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EXECUTIVE SUMMARY The Bagalkot cements and industries ltd was incorporated on 6th September 1955.it was started by late shri. A.G.Tendulkar. the Company started its production with installation of wet process kiln with a capacity of 300TPD in 1960. Initially it was started with one Kiln, one raw mill and one cement mill as its machinery assets, 1200 strong workforce and 990 acres of landed property. Project title: Study on impact of on the job training provided to midlevel employees at Bagalkot cements and Industries ltd. Statement of the problem: This particular topic is selected because in todays competitive environment every organization is more focused on their Human resource and there is a lot of scope for improvement in the performance of an organization through training, in this regard I have selected this topic to understand the importance of HR activity particularly the on the job training which can increase the skills and competency of employees. Scope of the study: The study is conducted for the employees working in organization and it is only restricted to the employees of BCIL. FINDINGS: Most of the employees are fresher i.e. 66% are new comers so lack the experience at BCIL. 99% employees have attended the training programme i.e. almost all are given training. 57% employees are given with 1-3 trainings where as only 10% are provided with 7-9 trainings.

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According to rating of efficiency only 37% employees feel that it is average rest feel that it is below the average level From rating of effectiveness 40% feel it as average effectiveness rest feel it is below average.

SUGGESTION: . It is recommended to enhance the duration of practical training programs for clear understanding of the skill. Appointment of internal or external career counselors provides direction to employees in navigating their career by choosing the appropriate training programs based on their interest, need and aspiration

Though the employees are getting training programs it is found that there is a need to improve or introduce new training methods like off job training, Cross functional, role plays which will help them in improving their knowledge & performance.

CONCLUSION: Taking the organization to its zenith is a very challenging and very toughest job where employees and officials face lot of problems like resistance of the workforce and lack of readiness to cope up with changes in workplace. So we can say that to rebuild any organization commitment and hard work is very essential so to cope up with these changes we have to BABASAB PATIL Page 2

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train them according to the needs of the organization which will push organization in a right direction and also helps in achieving success. The method of training is well received by the employees. The training in the organization is having greater impact on the efficacy and morale of the employees and also instrumental to increase the overall quality of work The techniques of on the job training provided by the company are average and up to the mark as more no of employees are satisfied by training. INDEX S.NO. Chapter 1 PARTICULARS HISTORY OF THE CEMENT INDUSTRY INDUSTRY PROFILE

Chapter 2 COMPANY PROFILE Chapter 3 MISSION SWOT ANALYSIS ORGANISATION STRUCTURE DEPARTMENTAL FUNCTIONS

PRODUCT PROFILE PRODUCTION PROCESS PROCESS CHART GROWTH OF THE BCIL

Chapter 4

DESIGN OF STUDY Research methodology

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Sample size , units, elements Chapter 5

ABOUT THE TOPIC Introduction of HRM Need of HRM Scope of HRM Training Chapter 6 Objectives of training Methods / Techniques of Training Evaluation of Training

ANALYSIS AND INTERPRETATION FINDINGS SUGGESTIONS CONCLUSION

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QUESTIONNAIRE BIBLIOGRAPHY

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Chapter 1

HISTORY
HISTORY OF CEMENT INDUSTRY: The history of Cement can be reviewed from the olden days of Babylonia and Assyria. The Egyptians used clay motor in the Pyramids, and the Romans produced the type of cement Volcanic Ash that some with Quicklime which form and some part of by combination and mixture of , is often entirely free from found is an indispensable today

fissures whenever manual work is to be carried on . It has been Cement construction material.

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Before the invention and usage of Portland cement the main and core Cements were Natural Cement and Puzzolan. Natural Cement is prepared from Cement rock, naturally existing limestone which needs only to be burned and pulverized. Puzzolan Cement is a mixture of slaked lime and granulated blast furnace slag. The history of Portland cement takes us to past back to 18 th Century when a patent for making of Portland cement was obtained by Joseph,who was a brick layer of Leeds,at England in 1824. The Cement was named as Portland cement because when it was hardened it formed a yellowish Grey mass which looked like the stone from the famous quarry of Portland, England. The new Cement did not receive instant acceptance because of the reputation of the natural Cements. it was only after the 1850 that Portland cement came into existence and by 1860 the industry had developed to a large extent in the Europe, particularly in Belgium, Germany and France. The industry was perfectly established in Europe before the first patent to produce Portland cement was permitted and granted in 1872 in the US.It was only after the year 1904 when the Portland cement entered to our country and from then till now it is one of the leading industry in our economy and contribute a major share..

INDUSTRY PROFILE: India is 3rd largest producer of cement with total production capacity which is more than 102.2 MT, including mini sector. China ranks 1 and japan ranks 2 in the world for production of cement. BABASAB PATIL Page 7

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The cement industry has more power of centralization and control over the industry as compared to any other sector or any other industry in our country.the industry has well established roots all over the country i.e it has very strong existence.. Cement plays an important role in the development of the country. Usage of cement is from quite long past i.e it is being used from more than 150 years for the purpose of various man made things like roads,houses,buildings,bridges,etc. The consumption of cement evaluates and determines the infrastructure, strength and development,and position of the country. Since the manufacture of cement require huge raw materials like limestone, clay & gypsum. The industry has been attracted at the point of minimum transportation costs in relation to raw materials .Lime stone of excellent quality exists in abundance in many parts of the country. The history of cement industry in India started when the first plant was set up in 1904 at Chennai (Madras) in their earlier stage. Now-a-days cement has become the essential unit used for the construction works. The cement industries have been growing with global competence for quality and satisfaction of the products.

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CHAPTER-2 COMPANY PROFILE

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COMPANY OVERVIEW

Name of the company:

Bagalkot cements and Industries Ltd

Chairman Board of directors

: :

Ajay Kanoria K.A.Kandelwala Vinayak Kanoria D.B.Mundra Shettar Bagalkot Dist, Karnataka. : Air India Building 14th floor, Nariman Point. Mumbai-400021 6th September 1955. Bagalkot Shakti Bagalkot supreme :

Location Registered office

Year of establishment: Products :

Website www.bagalkotudyoglimited.com

MISSION STATEMENTS

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a. We will provide products of superior Quality at competitive price and ensures sustained profitability and growth. b. We will protect the interest of all concerned Promoters, Shareholders, Customers, Distributors, Employees, Community. c. We believe in fair trade practices, principles of integrity standard and strive for total customer satisfaction, keeping the environment friendly. d. We believe that our people are the most valuable assets, personal and organizational growth synonymous. e. We will treat our people with dignity, look after the safety, welfare of individuals and their Families. f. We will be a World Class organization through leadership, in production, efficiency, cost of leadership by achieving the lowest consumption levels of fuel energy and raw materials. g. We will continue to be a moving force in our national progress.

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SWOT ANALYSIS STRENGTH: Abundance of Lime stone (raw material) available in the Its local brand & can be supplied and distrubuted around It has a formal technical collaboration with M/S Blue Circle

region.

Bagalkot surrounding area. Industries Ltd., PLC,UK

WEAKNESS: Problems due to old machinery i.e the plant is old so it requires lot of traditional manual work which affects the production speed so as to compete with other brands. problems. Due to night shifts employees get teeth aches and dental

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OPPORTUNITIES: By utilizing existing dealers network and skill force, they can look forward for more ventures in coastal areas. Until Company attains reputation in the market and captures the heart and mind of people, company should promote there brand by selling at lower price than their rivals brands.

THREATS: Due to more consciousness towards pollution control social Due to environmental problem and global warming there is

groups in the region will provoke public to stop the production. shortage of rain in the state, which will effect the generation of power. The company has to solely depend on its DC . Compared to other company the technology of the plant is quite old..As the utilization of Slag in the production of Bagalkot

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Mktg Mgr System

A/C Mgr

L&P

HR D

R/M Officer

VP (Power)

Mgr

Mgr Kiln

Sr. Mgr Mines

A/C Regional Officer Manager Area Sales Manager Sr. Sales Officer Sales PRO Representative s Sales Asst Asst Peons

Persona l Office Officers rHRD Security Officer C Clerk Purchase Officer

Mgrs(store s) Mgr Elect Mgr Elect Asst Mgr Clerk Asst Mgr Elect Mgr DG Asst Engg

Burner Asst Mines Engg Mgr Worker Asst Engg

Jr. Engg

Foreman Workers

Asst Operator Workers ORGANISATION STRUCTURE Workers Workers

Sr.Mgr Mec

Mgr Instr

Sr. Mgr(P&QC) Asst

Sr.Plant Engg Plant Engg Asst Engg BABASAB PATIL Junior Engg

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ORGNISATION ENVIRONMENT

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Goals Strategies Structure Policies Systems Reward Punishment Ownership

Culture Management style Interaction process Informal patterns network Individual attributes

Tools, equipment Machinery Information tech Job design Workflow design Technical expertise Technical procedures Technical system

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DEPARTMENTAL OVERVIEW

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HUMAN RESOURCES DEPARTMENT

HR FUNCTIONS 1. Meetings: HR functions the first and basic part which the organization performs on daily basis is meetings,these are the meeting carried on between the managers of the organization.i.e the HR manager,finance and rest all executives the meeting is conducted from 11:30 to 12:30. 2. Recruitment & Placement: Firstly the notifications are made by the Company based on the vacancies present among different units of the organization. further procedure is carried on by deputy general manager Chakravorti Then Mr Asit

3. Induction: BABASAB PATIL Page 18

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The fresh candidates are firstly oriented i.e they are made known about various aspects of the organization and in this they are guided by supervisors under whom later on they start working as trainee. 4. Training& Development: The selected candidates are treated as trainees and are given training depending upon their capability and requirements.Not only to freshers they also provide training to the senior staff by using both on the job and off the job methods, for learning skills, information and attitude related to job for existing employees. 5.Performance appraisal: In this the monitored performance of employees is being supervised and

by HR department periodically with the time intervals.the

appraisal forms are prepared then the employees are listed to whom performance appraisal is to be rewarded it is then appraisals are sent to respective HOD then it is approved by them and resent back to HRD for its appraisal.The criteria on which appraisal is done is attendance,behaviour,discipline,skills,punctuality etc. 6. Compensation & Benefits Company provides many kinds of benefits to their employees such as the insurance,accident funds,promotions,bonus etc. FINANCE DEPARTMENT: BABASAB PATIL Page 19

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Finance is the main aspect i.e the most important part of any Organization and therefore managing this dept efficiently leads organization to greater altiudes and zenith. The functions and various sections of the finance dept are listed below: 1. MAIN ACCOUNTS: This deals with accounts of the official assets, interplant reconciliation, MIS etc. 2. PURCHASE ACCOUNTS: This account deals with the payments and supplies Bills of purchase of raw materials and also the bills of goods supplied.

3. CASH ACCOUNTS:This acconunt deals with the cash affairs and matters of the organization,and also the receipt of cash as per bills passed by the officers of various sections.. 4. PROVIDENT FUND A/c: Deals with the accounting of provident

fund, gratuity etc.

PRODUCTION DEPARTMENT: It is the one of the essential unit of the organization, which converts available raw material into saleable goods. It looks after the production of the cement and without this department there is no question of running the industry. All the functions like crushing, kiln, heating, packing will be taken care by department.

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LABORATORY AND QUALITY CONTROL DEPARTMENT: He laboratory of BCIL, is well equipped with all modern instruments of testing cement, here the cement sample is taken for test & is tested on the base of specialization as recommended by the ISI & cement association of India. The features like setting time, compressive strength, color limestone, quality, clinker quality, gypsum, iron & grade of cement is tested to its satisfaction & the similar process is carried on for all production of cement tones. STORE DEPARTMENT: In store department the things, which are required by the various department of factory, are stored in proper way & in systematic racks. Every item from pin to bag is stored & made available to the department as & when required so that there wont to be any stores manager & is assisted by this staff ever requirement of the employees like dress etc stored. ELECTRICAL DEPARTMENT: It is the department which stores the power so generated in & center of power supply & thus it regulates the power supply to the department in an economical way.

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ENVIRONMENT PROTECTION The Company is situated in a full greenery atmosphere and has given prime importance for environment protection. At the time of installation and modernization of the plant, adequate measures were taken to install pollution control equipment for the all process equipments. Two number of Electrostatic Precipitators (ESP), one each for Kiln and Raw mill. Number of pulse jet bag type dust collector were installed for cement mill, coals mills and packing house etc., at an expenditure of over Rs 1.25 Crs, to maintain dust emission level within the stipulated levels. Apart from this, the company has invested in the most modern and advanced equipments for blasting operations. In order to operate all the pollution control equipments about 97kw of electric power is required. Therefore the Company has installed second DC set in 1989 and with this the pollution control equipments has been monitoring strictly in spite of power cuts from KEB by utilizing installed DC sets. The company has planted about 65000 trees to give aesthetic look to the plant and protect the environment. The company has fulfilled all the obligations of statutory and non-statutory requirements of pollution control and obtained consent from the pollution control board, Government of Karnataka.

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CHAPTER -3 PRODUCT PROFILE

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PRODUCTS OF THE COMPANY Bagalkot Cements & industries division produces two types of cement namely, 1. BAGALKOT SHAKTI (PSC Portland slag cement) it does not have any grade. As even after the final reading on 28th day, the strength will increase so the grade is not assigned, In this the slag is added as extra material.

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2. BAGALKOT SUPREME (OPC Ordinary Portland cement) it is 43Grade cement, on 28th day the final reading is taken, Thereafter the strength of the cement remains the same. Features of Bagalkot Shakti: long term strength Resistance to attack by sea water No risk of early Thermal cracking Highly resistant

Application of cement: Bridges & Fly-over Roads & pathway Deep Foundation & Marine works Water storage tanks & Reservoirs Marine constructions like Ports, Harbors & Jetties Effluent treatment plants & swages treatment plants Chemical factories where acids & alkali aggregates are present. Canal Linings

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PRODUCTION PROCESS OF CEMENT PLANT

Cement is manufactured from various methods for like wet process and dry process. Bagalkot Cement Industries Ltd., manufacturers cement adopting Dry process method. Various processes in the production are as follows.

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1. Limestone: The process starts with quarry where the limestone is found. Lime stone is chief raw materials used. The contents of limestone are calcium carbonate (caco3 98%). Lime is formed after heating the limestone & carbon dioxide is released as by product. Further the limestone has to be processed by reducing them in there size. This is done by feeding the limestone into the crusher. The limestone is reduced to the size round about 2025mm. 2. Stockpile/blending: The crushed raw materials are stored ready for use in many plants; a buildings stockpile is used in order to assist in checking any chemical variations in the raw materials coming from quarries. A stocker builds up a layer upon layer to from the stockpile. Depending on area of the quarry it comes from each layer may have slightly different composition. 3. Raw milling/Ball mill

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After milling in the correct proportions the limestone & the shale are fed to a mill where they are ground to a fine powder called raw meal. In most modern plant, a closed circuit hall milling system is used. The ball mill basically a steel tube containing steel balls ranging is size typically from 90mm downwards. The balls gradually grind the raw materials to a fine powder. The mill is usually of single chamber design & may be fitted with a classifying liming. The lining has the effect of grinding the ball sizes of that the larger balls at the inlet end when the larger pieces of raw material have to be broken & smaller balls at the outlet end where the finger grinding takes place 4. Raw meal blending The raw meal is then conveyed to silos for the future blending. It is essential for raw meal to be of consistent chemical quality, if problems at the kiln stage are to be avoided. The base of the blending silo is divided into segments covered with porous tiles or canvas blending is achieved by arranging for up to three times as much air to be blown through one action of the base compared to the others tumbling mixing action is imported the raw meal after predetermined mixing time, or when the technical department is satisfied, that the raw meal is of consistent chemical composition.

5. Raw meal storage The raw meal is from blending silos blow. It is now ready to be introduced to the next stage of the process, the kiln system.

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The raw meal passes through a pre-heater. This 4 stages suspension pre-heater is just one of the many types in use. It consists the 4 stage of cyclones. Hot exhaust gases from the kiln enter the bottom of the pre-heater column at the stage 4 cycle one & travel upwards through each of the other stage. The raw meal is fed the gas dust from the stages 2 cyclone. The meal is immediately picked up by the hot gas & carried into the stage 1. This process continues until the meal falls from the stage 4 cyclone & into the kiln in let chute or hearth. At reaching pre-heat stage, heat from the hot gases is transferred to the meal. Then gases from the kiln enter the pre-heater at about 1000 degree centigrade & leaves stage 1 at about 350*c the raw meal leaves stage at about 800*c. 7. Calcinations At this temperature of 800 c, the calcinations of the calcium carbonate in the raw meal, that is conversion of cac3 to line has started. About 30% of calcinations will have take place by the time the raw meal reaches the kiln 8. Dust control electrostatic precipitators: To prevent dust from the kiln or raw milling system entering the atmosphere, the gas is passes through electrostatic precipitators. To condition the dust laden gas using a water spray, either in the preheater or in as external conditioning lower. As the dust laden gas enters the chamber in which electrodes & earthed collector plates By vibrating the collector plates periodically the dust drops into the happer & is returned with the raw meal to the kiln system. The cleaned exhaust gas, mainly carbon dioxide nitrogen & water vapour, can then be safely released into the atmosphere. BABASAB PATIL Page 29

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The kiln: The partially pre-heated clacinized raw meal is fed to kiln through a steel tube typically with a length to diameter ratio of 16:01 & in clined at an angle of about 3*. It rotates at a speech of 3rpm on a system of rollers & is driven through a mounted belt around the circumference. The seals at either end of the kiln are designed to prevent the ingress of cold air & to accommodate expression & rotation. The kiln is lined refractory bricks & fired either by oil or gas at the lower end. If coal is used, it must be pulverized often using a ring roller mill such as this. If heavy fuel oil is used, it must first be heated to reduce its viscosity & aid atomization. Raw meal from the pre-heater enters at the end & gradually moves down that the kiln rotates. At firstly of the calcination takes place so that the feed consists mostly of lime, silica, alumina & iron all in a hot reactive state. The hottest part of the kiln is near the tip of the frame. This is the burning zone where the feed as at temperature of around 1450*c & is in a partially molten state it is here that the four main constitutes of the feed by chemical reaction from cement clinker. 9. Clinker: A mix of complex compounds referred to in cement chemists nations as c2s, c3a and c4af. 10. Grate cooler:

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Another type of cooler is commonly used in the grate cooler. There is an empty cooler; the reciprocating grate through which air is blown is visible. As the clinker moves along the grate air cools it & the air itself cools the pre-heater prior to relating the kiln as secondary combustion air. However, more air is required for combustion is blown through the gate some of this excess hot air is used to dry & cool the fired plants after cooling the clinker is stored ready for grinding into cement. 11. Cement milling: The mixture of clinker & gypsum now passes to the cement mill. Ordinarily, the cement ball mill is similar to the raw mill. The cement mill is divided into 2 or 3 chambers by perforated steel diaphragms, each chamber containing a range of ball sizes, but because cement required finer grinding the smallest balls is smaller than those in a raw mill. Classifying lining are often used in the 2nd chamber mill to separate the ball size. 12. Open circuit milling: Open circuit milling is often used for ordinary Portland cement (opc). Here the cement is ground to required fineness in one pass through the mill. Open circuit mills are generally longer than closed circuit mills for this reason. The ground cement is conveyed directly away & the mill is vented in a dust filtration system. 13. Closed circuit milling: In a certain circumstances closed milling can have advantage consuming less power overall. The closed circuit system is similar classifier to that used raw milling a separating out the coarse fiction of the mill production & returning it to the mill for further grinding. This BABASAB PATIL Page 31

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particularly suitable for hardening cement RHC that has to be ground very finally. 14. Storage: From milling the system, the cement is often pumped through pipes by what is basically a screw fed blower. The speed screw delivers the cement into a high volume airflow provided by compressors. The air conveys the cement along a pipeline to storage silos.

16. Dispatch: Cement is bagged, prior to bulk dispatch by either rail or road. The latest packing plants are fully automatic. For packing, various types of the bags are used like HDPE, polythene bags, paper bags.

PROCESS CHART

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GROWTH OF THE COMPANY The present Management of Kanoria Group Keeping in view of the good prospect for the Cement Industry has made many changes. In order to economize the Cost of production, Management modernized the machinerys and changed the production process from Wet to Dry method. As a result, its capacity of production changed from 90 thousands tones/ annum to 3.3 lakh tones/annum. To bring more Technological changes in production the management reached an agreement with M/s Blue Circle Industries PLC in 1985. Under the services of BCI, it has been envisaged that the existing capacity 1000TPD will reach to 1200 to 1500 TPD under existing resources only. To meet the growing needs of the nation, another Wet process Kiln of 300TPD was installed. The entire machinery for the two kilns was imported from M/s Krupps of West Germany. In order to upgrade the capacity of the Kiln and bring operational improvement, the company entered into a technical agreement with PLC UK, who is one of the largest operating cement companies in the world. The chief advantages of this technical agreement with Blue Circle are:1. Sustained increased production of cement. 2. Improved thermal efficiency of the Kiln. 3. Energy conservation. 4. Training. 5. Improved method of plant maintenance

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In September 1982, to achieve fuel saving, the two wet process Kilns were replaced by a new 1000TPD dry process Kiln, supplied by ACC Ltd. The precision and care observed at bagalkot cements and Industries Ltd., throughout the manufacturing process, reflects in quality and product which surpasses the specifications laid down by the Indian Standards Institution (ISI).The cement produced undergoes a number of physical tests such as Compressive strength, Fineness, Setting time, Soundness etc. In order to overcome the chronic power shortage of the state electricity grid, Bagalkot has installed a Diesel Generator set of 4000Kw capacity from Japan. With the assistance of M/s Blue Circle BCI Ltd as set up a separate training department in the company, which caters to complete training needs of the managerial, supervisory & operating staff? BCI Ltd enjoys a unique distinction of offering cement in a variety of packing bags viz. jute, & paper bags etc. according to customer needs & preferences.

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Chapter 4 DESIGN OF STUDY

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As per the requirement of the modern era human resource is recognized as an important tool for the development of the company. Proper utilization of human resources is interlinked to the utilization of other resources in any organization. So we can say that it is essential to manage the human resource in any organization to achieve the organizational objective. Hence, HUMAN RESOURCE DEVELPOMENT has become an essential function of any organization in the world today. In developing human resources, personal department of the company plays an important role and the personal manager who heads the department plays pivotal role in employment of skilled employees and their proper development through various training programs. As knowledge expanded in this role, the manager began to understand the necessity for ascertaining and accommodation to the needs of human beings who constituted that work force. In todays modern, dynamic and fast phased life and cut-throat competition, a company simply cannot do without a personnel manager and a personnel department, which takes care of personnel in the company by taking proper and effective care of their grievances and shortcomings and seeing to it that their problems and grievance do not affect the company in any way, either during the process of sales or during any other process, and also seeing to it that the company in BABASAB PATIL Page 37

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any given point of time does not incur losses because of the personnels shortcomings.

After the employee has been recruited, selected and inducted he or she must next be developed to better fit the job and the organization. No one is perfect at the time of hiring, and some education must take place. No organization has choice of whether to develop employees or not; the only choice is that method, if no organized program exits, then development will be self development while learning on the job. Development would include both training to increase skill in performing a specific job and education to increase general knowledge and understanding of out total environment.

Training is defined as a process of learning, a sequence of programmed behavior; it is an awareness of the rules and regulations, procedure to guide the behavior. It attempts to improve their performance on the current or the intended job. Hence the study on Training and Development in BAGALKOT CEMENTS AND INDUSTRIES LTD. After personnel have been obtained, they must be to some degree trained for up gradation of their acquired skills. The development has to do with the increase of skill, through training, that is necessary for proper performance. OBJECTIVES OF STUDY: In this study an attempt is made to examine the training and development in BABASAB PATIL Page 38

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Bagalkot Cement and Industries Ltd. Some specific objectives are: To identify the overall impact of on job training programme provided by BCIL. To find out different techniques used for providing training at BCIL. To identify the training factors which have decessive impact on productivity and quality enhancement of the employee. To find out the satisfaction level of employee towards on the job training.

METHODOLOGY OF RESEARCH: Primary data will be collected by holding both formal discussion with the HR manager and the employees of the organization. Questionnaires will be prepared for employees containing questions aimed at collecting most essential data for ascertaining, analyzing and drawing conclusion for making suggestions to the findings of the study. Secondary data will be collected by using companys Annual Reports, Project- Reports, companys website and magazines of the company. Respondents for data are selected on the basis of random sampling.

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Population: All 140 employees who work under each dept constitute population. Sampling units: Each dept concerned employees of BCIL are considered as sample units. Sampling method selected: Random sampling method. Sample size: 30 Sampling frame: Direct approach with the company officials and employees within the organization. Sample Element: Each employee of sample unit is element. Sample Extent: BCIL department. Instrument Used: Questionnaire and personal interview. Research Methodology: Descriptive methodology.

Tools used for the study: The collected data is tabulated, analyzed and validated by using SPSS package to compute various statistical values wherever it is necessary. Suitable pie diagrams are used to exhibit the analyzed data.

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Percentage will be calculated for better appreciation of the data collected. Data analysis and interpretation will be done on the primary data collected. Inferences will be drawn to attain objectives of the study. Summary of findings will be recorded based on the data collection. Primary data collected will be interpreted and will be presented as required.

LIMITATIONS OF THE STUDY: The study is restricted to a sample group at Bagalkot cement and Industries Ltd, the findings of the study cannot be generalized. As the study is based on convenience sampling, the study suffers the disadvantages of such sampling procedure. Human Resource Management (HRM) is the function within an organization that focuses on recruitment, management, and providing direction to the people who work in the organization. Human Resource Management can also be performed by line managers. Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. Employee involvement requires providing employees with much more information then previously and consulting them more about the operation of the work place. The key is two-way communication. Near team briefings or cascading information down the management chain are not enough. Organisational operating HRM policies devote resources to staff recruitment, BABASAB PATIL Page 41

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selection, appraisal, training, and development. They are particularly keen to employ individuals who can operate flexibly and adapt to different tasks as opposed to keeping in rigidly defined job demarcations. They must also be able to adapt to rapidly changing working arrangements such as annualized hours. These organizations would expect to eliminate old-fashioned hierarchies between white collar and the blue collar workers. Employees would be treated similarly regarding method of payment, recording starting and finishing times, and subsidized meals. SIGNIFICANCE OF HUMAN RESOURCE MANAGEMENT: The Human Resources (HR) function provides significant support and advice to line management. The attraction, preservation and development of high caliber people are a source of competitive advantage for any business, and are the responsibility of HR.Human Resource management is based in the efficient utilization of employees in achieving two main goals within a corporation or other type of organization. The first goal is to effectively make use of the talents and abilities of employees to achieve the operational objectives that are the ultimate aim of the organization. Along with realizing the goals of the organization, Human Resource management also seeks to ensure that the individual employee is satisfied with both the working environment and the compensation and benefits that he or she receives. At times, the two main functions of Human Resource management (HRM) seem to be at odds with one another. There are certain instances where it is impossible to arrive at solutions that are in line with both the aims of the company and the desires of the employee. When this happens, effective Human Resource management is faced with the task of finding a resolution that protects the interests of the company, but at the same time provides and acceptable level of satisfaction to the employee. This process can sometimes take a great deal of expertise on the part of the Human Resource BABASAB PATIL Page 42

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personnel, but ultimately will help establish the best solution for all concerned parties.

Among the human resource issues that are generally handled by Human Resource Management personnel are the drafting of position descriptions for all levels of employment within the company, setting the standards and procedures that are used for hiring new employees, and determining benefits that are extended to existing employees. Disciplinary procedures, as well as procedures for recognizing employees for exemplary work, also fall under the province of Human Resource management. Human Resource management often seeks to provide the highest quality benefit packages possible, given the current financial position of the company. To this end, personnel concerned with HR will seek the best in group health insurance, retirement programs, profit sharing, and vacation and personal profits. Preparing and maintaining a company employee handbook is often the province of Human Resource management. As part of that process, the management team will ensure that all guidelines and regulations contained within the text are in compliance with local, state, and federal laws that impact the status of employees. Human Resource management will also provide all employees with opportunities to understand the provisions within the handbook, both as part of new employee orientation and as an ongoing employee education process. Often, Human Resource management and personnel are called upon to mediate grievances between employees and immediate supervisors. In these situations, the mediator will seek to represent the best interests of the company, ensure that the dialogue and process is in compliance with laws governing employment within the country of residence, and seek to affect resolution and reconciliation of all parties. BABASAB PATIL Page 43

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NEED FOR HRM: The human resource management which has been gaining the attention of management professionals during the last decade has become the need of the hour due to various reasons.

Humanisation of work environment in developed countries has influenced other countries to attain better organization.

Changes in business environment have substantially affected the approach to manpower.

Globalization of business is another important aspect which is necessitating a human resource to manpower.

Large scale production, increasing effects of recession, technical and technological development have opened of new training needs, for the people at work.

Human resource development has therefore, become the need of the hour. Government policies of importing technology have also necessitated introducing new facilities and avenues for training and development. Fresh initiatives and emphasis on research and development in the realm of industry also led to a new policy of human resource development to cope with the increasing demand for technically capable people. Resultantly a need arouse for new approach to human resource.

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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: It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviors to enhance the performance of employees. Training is activity leading to skilled behavior. Its not what you want in life, but it knows how to reach it. Its not where you want to go, but it knows how to get there. Its not how high you want to rise, but it knows how to take off. It may not be quite the outcome you were aiming for, but it will be an outcome. Its not what you dream of doing, but its having the knowledge to do it. It's not a set of goals, but its more like a vision. Its not the goal you set, but its what you need to achieve it. Training is about knowing where you stand (no matter how good or bad the current situation looks) at present, and where you will be after some point of time. Training is about the acquisition of knowledge, skills, and abilities through professional development. BABASAB PATIL Page 45

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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 DEVLOPMENT 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 TRAINING AND DEVELOPMENT: 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. AND MODERN APPROACH OF TRAINING AND

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Functional Objectives maintain the departments contribution at a level suitable to the organizations needs. Societal Objectives ensure that an organization is ethically and socially responsible to the needs and challenges of the society. Training objective is one of the most important parts of training program. While some people think of training objective as a waste of valuable time. The counterargument here is that resources are always limited and the training objectives actually lead the design of training. It provides the clear guidelines and develops the training program in less time because objectives focus specifically on needs. It helps in adhering to a plan. Training objectives tell the trainee that what is expected out of him at the end of the training program. Training objectives are of great significance from a number of stakeholder perspectives: 1. Trainer. 2. Trainee. 3. Designer. 4. Evaluator. Trainer The training objective is also beneficial to trainer because it helps the trainer to measure the progress of trainees and make the required adjustments. Also, trainer comes in a position to establish a relationship between objectives and particular segments of training. Trainee The training objective is beneficial to the trainee because it helps in reducing the anxiety of the trainee up to some extent. Not knowing anything or going to a place which is unknown creates anxiety that can negatively affect learning. Therefore, it is important to keep the participants aware of the happenings, rather than keeping it surprise. BABASAB PATIL Page 47

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Secondly, it helps in increase in concentration, which is the crucial factor to make the training successful. The objectives create an image of the training program in trainees mind that actually helps in gaining attention. Thirdly, if the goal is set to be challenging and motivating, then the likelihood of achieving those goals is much higher than the situation in which no goal is set. Therefore, training objectives helps in increasing the probability that the participants will be successful in training. Designer The training objective is beneficial to the training designer because if the designer is aware what is to be achieved in the end then hell buy the training package according to that only. The training designer would then look for the training methods, training equipments, and training content accordingly to achieve those objectives. Furthermore, planning always helps in dealing effectively in an unexpected situation. Consider an example; the objective of one training program is to deal effectively with customers to increase the sales. Since the objective is known, the designer will design a training program that will include ways to improve the interpersonal skills, such as verbal and non verbal language, dealing in unexpected situation i.e. when there is a defect in a product or when a customer is angry. Therefore, without any guidance, the training may not be designed appropriately. Evaluator It becomes easy for the training evaluator to measure the progress of the trainees because the objectives define the expected performance of trainees. Training objective is an important to tool to judge the performance of participants. BABASAB PATIL Page 48

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Role of HRD Professionals in Training: This is the era of cut-throat 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. 5. Flexible access i.e. anytime, anywhere 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. The various methods that come under Cognitive approach are: Lectures. Demonstrations. Computer Based Training (CBT). Intelligent Tutorial System (ITS). Page 49

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Programmed Instruction (PI). Virtual Reality.

Behavioral methods are more of giving practical training to the trainees. The various methods under Behavioral approach allow the trainee to behavior in a real fashion. These methods are best used for skill development. The various methods that come under Behavioral approach are: Games and Simulation. Behavior modeling. Business Games. Case Studies. Equipment Stimulators. In-Basket Techniques. Role Plays.

Another Method is MANAGEMENT DEVELOPMENT METHOD

MANAGEMENT DEVELOPMENT The more future oriented method and more concerned with education of the employees. To become a better performer by education implies that management development activities attempt to instill sound reasoning processes.

Management development method is further divided into two parts: ON-JOB TRAINING:

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The development of a managers abilities can take place on the job. The four techniques for on-the job development are:

Coaching. Mentoring. Job Rotation. Job Instruction Technique (JIT)

COACHING is one of the training methods, which is considered as a corrective method for inadequate performance. According to a survey conducted by International Coach Federation (ICF), more than 4,000 companies are using coach for their executives. These coaches are experts most of the time outside consultants.

A coach is the best training plan for the CEOs because It is one to one interaction It can be done at the convenience of CEO It can be done on phone, meetings, through e-mails, chat

It provides an opportunity to receive feedback from an expert It helps in identifying weaknesses and focus on the area that needs

improvement his method best suits for the people at the top because if we see on emotional front, when a person reaches the top, he gets lonely and it becomes difficult to find someone to talk to. It helps in finding out the executives specific developmental needs. The needs can be identified BABASAB PATIL Page 51

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through

60

degree

performance

reviews.

ProcedureoftheCoaching: The procedure of the coaching is mutually determined by the executive and coach. The procedure is followed by successive counseling and meetings at the executives convenience by the coach. 1. Understand the participants job, the knowledge, skills, and attitudes, and resources required to meet the desired expectation 2. Meet the participant and mutually agree on the objective that has to be achieved 3. Mutually arrive at a plan and schedule 4. At the job, show the participant how to achieve the objectives, observe the performance and then provide feedback 5. Repeat step 4 until performance improves For the people at middle level management, coaching is more likely done by the supervisor; however experts from outside the organization are at times used for up and coming managers. Again, the personalized approach assists the manger focus on definite needs and improvement.

MENTORING is an ongoing relationship that is developed between a senior and junior employee. Mentoring provides guidance and clear understanding of how the organization goes to achieve its vision and mission to the junior employee.

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The meetings are not as structured and regular than in coaching. Executive mentoring is generally done by someone inside the company. The executive can learn a lot from mentoring. By dealing with diverse men tees, the executive is given the chance to grow professionally by developing management skills and learning how to work with people with diverse background, culture, and language and personality types.

Executives also have mentors. In cases where the executive is new to the organization, a senior executive could be assigned as a mentor to assist the new executive settled into his role. Mentoring is one of the important methods for preparing them to be future executives. This method allows the mentor to determine what is required to improve mentees performance. Once the mentor identifies the problem, weakness, and the area that needs to be worked upon, the mentor can advise relevant training. The mentor can also provide opportunities to work on special processes and projects that require use of proficiency.

Some key points on Mentoring

Mentoring focus on attitude development Conducted for management-level employees Mentoring is done by someone inside the company It is one-to-one interaction Page 53

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It helps in identifying weaknesses and focus on the area that needs improvement

JOB ROTATION takes on different perspectives. The executive is usually not simply going to another department. In some vertically integrated organizations, for example, where the supplier is actually part of same organization or subsidiary, job rotation might be to the supplier to see how the business operates from the supplier point of view. Learning how the organization is perceived from the outside broadens the executives outlook on the process of the organization. Or the rotation might be to a foreign office to provide a global perspective.

For managers being developed for executive roles, rotation to different functions in the company is regular carried out. This approach allows the manger to operate in diverse roles and understand the different issues that crop up. If someone is to be a corporate leader, they must have this type of training. A recent study indicated that the single most significant factor that leads to leaders achievement was the variety of experiences in different departments, business units, cities, and countries. An organized and helpful way to develop talent for the management or executive level of the organization is job rotation. It is the process of preparing employees at a lower level to replace someone at the next higher level. It is generally done for the designations that are crucial for the effective and efficient Benefits functioning of of Job the Rotation organization.

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Some of the major benefits of job rotation are:

It provides the employees with opportunities to broaden the horizon of knowledge, skills, and abilities by working in different departments, business units, functions, and countries

Identification of Knowledge, skills, and attitudes (KSAs) required It determines the areas where improvement is required Assessment of the employees who have the potential and caliber for filling the position JOB uses skills INSTRUCTION a strategy TECHNIQUE focus on

with

knowledge (factual and procedural), and attitudes of Job development. Instruction (JIT)

Procedure Technique

JIT consists of four steps:

Plan This step includes a written breakdown of the work to be done because the trainer and the trainee must understand that documentation is must and important for the familiarity of work. A trainer who is aware of the work well is likely to do many things and in

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the process might miss few things. Therefore, a structured analysis and proper documentation ensures that all the points are covered in the training program. The second step is to find out what the trainee knows and what training should focus on.

Then, the next step is to create a comfortable atmosphere for the trainees i.e. proper orientation program, availing the resources, familiarizing trainee with the training program, etc. Present In this step, trainer provides the synopsis of the job while presenting the participants the different aspects of the work. When the trainer finished, the trainee demonstrates how to do the job and why is that done in that specific manner. Trainee actually demonstrates the procedure while emphasizing the key points and safety instructions.

Trial This step actually a kind of rehearsal step, in which trainee tries to perform the work and the trainer is able to provide instant feedback. In BABASAB PATIL Page 56

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this step, the focus is on improving the method of instruction because a trainer considers that any error if occurring may be a function of training not the trainee. This step allows the trainee to see the after effects of using an incorrect method. The trainer then helps the trainee by questioning and guiding to identify the correct procedure. Follow-up In this step, the trainer checks the trainees job frequently after the training program is over to prevent bad work habits from developing.

OFF THE JOB TRAINING: There are many management development techniques that an employee can take in off the job. The few popular methods are: Sensitivity Training. Transactional Analysis. Straight Lectures/ Lectures. Simulation Exercises.

Advantages of Training: This type of training gets employees away from their work environment to a place where their frustrations and bustle of work are eliminated. This more relaxed environment can help employees to absorb more information as they feel less under pressure to perform. BABASAB PATIL Page 57

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Can be a source to supply the latest information, current trends, skills and techniques for example current employment legislation or other company law and regulations, current computer software or computerized technologies or improved/innovative administrative procedures. These new skills can be brought back and utilized within the company.

Experts in their field would cover these courses, and this would mean that training for staff members would be taught to a reasonable standard.

As the courses are held externally, our company would not have added costs incurred as a result of extra equipment or additional space.

Sending an employee on a course could help to make an employee feel more valued as they would feel as if they are receiving quality training.

As many courses or seminars invite employees form other companies to attend, this would allow employees to network and perhaps drumup business.

Disadvantages of Training: Depending on the course, the overall cost could prove quite expensive for example; many courses may require an overnight stay at a hotel if the course is outside the area or the course itself may prove to be expensive due to the level of expertise or equipment need to deliver the course.

As there is no real way to know the abilities both as a trainer and their subject knowledge of the people delivering the external training courses, there is no guarantee that sufficient skills of knowledge will

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be transfers or valuable. Many courses do not have a system of assessment or

standardization of learning, so there is no set yardstick that can be guarantee learning has been achieved to a specified standard. Sending employees to a training program for one or two days would mean loss of production within the company. Companies that fully train their workforce benefit from:

Increased productivity. Reduced employee turnover. Increased efficiency resulting. In financial gains.

Decreased need for supervision.

Employees who are fully trained: Are more satisfied with their jobs. Are more motivated. Have a lower turnover rate. Are more innovative and efficient.

The prospective benefits of training outsourcing are well recognized. Organizations go for outsourcing to save training costs, gain access to practical and technical proficiency, concentrate on core competencies and offer an overall enhanced training to their employees. Also, outsourcing allows companies to deliver best training to their employees and get the clients the best of their abilities. The key to increase BABASAB PATIL Page 59

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in customer turn over is customer satisfaction. With rapid globalization, increase in competition, technological innovation, increase in access to information, and improve in customer services, the customer loyalty programs have become an integral part of the organizations. Retaining existing customers is now much more important than acquiring new customers. Some facts: Recommendations from the existing customer are 107% greater than the fresh customer.

Loyal customer spend 33% more than fresh customer.

Selling to a prospect requires 6% more than selling to an existing customer.

Outsourcing is a competent tool that ensures and offers convincing Return on Investment (ROI). Outsourcing subtracts the risk in setting up a complicated function that is not a core competency. If outsourced to competitive and right consultancy then the cost savings could be as high as 50%. In addition to that, outsourcing leads to customer retention, customer loyalty, customer satisfaction, and greater efficiencies on the part of employees. Training Implementation: To put training program into effect according to definite plan or procedure is called training implementation. Training implementation is the hardest part of the system because one wrong step can lead to the failure of whole training program. Even the best training program will fail due to one wrong action.

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Training implementation can be segregated into: Practical administrative arrangements. Carrying out of the training.

Implementing Training: Once the staff, course, content, equipments, topics are ready, the training is implemented. Completing training design does not mean that the work is done because implementation phase requires continual adjusting, redesigning, and refining. Preparation is the most important factor to taste the success. Therefore, following are the factors that are kept in mind while implementing training program:

The trainer The trainer need to be prepared mentally before the delivery of content. Trainer prepares materials and activities well in advance. The trainer also set grounds before meeting with participants by making sure that he is comfortable with course content and is flexible in his approach. Physical set-up Good physical set up is pre-requisite for effective and successful training program because it makes the first impression on participants. Classrooms should not be very small or big but as nearly square as possible. This will bring people together both physically and psychologically. Also, right amount of space should be allocated to every participant. Establishing rapport with participants There are various ways by which a trainer can establish good rapport with trainees by:

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Greeting participants simple way to ease those initial tense moments. Encouraging informal conversation. Remembering their first name. Pairing up the learners and have they familiarized with one another. Listening carefully to trainees comments and opinions. Telling the learners by what name the trainer wants to be addressed. Getting to class before the arrival of learners. Starting the class promptly at the scheduled time. Using familiar examples. Varying his instructional techniques. Using the alternate approach if one seems to bog down.

Reviewing the agenda At the beginning of the training program it is very important to review the program objective. The trainer must tell the participants the goal of the program, what is expected out of trainers to do at the end of the program, and how the program will run.

The following information needs to be included: Kinds of training activities. Schedule. Setting group norms. Housekeeping arrangements. Flow of the program. Handling problematic situations. Training Evaluation: The process of examining a training program is called training evaluation. Training evaluation checks whether training has had the desired effect. Training evaluation ensures that whether candidates are able to implement BABASAB PATIL Page 62

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their learning in their respective workplaces, or to the regular work routines. Purposes of Training Evaluation: The five main purposes of training evaluation are: Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes. Research: It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and training. Control: It helps in controlling the training program because if the training is not effective, then it can be dealt with accordingly. Power games: At times, the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits. Intervention: It helps in determining that whether the actual outcomes are aligned with the expected outcomes.

Process of Training Evaluation: Before Training: The learners skills and knowledge are assessed before the training program. During the start of training, candidates generally perceive it as a waste of resources because at most of the times candidates are unaware of the objectives and learning outcomes of the program. Once aware, they are asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and learning style.

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During Training: It is the phase at which instruction is started. This phase usually consist of short tests at regular intervals. After Training: It is the phase when learners skills and knowledge are assessed again to measure the effectiveness of the training. This phase is designed to determine whether training has had the desired effect at individual department and organizational levels. There are various evaluation techniques for this phase. Techniques of Evaluation: The various methods of training evaluation are: Observation Questionnaire Interview Self diaries Self recording of specific incidents

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CHAPTER 6 DATA ANALYSIS


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experience in BCIL Frequency 20 10 30 Percent 66.7 33.3 100.0 Valid Percent 66.7 33.3 100.0 Cumulative Percent 66.7 100.0

Valid

0-2yrs 2-5yrs Total

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e xpe rie nc e in BC IL
2-5yrs

0-2y rs

ANALYSIS: From the above table and graph it is observed that 66% of the staff is fresher and are working only since last 1-2 years. and 34% of the employees are working since last 2-5 years. INTERPRETATION: as per the survey we observe and understand that maximum no of employees are recent joiners and lag experience in BCIL.
training attended Frequency 29 1 30 Percent 96.7 3.3 100.0 Valid Percent 96.7 3.3 100.0 Cumulative Percent 96.7 100.0

Valid

yes 3.00 Total

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training attended
3.00

yes

ANALYSIS: From the above graph it is observed that 99% of the employees have attended the training programme and only 1% havent. INTERPRETATION: As per the survey we observe that maximum employees i.e the utmost employees have attended the training programmes and generally the training is provided to all.

no of training programmes attended Frequency 17 12 1 30 Percent 56.7 40.0 3.3 100.0 Valid Percent 56.7 40.0 3.3 100.0 Cumulative Percent 56.7 96.7 100.0

Valid

1-3 4-6 7-9 Total

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no of training programmes attended


7-9 4-6

1-3

ANALYSIS:from the above graph it is observed that 56% of the employees have attended 1-3 trainings,40% of employees have attended 4-6 trainings and only 4% of employees have attended 7-9 trainings. INTERPRETATION:As per the survey it is observed that maximum mo of employees have attended 1-3 trainings and least have attended 7-9 trainings.

rating of on job training Frequency 18 9 3 30 Percent 60.0 30.0 10.0 100.0 Valid Percent 60.0 30.0 10.0 100.0 Cumulative Percent 60.0 90.0 100.0

Valid

very helpfull average not so helpfull Total

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rating of on job training

not so helpfull

average very helpfull

ANALYSIS:from the above graph it is understood that 60% of employees find that training is very helpful and 30% find that the on job training provided to them was average and 10% feel that it was not so useful. INTERPRETATION:as per the survey it is understood that majority of employees find that on job training provided to them is very useful.

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effeciency Frequency 1 10 11 7 1 30 Percent 3.3 33.3 36.7 23.3 3.3 100.0 Valid Percent 3.3 33.3 36.7 23.3 3.3 100.0 Cumulative Percent 3.3 36.7 73.3 96.7 100.0

Valid

high

efficiency1 efficiency2 efficiency3 efficiency4 efficiency5 Total

effeciency
efficiency5 efficiency1

efficiency4 efficiency2

efficiency3

ANALYSIS:from the above graph it is understood that 3.35 of employees feel that efficiency level is very low i.e only 3% of employees have rated efficiency as rest more than 72% have rated it as below average. INTERPRETATION:as per the survey it is observed that efficiency level is rated very low by the employees.

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effectiveness Frequency 1 3 12 11 3 30 Percent 3.3 10.0 40.0 36.7 10.0 100.0 Valid Percent 3.3 10.0 40.0 36.7 10.0 100.0 Cumulative Percent 3.3 13.3 53.3 90.0 100.0

Valid

effectiveness1 effectiveness2 effectiveness3 effectiveness4 effectiveness5 Total

effectiveness
effectiveness1 effectiveness2

effectiveness5

effectiveness4 effectiveness3

ANALYSIS:from the above graph it is observed that the effectiveness of on the job training is above the average as 47 % of employees have rated this above average INTERPRETATION:As per the survey it is found that the effectiveness of on the job training is above the average

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productivity Frequency 3 1 7 13 6 30 Percent 10.0 3.3 23.3 43.3 20.0 100.0 Valid Percent 10.0 3.3 23.3 43.3 20.0 100.0 Cumulative Percent 10.0 13.3 36.7 80.0 100.0

Valid

productivity1 productivity2 productivity3 productivity4 productivity5 Total

productivity

productivity1 productivity5 productivity2

productivity3

productivity4

ANALYSIS:from

the above graph it is observed that productivity is

comparatively higher than other quality factors as more than 64% employees have rated it as above average. INTERPRETATION:as per the survey it is found that after the inducement of on the job training on employees the productivity is increased.

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training as stepping stone to carrer growth Frequency 29 1 30 Percent 96.7 3.3 100.0 Valid Percent 96.7 3.3 100.0 Cumulative Percent 96.7 100.0

Valid

yes 4.00 Total

training as stepping stone to carrer growth


4.00

yes

ANALYSIS: from the above chart it is observed that 97% of employees find that their career graph has increased after getting trained in various aspects and areas. INTERPRETATION: As per the survey it is found that employees have gained more knowledge and skills after getting trained as majority of employees have positively reacted towards the question. BABASAB PATIL Page 74

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over all opinion Frequency effenciecy is increased 3 productivity has increased 3 work method improves 10 training given was not 8 sufficent facculty was not 5 competent training duration was too 1 short Total 30 Percent 10.0 10.0 33.3 26.7 16.7 3.3 100.0 Valid Percent 10.0 10.0 33.3 26.7 16.7 3.3 100.0 Cumulative Percent 10.0 20.0 53.3 80.0 96.7 100.0

Valid

over all opinion


training duration wa facculty was not com productivity has inc

effenciecy is increa

training given was n work method improves

ANALYSIS: From the above chart it is been understood that there is mixed overall opinion as 10% find their productivity is increased,10% find their efficiency is increased,33% feel that their work method improves,27% feel that the training was not sufficient,17% feel that faculty was not so BABASAB PATIL Page 75

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competent, and 3% feel that As per the survey it is observed that there is overall mixed training duration was too short. INTERPRETATION: opinion among the employees, both positive and negative feedback is found.
future needs Frequency 4 12 14 30 Percent 13.3 40.0 46.7 100.0 Valid Percent 13.3 40.0 46.7 100.0 Cumulative Percent 13.3 53.3 100.0

Valid

off job training different training techniques longer duration Total

future needs
longer duration off job training

different training t

ANALYSIS: from the above chart it is observed that 40% employees are in need of different training techniques, where as 47% of employee seek for longer duration of training period, and 13% of people want to be trained by off the job training method. BABASAB PATIL Page 76

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INTERPRETATION:As per the survey it is found that there is mixed response for future training technique to be adapted but majority of employees are demanding for longer duration of training programme.

FINDINGS SUGGESTIONS

AND

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FINDINGS: From the survey conducted for 30 employees, following findings are revealed; Most of the employees are freshers i.e 66% are new comers so lack the experience at BCIL. 99% employees have attended the training programme i.e almost all are given training. 57% employees are given with 1-3 trainings where as only 10% are provided with 7-9 trainings. According to rating of efficiency only 37% employees feel that it is average rest feel that it is below the average level

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From rating of effectiveness 40% feel it as average effectiveness rest feel it is below average. The productivity of organization is above average as 43% employees have rated it as above the average 10 as excellent and rest as below average.

On the rating of satisfaction of employee towards on the job training it is observed that 40% find it is very helpful and 10% feel that it is not so helpful.

99% of employees have given their positive opinion that training has helped in their carrer growth. There is mixed overall opinion i.e 33% find that their work method has improved after training where as 27% find that the training given was not sufficient.

40% of employees are in need of different training techniques where as 47% want the longer duration of training.

SUGGESTIONS: . It is suggested to enhance the duration of practical training programs for clear understanding of the skill. Appointment of internal or external career counselors provides direction to employees in navigating their career by choosing the appropriate training programs based on their interest, need and aspiration BABASAB PATIL Page 79

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Though the employees are getting training programs it is found that there is a need to improve or introduce new training methods like off job training, Cross functional, role plays which will help them in improving their knowledge & performance.

The company should strive for its improvement in quality factors like efficiency,effectiveness and productivityfor the increase and improvement in these quality factors training techniques may be upgraded to incorporate on-line methods which can be administered at any time, enabling all employees to participate at their convenience so after which they can contribute atleast bit of their skills which can increase these factors.

The training provided by the company should be using different techniques of training and also with longer duration so that employees get adjusted and then gain interest in training programme,i.e the training period should be properly adjusted as per the convenience of the employees so that they can gain knowledge with their own mindset and with interest the period may be from 1 day or may extend upto a month or year.

Lastly I would also like to suggest that company should develop separate counseling department where employees can share their problems and they feel free to communicate about the problems and it encourages them to work in the organization.

BABASAB PATIL

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CONCLUSION: Taking the organization to its zenith is a very challenging and very toughest job where employees and officials face lot of problems like resistance of the workforce and lack of readiness to cope up with changes in workplace. So we can say that to rebuild any organization commitment and hard work is very essential so to cope up with these changes we have to train them according to the needs of the organisation which will push organization in a right direction and also helps in achieving success. The method of training is well received by the employees. The training in the organization is having greater impact on the efficacy and morale of the employees and also instrumental to increase the overall quality of work The techniques of on the job training provided by the company are average and upto the mark as more no of employees are satisfied by training. BABASAB PATIL Page 81

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QUETIONNAIRE Dear Sir/Madam, Questionnaire 1. Personal data: Name: Age: Sex: Male ( ) Designation: BABASAB PATIL

Female ( )

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Qualification: 2. Since how long are you in this organization? 0-2yrs 2-5yrs 6-10yrs 11yrs & above 3. Have you attended any training programs? Yes ( ) No ( ) 4. If no, why? _______________________________ 5. If yes, which among the following have you attended? 1-3 4-6 7-9 9-10 above 10 6. Give a rating for on-job training provided to you to fulfill the gap (need of training) Very helpful Average not so helpfulwaste of time 7. Rate the following factors w.r.t. improving the quality. 1 2 3 4 5

8. Has the training programs facilitated you in your career growth? Yes ( ) No ( ) 9. If no, do u expect other training program to be conducted? 10. What is your overall opinion about on-job training program provided to u? Efficiency has increased ( ) Productivity has increased ( ) Work method improves ( ) Training given was not sufficient ( ) Faculty was not competent ( ) Training duration was too short ( ) Others 11. What do you expect in your future training program? a) Off job training b) Different training techniques c) Longer duration

SIGNATURE THANK YOU BABASAB PATIL Page 83

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BIBLIOGRAPHY Human Resource development - By P Subba Rao Training techniques why some succeed and many fail

www.bagalkotudyoglimited.com
www.google.com

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