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I take this opportunity as privilege to express my deep sense of gratitude to our DIRECTOR
Prof. Daniel Penkar and Prof. Gopa Das, SINHGAD INSTITUTE OF MANAGEMENT
Pune, for their continuous encouragement, invaluable guidance and help for completing the
present research work.
I am deeply indebted to my project guide, Sinhgad Institute of management, Pune without her
help completion of the project was highly impossible. I take this opportunity as privilege to
articulate my deep sense of gratefulness to Mr. Sonal Prabhakar (Department Human
Resource).
Their encouragement and valuable guidance are gratefully acknowledged.
I would like to acknowledge al my family members and friends for their help and support.
Lastly, I convey my gratitude to all those who or directly or indirectly related to this project
and helped me to complete this project report.
ANKIT GARG
EXECUTIVE SUMMARY
2
The main focus of the study is to measure the effectiveness of training and development at
Hindustan Zinc Ltd. This project emphasizes the importance of training and development
among the work force in achieving gains in human performance and productivity.
Primary data collection was done through structured questionnaire. Secondary data was
collected from company records and internet. Research design used in study was descriptive
research study. Conclusions were drawn based on the analysis of data collected from the
employees in various grades. A statistical tool applied is simple percentage method.
Recommendations were provided for enhancing the quality of the training and development
programmes in the organization. The steps for improving training and development in the
organization are identified. This project provides detailed information about T&D, where does
it reside and what does it do. Hindustan Zinc can implement job enrichment, job enhancement
and self development training methods to improve the efficiency of human resource.
3
CHAPTER-1
ORGANISATION PROFILE
4
Vedanta Resources Plc
• Vedanta is a US $2.2 billion London listed, diversified metals and mining Group
• Vedanta has copper; aluminum and zinc operations are India. Two copper mines in
Australia and copper mines in Zambia.
• Vedanta also has interests in gold (AGRC) and optical fiber (SOTL) Through the
Sterlite Group.
• In India, Vedanta Resources has interests in HZL (through sterile), BALCO and
MALCO.
• FY 2005 group turnover: US $1884.2 million
5
Structure of Vedanta Resources and Stake Holding:-
6
Introduction:-
HZL was incorporated on 10th January, 1966 as a public sector company after the
takeover of the erstwhile metal corporation of India limited(MCI) to develop mining and
smelting capacities to substantially meet the domestic demand of zinc and lead metals.
In April 2002, Sterlite acquired a 26% interest in HZL from the Government of India along
with the management control and 20% were acquired from the open market, and it became a
part of the Sterlite group. Since then HZL has been growing from strength to strength. In
August 2003, Sterlite acquired a majority state in HZL by acquiring another 18.9% interest
from the Government of India. The total shareholding of Sterlite in HZL is more than 65%.
Government of India still holds approx 30% share in the company.
HZL has broad-based operations, its spectrum of activities range from exploration,
mining and ore processing to smelting and refining of lead, zinc, cadmium, cobalt,
copper and other precious metals. It is also an important producer of sulfuric acid and
rock phosphate. The company is looking forward to opportunities in gold, other
minerals and new business areas.
In its life span, HZL has endeavored to aim for a steady improvement in its operation
through forward planning, excellent team work, research and development, and
technology updating: as a result the company has almost taken the country to the
level of self sufficiency in zinc.Being a proud inheritor of world’s oldest technology,
HZL is continuing the tradition and gearing itself to recapture a position among the
prime products of the world.
7
2005-06 Chanderiya hydrometallurgical zinc smelter begins production.
Chanderiya Ausmelt™ lead smelter begins production.
2003-04 Sterlite acquires additional shares of 18.92% from Government of India under call
option.
2002-03 Sterlite acquires 26% and management control in HZL from the Government of
India in privatization. A further 20% is bought from market through open offer.
1991 Chanderiya pyrometallurgical lead-zinc smelter and Rampura Agucha mine begin
production.
1977 Vizag zinc smelter and second set of Zawar mine facilities commissioned.
Board of Directors:-
8
Shri M.S. Mehta, CEO & Whole-time
Director
ZINC PRODUCTION
9
YEAR ZINC Production (ktpa)
2004 175
2005 210
2006 225
2007 210
2008 280
10
demonstrated reserve of about 40 million tonnes of Zinc-Lead Ore with about 4.5% Zinc and
1.7% Lead.
11
Chanderiya Lead Zinc Smelter:-
This gigantic smelter is situated in Chittorgarh district of Rajasthan, based on the imperial
Smelting Process route adopting blast furnace technology for simultaneous production of
Lead and Zinc. This is first in India and 14th furnace in operation in the world. The installed
capacities are as under:
(In MT)
12
1 Zawar Group of Mines (Raj) Zinc, lead, silver,
ores & concentrates
12,00,000
(In MT)
Cadmium 250
13
2 Vizag Zinc Smelter, Zinc 30,000
Vishakhapatnam (A.P.)
Lead 22,000
Cadmium 115
Silver 12
Lead 35,000
Cadmium 375
FY FY FY FY FY
Particulars 2010 2009 2008 2007 2006
14
Revenue (Rs Crore) 8,017 5,680 7,878 8,560 3,877
About ZSD:
The plant was commissioned in 1968 with capacity to produce 18000 tonnes of Zinc, 72600
tonnes of Single Super Phosphate and 76 tonnes of Cadmium. Soon the capacity was
expanded to accommodate for continuous increase production of Zinc ore by setting near ZSD
the CRDL unit i.e. Central Research and Development Laboratory where all the scientific and
process development work takes place. It deals with keeping pace with all developments in
regard with the process as well as the techniques..
15
HINDUSTAN ZINC’S SMELTER PLANT AT UDAIPUR (RAJASTHAN)
16
Mr. Govind
Ram
AVP
Mr. Vinay
Agarwal
Inventory Sr. Manager
Sr. Manager
(Safety)
17
DEPARTMENTS:
In any production unit the departments can be divided into two major parts in which one is
related to the production and another is service department.
A. Production department
B. Service department
A. Production Departments:
Those departments, which are directly engaged in the machine operation and
production of Zinc Ingot, are known as production departments. In such department the
following items can be seen easily:
Raw material
Giant trucks
Labors
18
• CORPORATE SOCIAL RESPONSIBILITIES:
(CSR Activities)
We continue to impact over 500,000 lives through our relentless Corporate Social
Responsibility (CSR) initiatives.
We are committed to raise the quality of life and social well-being of communities
where we operate.
We believe in engaging with our stakeholders in two-way, open dialogue, which is
the key to the development of sustainable communities.
We work to establish and maintain our "social license to operate" in the local
communities in which we are active by incorporating the principles of sustainable
development into all aspects of our engagement.
Our framework of community engagement starts with need assessment and base
line studies to understand the needs of the communities.
The data is collected based on Participatory Rural Appraisal interviews with
village heads, panchayat members, farmers, SHG members and the villagers
at large.
This feedback then is used to develop new programmes and improve existing
programmes.
We have a dedicated team of 107 functionaries including qualified professionals
and subject matter specialists who are part of our corporate social responsibility
team.
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• Social Policies
o Environment conservation
All operating locations will incorporate CSR activities as an integral part of their
business plan and have an appropriate organization to implement the same.
We will be open to working with likeminded associates, Government bodies and other
volunteer organization in pursuit of our mission.
We will measure and report progress as per social accounting systems and encourage
third party reviews for effective delivery and measurable impact.
We will regularly communicate with all our stakeholders on the progress and
performance on social management.
20
HRD at Hindustan Zinc Ltd. – An Introduction
21
Organizations are made up of people and function through people. Without people
organization cannot exists. The resources of men, money, material and machinery are
collected, coordinated and utilized through people. These resources by themselves cannot
fulfill the objectives of organization. They need to be united into a team. It is through the
combined efforts of people that material and monetary resources are effectively utilized for
the attainment of common objectives. Without united human efforts, no organization can
achieve its goals. All the activities of the organization are initiated and completed by the
person who makes up the organization. Therefore people are the most significant resource of
any organizations. This resource is called HUMAN RESOURCE and it is the most important
factor of production.
Own best contribution to its success both as an individual and as a member of a working
group.
22
HUMAN RESOURCE DEPARTMENT
Objective of human resource management are derive from the basic objectives of an
organization. In order to achieve organizational objectives integration of employer’s interest
and employee interest is necessary.
INDUCTION PROGRAM
23
Induction Process is a vital part for newly joined employees. Good induction program ensures
that new joiners are retained, and then settled in quickly and happily to a productive role.
Induction training is all about training employees in respect to: what the work shifts are;
where the notice-board is; what the routine is for holidays, sickness; where the canteen is;
what's the dress code. New employees also need to understand the organization’s mission,
goals, values and philosophy; personnel practices, health and safety rules, and of course the
job they're required to do, with clear methods, timelines and expectations.
Professionally organized and delivered induction training is your new employees' first proper
impression of you and your organization, so it's also an excellent opportunity to reinforce their
decision to come and work for you. Induction training offers a wonderful early opportunity to
establish clear foundations and expectations in terms of ethics, integrity, corporate social
responsibility, and all the other converging concepts in this area that are the base of all good
modern responsible organizations. It is the formal duty of an employer to provide new
employees with all relevant information and training relating to health and safety particularly.
The responsibility lies with the HR head to ensure that that induction training is properly
planned. Even if head office or another 'centre' handles induction training - you must make
sure it's planned and organized properly for your new starter. An induction training plan must
be issued to each new employee, before the new employee starts, and copied to everyone in
the organization who's involved in Providing the training, so the new starter and everyone else
involved can see what's happening and that everything is included. Creating and issuing a
suitable induction plan for each new starter will help them do their job better and quicker, and
with less dependence on your time in the future. Employees who are not properly inducted
need a lot more looking after, so failing to provide good induction training is utterly false
economy.
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• General training relating to the organization, including values and philosophy as well
as structure and history, etc.
• Mandatory training relating to health and safety and other essential or legal areas.
• Job training relating to the role that the new starter will be performing.
• Training evaluation, entailing confirmation of understanding, and feedback about the
quality and response to the training.
Take the opportunity to involve your existing staff in the induction process. Have them create
and deliver sessions, do demonstrations, accompany, and mentor the new starters wherever
possible. This can be helpful and enjoyable for the existing staff members too, and many will
find it rewarding and developmental for themselves. When involving others ensure that
delivery and coverage is managed and monitored properly.
An induction program should feature a large element of contact with other staff for the new
person. Relationships and contacts are the means by which organizations function, get things
done, solve problems, provide excellent service, handle change and continually develop.
Meeting and getting to know other people are essential aspects of the induction process. This
is especially important for very senior people - don't assume they'll take care of this for
themselves - help them to plan how to meet and get to know all the relevant people inside and
outside the organization as soon as possible. Certain job roles are likely to be filled by passive
introverted people (Quality, Technical, Production, Finance - not always, but often). These
people often need help in getting out and about making contacts and introductions. Don't
assume that a director will automatically find their way to meet everyone - they may not - so
design an induction plan that will help them to do it.
The following points should be covered in the induction program. These will help you design
an induction plan to suit your particular situation(s).
Unions, Rights and legal issues, Personnel systems and records overview, Access to personal
data, Time and attendance system, Security, Transport and parking,
\Crèche and childcare (if applicable), Grievance procedures, Discipline procedures, Career
paths, Training and development, Appraisals, Mentoring, Awards and Incentives, Health and
Safety, and hazard reporting, Physical examinations, eye test etc., Emergency procedures(fire
drill, first aid), Accident reporting, Personal Protective Equipment, Use, care, and issue of
tools and equipment, Other housekeeping issues, General administration, Restricted areas,
access,passes.
2. Departmental Induction
The induction training process also offers the best opportunity to help the new people more
quickly incorporate into the work environment - particularly to become known among other
staff members. Hence the departmental tours and personal introductions are an absolutely
important part. Organizations depend on its people being able to work together - these
capabilities in turn depend on contacts and relationships. Well-planned induction training can
greatly accelerate the development of this crucial organizational capability.
The department induction should contain departmental amenities, catering, individual
departmental structures, Departmental functions and aims, Team and management (HOD),
People and personalities overview (extremely helpful, but be careful to avoid sensitive or
judgmental issues), Related departments and functions, How the department actually works
and relates to others, the work-flow - what are we actually here to do?, Customer service
standards and service
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flow, How the job role fits into the service or production process, Reporting, communications
and management structures, Terminology, jargon, glossary, definitions of local terms, Use
and care of issued equipment, Work space or workstation, Local housekeeping, Stationery and
supplies, Job description - duties, authority, scope, area/coverage/territory, Expectations,
standards, current priorities, Use of job specific equipment, tools, etc., Use of job specific
materials, substances, consumables, Handling and storage, Technical training - sub-categories
as appropriate, Product & Services training - sub-categories as appropriate, Job specific health
and safety training, Job-specific administration, processing, etc., Performance reporting,
Performance evaluation, Training needs analysis method, Training support, assistance, mentor
support, Where to go, who to call, who to ask for help and advice, Training review times and
dates, Virtual teams, groups, projects open to job role, Social activities and clubs, etc., Initial
induction de-brief and feedback.
When an employee joins this organization firstly he\she must undergo from induction
training. It will contain the introduction or briefing about all the departments and its functions.
Usually it will be like a session which will be handled by Team heads or any other team
member on behalf of him. The number of days of training will be different and it is depends
27
upon company's policy. In a way it is like a welcome session to make a new joiner familiar
with the company atmosphere.
In Hind Zinc Ltd. this training is provided to every employee at the time of joining. For this
purpose interface memos are provided to every employee in which they get their full schedule
for visiting different departments..
The format of the memo can be easily understood by below mention form -.
In starting the trainee’s name, post and date of joining has mentioned .after these followings
fields are there…
1. S.NO
2. TIME
3. DATE
4. DEPARTMENT
5. CONTACT PERSON
6. SIGNATURE
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1. SNO.
This tells about the total numbers of programs in sequences which are going to be
attended by the trainees.
2. Time
This describes about the time on which the trainees are going to visit different
departments. Time can be mentioned as full day, forenoon and afternoon.
3. Date
This field describes about the date of programs on which the trainee have to attend
mentioned department.
4. Departments
Different departments which are going to be visited by the trainees are mentioned
here.
5. Contact Person
This segment mentioned the trainer’s name (contact person) that is going to provide
training to trainees. Each department have their own trainers under whose guidance
trainees are going to take knowledge about different departments .Trainers are decided
according to the departments.
6. Signature
After visiting the department by trainees, trainers signed in this column as the proof
that this trainee has visited this department under his guidance.
HRD Department
29
OBJECTIVES OF THE STUDY
1. To study the existing training methods and technologies used in the organization.
2. To know the employee satisfaction regarding training methods.
3. To find out the pitfalls related to training programmes in the organization.
4. To offer suggestions to company as to know best training programmes can became
effective in the future.
30
CHAPTER-2
THEORETICAL BACKGROUND
ON
31
TRAINING AND DEVELOPMENT
INTRODUCTION:
Any training & development programmers must contain inputs which enable the participants
to gain skills, learn theoretical concepts and help acquire vision to look into distant future. In
addition to these, there is a need to impart ethical orientation, emphasize on attitudinal
changes and stress upon decision-making and problem solving abilities.
Skills
Education
Development
Ethics
32
Attitudinal Changes
Definition of Training:
Flippo-defines “training as the act of increasing the knowledge & skills of an employee for
doing a particular job.”
33
Training Why?
The word training consists of eight letters, to each of which could be attributed some
significant meanings in the following manner:
A-Awareness (with which one can easily take long strides of progress)
N-Novelties (the new things, the like of which would sustain our interest
I-Intensity (the training instilled into the trainee’s mind must acquire
Experience-oriented intensity)
G-Grip (a fine grip over the situation solves multiple problems & enables
34
DISTINCTION BETWEEN TRAINING AND DEVELOPMENT
Training:
Development:
1. Development not only helps them to improve the job performance but also improve
their personality.
2. Helps the individuals in progress towards maturity and actualization of their potential
capacities so that they become not only good employees but also good human being.
Training a person for higher and bigger jobs is development.
3. Development is a long-term educational process utilizing a systematic ands organized
procedure by which managerial personnel learn conceptual and theoretical knowledge
for gene.
35
Needs & Objects of Training:
36
Analysis of training need:
CURRENT DESIRED
LEVEL OF
PERFOMANCE
IMMEDIATE TRAINING
REVEALS
NEEDS
DISCREPANCY
ACTUAL LEVEL OF
PERFORMANCE
DISCREPANCY
PROJECT DESIRED
LEVEL OF
PERFOMANCE
37
The discrepancy will identify the immediate or long range training need. The
performance can be interpreted to new managerial skills or technical skills required to do a
job. Given figure illustrate the interrelationship of these two dimensions.
Benefits of Employee Training:
SELECTION &
DESIGN OF TRANSFER
INSTRUCTIONAL VALIDITY
PROGRAMS
INTRA ORGal.
TRAINING
VALIDITY
USE OF
39
TRIGGERS of TRAINING:
1. EXTERNAL
-customer requirements
2. INTERNAL
-organization restructuring
SIMULATION METHOD
Role playing
Case study
Vestibule
Business game/Mgmt. Game
Simulated mgmt. Game
In-basket exercise
EXPERIMENTAL METHOD
Sensitivity training
Transactional analysis
Fish bowl exercise
Interviewing
Councelling
2. TECHNIQUE OF TRAINING
41
TECHNIQUE DESCRIPTION
42
Training and development programs in HIND ZINC LTD , DEBARI
UDAIPUR (RAJ).
Employee training is the important sub system of human resource development. Employee
training is the specialized function is one of the fundamental operative functions for human
resources management. Training is a short term educational process and utilizing a systematic
and organized procedure by which employees learn technical knowledge and skill for a
defined purpose.
In Hind Zinc Ltd. many programs are organized for the employees training and development.
Training is not something that is done once to new employees; it is used continuously in every
well run establishments. Further technological changes, automation, require updating the
skills and knowledge. As such an organization has to retain the old employees. So for this
purpose they organized many training which either on the job training of off the job training.
A survey is conducted in which those employees who believes that they need some more deep
knowledge about any topic, related to his work.
Training need assessment survey is done by the HRD department. They provide a form which
is called HRN TNA form. They also attach a list of all programs which they are going to
organize. These all programs are decided by the employees only and if any program is not
included in the list that time he may add any program, if so desired. All programs contain
some codes also. This list is used at the time of filling the TNA form. This form must be filled
by every employee who is interested in attending training. This form contains following
questions a basic format of TNA may be followed by every organization:-
A. Personal Information:
43
Training attended by individual executive during 2008-09 & 2009-10:
2. What training / development input, you think, can help you do your job better now or in
future?
After these entire questions, employee will mention his name, signature and date of filling
that form.
General Comments:
These general comments are given by Reporting Manager or Sectional Head which
are related to:
Strength Areas of employee
Areas of Improvement
The Reporting Manager or Sectional Head gives their suggestions what type of training
Employee required .It may be
Technical
Managerial / Behavioral Course
After this D part question, the reporting manager or sectional head will mention his name,
signature and date of filling that form as the proof that all these information are correct
44
Here all the work of general assessment about Strengths / improvement areas of
employees are done by officer of particular Department:
In this question officer of particular Department write down the immediate requirement for
performance improvement .It either be a technical or managerial course.
At last now, the officer of particular Department will mention his name, signature and date of
filling that form as the proof that all these information are correct.
So this the way by which this organization collects those employees names who needs deep
knowledge of any topic which may be technical of managerial.
After Getting all these information’s HRD department prepared a schedule chart for a year in
which all the training will provide according to the schedule. These training may be of 1 day
or may be for more days.
Here one training need assessment survey form is mentioned from which we can easily
understand the process.
REACTION
Training program is evaluated on the basis of trainee’s reaction to the usefulness of the
coverage of matters, depth of the course content, method of presentation, teaching methods
etc.
LEARNING
Training program, trainer’s ability are evaluated on the basis of quality of content learnt and
time in which it is learned and learner’s ability to use or apply the content be learned.
1. JOB BEHAVIOUR
This evaluation includes the matters an extent to which the trainee has applied his
learning to his job.
2. ORGANIZATION
This evaluation measures the use of training, learning and changed in the job behavior
of the department in the form of increased productivity, quality, morale, sales turnover
and the like.
3. ULTIMATE VALUE
• Importance of training
• Their objective
46
• Training method used by them
47
CHAPTER-3
RESEARCH METHODOLOGY
Research methodology is the way to systematically solve the research problem. It may be
understands as a science of studying how the research is done scientifically.
48
The term research refers to the systematic consisting of formulating this problem, formulating
a hypothesis, collecting the facts and the data, analyzing their facts and reaching certain
conclusion in the form of solution towards the concerned problem. In methodology the
researches discuss the objectives selection of area, sample design, data tabulation and analysis
used to analysis the data.
RESEARCH DESIGN:
SAMPLING DESIGN:
It is the process of obtaining information about an entire population by examining only a part
of it. The item selected from the population is known as sample.
49
TYPES OF SAMPLING:
1. Random Sampling: Random sampling is one where the researcher insures that each
member of that population has an equal probability of being selected.
2. Purposive Sampling: Purposive sampling can be very useful for situations where you need
to reach a targeted sample quickly and where sampling for proportionality is not the primary
concern.
3. Quota Sampling: In quota sampling, you select people non-randomly according to some
fixed quota.
4. Convenience Sampling: Convenience sampling is one where researcher does its work
according to its own convenience without any strict rules to follow, and the researcher must
rely on judgment. In this sampling researcher may include the entire population in this study
by using Questionnaire or by using other sampling methods.
SAMPLING UNIT:
Employees in the organization are considered as the population for the study. The researcher
used Convenience sampling method.
SAMPLE SIZE:
50
A sample of 200 people was taken from the overall staff of 1000 people in Hindustan Zinc
Ltd. for the survey. The required data collected through questionnaire.
The information required for the project was collected mainly from the primary sources and
even from secondary sources. The primary source consists of the data analyzed from
questionnaire and interaction with the user at that time only, and internet is used as secondary
source.
Here in this project the methods used by me for collecting information regarding the
plans are-
1) Primary Method
Questionnaire design
The questionnaire which was used to carry on the survey has 8 questions.
2) Secondary Method
This is the method, where the data is collected through some other
external sources. Secondary data can be defined as the data collected by someone else for
purpose other than solving the problem. In this method I have collected the information from
Internet.
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“Statistic provide more insight into data and more insight leads to better decisions”
The statically tools were used for the data impetration and analysis for this study are as
follows:
A. PERCENTAGE ANALYSIS:
In this project percentage analysis is used through single tabulation for the purpose of
analyzing the objective.
B. GRAPHICAL ANALYSIS:
Graphs and Diagrams have a great memorizing effect that once, they are seemed, they can be
recollected and remembered any time. Comparison of data is very say with Graphs and
Diagrams. In this study using bearing and unavailable tabulation research used charts like Pie
and bar charts.
52
CHAPTER-4
DATA ANALYSIS
60%
To improve
9% organisational climate
Interpretation
From the above table it is clear that 60% of respondents i.e. 120 employees agree that training
is a part of their organization and eventually for an individual to enhance their knowledge and
accuracy, 18% of respondents agree that it improve accuracy, 13% and 9% agree to update
knowledge and it improve organization climate.
54
Training by experienced people 50 25%
Training by
9% 47% experienced
pepole
Training by
external
25% agencies
Class room
training
Interpretation
From the above table it is founded that 47% i.e. 94 respondents feels that
On the job method was more effective, 25% give more emphasis on training
By experienced people 19% thinks that class room training is effective
And remaining agrees with training by External agencies.
55
Total 200 100%
10% %
Improvement
At the same level
90%
Interpretation
From the above chart it is clear that 90% of respondents i.e. 180 no. of employees see the
improvement in their work and remaining are still at the same position after training.
Yes 26 13%
No 26 13%
56
Total 200 100%
To some
17%
extent
Can't say
No
57%
Interpretation
The above chart shows that 13% i.e. 26 of respondents agree that training session are fruitful,
17% of respondents agree that training sessions are useful to some extent,
13% respondents don’t feel the same while the 57% majority have no idea/can’t say.
Always 70 35%
Rarely 30 15%
Total 200 100%
57
Training is according to the needs of the
employee:
15%
35%
Always
Mostly
Rarely
50%
Interpretation
It is found that 35% of the respondents i.e. 70 no. of employees are agree that training is
according to the needs of employee, 50% of the respondents think sometimes training is
according to employee and remaining 15% thinks rarely.
Q6. Does the training programme in your organization provide opportunities for
Overall development?
Not at all 10 5%
58
Total 200 100%
5%
20%
75%
Interpretation
From the above table it may be analyzed that 75% i.e. 150 of respondents agree that training
helps in overall development, for 20% to some extent and for the remaining 5% doesn’t agree.
Satisfied 60 30%
59
Satisfaction with the present level of training
16%
30%
Satisfied
To some extent
Not at all
54%
Interpretation
From the above table it may be analyzed that 30% i.e. 60 of respondents are satisfied with
training, 54% of respondents are satisfied to some extent and remaining 16% are unsatisfied.
Q8.Do you feel that training is required for the retention of talent
and improvement in business organization?
No 30 15%
Total 200 100%
60
Training is required for retention of talent:
15%
Yes
No
85%
Interpretation
From the above chart it is clear that 85% of respondents agree that training is required for
retention of talent and remaining 15% says no.
1. The top management should pay attention to the personnel policies of the organization
and made changes in it so that the employees would be satisfied with it.
2. The top management should spend time to solve the problems of the employees.
3. The senior officers should take interests in the work and perform their duties well, so
that the climate of the organization remains healthy.
4. The employees should be given feedback in terms of reward, incentives, etc so that
they work with full devotion.
5. The senior officers should do the enhancement of the knowledge & skills of
employees and provide proper feedback on its effectiveness.
6. The employees should be given chance to try out their creative ideas, so that they get
an opportunity to show their talent and as well as their knowledge can be increased.
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7. The management should design different innovative training programs which helps us
to identify the hidden problems of employees.
8. The senior officials should focus more on practical training as it teaches the employee
practically in complete practical environment.
9. The training program should be conducted regularly, so that the employees are aware
of new upcoming technologies.
10. The management should conduct the training program as per the need of the
employees.
2. The respondents responses to the questions might be based due to the fear towards
Management.
3. The time limit of the project the sample size has been limited to 200.
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CONCLUSION
To be effective, training must play a strategic role in supporting the business. As we all are
already aware about the merits of training and development in an organization. It plays a
crucial role in achieving the objectives of organization by upgrading the knowledge, skills and
other things which are necessity for individual as well as organizational growth.
Theoretical knowledge teaches the principle and policies whereas practical teaches how to use
them. Here we have enhanced our practical knowledge by applying our theoretical
knowledge.
Now a day’s business organizations recognize that they now operate in a new global economy
which is very dynamic, thus it requires knowledge, innovation, flexibility and quality in
production as well as service delivery and market know-how.
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Business organizations realize more than ever that, employee knowledge gained through
training and development has become a strategic necessity and more the source of strategic
advantage.
BIBLIOGRAPHY
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This project report has been made by the various data sources which are highly relevant from
all points of view.
Under the Training and Development project concept practices are totally with the help of
following text books:
• Ashwathappa
• Ramaswamy
www.education.com
www.wikipedia.com
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www.hzlindia.com
ANNEXURE
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Annexure-1
QUESTIONNAIRE:
Name: Age:
Organization?
a) Improvement
b) At the same level ( )
a) Yes
b) To some extent
c) Can’t say
d) No ( )
a) Always
b) Mostly
c) Rarely ( )
a) Yes
b) To some extent
c) Not at all ( )
a) Satisfied
b) To some extent
c) Not at all ( )
Q8.Do you feel that training is required for the retention of talent and
a) Yes
b) No ( )
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Annexure-2
HINDUSTANZINCLIMITED
ZINCSMELTER,DEBARI
Contact Officer
Date Reporting Plant/Depts. Signature
S / Shri
VK Kothari / PC Gupta / BP
08/7 Mech. /Elect. /Inst. Maint.
Kant
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3:00PM on the respective dates and impart training about all the activities of your working
area.
Sonal Prabhakar
Jr. Executive (HR)
Safety Officer: To please make aware about SAFETY INSTRUCTIONS to the students and
provide Saftey HELMET ON RETURNABLE BASIS.
Annexure-3
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TRAINING NEED ASSESSMENT SURVEY
B. Personal Information:
1. Name … Designation…
2. Qualification … Department: ..…………………..………….
2008-09 2009-10
CP Code CP Code
Course Title Course Title
* *
3. What are your main duties and responsibilities presently? (Please write at least five key
responsibilities)
(a)……………………………………………………………………………………
(b)……………………………………………………………………………………
(c)……………………………………………………………………………………
(d)……………………………………………………………………………………
(e)……………………………………………………………………………………
(f)……………………………………………………………………………………
(g)……………………………………………………………………………………
4. What training / development input, you think, can help you do your job better now or in
future?
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Technical Course Managerial / Behavioral Course
CP Code CP Code
Course Title Course Title
* *
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(b) Training / Development Needs:
Technical
Managerial / Behavioral Course
CP Code CP Code
Course Title Course Title
* *
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