TRAINING AND DEVELOPMENT: - A

CASE STUDY OF NALCO

A
PROJECT REPORT
SUBMITTED FOR PARTIAL FULFILLMENT OF MASTER
IN BUSINESS ADMINISTRATION

SUBMITTED BY:

PRITIMAYEE MISHRA
ENROLLMENT NO – 072386653

UNDER THE GUIDANCE OF:

MR. P.K. BISWAS
 Declaration

I, Pritimayee Mishra, a student of Indira Gandhi National Open

University, do hereby declare that I have done this dissertation
titled “Training and Development: - A case study of NALCO” which I
am submitting to the IGNOU, New Delhi is my own work. This
dissertation is not submitted to any other institute or published
anywhere else.

Pritimayee Mishra
 Acknowledgement

I owe my sincere and hearty gratitude to Mr. P.K. Biswas, BIMIT, Cuttack,
for his active guidance, and persistent encouragement throughout my study.
He undoubtly deserves the credit of my dissertation. I take the opportunity to
express my gratitude to the staffs of NALCO for permitting me to do my
study in the main branch.
At last I would like to express my thanks to each and every person directly
or indirectly involved in helping me to complete this dissertation.

Pritimayee Mishra
 Chapter - 1
Introduction

Human Resource Management is defined as the people who staff and manage

organization. It comprises of the functions and principles that are applied to retaining,

training, developing, and compensating the employees in organization. It is also

applicable to non-business organizations, such as education, healthcare; etc Human

Resource Management is defined as the set of activities, programs, and functions that are

designed to maximize both organizational as well as employee effectiveness…

Scope of HRM without a doubt is vast. All the activities of employee, from the time of

his entry into an organization until he leaves, come under the horizon of HRM.

The divisions included in HRM are Recruitment, Payroll, Performance Management,

Training and Development, Retention, Industrial Relation, etc. Out of all these divisions,

one such important division is training and development.

Training is the most important function that directly contributes to the

development of human resources but unfortunately it happens to be the most neglected

function in most of the organizations. If human resources have to be developed, the

organization should create condition in which people acquire new knowledge and skills

and develop healthy patterns of behavior and of styles. One of the main mechanisms of

achieving is institutional training.

Employee training is the process whereby people learn the skills, knowledge

attitudes and behaviors needed in order to perform, their job effectively. No big industrial

organization can long ignore the training and development need of its employees without

seriously inhabiting its performance. Even the most careful selection doe not climate the
need for training, since people are not molded to specifications and rarely meet the

demands of their job adequately. Training is essential because technology is developing

continuously and at very fat rate.

Such development, however, needs to be monitored and has to be purposeful.

Without proper monitoring, development is likely to increase the frustrations of

employees if when, once their skills are developed and expectation are raised, they are

not given opportunities for the application of such skills. A good training sub-system

would help greatly in monitoring the directions in which employees should develop. In

the best interest of the organization, a good training system also ensures that employee

develop in directions congruent with their career plans.

Training and development encompasses three main activities: training, education,

and development. Garavan, Costine, and Heraty, of the Irish Institute of Training and

Development, note that these ideas are often considered to be synonymous. However, to

practitioners, they encompass three separate, although interrelated, activities

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the

availability of a skilled and willing workforce to an organization. In addition to that, there

are four other objectives: Individual, Organizational, Functional, and Societal.

 Individual Objectives – help employees in achieving their personal goals, which

in turn, enhances the individual contribution to an organization.

Organizational Objectives – assist the organization with its primary objective by

bringing individual effectiveness.

  Functional Objectives – maintain the department’s contribution at a level

suitable to the organization’s needs.

 Societal Objectives – ensure that an organization is ethically and socially

responsible to the needs and challenges of the society.

Nalco: A benchmark in Corporate Social Responsibility:

In Orissa, for setting up Asia's largest integrated alumina-aluminium complex in

1981, National Aluminium Company Limited (Nalco) had acquired 7263 acres of land at

Damanjodi in Koraput district and 4057 acres at Angul. During the inception of the

company, 635 families in 51 villages were displaced - 600 families in Damanjodi sector

and 35 families in Angul sector. From these 635 displaced families, employment has

been provided to 625 nominees. Confusion regarding educational background and

nomination status of balance 10 families has been taken up at appropriate level. Besides,

1495 families were substantially affected (i.e. parting with one third or more land) in

Angul sector. Even from these, jobs have been provided to 1060 persons. Nalco has also

been sponsoring ITI training to such persons and 543 have been technically trained so far.

Apart from financial compensation, employment and rehabilitation packages, Nalco has

also spent more than Rs. 100 crore towards various social sector development activities.

Creation of infrastructure in the surrounding villages for communication, education,

health care and drinking water gets priority in the periphery development plans of the

company. Community participation in innovative farming, pisciculture, social forestry

and sanitation programmes apart, encouragement to sports, art, culture and literature are

all a part of Nalco's deep involvement with the life of the community. Successful
operations of the company have led to employment and income generation for the local

people in many significant ways.

1.2 Objectives of the Study:

• To access the training need & requirement of the organization.

• To find out whether training is essential for knowledge & skill development.

• To analyse the importance of long term & short term training

• To examine the problem associated with training programme & find out the

solution for it.

• To know how the training assist the organization with its primary objective by

bringing individual effectiveness

• To know how the training maintains the department’s contribution at a level

suitable to the organization’s needs.

1.3 Scope of the Study:

The scope of study is to understand the effect of Training & development in

various Human Resource functions of the organization. Thus the scope of study includes

the area such as Human resource Planning, Selection, Placement, Induction &

Orientation.

1.4 Research Methodology:

The methods applied in studying the problem are called methodology. Research

methodology helps in providing theoretical framework, narrow down the range of facts to

be studied. It consists of databases, sampling plan, tools & Techniques and data

presentation as given below.

Sources of Data:

Data are collected from both primary as well as secondary sources. Primary data

will be collected through structured questioner.

All the policies of NALCO giving emphasis on training & development will be studied.

Corresponding Government rules applicable to Public Sector Undertaking will be

observed. Besides other communication mediums like books, Journals, Magazines,

Progress report and Annual report will be studied.

Sampling Design:

Sufficient care will be taken to select the sample of respondents. The sample covers

executives and clericals. For this purposes random sampling will be used to select

respondents.

• Sample type - E0 to E4

• Sample Size - 50

• Sample unit - NALCO CORPORATE OFFICE

1.5 Chapter Layout:

In the present study, Chapter -1 introduces the subject along with the objectives of

the study, research methodology and chapter layout. Chapter -2 analyses the theoretical

aspect of the study. Chapter -3 analyses the company profile of NALCO. Chapter – 4

devoted to the data analysis of the primary and secondary data. Chapter – 5 is the

concluding chapter that includes the conclusions, major findings of the study.
 Chapter -2

Theoretical Aspect

In organizational development, the related field of training and development

(T & D) deals with the design and delivery of learning to improve performance, skills, or

knowledge within organizations. In some organizations the term Learning and

Development is used instead of Training and Development in order to emphasise the

importance of learning for the individual and the organization. In other organizations, the

term Human Resource Development is used.

2.1 Training and Development:

Human Resource Management (HRM), a relatively new term, that emerged

during the 1930s. Many people used to refer it before by its traditional titles, such as

Personnel Administration or Personnel Management. But now, the trend is changing. It is

now termed as Human Resource Management (HRM). Human Resource Management is

a management function that helps an organization select, recruit, train and develops.

HUMAN RESOURCE MANAGEMENT:

Human Resource Management is defined as the people who staff and manage

organization. It comprises of the functions and principles that are applied to retaining,

training, developing, and compensating the employees in organization. It is also

applicable to non-business organizations, such as education, healthcare; etc Human

Resource Management is defined as the set of activities, programs, and functions that are

designed to maximize both organizational as well as employee effectiveness. Scope of

HRM without a doubt is vast. All the activities of employee, from the time of his entry
into an organization until he leaves, come under the horizon of HRM. The divisions

included in HRM are Recruitment, Payroll, Performance Management, Training and

Development, Retention, Industrial Relation, etc. Out of all these divisions, one such

important division is training and development. Training and Development is a

subsystem of an organization. It ensures that randomness is reduced and learning or

behavioral change takes place in structured format.

Traditional and Modern Approach of Training and Development:

Traditional Approach – Most of the organizations before never used to believe in

training. They were holding the traditional view that managers are born and not made.

There were also some views that training is a very costly affair and not worth.

Organizations used to believe more in executive pinching. But now the scenario seems to

be changing.

The modern approach of training and development is that Indian Organizations

have realized the importance of corporate training. Training is now considered as more of

retention tool than a cost. The training system in Indian Industry has been changed to

create a smarter workforce and yield the best results

Importance of Training and Development:

• Optimum Utilization of Human Resources – Training and Development helps in

optimizing the utilization of human resource that further helps the employee to

achieve the organizational goals as well as their individual goals.

• Development of Human Resources – Training and Development helps to provide

an opportunity and broad structure for the development of human resources’

 technical and behavioral skills in an organization. It also helps the employees in

attaining personal growth.

• Development of skills of employees – Training and Development helps in

increasing the job knowledge and skills of employees at each level. It helps to

expand the horizons of human intellect and an overall personality of the

employees.

• Productivity – Training and Development helps in increasing the productivity of

the employees that helps the organization further to achieve its long-term goal.

• Team spirit – Training and Development helps in inculcating the sense of

teamwork, team spirit, and inter-team collaborations. It helps in inculcating the

zeal to learn within the employees.

• Organization Culture – Training and Development helps to develop and improve

the organizational health culture and effectiveness. It helps in creating the

learning culture within the organization.

• Organization Climate – Training and Development helps building the positive

perception and feeling about the organization. The employees get these feelings

from leaders, subordinates, and peers.

• Quality – Training and Development helps in improving upon the quality of work

and work-life.

• Healthy work-environment – Training and Development helps in creating the

healthy working environment. It helps to build good employee, relationship so

that individual goals align with organizational goal.

 • Health and Safety – Training and Development helps in improving the health and

safety of the organization thus preventing obsolescence.

• Morale – Training and Development helps in improving the morale of the work

force.

• Image – Training and Development helps in creating a better corporate image.

Profitability – Training and Development leads to improved profitability and

more positive attitudes towards profit orientation.

• Training and Development aids in organizational development i.e. Organization

gets more effective decision-making and problem solving. It helps in

understanding and carrying out organizational policies

• Training and Development helps in developing leadership skills, motivation,

loyalty, better attitudes, and other aspects that successful workers and managers

usually display.

2.2 Training and Human Resource Management

The HR functioning is changing with time and with this change, the relationship

between the training function and other management activity is also changing. The

training and development activities are now equally important with that of other HR

functions. Gone are the days, when training was considered to be futile, waste of time,

resources, and money. Now a day, training is an investment because the departments such

as, marketing & sales, HR, production, finance, etc depends on training for its survival. If

training is not considered as a priority or not seen as a vital part in the organization, then

it is difficult to accept that such a company has effectively carried out HRM. Training
actually provides the opportunity to raise the profile development activities in the

organization.

To increase the commitment level of employees and growth in quality movement

(concepts of HRM), senior management team is now increasing the role of training. Such

concepts of HRM require careful planning as well as greater emphasis on employee

development and long-term education. Training is now the important tool of Human

Resource Management to control the attrition rate because it helps in motivating

employees, achieving their professional and personal goals, increasing the level of job

satisfaction, etc. As a result training is given on a variety of skill development and covers

a multitude of courses.

Role of HRD Professionals in Training

This is the era of cutthroat competition and with this changing scenario of business;

the role of HR professionals in training has been widened. HR role now is:

1. Active involvement in employee education

2. Rewards for improvement in performance

3. Rewards to be associated with self-esteem and self worth

4. Providing pre-employment market oriented skill development education and post

employment support for advanced education and training

2.3 The Training System

A System is a combination of things or parts that must work together to perform a

particular function. An organization is a system and training is a sub system of the

organization. The System Approach views training as a sub system of an organization.

System Approach can be used to examine broad issues like objectives, functions, and
aim. It establishes a logical relationship between the sequential stages in the process of

training need analysis (TNA), formulating, delivering, and evaluating. There are 4

necessary inputs i.e. technology, man, material, time required in every system to produce

products or services. And every system must have some output from these inputs in order

to survive. The output can be tangible or intangible depending upon the organization’s

requirement. A system approach to training is planned creation of training program. This

approach uses step-by-step procedures to solve the problems. Under systematic approach,

training is undertaken on planned basis. Out of this planned effort, one such basic model

of five steps is system model that is explained below. Organization are working in open

environment i.e. there are some internal and external forces, that poses threats and

opportunities, therefore, trainers need to be aware of these forces which may impact on

the content, form, and conduct of the training efforts. The internal forces are the various

demands of the organization for a better learning environment; need to be up to date with

the latest technologies.

System Model Training:

The system model consists of five phases and should be repeated on a regular basis to

make further improvements. The training should achieve the purpose of helping

employee to perform their work to required standards. The steps involved in System

Model of training are as follows:

1. Analyze and identify the training needs i.e. to analyze the department, job,

employees requirement, who needs training, what do they need to learn,

estimating training cost, etc The next step is to develop a performance measure on

the basis of which actual performance would be evaluated.

 2. Design and provide training to meet identified needs. This step requires

developing objectives of training, identifying the learning steps, sequencing and

structuring the contents.

3. Develop- This phase requires listing the activities in the training program that will

assist the participants to learn, selecting delivery method, examining the training

material, validating information to be imparted to make sure it accomplishes all

the goals & objectives.

4. Implementing is the hardest part of the system because one wrong step can lead to

the failure of whole training program.

5. Evaluating each phase so as to make sure it has achieved its aim in terms of

subsequent work performance. Making necessary amendments to any of the

previous stage in order to remedy or improve failure practices.

2.4 Methods of Training

There are various methods of training, which can be divided in to cognitive and

behavioral methods. Trainers need to understand the pros and cons of each method, also

its impact on trainees keeping their background and skills in mind before giving training.

Cognitive methods are more of giving theoretical training to the trainees. The various

methods under Cognitive approach provide the rules for how to do something, written or

verbal information; demonstrate relationships among concepts, etc. These methods are

associated with changes in knowledge and attitude by stimulating learning

Coaching:

People, with the aim to achieve some goal or develop specific skills. There are

many ways to coach, types of coaching and methods to coaching. Direction may include

motivational speaking. Training may include seminars, workshops, and supervised

practice.

Information technology:

With the convergence of technologies, catalyzed by the global IT revolution the

world is witnessing change as never before in recorded history. In the realm of

telecommunication, the change and the pace of it are more pronounced - from basic

telephony to voice, video and data services, and from bandwidth on demand to virtual

private networks, IT is making the entire plethora of BSNL's telecom services expand.

And, being rapidly implemented as the backbone for running customer-friendly services:

Electronic learning:

Electronic learning (or e-Learning or eLearning) is a type of education where

the medium of instruction is computer technology. No in-person interaction may take

place in some instances. E-learning is used interchangeably in a wide variety of contexts.

In companies, it refers to the strategies that use the company network to deliver training

courses to employees. In the USA, it is defined as a planned teaching/learning experience

that uses a wide spectrum of technologies, mainly Internet or computer-based, to reach

learners at a distance. Lately in most Universities, e-learning is used to define a specific

mode to attend a course or programmes of study where the students rarely, if ever, attend

face-to-face for on-campus access to educational facilities, because they study on-line.

Executive Education
Executive Education is the term used for programs at graduate-level business schools

that aim to give classes for Chief Executives and other top managers or entrepreneurs.

These programs do not usually end in a degree, although there is an ever-growing number

of an Executive MBA program that are very similar and offer a Masters of Business

Administration upon completion of the coursework. Executive education programs are

seen as a boon to both the school (as it usually comes with a hefty price tag in the form of

tuition and fees) and the younger, traditional Masters of Business Administration

students. The alumni network of the business school is bolstered by the ranks of these

high executives, who can help the younger MBAs with finding jobs.

Leadership development

Leadership development refers to any activity that enhances the quality of leadership

within an individual or organization. These activities have ranged from MBA style

programs offered at university business schools to high-ropes courses and executive

retreats.

TRAINING AND DEVELOPMENT - IT’S ROLE IN ACHIEVING

ORGANISATIONAL SUCCESS
Is investment in the area of training and development linked to the bottom line within the
business? Increasingly, high performing organisations today are recognising the need to
use best training and development practices to enhance their competitive advantage.
Training and development is an essential element of every business if the value and
potential of it’s people is to be harnessed and grown. Many studies have highlighted the
clear links between well designed and strategic training and development initiatives and
the bottom line within the business. The image of an industry and of individual
employers is also influenced by the extent and quality of staff training and development.
Potential employees in such an open labour market will assess the track record of
prospective employers in this vital area. Career progression and development is an
increasingly attractive or even basic requirement for many such employees. In today’s
business climate where all industries are experiencing staff and skills shortages,
companies are faced with stiff internal and external competition for quality employees.
Each employer who invests seriously in the area of Training and Development will reap
the benefits of an enriched working environment with higher levels of staff retention as
well as increased productivity and performance.
In a recent IBEC survey (HR Benchmarking Report 2004), respondents were asked to
identify the key drivers of training initiatives over the past year and for the 12 month
period ahead. The top three were health and safety, technical changes and customer
service. In other words, organisations are now using training and development as an
incentive to retain and motivate their people and to be recognised as an employer of
choice as well as giving staff the skills and knowledge needed to keep up with
technological change and customer service. A further key finding in this survey was that
the vast majority of companies surveyed (9 out of 10) stated they provided support to
employees to pursue outside educational programmes. This support consisted of both
financial aid as well as time off for both study and exam leave. Both of these initiatives
may have benefits which are difficult to quantify, but areas such as staff turnover and
morale are clear indicators of success in this field. While research indicates an increased
interest in and awareness of the benefits of training, the question needs to be asked as to
whether this translated into Irish organisations establishing training policies and / or
increasing their spend on training? A National Survey of Training and Development in
Ireland conducted by Garavan and Heraty in 2003 outlined a number of key trends which
are emerging in the Training arena in Ireland. Some of the key ones include the following
:
• Irish organisations spend on average 3.55% of payroll on training which does not
compare favourably with other EU member states. (The IBEC HR Benchmarking
Survey indicates a figure of 3.15%).
• The average number of days training provided per employee per year in 2004 was
5.35. (IBEC HR Benchmarking Survey indicates an average figure of 3-5 days).
• There is evidence of a positive attitude to training and development among those
surveyed with many viewing it to be an important component in the
organisation’s strategy.
• Smaller firms are more likely to deliver training in an ad hoc way with larger
companies applying a more formal approach to managing training.
• Line managers and employees seem to have a greater role in the organisation and
design of training and development.
• There is still a strong usage of the traditional forms of learning strategies
including classroom teaching and subject driven courses, although there is a
growth in the use of new technology to deliver training.
• Learning in teams is an increasingly popular form of learning in the workplace.
• Employees are now taking more personal ownership for their own development.
 Chapter - 3

Company profile

National Aluminium Company Ltd. (Nalco) is considered to be a turning point in

the history of Indian Aluminium Industry. In a major leap forward, Nalco has not only

addressed the need for self-sufficiency in aluminium, but also given the country a

technological edge in producing this strategic metal to the best of world standards. Nalco

was incorporated in 1981 in the Public Sector, to exploit a part of the large deposits of

bauxite discovered in the East Coast.

• The philosophy of Nalco in the field of human resources and management has

been:

To attract competent personnel with growth potential and develop their skills and

capabilities in a congenial work and social environment through opportunities for

training, recognition career advancement and other incentives.

• To develop and nurture favorable attitude among employees and to obtain their

best contribution to the organization by providing stable employment, safe

working conditions, job satisfaction, quick redress of grievances and through

good pay and welfare amenities, commensurate with the company's capacity to

spend and the governments guidelines.

• To foster fellowship and sense of belongingness among all sections of employees

through closer association of employees with the management and by

encouraging healthy trade union practices.

Vision
To be a reputed global Company in the Metals and Energy Sectors

Mission
To achieve growth in business with global competitive edge providing satisfaction to the

customers, employees, shareholders and community at large

Product Mix

Aluminium Metal
Ingots
Sows
Billets
Wirerods
Alloy wire rods
Cast strips
Alumina & Hydrate
Calcined Alumina
Alumina Hydrate
Zeolite-A
Special Products
Specialty Hydrate/Alumina
(Alumina Chemicals)
Rolled Product
Aluminium Rolled Products

Training policy/system of NALCO:

Philosophy

The basic philosophy of the training an effective instrument in enabling NALCO to

achieve its broader mission and objectives:

Objectives of the policy:

• Make learning one of the fundamental values of the company

 • Ensure value addition to the organizational business process through effective

training inputs.

• Integrate organizational and individual developmental needs.

• Enable employees to keep abreast knowledge and skills and enable them to

undertake current and future responsibilities effectively.

• Facilitate each and every employee to get the benefit of comprehensive training

programmes organized for them from time to time.

Policy coverage:

The training policy system shall cover all employees and regular trainees against

vacancies of the company.

Training year:

Training years shall mean a period of one year commencing from 1 st April of a year to

31st March of the subsequent year.

In House Training:

Training programme designed, developed and conducted with in the company with or

without the assistance of external agency or faculty will be termed as in-house training.

External Training within India:

A training programme designed, developed and conducted within India by an outside

agency may or may not be exclusively for the employees of the company and to which

one or more employees of the company are nominated.

Customer Training:
A programme specially designed for the NALCO employees arranged by an outside

agency mostly the supplier/ manufactures of the equipments and process technology as

per the contractual agreement and terms and conditions of the contract.

Specified Intervention:

An external training programme or in-house training programme other than a planned

intervention or a need based programme conducted to improve certain specified

competencies as felt necessary by the oranisation from time to time will be considered as

specified intervention.

Need based programme:

A training programme designed, developed and conducted on the basis of the functional

and developmental needs identified for the employees.

Induction Training:

A systematic Induction training with suitable module shall be conducted for all new

recruiters to the eorganisation in order to provide them a comprehensive understanding of

the organization. Its philosophy, values, mission, goals, product services function, HR

processes and to supplement them with the detail understanding of the nature of their job

and the jobs done by other employees of the organization.

The essence of Training:

• Time

• Building visionary capabilities

• Develop future sensing capabilities

• Create a people centered strategy

• Soul
 • Understood emotional issues

• Focus on process fairness

• Build the psychological context

• Strive for meaning

• Ownership

• Creating adaptation

• Developing creativity

Training Target:

The employees will be the target for training and it shall be constant endeavour of the

company to provide average 2.5 mandays of training per employee per year computed on

the basis of total training man days input provided divided by the total employee strength

of the company.

Collection Training Need:

The projected training needs in the prescribed format used for competency mapping of

the executives as well as non-executives will reach respective training departments by 1t

January of every second year. In addition to the above other sources of training need such

as departmental / organizational including soft skills will also be taken into account. The

implementation will start from 1st April of the same year.

In-house Training:

1. Scope of in-house training-

• General management & Behaviourial skills

• Cross functional areas

 • Quality Management

• Information Technology

• Social issues at work place

• Developmental Training

• GEI Induction Programme

2. Selection of agencies for in-house training-

• Reputed institutions / organizations at state and national levels

• Institutions / organizations recognized by GOI

• Pilot progarmme for new agencies

• Internal faculties from NALCO

3. Processing nominations for in-house training:

• Initiated by HOD

• Concerned training department

• Approval of computer authority

4. In-house training administration:

• Programme formulation

• Target group

• Conference facility

• Conduct of training programme

• Performance monitoring and recording

• Evaluation procedure

5. External Training:
Area of training-

• Business and General management including Quality management.

• Functional Area (Tech. & Non-tech.)

• Developmental training and Behaviourial training

• Seminar and conference including paper presentation etc.

• Visit to other organization, survey and intractive meet etc.

Selection of Agency for External training:

• Reputed institutions/ Organisations

• Institutions recognized by GOI

• Autonomous bodies like MDI, ASCI, IIMs, IITs, NIIT , CII etc.

Criteria for external training:

Basic:

• Need based, seniority, organizational priority etc.

Specific:

• Usefulness of the course with respect to the job assigned

• Justification of selecting the person for this training (in terms of educational

background, potential for growth, past experience, capacity to learn etc as

compared to other eligible)

• Whether attended similar training in the past.

Processing nomination for external training:

• Budget provision

• Training profile
 • Consent fromHOD/ Unit head

• Routing through HCE Crop.

• Approval of competent authority

Philosophy behind external training within India:

• New area of skill

• Changing priority

• New HRD intervention

• New experience

• Presence at National seminar and conference

6. Foreign training:

Areas of Training:

• Visit-cum-work experience to Alumina/ Almunium Industry abroad.

• Functional/ Developmental including customer training

• Training under Colombo Plan/ other government sponsoring programme

• Seminar and conference including paper presentation etc.

Selection of agency for Foreign Training:

• International reputed Institutions/ organizations – BPM, British Council

• Institutions recognized by GOI – Collaborative programmes

• Autonomous bodies like MDI, ASCI etc

• Approval institutions / Organisations by the company

Processing nomination for the Foreign training:

• Budget provision
 • Training profile

• Consent from HOD/ unit head

• Routing through NCE. Corp

• Approval of CMD

Execution of Bond only applicable for foreign training

Duration of stay for higher Bond period Amount of bond

study/ training
More than 15 days up to 30 2 years Rs. 1,00,000/-

days Or cost to the company for

the training, which is lower

More than 30 days up to 60 3 years Rs. 2,00,000/-

days Or cost to the company for

the training, which is lower

61 days and above 5 years Rs. 3,00,000/-

Or cost to the company for

the training, which is lower

7. Travel entitlement:

Travel entitlement for journey will be regarded as per the existing TA rules and other

circulars issued from time to timer with the approval of competent authority.

8. Miscellaneous Expenses:

Passport fees, airport taxes, foreign travel taxes, overseas health insurance premium on

policy taken from Indian Insurance companies. Excess baggage, kit allowances etc for

visiting the countries as per approval programme will be regulated as per the circular

rules issued from time to time.

 9. Training Agency:

The agencies that will deal with training function in the company shall include the

following:

Unit Training center:

Unit training center at S & P and M & R shall cater to the training and dveleopment

needs of the employees of the respective unit mostly related to functional and skill

improvement areas.

HRD center of Excellence at Corporate Office, Bhubaneswar shall cater to the following

training function of the company:

• For all executive of E-5 and above level in functional Developmental area

within India.

• In-house training programmes for all executives of the company in the level of

E-5 and above particularly in the behavioral specialized area of training.

• Specialized area in in-house and external training with in India for all non-

executives employees of the corporate office including regional office and

specific category of employee at the unit level.

• Induction programme for GUIs

• All external training abroad including international workshop seminar.

Training Nodal Officer:

All departments an executive not below the rank of E-4 level as training nodal officers on

rotation basis. He will constantly interact with the respective training departments and

will ensure proper identification of training need and fulfillment of the same at the

earliest available opportunity. The training department will maintain the list of nodal
officers of all departments and will have interaction with them for smooth co-ordination

of all training programme.

Honorarium to Faculty:

Honorarium to Faculty both External & internal will be regulated as per the Honorarium

rates approved from time to time by the company.

Approving authority:

This will be generally in line with delegation of power. However, under special

circumstances the guidelines issued by competent authority may be applicable for the

purpose.

Regulation of Entitlements:

Entitlement of the employees with regards to TA, DA and nominations for various in-

house training programmes including external training shall be regulated as per the

concerned clause mentioned in the relevant rules circulars.

Annual budget on Training:

The respective training departments will project their annual budget on the training on the

basis of their projected activities for relevant year keeping the organizational strategy in

view as and when called for by finance department.

Non-attendance/ Absence from training programme:

For non-attendance in any training programme provisions of personal procedure circular

No- 57 or the Circular rules issued from time to time will be applicable to the defaulting

employees which shall debar the concerned employees from further training for a period

of one year. In case of repetition of such act the concerned employee wil be deprives of
promotion by one year. The provision above would not apply in case adequetly justified

for such non attendance of training will due approval of functional Directors.

Training effectiveness:

• Eavaluation of all job skill oriented training programmes may be carried out

through feedback from the reporting Officers.

• Feedback through structured questionnaires as well as discussion with

participants’ dring the validation of all in-house training programmes in

presence of Sr. Executives and concerned faculty and taking follow up

measurers.

• Quarterly training co-ordination meeting will focus on effectiveness of

training programmes and suggest ways to improve them.

• Periodical review by the concerned training departments for the overall

effectiveness of training programmes organized on the basis of annual training

plan.

• Concern training department submit a report on action taken on suggestions

given for improving effectiveness of training.

Future challenges:

• Constantly adopting quality programmes to clear to organsation needs.

• Collaboration of HCE with renowned institutions like MDI, ASCI, MTI

(SAIL) etc to offer top rate management programmes to bring vision, strategy

and direction to our training and development activities.

• Creating a reinforcing environment

 • Access to profile of HRD canter of Excellence and other activities on NALCO

website.

• Creating Internal trainer

• Project based training

™

Industrial & Institutional Services (NALCO)

I&IS customers across many diverse industries use our water treatment programs to

extend the useful life of their assets, minimize downtime of their facilities, conserve

water and energy and reduce their total cost of operations. Our process treatment

programs include applications in mining and mineral processing, metal finishing,

investment casting, and odor control and membrane systems. Nalco is the leader of this

$6.9 billion global market. Products and services include: cooling water treatment and

automation (scale control, microbial fouling control, corrosion control); boiler water

treatment and automation (pre-treatment, condensate control, internal treatment); indoor

air treatment; raw and wastewater treatment; and water reuse and recycle. Our total water

management and process additive capabilities position us to serve customers across a

large spectrum of industries and markets, including aerospace, steel, mining, chemicals,

power generation, food and beverage, pharmaceuticals, electronics/semiconductors, light

manufacturing, commercial buildings and other institutional facilities.

I&IS Sales Engineers

The needs of I&IS customers are as diverse as the industries we serve, and the successful

sales engineers who make up our sales force are equally diverse. The I&IS division seeks

sales engineers who have a technical background, but are also engaging, excellent at

building relationships and have competitive drive. On the technical side, we look for
people with engineering or chemistry degrees, including chemical engineering,

mechanical engineering and industrial engineering. Specialty areas include mining,

nuclear, paper and civil engineering. On the chemistry side, we look for

experience/degrees in microbiology, biochemistry and biology. We also look for self-

motivated individuals who push themselves, because when you are in the field, it’s often

just you and the customer. Competitive drive is the most important differentiator between

successful and unsuccessful sales engineers.

Nalco sales engineers have to be able to design solutions and solve problems right

alongside our customers in their plants, and they must be passionate about working hard

to build solid working relationships.

Train With The Best

Nalco offers competitive pay and benefits. Their training and development program turns

out the best-prepared sales engineers in the industry. Its customers know that and have

come to depend upon it. Sales engineers come to Nalco’s global corporate headquarters

in Naperville, Ill., for one week of onboarding, which includes an introduction to Nalco,

computer training and three days of safety training. The second component of sales

engineer training is a 24-week session of technical lessons, involving lesson plans and

tasks that have to be completed outside of work. After the initial week of training,

engineers go out into the field for on-site training and see the things they have learned

about. The third component of training is a competency exam that must be passed in

order to become a full-time I&IS sales engineer. After three to six months in the field, in

which sales engineers are further trained by the District Manager and a Primary Trainer,

sales engineers come back to Naperville for the fourth component of training: the New
Sales Engineer Conference, which involves another week of training. The conference

includes sales talks where the sales process is learned and practiced with role-playing and

simulation techniques.

In general, I&IS sales engineers work in two areas:

Heavy Industry: The sales cycles are longer, usually more technically oriented and the

accounts are much bigger. Heavy industry sales engineers need to be more technically

competent and they have to have more patience.

Light Industry: The account/customer is smaller and the sales cycle is shorter. Sales

engineers do not spend as much time with these accounts, so they do not typically have to

have as much technology experience. I&IS also has one of the best-developed alternate

career paths, and it’s all about keeping sales engineers satisfied long-term in their jobs.

The Professional Sales Career track includes positions from District Representative all

the way up to Key Account Manager. Nalco I&IS also offers a Sales Management track,

with such positions as Area Manager, District Manager and Sales District Area Manager.

In both career paths, sales engineers learn new things all the time and there are

opportunities in the industry to develop expertise in a certain technology area. Because

Nalco is a global company, engineers can literally go anywhere they want.

At Nalco there is also a sense of camaraderie and teamwork. It’s more than just a job —

it is also about family. Sales engineers do things together outside of work — they

celebrate their kids’ birthdays, socialize and support each other as a team.

Nalco: A benchmark in Corporate Social Responsibility

In Orissa, for setting up Asia's largest integrated alumina-aluminium complex in 1981,

National Aluminium Company Limited (Nalco) had acquired 7263 acres of land at
Damanjodi in Koraput district and 4057 acres at Angul. During the inception of the

company, 635 families in 51 villages were displaced - 600 families in Damanjodi sector

and 35 families in Angul sector. From these 635 displaced families, employment has

been provided to 625 nominees. Confusion regarding educational background and

nomination status of balance 10 families has been taken up at appropriate level. Besides,

1495 families were substantially affected (i.e. parting with one third or more land) in

Angul sector. Even from these, jobs have been provided to 1060 persons. Nalco has also

been sponsoring ITI training to such persons and 543 have been technically trained so far.

Apart from financial compensation, employment and rehabilitation packages, Nalco has

also spent more than Rs. 100 crore towards various social sector development activities.

Creation of infrastructure in the surrounding villages for communication, education,

health care and drinking water gets priority in the periphery development plans of the

company. Community participation in innovative farming, pisciculture, social forestry

and sanitation programmes apart, encouragement to sports, art, culture and literature are

all a part of Nalco's deep involvement with the life of the community. Successful

operations of the company have led to employment and income generation for the local

people in many significant ways.

NALCO ACHIEVES LOWER PROFIT AT Rs.219.46 CRORE IN 3RD QUARTER

OF 2008-09

According to the reviewed financial results for 3rd quarter of the financial year 2008-09,

taken on record by the Board of Directors in a meeting held in New Delhi today, the

company has achieved net profit of Rs.219.46 crore, with a sales turnover of Rs.1091.97

crore. However, during the 3rd quarter of previous fiscal, the figures were up at
Rs.329.44 crore and Rs.1220.97 crore, respectively. The company earned profit of Rs.445

crore from sale turnover of Rs.1,676 crore in 2nd quarter of the current fiscal.

The net profit and sales turnover for the 9 months ended December 2008 work out to

Rs.1189.25 crore and Rs.4374.29 crore, respectively, as against the corresponding figures

of Rs.1215.83 crore and Rs.3940.21 crore achieved during the first 9 months of the

previous fiscal. The alumina sales during the 9 months of this fiscal have gone down to

6.05 lakh tonnes as against 6.27 lakh tonnes achieved during the comparable period of

2007-08 and the metal sales have also declined to 2.50 lakh tonnes from 2.61 lakh tonnes

during the comparable 9 months of the previous fiscal.

The lower sales and profit during the 3rd quarter are primarily due to the global recession

and sharp fall in demand and prices of alumina & aluminium.

 Chapter -4

Data analysis

4.1 Frequency Table: Training and Development:

Training & Development Number of Respondents

Statements Almost Mostly Sometimes Rarely Not at
True True True True all True
Indians are helpful to the new 17 23 10 0 0
comers to learn about the NALCO
Senior members spend time with 18 12 15 05 0
new comers at the induction
Employees are given training on 35 10 05 0 0
the basis of organisations need.
External training programmes are 15 15 06 14 0
carefully chosen
Well-designed and well-shared 15 07 20 06 02
policy maintained by NALCO
Training reduces risk of the job 22 10 08 06 04
Effective training programmes are 20 15 07 02 06
timely evaluated
Trainers and Training Officers 13 23 16 04 04
provide the right kind of climate to
implement new ideas and methods
acquire by their juniors

Interpretation:

Training and development programmes are the planned programme designed to improve

performance and to bring about measurable changes in knowledge, skills attitude and

social behavior of the employees for doing a particular job. Now-a-days training has an

additional purpose of facilitating change and management training is basically equipping

executives with such knowledge, skill and techniques as are relevant to managerial tasks
and functions. In NALCO number of various training programmes has been conducted

for different categories of employees. In current financial year 2521 of employees have

been trained in the areas like, Appraisal methodology, customer orientation & marketing

of NALCO products, role excellence of sub staff, Trainers training programme, Business

development strategies etc.

Opinion of the employees regarding different training & development programmes mot

of the respondents said that induction helps in learning about the organisation i.e. 46%.

Regarding senior members’ participation in developing the skill, knowledge and attitude

of subordinates 36% said it is almost true, 24% said that mostly true. As training is given

on the basis of the organisations need, 70% said almost true and 20% mostly true.

Regarding well policies of training 44% said almost true and various training

programmes are effectively evaluated as 40% to 60% said it is properly taken care by the

NALCO. As 26% to 46% said training provides a very good climate for the employees

growth & development.

4.3 Frequency Table: Career Development

Career Development Number of developments
Statements Almost Mostly Sometimes Rarely Nat at
True True True True all
time
Top Management makes efforts to 22 18 07 02 01
identify and utilize the potential of
the employees.
Promotion decisions are based on 19 20 08 02 01
the suitability of the promoters
rather than any favor.
Behavioral feedback is given to the 15 20 12 02 00
employee
System gives reward to the best & 16 22 09 02 01
punishment to the worst
Organization change & 19 20 08 01 02
development is welcome
Climate is conducive for employees 20 16 10 02 02
Delegation of authority 29 09 11 01 00
Reward are based on overall ideas 30 12 03 04 01
of merit and objectively
Transfer of employees to different 26 10 10 02 02
regions
Rotation of job is done regularly 22 15 10 02 01

Interpretation:

Organizational development increased productivity and fulfillment of organizational

objectives can be accomplished only if employees of the organization get a feeling of

satisfaction and achievement and consider themselves a part of that organization.

Normally employees have aspirations to advance and grow in their organization & desire

to achieve higher & more satisfying performance. An organization will gain strength &

vitality only when its employees are convinced that they will not only have financial gain

but also emotional and mental satisfaction. In case of career development top

management makes effort to identify and utilize the potential of the employees, fair the

organisation has used method as the 30% to 40% respondents said that promotion

decisions are not on the basis of favors rather on the basis of suitability. 30% to 45%

respondents said that behavioral feedback is given to the employee. 40% to 60% said

they welcome organizational change & development. 60% to 72% of the respondent said

that rewards are based on overall ideas of merit and objectivity. 52% to 60% said that

transferred policy is open to each and every employee & the employees have been

transferred to different regions, where the bank is operating. 44% to 60% said that job
rotation is done regularly for developing the employee & promoting the multi skill

among the employees.

4.4 Chart: Respondents awareness & perception towards training

Respondents awareness & perception

towards training

20%

Yes
No

80%

Interpretation:

From the above chart the researcher found that 80% respondents of NALCO are aware

about training programme but 20% are not aware about that

4.5 Pie Chart: Respondents satisfaction towards Training

Respondents satisfaction towards

Training

100% Yes, 90%

90%
80%
70%
60%
50% Series1
40%
30%
20% No, 10%
10%
0%
Yes No
Interpretation:

From the above pie chart it is revealed that 90% of the respondents of NALCO

employees said they are satisfied with the training provided by the organization. But 10%

are not satisfied with it.

 Chapter -5
Findings

Findings of the collected data play a vital role to find out the desired result of the project.

From the analysis of the data the researcher found that:

• NALCO has given stress on employees development i.e. management take

initiative to train the employees to enhance their capabilities and adopt

themselves for organizational competitiveness.

• Welfare of the employees is given much importance, management takes care

of that employees are maintained physical & mentally.

• Employee seems to be satisfied with the HRD practices done by NALCO for

the employees.

• Team spirit, trust, collaboration among the employees is good for carrying out

the activities.

• The annual confidence record, method of appraisal is competent enough to

appraise the employees in present day.

• Job rotation is not sufficiently encouraged in order to facilitate employee

development.

• Employees are satisfied with the training provided by NALCO.

• Every employee suggests and strongly agrees with the fact that training is the

foremost and most important activity in the organization.

• All most all the employees recommended that training is the essential part in

the job to perform appropriately in the organization.

• Most of the employees (90%) strongly agreed that training programs enhance

their skill and knowledge attitude in the job and also in the workplace.

• 45% employees feel that on the job training is more helpful other than other

type of training. Where as 35% employees recommend the off-the-job training

method because they feel themselves fresher or less skilled. So that they

cannot handle the situation or problem perfectly in the workplace, which leads

to bad impression. Hence they choose classroom training. Similarly 20%

employees recommend both type of training methods because they feel that

both are appropriate in its place and it helps them in better problem solving.

• 70% employees feel that the training plans or policies settled by the company

is excellent, where as 30% fell that , it is not satisfactory hence need

modification. Because they realize that marketing, sales, customer wants,

products, technology changed from time to time. So according to that, plans

and policies should be changed from time to time.

• In the training design 90% employees feel that the schedule is excellent and

they can devote more time in training programs and gain more knowledge.

However 10% show their dissatisfaction towards training and need

modification.

• In the criteria of the training sessions 40% employees strongly agree that

training session must be settled properly. Like where the training is conducted

the materials needed in the training and the trainers appointed for the training

etc. however 20% of the employees strongly disagree about the impression of

the trainers in the training program.

• 20% of the employees recommend that the types of training that are settled for

the trainers are excellent because they fell that the types of the training

program launched by the company is not satisfactory, hence it need

modification.. They also fell that the organization should given more

importance in the present rather than the past.

• The most important thing is that training evaluation. Whether the employees

performance is developed through training or not, if increased then up to what

extent the development is? 35% employees say that the developmental

programs are excellent and 15 % employees said that it is not satisfactory and

12.5% said that it needs modification because they feel that employees should

be praised and motivated during the training program so that their interest

level will rise and they will perform well.

 Chapter -6
Suggestion
• Proper evaluated of training programs and trainees must be done

• Certain development activities must be done so that the company can known

up to what extent the employees performance will increase. So according to

that training can be modified.

• The organization should extend its operation in general.

• The organization should realize the importance of training for its benefits.

• The open system of appraisal method should be adopted in order to make

transparency, participative and proper feedback to the programmes conducted

by the organization.

• Sufficient number of training programs should be designed to train the

employees to give competitive advantage over their competitors.

• NALCO should make awareness about training to its employees

• Bridging the competency gap of employees to optimize their potential

utilization.

• Fulfilling business needs through specialized training in functional &

developmental areas.

• Motivating employees for self development so as to meet their future

expectations.

• Adequate weight age for promotion should be given

• Systematic documentation of training and development

• Identification of need of training and assessing the needs.

• Introduce project based training

• The first and most important thing is that the company should appoint more

efficient employees in order to perform the job well.

• Similarly the employees who performed well during the training sessions they

must be praised and motivated by the trainers and senior employees.

• The seniors also undergo some vocational training at the particular time

duration to acquire with the new technology.

• The suggestions of trainees during the training program must be considered so

that changes can be done in methods of training.

 Chapter -7
Conclusion

Conclusion:

Training is the process of learning a sequence of programmed behavior. It gives an

awareness of the rules and procedures to guide the behavior of the employees. Every

organization seeks well skilled experience persons for the job. However sometime fresher

employees cannot perform satisfactorily, so that they need some extra support by which

they can develop their skill, ability, attitude and knowledge in the job. Therefore to

enhance all the above criteria training is essential. Training is the core stone of the sound

management of an organization. An organization having well trained and experienced

employees can perform satisfactorily compared to other organization. To design a perfect

training program the objective of the training must be settle appropriately. Who are the

target employees, which type of trainers should be appointed, what should be equipment

used in the training program and the place of the training must be targeted before starting

the training schedule. The most important thing is that the trainers must take suggestions

and view of the trainees during the program. Some time the trainers must appreciate the

performance of the trainees and should motivate during the training.

However, the percentage spend and number of days spent training staff may be useful in

order to get an overview of the companies commitment to training and development, but

it is the manner, approach and content of the training initiatives as well as their

assessment and follow up which determine success. It is all too easy to throw money at a

performance problem and assume that a training course will sort it out, when this may

well be just putting a plaster over an open wound. Training initiatives need to be
strategically aligned to the overall company mission and goals. They need to be designed

and delivered with the aim of helping staff to achieve their departmental as well as

personal goals, so the trend of increased involvement by line managers and employees is

a positive development in terms of ownership of the training and learning. By adopting a

strategic approach to training and development rather than an unplanned and ad hoc one,

training and development initiatives become more targeted, measurable and effective.

However, increased flexibility in terms of training delivery may need to be expanded in

the future to facilitate participant’s different learning styles as well as lifestyles. They

also need to be assessed in terms of reaction, learning, behaviour change and results to

determine the added value to the organisation. This area of evaluation is one whereby

many organisations simply evaluate the effectiveness of the training intervention based

on the initial reaction of participants, an area which clearly needs to be expanded. A

sample training and development approach is outlined below describing the essential

elements in a strategic approach.

In order to remain competitive and to ensure excellent staff are attracted to and remain

within the organisation, companies need to ensure that the training anddevelopment of all

employees is an issue which is taken seriously. By investing in the development of the

people who are the face of the business, companies can get ahead of the competition and

excel in what they do. One of the most important aspects of managing people lies in

helping employees become more effective at their jobs and being able to adapt to that job

or another job as he/she matures within the organisation. This requires a high level of co-

ordination between employee training and development and the range of other personnel

functions, such as recruitment and selection, performance appraisal, reward systems and
employee relations. Identification of a company’s training needs, designing a relevant

training plan, selecting and implementing the resulting training programme and

evaluating it’s success are therefore integral elements of the overall Human Resource

process.

However, for any of these functions to be effective, the Training plans and policies must

be in line with the organisation’s strategic objectives. The Training function is

increasingly considered to be a key player in helping the organisation to achieve it’s goals

through it’s people as it is becoming more generally accepted that there is a strong

correlation between organisational success and investment in training and development.

There is now a growing awareness of the importance of a planned approach to training

and development as a tool for competitive advantage, staff recruitment, selection,

retention and motivation. The whole Training and Development function has increasingly

acquired status as the instrument for breaking new ground and bringing about change

through its developmental activities. Training managers must provide expert advice to top

level management, usually about the value to the organisation of a particular kind of

training. Furthermore, they must have the means to persuade management as to a

systematic approach to training outlining for example, the extent to which changes in

structure and procedures will be necessary to support training. The training must take

place within a framework of partnership between the trainer, employer and employee.

This relationship must be characterised by trust between all stakeholders so that training

does not simply reflect the views of the employer. This commonality of interest must be

identified and worked towards. Training and development is about making a difference to

the bottom line, both in terms of how people feel about their jobs as well as in the area of
performance and productivity. Ultimately, it is about adding real value to the organisation

and those who comprise it.

With the development of global market and liberalization of national economy quality

products and services and higher productivity have became crucial elements for corporate

survival more than the sophistication, more is the recruitment of adherence to standard

operating practices in an industry then more number of training facilities should be

available. For NALCO all over the world consider employees and their competencies as

strategic resources that give them competitive advantages. With the increased emphasis

on employees creativity and autonomy the expectation of the employees on the other

hand are also fast changing. Due to training employees’ performance level increases and

it will increase the quality of the product. So NALCO should give more emphasis on

training and development activities.

BIBLIOGRAPHY:

1. Rao, T.V. (1992) developing & Appraising Managerial performance, Ahemadbad,

Academy of Human Resource Development.

2. Sharma, C.K. and Basu, Denu (1994): Public Service Provides – The Challenge

for HRD is Rao, T.V., Silveria, D.M.Srivastava, C.M. and Vidyasagar, R., HRD

in the New Economic Enviornment, New Delhi: Tata M.C. Grad Hill.

3. Pareek,V. (1987) Motivating Organizational Roles: The role of efficiency

approach, Jaipur:L Rawat Publication.

4. Bacchus, M.K. (1991) Human Resource Development: Definition, importance &

strategies. London: Common Wealth Secretariat, London, Mimeo

5. Bhalla, A.S. and Dilmus, J. (1998) New technology and development:

International Labor Organization.

6. Chira, H. (1985) Human Resource Development: Integrating the Macro & Micro

perspectives, Fourth Annual Stand ford- NUS executive programme, Singapore

7. Pareek, V. and Rao, T.V. (1992) Designing & managing Human resource

Systems, Revised edition, New Delhi: Oxford & IBH

8. Park, F.K. (1991) Recent Market Trends & Issues for Long term Human Resource

development, UNDP.

9. www.nalcoindia.com

10. www.google.co.in

11. www.scribed.com
Appendix

Dear Sir,

I am Pritimayee Mishra, a student of Indira Gandhi National Open University

undertaking a study on “Training & Development: A case study on NALCO” as a part of

my course curriculum for completion of MBA Degree under IGNOU. It is purely an

academic work, so I want some valuable information from you. Information provided by

you will be used for academic purpose only. At any cost your identity will not be

disclosed.

The questionnaire consists of statements regarding the organizations HRD Practice. A

five-point scale follows each statement. A statement “Strongly agree” indicates a rating

of 5. A statement almost true (Rating 4), Mostly true, sometimes true (rating 3), Rarely

true (rating 2) & not at all true (rating 1). You are requested to tick (√) mark the answer

tat you think appropriate in your opinion. It is necessary to respond all the questions for

data analysis and drawing conclusion.

I request you to extend your kind co-operation to make this study successful.

Yours Sincerely

(Pritimayee Mishra)

Part - I
Personal information:
a) Name
b) Age
c) Marital status
d) Qualification
e) Designation
 f) Department
g) Years of experience
h) Number of Training attended:
Part - II
A number of statements are given below describing the employment practices of a bank.

Please give your assessment of the employment practices in your bank by rating five

organizations on each statement using the following five-point scale.

‘1’ to those items that you think is not at all true for your organization (100% false)

‘2’ to those items that are only rarely true (25% true & 75% false)

‘3’ to those items that are sometimes true (50% true & 50% false)

‘4’ to those items that are mostly true (75% true & 25% false)

‘5’ to those items that are almost true (100% true)

Statement Almost true Mostly Sometimes Rarely Not at all

(5) true (4) true (3) true (2) true (1)
Training & Development
Indian helps the new comers to (AT) (MT) (ST) (RT) (NT)
learn about the organisation
Senior members spend time with (AT) (MT) (ST) (RT) (NT)
new comers at the induction
Employees are given training on (AT) (MT) (ST) (RT) (NT)
the basis of organisationss need.
External training programmes are (AT) (MT) (ST) (RT) (NT)
carefully chosen
Well-designed and well-shared (AT) (MT) (ST) (RT) (NT)
policy maintained by organisation
Training reduces risk of the job (AT) (MT) (ST) (RT) (NT)
Effective training programmes are (AT) (MT) (ST) (RT) (NT)
timely evaluated
Trainers and Training Manager (AT) (MT) (ST) (RT) (NT)
provide the right kind of climate
to implement new ideas and
methods acquire by their juniors
Career Development
Promotion decisions are base on (AT) (MT) (ST) (RT) (NT)
the suitability of the promoters
rather than favoring.
Behavioural feedback is given to (AT) (MT) (ST) (RT) (NT)
the employee
System gives reward to the best & (AT) (MT) (ST) (RT) (NT)
punishment to the worst
Organization change & (AT) (MT) (ST) (RT) (NT)
development is welcome
Climate is conducive for (AT) (MT) (ST) (RT) (NT)
employees
Delegation of authority (AT) (MT) (ST) (RT) (NT)
Reward are based on overall ideas (AT) (MT) (ST) (RT) (NT)
of merit and objectively
Transfer of employees to different (AT) (MT) (ST) (RT) (NT)
regions
Rotation of job is done regularly (AT) (MT) (ST) (RT) (NT)
Compensation and Social security (AT) (MT) (ST) (RT) (NT)
Industrial relation in our (AT) (MT) (ST) (RT) (NT)
organisation is excellent
Disputes are settled amicably (AT) (MT) (ST) (RT) (NT)
thing coordination, mutual interest
and understanding.
Employees are well trained to (AT) (MT) (ST) (RT) (NT)
develop excellent customer
behavior.
Mutual understanding between (AT) (MT) (ST) (RT) (NT)
organisation view and employees
view.
Employees work is a team to (AT) (MT) (ST) (RT) (NT)
fulfill organisation objectives
Working condition of the (AT) (MT) (ST) (RT) (NT)
organisation is good for
employees safety by health
The welfare measures provided by (AT) (MT) (ST) (RT) (NT)
the organisation to its employees
is excellent