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EXECUTIVE SUMMARY

In today‘s corporate and competitive world, it is mandatory to have highly efficient and effective
workforce in the organization, so the same is possible, if we will adopt and implement the most
effective and latest methods of Training and Development while preparing the workforce for the
organization.
Keeping the above fact in mind, the present report is prepared to give a deep insight to the
present situation of Training And Development.
.
The project focused on finding out the Effective Method of Training and Development. The
stated objective of the study was further broken down to secondary objectives which aimed at
finding information regarding the frequency of the training program to be designed with-in a
year, usual methods of Training and development, length of training and development module,
use of audio/visual aids etc.

The exploratory research was carried out with 50 respondents with a set of 18 open ended
questions. A survey was conducted in the corporate offices with the employee (Of Managerial
Level) based on the questionnaire to know the situation.

The exploratory findings helped us in determining the key factors which needed to be further
explored for making training program more effective. Each of the questions was designed to
satisfy at least one of the secondary objectives of the research. The response format was of a
mixed variety which also helped in better determination of outcomes.

The results are based on the percentage share of the sample for each question of the
questionnaire. The Pie Chart is used to display the result
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Chapter-1
GLOBAL STEEL SCENARIO & INDIAN STEEL INDUSTRY

Introduction
Though Iron and steel have been used by men for almost 6000 years, yet the modern form of iron
and steel industry came into being only during the 19th century. The growth and development of
iron and steel industry in the world until the Second World War was comparatively slower. But
the industry has grown very rapidly after the Second World War. World production of steel,
which was only 28.3 million tons (MT) in 1900, rose to 695 MT by 1992. The oil crisis of the
seventies affected the entire economy of the world including the steel industry. The position
started improving after 1983 and peaked at 780 MT in 1989. World Steel production is around
1322MT in 2007.
Steel is crucial to the development of any modern economy and is considered to be the backbone
of human civilization. The level of per capita consumption of steel is treated as an important
index of the level of socioeconomic development and living standards of the people in any
country. It is a product of a large and technologically complex industry having strong forward
and backward linkages in terms of material flows and income generation. All major industrial
economies are characterized by the existence of a strong steel industry and the growth of many
of these economies has been largely shaped by the strength of their steel industries in their initial
stages of development.

Steel industry was in the vanguard in the liberalization of the industrial Sector and has made
rapid strides since then. The new Greenfield plants represent the latest in technology. Output
has increased, the industry has moved up in the value chain and exports have raised consequent
to a greater integration with the global economy. The new plants have also brought about a
greater regional dispersion easing the domestic supply position notably in the western region. At
the same time, the domestic steel industry faces new challenges. Some of these relate to the trade
barriers in developed markets and certain structural problems of the domestic industry notably
due to the high cost of commissioning of new projects. The domestic demand too has not
improved to significant levels. The litmus test of the steel industry will be to surmount these
difficulties and remain globally competitive.
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HISTORY OF STEEL
There are evidences that man knew the use of iron since the ancient civilization of Babylon,
Mexico, Egypt, China, India, Greece and Rome. Archeological findings in Mesopotamia and
Egypt have proved that iron or steel has been in the service of mankind for nearly 6000 years.
The origin of the methods used by early man for extracting iron from its ores is unknown.
In early days the product probably was so relatively soft and unpredictable, that bronze
continued to be preferred for many tools and weapons. Eventually iron replaced the non- ferrous
metal for these purposes when man learned how to master the difficult arts of smelting, forging,
hardening and tempering iron.
Steel was discovered by the Chinese under the reign of Han dynasty in 202 BC till 220 AD. Prior
to steel, iron was a very popular metal and it was used all over the globe. Even the time period of
around 2 to 3 thousand years before Christ is termed as Iron Age as iron was vastly used in that
period in each and every part of life. But, with the change in time and technology, people were
able to find an even stronger and harder material than iron that was steel. Using iron had some
disadvantages but this alloy of iron and carbon fulfilled all that iron couldn‘t do. The Chinese
people invented steel as it was harder than iron and it could serve better if it is used in making
weapons. One legend says that the sword of the first Han emperor was made of steel only. From
China, the process of making steel from iron spread to its south and reached India. High quality
steel was being produced in southern India in as early as 300 BC. Most of the steel then was
exported from Asia only. Around 9th century AD, the smiths in the Middle East developed
techniques to produce sharp and flexible steel blades. In the 17th century, smiths in Europe came
to know about a new process of cementation to produce steel. Also, other new and improved
technologies were gradually developed and steel soon became the key factor on which most of
the economies of the world started depending.

INDIAN HISTORY
Indian history is also replete with references to the usage of iron and steel. Some of the ancient
monuments like the famous iron pillar near New Delhi or the massive beams used in the Sun
Temple at Konark bear ample testimony to the technological excellence of the Indian
metallurgists.
The history of iron in India goes back to the ancient era. Our ancient literary sources like Rig
Veda, the Atharva Veda, the Puranas and other Epics are full of references to iron and to its uses
in peace and war. According to one of the studies, iron has been produced in India for over 3000
years, in primitive, small scale facilities.
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STEEL INDUSTRY IN INDIA

Steel has been the key material with which the world has reached to a developed position. All the
engineering machines, mechanical tools and most importantly building and construction
structures like bars, rods, channels, wires, angles etc are made of steel for its feature being hard
and adaptable. Earlier when the alloy of steel was not discovered, iron was used for the said
purposes but iron is usually prone to rust and is not so strong. Steel is a highly wanted alloy over
the world. All the countries need steel for the infrastructural development and overall growth.
Steel has a variety of grades i.e. above 2000 but is mainly categorized in divisions – steel flat and
steel long, depending on the shape of steel manufactured. Steel flat includes steel products in flat,
plate, sheet or strip shapes. The plate shaped steel products are usually 10 to 200 mm and thin
rolled strip products are of 1 to 10 mm in dimension. Steel flat is mostly used in construction,
shipbuilding, pipes and boiler applications. Steel long Category includes steel products in long,
bar or rod shape like reinforced rods made of sponge iron. The steel long products are required to
produce concrete, blocks, bars, tools, gears and engineering products. After independence,
successive governments placed great emphasis on the development of an Indian steel industry. In
Financial Year 1991, the six major plants, of which five were in the public sector, produced 10
million tons. The rest of India steel production, 4.7 million tons, came from 180 small plants,
almost all of which were in the private sector. India's Steel production more than doubled during
the 1980s but still did not meet the demand in the mid-1990s, the government was seeking
private-sector investment in new steel plants. Production was projected to increase substantially
as the result of plans to set up a 1 million ton steel plant and three pig-iron plants totaling
600,000 tons capacity in West Bengal, with Chinese technical assistance and financial
investment. The commissioning of Tata Iron & Steel Company's production unit at Jamshedpur,
Bihar in 1911-12 heralded the beginning of modern steel industry in India. At the time of
Independence in 1947 India's steel production was only 1.25 Mt of crude steel. Following
independence and the commencement of five year plans, the Government of India decided to set
up four integrated steel plants at Rourkela, Durgapur, Bhilai and Bokaro. The Bokaro plant was
commissioned in 1972. The most recent addition is a 3 Mt integrated steel plant with modern
technology at Visakhapatnam. Steel Authority of India (SAIL) accounts for over 40% of India's
crude steel production. SAIL comprises of nine plants, including five integrated and four special
steel plants. Of these one was nationalized and two were acquired; several were set up in
collaboration with foreign companies. SAIL also owns mines and subsidiary companies.
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GROWTH OF INDIAN STEEL SECTOR

India is amongst the cheapest producers of hot metal in the world. The cost advantage mainly
arises from the abundant availability of cheap and good quality iron ore. Besides, overall
manpower cost is also low. However, these advantages are nullified to some extent due to low
labor productivity, high energy & power costs and high finance charges. The expansion plans of
steel majors are likely to put tremendous pressure on the availability of inputs and infrastructure
resources within the country. The nation is endowed with large iron ore reserves, but their
development and exploitation would require huge resources. Besides, the effects on the
environment where virgin areas are being exploited needs to be addressed. Availability of coking
coal is expected to remain a serious constraint. Coking coal supplies from public sector coal
companies have been declining over the years, leading to higher imports. Traditional coking coal
and coke suppliers such as China have also curtailed exports in order to feed their expanding iron
& steel industry.
The steel industry needs to remain competitive by improving efficiency across the entire value
chain in an integrated manner. Hence, logistics would be an important area of concern for the
steel industry. This involves development of ports, smoother transportation to and from
ports, rationalization of inland freight charges as well as better road movement facilities. During
the early 90s, the Sponge Iron industry was especially promoted to provide an alternative
material to steel melting scrap, which at that time was increasingly becoming scarce. Since then
India has emerged as one of the largest producers of Sponge Iron. This provides good
opportunities to steel industry as a substitute of scrap.
Considering the erratic power supply position in the country as well as high power tariffs, rising
scrap prices and plentiful indigenous iron ore reserves would mean that the most suitable steel
making technology for India would be the integrated route.
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CONTRIBUTION OF COUNTRIES TO GLOBAL STEEL INDUSTRY

The countries like China, Japan, India and South Korea are in the top of the above in steel
production in Asian countries. China accounts for one third of total production i.e. 419m ton,
Japan accounts for 9% i.e. 118 m ton, India accounts for 53m ton and South Korea is
accounted for 49m ton, which all totally becomes more than 50% of global production. Apart
from this USA, BRAZIL, UK accounts for the major chunk of the whole growth.

Country Wise Crude Steel Production

Country Crude Steel Production (tons)

CHINA 272.5
JAPAN 112.7
UNITED STATES 98.9
RUSSIA 65.6
SOUTH KOREA 47.5
F.R.GERMANY 46.4
UKRAINE 38.7
BRAZIL 32.9
INDIA 32.6
ITALY 28.4
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DEMAND OF STEEL IN INDIA

Driven a booming economy and concomitant demand levels, consumption of steel has grown by
12.5 per cent during the last three years, well above the 6.9 percent envisaged in the National
Steel Policy. Steel consumption amounted to 58.45 mt in 2006-07 compared to 50.27 mt in 2005-
06, recording a growth rate of 16.3 per cent, which is higher than the world average. During the
first half of the current year, steel consumption has grown by 16 per cent. A study done by the
Credit Suisse Group says that India's steel consumption will continue to grow by 17 per cent
annually till 2012, fuelled by demand for construction projects worth US$ 1 trillion. The scope
for raising the total consumption of steel in the country is huge, as the per capita steel
consumption is only 35 kg compared to 150 kg in the world and 250 kg in China. With this surge
in demand level, steel producers have been reporting encouraging results. For example, the top
six companies, which account for 70 percent of the total production capacity, have recorded a
year-on-year growth rate of 13.4 per cent, 15.7 per cent and 11.7 per cent in net sales, operating
profit and net profit, respectively, during the second quarter of 2007-08 We expect strong
demand growth in India over the next five years, driven by a boom in construction (43%-plus of
steel demand in India). Soaring demand by sectors like infrastructure, real estate and
automobiles, at home and abroad, has put India's steel industry on the world steel map.

The Steel Industry in India is poised for faster growth in the decade ahead as the
industrial and economic development of the country gains pace. What however cannot be
ignored is that increasing emphasis on globalization and liberalization will closely link the
fortunes of the Indian steel industry to the global market. The domestic outlook for finished steel
has been estimated as follows:

Domestic Market Growth Outlook

Growth Trajectory 2006-2007(million tons) 2011-12(million tons)

GDP @ 6.5% 39.5 - 40.7 57.8 - 59.9

(Source: CPR)

The total steel consumption of finished steel in India has been estimated to touch 60 million tons
from the current level of over 40 million tons. It is important to note that despite the near
8|P ag e

doubling of the consumption level in the country, per capita domestic consumption would
continue to be substantially below the world average, which is about 145 kg.
Amongst the steel consuming segments, transportation of petroleum products, household
appliances, and automobiles are expected to have the fast growth. However, even a modest
growth of 4.4% growth in the construction sector will translate into a large increase in actual
consumption volumes. Thus, construction will contribute towards a high proportion of
incremental demand in future.

Projected Consumption Growth of Finished Steel in Major Domestic Segments

Segment 2006-07 2011-12

Construction 4.9% 4.4%
Fabrication 5.5% 4.9%
Automobile 6.7% 6.0%
Transportation of Petroleum Products 21.6% 19.4%
Tube making 4.2% 3.8%
Household Appliances 7.9% 7.9%
(Source: CPR)
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SUPPLY OF STEEL IN THE INDIAN MARKET

Over the past ten years India‘s crude steel output rose nearly 7%per year to 55.3 million tons ,
while global crude steel output increased by 4% (Germany managed an increase of just under
1%p.a.) Although India is the world‘s eighth largest steel producer, its3%-plus share of global
steel output is still very low; it is roughly the same as Ukraine‘s share of world steel production.
China, the world‘s biggest steelmaker, produces nearly ten times as much as India. In 2005
India‘s crude steel output of 46.5 million tons was 8%higher than in 2004; only in China was the
growth rate considerably higher at 15%. By contrast, production volumes fell in the US and the
EU-25 by nearly 5% and roughly 4% respectively. In the first five months of 2006 Indian steel
production continued to expand unabated, rising 10% yay. We forecast a significant increase in
output by the Indian steel industry over the medium term. The entire industry‘s contribution to
gross domestic product should rise in the coming years to more than 30% – compared to just
fewer than 27% at present. The growth drivers are the expanding client industries automotive
engineering (production up 16% p.a. between 2000 and 2005), mechanical engineering (up 10%
p.a.) and construction (up 6% p.a.).

STEEL PRODUCTION IN INDIA

India is one of the few countries where the steel industry is poised for rapid growth. India‘s share
in world production of crude steel increased from 1.5% in 1981 to around 3.5 % in 2004. While
plant closures and privatization are rare in India, the private sector is considered to be the engine
of growth in the steel industry and technological changes and modernization are taking place in
both the public and the private sector integrated steel plants in India. Steel production of India
accounted for 14.33 million tons in 1990-91, which gradually increased to 36.12 million tons in
2003-04, as shown in Table III. The Indian steel industry got a giant importance in the recent
past when the Tata Steel purchased the Corus steel. Today India plays a significant role in the
production of steel in the world. The Indian steel industry is growing at 8.74 % of CAGR. Steel
demand continued to remain upbeat in 2008-2009 with consumption of finished steel growing by
a decent 6.8% during April-may 2008. During same period import surged by 10 %, to 0.7 million
tons, while export reported a 33% decline to 0.6 million tons. While imports and consumption of
finished steel reported a healthy rise, production of the steel continued to rise at a tepid pace.
During April 2008 finished steel output rose by a modest 3.8 %. Further in may it increased by
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5.2%. Aggregate production growth during April-may stood at 5.1 % In view of no major
capacities coming on-stream we estimate finished steel production to touch 60 million tons in
2008-2009. On the basis for last year of 52.7 million tons, the steel production growth for 2008-
2009 comes to around 14 %. However the joint plant committee has been revising its annual
figures upwards for the last 2-3 years. In the event of an upward revision in the figures of 2007-
2008, the actual growth in steel production in 2008-2009 would turn out to be less as compared
to our estimates.
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PRODUCTION OF STEEL IN INDIA

PRODUCTION OF FINISHED CARBON STEEL (In million tonnes)

Main Secondary Grand % of share of

Year
Producers Producers Total Secondary Producers

1991-92 7.96 6.37 14.33 14.5%

1992-93 8.41 6.79 15.20 44.7%

1993-94 8.77 6.43 15.20 42.3%

1994-95 9.57 8.25 17.82 46.3%

1995-96 10.59 10.81 21.40 50.6%

1996-97 10.54 12.18 22.72 53.6%

1997-98 10.44 12.93 23.37 55.32%

1998-99 9.86 13.24 23.82 57.32%

1999-2000 11.20 15.51 26.71 58.07%

2000-2001 12.51 17.19 29.7 57.88%

2001-2002 13.05 17.58 30.63 57.4 %

2002-03 14.39 19.28 33.67 57.27 %

2003-04 15.19 21.00 36.19 58.03 %

2004-05 15.61 24.44 40.05 61.02 %

2005-06 (Prov.) 16.236 26.400 42.636 61.92 %

2006-07 17.390 32.000 49.390 64.79 %

2007-08 (Apr-Jan 08) 14.675 31.900 46.575 68.49 %

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INDUSTRY STRUCTURE

The iron and steel industry in India is organized in three categories‘ viz. main producers, other
major producers and the secondary producers. The main producers and other major producers
have integrated steel making facility with plant capacities over 0.5 MT and utilize iron ore and
coal/gas for production of steel. In 2004-05, the main producers i.e. SAIL, TISCO and RINL had
a combined capacity of around 19.3 MT and capacity utilization was 104 percent. The other
major producers comprising of ESSAR, ISPAT and JVSL had a capacity of 6.4 MT with
capacity utilization of 97 percent. The secondary sector includes sponge iron producers,
mini blast furnaces, electric arc furnaces, rollers etc. This sector has a production capacity of
32.7 MT in 2004-05

SWOT Analysis of The Industry

The strengths, weaknesses, opportunities and threats for the Indian steel industry have been
tabulated below. The national steel policy lays down the broad roadmap to deal with all of them.

Strengths
1. Availability of iron ore and coal
2. Low labor wage rates
3. Abundance of quality manpower
4. Mature production base

Weaknesses
1. Unscientific mining
2. Low productivity
3. Coking coal import dependence
4. Low R&D investments
5. High cost of debt
6. Inadequate infrastructure

Opportunities
1. Unexplored rural market
2. Growing domestic demand
3. Exports
4. Consolidation

Threats
1. China becoming net exporter
2. Protectionism in the West
3. Dumping by competitors
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MAJOR PLAYERS OF STEEL IN INDIA

PUBLIC SECTOR
STEEL AUTHORITY OF INDIA LIMITED (SAIL)

Steel Authority of India Limited (SAIL) is a company registered under the Indian Companies
Act, 1956 and is an enterprise of the Government of India. It has five integrated steel plants at
Bhilai (Chhattisgarh), Rourkela (Orissa), Durgapur (West Bengal), Bokaro (Jharkhand) and
Burnpur (West Bengal). SAIL has three special and alloy steel plants viz. Alloy Steels Plant at
Durgapur (West Bengal), Salem Steel Plant at Salem (Tamilnadu) and Visvesvaraya Iron & Steel
Plant at Bhadravati (Karnataka). In addition, a Ferro Alloy producing plant Maharashtra
Elektrosmelt Ltd. at Chandrapur, is a subsidiary of SAIL. SAIL has Research & Development
Centre for Iron & Steel (RDCIS), Centre for Engineering & Technology (CET), SAIL Safety
Organisation (SSO) and Management Training Institute (MTI) all located at Ranchi; Central
Coal Supply Organisation (CCSO) at Dhanbad; Raw Materials Division (RMD), Environment
Management Division (EMD) and Growth Division (GD) at Kolkata. The Central Marketing
Organisation (CMO), with its head quarters at Kolkata, coordinates the country-wide marketing
and distribution network.

RASHTRIYA ISPAT NIGAM LTD. (RINL)

RINL, the corporate entity of Visakhapatnam Steel Plant (VSP) is the first shore based integrated
steel plant located at Visakhapatnam in Andhra Pradesh. The plant was commissioned in August
1992 with a capacity to produce 3 million tons per annum (mtpa) of liquid steel. The plant has
been built to match international standards in design and engineering with state-of- the- art
technology incorporating extensive energy saving and pollution control measures. Right from the
year of its integrated operation, VSP established its presence both in the domestic and
international markets with its superior quality of products. The company has been awarded all
the three International standards certificates, namely, ISO 9001:2000, ISO 14001: 1996 and
OHSAS 18001: 1999. RINL was accorded the prestigious ‗Mini Ratna‘ status by the Ministry of
Steel, Govt. of India in the year 2006 and the company is gearing up to complete the ambitious
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expansion works to increase the capacity to 6.3 mtpa by 2009. RINL has prepared a road map to
expand the plant‘s capacity up to 16 mtpa in phases.

MSTC LTD.
MSTC Ltd. (formerly Metal Scrap Trade Corporation Ltd.) was set up on the 9th September,
1964 as a canalizing agency for the export of scrap from the country. With the passage of time,
the company emerged as the canalizing agency for the import of scrap into the country. Import of
scrap was de-centralized by the Government in 1991-92 and MSTC has since then moved on to
marketing ferrous and miscellaneous scrap arising out of steel plants and other industries and
importing Coal, Coke, Petroleum products, semi finished steel products like HR Coils and export
primarily Iron ore. The Company has also established an e-auction portal and undertakes e-
auction of Coal, Diamonds and Steel Scrap and has developed an e- procurement portal in house

FERRO SCRAP NIGAM LTD. (FSNL)

FSNL is a wholly owned subsidiary of MSTC Ltd. with a paid up capital of Rs. 200 lakh. The
Company undertakes the recovery and processing of scrap from slag and refuse dumps in the
nine steel plants at Rourkela, Burnpur, Bhilai, Bokaro, Visakhapatnam, Durgapur, Dolvi, Duburi
& Raigarh. The scrap recovered is returned to the steel plants for recycling/ disposal and the
Company is paid processing charges on the quantity recovered at varying rates depending on the
category of scrap. Scrap is generated during Iron & Steel making and also in the Rolling Mills.
In addition, the Company is also providing Steel Mill Services such as Scarping of Slabs,
Handling of BOF Slag, etc.

HINDUSTAN STEELWORKS CONSTRUCTION LTD. (HSCL)

HSCL was incorporated in June 1964 with the primary objective of creating in the Public Sector
an organisation capable of undertaking complete construction of modern integrated Steel Plants.
HSCL had done the construction work of Bokaro Steel Plant, Vizag Steel Plant and Salem Steel
Plant from the inception till commissioning and was associated with the expansion and
modernization of Bhilai Steel Plant, Durgapur Steel Plant, IISCO (Burnpur) and also Bhadravati
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Steel Plant. With the tapering of construction activities in Steel Plants, the company intensified
its activities in other sectors like Power, Coal, Oil and Gas. Besides this, HSCL diversified in
Infrastructure Sectors like Roads/Highways, Bridges, Dams, Underground Communication and
Transport system and Industrial and Township Complexes involving high degree of planning,
co-ordination and modern sophisticated techniques. The company has developed its expertise in
the areas of Piling, Soil investigation, Massive foundation work, High rise structures, Structural
fabrication and Erection, Refractory, Technological structures and Pipelines, Equipment
erection, Instrumentation including testing and commissioning. The company has also
specialized in carrying out Capital repairs and Rebuilding work including hot repairs of Coke
Ovens and Blast Furnaces and other allied areas of Integrated Steel Plants.

MECON LTD.
MECON is one of the leading multi-disciplinary design, engineering, consultancy and
contracting organization in the field of iron & steel, chemicals, refineries & petrochemicals,
power, roads & highways, railways, water management, ports & harbors, gas & oil, pipelines,
non ferrous, mining, general engineering, environmental engineering and other related/
diversified areas with extensive overseas experience. MECON, an ISO: 9001- 2000 accredited
company, registered with World Bank (WB), Asian Development Bank (ADB), European Bank
for Reconstruction and Development (EBRD), African Development Bank (AFDB), and United
Nations Industrial Development Organisation (UNIDO), has wide exposure and infrastructure
for carrying out engineering, consultancy and project management services for mega projects
encompassing architecture & town planning, civil works, structural works, electric, air
conditioning & refrigeration, instrumentation, utilities, material handling & storage,
computerization etc. MECON has collaboration agreements with leading firms from the USA,
Germany, France, Italy, Russia, etc. in various fields. The authorized share capital of the
company is Rs. 10,400 lakh (previous year Rs. 4,100 lakh) against which the paid up capital is
Rs. 10,313.84 lakh (previous year Rs. 4,013.84 lakh). All the shares are held by the Government
of India.
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PRIVATE SECTOR
The private sector of the Steel Industry is currently playing an important and dominant role in
production and growth of steel industry in the country. Private sector steel players have
contributed nearly 67% of total steel production of 38.08 million tons to the country during the
period April-December, 2007. The private sector units consist of both major steel producers on
one hand and relatively smaller and medium units such as Sponge iron plants, Mini Blast
Furnace units, Electric Arc Furnaces, Induction Furnaces, Rerolling Mills, Cold-rolling Mills and
Coating units on the other. They not only play an important role in production of primary and
secondary steel, but also contribute substantial value addition in terms of quality, innovation and
cost effective.

TATA STEEL LTD.

Tata Steel has an integrated steel plant, with an annual crude steel making capacity of 5 million
tons located at Jamshedpur, Jharkhand. Tata Steel has completed the first six months of fiscal
2007-08 with impressive increase in its hot metal production. The hot metal production at 2.76
million tons is 4.6%more compared to the corresponding period of the previous year. The crude
steel production during the period was 2.43 million tons which is marginally lower than the
production of 2.45 million tons last year. The saleable steel production was at a lower level
during the period April September, 2007 (2.34 million tons) compared to the corresponding
period of last year (2.36 million tons). Tata Steel is continuing with its program of expansion of
steel making capacity by 1.8 million tons to reach a rated capacity of 6.8 million tons. The
Project is reported to be moving ahead of schedule and is likely to be commissioned by May
2008 against the original schedule of June 2008. The Company has planned to take the capacity
to 10 million tons by the fiscal year 2010. Tata Steel‘s Greenfield projects in Orissa and
Chhattisgarh are progressing on schedule with placement of equipment order for Kalinganagar
Project in Orissa and commencement of the land acquisition process. Jharkhand Project is
awaiting announcement of Relief & Rehabilitation policy of the State Government.

ESSAR STEEL LTD. (ESL)

Essar Steel Holdings Ltd. (ESHL) is a global producer of steel with a footprint covering India,
Canada, USA, the Middle East and Asia. It is a fully integrated flat carbon steel manufacturer—
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from iron ore to ready-to-market products. ESHL has a current global capacity of 8 million tons
per annum (MTPA). With its aggressive expansion plans in India and other parts of Asia and
North America, its capacity is likely to go up to 25 MTPA by 2012. Its products find wide
acceptance in highly discerning consumer sectors, such as automotive, white goods,
construction, engineering and shipbuilding. Essar Steel Ltd., the Indian Company of Essar Steel
Holdings Limited, is the largest steel producer in western India, with a current capacity of 4.6
MTPA at Hazira, Gujarat, and plans to increase this to 8.5 MTPA. The Indian operations also
include an 8 MTPA beneficiation plant at Bailadilla, Chhattisgarh which has world‘s largest
slurry pipeline of 267 km to transport beneficiated Iron Slurry to the pellet plant, and an 8 MTPA
pellet complex at Visakhapatnam. The Essar Steel Complex at Hazira in Gujarat, India, houses
the world‘s largest gas-based single location sponge iron plant, with a capacity of 4.6 MTPA.
The complex also houses the steel plant and the 1.4 MTPA cold rolling complexes. The steel
complex has a complete infrastructure setup, including a captive port, lime plant and oxygen
plant. Essar Steel produces highly customized value-added products catering to a variety of
product segments and is India‘s largest exporter of flat products, selling close to half of its
production to the highly demanding US and European markets, and to the growing markets of
South East Asia and the Middle East. The company‘s products conform to quality specifications
of international quality certification agencies, like ABS, API, TUV Rhine Land and Lloyd‘s
Register. Essar Steel is the first Indian steel company to receive an ISO 9001 and ISO 14001
certification for environment management practices. Essar Steel utilizes Hot Briquetted Iron-
Direct Reduced Iron (HBIDRI) technology supplied by Midrex Technology, USA along with
four 150 tons DC electric arc furnaces imported from Clecim, France. The Hazira unit of Essar
Steel is equipped with 5.5 million tons per annum (MTPA) hot briquetted iron plant, 4.6 MTPA
electric arc furnace, 4.6 MTPA continuous caster, 3.6 MTPA hot strip mill and 1.4 MTPA Cold
Rolling Mill. During the year 2007-08, Essar was awarded costs ISO/TS 16949 and OHSAS
18000 certification.

JSW STEEL LTD.

JSW Steel is a 3.8 MTPA integrated steel plant, having a process route consisting broadly of Iron
Ore Beneficiation – Palletisation – Sintering – Coke making – Iron making through Blast
Furnace as well as Corex process – Steel making through: BOF- Continuous Casting of slabs –
Hot Strip Rolling – Cold
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Rolling Mills. JSW Steel has a distinction of being certified for ISO-9001:2000 Quality
Management System, ISO-14001:2004 Environment Management System and OHSAS
18001:1999 Occupational Health and Safety Management System. The capacity as on 1.11.2007
stood at 3.8 MTPA and the capacity is likely to rise to 6.8 MTPA by 2008 and further to 9.6
MTPA by 2010

JINDAL STEEL & POWER LTD. (JSPL)

Jindal Steel & Power Limited is one of the fast growing major steel units in the country. The
Raigarh plant of JSPL has a present capacity of 1.37 million tonn per annum (MTPA) sponge
iron plant, 2.40 MTPA Steel Melting Shop (SMS), 1.0 MTPA plant Mill, 2.30 sinter plant, 0.8
MTPA coke oven and a 330 Mega Watt captive power plant. During the year 2006-07, the
company produced 1.19 million tons of sponge iron, 0.8 million tons of various steel products,
0.57 million tons of hot metal and 0.21 million tons of rolled products. The performance of JSPL
during April-October 2007-08 was 0.68 million tons of sponge iron, 0.72 million tons of steel
products (slabs/blooms/billets/rounds), 0.68 million tons of hot metal, 0.27 million tons of rolled
products and 0.11 million tons of plates

ISPAT INDUSTRIES LTD. (IIL)

IIL has set up one of the largest integrated steel plants in the private sector in India at Dolvi in
Raigad District, Maharashtra with a capacity to manufacture 3 million tons per annum of hot
rolled steel coils (HRC). The Dolvi complex also boasts of an ultra modern blast furnace (setup
by a group company Ispat Metallics India Ltd.) capable of producing 2.0 million tons per annum
of Hot Metal/ Pig Iron, a 2.0 million tons capacity Sinter Plant (newly commissioned) and a DRI
plant with a capacity of 1.6 million tons per annum. The complex boasts of an ultra modern
captive jetty which meets the plants‘ requirement with regard to import of various raw materials.
In the coming years, after augmenting necessary infrastructure facility, it has planned to export
the goods from the captive jetty. Further, the complex envisages adding a 110 MW captive
power plant (which will use the Blast Furnace gas) in near future.
The integrated steel plant is using the converter-cum-electric arc furnace route (CONARC
process) for producing steel. In this project, IIL have uniquely combined the usage of hot metal
and DRI (sponge iron) in the electric arc furnace for production of liquid steel for the first time in
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India. For casting and rolling of liquid steel, IIL has the state-of-the art technology called
compact strip production (CSP) process, which was installed for the first time in India and
produces high quality and specifically very thin gauges of Hot Rolled Coils.

COMPANY PRODUCTION OF STEEL MARKET SHARE (IN

(IN MILLION TONNES) PERCENTAGE TERMS)

SAIL 13.5 32%

TISCO 5.2 11%

RNIL 3.5 8%

ESSAR,ISPAT,JSWL 8.4 19%

OTHERS 14.5 30%

TOTAL 45.1 100%

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Chapter-2
SAIL: - An Overview

Formation of Hindustan Steel Limited

When the Government of India decided to enter into the field of Iron and Steel
production, it broadly envisaged not to run the firm as a departmental undertaking. Although
initially steel project administration was directly under a Ministry of the Central
Government, Hindustan Steel was formed as a Limited Company, with President of India
owning the shares on behalf of the people of India. Thus Hindustan Steel Limited was set up on
January 19, 1954.

Growth of Hindustan Steel Limited (1959-1973)

To start with, Hindustan Steel was designed to manage with only one plant that was coming up at
Rourkela. For Bhilai & Durgapur plants, the preliminary work was done by officials in Iron &
Steel Ministry. From April 1957, the supervision and control of the Bhilai & Durgapur Plants
were also transferred to Hindustan Steel. The registered office was originally in New Delhi,
moved to Calcutta in July 1956 and ultimately shifted to Ranchi in December 1959. Initially
Bokaro Project was also under HSL.
A new steel company Bokaro Steel Limited was incorporated in January 1964 to
construct and operate the steel plant at Bokaro. The 1 MT phases of Bhilai & Rourkela Steel
Plants were completed by end of December 1961. The 1 MT phase of Durgapur was completed
in January 1962 after commissioning of wheel and axle plant. As a result, the crude steel
production of HSL went up from 158 thousand tons (in 1959-60) to 1.6 MT (in 1961-62). 2.5
MT phase of Bhilai was completed on 2nd September, 1967 after commissioning of Wire Rod
Mill. The last unit of 1.8 MT phase of Rourkela was Tandem Mill commissioned on 17th
February, 1968 and 1.6 MT phase of Durgapur was completed on 6th August 1969 after
commissioning of furnace in SMS. Thus, with the completion of 2.5 MT stage in Bhilai, 1.8
MT in Rourkela and 1.6 MT phase of Durgapur, the total Crude Steel output from HSL was
raised to 3.7 MT in 1968-69 and 4 MT in 1972-73.
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Formation Of Steel Authority Of India Limited

The Committee of Public Undertaking of the Fifth Lok Sabha was the first Parliamentary
Committee to undertake a significant review of the question of setting up a Holding Company
for steel. It was first considered in the Department of Steel in 1971 with the following two
objectives:
 Rapid growth of the industrial sector, of the economy, of the state as a leading agent of
the growth process; and
 Ability of the Government to divert investment into areas which are strategic from the
point of view of future development.

In this context, it was recognized that the Public Sector had to be made more efficient in order
that it might be able to contribute far more than it had to the common pool of investible surplus
in the economy.
Further, such a holding company could perform a number of other important functions like
coordination and control of constituent units, planning long term programmes, introduction
of necessary technological changes, setting up of an R & D organisation and training of
managerial personnel for the Public Sector as a whole.
Based on the above considerations, the proposal to set up a holding company for Steel and
associated input industries was approved by the Government in January 1972.
Accordingly, the formation of Steel Authority of India Limited was approved by the Government
in December, 1972. The company was incorporated on January 24, 1973 with an authorised
capital of Rs.2, 000 crores. In 1978 SAIL was restructured as an operating company.

Present Status of SAIL

 Steel Authority of India Limited (SAIL) through its five integrated steel plants at Bhilai,
Bokaro, Burnpur, Durgapur and Rourkela accounts for major steel production capacity of
India.
 Three special steel plants at Bhadravati, Durgapur and Salem produce a wide range of
special steels, special alloy steels and stainless steel.
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 Today, SAIL is one of the largest corporate entities. Its innate strength lies in its
technologists and professionals and a trained manpower of over 1.34 Lakh including
subsidiary. It had a sales turnover of over Rs. 45,555 crores during 2007-08.
 It is a fully integrated iron and steel maker, producing both basic and special steels for
domestic construction, engineering, power, railway, automotive and defense industries
and for sale in export markets.

 Ranked amongst the top ten public sector

companies in India in terms of turnover.
 SAIL manufactures and sells a broad range
of steel products, including hot and cold
rolled sheets and coils, galvanized sheets,
electrical sheets, structural, railway
products, plates, bars and rods, stainless
steel and other alloy steels.
 The company has the distinction of being India‘s largest producer of iron ore and of
having the country‘s second largest mines network. This gives SAIL a competitive
edge in terms of captive availability of iron ore, limestone, and dolomite which are
inputs for steel making.

 SAIL's wide range of long and flat steel products is much in demand in the domestic as
well as the international market. This vital responsibility is carried out by SAIL's own
Central Marketing Organisation (CMO) and the International Trade Division. CMO
encompasses a wide network of 34 branch offices and 54 stockyards located in major
cities and towns throughout India.
 With technical and managerial expertise and know-how in steel making gained over
four decades, SAIL's Consultancy Division (SAILCON) at New Delhi offers services
and consultancy to clients world-wide.
 SAIL has a well-equipped Research and Development Centre for Iron and Steel
(RDCIS) at Ranchi which helps to produce quality steel and develop new technologies
for the steel industry. Besides, SAIL has its own in-house Centre for Engineering and
Technology (CET), Management Training Institute (MTI) and Safety Organisation at
Ranchi. Our captive mines are under the control of the Raw Materials Division in
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Kolkata. The Environment Management Division and Growth Division of SAIL

operate from their headquarters in Kolkata. Almost all our plants and major units are
ISO Certified.

Vision, Culture And Core Values

Vision
Vision depicts the aspirations of an organisation and gives substance to its existence. It
defines boundaries for action and sets strategic direction for the organisation.

To be a respected world class corporation and the leader in Indian steel

business in quality, productivity, profitability and customer satisfaction.

Vision / Mission

Strategies / Goals

Systems Structure

Culture

Core Values

CORE VALUES
Consistent with Company‘s vision, goals and strategies, SAIL adopted the following four
Core Values in 1995:

1. Customer Satisfaction: Customer comes first every time.

We do not compromise this value because we believe that this alone can enable us to
Achieve the vision of attaining market leadership.
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2. Concern for People: Talent of our people is our greatest asset.

We believe that developing competence and commitment of our people for enhancing
their contribution, is important for achieving customer satisfaction, and thereby the
Prosperity of the company and of the employees.

3. Consistent Profitability: Consistent profitability is essential for growth.

We believe that consistent and significant profitability must be essential outcome of all
Our activities. This is necessary for modernization, growth and market leadership

4. Commitment to excellence: SAIL does it better.

We are committed to harnessing the full potential of all our resources, through creativity,
Continuous improvements and teamwork. We believe that this is important for making
SAIL the best organisation so that our customers, employees and shareholders have a
Sense of pride.

Some examples of core values are given below:

(a) Customer Satisfaction

(i) Order booking should be communicated to Production Planning and
Control (PPC) on the same day by the marketing branches.
(ii) The PPC should start with quality and delivery commitment to customer.
(b) Concern for People
(i) Concern for safety and health of our employees and quality of their work- life
should always guide all our decisions and actions.
(ii) Every manager must communicate core-values both by words and actions
behavioral deviations reflecting non-adherence to Core Values must be
discouraged.
(c) Consistent Profitability
(i) Since only those actions which
(ii) We must use all resources optimally and avoid the tendency of asking and
giving more resources.
(d) Commitment to Excellence
(i) Rated capacity should be considered the minimum benchmark rather than the
maximum limit.
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Norms of Behavior
The behavior of everyone should reflect priority to the Core Value of customer
satisfaction in relation to all other Core Values. Since our vision is to achieve market
leadership through customer satisfaction, it is critical to establish and nourish all those
behavior, which we directly or indirectly contribute towards enhancing level of
satisfaction of our customers on a continuing basis

Major Units
Integrated Steel Plants
• Bhilai Steel Plant (BSP) in Chhattisgarh
• Durgapur Steel Plant (DSP) in West Bengal
• Rourkela Steel Plant (RSP) in Orissa
• Bokaro Steel Plant (BSL) in Jharkhand
• IISCO Steel Plant (ISP) in West Bengal

Special Steel Plants

• Alloy Steels Plants (ASP) in West Bengal
• Salem Steel Plant (SSP) in Tamil Nadu
• Visvesvaraya Iron and Steel Plant (VISL) in Karnataka

Subsidiary
• Maharashtra Elektrosmelt Limited (MEL) in Maharashtra
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Joint Ventures
SAIL has promoted joint ventures in different areas ranging from power plants to e-commerce.

  NTPC SAIL Power Company Pvt. Ltd

A 50:50 joint venture between Steel Authority of India Ltd. (SAIL) and National
Thermal Power Corporation Ltd. (NTPC Ltd.), it manages the captive power plants
at Rourkela, Durgapur and Bhilai with a combined capacity of 314 megawatts
(MW). It has taken up expansion of its installed capacity by implementation of 500
MW (2 x 250 MW Units) power plant at Bhilai. Likely commercial generation of 1st
Unit by Sept '08 and that of 2nd Unit by March '0 9.


 Bokaro Power Supply Company Pvt. Limited
This 50:50 joint venture between SAIL and the Damodar Valley Corporation formed
in January 2002 is managing the 302-MW power generation and 1880 tons per hour
steam generation facilities at Bokaro Steel Plant. BPSCL is currently expanding its
capacity by installing 2x250 MW coal based thermal unit at Bokaro.


 Mjunction Services Limited
A joint venture between SAIL and Tata Steel on 50:50 basis, this company promotes
e-commerce activities in steel and related areas. New added services includes E-
Assets sales, Events & Conferences, Coal Sales & Logistics, Publications etc.

  SAIL-Bansal Service Center Ltd.

SAIL has formed a joint venture with BMW industries Ltd. on 40:60 basis to
promote a service centre at Bokaro with the objective of adding value to steel.

  Bhilai JP Cement Ltd

SAIL has also incorporated a joint venture company with M/s Jaiprakash Associates
Ltd to set up a 2.2 MT cement plant at Bhilai. Likely to commence operations by
March'2010.
  Bokaro JP Cement Ltd
SAIL has also incorporated a joint venture company with M/s Jaiprakash Associates
Ltd to set up a 2.1 MT cement plant at Bokaro. Likely to commence operations by
October'2010.

  SAIL&MOIL Ferro Alloys (Pvt.) Limited

SAIL has incorporated a joint venture company with M/s Manganese Ore (India)
Ltd to set up Ferro-manganese and silicon-manganese plants at Nandini / Bhilai, of
1.0 lakh tonn capacity.
A JV agreement signed with Tata Steel for joint development of coal
blocks
27 | P a g e

CHAPTER-3
MEANING OF TRAINING & DEVELOPMENT
(It’s Meaning, Definition)

The Rung of a ladder was never meant to rest upon, but to hold your foot long
enough to put your foot longer.
TRAINING

A planned process to modify attitude, Knowledge or skill behavior through learning experience
to achieve effective performance in an activity or range of activities. Its purpose, in the work
situation is to develop the abilities of the individual and to satisfy the current and future
manpower needs of the organization.

What is Training in terms of organization?

Transferring information and knowledge to employers and equipping
employers to translate that information and knowledge into practice with a
view to enhancing organization effectiveness and productivity, and the
quality of the management of people.

DEVELOPMENT

Development is a systematic use of Knowledge or understanding gained form search, directed

towards the production of useful materials, devices, system or method including process.
Development is a long term educational process utilizing a systematic and organized procedure
by which managerial personnel learn conceptual and theoretical knowledge for general purpose .

Definition of Training

“Training is the process by which the attitudes, skills and abilities of employees to perform
specific jobs are increased.”

“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.”
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“Training is an act of increasing the knowledge and skill of an employee for doing a
particular job. Training is a short-term educational process. Training bridges the
difference between job requirements and employees present specification.”

Training and Development need = Standard performance – Actual Performance

Training and Development offer competitive advantage to a firm by removing performance

deficiencies; making their employees stay long; minimizing accidents, scrap and damage; and
meeting future employee needs. There is a greater stability, flexibility, and capacity for growth in
an organization Training contributes to employee stability in at least two ways. Employees
become efficient after undergoing training. Efficient employees contribute to the growth of the
organization which intern renders stability to the workforce. Needs assessment diagnoses present
problems and future to be met through training and development .

Needs Assessment occur at two levels – Group and Individual Level

An individual obviously needs training when his or her performance falls short of standards, that
is, when there is performance deficiency. Inadequacy in performance may be due to lack of skills
or knowledge or any other problem. The problem of performance deficiency caused by absence
of skills and knowledge can be remedied by training. Faulty selection, poor job design,
improving quality or some personal problem may also result in poor performance.

Assessment of training needs must also focus on anticipated skills of an employee coping up
with the technology change, increasing variety in challenging tasks in their career path.
Individuals may also require new skills because of possible job transfers. Assessment of training
needs occurs at the group level too. Any change in the organization‘s strategy necessitates
training of group of employees. The root of the TNA is the gap analysis. This is an assessment
of the gap between the knowledge, skills and attitudes that the people in the organization
currently possess and the knowledge, skills and attitudes that they require to meet the
organization‘s objectives.
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OBJECTIVES OF TRAINING

 Improve quality –

Trained worker are less likely to make operational mistakes therefore they are able to maintain
the quality of the product.

 Increase productivity-

Training can help employee to increase level of performance on their assignment. Increased
human performance directly leads to increased company profit.

 Improve health and safety-

Proper training can help to prevent industrial Accidents. Safer environment can lead to more
stable mental attitudes on part of the employees.

 Improve organizational climate-

Chain of positive reaction can result from a well planned training programmed.

 To help company fulfill its personnel needs-

when the need arise organizational vacancies can more easily be staffed from internal sources if
a company initiates mountain an adequate training programmed for both its non supervisory
level and managerial level.

 For personal growth-

Training programmed seems to give participants a wider awareness and an enlarged skill.

 Develop competencies of employees and improve their performance.

Reduce learning time for an employee starting in new jobs an appointment, transfer and
promotion. Better performance and increased innovation in strategies and product. It helps the
employees to increase their performance level.
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 Job satisfaction and increased employees moral

Training and development help employees to have high moral rate and the level of satisfaction
from their job is also high.

Help in assuming high responsibilities and adapt themselves to new job & technologies- it helps
employees to be more skilled in their work so as to handle greater responsibilities and adapt them
to new development technologies being changed.

IMPORTANCE OF TRAINING AND DEVELOPMENT

There are many benefits of Training and Development to the organization as well as employee.
We have categorized as under:-

1) Benefits for the organization

2) Benefits for the individual

3) Benefits for personnel and human relation, intra group and internal group
relation and policy implementation

1) Benefits for the organization

I. Improves communication between group and individuals.

II. Aid in orientation of new employee and those taking new job through transfer or
promotion.

III. Provides information on equal opportunities and affirmative action.

IV. Provides information on other government laws and administration policies.

V. Improve interpersonal skills.

VI. Makes organizational policies, rules and regulations viable.

VII. Builds cohesiveness in group.

VIII. Provides a good climate for learning, growth and co ordination.

IX. Makes the organization a better place to work and live.

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2) Benefits for the individual

I. Helps and individual in making better decision and effective problem solving.

II. Through training and development, motivational variables of recognition achievement,

growth, responsibility and advancement are internalized and operationalised.

III. Aid in encouraging and achieving self–development and self confidence.

IV. Helps a person handle stress, tension, frustration and conflict.

V. Provides information for improving leadership, knowledge, communication skills and

attitudes.

VI. Increases job satisfaction and recognition.

VII. Moves a person towards personal goals while improving interactive skills.

VIII. Satisfies personal needs of a trainee.

IX. Provides the trainee an avenue for growth in his or her future.

X. Develops a sense of learning.

XI. Helps eliminate fear in attempting new task.

XII. Helps a person improve his listening skill, speaking skills also with his writing skills.

3) Benefits for personnel and human relation, intra group and internal group
relation and policy implementation

I. Improves communication between group and individuals.

II. Aid in orientation of new employee and those taking new job through transfer or promotion.

III. Provides information on equal opportunities and affirmative action.

IV. Provides information on other government laws and administration policies.

V. Improve interpersonal skills.

VI. Makes organizational policies, rules and regulations viable.

VII. Builds cohesiveness in group.

VIII. Provides a good climate for learning, growth and co ordination.

IX. Makes the organization a better place to work and live.

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CONSEQUENCES OF ABSENCE OF TRAINING NEEDS ASSESSMENT

The significance of needs assessment can be better understood by looking at the consequences of
inadequate or absence of needs assessment. Failure to conduct needs assessment can contribute
to:

 Higher labor turnover

 Increased overtime working

 Poorer-quality applicants

 Higher recruitment cost, including advertising, time and incentives

 Greater pressure and stress on management and staff to provide cover

 Pressure on job-evaluation schemes, grading structures, payments systems, and career

structures

 Additional retention costs in the form of flexible working time, job-sharing, part-time
working, shift-working, etc

 Need for job redesign and revision of job specification

 A rise in workplace accidents

 Lower performance than competitors

 Benchmarking figures do not match or exceed competitors

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Start

THE TRAINING PROCESS

Individual
training needs

Staff OR No Management cadre

worker

Yes
P.A. will form basis of need
Staff/Workmen cadre identification

HOD responsible for identifying

training needs of its respective dept.

Training need identification form is

filled for each individual

Finalization of individual training needs in

consultation of personnel dept.

Training need identification

form are collected

Based on the training needs training plan

& calendar for the year is prepared
The training effectiveness
As per plan the trainers are
and feedback of the
Training plan is identified and internal and
training is obtained
implemented dept. wise external programs are
conducted

Review of the training plan

Yes
done every six months & Individual training
corrective action if any is End
needs satisfied?
taken

All training records and a

No
MIS is maintained

C/F for next year

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METHODS OF TRAINING AND DEVELOPMENT

The choice of method of training depend upon cost, time available, number of person to be
trained, depth of knowledge required, background of trainees etc.

The methods are categorized into two categories:-

ON THE JOB TRAINING METHODS:

 Job instruction training (JIT)

 Vestibule training (training center training)

 Training by experienced workmen

 Demonstration and examples

 Simulations

 Apprenticeship

OFF THE JOB TRAINING METHODS:

 Lecture

 Conferences

 Group discussion

 Case study

 Role playing

 Programmed instruction

 T-group training
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Vestibule Training

This method utilizes equipment which closely resembles the actual ones used in the job.

It is performed in a special area set aside for the purpose and not at the workplace. The emphasis
is placed on learning skills than on production. It is however difficult to duplicate pressures and
realities of actual situations. Even though the kind of tension or pressure may be the same but the
employee knows it is just a technique and not a real situation. Also the employees behave
differently in real situations than in simulations. Also additional investment is required for the
equipment.

Apprenticeships and Coaching

It is involved learning from more experienced employee/s. This method may be supplemented
with other off-the-job methods for effectiveness. It is applied in cases of most craft workers,
carpenters, plumbers and mechanics. This approach uses high levels of participation and
facilitates transferability. Coaching is similar to apprenticeships. But it is always handled by a
supervisor and not by the HR department. The person being trained is called understudy. It is
very similar to on the job training method. But in that case, more stress is laid on productivity,
whereas here, the focus is on learning.
In this method skilled workforce is maintained – since the participation, feedback and job
transference is very high. Immediate returns can be expected from training – almost as soon as
the training is over the desired outcomes can be seen in the trainee.

Simulation

It is any equipment or technique that duplicates as nearly as the possible the actual conditions
encountered at the job. It is an attempt to create a realistic for decision-making. This method is
most widely used in Aeronautical Industry.
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Job Instruction Training

It is used primarily to teach workers how to do their present jobs. Majority of the industrial
training is on the job training. It is conducted at the work site and in the context of the job. Often,
it is informal, as when experienced worker shows a trainee how to perform tasks. In this method,
the focus of trainer‘s focus is on making a good product and not on good training technique. It
has several steps; the trainee first receives an overview of the job, its purpose and the desired
outcomes. The trainer then demonstrates how the job is to be performed and to give t trainee a
model to copy, and since a model is given to the trainee, the transferability to the job is very
high. Then the employee is allowed to mimic the trainer‘s example. The trainee repeats these
jobs until the job is mastered.

Lectures

It is the verbal presentation of information by an instructor to a large audience. The lecturer is

presumed to possess knowledge about the subject. A virtue in this method is that it can be used
for large groups and hence the cost of training per employee is very low. However, this method
violates the principle of learning by practice. Also this type of communication is a one way
communication and there is no feedback from the audience because in case of very large groups
it is difficult to have interactive sessions. Long lectures can also cause Boredom.

Audio/ Visuals

This is an extension of the lecture method. This method includes slides, OHPs, Video Tapes and
Films. They can be used to provide a range of realistic examples of job conditions and situations
in the condensed period of time. It also improves the quality of presentation to a great extent.

Case study

It is a written description of an actual situation in the business, which provokes the reader to
think and make decisions/ suggestions. The trainees read the case, analyze it and develop
alternative solutions, select the best one and implement it. It is an ideal method to promote
decision making skills. They also provide transference to an extent. They allow participation
through discussion. This is the most effective method of developing problem solving skills.
The method /approach to analysis may not be given importance. Many a times only the
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result at the end of the case may be considered and not the line of thinking to approach it. This is
a major disadvantage since case studies must primarily be used to influence or mend the attitude
or thinking of an individual.

Role Playing and Behavior Modeling

This method mainly focuses on emotional (human relation) issues than other ones. The
Essences are on creating a real life situation and have trainees assumed parts of specific
personalities (mostly interchanged roles of boss and subordinate to create empathy for one
another). The consequence is better understanding of issues from the other‘s point of view.

Concept of Behavior Modeling:

 Fundamental psychological process by which new patterns of behavior can be

acquired and existing ones can be altered.
 ―Vicarious process‖ learning takes place not by own experience but by
observation or imagination of others‘ action.
 It is referred to as ―copying‖, ―observational learning‖ or ―imitation‖ implying
that is a behavior is learned or modified through observation of other‘s experiences.
 This change may be videotaped and showed to the trainee and he can review
and critique it.
 It also helps him see the negative consequences that result from not using the
behavior as recommended.

Sensitivity Training
It uses small number of trainees usually less than 12 in a group. They meet with a passive trainer
and get an insight into their own behavior and that of others. These meetings have no agenda and
take place away from the workplace. The discussions focus on why participants behave the way
they do and how others perceive them. The objective is to provide the participants with increased
awareness of their own behavior, the perception of others about them and increased
understanding of group process.
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Examples: Laboratory training, encounter groups.

Laboratory training is a form of group training primarily used to enhance interpersonal skills. It
can be used to develop desired behaviors for future job responsibilities. A trained professional
serves as a facilitator. However once the training is over employees get back to being the way
they are.
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REPORT OF THE RESEARCH

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TITLE:

To determine the ―Most Effective Method Of Training And Development In Corporates”.

TITLE JUSTIFICATION:

The above title is self explanatory. The study deals mainly with studying the latest trends in the
training and development prevailing in the corporate. It is to analyse the need of most effective
method that can be employed for the training, based on the present scenario while designing a
training module, so that the best can be given to get out the best.

OBJECTIVES OF THE PROJECT

Primary objective

 To find out most Effective Method of Training and Development in Corporate.

 To find out the latest trends in Training And Development Programs
 To compare the Quality and Effectiveness of different Training and Development
Methods

Secondary objective

 To find out, whether Training and Development Programs are effective in skill
enhancement or not.
 To find out the minimum length of time period while designing a training module.
 To find out the frequency for Training and Development Program in corporate.
 To find out the conditions/circumstances when a, Training is required.
 To find out, whether a In House Training is more beneficial or Out House Training.
 To find out, whether Seminars\Lectures are helpful in enhancing skills or not.
41 | P a g e

SCOPE OF THE STUDY

Training and Development is a continuous process with -in the organization. An organization

constantly spends a large amount of its capital resources on the development of its Human

Resources. A well trained and developed Human Resource of Organizational is the measure of

its potential to carry out the work most effectively and efficiently.

Therefore the best methods should be employed in the organization; hence there occurs a need to

identify the most effective method of Training And Development. The study then goes on to

evaluate and analyze the findings so as to present a clear picture of trends in the training and

development.

SIGNIFICANCE OF THE STUDY

SIGNIFICANCE TO THE INDUSTRY:

This is a limited study which takes into consideration the responses of ……. people. This data

can be explorated to take in the trends across the industry. The significance for the industry lies

in studying these trends that emerge from the study.

Capital Resources are the most crucial resources along with Human Resources so both should be

optimally utilized. The significance of this research lies in the fact that the optimum utilization of

the organization‘s Capital may be achieved by implementing the best practices of Training And

Development at a lower cost.

SIGNIFICANE FOR THE RESEARCHER:

To facilitate and provide all the useful information of the study, the company, and the industries

and also provide a in-depth knowledge about the required Training And Development Practices.
42 | P a g e

RESEARCH METHODOLOGY:

Research methodology is considered as the nerve of the project. Without a proper well-organized
research plan, it is impossible to complete the project and reach to any conclusion. The project
was based on the survey plan. The main objective of survey was to collect appropriate data,
which work as a base for drawing conclusion and getting result.

Therefore, research methodology is the way to systematically solve the research problem.
Research methodology not only talks of the methods but also logic behind the methods used in
the context of a research study and it explains why a particular method has been used in the
preference of the other methods

RESEARCH DESIGN

 NON-PROBABILITY

 EXPLORATORY & DESCRIPTIVE EXPERIMENTAL RESEARCH

The research is primarily both exploratory as well as descriptive in nature. The sources of

information are both primary & secondary.

A well-structured questionnaire was prepared and personal interviews were conducted to collect

the Trainee‘s s well as Trainer‘s perception and behavior, through this questionnaire.

SAMPLING METHODOLOGY

Sampling Technique:

Primary Data:- Initially, a rough draft was prepared keeping in mind the objective of the research.

A pilot study was done in order to know the accuracy of the Questionnaire. The final

Questionnaire was arrived only after certain important changes were done. Thus my sampling

came out to be judgmental and convenient.

43 | P a g e

Secondry Data:- The secondry data was collected mainly from the office journals, books, web

search and personal interaction with experts.

Sampling Unit:

The respondents who were asked to fill out questionnaires are the sampling units. These

comprise of employees of MNCs, Govt. Employees, and Self Employed etc.

Sample size:

The sample size was restricted to only 50, which comprised of mainly peoples working in

different Public & Private Corporate due to time constraints.

Sampling Area : The Regions of research are Delhi and Noida.

LIMITATIONS OF THE RESEARCH

1. The research is confined to a certain parts of Delhi & Noida and does not necessarily

shows a pattern applicable to all of Country.

2. Some respondents were reluctant to divulge personal information which can affect the

validity of all responses.

3. In a rapidly changing industry, analysis on one day or in one segment can change very

quickly. The environmental changes are vital to be considered in order to assimilate the

findings.
44 | P a g e

DATA INTERPRETAION AND ANALYSIS

45 | P a g e

 Describing, The fact that how many Employees usually undergo the
Training and Development programs.

Comments No of Respondents Percentage Share

Yes 43 86

No 7 14

Total 50 100

Employees underwent Training and Development

14%

Yes
No

86%

INTERPRETATION:-
 The above result clearly shows that about 86% of the total underwent the training and

development programs during their period of working.

 This shows that training and development programs are the most crucial element for

enhancing the skills and capabilities of the individuals.

46 | P a g e

 Describing, the fact that Training And Development Programs are

important for Individuals Performance Enhancement:

Comments No Of Respondents Percent Share

Strongly Agree 35 70
Agree 12 24
Disagree 1 2
Strongly Disagree 2 4
Total 50 100

Training And Development Programs are

important for Individuals Performance
Enhancement
2%
4%

Strongly Agree
24%
Agree
Disagree

70% Strongly Disagree

INTERPRETATION:-
 The above results shows that Training And Development Programs are important for

Individuals Performance Enhancement

 A total of 94% (Including 70% strongly agree and 24% agree) is a very big picture to

prove that each and every individual is favoring the fact training and development

programs enhances individual as well as organizational growth.

47 | P a g e

 Describing, the fact that how Frequently Training Programs should to

be organized:

Comments No Of Respondents Percent Share

Once a Month 13 26
2-3 Times a Year 26 52
Once in a Year 11 22
Total 50 100

How Frequently Training Programs Should To

Be Organized

22%
26%
Once a Month
2-3 Times a Year
Once in a Year

52%

INTERPRETATION:-
 The above results give a very clear idea that the frequency of training program will be

most effective if it will be conducted 2-3 times per year as a major portion of employee

favors this result on the basis of their personal experience.

 However a very small fraction of employee also state that it should be conducted

annually, it may be because it hinders the organizational other works

 One thing is very clear from the above result that the training and development program

should be conducted either annually or semi-annually to enhance the performance

48 | P a g e

 Describing, the fact that Training is more required in the case of only:

Comments No Of Respondents Percent Share

New Appointment 7 14
Promotion 6 12
During Job Rotation 4 8
In All Cases 33 66
Total 50 100

Cases When Training And Development

Programs are Required

14%

New Appointment
12%
Promotion
During Job Rotation
8%
66% In All Cases

INTERPRETATION:-
 The above result is to prove the fact that the Training and Development program should

be conducted during new appointment, promotion as well as during job rotation.

 Majority of workforce is in support that it is required in almost all the cases either new

appointment, promotion and even during job rotation.

 This shows that training and development should be conducted not only for new
appointment but also for the present workforce
49 | P a g e

 Describing, the fact that Experience is more Beneficial in Skill

Development rather than Training:

Comments No Of Respondents Percent Share

Strongly Agree 13 26
Agree 23 46
Disagree 11 22
Strongly Disagree 3 6
Total 50 100

Experience Is More Beneficial in Skill

Development Rather Than Training

6%
26% Strongly Agree
22%
Agree
Disagree
Strongly Disagree

46%

INTERPRETATION:-
 The above result is to prove the fact that the Training and Development programs though

are beneficial to enhance the individual performance but Experience is much more

helpful in understanding the work profile of the designation.

 Experience gives a more clear understanding to the real life situation and teaches a good

lesson to cope up with the future circumstances.

 This also suggests that while making critical decisions regarding promotion and job
rotation, experience should also be given weightage
50 | P a g e

 Describing, the usual method of Training and Development in

organization:

Comments No Of Respondents Percent Share

On The Job Training 20 31
Role Plays 3 5
Lectures And seminars 11 17
Training workshops 17 26
Developed Training Centre 14 21
Total 65 100

Usual Method of Training and Development

21%
31% On The Job Training
Role Plays
Lectures And seminars
Training workshops

26% 5% Developed Training Centre

17%

INTERPRETATION:-
 While trying to find out the most preferred method of Training and Development it was

found that no particular method can be applied for all post and in all organization. It

depends upon the designation and the type of organization

 Role Plays are the least preferred method while designing a training module.
51 | P a g e

 On the job Training is one of the most widely accepted methods as it gives a direct

exposure to real world business situations

 All the above given processes can be used depending upon the requirement and

availability of the resources.

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 Describing, the fact that On the Job Training (Along with work) is most
effective way for Training and Skill Development:

Comments No Of Respondents Percent Share

Strongly Agree 15 30
Agree 27 54
Disagree 4 8
Strongly Disagree 4 8
Total 50 100

On the Job Training is Most Effective Way For

Training and Skill Development

8%
8%
30% Strongly Agree
Agree
Disagree
Strongly Disagree

54%

INTERPRETATION:-
 Majority of the Employees are in favor of the fact that the most effective method of

training and skill development is the ―On the job training‖.

 Where a 54% of the total workforce is agree with the fact along with 30% who are

strongly agree with the fact.

 This means that about 84% of the total sample surveyed found it to be the best method of

training and development, on the basis of their personal experience

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 Describing, the fact that Vestibule Training is More Beneficial To

Employee and also Other Staff Does Not Get Affected:

Comments No Of Respondents Percent Share

Strongly Agree 4 8
Agree 24 48
Disagree 17 34
Strongly Disagree 5 10
Total 50 100

Vestibule Training is Beneficial and Effective or

Not Than Any Other Method

10% 8%

Strongly Agree
Agree
34% Disagree
48% Strongly Disagree

INTERPRETATION:-
 While thinking about the Vestibule training, we found that there is a very small variation

in the opinion of the sample surveyed. Where a 56% of the total sample found it to be

useful 44% of the sample is totally against it.

 Most of them consider it to be useless a virtual environment cannot give you a feel of real

life situations. The problems cannot be imagined theoretically.

 Many of them consider it to be useful as it does not hinders other working staff and also

give on hand experience

54 | P a g e

 Describing, the fact that Job rotation is one of the best practice for
Training, Knowledge and Skill Development:

Comments No Of Respondents Percent Share

Strongly Agree 15 30
Agree 17 34
Disagree 15 30
Strongly Disagree 3 6
Total 50 100

Job Rotation Is one of the Best Practice For

Training, Knowledge and Skill Development

6%
Strongly Agree
30%
30% Agree
Disagree
Strongly Disagree
34%

INTERPRETATION:-
 To find out that Job Rotation can be used a practice for Training, Knowledge and Skill

Development, it was found that 30% of the total sample surveyed is strongly agree with

the fact along with 34% who are agree with the fact.

 It shows that Job Rotation is beneficial in certain circumstances, when there is a lack of

financial resources to organize training, lack of sufficient time than we can use Job

Rotation.

 Job rotation is having a limitation that it cannot be applied to higher posts and also an

employee cannot be send to other department if a departmental training is required

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 Describing, the fact that Lectures/Seminars can be used as a tool for

Training and Development at Executive Level:

Comments No Of Respondents Percent Share

Cannot be used 3 6
Are Less Effective 16 32
Only for certain instances 22 44
Most Effective Method 9 18

Lectures/Seminars As a Tool For Training and

Development at Executive Level

6%
18%

Cannot be used
32% Are Less Effective
Only for certain instances
Most Effective Method
44%

INTERPRETATION
 To find out the applicability of the Lectures and Seminars as a tool for Training And

Development, it was found that majority of the sample surveyed is agree with the fact

that it can be applied for certain instances.

 32% of the sample surveyed finds it to be less effective in enhancing the skill of an

individual.

 Lectures and Seminars can be used only when theoretical knowledge is to be imparted to
boost up Moral Values and in Orientation programs only.
56 | P a g e

 Describing, the fact that For Enhancing Decision Making Skills,

Simulation Training Technique is most Effective Method:

Comments No Of Respondents Percent Share

Strongly Agree 11 22
Agree 28 56
Disagree 10 20
Strongly Disagree 1 2
Total 50 100

For Enhancing Decision Making

Skills, Simulation Training Technique is most
Effective Method
2%

20% 22%
Strongly Agree
Agree
Disagree
Strongly Disagree

56%

INTERPRETATION:-
 The above result reveals that for Enhancing Decision Making Skills at the Managerial

Level, Simulation Technique is one of the most useful tool.

 Simulation Technique uses, method of creating hypothetical situation which acts as a

Brain Teasing technique and helps in developing Decisive Power

 Simulation Technique can only be used for enhancing Decisive Skills but it cannot be

used for operational training.

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 Describing, the fact that Training designed by Organization itself will

be more helpful as compared to the training designed by third
party(Out House Training):

Comments No Of Respondents Percent Share

Strongly Agree 22 44
Agree 15 30
Disagree 9 18
Strongly Disagree 4 8
Total 50 100

In House Tarining(Designed By Organization ) is

More Effective Than Out House Training

8%
Strongly Agree
18%
44% Agree
Disagree
Strongly Disagree
30%

INTERPRETATION:-
 The above result clearly shows that the In House Training is more effective and efficient

in enhancing skills of the individual employee.

 A very big portion of the total employee (44%) under survey is strongly agreed with this

fact along with 30% who are agreeing. So it is very clear that, an organizational training

is far much better than Out House Training.

 An organization can easily understand its work and workforce, so it is preferred to have

In House Training.
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 Describing, the fact that Use of Audio/Visual Aids in Training And

Development Programs makes it more effective:

Comments No Of Respondents Percent Share

Strongly Agree 23 46
Agree 22 44
Disagree 4 8
Strongly Disagree 1 2
Total 50 100

Use of Audio/Visual Aids in Training And

Development Programs Makes It more
Effective
2%

8%
Strongly Agree
46% Agree
Disagree
44% Strongly Disagree

INTERPRETATION:-
 During finding the effectiveness of using Audio/Visual Aids in training and development

program, it was found that it makes the programs more successful.

 Using audio/Visual aids helps in understanding the concepts very easily, as accepted by

90% of the total sample surveyed.

 Audio/Visual aids should be used as much as possible while designing a training module.
59 | P a g e

 Describing, the fact that Training and Development should be a

continuous process or it is required during new recruitment only:

Comments No Of Percent Share

Respondents
Should be a continuous process 34 68
Time Consuming Activity 4 8
Necessary only during new 4 8
recruitments
Both b and c 8 16
Total 50 100

Training and Development Should Be A

Continuous Process or It Is Required During New
Recruitment Only

16% Should be a continuous process

Time Consuming Activity

8%

8% Necessary only during new

recruitments
68%
Both b and c

INTERPRETATION:-
 The above result very clearly proves the fact that Training is not only required during

new appointment or promotion or job rotation, but it should be a continuous process even

on the same post/work.

 Due to the changes and advancement it is mandatory to update an individual to work

perform better.
60 | P a g e

 Though there is also thinking, that it is Time Consuming process, so by keeping in mind

the time constrains a training module should be designed and it should be continuous and

periodic.
61 | P a g e

 Describing, the fact that The Length of Training and Development

Program Should Be:

Comments No Of Respondents Percent Share

Less than 1 week 6 12
About 1 Week 9 18
Approx. 15 Days 4 8
As Per Requirement 31 62
Total 50 100

Length of Training and Development Program

12%

Less than 1 week

18%
About 1 Week
Approx. 15 Days
62% As Per Requirement
8%

INTERPRETATION:-
 During finding out the approximate length of the training module, it was found that the

Length of Training module cannot be fixed for all training module. It depends upon the

requirement of the job.

 While deciding the length of training module it should be kept in mind that the length

should be in accordance to the availability of organizational resources.

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 Describing, the opinion Of Employee which method is best suitable

while Designing a Training Module:

Comments No Of Percent Share

Respondents
On The Job Training 24 45
Role Plays 3 6
Lectures And seminars 4 7
Training workshops 12 23
Developed Training Centre 10 19
Total 53 100

Opinion Of Employee, Which Method is Best

Suitable While Designing a Training Module

19%
On The Job Training
Role Plays
45%
Lectures And seminars
23% Training workshops
Developed Training Centre

7% 6%

INTERPRETATION:-
 While trying to find out the most preferred method of Training and Development by the

employee, it was found that the On Job Training is the best one. About 45% of the total

sample surveyed is agree with the fact that on job training gives a practical exposure and

is most helpful in understanding the work and organization.

 Training Workshops are also the most suitable ways of learning the job requirements.
63 | P a g e

 All the above given processes can be used depending upon the requirement and

availability of the resources.

 Role Plays and Lectures/Seminars are the least preferred method of training and

development. They can only be used during the Behavioral and Attitudinal development

of an individual.
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 Describing the fact that How Many Employee Have Ever Attended any
Seminar\Lecture for Personality Development:

Comments No of Respondents Percentage Share

Yes 32 64

No 18 36

Total 50 100

Employees Who Have Ever Attended any

Seminar\Lecture for Personality Development

36%
Yes
No
64%

INTERPRETATION:-
 The above result clearly shows that about 64% of the totals have attended Lectures/

Seminars during their period of working.

 This shows that for developmental programs Lectures/Seminars are getting used as per

the requirement and Job specification for enhancing the skills and capabilities of the

individuals.
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 Describing, the fact that Attending any Seminar\Lecture for Personality

Development Is Helpful In Improving Any of Related Skills or Not:

Comments No Of Respondents Percent Share

To some extent 15 47
Was Very Helpful 12 38
Not beneficial at all 2 6
Unpredictable 3 9
Total 32 100

Attending any Seminar\Lecture for

Personality Development Is Helpful In
Improving Any of Related Skills or Not

9%
6%
To some extent
47% Was Very Helpful
Not beneficial at all
38% Unpredictable

INTERPRETATION:-
 During finding the effectiveness of Lecture/seminars it was found that from the total 45%

of the employees, who have attended it, 475 consider it to be helpful to some extent.

 About 38% of the total, who have attended, consider it to be very helpful. They found it

to be very useful in enhancing their skills.

 This shows that Lectures/Seminars should also be organized time to time to boost up the

required skills.
66 | P a g e

FACTS AND FINDINGS

 Training and Development Programs are organized in almost every organization.

 Training And Development is the most important process in the organization to enhance

the Skills And Capabilities of the organizational workforce.

 Training and Development Programs are to be organized 2-3 Times a year.

 Training and Development Programs are required in all most all the cases such as New

appointments, Promotions, Job Rotation and Transfers etc.

 Experience is considered to be more important than Training and Development Programs

in enhancing the skills of an individual.

 The usual methods of Training and Development Programs are: - On The Job training,

Role Plays, Lectures/Seminars, Simulation Techniques, Vestibule training etc.

 On The Job Training is considered to be most effective method of Training and

Development.

 Vestibule Training is also consider to one goo method as it does not affect the whole

organizational work and gives an indirect exposure to real situation.

 Job Rotation can also be used as a tool of Training and Development.

 Lectures/Seminars can be used as a tool for Training and Development at Executive

level.

 Simulation Techniques can be used to enhance the decisive Powers

 In house Training is preferred over out House training.

67 | P a g e

CONCLUSION AND SUGGESTIONS

 The Length of Training and Development Programs should depend upon the requirement

of Job.

 The Training and Development Programs should be conducted 2-3 times a year.

 For enhancing the Decisive Power, Simulation Technique can be used.

 As far as possible the In House training should be organized.

 At Executive Level Lectures/Seminars should be preferred than any other method of

Training And Development.

 For personality Development Lectures should be organized with- in the organization, as

they are cost effective and are easy to understand.

 Audio/ Visual Aids are very helpful in making the Training And Development program

more effective, so they must be used as far as possible.

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ANNEXURES
69 | P a g e

Annexure 1:- BIBLIOGRAPHY

Gupta, C. B; Human Resource Management, Sultan Chand and Sons, New Delhi, 1998

www.humanresource.org

www.sail.co.in

www.amazon.com

www.scribd.com

www.worldsteel.org/?action=programs&id=64

www.indianindustry.com

http://steel.nic.in/

http://en.wikipedia.org/wiki/steel

www.newssteel.com
70 | P a g e

Annexure 2:- Questionnaire For Research

Name: Contact No:

Organization: Designation:

Years of Experience: E-Mail Id:

1. Have you ever underwent any training and development program, organized by
your organization
(a)Yes (b) No

2. Training And Development Programs are important for Individuals Performance

Enhancement:
a) Strongly Agree b) Agree
c) Disagree d) Strongly Disagree

3. In your opinion, how frequently training programs should to be organized

(a) Once a month (b) 2-3 times a year
(c) Once in a year

4. Training is more required in the case of only:

(a) New Appointment (b)Promotion
(b) During Job rotation (d) In all cases

5. Experience is more beneficial in skill development rather than training

(a)Strongly Agree (b) Agree
(c)Disagree (d) Strongly Disagree

6. What are the usual method of Training and Development in your organization
(a) On the Job Training
(b) Role plays
(c) Lectures and Seminars
(d) Training Workshops
(e) Have well developed Training Centre for In House Training

7. On the Job Training (Along with work) is most effective way for Training and Skill
Development:
(a)Strongly Agree (b) Agree
(c)Disagree (d) Strongly Disagree
71 | P a g e

8. If Training is provided by artificially designing the work environment in the

organization, then it will be more beneficial to trainee as well as other staff as they
will not get suffer(Vestibule Training):
(a)Strongly Agree (b) Agree
(c)Disagree (d) Strongly Disagree

9. Job rotation is one of the best practice for Training, Knowledge and Skill
Development:
(a)Strongly Agree (b) Agree
(c)Disagree (d) Strongly Disagree

10. Do you think Lectures/Seminars can be used as a tool for Training and Development
at Executive Level:
(a)Cannot be used (b) Are Less Effective
(c)Only for certain instances (d) Most effective method

11. For enhancing Decision Making Skills, Simulation Training Technique(Generating

Hypothetical Situation of the Business World), is a best method:
(a)Strongly Agree (b) Agree
(c)Disagree (d) Strongly Disagree

12. A Training designed by Organization itself will be more helpful as compared to the
training designed by third party(Out House Training):
(a)Strongly Agree (b) Agree
(c)Disagree (d) Strongly Disagree

13. Use of Audio/Visual Aids in Training And Development Programs makes it more
effective:
(a)Strongly Agree (b) Agree
(c)Disagree (d) Strongly Disagree

14. Training and Development should be a continuous process or it is required during

new recruitment only:
(a)Should be a continuous process (b) Time Consuming Activity
(c)Necessary only during new recruitments (d) both b and c

15. The length of Training and Development Program should be:

(a) Less than 1 week (b)About 1 Week
(b) Approx. 15 Days (d) As Per Requirement

16. In your opinion which method is best suitable while Designing a Training Module:
(a) On the Job Training
(b) Role plays
(c) Lectures and Seminars
(d) Training Workshops
(e) In House Training at Organization’s Training Centre
72 | P a g e

17. Have you ever attended any Seminar\Lecture for Personality Development:
(a) Yes (b) No
If Yes, then proceed to Q.18, otherwise leave that

18. Was that helpful in improving any of your related skills:

(a) To some extent (c)Not beneficial at all
(b) Was Very Helpful (d)Unpredictable

19. Any other method of Training and Development employed by your organization (Please
Specify)

………………………………………………………………………………………………………………………………………

……………………………………………………………………………………………………………………………………….

THANKS