grain for

public distribution, relief works, and open sale.

POVERTY ALLEVIATION PROGRAMA number of new policy initiatives like enhanced allocation of wheat

and rice from PDS and other schemes: introduction of distribution of

food grains in Integrated Tribal Development Program (ITDP) area at

social concessional prices as an integral part of poverty alleviation

program: substantially poverty alleviation of FOOD grains for NREP

program and permitting open market sale of wheat at uniform prices

throughout the country and its implementation was planned.

DROUGHT MANAGEMENTThe pace of growth of Indian agricultural production was distributed

by four monsoons culmination in the severe drought of 1987. Food

grains production declined: adequate supplies of food grains were

ensured in all the drought affected states was made which linked

employment generation programs with supplies of food grains.


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OPEN SALESFor containing open market prices, important consuming center were

indentified and open sale of wheat was organized apart from regular

supplier of wheat at fixed prices. Tender sales were also making toRoller Flour Mills.

PRICE STABLIZATIONThe Public Distribution system has been instrumental in stabilizing

the process of food grains to a greater extent as compared to the prices

of “all commodities”.


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DEPARTMENTS OF FCI

General section. Accounts Department. Stocks Department. Storage and contacts Department. Establishment. Planning and Research. Engineering. Industrial Relation Labor Department. Policy and Industrial Relation. Quality control Internal Audit and Physical Verification. Hindi Section.

Social Welfare.

Purchase. Sales. Computer Division. Budget and cost control. Pension Cell.


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Promotion

Promotion refers to upward movement of an employee from current

job to another that is higher in pay, responsibility and/or

organizational level. Promotion brings enhanced status, better pay,

increased responsibilities and better working conditions to the

promoters. There can of course, be „dry promotion‟ where a person is

moved to a higher level job without increase in pay. Promotion is

slightly different from up gradation which means elevating the place

of the job in the organizational hierarchy or including the job in higher

grade. A transfer implies horizontal movement of an employee to

another job at the same level. There is no increase in pay, authority or

status. Hence, it cannot act as motivational tool. Promotion, on the

other hand, has in-built motivational value, as it elevates the status

and power of an employee within an organization.

Purpose and Advantage of promotion

Promotion, based either on meritorious performance or continuous

service, has powerful motivational value. If forces an employee to use

his knowledge, skills and abilities fully and become eligible for

vertical growth. It inspires employees to compete and get ahead of

others. Those who fall behind in the race are also motivated to acquire

the required skills to be in the reckoning. Promotion thus, paves the

way for employee self development. It encourages them to remain

royal and committed to their jobs and the organization. The

organization would also benefit immensely because people are ready

to assume challenging roles by improving their skills constantly.

Interest in training and development program would improve. Theorganization would be able to utilize the skills and abilities of its

personnel more effectively.


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BASES OF PROMOTION

Organizations adopt different bases of promotion depending upon their nature,

size, management etc. generally, they may combine two or more bases of

promotion. The well- establishment bases of promotion are seniority and merit.

Merit based Promotion:

Merit based promotions occur when an employee is promoted because of superior

performance in the current and efficiency as measured from his educational

qualifications, experiences, training and past employment record.

Seniority based Promotion

Seniority refers to the relative length of service in the same organization.Promoting an employee who has the longest length of service is often widely

welcomed by unions because it is fairly objective. It is easy to measure the length

of service and judge the seniority. There is no scope for favoritism, discrimination

and subjective judgment. Everyone is sure of getting the same, one day.


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PROCEDURES & PRACTICES IN FCI REGARDING

PROMOTION.

Procedure for promotion:I. Promotion shall be made on the basis of seniority subject to fitness in

respect of non-selection posts indicated in Appendix 1 of the staff

Regulations.

II. Promotion in respect of selection posts indicated by Appendix 1 of thestaff Regulations shall be made on the basis of the merit, seniority

considered only when the merit of contending candidates is

approximately the same.

III. All the promotion shall be considered by a promotion board dulyconstituted for this purpose and shall be regulated by the general

instructions to be issued by the Board of Directors, in regard to the

field of choice of candidates, the size of the panel and the validity of

the panel.

Note: Purely as an interim measure, pending their permanent absorption in the

service of the Corporation, the employee of the Central Government in the

Directorate General of food posted to work under the administrative control of the

food Corporation of India may be given ad hoc promotions, in accordance with the

principles mutually agreed upon between the Corporation and the Central

Government.


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1.1 Reservation for Scheduled Castes, Scheduled Tribes and othercategories in the services under the corporation:

In making appointments in the services of the Corporation, reservations,

relaxation of age limits and other concessions would be provided to Scheduled

Castes. Scheduled Tribes and other category of persons as directed by

Government if India from time to time. The Managing Director May issue

detailed administrative instructions accordingly.

1.2 Treatment of appointment made prior to coming into force of these

regulations:

Appointments made prior to the coming into force of these regulations shall be

treated in the following manner, namely:

A. Where the appointment has been made on the basis of a competitiveselection of candidates applying against an advertisement issued or against

requisition sent to Employment Exchanges, the appointment shall be deemed

to have been regularly made to the services of the Corporation by direct

recruitment in the Corresponding post in the table set out in Appendix. 1.

B. In every other case the appointment shall be deemed to have been made onan ad hoc basis in accordance with sub-clauses (a),(b)and(c) of clause 3 of

regulation 7 as may be appropriate in the circumstance of each case.

1.3Commencement of service:

Services shall be deemed to commence from the working day on which anemployee reports for duty in an appointment if he reports for such duty in the

forenoon and from the following day if he reports for duty in the afternoon.


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1.4Declaration of fidelity and secrecy:

Every person on first appointment to service of the Corporation shall before

entering upon his duties make a declaration of fidelity and secrecy as required

under Section 38 of the Act

1.5 Probation:

1) Every person regularly appointed to any post in the Corporation underSub-clause (a) of Clause (1) of regulation 7 shall be required to be on

probation for a period one year from the date of appointment. Providedfurther that there will be no probation for a person promoted from one

grade to another grade within the same category except where the

promotion involved a change in the category of post in the same cadre

e.g. if an Asst.Grade-III is promoted as Asst.Grade-II there will be no

probation whereas if a Messenger ( Category- IV official) is promoted as

Asst.Grade-III (Category-III) or an Asst.Grade I(Category -III) is

promoted as Asst.Manager (Category-II) normal probation period shall

be applicable. Similarly if an Asst.Manager (Category-II) is promoted as

Deputy Manager (Category-I) there will be normal period of probation

and for persons promoted from Deputy Manager onwards, there will not

be any probation.

2) The appointing authority may in his discretion extend the period of probation by a further period not exceeding one year.

3) During the period of probation an employee directly recruited shall beliable to be discharged from service without assigning any reason by

giving him a notice of 30 days or pay and allowances in lieu thereof. An


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employee promoted from a lower post to higher post shall be liable to be

reverted to the lower post without notice and without assigning any

reason.

4) An employee who has satisfactorily completed his probation in any postshall be thereafter being confirmed.

5) Where an employee has rendered continuous temporary service orcontinuous service on deputation in any post immediately preceding his

regular appointment to such post, the period of service so rendered

temporarily or on deputation may be counted against the period of probation if the appointing authority so directs.

(I) Direct recruits:The relative seniority of all direct recruits will be determined by the order

of merit in which they are selected for such appointment by the selecting

authority; persons appointed as a result of an earlier selection being

senior to those appointed as a result of subsequent selection.


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(II) Promoters:a) The relative seniority of persons promoted to various grades will be

determined in the order in which their names appear in the panel

drawn up in accordance with Regulation 10. Provided thatseniority of an employee who refuses to accept promotion, any be

altered in accordance with the administrative

b) Instructions issued by the Corporation from time to time.c) Where promotions to a grade are made from more than one grade,

the eligible persons will be arranged in a combined seniority list in

the order of their relative seniority in their respective grades. The

Selection Committee will then select persons for promotion from

this list and arrange the candidates selected in a consolidated order

of merit or according to seniority in the lower grade, as the case

may be. This will determine the seniority of the persons on

promotion to the higher grade.

3. Relative seniority of direct recruits and promotes:

I. The relative seniority of direct recruits and promotes will be determinedaccording to the rotation of the vacancies as between direct recruits and

promotes as based on the quotas reserved for direct recruitment and

promotion respectively.

II. (a) Vacancies arising in a calendar year shall be filled up during the samecalendar year as far as possible.

(b) Notwithstanding anything stated above, if for any reasons whatsoever,

any vacancy or vacancies arising during a calendar year reserved for

promotion or direct recruitment, as the case may be remain unfilled by the

prescribed mode such vacancy or vacancies shall be carried over to the

subsequent calendar year. The inter seniority of such persons as are

promoted or recruited against such vacancy or vacancies shall be fixed as if

such earlier year‟s vacancies for promotion or direct recruitment, as the case

may be had arisen during such subsequent calendar year and the persons


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selected against the additional vacancies shall be placed en-blocked below

the promote or the direct recruit.

4. Transferred employees:

a) Inter seniority of the Food Department employees transferred to theCorporation will follow the order of their relative seniority in the

Department of Food irrespective of their actual date of employment in the

corporation. The seniority of an employee belonging to a Regional

Directorate, who is working on the date of his employment by the

Corporation in the Procurement Organization on a temporary transfer basis,

will be determined on the basis of his seniority in the Regional Directorate.

b) If an employees in one or more grades in the Food Department are mergedin a common grade in the Corporation, their inter seniority shall be

determined on the basis of length of continuous service in the equated

grades.

5. Relative seniority of Food Department transfers and direct

recruits of the Corporation:

The seniority of employees transferred to the Corporation from the Food

Department vis-à-vis the seniority of direct recruits employed by the Corporationwill be determined with reference to the length of continuous service in the grade

concerned in the Corporation including the service in an appropriate / equated

grade(s) in the Department. Such fixation of seniority will be without prejudice to

the inter-seniority of the Food Department transfers to the Corporation in

accordance with item (4) above and the inter-seniority of other persons employed

by the Corporation n accordance with items (1) to (3) above.


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6. Seniority of deputation absorbed in the service of the

Corporation.

The seniority of deputation absorbed in the services of the Corporation shall be

determined in the accordance with the guidelines issued by the Bureau of PublicEnterprises from time to time.

7. Relative seniority of an employee transferred from one unit to

another:

An employee transferred from one unit of seniority to another will be ranked as the

junior most in the particular category on the date he joins the new unit. If however,

such transfer is in the opinion of the competent authority in the interest of the

Corporation, seniority of the transferee will be fixed in the new unit after givingfull weight age to the service counting for seniority in the particular category in the

old Unit.

8. Relative Seniority of Management Trainees and Promoters.

The seniority of management Trainees absorbed as Asst. Manager in the services

of FCI will be determined by the order of merit in which they are finally selected

for absorption after successful completion of their training period.

Relative seniority of management Trainees absorbed as Asstt. Managers in the

services of the FCI and the promotes will be determined with reference to the date

of induction into the Corporation as Management Trainees and the date of

induction into the Corporation as Management Trainees and the date of

appointment as Asstt. Manager in the case of promotes.

The seniority list worked out by Zonal Office/Head Office for various Cadres are

widely circulated among the employees for their information & necessary action.

Wherever objections regarding seniority are received, being examined as per the

procedures & conditions discussed above.


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TRAINING

TRAININGS SHOULD AIM AT

Empowering the employees Increasing productivity Making the processes more efficient and effective

IMPORTANCE OF TRAINING

1. Respond to technology changes affecting job requirements.2. Respond to organizational restructuring.3. Adapt to increased diversity of the workforce.4. Support career development.5. Fulfill employee need for growth.

Importance of Training and Development

• Maintain skill levels• Advance skill and knowledge to improve

– Performance (efficiency) – Service delivery (error rate) – Profitability (productivity, manpower)

• Integrate new technologies into work• Establish standards for work practices


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The Benefits of Training

Gives the supervisor more time to manage, standardized performance, less absenteeism, less turnover, reduced tension,

consistency, lower costs, more customers, better service

Gives the workers confidence to do their jobs, reduces tension, boostmorale and job satisfaction, reduces injuries and accidents, gives them

a chance to advance.

Gives the business a good image and more profit.Developing and Conducting Training

1. Determine location and who will conduct the training. Onsite facilities vs. offsite. Inside training staff vs. outside vendors.

2. Develop training curricula.

Based on job/task analysis and individual needs.3. Select training methods.

Considering learning principles. Consider appropriateness and cost.

How employees learn the best:

When they are actively involved in the learning process-(to do thischoose an appropriate teaching method).

Training is relevant and practical. Training material is organized and presented in chunks. Training is in an informal, quiet, and comfortable setting.


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When they have a good trainer. When they receive feedback on performance. When they are rewarded.

Kinds of training

Informal – on the job, “phone a friend”

Formal – “attendance” or “completion”

Formal – certified, vindicated Evidence of Return on Investment Must be planned Allows for customisation, relates to workplace standards

Types of Training

Skills Training. Retraining. Cross-Functional. Team Training. Creativity Training. Literacy Training. Diversity Training.


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1. SKILLS TRAINING Focus on job knowledge and skill for: Instructing new hires. Overcoming performance deficits of the workforce.

2. Retraining Maintaining worker knowledge and skill as job requirements change

due to:

Technological innovation Organizational restructuring

3. Cross-Functional Training

Training employees to perform a wider variety of tasks in order togain:

Flexibility in work scheduling. Improved coordination.

4. Team Training Training self-directed teams with regard to: Management skills. Coordination skills. Cross-functional skills.


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5. Creativity Training Using innovative learning techniques to enhance employee ability to

spawn new ideas and new approaches.

6. Literacy Training Improving basic skills of the workforce such as mathematics, reading,

writing, and effective employee behaviors such as punctuality,

responsibility, co-operation, etc.

7. Diversity Training Instituting a variety of programs to instill awareness, tolerance,

respect, and acceptance of persons of different race, gender, etc. anddifferent backgrounds.


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TRAINING INSTITUTE OF FCI.

This Institute in the name of "Institute of Food Security" is a training Institute

where regular training programs for employees of FCI & other organizations are

conducted throughout the year.

FCI has established a comprehensive and a structured training mechanism in

accordance with its organizational goals. This mechanism has been perfected over

a period of time.

The training set-up in FCI initially consisted of 4 Zonal Training Institutes (ZTIs)

and one Central Training Institute. The ZTIs that primarily catered to the zonal

training needs of Category-III employees of the Corporation were located one in

each zone except the North East.

The Central Training Institute (CTI) was set up in the year 1971 in leased premises

at New Delhi. CTI was given the responsibility of catering to the training

requirements of Category-I & Category-II officers of FCI.

As CTI's activities grew, a growing need for infrastructural expansion was felt. FCI

thus decided to have its own building for its Central Training Institute at Gurgaon.

The Institute became operational at its new premises from 1st August, 1997, and

the first training program was conducted from 2 nd February 1998. It was in the

year 2004 that the name of the institute was changed to „Institute of Food Security'

in order to provide a holistic expanse to the training curriculum and the activities

of the Institute. This development took place in the backdrop of a decision to

abandon the Zonal Training Institutes. Since then, the Institute of Food Security

has been positioned primarily as an in-house training centre for the FoodCorporation of India.


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FCI's Training Philosophy

Human resources are our greatest assets. Training and continuous development of

this asset is an important management responsibility. FCI has always accorded the

highest importance to the training of its employees, and used it as an effective toolto develop and nurture a competent work force .Training in Food Corporation of

India is proactive, planned and a continuous process integral to organizational

growth.

It seeks to impart knowledge, hone skills and reorient attitudes for individual

growth and organizational effectiveness.

Divisional Objectives

The Institute is committed to the Quality Policy & Quality Objectives of the Food

Corporation of India. Based on these and in alignment with the Training

Philosophy, the institute has established its divisional objectives:

The Institute of Food Security as a centre of Human Resource Development of

Food Corporation of India will provide a complete solution to the training needs

for the Executives of the Corporation.

It will provide need based training to each executive up to the level of Dy.

Manager at least once in every 3 years for enhancement of available knowledgeand skill.

The Institute will strive for continuous improvement in its own function by making

constant evaluation of its training standard parameters and taking timely corrective

and preventive action.

The Institute will take up training / consultancy assignments on commercial basis

for external clients with the target of increasing revenue generation by at least 15%

each year and to be self reliant in the long run future by out sourcing theinfrastructure to other companies.


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Our Activities

The flagship activity of the institute has been to conduct short-term training

program on various subjects related to Food Security, Managerial Skills, and

Computers and on operations of FCI. It also organizes specifically designed long-term training program as per the training needs of the Corporation. The institute

has played an important role in the training and development of newly recruited

officers of the corporation. It conducts training programs not only during their

induction and at the end of their probation period, but also supplements it with

refresher courses organized at periodic intervals. The aim is to inculcate the

operational skills and moral values in probationers and nurture in them the ability

to hold senior positions within the organization. The institute is thus an extended

arm of the FCI's human resources development function.

The activities at the institute have increased manifold as the training infrastructure

and other resources improved in its campus. On the strength of the excellent

training facilities and the build-up of training momentum, the institute, at the

request of other organizations like the Govt. of Punjab, has conducted training

programs exclusively for their Middle / Sr. Management personnel. The institute

has extended the benefits of some of its regular programs also to the other

organizations like CWC, SWCs, NAFED, and HAFED, CONFED etc. dealing

with food grains management and organizing the event on International Seminar

on Food Security.


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Our Focus

In harmony with FCI's training philosophy and its mission, thrust areas have been

identified for the Institute. The institute therefore serves as:-

I) An Institution for advanced learning

IFS are the main research and academic arm of the FCI for upgrading the

knowledge and skills relevant for its employees. It provides state-of-the-art training

to middle level and senior level executives, and re-equips them with contemporary

skills and reorients their attitudes, thus attempting to create development of a

learning organization.

ii) A Change Agent

The institute is a change agent in the overall functioning of the Food Corporation

of India and facilitates the ushering in of professionalism in the Corporation by

acting as a catalyst for change in attitudes and orientation of FCI staff through its

structured program.

iii) Feedback Provider & Internal Consultant

The Institute captures the feedback on the FCI's policy and business processesfrom the trainees and structures them to validate and transmit the relevant pieces of

information to the Corporate Office for use in the formulation of policy and

strategy.

IV) Research & Development Role

The institute will carry out research (by in-house faculty and research officers) on

contemporary subjects which are relevant to the FCI's short-term and medium-term

business and operational needs and policy formulation.


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Quality Management System

The Institute of Food Security as a division of FCI has been certified as a BSEN

ISO 9001:2000 Institute by the BSI Management System. The quality system in

general, covers all the activities of the institute and is specifically applicable to:

the identification of training needs identification of inputs conducting training program evaluation of training program feedback processing training of faculty and Maintenance of infrastructure etc.


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QUESTIONAIRE ON PROMOTION

Question 1. Do you think that promotion of employees in an

organization is a better option than Direct Recruitment?

75%

25%

0%

No. of persons

Strongly Agree

Fairly Agree

Do not Agree


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Question 2.Do you agree that Internal Promotions allow the people

greater scope with their careers with the young executives?

85%

15

%

Sales

Agree

Disagree


40/49

Question3. Do the Fast Track promotion systems offer star performers

stimulating opportunities to grow vertically?

60%

30%

10%

No. of persons

Fairly True

Partially True

FALSE


41/49

Question 4.Is it necessary for an organization to keep its employees well

informed about the ladders of promotions?

90%

10%

0%

No. of persons

Strongly Believe

Believe

Do Not Believe


42/49

Question 5.Which amongst the following is the best option for

promotion of employees in an organization?

14%

33%48%

5%

0%

No. of persons

Promotion based on seniority

Promotion based on merit

Merit cum seniority

promotion

Promotion by selection

Temporary Promotion


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Question 6.Do you agree that promotion within the organization

encourage an employee to work with loyalty and commitment?

100%

0%

No. of persons

Agree

Disagree


44/49

Question 7.Does an organization have to sacrifice quality and settle for

less qualified candidates in the case of internal promotion?

59%

41%

No. of persons

Yes

No


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Question 8.Do promotions help the inefficient candidates to get a

chance for higher post merely based on length of her/his service rather

his/her merit?

85%

15%

No. of persons

Agree

Disagree


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Question 9.Does a good promotion policy facilitate job satisfaction?

100%

0%

No. of persons

Yes

No


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Question 10.Do promotions cause hindrance to inject young and fresh

blood in an organization?

CONCLUSION

75%

25%

No. of persons

Agree

Disagree


48/49

1. With the ever increasing population of our country, it becameessential to feed millions of people for which the Government of

India established the Food Corporation of India in the year 1964

the very purpose of FCI was to bring about revolution in the production of Food Grains through Green Revolution and its

proper distribution amongst the states.

2. On the basis of training procedure as explained in the project, onecan observe that the policy and procedures of training and

promotion of employees at different levels differ from those

adopted in private organizations.

3. As reflected in the response of the employees and officers of theFCI in my questionnaires, it is evident that they prefer promotion

to be the only criterion to the higher posts as it gives them

opportunities to grow.


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Bibliography:

1. www.fciweb.nic.in 2. “Human resource management” by VSP Rao 3. www.ifsweb.nic.in 4. Guidance from literature of FCI.
http://www.fciweb.nic.in/http://www.fciweb.nic.in/http://www.ifsweb.nic.in/http://www.ifsweb.nic.in/http://www.ifsweb.nic.in/http://www.fciweb.nic.in/

Documents

Training and Development Fci