The particulars of SAIL-MTI’s organization, functions and duties

Management Training Institute of SAIL

The Management Training Institute (MTI), founded in 1962, is the Apex Management
Institute of Steel Authority of India Limited (SAIL). MTI caters to the managerial training
needs of corporate cadre executives (E6-E8) of the company. MTI is an ISO: 9001 Institute
since 1994. It operates as a Unit of Directorate of Personnel of SAIL and organizes over
100 training programmes every year to meet the needs of managerial training of senior
executives of SAIL. A bird’s eye view of these programmes is given in Figure-1

In the last 47 years of its existence, MTI has played its part in re-examining management
initiatives and reassessing SAIL’s training requirements. The Institute has also changed,
investing substantially in the new premises extending its training and accommodation
facilities. As in-house training center, it has SAIL as its main customer. The Institute is
known for its unique contribution towards management education, training, consultancy &
research.
 Fig 1

Programme Portfolio: A Snapshot

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

Skill Management of Systems & Monitoring

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

Functional Cost Control by Design

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

Special Leadership for Young Managers

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

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

Project Project Management

Management Contract Management for Project Executives
Programmes Integrated Approach to Project Management
Human Side of Project Management
MS Project
Reputation and Contribution of MTI

While SAIL is pioneer in Human Resource Development (HRD), the Institute is known for
its unique contribution towards management education, training and consultancy. There are
three components complementing each other:

• The Corporate HRD

• Management Training Institute, and
• Plant Training Centres

These together embody the total HRD setup of SAIL.

MTI concentrates on in-house development of senior executives of SAIL and contributes

towards transfer of learning to the actual job thereby giving tangible results towards
increasing profitability of the Company. In sustaining during bad times and for turnaround,
the Institute has played a significant role by providing a forum for deliberations and
brainstorming for identifying the required strategies and action plans for the company.

Services Offered by MTI

MTI provides the following services:

Diagnosing organizational issues

Assessment of training needs
Design and execution of need-based training
Preparation of training manuals/ case studies/ exercises
Providing consultancy
Research and consultancy in developing effective HRD Systems, and
Disseminating management knowledge through publications
General Information and Data on Training

The training activities are steered and guided by the Training Advisory Board (TAB). This
Board is headed by Chairman, SAIL and Managing Directors of Steel Plants and Functional
Directors of SAIL are members of TAB.

MTI caters to the training need of Corporate Cadre (Asstt. General Manager and above) of
SAIL.
MTI conducts number of programmes in a year. The statistics for 2008-09 is given below:

• Number of programmes : 123

• Number of participants : 1786

Objectives
With following specific objectives, MTI is committed to enhance managerial competence of
its customers:
• To provide need based managerial training to customers
• To facilitate the process of solving managerial problems of customers
• To create and maintain an ambience that is conducive to learning
• To enrich and disseminate management knowledge through research and publications
• To enhance competence of in-house employees for continually improving the
performance of MTI through training and development
To achieve the above-mentioned objectives, MTI has a well laid down organizational
structure as given under:
SP Patnaik
ED (HRD)

MR Panda
GM (HRD
SN Ghosh Dr S Datta H K Ram
AGM (F&A) DGM (Acad) M (Coord.)

S Dhar VK Sharma Dr Hari Haran Dr SK Bhattacharya,

SM (Acad) & DGM (CHRD ) DGM (Acd) DGM (A) & SFM
SFM S Jha, DGM (A) & SFM
& SFM

P Soni J N Hembrom Catering,Hospital B

JM (IT) Chowdhury Dr T Ghoshal
M (CHRD) & ity, Horticulture Sr.Mgr(A) &
FM & Housekeeping SFM AGM (A) & SFM
T Purty,Asst.Mgr R Verma,SM (C&H) P Kumar,
(Co-ord) Ajay Kr, DM (H) Sr Mgr.
TK De,SM (F) (Acad) & A Kumar, SM (Pur)
J K Thakur,AM(H) N Yesodharan,
SK Chanda, SM (F) R Ram, JO
SFM
K Ansari, AM (F) M (Pur)
HK Bhagat,M (A
&Pur)

Prog,
Despatch, Library, AV, &
Personnel & Pub. Repro., Stores S Jena
Transport, N K Vidyarthi, Sr Mgr (A) & SFM
S K Singh,SM (Pers) Security DM (Lib)
PK Chawla, AM(Per) RP
P Kumar, JM (Per) Mukherjee, B Kundan,
M (Prog) JM(Maint)
AK Chandra
JO
Our People

With 87 people as on 30th June’09, the Institute provides all required services. Since all
services are in-house, the Institute is able to meet the changing demands of its customers.
Popularly, this Institute is known as ‘Home away Home’ for its customers.

MTI has 9 full-time in-house faculty with at least one Faculty having a specialization in the
following areas:

• Finance Management
• Human Resource Management
• Information Technology
• Marketing Management
• Materials Management
• Operations Management
• Organizational Behavior
• Project Management
• Strategic Management

The grade-wise details of manpower are given in Table-1

Table-1: Number of Employees in different grades as on 30-06-09

Designation Grade No.

1 EXECUTIVE DIRECTOR E-9 01
2 GENERAL MANAGER (HRD) E-8 01
3 DY.GENERAL MANAGER/SR.FM E-7 06
4 ASSTT.GENERAL MGR/SR.FM E-6 02
5 SR.MANAGER (ACAD)/SR. MANAGERS E-5 09
6 MANAGER/FACULTY MEMBER E-4 05
7 DY.MANAGER E-3 02
8 ASSTT.MANAGER E-2 04
9 JR.MANAGER E-1 03
10 Jr Officer E-0 02
11 SR.DRIVER/S.O/Sr AVEO S-10 03
12 S.O./SR.COOK/SR. PARI./SR DRIVER S-9 14
13 SR.PARICHARAK S-8 2
14 SR.COOK S-7 1
15 SR.PARICHARAK S-6 1
16 SR.PARICHARAK/DRIVER S-5 24
17 SR.PARICHARAK S-4 5
18 SR.PARICHARAK S-3 2
TOTAL 87
Classification of Clients

All Plants and Units of SAIL are clients of MTI.

External organizations who received Training from us during the last three years are:

• UNDP
• NALCO
• NTPC
• Balmer Lawrie Ltd
• Mesco Steel Ltd
• MECON LTD
• NINL
• HEC

Details of Training

For last three years, the number of programmes with duration and total number of
participants covered are given in Table 2 :

Table 2: Training Statistics

Year Programmes Total Number of
Less than 1 week More than 1 week Participant
2006-07 129 5 2154
2007-08 113 7 1973
2008-09 123 -- 1786
Total 365 12 5913

In SAIL, there are around 6500 executives in corporate cadre (E5-E8) and as per policy laid
down by TAB, one-third of the executives should be trained in MTI every year. Thus
coverage of last three years is very close to the target. Considering the duration of each
programme and number of programmes conducted, the total number of training programme
days during last year works out to be 560. However, man-days training during last year is
8214.

In last three years, 5913 executives have been trained in MTI. There are 9 in-house
permanent faculty members and 69 guest faculty who have taken sessions in the last three
years.

Overall Feedback

One of the greatest strength of training system developed over the years for the programs
conducted at MTI is that the system is able to capture the voice of the customer. This is done
at various levels. At reaction level participants are required to submit a feedback form, which
is all encompassing. This form is continually revised and updated keeping in view the
customer’s requirement and is evident from the revision number. The feedback form on
program effectiveness has been revised eleven times since 1993.

Participants rate the following criterion on a four-point scale:

• Overall effectiveness of the program

• Each individual session
• Overall effectiveness of services
• Effectiveness of individual services like travel assistance, room upkeep etc.

The Program Coordinator analyses the feedback and makes a summary report. The
Management Review Committee (MRC) deliberates and decides immediate Corrective and
Preventive actions.

Faculty Development

Like any other executives, the training needs of members of faculty are assessed through
TNA system of the company.

In addition to annual training the faculty competence is up graded through:

• Training with foreign associates

• Advanced courses in National level Institutes
• Attending International and National Seminars/ Workshops
• Presenting papers in various fora

In past, our faculty members received training in British Steel, UK, VAIS, Austria, BHPE
Kenhill, Australia, and IRD, USA.

In the beginning of year, Functional Facilitator holds a discussion with individual Faculty
Member to decide his tasks and targets.
To meet the required targets, the competency level of each Faculty Member is assessed
through a Format. A plan is drawn to bridge the competency gap of the Faculty Member.
Two members of faculty are currently enrolled for Ph. D in IIT Kharagpur.
MTI Faculty is networking with other Organizations by visiting them and collaborating on
projects. e.g.

• IIM, Indore
• ISMU, Dhanbad
• MDI, Gurgaon
• IIM, Ahmedabad
• SKF India
• BOSCH Rexroth
 • Siemens India

For existing trainers as well as for development of Line Managers as Trainers, MTI has
specific modules of “Training of Training Officers” out of which the module on “Manager as
Trainer” is designed specifically for Line Managers.

Programmes Conducted through External Agency

Some programs of specialized nature that have been conducted at MTI through external
agencies are given below:

• Advanced Programmes in Computers

• E-Commerce
• Accounting Standard
• Administrative Vigilance
• Corporate Governance

Major Achievements
In addition to regular MDPs, MTI has initiated a number of innovative training interventions
focused on key organizational issues. Some important initiatives are:

Learning from Each Other (LEO) Workshops:

These workshops conducted at MTI provide a structured process for sharing of best practices
between Plants by facilitating learning from experience. A series of eight workshops titled
“Learning from Each Other” were organized at MTI during the year. The aim of these
workshops were to share the best practices, methods and techniques followed by SAIL Plants
in specific identified areas and learn tools and techniques to sustain these practices through
interaction with each other. These workshops were on Maximising Yield of Coal Chemicals
in CO & CCD, improving Sinter Strength & Reducing Sinter Return, Reducing Failure Rate
of Casting in CCS, Strategies for Arresting Motor Failures and Alignment of High Speed
Rotating Equipment . Senior executives of SAIL Plants and Units and experts in related areas
interacted with participants in these workshops.

Skill Gap Analysis Exercise

Skill Gap Analysis exercise was initiated in 2004-05 at BSP, BSL, DSP, RSP and RMD. The
Critical Skills identified including Most Critical & Urgent Skill gaps have been decriticalised
to a great extent. The status of implementation was reviewed continuously and remedial steps
were taken to ensure to bridge skill gaps. The exercise, which is a dynamic one, has helped in
identifying emerging skill gaps and taking pre-emptive measures to bridge the gaps.

Competency Mapping
Competency mapping was conducted in the major integrated steel plants for ISO accredited
departments and also some non-ISO areas as per the internally developed Methodology to
assess employees’ job-wise competencies and bridge identified gaps through relevant
training interventions. This potent HRD tool also helped in preventing recurrence of critical
skill gaps.

Evaluation of Training effectiveness

The Evaluation of Training Effectiveness was conducted for Basic Engineering Skills & Hi-
Tech Programmes, PC & Computer Based Programmes, Unit Training and Performance
Improvement Workshops (PIWs) in major Plants and units. This was also one of the
important parameters in the MoU signed between SAIL and Ministry of Steel for the year
2008-09. These programmes have been selected taking into consideration the duration,
frequency, organisation-wide programmes, and usefulness in imparting critical skills. The
programmes are being evaluated for training effectiveness at Reaction level/ Learning level,
Application level, while assessment of PIWs is done at Results level also.
Other Achievements

In addition to above major achievements, some of the other initiatives that have given
significant results in SAIL are in the area of igniting young minds who are the future of the
organization, facilitating major change initiatives and setting the ground for organizational
changes by bringing critical issues to the surface. Some of the initiatives that addressed these
issues in a focused manner are:

Figure –3 Standard Methodology for Competency Mapping in SAIL

Select the Departments

Identify Key Functions /Areas /Job Clusters / Quality

Positions / Work Platform

List the Competency required in each area of the above

Identify employees occupying the positions

Design the format & prepare the test questions

Evaluate the Skill Through Evaluate the Knowledge Through

on-the-job Performance Test

Collate Results and Prepare the

Capability Matrix

Reassess After Training

Whether
Competent No
Send the list of Employees
Identified for Training to
HoD/HoT

Yes
Maintain Records of Individual Employees
Reassessing their Competence at least once in two years
Some of our Programmes
Advanced Management Programme: The programme is organized for newly promoted
General Managers of SAIL. The programme aims at enabling the participants to develop
understanding of the emerging business opportunities and challenges and the organization
with entrepreneurial approach and values –based management.
Business Finance & Investment Planning: The programme enables participants to
appreciate the financial challenges of business so that they can identify their role in meeting
them by acquiring the basic knowledge of the various aspects of finance and applying it to
manage costs and to make more effective business decisions to improve the performance and
profitability of the company
Cost Control by Design: The programmes enables participants to realize the increasing
significance of profitability as an strategic toll for competitive advantage, understand and
interpret the cost information available to the department for identification of key areas for
cost reduction and plan innovative measures for cost reduction in their departments
Customer Relationship Management: The aim of this programme is to enhance customer
value through managing customer relationships more effectively.
Communication & Presentation Skills: The programme is aimed at enabling the
participants to manage the work situations effectively through adept communication and
enhance presentation skills.
Holistic Management: The aim of this programme is to bring in change in the focus of
senior executives from a functional orientation to a hopistic one to meet the newer challenges
of today’s competitive business environment.
Creating Future: The aim of the programme is to develop newer insight for future under
changing business environment and impart necessary competence to visualize and create
future by managing change.
Marketing Decision Making: The programme aims at enabling marketing executives to
respond to market uncertainties more effectively through better application of modern
marketing tools and techniques and superior marketing decision-making ability. The learning
in this programme is reinforced through a sophisticated marketing simulation game designed
to reflect the complexities, uncertainties and challenges inherent in marketing decision-
making and analysis process.
Contract Management: The programme is focused on imparting necessary inputs
on the essential features of management of contracts including Indian Contract Act,
strategies for contract preparedness, execution and closing of contracts, modes of
tendering and their advantages, effective tools and practices of evaluating contracts
and cost reduction, legal and statutory requirements for employing contract labour,
conciliation/arbitration practices/procedures and statutory & commercial issues of
contract labour w.r.t job / works contract.
Time Management: The programme aims at developing skills in managing self and time
effectively and harness skills in time planning required to achieve organisational goals as well
as life objectives

Enhancing Managerial Effectiveness: The programme focuses on making participants

aware of the changing business scenario and their role to achieve organisational goals and
acquire the managerial skills essential for their role transition.

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

Negotiation Skills: The programme aims at helping participants to appreciate the

significance of negotiation and enable them to develop / enhance effective negotiation
strategies and skills for delivering results in the workplac.

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

Project Management : The course concentrates on imparting an integrated approach the

management of projects and in this way helps the individual members develop their
managerial skills and their ability to work in teams for accomplishment of projects in time.

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

Strategic Management: This programme will enable the participants to orient

themselves towards strategic thinking, understand key issues w.r.t. formulation and
implementation of business strategies that will affect the future Identify issues for
achieving corporate goals effectively.

Training of Training Officers: The aim of this programme is to develop the managers
as trainers through systematic approach to training so as to enable them to carry out
training needs analysis and develop relevant training situations to meet the training
objectives.
Brand Management
Learning from Each Other
A series of five workshops titled “Learning from Each Other” were organized at MTI during

Executives from Different SAIL Plants in a LEO

Workshop
the year. The aim of these workshops was to share the best practices, methods and
techniques followed by SAIL Plants in specific identified areas and learn tools and
techniques to sustain these practices through interaction with each other.
The senior executives of SAIL Plants and Units and experts in related areas interacted with
participants in these workshops so that parallel sharing of knowledge and best practices can take
place. Experts in the field provided the faculty support for the programme. The participants have
implemented feasible improvements and solved bottlenecks at their workplace after getting the
opportunity to learn the best practices.
Publications
To disseminate knowledge, MTI brought out the following
publications:

‘Growth’ (a quarterly journal). This Journal is well-

circulated and well read. The journal seeks to enrich and
disseminate management knowledge through its
publications and is widely circulated. It provides learning
opportunities, stimulates discussion on achieving
performance excellence and delivers the means by which
individuals, organizations and society can improve. For
interested readers, it is also available on SAIL’s website –
www.sail.co.in.
Compendium of Select Papers submitted for the
Chairman’s Trophy for Young Managers titled “Building Competencies for Meeting the
Challenges of Growth”, the articles are based on field research on contemporary
managerial issues in the organization.
Case Book is released on the Foundation Day, 25th June, of MTI every year. So far, 13
volumes have been published. MTI is the one of the few Institutes in the country, which
brings out Case Book every year.
Papers Published by MTI Faculty
• Training for Business Excellence by Dr T Ghoshal in
GROWTH
• The Journey and Beyond : ISO 9001:2000-A Critical Analysis
by Dr T Ghoshal
• Self Development – A Comprehensive Framework in
GROWTH by Dr SK Bhattacharya (Oct-Dec’08)
• Influencing Organizational Buying Behaviour – A Catalyst to
Building Relationship by Dr Hari Haran published in
proceedings of 8th International Congress – Marketing Trends
organized in Paris (Jan 16-17’09)
• ‘Knowledge Management as a Change by Shri S Dhar in Knowledge –The Indian Challenges’
• In addition to the above, members of the Faculty have contributed Articles, Book
Reviews, Case Studies and Article Digests for “Growth”, Management Journal of MTI

Competency Mapping
Competency mapping is a very useful process for assessing developing the competency
levels of the employees. Competency mapping was conducted in the major integrated steel
plants for ISO accredited departments as per the internally developed methodology to assess
employees’ job-wise competencies and bridge identified gaps through relevant training
interventions. This potent HRD tool also helped in preventing recurrence of critical skill
gaps.
Evaluation of Training effectiveness
The Evaluation of Training Effectiveness was conducted for Basic Engineering Skills & Hi-
Tech Programmes, PC & Computer Based Programmes, Unit Training and Performance
Improvement Workshops (PIWs) in major Plants and units. This was also one of the
important parameters in the MoU signed between SAIL and Ministry of Steel for the year
2006-07. These programmes have been selected taking into consideration the duration,
frequency, organisation-wide programmes, and usefulness in imparting critical skills. The
programmes are being evaluated for training effectiveness at Reaction level/ Learning level,
Application level, while assessment of PIWs is done at Results level also.

In-house development of training resources: For developing Training resources in-house, a

case book was compiled and comprehensive self contained Trainer Manuals were prepared
for programs like “Resource Management” and “HRM at Shop-floor”.

Training Infrastructure
The Training infrastructure consists of four centrally air conditioned Conference Halls for
main sessions, four syndicate rooms for group discussions, a Computer Lab, Video
Conferencing Facilities, library with nearly 15,000 books and 126 journals. Training aids like
over 240 Video Cassettes/CDs of management films, LCD/DLP projection systems, facilities
for audio/video recording and playing back of proceedings, business exercises or role-plays
are available. Yoga classes are also held for benefit of participants.
For residential purposes, the hostel has centrally air-conditioned 51 double-bed rooms for
participants and 10 rooms for visiting faculty members. Running hot water is ensured to all
the rooms through Solar heating system. Every room is provided with an intercom and CTV
Sets. The Institute’s Fitness Centre is equipped with a Multi-gym, vibrator, Trade Mill, a
body trimmer, a rowing machine, static cycle, etc. A 585 meter long and 1.2 meter wide
Fitness Path running through the green trees invites the participants to jog or walk.
Furnished to accommodate about 250 persons, the Institute’s Auditorium is also centrally air-
conditioned
For recreation, the Participant’s Lounge in the hostel has newspapers, magazines and a
television set. Participants can enjoy playing badminton, lawn tennis, volley ball and also
indoor games such as table tennis, carom board and chess.
Medical help is available round the clock at the company’s hospital in the vicinity of the
institute.

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

Compare Results with

Objectives
Assess Overall
Training Needs

SAT
Commence Trg. Prog.
and keep Records Define Mgt.
Responsibilities

Prepare Trg. Assess Trg. Need in Appoint and Train

Programme Detail Training Staff

Evaluation of Training:
MTI conducts training related to management subjects and such training influences thought
and behavioral process of the participants. There is no full-proof, well-accepted methodology
through with impact of management training at performance and result level can be
evaluated. MTI, therefore, evaluated its programme at three levels:

• Reaction
• Learning
• Application

But, evaluation of training is of no value if training has not been conducted systematically.
MTI, therefore, gives due importance to quality of training.
Quality of Training
To assess relevance and process of training, the Training Department has Quality
Management System (QMS) in place. The QMS at MTI is certified to the ISO 9001-2000
Standard. The audit of quality of training is done every quarter by internal auditors. Annual
audits are conducted by external auditors and certifying agency conducts surveillance audit
once in a year. The Management Review Committee (MRC) meets every quarter to look into
deviations and thereby decides about corrective action. Using various indices, the committee
also reviews the trend and variation over a period of each quarter.

Effectiveness of Training at Reaction Level: For assessing training at reaction levels

following three indices are used:
(i) Customer Satisfaction Index (CSI)
(ii) Support Service Index (SSI)
(iii) Content and Process Rating (CPR) of individual sessions

After each programme, the reaction level assessment is obtained from the participants on a
prescribed format. Based on responses, the CSI on a four-point scale is obtained. Similarly
SSI is also calculated. Each session of the programme is assessed by the participant for its
content and the process adopted by the concerned Faculty. The minimum acceptable level is
3 and there are efforts for continual improvement by progressively increasing the minimum
limit every year.
Effectiveness of Training at Learning Level: A lot of importance is given to the second
level of assessment that is, learning. What do they learn and what learning they intend to
apply at work place is important piece of information to assess effectiveness of any
Management Training Programme.
A system of Learning Sheet has been introduced in every training programme. A well-
structured format of Learning Sheet is distributed to all participants . Participants are
requested to record learning points against each session of the programme. They are also
expected to specifically list down those proposed applications for which the progress can be
monitored by them. Copies of this sheet are retained by MTI and the Participant. A copy is
also sent to the Head of Department (HOD) of the participant with request to guide and
support the participant in applying his learning points at the workplace.
Application of Training at Application Level: Assessing effectiveness of training at result
is a long drawn process. There are various methodologies but each methodology requires
collection of primary data from the workplace of the participants. In 2008-09, following
post-training effectiveness study were made:
• MTI Programmes
• Foreign Training

Steps Taken to Align Training Strategies with Organizational Goals/ Business Plan
The following steps have been taken in MTI to align training strategies with goals and plans
of SAIL:

• Generating awareness and commitment to Corporate Plan – 2012.

• Identifying shortfall in critical skills and conducting Competency Mapping
Exercises.
• Extending necessary support for company wide interventions relating to Project
Management, Knowledge Management, Total Productivity Maintenance,
Enterprise Resource Planning, Economic Value-added, E-business etc.
• Learning from each other Workshops to get synergistic effect.
• Performance Improvement Workshops at Plant locations
• Reviewing Policy and system of Training Needs and evaluation of training
effectiveness.
As shown in Figure 5 the priority areas for training are:

Figure 5: Focus Areas of Training

Prompt decision
making

Implementation of Leadership at all

Training
projects levels

Sustaining
growth

System of Training Need Assessment

Training Need Assessment (TNA) in SAIL is an annual exercise. TNA for corporate cadre
executives is done by MTI. Reporting Officers are given TNA form some time in the month
of October to write the job profile, required technical and managerial competencies of the job
and to identify gap in competencies of the jobholder for each executive under his span of
control. On the basis of previous training records and consultation with the representative of
Training Department, training need of executives are identified. The comments of the
Reviewing Officer are obtained on the identified training needs. The filled-in forms are then
submitted to MTI by November of each year.
The representatives from MTI visit Plants and Units to verify training needs and find out
Organizational, Departmental and Individual training needs from Heads of Department, CEO
of Plants, Directors of SAIL and other members of Top Management are also contacted to
find out Organizational Training Needs.
All these needs from multiple sources are compiled and analyzed. This analysis is used for
preparing ATP and earmarking executives for different training programmes. Based on the
training needs assessed, the Annual Training Plan is prepared which becomes operational for
the ensuing financial year i.e. April – March.
Figure 6 depicts the complete cycle of SAT adopted by MTI and the role of Training Need
Analysis in the whole process.
Training Methodology
All training programmes at MTI being targeted towards practicing and experienced managers
are participative by design. The theoretical inputs are backed up by practical examples and
syndicate discussions. Business Cases are used in all programmes. The programmes, which
contain behavioral inputs, are often supported by role-play, instruments and outbound
exercises conducted in a serene atmosphere. Yoga and physical exercises are also integral
part of some development programmes aimed at enhancing individual effectiveness and
group dynamics. Role Play and Hands on Exercises support skill related programmes.
Computer simulated games and exercises help the participants to hone their newly learned
skills in a competitive environment.

Over the years, MTI has developed expertise in writing cases. So far, 13 volumes of cases
have been published. These cases are not only used in MTI but in other organizations also.
To meet this demand Sterling Publisher, New Delhi has brought out a priced edition of cases
of MTI entitled “Management Cases for Business Managers and Trainers”.

Factors to be Considered Prior to Training

Before acceptance of customer requirements, MTI ensure that:
• The requirements of the customers, stated and implied, are understood and
established.
• The profiles of trainees are obtained.
• The resources and infrastructure at MTI meet the requirements of the customer.
• The deviation or difference, if any, is resolved.
• The record of agreed customer requirements is maintained.
The new programme is not launched unless the design of the programme based on training
needs is verified by the customers.

Training Process Manual

Management Training Institute has two kinds of customers – Customers in SAIL and
Customers external to SAIL. About 6500 senior executives and their training needs are
assessed through system of EPMS. The needs of customer external to SAIL are either
assessed directly or through SAILCON – the consulting wing of SAIL.
 Figure 6: Training Process Flow Chart at MTI

Customers’ Needs Identification

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

External to SAIL
Direct requests from customers
Through SAILCON

Review
Analysis
Design

Product Delivery Services From

Management Programmes
Maintenance
Performance Improvement
Workshops
Management Consultancy
Purchase
Workshops and Seminars
Hospitality
Program related services
Management Research
Library
Publications
Personnel & Training
Feedback
Programme Office
HoT’s feedback
External customers’ feedback
Effectiveness study
Coordinators’ report (including
participants’ feedback)
Learning Sheet

Training Linked to Career Progression and New Roles

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

E8
AMP

E7- SMP

E6- HM

E5 - EME

E3/E4- MDP II

E1/E2 – MDP I

In addition to these, MTI organizes programs for specific roles, as they arise from
organizational strategies. Some examples are
Programs on Project Management for “Key Drivers” of Projects, a role that arose of
the current strategy of growth that involves major projects.
Programs for Community Coordinators at Bhilai Steel plant, a role created to forward
the Knowledge Management initiatives through Communities of Practice

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

Training competency models for Faculty

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

Role Expectation/ Activity Operating Mechanism

Faculty role
• Taking session: The Faculty is expected to • Empanelment in Faculty
have a good grounding in the theory and panel
Practice of the subject. • Minimum number of
sessions indicated in tasks and
target
• Trainers Manual
Administrator role
• Program Co-ordination task includes the • Reflected in the Program
complete cycle of running a program, all the Calendar
way from ensuring participants get the • Detailed procedures for
invitation letter, arranging Faculty, conducting Program coordination in
the program, collecting feedback and preparing QMS, including checklist
the program coordinators report.
Research Role
• Publish papers, carry out research studies and • Publication as a measure of
develop cases. Academic Function in the
• Book Reviews QMS
• Article digests of Articles in Leading Journals
Consultant Role
• Conducting workshops: Performance • LEO workshops indicated
Improvement Workshop (PIW), “Learning in Training plan
from Each Other(LEO)
• Process consultancy for launching new • Based on request from
initiatives like Knowledge Management Plants/Units

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

Module Programme
Module-1 Systematic Approach to Training (Phase I)
Module-2 Systematic Approach to Training (Phase II)
Module-3 Training Techniques
Module-4 Dealing with People (Interpersonal Skills for Trainers)
Module-5 Appreciation Programme on Systematic Approach to
Training
Module-6 Trainer as Internal Consultant
Module-7 Programme for Manager as Trainer (Phase-I & II)
Module-8 Instructional Skills for Occasional Trainers
Module-9 Computer as an Aid to Trainers

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

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