A conceptual study on

TRAINING ANDEVELOPMENT

METHODS IMPLEMENTED
At With reference to

SARDA METALS & ALLOYS LTD, KANTAKAPALLI

A project report submitted in partial fulfilment of the

requirements for the award of degree of

MASTER OF BUSINESS ADMINISTRATION

By
Md. AKHIL AKTAR
(Regd.no.21331E00A1)
Under the guidance of
DR. MVV. BHANU
MBA, Ph.D
ASSOCIATE Professor

DEPARTMENT OF MANAGEMENT STUDIES MVGR

COLLEGE OF ENGINEERING (AUTONOMOUS)
Approved by AICTE and permanently affiliated to JNTU-Kakinada Accredited by NBA of AICTE
and NAAC-Aof U.G.C Chintalavalasa, Vizianagaram – 535005

2021-23
 DECLARATION

I, Md. AKHIL AKTAR student of MVGR College of Engineering (A), hereby declare that this

project report entitled “TRAINING AND DEVELOPMENT” with reference to SARDA

METALS &ALLOYS LTD, KANTAKAPALLI, region is a bonfire record of work done by

meduring the course of project work.

This project is in partial fulfillment of the requirement for the award of degree of MASTER OF

BUSINESS ADMINISTRATION by MVGR COLLEGE OF ENGINEERING (A).

Place: Vizianagaram
Date: (Md. AKHIL AKTAR)
REG NO: 21331E00A1

I
 ACKNOWLEDGEMENT

I wish to express my heartful thanks to Mr. PRABHAT MOHAN Sr.GM, HRD and Mr.
MURALI KRISHNA SENIOR MANAGER-HRD, SARDA METALS & ALLOYS LTD, for
giving me the opportunity to undertake the project work.

I would like to extend my sincere thanks to my guide Dr.MVV BHANU MBA Ph.D., Assistant
Professor, Department of Management Studies, MVGR College of Engineering for his timely
advice and guidance throughout the project.
.
I am indeed very grateful to Dr. G. V. S. S. N. SANYASI RAJU, Professor and Head of the
Department, Department of Management Studies, MVGR College of Engineering, for his ever
willingness to share his valuable knowledge and constantly inspiring us through suggestions.

I would like to extend my thanks to Dr. RAMESH, Principle and Professor of the M.V.G.R.
College of Engineering for his support in the successful completion of the project. I am extremely
grateful to my parents, faculty, and friends for their full cooperation and valuable support to
complete this work.

I thank everyone who has helped me directly and indirectly in the completion of this project
work.

Md Akhil Akhtar
 CHAPTER-I
INTRODUCTION

It deals with a brief introduction about Training & Development, different definitions of
Training & Development by different authors, followed by the Need, Scope, Objectives,
Limitations, Research methodology and Framework of the study.
 CHAPTER-1
1.1 Introduction:

Human resources are the most valuable and unique assets of an organization. The successful
management of an organization's human resources is an exciting, dynamic and challenging
task, especially at a time when the world has become a global village and economies are in
a state of flux. The scarcity of talented resources and the growing expectations of the modern-
day worker have further increased the complexity of the humanresource function. Even
though specific human resource functions/activities are the responsibility of the human
resource department, the actual management of human resourcesis the responsibility of all the
managers in an organization.

HRM is also a strategic and comprehensive approach to managing people and the workplace
culture and environment. Effective HRM enables employees to contribute effectively and
productively to the overall company direction and the accomplishment of theorganization’s
goals and objectives

It is therefore necessary for all managers to understand and give due importance to the
different human resource policies and activities in the organization. Human Resource
Management outlines the importance of HRM and its different functions in an organization.
It examines the various HR processes that are concerned with attracting, managing,
motivating and developing employees for the benefit ofthe organization.

Human resource management (HRM or simply HR) is the management of human resources.
It is designed to maximize employee performance in service of an employer's strategic
objectives.
➢ HR is primarily concerned with the management of people within organizations,
focusing on policies and on systems.
➢ HR departments are responsible for overseeing employee benefits design, employee
recruitment, training and development, performance appraisal, and rewarding (e.g.,
managing pay and benefit systems).
TRAINING AND DEVELOPMENT

Definitions given by various Authors:

➢ “Training is the formal and systematic modification of behavior through learning which
occurs as a result of education, instruction, development and planned experience.
Development is improving individual performance in their present Roles and preparing
them for greater responsibilities in the future”. -Armstrong

➢ “Training is a systematic way of altering behavior to prepare an employee for a job or to

improvethe employee’s performance on the present job, and development is preparing an
employee for improving the conceptual, decision-making, and interpersonal skills in
complex, in structured situation” -Klatt & Murdick

➢ “Training is a process of acquiring the skills necessary to perform a job and development
is the ability to perform both present and future jobs”. -Lussier

➢ “Training refers to the teaching of specific knowledge and skills required on the individual’s
presentjob. The term development refers to the growth of the individual and preparations
for higher-level jobs”. -Kirkpatrick

➢ Training and development are planned learning experiences that teach workers how to
perform theircurrent or future jobs effectively. -Kleiman

➢ “Training is the act of increasing the knowledge and skill of an employee for doing a
particularjob.” -EdwinB. Filippo
We can make a distinction among training, education and development. Such distinctions
enable us to acquire a better perspective about the meaning if the term training. Which refers
to the process of importing specific skills, education, on the other hand is confined
theoretically learning in classroom.
Training and development refer to educational activities within a company created to enhance
the knowledge and skills of employees while providing information and instruction on how
to better perform specific tasks.

(1) It enhances the skills and capabilities of the employees.

(2) It facilitates the adoptionof new and improved technology and processes in production.
(3) It enables the employees to learn additional skills and develop capabilities, their
versatility for providing them
Opportunities for advancement.
(4) T&; D program is also conducive to promote flexibility in the Organization and there by
enables it to face unforeseen and
Challenging situations effectively.
(5) As the enhanced capabilities acquired by employees through T&; D program areusually
rewarded by promotion or increased
emoluments, they remain satisfied with the Organization and are reluctant to leave it, thus
reducing the chances of absenteeism and
turnover.
(6) T&D program promotes the building of workforce with enhanced skills andcapabilities,
which ensures a potential internal
source of manpower.
(7) T&D programs are also conducive to the promotion of productivity, reduction of laborcost
and profitability of the
Organization.
(8) T&D programs lead to proper flow and continuity of operations, and reduce thepossibility
of avoidable interruptions.
Some other advantages of effective training and development programs are –
(i) Establishment of useful human relations;
(ii) Enhancement of employees’ loyalty and commitment towards the Organization and
(iii) Reduction ofstress and tension in the Organization
Training and Development attempts to:
➢ Improve the current or future performance of an employee.
➢ Increase employee’s ability to perform through learning.
➢ Change employee’s attitude or increase his/her skills and knowledge.
The training and development programs improve employees’ performance, which directly
helps an organization to achieve its goals. Thus, training benefits both employees and the
Organization. Let usanalyze the importance of training and developments.
 Need for the Study

Training being a core function of HRM has its unique role in contribution to the Organizational
effectiveness. Updating and improvisation of the performance at the Individual level, unit
levels and organizational is possible only through a well deigned training program. as Sarda
Metals &Alloys Ltd is contributing its services to thousands of beneficiaries it is vital for the
organization to utilize the training programs to the maximum extent possible. Hence knowing
the importance of equipping the employees for the future challenges training was considered to
bethe right choice to go for although study.
Before we say that technology is responsible for increased need of training inputs to
employees, it is important to understand that there are other factors too that contribute to the
latter.
Training is also necessary for the individual development and progress of the employee, which
motivates him to work for a certain organization apart from just money. We also require training
update employees of the market trends, the change in the employment policies and other things
 Scope of the Study

Training and development refer to the imparting of specific skills, abilities and knowledge to
an employee. A formaldefinition of training development is a it is any attempt to improve current
or future employee performance by increasing an employee’s ability to perform through
learning, usually by changing the employee’s attitude or increasing his or her skills and
knowledge. The need for training & development is determined by the employee’s performance
deficiency. Training and Development are terms which are sometimes used interchangeably.
Development was seen as an activity associated with managers, In contrast training has a more
immediate concern and has been associated with improving the knowledge and skill of non-
managerial employees in the present job. Training and development may be regarded
interactive, each complementing the other.
 Objectives of the Study
The study has undertaken with the following specific objectives, which provide the framework
for the study.

1. To study the industry and company profile of the organization.

2. To study the literature review on selected topic and to obtain various dimension.
3. To study the training and development methods and practices at SMAL.
4. To offer valuable suggestions for improvement in the administration of Training and
Development programs.
 Limitations of the Study

The study has undertaken with the following specific objectives, which provide the framework
for thestudy.

➢ The period of study is about only 5 weeks, which is major constrain.

➢ Some information cannot be issued due to confidential nature.

➢ The perception and attitudes of the respondents may also hurdle to the study

8
 Research Methodology
The whole study on “TRAINING AND DEVELOPMENT” is based on primary and
secondary data available in various source here is the presentations of the research
methodology.

Research:

Research is defined as careful consideration of study regarding a particular concern or

problem using scientific methods.
• According to the American sociologist Earl Robert Babbie, “research is a systematic
inquiry to describe, explain, predict, and control the observed phenomenon. It involves
inductive and deductive methods.”
• Inductive research methods analyze an observed event, while deductive methods verify
the observed event. Inductive approaches are associated with qualitative research, and
deductive methods are more commonly associated with quantitative analysis.
Methodology:
• Research methodology (RM) is the specific procedures or techniques used to identify,
select, process, & analyze information about a topic. In research the methodology
sectionallows the reader to critically evaluate a study's overall validity and reliability of
the data.
Data:
• Secondary data: Secondary data is the data that has already been collected through
primary sources and made readily available for researchers to use for their own
research. It is a type of data that has already been collected in the past.
Sources of Secondary Data:
Secondary Data was collected from various sources like:
❖ Books
❖ Published Sources
❖ Newspapers
❖ Websites
❖ Journals
❖ Magazines.

9
 1.3 Frame work of the study

➢ CHAPTER-I:

It deals with Introduction to study. The introduction part includes need for the study,
objectives of the study, scope of the study, methodology of the study, limitations of the
studyand framework study.

➢ CHAPTER-II:

It is about industrial and company profile of Sarda Metals & Alloys Ltd, Kantakapalli

➢ CHAPTER-III:

This chapter deals with deep understandings of Training and Development and factors that
affect itand also the literature reviews ofresearch articles in selected topic.

➢ CHAPTER-IV:

It includes the conceptual data of Training and Development methods implemented at

Sarda Metals & Alloys Ltd

➢ CHAPTER-V:

This chapter presents findings and suggestions and a detailed summary of the study,
Bibliography, Annexure is also presented.
 CHAPTER-II
INDUSTRYPROFILE
&

COMPANY PROFILE
 INDUSTRY PROFILE – METAL ALLOYS MARKET

Metal Alloys Market was valued at around USD 291 billion in 2021 and is anticipated to grow at
a CAGR of 5.1% from 2022 to 2030 driven by the rapidly rising transportation sector along with
increasing investments in construction projects across the globe. With respect to volume, the
industry size may register a CAGR of 4.5% through2030, with a targeted projection of 170,031.0
kilo tons.

Developments in additive manufacturing coupled with significant growth in flexible packaging are
further offering new opportunities for product expansion. Metal alloys are metallic substances
formed by fusing or mixing two metals, or a non-metal and metal, thereby obtaining a desirable
characteristic including strength, hardness, lightness, etc. The unique combination of properties
provided by metal alloys for a broad range of applications including transportation, construction,
machinery, and packaging will support the metal alloys market over the forecast timeframe.

Metal alloys including stainless steel and aluminum are widely used in several applications owing
to their superior corrosion resistance, good thermal & electrical properties, strength, and other
properties. The rising use of aluminum alloys in transportation along with the growth in
industrialization in developing economies around the globe will drive market growth.
The construction industry is another major consumer of metal alloys with a wide range of products
including structural sections, girders, and rods & wires. Steel, aluminum, and other alloys including
brass & titanium are widely used in the construction industry. Steel alloys are mainly used in
structural applications such as bridges, highways, buildings, and other civil engineering works.

The growing transportation and construction sectors will boost the demand for
aluminum alloys

The aluminum alloys segment is expected to generate nearly USD 229 billion by 2030, growing
at CAGR of around 4.5% from 2022 to 2030. Aluminum alloys are extensively used in the
automotive & transportation, aerospace & defense, marine, and other end-use industries. The
growing production of automotive vehicles across the globe supporting the consumption of these
alloys.

Moreover, aluminum alloys are highly resistant to corrosion compared to other metals, boosting the
demand for aluminum alloys from various end-use industries. Aluminum alloys are broadly used
across the construction industry for producing different materials, such as doors, windows, panels,
etc., due to their lightweight and high-strength properties.
The metal alloys market from casting process is expected to grow at a considerable rateat a CAGR
of nearly 5% from 2022 to 2030 owing to the use of this process in producing complex structures
in one part. Several aluminum & stainless-steel alloy casting products are widely used in
transportation, machinery, and construction applications. The casting process offers strength to the
parts. Furthermore, other materials, such as magnesium alloy casting products, are widely used
in power tools & sporting goods and the transportation sector.

Transportation application dominates the market with the integration of lightweight metal
alloys in vehicle parts:

By Material
• Stainless Steel Alloys
• Aluminum Alloys
• Bronze Alloys
• Nickel Alloys
• Others
By Process
• Casting
• Hot & Cold Rolling
• Others
By Application

• Transportation
• Construction
• Packaging
• Machinery
• Electrical
• Others
•
By Region
• North America
• U.S.
• Canada
• Europe
• Germany
• France
• Italy
• Spain
• UK
• Russia
• Asia Pacific
• China
• India
• Japan
• South Korea
• Australia
• Malaysia
• Latin America
• Brazil
• Mexico

Top 10 metal and alloy companies:

• Tata Steel Ltd
• JSW Steel Ltd
• Steel Authority of India Ltd
• Essar Steel India Ltd
• Jindal Steel & Power Ltd
• Rastriya Ispat Nigam Ltd. (RINL)
• Electro Steel Ltd.
• Jindal Stainless Ltd
• Jindal Stainless (Hisar) Ltd

Key players:
• Natarajan Chandra Sekaran
• Sheshagiri Rao MVS
• KumarMangalam Birla
• Soma Mondal
 COMPANY PROFILE- SARDA METALS AND ALLOYS LTD
SARDA GROUP
The journey of Sarda Group began in a small town named Rajnandgaon in the state of Chhattisgarh,
India. The first venture of the group was trading of steel & agricultural implements. Today we are
headquartered in Raipur, Chhattisgarh, India and have a recognized presence in diversified sectors
like – Iron & Steel, Ferro Alloys, Power Generation (Thermal/Hydro), Horticulture, Seeds and
Dairy. With its firm belief in benchmark product quality, customer centric approach, people focus,
ethical business practices and good corporate citizenship, every member of the group is committed
to delivering value to all its stakeholders.

SARDA ENERGY & MINERALS LTD. (SEML)

The flagship company of the Sarda Group was incorporated in 1973 and is listed on both BSE
(504614) and NSE (SARDAEN), is one of the lowest cost producers of steel having Sponge Iron-
capacity of 360,000 MT with 2 X 500 MTPD and 2 X 100 MTPD rotary kilns, Billets - annual billet
production capacity is 200,000 MT, Pellets - 0.6 million tons per annum, Wire Rod, Ferro Alloys –
installed capacity of 60 MVA, Power Plant of 3 x30 MW, Eco Bricks) and one of the largest
manufacturers and exporters of ferro alloys. A THREE STAR EXPORT HOUSE, recognized by
the Ministry of Commerce & Industry, Govt. of India, SEML has become the supplier of choice for
many domestic and international customers across more than 30 countries.
SEML foresaw the importance and emergence of energy and minerals as two critical ingredients for
developing economies and particularly for India. Today, it is one of the very few companies to
become completely self-sufficient in terms of its energy requirements and is on its way to achieve
self-sufficiency in other mineral resources. The company has acquired iron ore and coal mines in
India and is aggressively looking for mineral resources across the globe.

SARDA METALS & ALLOYS LTD. (SMAL)

A 100% subsidiary of Sarda Energy & Minerals Ltd.

(SEML), SMAL was set up as a greenfield state-of-the- art
complex near Vishakhapatnam, A.P, India in 2013-14 with
1 X 80 MW Captive Power Plant and 2 X 36 MVA Ferro
Alloys Submerged Arc Furnaces. This unit is envisaged to become the most technologically advanced,
sustainable and the largest single location Ferro Alloy complexes in India.
Spread over an area of 281 acres in APIIC Kantakapalli Industrial Park, the plant is strategically located
just 40-45 KM from Vishakhapatnam & Gangavaram Ports and only 2 Kms from Kantakapalli Railway
siding on Chennai-Kolkata main line.

As technology plays a key role in delivering highest quality product, SMAL has partnered with state-
of-the-art technology providers such as TenovaPyromet, Tamini, SGL Carbon, RHI etc. for the
construction of its 36 MVA furnaces. Similarly, for its Captive Power Plant it has partnered with
Siemens, Germany for Turbine & Generator and with Doosan Babcock, South Korea for Boiler.

Registered in 2011, Sarda Metals & Alloys Ltd. has made a name for itself in the list of top suppliers
of India. The supplier company is located in Vizianagaram, Andhra Pradesh and is one of the leading
sellers of listed products. Sarda Metals & Alloys Ltd. Is listed in trade India’s list of verified sellers
offering supreme quality of Silicon manganese etc. Buy in bulk from us for the best quality products
and service.
The project is expected to be operational by the end of FY 2022-23. The power generation was lower
than previous year because of poor demand and consequent back down by the state distribution
companies with whom the company had entered into supply agreement. Sarada Metals & Alloys
Limited is incorporated in India with its registered office in Mumbai, Maharashtra.
During the year, power generation was 488.89 MU as compared to 612.83 MU in the previous year.
The ferro alloys production (including Mn Slag) stood at 61,578 MTs as against 49,955 MTs in the
previous year. The power generation was lower than previous year because of poor demand and
consequent back down by the state distribution companies with whom the company had entered into
supply agreement.
However the Company was successful in maintaining the growth rate in exports wherein it has achieved
Exports of Rs. 201 crore as against Rs. 119 crore in the PY. The Company has also received Two Star
Export House status from Director General of Foreign Trade, Ministry of Commerce & Industry,
Government of India. During the year Company reported loss of Rs. 17.74 crores as against loss of Rs.
3.82 crore in P.Y. mainly due to drastic reduction in power offtake by Telangana DISCOM and outage
of one of the furnaces of the company for almost 3 months. The company plans to set-up power
intensive industrial unit(s) in steel /ferro alloys for captive consumption of surplus power for long time
sustainability.
 VISION, MISSION & VALUES:
The most important role of leaders is to understand in depth the soul of the organization’s VISION,
MISSION, AND VALUES and percolate it down.
SMAL has inherited the VMV from its parent company SEML, but of late we found it to be not
relevant to the present scenario, and hence a robust exercise on redefining the VMV was carried out
by the management by taking help of external agency (Visisht Corporate Growth Center) and a 2-
day outbound workshop was organized for the top management to involve them to redefine our
VMV and to practice and implement the same appropriately.
VISION
To become the most Preferred, Sustainable and Largest Manganese Alloy producer in
India.
MISSION
• To build globally competitive and best in class products and deliver highest value to our
stakeholders and communities.

• To innovate and inspire people for environment & resource conservation.

VALUES
Tenacity: We set bold targets for ourselves by challenging the status-quo and
preserving with grit till we achieve them and set new benchmarks
Trust: We create mutual respect and trust by being fair, transparent, ethical and
honest with our customers, employees, partners, statutory authorities and
communities
Team Work: We collaborate with cross functional teams to solve everyday challenges
and creating opportunities for individual and collective growth and
maximizing team performance
Timeliness: We deliver on commitments made to our customers and colleagues. We
value each other’s time and endure to speed up decision making across
our value chain
Transformation: We are agile and transform ourselves into a better us, each and every day
by
1. Kaizen to improve our business operations through continuous
learning & innovation
 2. Genchi Genbutsu practicing onsite hands-on experience by going to the source,
finding facts, building consensus, making correct decisions & achieving goals as fast
as possible.
Various channels and modes like communication through emails, employee group postings, displays at
various work places, and TTT programs to train our mid-level leaders who further train the bottom-line
employees on the company VMV. Leaders do not let go off any opportunity of interaction with the
employees and customers to communicate our VMV, either in employee gathering, customer
interactions, client visits, and other external agencies meetings.
Special initiatives viz., Town Hall and HR Connect program provides cohesive and congenial thought
process and feedback sharing platform, which further helps in top-down and also bottom-up knowledge
sharing and understanding of the company VMV.
TPM
To maintain an Agile environment, management has come with the concept of creating a Business
Excellence Center and hired 10 employees from varied academic background from Premiere
Institutions, which cater to the needs of business innovation & optimization. Major Projects undertaken
by BEC. The BEC team are at the forefront in assisting implementation of TPM activities across the
organization under the guidance and support of CII.

As business value model and culture, we believe in our core values of ethical business practices,
integrity, respect for people, and transparency. The prime goal of SMAL has been to ensure
fairness to all key stakeholders through transparency, full disclosure, empowerment of employees
and collective decision making.
INITIATIVES
Various initiatives that enable leaders and employees to come together to discuss upon issues of
concern and/or other beneficial strategies for the organization. They are
• Works Committee: Consisting of FAD with 15, PP with 18 members periodically meet to
discuss over varied range of topics for betterment of self and organization.
• Open Door Policy: Encourages all category of workforce to interact with DMD and share
their ideas, grievances, professional/personal.
• Suggestion Scheme: Any employee who has a suggestion that can improve the organization
performance and cost saving and other parameters as defined in policy are encouraged to
submit their suggestions and a committee decides on the rewards.
• HR Connect
• Grievance cell
• Star Employee Award
• Celebratory meetings
• Customer-centric behavior is one of the must have competency for leaders as defined in the
competency framework.

Review meetings every week (which includes Top Management)

The first phase of accessibility to employees from the top management is ensured through these
review meets where they access department wise details involving the head of departments
The purpose of the review meetings is to reach mutually agreed conclusions about the development
of the individual and the organization and performance thereof
Management reviews

• The safety related aspects and reports of the whole week

• The department wise data and objectives analysis
• IMS related updates shall be checked for updates
• Any management programs shall be reviewed and taken decision on.

Management involves in meetings like IMS meeting, Audit meetings, Apex meetings, MRM
reviews ensure their accessibility & respond positively to people
 REWARDS & RECOGNITIONS:
❖ Sarda Metals & Alloys Ltd. has received “Three Star Export House” status from Director
General of Foreign Trade, Ministry of Commerce and Industry, Govt. Of India
❖ EEPC Award: Award for Special Contribution: Highest Growth in Export during 2016-17
❖ “4 STAR RATING” in recognition to EHS Practices in the CII-SR EHS Excellence Awards
for the year 2020. Received Silver Trophy in CII-SR EHS Excellence Award, 2021
(equivalent to 5 STAR rating as per earlier assessment criteria).
❖ DNV.GL certified SMAL with
o Quality management system standard of ISO 9001: 2015,
o Environmental system standard of ISO 14001: 2015,
o Occupational health & safety system standard ISO 45001: 2018
❖ 1st Prize in National Breakthrough Kaizen Competition held by CII- IQ in 2020
❖ Jury award in National Breakthrough Kaizen competition in Champions Trophy in 2020
❖ Silver award in Renovative category in 41st CII National Kaizen competition in 2021
❖ Platinum award in Innovative category in 41st CII National Kaizen Competition in 2021
❖ Best Safety Performer award at CII Andhra Pradesh Industrial Safety Excellence Award in
2021
❖ GPTW certified in 2020
❖ Gold Award in CSR from Grow Care India in 2020.
PRODUCTS
Sarada Metals & Alloys Ltd is one of the leading integrated steel producers using the direct reduction
process for steel making. SMAL‟s annual DRI making capacity is 360,000MT and crude steel making
capacity is 240,000 MTPA. SMAL is also one of the largest exporters of ferro alloys from India with
an annual production capacity of 82,500 MT. The captive iron ore mines provide SMAL a robust
competitive advantage and guarantees continued supply of critical inputs at all times.
1) MANGANESE ALLOYS

Ferro Alloys are high added products usually used for manufacturing of mild steel and special steel.
SMAL is one of the largest producers and exporters of manganese based ferro alloys with exports to
more than 60 countries. For its contribution to ferro alloys export, SMAL has also been awarded Star-
Export house status from the Government of India. Recently SMAL has also been awarded by EEPC
(Engineering Export Promotion Council) by Regional Export award in the category of star performer
for the FY 08-09.
 2) CAPTIVE POWER GENERATION

In 2001, Sarda Group forayed into captive power generation being one of the first in the private steel
sectors in central India. Since then, Synergy in Energy has been the Groups’ mantra for selfsufficiency
in power requirements and its growth. Power is one of the key inputs in production of both steel and
ferro alloys and today the Group has an installed Captive Power Generation capacity of 170 MW.

In 2013, SMAL commissioned a 1x80 MW Captive Power Plant (CPP) with a Single BTG Set based
on Pulverised Fuel technology in its state-of-the-art Ferro complex at Visakhapatnam. Environment
Conservation has been at the core of selecting technologies and our partners. SMAL has chosen two
extremely environmentally friendly technologies for its 1x80 MW CPP – Air Cooled Condenser &
Dry Bottom Ash handling system which have led to almost 97% reduction in water consumption as
compared to other similar sized traditional units. Our technology partners in this project are:

• Turbine & Generator: Siemens, India & Siemens, Germany

• Boiler: Doosan Babcock, Korea / Enmass. GB, India
• Air Cooled Condenser: GEI, India
• Bottom Dry Ash Handling System: Magaldi, Italy
• 220 KV GIS Sub-Station: Siemens, Germany

OTHER PRODUCTS

Sarda Metals & Alloys Limited is Zero Solid Waste / Effluent Discharge facility. Hence, all the by-
products/waste generated are recycled and converted into usable products especially for the
construction sector. This initiative is having a substantial socio-economic impact in creating micro
and small enterprises and providing livelihoods to more than a one thousand people.

Two such by products generated in our production processes are – Fly Ash/Bottom Ash & Simn
Slag.

3) FLY ASH: It is generated as a by-product of burning coal. It is utilized in production of eco-

bricks which is an environmentally better product than a clay/red brick. Two properties of the
fly ash – fineness and pozzolanic properties help in producing stronger bricks with lesser
consumption of cement.
4) SIMN SLAG: Traditionally it is used as a landfill. However, we granulate it by passing it
through a very high-pressure water jet to create equal sized (~98%) fine granules. These slag
granules are utilized as a filler material in eco-bricks to make it lighter and eventually reducing the
steel requirement by making lighter structures. Our Simn granulated slag quality is one of the finest
in the industry and is being highly sought after by local brick manufacturers.

INNOVATION

1) Briquetting
Sarda Metal & Alloys has been striving for innovation related to the Ferroalloy industry. SMAL is
the first industry to Innovate the process to reuse the GCP dust, Raw material fines and Coke fines in
the form of briquettes. By doing so SMAL has been able to save the environment by reutilizing the
not so environment friendly GCP dust. Moreover, GCP dust also contains nearly 19% manganese,
hence by utilizing the GCP dust, SMAL has utilized potential to conserve natural resources by
reducing manganese ore usage and also contributed for the cost saving. With this innovative process
there is zero hazardous waste generated which is common for other processes such as Sintering.
SMAL believes in mutual growth of the industry to achieve the same SMAL is also opened to consult
on the use of GCP dust in the form of Briquettes to other ferroalloy industries.

2) Pig Casting Machine

In Ferro Alloy industry, SMAL is one of the first Indian industry to use pig casting machine for the
finished material handling without the use of any hydraulic setup. At SMAL, metal is taken directly
from the furnace and converted to finished product of required sizes with minimal manual
intervention using advantages of the Pig casting machine.

EHS POLICY
We at Sarda Metals & Alloys Ltd. (SMAL) intend to be a QEHS Industry Leader across all of our
business activities, through continuous improvement in Environment Protection and Conservation,
Health & Safety Standards and Quality Systems, and thereby exceed customer satisfaction.
We strive to:

➢ Conduct our business sustainably through adoption of world-class, environmentally friendly and
energy efficient technologies.
➢ Assess, manage, and reduce environmental impact and deal proactively with climate change by
efficient use of natural resources and promoting waste avoidance, reuse & recycling measures.
➢ Promote a positive health and safety culture within the organization through effective
communication, participation and consultation with employees, workers and business partners.
➢ Identify, monitor, and review occupational health and safety hazards and proactively mitigate
the risks by adhering to best health and safety practices.
➢ Deliver high quality products and services which exceed customer expectations while creating
value for all our stake holders.
➢ Adopt innovation in all our business process thinking to constantly improve us quality
management system.
➢ Comply with all applicable and prevalent statutory, regulatory, and legal requirements and
exceed wherever possible.
➢ Facilitate awareness, skill up gradation, knowledge enhancement, training, and necessary
resources for enabling fulfilment of the above QEHS policy.

INVESTOR CENTER
SARDA Group consists of six (6) listed companies (NSE & BSE) under the banner and are
committed to protect the interests of its valuable investors. We take it as our strategic management
responsibility to integrate finance, communication, marketing and securities law compliance to
enable the most effective two-way communication among the companies & investors (individual &
institutional).
The group maintains complete transparency in corporate communications, dividend patterns,
business practices and relevant matters of concern, to ensure the flow of information and secure the
trustworthiness, at all times. The information on strategy, periodical meetings of the board and other
important notifications are communicated & maintained on stringent basis, as a part of corporate
Governance and fair practices.
CSR ACTIVITIES
At SARDA, we recognize that our future hinges to a great extent on responsible ownership of our
natural resources, our people, our communities and the environment in which we operate. We realize
that with success comes responsibility and for us, responsibility translates to taking ownership in
the betterment and development of the world around us.

Education, clean water, and sanitation are the three areas where the basic infrastructure is non-
existent, and we have committed ourselves to fill this gap. We have adopted numerous primary
schools, middle schools and high schools in villages close to our factory, and have provided them
basic infrastructures such as classrooms, books, stationary and clean drinking water. We work
passionately to provide sanitation facilities for villages to improve the hygiene conditions.
Apart from this this we regularly conduct free medical check-ups from time to time in neighbouring
villages. These activities and projects also provide our employees and their families a chance to be
the part of change that we want to see in our surrounding. Activities done by SMAL to bring a
sustainable change in the society are as follows:

• Health - Mega medical camps

• Drinking water – RO plant
• Drinking water & Yoga class at ZPH school
• COVID Pandemic – Initiatives
• SKILL Development – Computer Centre
• SKILL Development – Tailoring Centre
• Tree plantation at Kantakapalli

WORK CULTURE
SMAL has been certified as a "GREAT PLACE TO WORK" by the Great Place to Work Institute
and is credited with being among the first Ferro alloys company in India to achieve this certification.

We strongly believe that our people are our greatest assets. We endeavour to nurture a culture of
diversity, innovation, teamwork, total quality employee care, respect, and humility. As a matter of
principle, we believe that diversity within the workforce greatly enhances our overall capabilities.

We pride ourselves on being an equal opportunity employer and not discriminating based on race,
caste, religion, colour, ancestry, gender, marital status, sexual orientation, age, nationality, ethnic
origin, or disability. Employee policies and practices are administered in a manner that ensures all
decisions relating to promotion, compensation and any other form of reward and recognition are
based entirely on merit.

We encourage a high-performance culture and support it through various rewards and recognitions.
We strive to ensure a safe, healthy, clean, and ergonomic working environment for our employees,
contractors and anyone affected by our activities. We aspire to be the health and safety benchmark
for the global ferro alloys industry.

Learn and Grow

Career growth for employees has been a key focus at SMAL. To ensure learning and growth, we
have tied up with various institutes. We also collaborate with CII and other institutions to impart
various behavioural and management training to our employees.
Work-Life Balance
We believe our employees can contribute to their full potential if they lead a happy, healthy, and
balanced life. At SMAL, an individual is not just an employee, but a member of the SARDA family
and a part of the bigger journey that is full of opportunities which help our employee discover his/her
true potential. All SMAL employees are encouraged to lead life in their own unique way.

BOARD OF DIRECTORS:

• NEERAJ JUGALKISHORE SARDA

• MANISH JUGALKISHORE SARDA

• SONAL NEERAJ SARDA

ORGANISATION STRUCTURE
 CHAPTER-III
THEORITICAL CONCEPT

It deals with the conceptual approach of Training & Development. It includes definitions of
Training & Development, Objectives, Benefits, Reasons to go for T&D, Methods and followed
by Literature Review.
Introduction:

Human resources are the most valuable and unique assets of an organization. The successful
management of an organization's human resources is an exciting, dynamic and challenging task,
especially at a time when the world has become a global village and economies are in a state of
flux.The scarcity of talented resources and the growing expectations of the modern-day worker
have further increased the complexity of the human resource function. Even though specific human
resource functions/activities are the responsibility of the human resource department, the actual
management of human resources is the responsibility of all the managers in an organization.

HRM is also a strategic and comprehensive approach to managing people and the workplace
culture and environment. Effective HRM enables employees to contribute effectively and
productivelyto the overall company direction and the accomplishment of the organization’s goals
and objectives

It is therefore necessary for all managers to understand and give due importance to the different
human resource policies and activities in the organization. Human Resource Management outlines
theimportance of HRM and its different functions in an organization. It examines the various HR
processes that are concerned with attracting, managing, motivating and developing employees for
thebenefit of the organization.

Human resource management (HRM or simply HR) is the management of human resources. It is
designed to maximize employee performance in service of an employer's strategic objectives.
➢ HRM ensures the smooth functioning of an organization. The process starts with formulating
the right policies for the job requirements and ends with ensuring a successful business
growth of the company. Therefore, HRM is an invisible agent that binds all the aspects of the
organization to ensure smooth progress.

➢ HR is primarily concerned with the management of people within organizations, focusing

onpolicies and on systems.
➢ HR departments are responsible for overseeing employee benefits design, employee
recruitment, training and development, performance appraisal, and rewarding (e.g.,
managingpay and benefit systems).
TRAINING AND DEVELOPMENT: -
Human resource management regards training and development as a function concerned with
organizational activity aimed at bettering the job performance of individuals and groups in
organizational settings. Training and development can be described as "an educational process
which involves the sharpening of skills, concepts, changing of attitude and gaining more
knowledge to enhance the performance of employees". The field has gone by several names,
including "Human Resource Development", "Human Capital Development" and "Learning and
Development".

Training and development encompass three main activities: training, education, and development.
❖ Training: This activity is both focused upon, and evaluated against, the job that an
individual currently holds.
❖ Education: This activity focuses upon the jobs that an individual may potentially hold
in the future, and is evaluated against those jobs.
❖ Development: This activity focuses upon the activities that the organization employing
the individual, or that the individual is part of, may partake in the future, and is almost
impossible to evaluate.

The "stakeholders" in training and development are categorized into several classes. The sponsors
of training and development are senior managers. The clients of training and development are
business planners. Line managers are responsible for coaching, resources, andperformance. The
participants are those who actually undergo the processes. The facilitators are Human Resource
Management staff. And the providers are specialists in the field. Each ofthese groups has its own
agenda and motivations, which sometimes conflict with the agendas and motivations of the others.

The conflicts that are the best part of career consequences are those that take place between
employees and their bosses. The number one reason people leave their jobs is conflict with their
bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John Hoover
points out, "Tempting as it is, nobody ever enhanced.
his or her career by making the boss look stupid." Training an employee to get along well with
authority and with people who entertain diverse points of view is one of the best guarantees of
long-term success. Talent, knowledge, and skill alone won't compensate for a sour relationship
witha superior, peer, or customer.

The term talent development is becoming increasingly popular in several organizations, as

companies are now moving from the traditional term training and development. Talent
development encompasses a variety of components such as training, career development, career
management, and organizational development, and training and development. It is expected that
during the 21st century more companies will begin to use more integrated terms such as talent
development.

DEFINITIONS OF TRAINING: -

➢ “Training is the formal and systematic modification of behavior through learning which occurs
as a result of education, instruction, development and planned experience. Development is
improving individual performance in their present Roles and preparing them for greater
responsibilities in the future”.
-Armstrong

➢ “Training is a systematic way of altering behavior to prepare an employee for a job or to

improve the employee’s performance on the present job, and development is preparing an
employee for improving the conceptual, decision-making, and interpersonal skills in complex,
in structured situation”
-Klatt & Murdick

➢ “Training is a process of acquiring the skills necessary to perform a job and development is
the ability to perform both present and future jobs”.
-Lussier

Training & Development Need = Standard Performance – Actual Performance:

Training and development are one of the key HR functions. Most organizations look at training
anddevelopment as an integral part of the human resource development activity. The turn of the
century has seen increased focus on the same in organizations globally.
Many organizations have mandated training hours per year for employees keeping in consideration
the fact that technology is deskilling the employees at a very fast rate. So, what is training and
developmentthen? Is it really that important to organizational survival or they can survive without
the former? Are training and development one and the same thing or are they different? Training
may be described as an endeavor aimed to improve or develop additional competency or skill sin
an employee on the job one currently holds in order to increase the performance or productivity.
Technically training involves change in attitude, skills or knowledge of a person with the resultant
improvement in the behavior. For training to be effective it has to be a planned activity conducted
after a thorough need analysis and target at certain competencies, most important it is to be
conducted in a learning atmosphere.

While designing the training program it has to be kept in mind that both the individual goals and
organizational goals are kept in mind. Although it may not be entirely possible to ensure a sync,
but competencies are chosen in a way that a win-win is created for the employee and the
organization.
Typically, organizations prepare their training calendars at the beginning of the financial year
wheretraining needs are identified for the employees. This need identification called as ‘training
need analysis’ is a part of the performance appraisal process. After need analysis the number of
traininghours, along with the training intervention are decided and the same is spread strategically
over thenext year.

Development: -
Lots of time training is confused with development, both are different in certain respects yet
components of the same system. Development implies opportunities created to help employees
grow. It is more of long term or futuristic in nature as opposed to training, which focus on the
current job. It also is not limited to the job avenues in the current organizations but may focus on
other development aspects also at Goodyear, for example, employees are expected to mandatorily
attend training program on presentation skills however they are also free to choose a course on
‘perspectives in leadership through literature’. Whereas the presentation skills program helps them
on job, the literature- based program may or may not help them directly. The major difference
between training and development therefore is that while training focuses often on the current
employee needs or competency gaps, development concerns itself with preparing people for future
assignments and responsibilities.
Objectives of Training and Development:

➢ Better employee performance.

➢ Reduced employee turnover.

➢ Ensure personal growth.

➢ Helps company to fulfil their future growth.

➢ To raise efficiency and productivity of employees.

Reasons to go for Training and Development:

➢ When management thinks that there is a need to improve the performances of employees
➢ To set up the benchmark of improvement so far in the performance improvement effort

➢ To train about the specific job responsibility

➢ To test the new methodology for increasing the productivity.

DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT

TRAINING DEVELOPMENT

Training is meant for operatives Development is meant for executives

It is reactive process It is pro- active process

AIM: To develop additional skills AIM: To develop the total personality

It is short term process It is continuous process

Initiative is taken by the management Initiative is taken by an individual.

Benefits of Training and Development:

➢ Employee training and development increases job satisfaction and morale among
employees.
➢ Reduces employee turnover.
➢ Increases employee motivation.
➢ Increases efficiencies in processes, resulting in financial gain.
➢ Increases capacity to adopt new technologies and methods.
➢ Increases innovation in strategies and products.

TRAINING:
Training is teaching, or developing in oneself or others, any skills and knowledge that relate to
specific useful competencies. Training has specific goals of improving one's capability, capacity,
productivity and performance. It forms the core of apprenticeships and provides the backbone of
content at institutes of technology (also known as technical colleges or polytechnics). In addition
to the basic training required for a trade, occupation or profession, observers of the labor-market
recognize as of 2008 the need to continue training beyond initial qualifications: to maintain,
upgrade and update skills throughout working life. People within many professions and
occupations may refer to this sort of training as professional development.
Methods of Training:

Physical Training:
Physical training concentrates on mechanistic goals: training-programs in this area develop
specific skills or muscles, often with a view of peaking at a particular time. Some physical training
programs focus on raising overall physical fitness.
In military use, training means gaining the physical ability to perform and survive in combat and
learningthe many skills needed in a time of war. These include how to use a variety of weapons
outdoor survivalskills, and how to survive being captured by the enemy, among many others. See
military education and training. For psychological or physiological reasons, people who believe it
may be beneficial to them can choose to practice relaxation training, or autogenic training in an
attempt to increase their ability to relax or deal with stress. While some studies have indicated
relaxation training is useful for some medical conditions, autogenic training has limited results or
has been the result of few studies.
On-the- Job Training:
Some commentators use a similar term for workplace learning to improve performance: "training
and development". There are also additional services available online for those who wish to
receivetraining above and beyond that which is offered by their employers. Some examples of
these services include career counseling, skill assessment, and supportive services. One can
generally categorize such training as on- the-job or off-the-job.
The on-the-job training method takes place in a normal working situation, using the actual tools,
equipment, documents or materials that trainees will use when fully trained. On-the-job training
has an general reputation as most effective for vocational work. It involves employee training at
theplace of work while he or she is doing the actual job. Usually a professional trainer (or sometimes
anexperienced employee) serves as the course instructor using hands- on training often supported
byformal classroom training.
Sometimes training can occur by using web-based technology or video conferencing tools. This
also allows the trainees an opportunity to experience and study events that would otherwise be rare
on the job, e.g., in-flight emergencies, system failure, etc., wherein the trainer can run ‘scenarios
and study how the trainee reacts, thus assisting in improving his/her skills if the event was to occur
in the real world. Examples of skills that commonly include simulator training during stages of
development include piloting aircraft, spacecraft, locomotives, and ships, operating air traffic
control airspace/sectors, power plant operations training, advanced military/defense system
training, and advanced emergency response training.
Off-the-job Training:

Training method takes place away from normal work situations — implying that the employee
does not count as a directly productive worker while such training takes place. Off-the-job training
methodalso involves employee training at a site away from the actual work environment. It often
utilizes lectures, case studies, role playing and simulation, having the advantage of allowing people
to get awayfrom work and concentrate more thoroughly on the training itself. This type of training
has proven more effective in inculcating concepts and ideas [. Many personnel selection companies
offer a service which would help to improve employee competences and change the attitude towards
job. The internal personnel training topics can vary from effective problem-solving skills to
leadership training.
A more recent development in job training is the On-the-Job Training Plan, or Outplant. According
tothe United States Department of the Interior, a proper OJT plan should include: An overview of
the subjects to be covered, the number of hours the training is expected to take, an estimated
completion date, and a method by which the training will be evaluated.
Organizational Training: -

Organizations use training in order to achieve human resources desired levels of skills, motivation
anddecision- making ability. Operational training develops, maintains or improves the operational
readiness of individuals or units, while strategic training planning involves the practice of focusing
onupcoming challenges that can determine the possibility of a skills-gap, and design specific
training interventions on groups, individuals, teams or leaders.

Parochial Training: -
Parochial schools are a fairly widespread institution in the United States. A parochial school is a
primary or secondary school supervised by a religious organization, especially a Roman Catholic
dayschool affiliated with a parish or a holy order. As of 2004, out of the approximately 50 million
childrenwho we reenrolled in American grade schools 4.2 million children attend a church-
affiliated school, which is approximately 1 in12 students. Within the Christian religion, for
example, one can attend a church- affiliated college with the intent of getting a degree in a field
associated with religious studies. Some people may also attend church-affiliated colleges in pursuit
of a non-religious degree, and typically do it just to deepen their understanding of the specific
religion that the school is associated with. The largest non-public school system in the United
States, the Catholic school system, operates 5,744 elementary schools and 1,206 secondary
schools.

Artificial Intelligence Feedback: -

Researchers have developed training-methods for artificial-intelligence devices as well.

Evolutionary algorithms including genetic programming and other methods of machine learning
use a system of feedback based on "fitness functions" to allow computer programs to determine
how well an entity performs a task. The methods construct a series of programs, known as a
“population” of programs, andthen automatically test them for "fitness", observing how well they
perform the intended task. The system automatically generates new programs based on members
of the population that perform the best.
Common Training Methods:

While new techniques are under continuous development, several common training methods have
proven highly effective. Good continuous learning and development initiatives often feature a
combination of several different methods that, blended together, produce one effective training
program.
Orientations:

Orientation training is vital in ensuring the success of new employees. Whether the training is
conducted through an employee handbook, a lecture, or a one-on-one meeting with a supervisor,
newcomers should receive information on the company's history and strategic position, the key
peoplein authority at the company, the structure of their department and how it contributes to the
mission of the company, and the company’s employment policies, rules, and regulations.
Lectures:

A verbal method of presenting information, lectures are particularly useful in situations when the
goal is to impart the same information to a large number of people at one time. Since they eliminate
the needfor individual training, lectures are among the most cost-effective training method. But
the lecture method does have some drawbacks. Since lectures primarily involve one-way
communication, theymaynot provide the most interesting or effective training. In addition, it may
be difficult for the trainer to gauge the level of understanding of the material within a large group.
Case Study:

The case method is a non-directed method of study whereby students are provided with practical
casereports to analyze. The case report includes a thorough description of a simulated or real-life
situation.By analyzing the problems presented in the case report and developing possible solutions,
students can be encouraged to think independently as opposed to relying upon the direction of an
instructor. Independent case analysis can be supplemented with open discussion with a group. The
main benefit ofthe case method is its use of real-life situations. The multiplicity of problems and
possible solutions provide the student with a practical learning experience rather than a collection
of abstract knowledgeand theories that may be difficult to apply to practical situations.

Role Playing:

In role playing, students assume a role outside of themselves and play out that role within a group.
A facilitator creates a scenario that is to be acted out by the participants under the guidance of the
facilitator. While the situation might be contrived, the interpersonal relations are genuine.
Furthermore,participants receive immediate feedback from the facilitator and the scenario itself,
allowing better understanding of their own 63ehaviour. This training method is cost effective and
is often applied to marketing and management training.
Simulations:

Games and simulations are structured competitions and operational models that emulate real- life
scenarios. The benefits of games and simulations include the improvement of problem- solving
and decision-making skills, a greater understanding of the organizational whole, the ability to
study actualproblems, and the power to capture the student's interest.
Computer-Based Training:

Computer-based training (CBT) involves the use of computers and computer- based instructional
materials as the primary medium of instruction. Computer-based training programs are designed
to structure and present instructional materials and to facilitate the learning process for the student.
A main benefit of CBT is that it allows employees to learn at their own pace, during convenient
times. Primaries CBT include instruction in computer hardware, software, and operational
equipment.

Web-based training (WBT) is an increasingly popular form of CBT. The greatly expanding
numberof organizations with Internet access through high-speed connections has made this form
of CBT possible. By providing the training material on a Web page that is accessible through any
Internet browser, CBT is within reach of any company with access to the Web. The terms "online
courses" and"web-based instruction" are sometimes used interchangeably with WBT.
Self-Instruction:

Self-instruction describes a training method in which the students assume primary responsibility
for their own learning. Unlike instructor- or facilitator-led instruction, students retain a greater
degree of control regarding topics, the sequence of learning, and the pace of learning. Depending
on the structureof the instructional materials, students can achieve a higher degree of customized
learning. Forms of self-instruction include programmed learning, individualized instruction,
personalized systems of instruction, learner-controlled instruction, and correspondence study.
Benefits include a strong supportsystem, immediate feedback, and systematization.
Team-Building Exercises:

Team building is the active creation and maintenance of effective work groups with similar goals
andobjectives. Not to be confused with the informal, ad-hoc formation and use of teams in the
workplace, team building is a formal process of building work teams and formulating their
objectives and goals, usually facilitated by a third-party consultant. Team building is commonly
initiated to combat poor group dynamics, labor- management relations, quality, or productivity.
By recognizing the problems and difficulties associated with the creation and development of work
teams, team building provides astructured, guided process whose benefits include a greater ability
to manage complex projects and processes, flexibility to respond to changing situations, and
greater motivation among team members.Team building may include a broad range of different
training methods, from outdoor immersion exercises to brainstorming sessions. The main
drawback to formal team building is the cost of using outside experts and taking a group of people
away from their work during the training program.
Apprenticeships and Internships:

Apprenticeships are a form of on-the-job training in which the trainee works with a more
experiencedemployee for a period of time, learning a group of related skills that will eventually
qualify the traineeto perform a new job or function. Apprenticeships are often used in production-
oriented positions. Internships are a form of apprenticeship that combines on- the-job training
under a more experienced employee with classroom learning.
Job Rotation:

Another type ofexperience-based training is job rotation, in which employees move through a series
ofjobs in order to gain a broad understanding of the requirements of each. Job rotation may be
particularlyuseful in small businesses, which may feature less role specialization than is typically
seen in larger organizations.
 LITERATURE REVIEW
• Abdul (2023): Has done systematically reviewed research and analyzed the studies that assess
satisfaction with training in the workplace. His research mainly focuses on training, training
satisfaction, learning, evaluation, and criteria. He added that unit of analysis for all reviews as
an individual, which explains why, until now, no single study has evaluated the four levels
proposed by Kirkpatrick to measure training satisfaction (Reaction, learning, transfer or
behavior, results). Training programs should include active, practice-oriented strategies. He
added that there should be more focus on the efficacy of training harmony among trainers,
harmony among trainees, course content, and relevancy.

• Dr Lakshmi Narayanamma (202): Emphasized on the role of training and development of

the green human resource management practices towards environment performance,
organizational effectiveness, and organizational sustainability with mediating and moderating
the role of variables like employee engagement, Pro-environmental behavior, and personality
attributes. Her research mainly focuses on Environment sustainability, employee retention,
Green HRM, Green work-life balance; from the research Lakshmi found that the majority of
studies proved to have a positive significant relationship in between training and development
and environmental performance.

• Tony Ryan et.al (2022): Has done the research to explore how the pandemic affected nursing
associates' work, training, and well-being experiences. His research mainly focuses on covid-
19, cross-sectional survey, training, nursing associate training, well-being, and workforce. The
covid-19 pandemic significantly affected participants' experience of training and
development. Many trainees faced reduced learning opportunities, cancellation of placements,
and even the suspension of their training. He said that the lack oftraining will gives a negative
impact on the organization. Strategies to assist the covid-19 continuously should focus on
protecting the development, utilizing their skills inappropriate ways, and ensuring adequate
support for psychological well-being and safety.
• Jill D Paquin et.al (2022): Has done research on examining how one develops into a group
therapist, and how to best train group therapist to meet competencies, this study is grounded
in theory and explores how have they done so and how so many practitioners trains and
evaluate the effectiveness in their group therapy trainees. This study also identifies common
competencies that these experts look for to determine effectiveness among their trainees. His
research mainly focuses on group therapy, training, mentoring, and group competencies.

• Razif Abang Muis (2021): Razif's purpose in doing research is to provide a better
understanding of training and development. He stated that training and development should
be the important aspect to increase the worker's potential in the organization. He said that the
lack of training will gives a negative impact on the organization. His research mainly focuses
on the five dimensions they are training, development, human management, and Human
Development organization. The main aspect of these five dimensions is to ensure the
effectiveness of the training. The research's results found that most of the studies conducted
focused on training and development that try to be used to improve the performance of the
employees.

• Dr. R. Gopinath (2021) has done research which investigates that the Training and
Development influencing Job Satisfaction with special reference to BSNL in three different
SSA (Secondary Switching Area) s namely Trichy, Thanjavur and Madurai SSA using SEM
Modeling. The research depends mainly on the primary data collected through a well-framed
and structured questionnaire on 928 respondents (Exactly 20%) out of 4640 employees were
selected by Stratified Proportionate Random Sampling Method. Period of the study covers a
period of four months from January to June 2014. The researcher concluded based on the
analysis and discussion, BSNL has providing adequately and necessary training and
development to the employees, which makes the employees, were highly satisfied. Training
and development practices are very good in BSNL, especially at non-managerial level.
• Laing (2021): Has done research on the quality of human resources is an asset to any
organization and as a result of training has become that has to be faced by every organization.
This study sought to determine the impact of training and development on public sector
organizations using the Ghana Ports and Harbors Authority (GPHA) as a case study. His
research mainly focuses on training, development, workers' performance, and productivity. He
concluded that most of the employees were of the view that training and development arevery
effective tools for both personal and organizational success.

• Charlia et.al (2021): Had analyzed and stated that training and development are improving the
quality of human resources. This research is the qualitative approach. The data collection
techniques are done through data presentation, data reduction, and concluding. The main
dimensions are training and development, quality, human resources, training programs, and
human resource development need to be further developed to accommodate the times and
technological advanced to create more effective and efficient educational planning programs
through steps strategies and needs.

• Shahnaz (2021): Has researched the employee turnover refers to the withdrawal from the
company. This is directly proportional to overall job satisfaction by the employees of the
organization. This research aims to investigate how the training and development opportunities
will influence the employee's intention to leave the company. This empirical work provides a
more complete understanding of how training and development practices maybuild research self-
efficacy while in terms promotes research productivity and moderating theeffects of knowledge
sharing climate. This research is important because it will explore employees' Expectations
concerning various training and development opportunities. This research mainly focuses on
job satisfaction, turnover, intentions, employees, company, and opportunities. The findings of
this research also revealed that when the company employees are provided training and
development, they had increased opportunities and a rise in position.The most effective means
for achieving this is providing training to the Employees for the skills required in the workplace.
So, he concluded that the intentions of the firm impacted bythe overall environment ofthe firm.
• Seema Sant et.al (2020): Has researched Wal past Products Private Limited which was a
certified Indian multinational company. It is one of the largest leading manufacturers. The
success story of this company was its unique development, strategies, leadership personal
development, training, and development. During covid-19 they ensured all these practices to
see vast and positive results. Training and Development Framework has employees continue
with their development programs amidst this pandemic hence providing the flexibility of the
model.

• Kairat Moldashev et.al (2020): Has researched training and development practices that
contribute to research productivity. They started that the use of corporate management
practices in higher education has led to the spread of result-oriented practices to improve
research productivity, rewards, and requirements. Their research mainly focused on variables
like training and development, research productivity, knowledge sharing, climate, research
self- efficacy, strategic human, and resource development. This empirical work provides a
more complete understanding of how training and development practices may build research
self- efficacy while in terms promotes research productivity and moderating the effects of
knowledge sharing climate.

• Bruce (2020): Has researched the evolution of the training and development field and
presented the projections for future inquiry in this important domain. He stated that employee
training and development will continue to be a priority, for the hospitality and tourism industry.
This research when focuses on workplace learning, employee development, and employee
training. He concluded that the framework of training was established to clearly explain the
needs of the framework, and the number of complexities that emerge from the public growth
in information resources
• Mary Vincent (2020): Has done research on the training and development of employees’ top
performance in Nigeria. He added that training and development is a critical process, which
seeks to improve the performance of workers in an organization. He stated that the challenges
of staff training and development are poor political leadership and poor staff training. His
research mainly focuses on employee training, staff development, human capital, work
performance, and attitude. He also added that the training may lead to better performance if
the employees were provided with complimentary resources. He strongly concluded that the
training influences performance through ability factors.

• Jawad (2020): This study is designed to test the effect of single HR practice training and
development on two dimensions of commitment (Affective and Normative) simultaneously in
the mediation of perceived organizational support. He studied in Quantitative approach and
data, were collected from nursing staff of public sector hospitals. Training is about acquiring
new skills. The development includes the learning experiences and practicing the knowledge
skills attitude which improves the overall personality of the individual His research proved
that even with a Single HR practice namely training and development organizations can gain
both from commitment. The study has several implications and it is hospital management. His
research mainly focuses on training and development, employee commitment, and social
exchange theory.

• Danish et.al (2019): Has analyzed the impact of the training and development and
Communications on employee engagement in the banking sector. Hetook questionnaires from
the120 employees and 100 were returned and the results had a positive impact on his research.
This research study has the potential practical implication for managers and employees alike
where they can increase engagement levels in the banking sector. This study states that
operationalized training and development investment by using the financial factor of training
expenditures. He stated that the managers and Human Resource Management leaders should
adopt the proper communication strategies to engage employees. Training is provided with a
view that employees will be able to transfer the skills learned to their workplace. This study
mainly focuses on the training and development, communication, banking sector, human
resources, internal communication, and employee engagement.
• Alan (2019): Had examined that the weather participation in training and development events
is associated with employee affective commitment and propensity to enact innovative
behaviors in small professional service firms. This research mainly focuses on training and
development, small firms, affective commitment, and innovative behavior. He added that small
firms are both numerically significant and major providers of employment in National
economies, levels of participation in training and development, and whether to work content
variables were related to levels of participation.

• Kibum Kwon et.al (2019): Had examined the relationship between the training and
development investment and financial performance over time. Human capital suggests that
training and development may not immediately affect financial performance but may instead
create effects that are released over time. His research mainly focuses on workplace training
Strategies, human capital, human capital theory training and investment, and financial
performance latent growth modeling. This study states that operationalized training and
development investment by using the financial factor of training expenditures. Training and
development patterns may vary from various industry’s characteristics and distinctive
practices.

• Eron Shaji et.al (2019): Has done research on the influence of e-learning in training and
development systems in the organizational study. Training is about acquiring new skills. The
development includes the learning experiences and practicing the knowledge skills attitude
which improves the overall personality of the individual. This study is to determine the
significance of training and development program on employee’s performance, and
relationship between training and development on employee’s performance. This study mainly
focuses on Training and development, individual behavior, organization, individual skills and
knowledge. The main objective of the study is to grow to global needs for the talent is research
and development of solution's learning help to achieve all activities. The major workforce of
training sometimes and its supports the organization's goals.
• Rizvi (2018): Has done research on training and work environment factors as a tool for
managerial effectiveness. A Manager looks at personal growth as a motivator for employees,
it changes their outlook towards their work, in more than one way, to help them because more
capable and that makes them see the meaningful purpose in coming to work and doing what
they do. The most effective means for achieving this is providing training to the Employees
for the skills required in the workplace. This paper mainly focusses on Training and
development, motivation, work environment. Training is provided with a view that employees
will be able to transfer the skills learned to their workplace. Due to the heavy time and financial
investments involved in training, it is essential to the effectiveness of training and considers
the impact of work environmental factors in training transfer. This paper is an endeavor to
bring to the force the changes in the training transfer of medical representatives of the
pharmaceutical companies in Lucknow.

• Abdul Halim et.al (2018): Has done great research on the impact of the training and
development and supervisors' support on employee retention. The study also investigates the
moderating effect of the work environment on the relationship between training and
development, supervisor support, and employee retention. The results also revealed that the
work environment moderated the relationship between the training and development and so
on... This paper mainly focuses on employee retention, supervisor support, training and
development, work environment. He added that the findings confirmed the notion that training
and development and support by the supervisor are of the utmost significance in increasing
faculty retention rates, which covers the practical importance of this study for the policymakers
and practitioners.

• Devika Chadha et.al (2018): Has examined on training and development practices in service
sector in relation to employee engagement. She stated that training and development are key
entities affecting not only the performance of employees but also their level of commitment
and engagement towards an organization. The study reveals that there is a positive impact on
training and development that more training interactions with the integration of latest
technology. Her research mainly focuses on the training and development practices employee
engagement and service sector. Employee engagement and customer satisfaction directly
linked and if the organizations work on improving working conditions for the employees and
providing stable work and results in higher efficiency oftheir work.
• Humaira Siddika (2017): Has investigated incredibly vital for ensuring effectiveness of the
employees in organization. The organization have stretched understood so as to their most
precious asset is their human capital where many are convinced for the large investments in
employee training and development. This research mainly focuses on Training and
development, human capital, bank, human resources, management and employee. It focuses
on relative importance of training and development program and their impact on the overall
organizational success. The objective this study is to determine the significance of training
and development program on employee’s performance, and relationship between training and
development on employee’s performance. She concluded that training is an important and
imperative tool for the organization to restore the performance of all the personnel for
organizational growth and success.

• Stacy E. Walker et.al (2017): Has examined on how athletic training educators develop their
instructional styles over the course of their careers and what influences their teaching practices.
The main objectiveof thisstudy isto gain a better understanding of how athletic trainersdevelop
as educators and how their experiences as an educator influence their teaching bases on
qualitative analysis. This paper mainly focuses on Pedagogy, faculty development, faculty
socialization, role induction. From the above content we can understand that athletic training
educators develop their teaching practices through engaging in their role as a teacher. This
study is an informal, continual process of learning how to be an educator.

• Samarah Perszel et.al (2017): Emphasizes that creativity is expressed in all individuals, but
it manifests itself in different proportions and it may be carried out at a different level.
Creativity can be a challenge for most teachers, since they are unaware of its importance and
unwilling, they inhibit by teaching methods that are not aimed at investigating the potential of
the students. This research mainly focuses on creativity, teacher training gifted students, and
Vygotsky. In this sense, the training of the teaching staff reflects how the mediation will take
place during the process of learning and teaching.
 • Md. Rubel et.al (2017): Has done great research on the effect of training and developmenton
organizational citizenship behavior. The objective of this research is to explore the effect of
training and development on organizational citizenship behavior in private commercial banks
in Bangladesh. This research mainly focuses on training and development, organizational
citizenship, organizational citizenship behavior directed towards specific individuals,
Organizational citizenship behavior directed towards the organization, and social exchange
theory. The present is it contributes to the comprehensive understanding of training and
development practices and the organizational citizenship behavior in private commercial
banks, operating in Bangladesh.This research identified that there is a powerful positive link
between training and development practices and citizenship behavior. HR managers and
experts on training anddevelopment practices should put enough Emphasis at the time of
designing effective and efficient training and development practices.

❖ From the above Reviews and Context these five dimensions are important regarding
Training andDevelopment

Dimensions

Expectations Perception about

of the Job Performance the Trainers
employees

Behavioral
Self-development
Changes
From the above Reviews and Context these five dimensions are important regarding
Training and Development

1) Job Performance: Job performance relates to how individuals perform in their job duties. In
addition to training and natural ability (like dexterity or an inherent skill withnumbers), job
performance is impacted by workplace environment factors including physically demanding
tasks, employee morale, stress levels, and working extended hours.

2) Self – Development: Self-development can be defined, in general terms, as gaining

information needed in a person's working life, acquiring new information and skills opento the
change, learning for the sake of learning and maintaining all this knowledge, throughout one's
life.

3) Perception: Perception is an important meditative cognitive process through which persons

make interpretations of the stimuli or situation they are faced with; Perception management
plays a huge role in the corporate world as well as in the defense forces where the ability to
influence the receivers’ impressions of the event is paramount.

4) Expectations of the employees: If an employer wants to improve employee’s engagement

and retention, s/he'll need both a deeper understanding of employee expectations, and modern
business best practices that fulfil them. Respectful treatment of all employees at all levels,
Trust between employees and senior management, Overallbenefits, Overall compensation/pay,
Job security.

5) Behavioral Changes: Organizational change can be defined as the alteration in structure,

technology or people in an organization or behavior by an organization. Theyfound that the
three key drivers of behavior change are motivation and capability, which are internal
conditions, and opportunity, which is an external condition. These are all interlinked and can
influence each other.
 CHAPTER-IV
• Empirical study on Training and Development
• Training and Development at SMAL
TRAINING AND DEVELOPMENT AT SMAL:
Training and development process in Sarda Metals and Alloys Ltd Sarda Metals and alloys Ltd
uses the PMS method to give training to the employees They also co about the organization's needs
like communication of the employee, skills and knowledge of the employees
Sarda Metals conduct a training process to improve the performance of the employee to work
effectively First they should identify the needs of Employee And decide what kind of training they
have to give according to that they are preparing training calendar and training budget.

Then they apply for the approval of training budget From the Counsellor. After approval from the
Counsellor, they give training in two ways.
1) Internal training
2) External training

Internal training:
Internal training is given by the employee who is working in the Sarda metals to the employee who
needs training.
External Training:
External training is given by the person who is external from the industry that is who knows
particular atopic will give training to the employee Who needs training.
After the completion of training. They are get feedback from the trained employees.
They also ask them About the usefulness of the training And also what kind of Things they learn
from the training.
So this feedback from the trained employees is given to the Training department to know
Effectiveness of the training
A SYSTEMATIC VIEW OF TRAINING:
The training process involves three major steps. They are
• Need's Assessment
• Development and
• Evaluation.
1. Need's Assessment:
The first step in training is to determine whether a need for training exists or not. An organization
should commit its resources to training activity only the training can be expected to achieve some
organizational goals. The decision to conduct training must be based on the best available which
Training and development process at sarda:

Organisation
PMS needs

Training need identification

Training calendar + training budget

Approval training budget with

president

Internal training external training

Training and feedback analysis

Training effectiveness and evaluation

END
is collected by conducting a need assessment. A need assessment is a systematic, objective
determination of training needs, which involves conducting three primary types of analysis. They
are organizational analysis, job analysis and person analysis. These analyses are used to derive
objectives for the training program
Organizational Analysis:
An organizational analysis tries to answer the question of where the training emphasis should be
placed in the company and what factors may affect the training. The review of short and long-
term goals of an organization and any trends that may affect these goals is done to channel the
training towards specific issues of importance to the firm.
A review of the climate and efficiency index is important to identify the problem that could be
elevated through training. Climate indices quality work-life indicates and include records on
turnover, grievances, absenteeism, productivity, accidents, attitude surveys, employee suggestion
questions and labor management data. It is important to identity and organization system
constraints on training efforts.
Job Analysis:
Job analysis tries to answer the question of what should be taught in the trainee can perform the
job satisfactorily. When conducting a job analysis to determine the training needs, both a worker-
oriented approach, which focuses on identifying behavior and a task-oriented approach, which
describes the activities performed should be used.
Person Analysis:
Person analysis attempts to answer the question of who needs training in the firm and the specific
types of training in the firm and the specific types of training needed. The performance of
individuals, groups or units, or major job duties is compared to the expected performance
standards. One should be able to determine which job incumbents are successful at completing
the tasks required.
DEVELPOMENT OF THE TRAINING PROGRAMME:
After a need's analysis has been conducted and the Human Resource professional is confident that
training is needed to address the performance problem or advance the firm's mission, the training
program is developed. This can be done by in-house training staff or by outside consultants. The
program can be developed by setting up preconditions for learning and by arranging the training
environment to ensure learning. This is to set up effective preconditions for learning so that the
trainees will the prepared for the training program.
Learning principles should be reviewed and integrated into the design of the training program and
the materials. Trainees must be ready to learn before they are placed in any training program. To
ensure this, it should be determined whether trainees are trainable and have the ability and
motivation to learn. They should try to gain the support of trainees and their supervisor prior to
actually program.
Trainability:
Before a learner can benefit from training, he/she must be trainable or ready to learn. This means
that they must-have both the ability and the motivation to learn. To have the ability, the trainee
must possess the knowledge prerequisites to master the materials. Assessing trainees' ability to
learn is of increasing concern to workers and subordinates should be sought.
Transfer of Training
The ultimate goal of any organizational training program is that the learning that occurs during
training can be transferred back to the job. To maximize transfer, the following suggestions have
been offered, Maximize the similarity between the training context and the job context viz., the
training should resemble the job as closely as possible. Include a variety of stimulus situations in
the practice so that trainees will learn to generalize their knowledge and skills. Label or identify
the important features of the content to be learned, to distinguish the major steps involved. Make
sure that the general principles underlying the specific content are understood thoroughly.
Ensure that there is a supportive climate for learning and for transferring new behavior. This can
be done by building managerial support for training, providing trainees with the freedom to set
personal performance goals, by encouraging trainees to take risks.

EVALUATION:
Evaluation involves the collection of information on whether trainees were satisfied with the
program, learned, the material, and were able to apply the skills back on the job. In addition,
evaluation ensures that programs are accountable and are meeting the particular needs of
employees cost-effectively. Without evaluation, it is very difficult to show that training is behind
the improvements. As a result, Management may reduce training budgets to staff for terms of
financial hardship.
Most training evaluations assess only the reactions of the trainee participants. While trainee
reactions are important and are useful for making future changes in programs, the data alone do
not indicate whether the trainees have actually learned the Material/are capable of performing the
behavior on the job satisfied with the training, the trainer, the subject matter and content, the
materials, and the environment. Favorable reactions to a program do not guarantee that the learning
has taken place or that the appropriate behavior has been adopted.
2. Learning: Measures assess the degree to which trainees have mastered the concepts, knowledge,
and skill of the training. Typically, learning is measured by paper and pencil tests, performance
tests, and simulation exercises. These measures should be designed to sample the content of the
training program.
3. Behavior: The behavior of trainees before and after training should be compared to assess the
degree to changed their performance. This is important because, one of the goals of training is to
modify the on-the-job behavior ton performance evaluation, system and collect ratings of the
trainees both before and after training.
4. Organizational Results: The purpose of collecting organizational results is to examine the
impact of training on the work group or the entire company. Data may be collected before and
after training on criteria such as productivity, turnover, absenteeism, accidents, grievances, quality
improvements, scrap, scales, and customer satisfaction.

TYPES OF TRAINING:
Training is required for several purposes. Accordingly training programs may be of the following
types:
1. Orientational Training:
Introduction or orientation training seeks to adjust newly appointed employees to the work
environment. Every new employee needs to be making fully familiar with his job, his superiors
and subordinates, and with the rules and regulations of the organization. Introduction training
creates self-confidence in the employees. It is also known as per-job training it is brief and
informative.
2. Job Training:
It refers to the training provided to increase the increasing and skills of an employee for
improving performance on the job. Employees may be taught the correct methods of handling
equipment used in a job. Such training helps to reduce accidents, waste and inefficiency in the
performance of the job.
3. Safety Training
Training provided to minimize accidents and damage to machinery is known as safety training. It
involves instruction in the use of safety devices and in safety consciousness.
4. Promotional Training:
It involves training of existing employees to enable them to perform higher-level jobs Employees
with potential are selected and they are given training before their promotion so that they do not
find it difficult to shoulder the higher responsibilities or the new positions to which they are
promoted.
5. Refresher Training
When existing techniques become obsolete due to the development of better techniques,
employees have to train in the use of new methods and techniques with time employees may forget
some of the methods of doing work. Refresher training is designed to revive and refresh the
knowledge and to update the skills of the existing employees-short-term refresher courses have
become popular on account of rapid changes in technology and work method. Refresher or re-
training programs are conducted to avoid observance of knowledge and skills.
6. Remedial Training
Such training is arranged to overcome the shortcomings in the behavior and performance of old
employees. Some of the experienced employees might have picked up appropriate methods and
styles of working. Such employees are identified and correct work methods and procedures are
taught to them, Psychological experts should conduct remedial training.

AREAS OF TRAINING:
a. Company policies and procedures
b. Specific skills
c. Human relations
d. Problem solving
e. Managerial and supervisory skills
L Apprentice training

BENEFITS OF TRAINING TO EMPLOYERS

(i) Faster learning of new skills:
Training helps employers to reduce learning time of their employees and achieve higher standards
of performance. The employees notate time in learning by observing others. Formal scanning
program exists in the organization, the qualified instructors will help the new employees to acquire
the skills and knowledge to do particular jobs quickly.
(ii) Increased productivity
Training increases the skill of the new employee while performing a particular job. An increased
skill level usually helps in increasing both quantity and quality of output. Training can be of great
help even to the existing employees. I helps them to increase their level of performance on their
present job assignments and prepares them for future assignments.
(iii) Standardization of procedures:
Training can help the standardization of operating procedures, which can be learned by the
employees. Standardization of work procedures makes high levels of performance rule rather than
perceptions. Employees work intelligently make fewer mistakes when they possess the required
know-how and skills.
(iv) Lesser need for supervision
As a generalization, it can be stated safely that trained employees need lesser supervision. Training
does not eliminate the need for supervision, but it reduces the need for detailed and constant
supervision. A well-trained employee can be self-reliant in his/her work because she knows what
to do and how to-doo. Under such situations, close supervision might not be required,
(v) Economy of operations:
Trained personnel will be able to the corporate. It is not only enough for trainees to have ability to
the learn the skills, but also must have the desire or motivation to learn.

Support of trainees and others:

If trainees do not see the value of training, they will be unlikely to learn polished behavior and use
them in their jobs. Trainees should be informed in advance about the benefits that will result from
training. If they see some incentives for training, it may strengthen their motivation to learn the
behavior, practice it, and remember it. To gain the support of trainees for the training program, the
trainees must point out he extrinsic and intrinsic benefits of attending training. In addition to
garnering the support of trainees for training, the support to their supervision-
and the equipment and reduce wastage. Also, the trained employees reduce the rate of accidents
and damage to machinery and equipment. Such reductions can contribute to increased cost savings
and overall economy of operations.
(vi) Higher morale:
The morale of employees is increased if they are given proper training. A good training program
molds employees' attitudes towards organizational activities and generates better cooperation and
greater loyalty. With the help of training, dissatisfactions, complaints, absenteeism, and turnover
can also be reduced among the employees. Thus, training helps in building an efficient an
cooperative workforce.
(vii) Managerial Development:
The top management can identify he talent, who can be groomed for handling positions of
responsibility in the organizations. Newer talent increases the productivity of the organizations.
By providing opportunity for self-development, employees put in their best effort to contribute to
the growth of the organization.

BENEFITS OF TRAINING TO EMPLOYEES

The employees are the ultimate link in an any organization, who carry out the operations.
Training can help them in several ways, as mentioned below:
(i) Increasing Confidence:
Training creates a feeling of confidence in the minds of employees, who feel comfortable
while handling newer challenges. It gives a feeling of safety and security to them at the work place.
(ii) New Skills:
Training develops skills, which serves as a valuable personal asset of a worker. It remains
permanently with the worker himself.
(iii) Career advancement:
The managers can develop their skills to take up higher challenges and work in newer job
dimensions. Such an exercise leads to the career development of the employees, who can
(iv) Higher Earnings:
Higher earnings are a consequence of career development. A highly trained-employee can
command high salary in the job market and feel more contended.
(v) Resilience to change:
In the fast-changing times of today, training develops adaptability among workers. The employees
feel motivated to work under newer circumstances and they do not feel threatened or resist any
change. Such adaptability is essential for survival and growth of an organization in the present
times.
(vi) Increased Safety:
Trained workers handle the machines safely. They also know the use of various safely devicesin
the factory, thus, they are less prone to accidents. It can be concluded that in light of several
benefits, training is an important activity, which should be taken very seriously by the -employees
as well as the employers.
CHAPTER V
• Summary
• Findings
• Suggestions
• Conclusion
 SUMMARY

Training is a multifaceted and multidimensional phenomenon. For individuals it provides an

opportunity for learning and development and for organizations, it contributes to increasing the
efficiency and productivity.

Training provides solutions to work related problems and issues and also improves work culture
in organizations. It is a technique to improve skills and abilities of employees to effectively
perform their duties. It is a tool available with the organization to influence the behavior of its
employees and make them more dynamic. Any activity to increase the Knowledge, Skill and
Attitude of employees in order to meet the challenges and demands of their work requirements is
included under training

When we came to know about the training provided for the employees in the organization we felt
surprised because the organization assist employees to function more effectively in their present
positions by exposing them to the latest concepts, information, techniques and developing the
skills they will need in their particular fields. No doubt the training provided by SMAL is the best.

The size of employees/manpower being very large in Sarda metals and alloys Private Ltd. the
training programs were conducted in order to cover as many employees as possible. The total
number of employees trained in SMAL. was increased with the proportionate increase in the
allocation of budget on training. The Sarda metals and alloys Private Ltd. was also very much
concerned to impart training to as possible to cope up with the technology changes and also to
meet the norms of ISO 9002.

After the survey has completed it is understood that some of the employees are not satisfied with
the training provided for them. If the organization can really look after the suggestions given by
the employees and implement some best ideas, the dissatisfaction levels of employees in SMAL
can be totally reduced
 FINDINGS

➢ In this organization maximum numbers of employees agree with the management

considering their ideas and suggestions on some occasions only.
➢ In this organization Training programs will help the employees in achieving both
individual goals and organizational goals.
➢ Maximum numbers of employees are satisfied with the Training programs conducted.
Employers have gained knowledge at work place after attending the Training program.
➢ For new joiners in organization training methods are conducted like coaching and besides
orientation programs.
➢ Training will be very useful to employees in their present job. Training program helps
employees to take new challenges in their present job.
➢ Most of the employees are using new skills in their present job.
➢ According to the training program employees to take new roles in the organization.
➢ With the help of training program employees will increase their productivity.
➢ After this Training program they are doing their job more confident.
➢ Training program brought positive impact on employee behavior.
 SUGGESTIONS

➢ Though training is being to every employee and is mandatory which is being

mentioned in their KRA and PMS cycle, the list of employees who are not fulfilling
the mandatory training man-days are to be counselled and if not falling in line, should
be penalized.
➢ HR connect program brings about interaction between employees and HR staff on a
periodic basis (15 days) to understand the needs and issues, if any, of the employees
in specific and department/organization in general; the status update and
actionable/implementation of suggestions/grievances, if any, is not properly
monitored.
➢ Training programs should be in line with the changing trends and latest happening
around the industry in specific and automation/digitization in general.
➢ Training program participants (trainees) should not be called out from middle of the
training programs to perform routine jobs
➢ Art of Living, Wellness Programs, and other life skills programs to be conducted to
contractor workman to improve their lifestyle and working culture.
 CONCLUSION

SMAL is well organized, better administered and well managed organization with properly
defined policies, aim and objectives and also time-tested procedures and practices managed by
variable competent and enlightened leadership of top executive and other officers assisted by
sincere delighted and honest staff workforce,

The process of study includes a detailed study on the welfare activities in SMAL. The study was
conducted to find out the welfare facilities provided in the organization, which influents the
satisfaction of employees towards welfare facilities.

Training provides solutions to work related problems and issues and also improves work culture
in organizations. It is a technique to improve skills and abilities of employees to effectively
perform their duties. It is a tool available with the organization to influence the behavior of its
employees and make them more dynamic.

The total number of employees trained in SMAL, was increased with the proportionate increase
in the allocation of budget on training. The Sarda metals was also very much concerned to impart
training to as possible to cope up with the technology changes.

In SMAL, maximum numbers of employees are satisfied with the Training programs conducted.
Employers have gained knowledge at work place after attending the Training program. For new
joiners in organization training methods are conducted like coaching and besides orientation
programs.
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Wed sites :
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Training and development- Lynton parsec

Evaluating training effectiveness (McGraw-Hill training series)

Improving Training Effectiveness in work Organisations (Applied Psychology Series) Oct 1,

1996, by J. Kevin Ford