32 Gunjan Mahajan

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RAJASTHAN SPINNING &

WEAVING MILLS LTD

1
PACIFIC INSTITUTE OF MANAGEMENT

HR PROJECT ON
EFFECTIVENESS OF TRAINING

in

RAJASTHAN SPINNING &


WEAVING MILLS LTD

Submitted By:
Shweta Shrimali

2
TABLE OF CONTENTS

PARTICULARS PAGE NO.

ACKNOWLEDGEMENT 04

CORPORATE HISTORY 07

CORPORATE PROFILE 09

CORPORATE ALLAINCES 19

OBJECTIVES 21

RECUITMENT AND SELECTION 26

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.

RSWM possesses strengths and expertise to deliver India’s largest


quantities of grey, dyed and mélange yarn, while specializing in technical
fabric. It is equipped with in-house fabric weaving and processing facilities,
with an installed capacity of 12 million metres per annum. Modern
technologies and world-class skills have enabled the company to producer
the finest quality adhering to stringent international norms. The company
has state of the art garment unit for global customers with a capacity to
deliver 13,000 units daily.

RSWM’s leadership is exemplified in the equity that it enjoys in Indian as


well as international market, RSWM has acquired 50% equity stake in SISA
S.A. Spain that will enhance its presence in higher value added international
yarn market. An expansion plan of Rs. 900 crore has been initiated by
RSWM in order to expand its horizons.

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.

 RSWM expands their spindle capacities at all the plants.

 RSWM was recently felicitated with Rajiv Gandhi National Quality


Award.

 RSWM announced the acquisition of Cheslind textiles ltd., a


bengaluru based textile unit.

 RSWM international B.V., Holland, Incorporated, a 100% subsidiary


of RSWM, executes a 50:50 JV with SISA, S.A., Spain. The New JV
entity is known as RSWM SISA.

 RSWM ropes in Salman Khan as brand ambassador for Mayur


Suitings.

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.

 Largest Dyeing Capacity of Fibre and Yarn.

 Largest producer of Cotton, Synthetics and Blended yarns in the


country.

 Market Leader in Hand Knitting Yarns in India.

 Largest range of Textile products.

 Second largest producer of Sewing Thread in the country.

 Collaborations with specialist worldwide.

 ERP (Enterprise Resource Planning) enabled solutions for online


order tracking .

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.

RSWM, today, exports 40% of its yarn production to more than 25


countries and has a strong presence in markets like the EEC, USA, Canada,
China, Japan, Korea, Mexico, Brazil and Mauritius, Middle East. Vardhman
has a share of more than 6% in total Yarn exports from India.

MISSION

10
PHILOSOPHY

 Faith in bright future of Indian textiles and hence continued expansion


in areas "which we know best".
 Total customer focus in all operational areas.

 Products to be of best available quality for premium market segments


through TQM and zero defect implementation all functional areas.

 Global orientation targeting - at least 20% production for exports.

 Integrated diversification/product range expansion.

 World-class manufacturing facilities with most modern R&D and


process technology.

 Faith in individual potential and respect for human values.

 Encouraging innovation for constant improvements to achieve


excellence in all functional areas.

 Accepting change as a way of life.

 Appreciating our role as a responsible corporate citizen.

11
12
13
OBJECTIVES

14
OBJECTIVES OF THE STUDY
An analysis of Training process in
Vardhman Textile Limited

The strategic intent of the project was to do of Training Processes of


New Recuitees in Vardhman Textile Limited , where the purpose was to
focus on the reasons for checking the effectiveness of the Training Process
and giving suitable recommendations for the increase in efficiency of the
system .

The main objectives identified were :-

 To Understand the present training process and its strategic framework


and policies .
 To interview and discuss the area of focus with trainees and other
employees regarding the training process.
 To find the various reasons for its pitfalls.
 Take effective control measures for its increase in efficiency .
 For the Partial fulfillment of the requirements for the award of the post
graduate degree in Management .
 To Share and utilize the knowledge gathered from this project wherever
and whenever required .

When mapped into a pictorial representation, the objectives


translated into the following framework

15
Evaluate Identify
Training Training
Outcomes Needs

Plan and
Deliver
Design
Training
Training

16
RESEARCH METHODOLOGY

The Concept-

The term ‘Research Methodology’ indicates an exhaustive and searching


investigating into some accepted principles and conclusions, so as to bring
into light some new and novel facts .The first step towards any research is to
identify the problem and look at it objectively. One problem to be studied is
decided , the steps to be finalized as follows:-

 The Sample is to be surveyed as to get the reliable result.


 Methods to be used for collecting required information.
 Interpretation of data to get the required result through an
analysis.
 Provide the necessary recommendations and suggestions.

The methodology is based on the extensive experience in qualitative and


quantitative interview methods with both workers and training jobbers.The
Study solicits and examines Training Process and offers insight into the
ethical and business perspective of the issue through a survey for its
analysis. The study relied on interviews and the survey to gather a broad
range of information regarding the different training processes prevailing in
the organization .The Study emphasizes on both trainee-1 and trainee-2 and
senior trainees at Vardhman Textile Limited At Hoshiapur Plant employees .

Interviews were conducted and the Questionnaires were filled with


convenience from the packaging departments and tube-winding department.
Onsite interviews were also conducted at random for further clear picture

17
prevailing in the organization. The aggregate result of the interviews
presents a clear picture of the Training System in the Organization.

Scope of the Study-


The Scope of the Project is to find out the loopholes in the Current Training
Processes and recommend ways to make it more efficient and proper in
nature

Tools of Data Collection –

Methods refer to the designing of evaluation instrument .Evaluation


instrument is the data collection device administered at the appropriate stage
of any analysis .

To get the data quite a few methods can be used like –

 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

(“There is no joy except in human relationships”)

Across the boundaries of time and space, the best transmission and
perseverance of culture, values and philosophy is only through the
hearts of people.

 Employees in Vardhman are its most valuable resource and


development of business and of employees must go hand in hand.

 Every employee is special and unique in his own field and has infinite
potential to make contribution to the organisation.

 Merit is the most important criteria for recruitment and reward.

 Creativity and innovation in technology and management through our


people is our competitive edge.

 HR processes facilitate consistent improvement in performance,


productivity and effectiveness through mutually agreed stretched
targets.

 Continuously strive to improve quality of work-life for total job


satisfaction and social harmony for the employees.

 HR prepares people to accept and adapt to change and learning as a


way of life.

 HR promotes high standards of discipline at the workplace and


compliance with the laws of the land.

 Prepares youth for executive role in business as a major social


responsibility

20
ORGANISATION CHART

VICE PRESIDENT (PERS., IR, HRD)

ASSISTANT VICE PRESIDENT (PERS., IR, HRD)

MANAGER (PERS & TRG)

OFFICERS (PERS & HRD)/ASTT. OFFICERS (TRG)

TRAINING JOBBERS

(HRD TRG.) : QUALITY PROCEDURE FOR TRAINING

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.

(B) PROCEDURE AND RESPONSIBILITY:

a) Preliminary interview - Asst. Labour Officer/Labour Officer

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b) Selection Test - Asst. Labour Officer/Labours Officer/Training Officer

c)Final Interview and placement-concerned H.O.D /Dy. Manager

d)Documentation - Recruitment Clerk.

e) Signing of recruitment documents - V.P(PERS.IIR & HRD) Factory


Manager/Manager (IR & HRD)

(C) PRELIMINARY INTERVIEW:

(a) Prospective candidates are screened and preliminary interview is taken


by the labour officer to know about the candidate's
 age
 education
 family background and
 physical appearance
to ascertain the suitability of the candidate and the suitable candidates are
recommend for selection tests.

b) The selection tests are conducted at HRD centre.

(D) SELECTION TESTS:

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

22
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.

(ii) MEASUREMENT OF HEIGHT:

The height of the candidate is measured on the height scale.

(iii) MEASUREMENT OF WEIGHT:

The weight of the candidate is taken on the weighing scale.

(iv) COLOUR IDENTIFICATION TEST:

PURPOSE: To ascertain the ability of the candidate to name and


differentiate various colours.

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.

(V) COLOUR BLINDNESS TEST :

PURPOSE: To ascertain the extent of colour blindness of the candidate as


colour deficient persons cannot differentiate certain groups of colours.

METHOD: Colour blindness test is conducted on the basis of a book named


ISHIHARA'S TEST FOR COLOUR BLINDNESS. Test is of two types.

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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.

(vi) GRIP STRENGTH TEST:


PURPOSE: To measure the strength of grip of the candidate.
METHOD: This test is conducted with the help of an instrument named
"HAND DYNAMOMETER". A scale numbering 0 to 25 Kg for measuring
the strength of the grip is displayed on the head of the instrument. The
indicator of the scale is attached with the liver. The candidate shall have to
pull the lever down ward single-handedly. From the scale, the grip strength
is measured in kilograms. The dynamometer is useful in determining the
degree of handedness and rate of fatigue.

ELIGIBILITY:
For Male Candidates: 20 Kg. and Above. 15 Kg. and above.
For Female Candidate: 15KG and Above

(vii) MOTOR COORDINATION TEST:


PURPOSE:
To measure the candidate's ability to repeat the process.

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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).

(F) MEDICAL CHECKUP:


The selected candidates are referred to the ESI for medical checkup to
ensure their medical fitness for the work.

(G) FILLING OF SECURITY FORM:


The worker trainee fills this form by depositing a total of Rs. 300 as a
security of which
 At first they gave Rs. 100/- as cash.
 The remaining Rs. 200/- in two months which is deducted from their
wages.
This amount of Rs. 300 is fully refundable and is refunded at the end of the
training period when the trainee becomes the worker.

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(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.

Certain other forms includes


i) Recruitment Step
ii) Appointment Letter
iii) D-Form (will of the worker is taken of payment of his dues in case of the
death of the worker.)
iv) Shapath Patra
v) Contract (Terms and Conditions)
vi) E.S.I (specimen of medical capability, Fitness Certificate)

DIRECT RECRUITMENT OF SKILLED/SEMI SKILLED


WORKERS:
The skilled/semi skilled workers who left this organization due to
their domestic or other reasons are considered for reappointment when they
approach. The skilled/semi skilled worker’s of the other org also considered
for direct recruitment. The Labor Officer/Asstt. Labour Officer screens all

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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.

RECUITMENT THROUGH WORD OF MOUTH OR REFERALS;


The existing employees are also encouraged to recommend candidates
for employment which helps in maintaining goodwill amongst the
employees.

RECRUITMENT THROUGH EMPLOYMENT EXCHANGE:


District Employment Exchange is initiated from time-to-time in form
no. EMT in accordance with the Employment Exchange (Compulsory
Notifications of vacancies Act, 1959) regarding arising of the vacancies on
the receipt of the information from the District Employment Exchange, the
recruit process as mentioned above is followed.

If the district employment exchange is unable to sponsor candidates


than it issues" No Objection Certificate" for direct recruitment.
At last, after completing all the formalities of recruitment, the trainee
workers are to be taken in HRD department for training the worker.

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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.

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TRAINING
METHODS

29
INTRODUCTION

Training is a learning experience, which seeks relatively permanent change


in an individual that will improve his or her ability to perform on the job .It,
can involve the changing of skills, knowledge, attitude or social behaviour
towards the work, supervisors, superiors and peer group. As we know, there
are many factors concerned with the success of the company but the most
important factor in every organisation is human resource.
Every organisation needs to have well trained and experienced people to
perform various organisational activities .The effectiveness of career
planning in an organisation system will largely depend upon the extent to
which training and development are made available to the employees to
enable them to realize their growth potential and
to make contributions towards achievement of organisational objective.
Training and development are the main mechanism through which
individual’s goals and aspirations can be integrated with organisational goals
and requirement .Such an integration can be achieved only when training
and development efforts are linked with org’s requirements and are carried
out in a systematic manner .

NECESSITY FOR TRAINING:


The essentiality of training in the technological age has been stated by H.R.
Mills as follows:
“ Training is not an expensive luxury and reward for the more able and hard-
working employee; it is in technological age, essential for proper
development of industry at all levels ,and is an indispensable factor in the
economies of the industry .It has long ceased to be regarded as a kind of

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.

C.HELPS COMPANY FULFILL ITS FUTURE ORGANISATIONAL


NEEDS;
Organisations have good internal educational programmes which will have
to make less drastic manpower changes and adjustments in the event of
sudden personnel alterations .So when the need arises ,org vacancies can be
more easily be staffed from internal sources if a company initiates and
maintaines an adequate instructional programme for both its non-mangerial
and managerial staff .

D.IMPROVED ORGANISATIONAL CLIMATE


An endless chain of positive reactions results from a well planned training
programme .Production and product quality may improve along with

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 .

E.IMPROVED PERSONNEL GROWTH ;


Along with achieving all the organizations objectives the biggest objective it
achieves is the personal growth of the individual .The development
programme by the company helps widening the awareness ,an enlarged skill
and enlightened altruistic philosophy and make enhanced personal growth
possible .

32
TRAINING PROCESS

Training programmes are costly affair, and time consuming processes,


therefore they need to be drafted very carefully .Usually in the
organisation of training programme the following steps are considered
necessary:

Discovering or identifying the training needs

Getting ready for the job

Presentation of the learner

Presentation of the operations and knowledge

Performance try-out

Follow-up and evaluation of the programme

33
TRAINING TECHNIQUES & METHOD.

Training techniques & Methods are multifaceted in scope& dimensions and


each is suitable for particular situation. The best technique for one situation
may not be different groups or tasks. Care is taken in adapting the technique
& method to the learner & the job. One the basis of employee’s assignation
& their efficiency, training programs are decided for those at various levels.

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.

ON THE JOB TRAINING

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

The most common or formal on the training programme is training for a


specific job. VTL imparts it to improve the performance of an employee for
doing a specific job. In VTL, workers are given knowledge about the
different type of machines and are told to utilize those more effectively to
get maximum output.

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

On the job, coaching by a superior is an important & potentially effective


approach if superior is properly trained & oriented. The technique involves

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.

(C) JOB ROTATION

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.

(D) SPECIAL PROJECT

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.

PROGRAMME ON FIRE AND SAFETY:

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 .

CLASS ROOM OR OFF- THE-JOB METHOD

Off-the-job training simply means that training is not a part of


everyday job activity, In these method trainees have to be leave there work
place.

1. LECTURES:

Lectures are regarded as one of the simplest ways of imparting knowl-


edge to the trainees, especially, when facts, concepts, principals, attitudes,
theories and problem-solving abilities are to be taught. Lectures are formal
organized talks by the training specialists, the formal superior or other indi-

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:

 Reducing anxiety about upcoming training programs organizational


changes by explaining their purpose.

 Introduction a subject and presenting an overview of its scope.

 Presenting basic material that will provide a common background for


subsequent activities.

Illustrating the application of the rules, principal, reviewing, and clarifying


summarizing of rules and principles.
The main advantage of the Lecture system is that it is simple and efficient
and can presented within a given time than by any other method.

38
2. THE CONFERENCE METHOD:

In the method, the participating individuals confer to discuss points of com-


mon interest and it is the most participative group-centered methods of
developments .It is a formal meeting, conducted in accordance with an
organized plan in which the leader seeks to develop knowledge and
understanding by obtaining a considerable amount of oral participation of
the trainee. It lays emphasis on small group discussions on specified matters
and on the active participation of the members involved. Learning is facili-
tated by building up ideas contributed by the conferees.

1) In the directed discussion, the trainer guides the discussion in such a In


VTL , there are three type of conference. way that the facts, principles,
concepts are explained.
2) In the training conference, the instructor of the group to pool its known -
edge and past experience ,and brings different points of view to bear the
problem.
3) In the seminar conference, answer is bound to question or a solution to a
problem. For this, the instructor defines the problem, encourages and
ensures full participation in the discussion.

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.

3. SEMINAR OR TEAM DISCUSSION:

This is an established method for training in VTL, seminar are conducted in


many ways but generally following ways used for conducting seminars.
These are
It may be based on a paper prepared by one or more trainees on a subject
selected in consultation with the person in charge of seminar. It may be a
part of a study or related to theoretical studies or practical problems. The
trainees read their papers and that are followed by critical discussion. The
chairman of the seminar summarizes the, contents the paper the discussions
as held there upon.It may be based on the statement made by the person in
charge of the seminar or on a document prepared by an expert, who is
invited to participate in the discussion.

40
ORGANISATIONAL CHART
Chairman

President

Chief executive and director


(Sewing Thread Unit )

Vice president (human


resource development)

Assistant vice 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

2. Classroom training (1 month)


2.1. Attitudinal Training
2.2. Functional training

3. Shop floor training (5 months )

WORKERS TRAINING

1. Attitudinal Training
2. Functional Training
3. Special Training

In the initial induction programme , the new recuitee is generally introduced


to the company and how to adjust to the industrial environment. The basic
aim is to familiarize him with the organisation and its culture then the
classroom teaching takes place to familiarize him with the organisation as a
whole, which takes place for one month.
Then he is sent to shop floor under the guidance of supervisor/jobber where
he starts learning his work and under the guidance and demonstration of
jobber.
He is then kept under the guidance of senior worker and learns the work
slowly and gradually . After the period specified by the company for the
trainees they are promoted to the next level by various written and oral test
by immediate superior /jobber.

44
INDUCTION PROGRAMME :

Induction programme is conducted every month for the trainees recruited in


the preceding month . The basic aim is to familiarize them with the
organization as they came from different backgrounds .Plant visit is
organized with the department superior and the training jobber . Lecture are
delivered on;
-General introduction to the company.
-How to adjust to the industrial environment .

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.

Records of this programme shall be maintained as follows:

 MNK syllabus
 Workers Attendance
 File of Evaluation From
 Speaker’s Register
 Evaluation
FUNCTIONAL TRAINING

Concerned production department organizes functional training.


Respective department’s officers impart functional training to the workers.

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.

AWARENESS OF THE OBJECTIVE OF THE TRAINING

Were you aware of the objective of training?

No
9%

Yes
No

Yes
91%

The purpose was to check to check the awareness of the objective of


training to see what is expected out of him .

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

How are your relationships with your 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

as 18% had okay relationship with the trainer.

50
PROBLEMS WHILE TRAINING

Did you encounter any problem


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%

The analysis shows there was no problem regarding language, 9% of the


trainees hard problems with the trainer where as 14% had environmental
problems and other constituted 20%. 57% said they did not have any
problem.

51
SOLUTION TO THE PROBLEMS

Are you satisfied with the answers to your


Problems?

The significance of asking this question was to check the trainees


No
9%
satisfaction to query solving and to avoid the hinder factor if any so that his
Yes
learning is not restricted . The response of the analysis was positive No
in which

91% people said yes and 9% said no . Yes


91%

52
SATISFACTION LEVEL WHILE WORKING

How will you rate working here?

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

good 27% said good and only 5% people said it is okay .

53
BEHAVIORAL PROBLEM

Are you facing any problem due to any ones


behavior?

Yes
0%

Yes
No

No
100%

The objective was to check if anyone if he was disturbed due to any ones

behaviour, which may be hindering his learning or performance, while at

work. The trainees surveyed did not have any problem shows the

harmonious organization culture .

54
IMPLEMENTATION OF INSTRUCTIONS

Are you able to implement the precautions


and
instructions given at training to your job?

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

the gap in the training process .

55
ACCIDENT RATE

Do you feel the number of accidents have


reduced after
training?

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

9% no and rest couldn’t evaluate showing the gaps in the training .

56
IMPLEMENTATION TIME

Do you get enough time to implement what you are


thought in training?

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

satisfied with it showing the positive effect .

57
MOTIVATION LEVEL

Do you feel work rise in the motivation level after


training?

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

Has your efficiency improved after training?

No
0%

Yes
No

Yes
100%

The objective was to check the efficiency rate of working before and after

training , the result was positive .

59
WORKING SPEED

Do you feel your working speed has increased after


training?

No
0%

Yes
No

Yes
100%

The objective was to check the performance after training. All the trainees

surveyed said yes showing the effectiveness of training

60
INDEPENDENCE AT WORK

Do you feel more independent while working after


training?

No
0%

Yes
No

Yes
100%

The objective was to check the independence at work ans the level of self-

confidence at workplace. The results was 100% showing reduced amount of

supervision required before training and after training.

61
RECOMMENDATIONS

62
TRAINING NEED IDENTIFICATION

Training need identification is a tool utilized to identify what educational


courses or activities should be provided to employees to improve their work
productivity. Here the focus should be placed on needs as opposed to desires
of the employees for a constructive outcome. Inorder to emphasize the
importance of training need identification we can focus on the following
areas: -

 To pinpoint if training will make a difference in productivity and the


bottom line.
 To decide what specific training each employee needs and what will
improve his or her job performance.

To differentiate between the need for training and organizational issues and
bring about a match between individual aspirations and organizational goals.

Identification of training needs (ITN), if done properly, provides the basis on


which all other training activities can be considered. Also requiring careful
thought and analysis, it is a process that needs to be carried out with
sensitivity as people's learning is important to them, and the reputation of the
organization is also at stake.

Identification of training needs is important from both the organisational


point of view as well as from an individual's point of view. From an
organisation's point of view it is important because an organisation has
objectives that it wants to achieve for the benefit of all stakeholders or

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.

Also in order to bring a synchronisation between organisational and


individual objectives people need to question the way they do things. And
this is precisely the hidden objective behind any training need identification
process. It should ideally be a long-term process of encouraging employees
to take an active involvement in their own development, thus increasing
their commitment to learning, to their work, and to the organization as a
whole.

Part II : Different Levels at which it is to be Conducted

Identification of training needs can be done at three levels to ascertain three


kinds of needs: -

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

today's corporate world that is why nowadays there is increased emphasis

given on team effectiveness and team performance. So training needs are

nowadays even identified at the group level. Training needs here are

concerned basically with the performance of a particular group, which may

be a team, department, function, sub-unit, or so on. Information about this

group¢s performance may identify areas of need - which, again, may be for

training or other interventions. It is used to find out how efficiently a

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.

It also sees to it that there is continuous improvement initiative taken by


them. Moreover it also helps to find out whether individuals are comfortable
in working across boundaries, with people from different backgrounds and
different perspectives. This is especially important because there is so much
work force diversity observed today in organisations that it has become
impossible to retain workforce, which is not flexible enough to
accommodate such changes into their daily work schedule.

Part III : Sources for Identifying Training Needs

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

It is a comprehensive description of all the functions and the responsibilities


that a person has to carry out in due course of his job. It is very common for
us sometimes to find that people of a particular department more or less
perform the same kind of job and therefore a comparative study can be done
on their performance to pinpoint on the training needs of those people who

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.

Experiences of the training agency


It is very common for organisations nowadays to hire professional training
agencies in order to look into the training matters. The training agency and
the trainers thus should also draw from their own experiences of organising
programmes for comparable groups or in similar areas.

However, earlier experiences can only serve to facilitate the process. It


cannot be the sole basis, as training needs of majority of organisations are
very specific.

Pre-training survey of the participant's needs

This is suggested as the best way to conduct a training need identification .A


pre-training survey is nothing but a survey of the needs and expectations of
the participants well in advance of the programme. And in this exercise it is
better to include the superiors also as they are in a good position to provide
necessary data on the training needs of their associates, especially in context
of their performance. This is generally done in a systematic manner with the
help of a structured questionnaire in order to reflect the genuine desire to
involve the participants and the organisation in the planning process.

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.

Part IV : Overall Process in Brief

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 2: Use various data collection measures to collect both qualitative as


well as quantitative data.

Step 3: Analyse the entire data collected in order to find out causes of
problem areas and prioritise areas, which need immediate attention.

Step 4: Prioritise the different training programmes according to the


responses collected.

Step 5: Record and file the entire data so that it can be used for future
reference while designing the training programmes / training calendar.

Part V : Benefits of Needs Assesment

As pointed above needs assessment helps diagnose the causes of


performance deficiency in employees that require remedial actions. This
being a generalised statement there are certain specific benefits of needs
assesment. They are as follows: -

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.

 It also saves a lot of money for the organisation as otherwise money is


just unnecessarily wasted on those training programmes, which are
either not needed by the employees or they have no interest in
undertaking them.

 Lastly, time, which is the most important resource today, is also


saved, as the training programmes conducted are the ones, which are
actually needed by 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 .

69
ANNEXURE

Questionnaire
1. Were you aware of the objective of the training?

Yes No

2. How do you rate working here?

Very Good Neutral Very Bad


Good Bad

3. Did you encounter any problem while training?

Language Problem Environment Any


Problem due to Problem Other
Trainer

4. Are you satisfied with the answers to your problems?

Yes No

5. How are your relationships with your trainer?

Very Good Neutral Very Bad


Good Bad

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

8. Do you get enough time to implement what you are thought in


training?

Yes No

9. Do you feel the number of accidents have reduced after training?

Yes No

10. Do you feel work rise in the motivation level after training?

Yes No

11. Has your efficiency improved after training?

Yes No

12. Do you feel your working speed has increased after training?

Yes No

13 .Do you feel more independent while working after training ?

Yes No

72
BIBLIOGRAPHY

BOOKS

 HUMAN RESOURCE MGMT – ISTD


 TRAINING INTERVENTIONS – Harry Barringston

WEBSITES
 www.google.com
 WWW.HRDNETWORK.COM

 WWW.HRCOMMUNITY.COM

 WWW.TVRLS.COM

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