32 Gunjan Mahajan
32 Gunjan Mahajan
32 Gunjan Mahajan
1
PACIFIC INSTITUTE OF MANAGEMENT
HR PROJECT ON
EFFECTIVENESS OF TRAINING
in
Submitted By:
Shweta Shrimali
2
TABLE OF CONTENTS
ACKNOWLEDGEMENT 04
CORPORATE HISTORY 07
CORPORATE PROFILE 09
CORPORATE ALLAINCES 19
OBJECTIVES 21
TRAINING PROCEDURE 36
ANALYSIS 55
RECOMMENDATION 69
ANNEXURE 76
BIBLIOGRAPHY 78
3
TRAINING AND DEVELOPMENT ACTIVITIES
in
Rajasthan Spinning & weaving Mills Ltd.
“When you give yourself, you receive more than you give.”
ACKNOWLEDGEMENT
First of all I would like to express my heartful gratitude and thanks to Mr Rajinder
Mahajan (MD, Mahajan Engeering Works ) and Mr Sanjeev Mohan (CA ,S.C
Vasudeva and Company ) for referring me to do my industrial training.
A research project is not prepared merely by the singular efforts of the
person to whom the project is assigned, but it also requires the help and guidance
of some others who help and co-operate directly or indirectly in completing the
task successfully.In this regard , I would first of all like to thank MR SUSHIL
JHAM for providing me with the opportunity to do my project training in such a
prestigious organization ( Vardhman Textile Limited ).
I would like to give my special thanks to Mr Boora (AVP MSML) project
guide for assigning me such an interesting and worthwhile research project and for
helping me throughout the project with his constant guidance and support .I would
also like to thank departmental guides for his continuous support and advice for
the successful completion of the project .
I would also like to thank Mr. S.S KANWAR (Manager IR ), Mr. Narender
(Officer IR ), Mr. Manvirder Singh (officer IR ),Miss Damanpreet (Ladies
Welfare officer), Mrs. Nishu Bala (jobber) along with Mr. Ramsagar Yadav
(jobber) for providing me information regarding the industrial relations
department and the operations of the business .
My acknowledgement would be incomplete without expressing my sincere
thanks to Mr M.S BOORA for giving me the permission for doing the project on
such a sensitive topic .Last but not the least I would like to thank all supervisors
and employees who actively helped me in every respect by providing relevant data
and information pertaining to the successful completion of my project.
Dated
GUNJAN MAHAJAN
BIMTECH
4
CORPORATE
HISTORY
5
Rajasthan Spinning & weaving Mills Ltd. Is a professionally managed,
progressive and growth oriented company with business interests in Yarn,
Fabrics, Garments and Denim. It is one of the largest producers and
exporters of polyester viscose blended yarn in the country. The company
operates around 3,60,000 spindles and produces 1,00,000 MT of yam per
year.
Its Denim and 46MW Captive power plants have commenced opetation. As
a singnificant milestone of its expansion plan, RSWM international B.V.
Holland is incorporated as a 100% subsidiary of the company. It has also
announced the acquisition of Cheslind textile Ltd. A Bengaluru based textile
unit.
6
CORPORATE
PROFILE
7
Milestones
RSWM limited is the new name for Rajasthan Spinning & Weaving
Mills ltd.
RSWM has initiated a Rs. 900 crore expansion plan. Its Denim & 46
MW Captive Thermal Power Plants have commenced operation.
CAPABILITIES
RSWM has one of the largest spinning capacities in India with a spindlage
of more than 500,000. RSWM Threads has emerged as second largest
sewing thread brand in the country. In fabrics, the Group has already made
its mark as a quality producer of grey poplin /shirting / suiting in the home
market and has entered the highly competitive export market within this
8
short span, now exporting large volume of its production. RSWM
established a modern fabric process house in 1999 with a capacity of 30
million meters per annum. This capacity has been expanded to 42 million
meters per annum in FY 2005-06. Set up in technical collaboration with
Marubeni and Japan Exlan of Japan, the acrylic fibre plant has an annual
capacity of 16500 metric tonnes annum. The steel mill has been modernised
and expanded to a capacity of 100000 metric tonnes per annum.
MARKET
Largest Spinning capacity in India - over half a million spindles .
Largest producer of Cotton, Synthetics and Blended yarns in the
country.
9
GLOBALIZATION
RSWM ventured in to the global market in 1986 with an export value
of one core to reach an outstanding 440crores(92 million Dollors) in 2002.
MISSION
10
PHILOSOPHY
11
12
13
OBJECTIVES
14
OBJECTIVES OF THE STUDY
An analysis of Training process in
Vardhman Textile Limited
15
Evaluate Identify
Training Training
Outcomes Needs
Plan and
Deliver
Design
Training
Training
16
RESEARCH METHODOLOGY
The Concept-
17
prevailing in the organization. The aggregate result of the interviews
presents a clear picture of the Training System in the Organization.
Questionnaires
Personal Interviews and Discussions
Records of the Organization
Internet
I have used all the four above tools to get along with project, but the main
emphasis is given to the responses collected through questionnaires,
personal interviews and discussions. All the departments were helpful and
coordinated well with providing the required data and information about the
organization .
18
RECRUITMENT
AND SELECTION
19
HR PHILOSOPHY
Across the boundaries of time and space, the best transmission and
perseverance of culture, values and philosophy is only through the
hearts of people.
Every employee is special and unique in his own field and has infinite
potential to make contribution to the organisation.
20
ORGANISATION CHART
TRAINING JOBBERS
RECRUITMENT PROCEDURE
(A) PURPOSE:
In order to select the right candidate for the right job, due consideration is
given to merit for recruitment of suitable and medically fit candidate.
Organizational objectives, both long and short terms are also taken into
consideration while making recruitment decisions. The existing employees
are also encouraged to recommend candidates for employment which helps
in maintaining goodwill amongst the employees.
21
b) Selection Test - Asst. Labour Officer/Labours Officer/Training Officer
The following tests have been developed for potential candidates of different
categories to examine their suitability as regards physical ability, aptitude,
finger dexterity etc;
i) TEST OF VISION:
The test of vision has great importance. The vision is actually a
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complex ability consisting of many different types of visual, skills. Thus, we
can distinguish between the ability to see things close to us (close acuity).
People also differ in their ability to perceive relative distances. For this
purpose, the candidate shall be required to read the contents of the vision
apparatus.
METHOD: For this purpose, eight bobbins of various colours are fitted on
the wooden board. The board is placed on a table and the candidate) is asked
to name the colour of the bobbin one by one.
23
A) The candidate has to recognize five coloured numerical made in a
coloured circle.
B) The candidate has to recognize five specific coloured lines made in a
coloured circle.
ELIGIBILITY:
For qualifying for this test, the candidate has to identify five numerical and
five colours.
ELIGIBILITY:
For Male Candidates: 20 Kg. and Above. 15 Kg. and above.
For Female Candidate: 15KG and Above
24
METHOD:
Candidate is given a prescribed form on which he shall have to make any
capital letter of English alphabet at least 60 times.
1. FINAL INTERVIEW:
In the final interview, the information pertaining to the social, geographical
and family -background, domestic life and way of thinking of the candidates
is again checked and ascertained by asking questions. Thereafter, based on
educational qualification, physique, aptitude etc the trainee is given a
specific department where vacancies exist or are likely to exist.
The final authority for signing the recruitment document rests with V. P.
(PERS., IR & HRD)/Factory Manager/Manager (IR&HRD).
25
(H) DOCUMENTATION:
The candidates who qualify the test are selected and referred to the recruit-
ment section for the following documents:
(a) Security Deposit of Rs. 75/- which is refundable after one and a half
year's service.
(b) Filling of prescribed application form.
(c) ESI Declaration form.
(d) Issue of Identity Card.
(e) Entry in register of adult workers.
26
such candidates and the candidates are directed to respective department
incharge forgetting consent for keeping them on trail. On the
recommendations of the department incharge, the candidates are recruited
"on trial" for an initial period of 15 days. The candidates who furnish their
bio-data form are issued a trial card and an identity card. Those who
complete the trial period successfully and after obtaining the recom-
mendation from their respective department in charges are offered regular
employment and the services of those who could not complete the trial
period successfully are dispensed with.
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NOTE:
One identification card and one attendance card is given to each worker.
This card should be with them always. When they are on training, their
trainee jobbers take attendance card and after completing their one-day
work, the cards are given to them. Hence, this is the process of recruitment
and selection at Vardhman Textile Limited , Hoshiarpur.
28
TRAINING
METHODS
29
INTRODUCTION
30
welfare .It also need no longer to be long-term investment for which
efficient and effective training program ,the dividends can appear in a matter
of months.Training is now essentially a responsibility and function of
management. ”
A.INCREASED PRODUCTIVITY
Instruction can help the employees increase their level of performance on
their present assignment .Increased human performance often directly leads
to increased operational productivity and increased bottom line.
B.IMPROVED QUALITY
Better informed workers are less likely to make operational mistakes .quality
increases may be relationship to a company product or service or in
reference to intangible organisational employment atmosphere.
31
increasing the financial incentives reducing supervision and increasing the
morale of the employees but one o fthe most important is increasing the
current state of an organisation’s educational endeavour .
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TRAINING PROCESS
Performance try-out
33
TRAINING TECHNIQUES & METHOD.
PURPOSE:
In order to select the right candidate for the right job, due consideration is
given to merit for recruitment of suitable and medically fit candidate.
Organizational objectives, both long and short terms are taken into
consideration while making recruitment decisions. Due care is also taken to
ensure that no undesirable element joins the organization.
In VTL , ever employee from clerical level up to presence ship gat some on
the job training when he joins it. It is the most common the most widely
used, accept& most necessary method of training employees in the skills
essential or acceptable for job performance. The various methods of on the
job training are as follows:
34
IN SPECIFIC JOB
In addition, clerical staff is imparted training so that they may perform the
business activities in a proper way. It also includes training for superiors to
improve performance so that they may understand human behavior more
effectively & quickly & may learn about different ways to tackle them.
Following are different way for on the job training for a specific job.
A) EXPERIENCE
This is one of the oldest method in the job training. Learning by experience
cannot be eliminated as a method of development. Thought as a sole
approach, it is very time consuming, costlier & less efficient method of
training.
Still it has its role in VTL, it is followed by other training method to make it
meaningful.
(B) COACHING
35
direct personal instruction & guidance usually with extensive & continuous
critical evaluation. The advantage is increased motivation of the trainee &
minimization of the problem of transfer from theory to practice. The only
danger in this method lies in possible neglect of coaching by superior.
In job rotation, a trainee is made to move from job to job at certain intervals.
The major objectives of job rotation are the broadening of the trainee in the
organisation. If trainee is rotated periodically from one job to another job, he
requires a general background. The main advantage is it provides a general
background to the trainee where training takes place at actual situation.
Competitions can be stimulated among the rotating trainees. It stimulates a
more cooperative attitude by exposing a man to other fellow problem and
viewpoint. The disadvantages are the productive work can suffer because of
the disruption caused by such changes. Rotation becomes less useful as
specialization proceeds.
Few people have the capacity of technical knowledge & skill to move from
one functional area to another. Due to this job rotation is not practically
much applicable and is not used in VTL. VTL assigns different activities to
the trainees and then the trainees have to work on those assigned works or
special project to acquire more knowledge. Such special project &
assignments grow ordinarily out of an individual analysis of weakness.
These are use to provide lower level executives with first hand experience in
36
working on actual problems. Executive from various functional areas serve
on boards and are required to analyses problems & recommend solutions to
top management. Some time a task force is created consisting a number of
trainee representing different functions in the organisation. So by this
method VTL not only provide knowledge to the trainee about the assigned
activity but also teach them how to work with others.
VTL imparts theoretical training in its VTDU, while the practical work is
conducted on the production line or in company. It is generally imparted to
semi skilled personnel, particularly when many employees have to be trained
for the same kind of work at the same time. It is mostly used when
philosophic concepts, attitudes, theories and problem-solving abilities have
to be learned .
1. LECTURES:
37
vidual specific on topics.
Different Manav Vikas Programmes are conducted in VTL, for increasing
the knowledge of workers and also lectures are delivered by great
personalities for the upliftment of the officers of the company.
The lecture method is used by VTL, for very large groups which are to be
trained within a short time, thus reducing the cost per trainee. These are
organized rigorously, so that and principal can relate properly. Lectures are
essential when it is a question of imparting technical or special information
of a complex nature in of hands of a able lecturers, and certain kind of
purpose and participants. It may turn out to be more interesting and effective
then any other methods. In training the most important uses of lectures
include:
38
2. THE CONFERENCE METHOD:
In VTL, different type of meetings are conducted at staff level for discussing
various problems. These occur quarterly as per availability of time are held
monthly too. These are basically conducted so that participant may take
collective decisions and they may share knowledge with other departments.
Also, they are in a position to consiper the benefit of other department along
with thier own department have lee time available with them. So, quarterly
39
meeting are conducted between them.
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ORGANISATIONAL CHART
Chairman
President
Manager
(Industrial relation
department)
Manager
(HR department)
41
DIFFERENT CATEGORIES OF TRAINEE
WORKERS
Trainee1
Trainee2
Senior Trainee
Badli
42
TRAINING ACTIVITIES IN MSML FOR NEW
RECUITED WORKER
OBJECTIVE:
After the recruitment and selection procedure the person employed gains the
position of Trainee -1 . The training programme is prepared with great
thought and concern enabling employees to develop and rise within the
organization.It helps moulding the employees attitude and helps them to
achieve a better coordination and cooperation with the company and a great
loyalty towards it.
TRAINING INPUTS
Skill
Knowledge about the work.
Attitude and behaviour towards the work.
Ethics
Development
Decision making and problem solving skills
43
Classification of the training programme:
INITIAL TRAINING
(For new recruitees)
1. Induction programme
WORKERS TRAINING
1. Attitudinal Training
2. Functional Training
3. Special Training
44
INDUCTION PROGRAMME :
CLASSROOM TRAINING :
During the first month , the trainees are allotted general shift an dlectures are
delivered by the jobber . The basic aim is to provide exposure to
departmental work .Initially they are put to work for seven hours then
gradually as they start working and finish their training they are put to full
eight hours of work .They work under the guidance of some skilled worker
or with some senior trainee .
Their training starts with ;
Introduction and objective of training.
Knowledge about the company’s policies and procedures
pertaining to workers .
Attendance /Punctuality
Organisational Awareness
Waste control
House keeping and cleaning of machines and equipment
Safety awareness and practices
Job knowledge
Practice on machines
45
SHOPFLOOR TRAINING
After one month’s training programme ,the trainee is transferred to shifts
accordingly and their performance is observed by the respective training
jobbers in consultation with officer of the concerned department .
Separate registers are maintained regarding the performance of the
employees .
The whole data of the trainees is sent to the EDP department .
Evaluation
After the interval of 90-120 days of actual working ,the trainee undergoes
various oral and written tests by the jobbers in consultation with the
respective department head . Officers of HRD department monitor their
performance . The trainees arewhose performance doesnot improve are paid
off after a certain period of training.
Promotion
If the trainee qualifies the tests and gives satisfactory performance he/she is
promoted to the next level of Trainee-2 and the same procedure is followed
except for the classroom teaching he is now put fully on the machine and
trained how to increase his performance on machine .
Attitudinal Training
This training programme is undertaken in Manav Vikas Kaksh where the
workers and trainees are given special training to mould their attitude and
behavior towards the work . It also helps them in their individual and
46
organisational growth. The basic aim to organize this programme is to
educate and mould the behaviour and attitudes of workers who are coming
from rural area or from different educational backgrounds. Through this
programme. We try to develop their personality, sense of commitment and
belongingness towards the organization, general; awareness and how to
change with fast changing industrial environment etc.
i. This programme is conducted twice a week. An effort is made to
ensure that the workers are given exposure to such training
programme once in a year. Their attendance is marked on a register.
ii. Minimum ten workers of different departments are being called by
issuing invitation letters on day in advance. Generally, a senior officer
of the IR department inaugurates this programme.
iii. Officers of production and IR department jointly deliver lectures.
MNK syllabus
Workers Attendance
File of Evaluation From
Speaker’s Register
Evaluation
FUNCTIONAL TRAINING
47
ANALYSIS
48
ANALYSIS OF THE DATA
The basic objective of the study was to check the effectiveness of the
Training and Development activities taken up.
No
9%
Yes
No
Yes
91%
After analyzing the samples it was found that 91% said yes and 9% said no
which shows that were aware of the expectations by the company giving a
very positive response .
49
RELATIONS WITH THE TRAINER
50%
Very Good
32%
Good
Very Bad
18% Bad
Neutral
0 0
The purpose was to check their relations with the trainer in which the
analysis said that 50% were very happy and around 32% were happy where
50
PROBLEMS WHILE TRAINING
60%
50%
40%
30%
20%
10%
0%
1
Language 0%
Problem
Problem due 9%
tto Trainer
Environment 14%
Problem
Others 20%
No Problem 57%
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SOLUTION TO THE PROBLEMS
52
SATISFACTION LEVEL WHILE WORKING
68%
Very Good
Good
Very Bad
27% Bad
Neutral
5%
0 0
The purpose was to see the organizational culture in which 68% said very
53
BEHAVIORAL PROBLEM
Yes
0%
Yes
No
No
100%
The objective was to check if anyone if he was disturbed due to any ones
work. The trainees surveyed did not have any problem shows the
54
IMPLEMENTATION OF INSTRUCTIONS
No
5%
Yes
No
Yes
95%
The objective was to see that the training given was effective so that they are
able to implement what they are taught in which 5% said no and 95% said
yes shows that for 5% training was not completely effective for 5% shows
55
ACCIDENT RATE
14
9 %
% Yes
N
o
No
Response
77
%
The objective was to check the reduction rate checking the effectiveness of
training through the work performance after training in which 77% said yes
56
IMPLEMENTATION TIME
No
0%
Yes
No
Yes
100%
The objective was to check the implementation time given was enough
according to them in which the 100% result was in favour and everyone was
57
MOTIVATION LEVEL
No
0%
Yes
No
Yes
100%
The objective was to check the gaps found before were fulfilled after
training and the result was positive as 100% people said yes showing the
effectiveness of training.
58
EFFECIENCY RATE
No
0%
Yes
No
Yes
100%
The objective was to check the efficiency rate of working before and after
59
WORKING SPEED
No
0%
Yes
No
Yes
100%
The objective was to check the performance after training. All the trainees
60
INDEPENDENCE AT WORK
No
0%
Yes
No
Yes
100%
The objective was to check the independence at work ans the level of self-
61
RECOMMENDATIONS
62
TRAINING NEED IDENTIFICATION
To differentiate between the need for training and organizational issues and
bring about a match between individual aspirations and organizational goals.
63
members, including owners, employees, customers, suppliers, and
neighbors. These objectives can be achieved only through harnessing the
abilities of its people, releasing potential and maximizing opportunities for
development. Therefore people must know what they need to learn in order
to achieve organisational goals. Similarly if seen from an individual's point
of view, people have aspirations, they want to develop and in order to learn
and use new abilities, people need appropriate opportunities, resources, and
conditions. Therefore, to meet people's aspirations, the organization must
provide effective and attractive learning resources and conditions. And it is
also important to see that there is a suitable match between achieving
organizational goals and providing attractive learning opportunities.
Organisational Needs
64
These concern the performance of the organisation as a whole. Here
identification of training needs is done to find out whether the organisation
is meeting its current performance standards and objectives and if not,
exploring ways in which training or learning might help it to do so.
Sometimes organisational training needs are also identified when the
organisation decides that it has to adopt a major new strategy, create a new
product or service, undergo a large-scale change programme, or develop
significant new relationships, such as joining with others to form new
partnerships.
Group Needs
Since working in groups and teams have become very much prevalent in
nowadays even identified at the group level. Training needs here are
group¢s performance may identify areas of need - which, again, may be for
particular team or group goes about its business and meets its current
objectives.
Individual Needs
65
These concern the performance of one or more individuals (as individuals,
rather than as members of a group). Here identification of training needs is
about finding out to what extent individuals need to learn or be trained in
order to bring their current performance up to the required level as a result of
changes in methods and processes that call for new competencies and skills.
There are three sources for identifying training needs. Although they are
independent sources for gathering the necessary data but it is usually
beneficial if they are considered complementary to one another as the
objective of the exercise is to prepare as consolidated data of training needs
as possible. The three sources are as follows: -
Job Profile
66
have not performed up to the mark. In here we can also include Job analysis
in order to have a realistic and systematic appraisal of training needs. Inorder
to do this first we need to break up the functions and responsibilities into
categories. Next we have to classify these tasks/activities on the basis of
their relative importance to the nature of the job. And lastly we can compute
a priority listing of these tasks in order to have a catalogue of knowledge,
skills and attitudes required for effective performance of the job.
67
However it might happen in certain cases that it is not possible to actively
involve the superiors due to various reasons like lack of time etc but in that
case at least they must be kept fully informed of the proceedings.
Step 1: Define and chart part of the organisation in which the work has to be
done. It is to have a focussed approach of the study. It could either be a
particular department, a section, a unit, a specific group or a staff category.
Step 3: Analyse the entire data collected in order to find out causes of
problem areas and prioritise areas, which need immediate attention.
Step 5: Record and file the entire data so that it can be used for future
reference while designing the training programmes / training calendar.
68
The organisation is informed about the broader needs of the
participants. Through this process it may be possible that certain new
training programmes, which were, previously not in their list may
come to the forefront.
The organisation is able to reduce the perception gap between the
participant and his/her boss about their needs and expectations from
the training programme.
The organisation is also able to pitch its course input closer to the
specific needs of the participants.
Best trainee award for recognition There is nothing that will give you more
exposure than getting the employee of the month or quarter award at the
Rewards & Recognition event. Since these awards are often given by the top
management, it gives you an opportunity to put your name before the key
decision makers in your organisation.
New trainees mostly face problem of homesickness so first two days of the
training should be spent on ice-breaking and introduction of the new
colleagues to each other .IT will save on time in future .
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ANNEXURE
Questionnaire
1. Were you aware of the objective of the training?
Yes No
Yes No
70
6. Are you facing any problem due to anyones behavior?
Yes No
71
7. Are you able to implement the precautions and instructions given to
at you at training to your job?
Yes No
Yes No
Yes No
10. Do you feel work rise in the motivation level after training?
Yes No
Yes No
12. Do you feel your working speed has increased after training?
Yes No
Yes No
72
BIBLIOGRAPHY
BOOKS
WEBSITES
www.google.com
WWW.HRDNETWORK.COM
WWW.HRCOMMUNITY.COM
WWW.TVRLS.COM
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