A Summer Training Report on TRAINING ANDDEVELOPMENT In CHAMBAL FERTILIZER AND CHEMICALS LIMITED, KOTA

Submitted in the partial fulfillment

Masters of Business Administration In Human Resource Development

Session 2010-2012
Submitted by, Submitted to,

HIMANSHU MISHRA
MBA(HRD) 3
rd

Dr. RASHI KESH

TRAINING CO-ORDINATOR VBSPU, JAUNPUR (UP)

semester

VBSPU, JAUNPUR (UP)

Department of HRD VBS Purvanchal University Jaunpur

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DECLARATION
I, HIMANSHU MISHRA student of MBA (HRD) - II Semester in V.B.S. PURVANCHAL UNIVERSITY,JAUNPUR, hereby declare that, this project Report under the title Training and Development Process in CFCL is the record of my original work under the guidance of A K SAXENA (HR Manager) at CFCL. This report has never been submitted anywhere else for award of any Degree or Diploma.

Place: GADEPAN Date:

HIMANSHU MISHRA

To Whom It May Concern This is to certify that Mr. /Ms HIMANSHU MISHRA, student of MBA(HRD), 3rd semester has done his Summer Training Project Report under my supervision on the topic 'TRAINING AND DEVELOPMENT IN CHAMBAL FERTILIZER AND CHEMICALS, KOTA (RAJASTHAN) '. To the best of my knowledge his Project Report is original piece of work. I wish him good luck for his future endeavors.

DR. AVINASH SIR HEAD OF THE DEPARTMENT

ACKNOWLEDGEMENT

My training experience at CHAMBAL FERTILIZERS AND CHEMICAL LIMITED, GADEPAN, KOTA (RAJASTHAN), has been truly a fulfilling and rewarding one. Many people have contributed towards making this project a success. The text below is our humble and heart felt expression of gratitude to all those who have contributed to this project by their valuable suggestions, inspiration, support and co-operation. I express my deep sense of gratitude to our HOD, DR. AVINASH PATHARDIKAR,DR. SANGEETA SAHU, DR. AJAY WAGH and DR. RASHIKESH sir .for giving me an opportunity to work in corporate environment. I also express my sincere gratitude to my Corporate Guides Mr. A.K.Saxena (Manager-HR) and Mr. Kaushik Kumar (Assistant Manager-HR) for giving me such an opportunity to flourish. They proved to be a pillar of support and inspiration, and provided me with all the possible resources required during the course of training. Without their support and timely guidance, the completion of my project would have seemed farfetched. Lastly I thank all the Managers, the employees of the different sections, where the study was conducted who co-operated with me and provided me with all necessary informations. I owe more than what I can express

HIMANSHU MISHRA

TABLE OF CONTENT

TABLE OF CONTENTS
1. TOPIC. 2. INTRODUCTORY PAGES A) CERTIFICATE B) ACKNOWLEDGEMENT. C) DECLARATION. 3. EXECUTIVE SUMMARY. 4. INTRODUCTION. 5. OBJECTIVES.. 6. AN OVERVIEW OF FERTILIZER INDUSTRIES.. 7. COMPANY PROFILE.. 8. THE FOUNDER. 9. BOARD OF DIRECTORS AND SENIOR MANAGEMENT.. 10. ATTRACTIVE FEATURES OF COMPANY. 11. AN INTRODUCTION OF HR DEPARTMENT A) REGESTERED OFFICE AND FACTORY. B) HUMAN RESOURCE FUNCTIONS C) HR POLICIES.

12. ABOUT THE TOPIC. A) TRAINING AND DEVELOPMENT. B) CLASSIFICATION AND TYPES OF TRAINING. C) OBJECTIVES & IMPORTANCE OF TRAINING & DEVELOPMENT PROGRAM 13. TRAINING AT CFCL. A) CAREER GROWTH IN CFCL.. B) ROLE OF T & D DEPARTMENT AT CFCL.. C) PROCESS OF T & D PROGRAM IN CFCL. 14. TECHNICAL TRAINING IN CFCL. A) TRAINING IN TECHNICAL DEPARTMENT. B) TRAINING MODULES & PROGRAMS FOR TRAINEES 15. FINDINGS & LIMITATIONS. 16. SUGGESTIONS. 17. BIBLIOGRAPHY..

EXECUTIVE SUMMARY

EXECUTIVE SUMMARY
Chambal Fertilizer and chemical Limited is the Indias largest producer of Urea in the private sector. It is the flagship company of the 5000 crore professionally managed ZUARI CHAMBAL combine. It has diversified interest in the area of fertilizer, phosphoric acid, Agric Input & seeds, Agric Biotechnology and shipping. Being a student M.B.A (HR) it was great pleasure for me there I was assigned the most relevant title, as regarded summer training i.e. Training and Development process at CFCL Before Understanding the work of Training and Development and, firstly I have to understand that what is the HR department, the Role of the HR department and why it is so important for any organization. So At first the work is given to me is a little introduction of each part of the HR department like Recruitment, Performance appraisal Training & Development and various Acts in factory. Before understanding training and development process at CFCL, I should know about PMS (Performance management system), it is a system to evaluate the performance of the employee. So to analysis the PMS I have to understand each and every part of PMS like KRAs different managerial and technical attributes, performance scale and how to maintain each performance of different employees for different year. Further I make a soft copy training and development program that is held in 2010 to April 2011 9

External and Internal both, by this I learn how maintain record of different training program, how training and development program are organized and which program is the beneficial external or Internal. After it the segregation of different training program is given. This exercise gives me an insight in the general functioning & practical problem handled by difference department.

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INTRODUCTION

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INTRODUCTION

India is the third producer and consumer of fertilizer placed USA and China. India being Agro based economy is fifth largest in the world due to its fertilizer Industries. These Fertilizer Industries play a vital role bringing prosperity to the country. The Indian fertilizer industry with a capacity of 121 lakh MT of nitrogen and 56 lakh MT of phosphate nutrient is one of the largest in the world and has over the years, played a significant role in the development of agriculture in the country. Fertilizer consumption in India is among the highest in the world, though we rank low in comparison to most of developing and some of developed countries in terms of intensity of consumption.

Fertilizer consumption in India has been stagnant in the last few years. But, with increased focus of the government towards agricultural growth, consumption levels are expected to pick up. Successful implementation of government programs like the BHARAT NIRMAN program etc. which aims at an additional 10 million hectares under irrigation could help increase fertilizer consumption in the long run.

This is small introduction about fertilizer Industry. The project is given to me is Training and Development Process in CFCL. Training and Development is the part of Human resource which is the strongest part of any organization. As new technology and new program comes in Industry day by day so it is very important to introduce this knowledge to the employees, so the organization can meet their requirement. Training is needed when there is the difference between performance of the employee and the requirement of the organization.

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Training is the basically a planned process that modifies the attitude, knowledge or skill through learning experience to achieve effective performance in an activity or range of activities.

Before giving the training program very important part to identify the training needs.PMS (Performance management system) is the one of the important method for indentifying the training needs, it is basically a system that how performance is evaluate.

After the performance evaluation training and Development program is organized according to needs of the employees. There are two type of the training program one is external program and the another one is In house training program This the small introduction about my project the brief study about training and development is in my further report...

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OBJECTIVES

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OBJECTIVES
The main objectives for doing this project are as follows: 1) To acquire practical and theoretical knowledge about how the different department doing work together, why the HR department is important and how an organization is going on. 2) To acquire practical and theoretical knowledge about Training and development and Performance management system in an organization. 3) To get knowledge why the training and development is so important for an organization, how Annual training Calendar are designed and training program are organized. 4) To know that what is role of performance management system (PMS) in Training need analysis. 5) A brief knowledge about training and development department. 6) To know advantage or disadvantage of external and Internal Program. 7) Last but not the least the overall view of HR department. In last I want to include that it is really very great experience in CFCL for me that I done my work well under my guide and he gave me a lot of knowledge about Training and development, Performance Appraisal and Recruitment also.

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AN OVERVIEW OF FERTILIZER INDUSTRIES

AN OVERVIEW OF FERTILIZER INDUSTRY

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Agriculture the backbone of Indian Economy still holds its relative importance for more than a billion peoples. The Government of India from time to time has taken considerable steps for the upliftment of Agriculture Sector. India is third largest producer and consumer of fertilizer, placed after USA and China. India being an agro-based economy is the fifth largest due to its fertilizer Industries. These industries plat vital role in bringing prosperity to the country. Agriculture Industry is the only one, in India, that has acknowledged conformity to global standards of performance.

Indian fertilizer Industries has approximately 150 industries in its list. The first fertilizer plant was commissioned in 1976 by EID-Parry. Industry got its impetuous and boon after 1967 with the advent of Green revolution.

The Indian fertilizer industry with a capacity of 121 LAKH MT of nitrogen and 56 LAKH MT of phosphate nutrient is one of the largest in the world and has over the years, played a significant role in the development of agriculture in the country. Fertilizer consumption in India is among the highest in the world, though we rank low in comparison to most of developing and some of developed countries in terms of intensity of consumption.

Fertilizer consumption in India has been stagnant in the last few years. But, with increased focus of the government towards agricultural growth, consumption levels are expected to pick up. Successful implementation of government programs like the BHARAT-NIRMAN program etc. which aims at an additional 10 million hectares under irrigation could help increase fertilizer consumption. 17

The main issues confronting the fertilizer industry at present are with regard to feedstock and the uncertain policy environment.

The industry is dependent to a large extent on gas for Urea production and Phosphoric acid for production of DAP and other phosphate fertilizers. With limited reserves of gas in the country and the power sector also vying for an increased share, the fertilizer industry is faced with acute shortages. Fertilizer units and gas companies have not been able to reach an agreement over the pricing of gas and very few long term gas supply agreements have been signed. With the government policy favoring conversion to gas based units, the demand for gas is only expected to go up. We had in our initial report on the sector, mentioned three strategies for growth of the domestic fertilizer sector, one of them being setting up of JVs abroad to tie up for feedstock. The recent initiative by some players in the industry to set up Joint ventures in gas surplus countries with buy back arrangements is thus a step in the right direction and reaffirms our stated view on strategies for growth in the sector. Similarly, on the phosphate fertilizers front, the country has limited reserves of phosphoric acid and companies have set up joint ventures abroad to tie up for their phosphoric acid requirements.

On the policy front, the fertilizer industry had for long been protected under the Retention pricing scheme.

However with recent focus on containing subsidies and also encouraging efficiency in the sector, the government has envisaged total decontrol of the sector. The government introduced the new pricing scheme in 2003 as a first step towards total decontrol but the uncertainty and delay over the exact policy parameters have not augured well for the industry.

The uncertain policy environment has also not encouraged any major domestic capacity additions. Most of the capacity additions planned is in the nature of expansion or revamp of existing units. Absence of major capacity additions and issues relating to feedstock could widen the demandsupply mismatches. 18

The financial year 2006-07 began with practically no clarity on the policy parameters for both Nitrogenous and phosphate fertilizers. The policy parameters for third stage of the New pricing scheme for Urea which was to be implemented from the beginning of the current financial year are yet to be announced and the implementation of the PROF. ABHIJITH SEN committee report on Phosphate fertilizers is also pending.

While rising fertilizers subsidies is a matter of concern, delay in decisions on the mechanism to tackle the same can worsen the situation as domestic capacity utilization might drop and force the country to resort to imports. Excessive dependence on imports is not a desirable proposition from both the economic and strategic point of view and hence there is an urgent need of clarity on the policy parameters for the sector. We feel that a comprehensive long term policy addressing the concerns of both the farming community and the domestic industry has become the need of the hour. A long term policy would help create an environment of stability in the industry and in turn help in the overall development of agriculture. Since urea is most widely used, government decides its availability at an affordable price to the farmers. Its covered under ECA and FCO. India produces a lot of fertilizers, out of which Urea and DAP holds the major chunk. Almost hundred percent of MOP is imported by India. The chemical fertilize are produced in all the three sectors.

MAJOR PLAYERS OF FERTILIZER COMPANIES

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CHAMBAL FERTILIZER AND CHEMICAL INDUSTRY

NATIONAL FERTILIZERS LIMITED (NFL) PARADEEP PHOSPHATES LIMITED (PPL) FERTILISERS & CHEMICALS TRAVANCORE LTD. (FACT) SHRIRAM FERTILIZER & CHEMICAL LTD. HINDUSTAN FERTILIZER CORPORATION LTD. (HFC) GUJARAT FERTILIZERS OSWAL CHEMICAL LIMITED KRISHAK BHARTI COOPERATIVES LTD. TATA CHEMICAL LIMITED NAGARJUN FERTILIZER

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COMPANY PROFILE

COMPANY PROFILE

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Chambal Fertilizers and Chemicals Limited (CFCL)

Location Corporate office: International trade Tower, 3rd Floor. Block F Nehru Place New Delhi -110019 GADEPAN, District Kota, Rajasthan-325208 UTTAR PRADESH PUNJAB HARYANA RAJASTHAN GUJARAT MADHYA PRADESH CHATTISGARH 1. 1. 1. 1. 1. 1. 1. Agra Chandigarh Hissar Jaipur Ahmedabad Bhopal Raipur 2. Lucknow 2. Karnal 2. Udaipur

Registered office: Regional Offices:

Agriculture Development Laboratories:

Agra & Sri Ganganagar

ZUARI - CHAMBAL ...A PROFILE

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ZUARI CHAMBAL, part of the K.K. Birla Group, is a professionally managed, diversified Conglomerate with a turnover of Rs. 5,000 CRORES and an asset base of Rs. 4,500 CRORES. It has investments in fertilizers, cement, hybrid seeds, biotechnology, ready-to-assemble furniture, chemicals, software, investment home finance and engineering services. People ZUARI-CHAMBAL relies on the strength it derives form its human resource. Its pool of professionals have years of experience in their respective fields. The thread that binds ZUARICHAMBAL in harmony is its unique culture. A culture steeped in the tradition of integrity and ethical business practices. International Collaborations ZUARI-CHAMBAL has several reputed International Groups as Joint Venture partners. These include 1) US Steel Corporation, USA, 2) Office Cherifien des Phosphates (OCP), Morocco Largest producers of phosphoric acid in the world. Marketing Chambal Fertilizers caters to the Northern, Central and Western regions of India and supplies its produce to ten states. The Company markets Urea under the brand name "Uttam Veer". With ten regional offices, Chambal has a 1,100 strong dealer network and 15,000 village level outlets to assist distribution. Besides Urea, fertilizers such as DAP, MOP, SSP and other agric-inputs as Zinc Sulphate, bio-fertilizers, pesticides and seeds are made available to the farmers under the 'single window' concept. These products are sourced from reputed suppliers and sold under the 'Uttam' umbrella brand. Extensive promotion activities are undertaken to promote the 'Uttam' brand by a team of dedicated field officers. The Agriculture Development Laboratories at SRIGANGANAGAR and Agra use sophisticated soil and water testing tools. Community Initiative ZUARI-CHAMBAL believes in contributing positively to the social and economic development of the communities in which it operates. The initiatives are community based, diverse and multi23

faceted in nature. They stem from an in-depth assessment of the needs and priorities of the communities. Contribution on the social front includes adoption of villages adjoining the plant site, health care, and elementary education, water-harvesting and rural development.

Environmental Protection and Safety Chambal is deeply committed to environmental protection, pollution control and maintenance of ecological balance. Over 0.2 million trees and shrubs, a hundred species of birds, non predatory animals, and exotic fish are all found at Chambal's GADEPAN complex covering an area of 1,060 acres. In fact, Chambal has been accredited with the prestigious ISO 14001 Certification for its environmental policies and management by M/s DNV (Netherlands). In recognition of its environmental practices, Chambal has received awards from the Fertilizer Association of India and World Environment Forum. Working with environmentalists of the region (Hadoti Naturalists Society), Chambal has set up a corpus of funds to protect the habitat of endangered species native to the area such as the Great Indian Bustard, the Chinkara, the Black Buck, the Indian Fox and others.

Social Contribution Chambal's commitment to fulfill social responsibilities has been there even before the production commenced. It has ongoing schemes for water harvesting, healthcare, rural infrastructure, education and women empowerment. Chambal has built a check dam across River Kalisindh, close to the Chambal plant, that store six million cubic meters of water. Under the 'Rural Healthcare Program', Chambal provides basic healthcare facilities in the villages neighboring the facility. A mobile Medical Unit with a doctor and a trained nurse visits the villages daily providing free checkups and medication. Chambal has helped to provide infrastructure required for drinking water to neighboring villages. Chambal has also provided education aids for rural schools. It constantly tries to improve the quality of life and to provide opportunities for self employment in rural areas.

THREE DECADES OF GROWTH...

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1967ZUARI Agro Chemicals Limited is incorporated in financial and technical collaboration with US Steel Corporation, USA to manufacture urea, compound nitrogenous fertilizers and phosphates in Goa. In 1973, ZUARI Agro Chemicals Limited, Goa's first mega industrial undertaking commences commercial production. In 1998 ZUARI Agro Chemicals Limited is renamed ZUARI Industries Limited.

1985ZUARI promotes Chambal Fertilizers and Chemicals Limited. The urea and ammonia facility set up at GADEPAN, near Kota (Rajasthan) starts commercial production in 1994. Chambal Fertilizers and Chemicals Limited double its capacity in 2000 and today, is the country's largest urea producer in the private sector.

1994ZUARI promotes ZUARI Investments Limited to take advantage of the growing capital market short-term investment opportunities. Chambal Fertilizers and Chemicals Limited is now an equal partner in its equity. The company is registered with the Securities and Exchange Board of India as a Category I Merchant Banker and dealer of OTC Exchange of India and is also a participant of NSDL

1995ZUARI takes over Texmaco Cement and ZUARI Cement is conceived as a division. In the year 2000, ZUARI enters into a joint venture with the Italcementi Group-the second largest Cement producer in Europe and ZUARI Cement Limited is hived off as a separate company. 25

1995 ZUARI promotes ZUARI Seeds Limited to deliver quality crop seeds to the Indian farmer. The company has a wide range of superior crop hybrids sourced from its own R&D, through acquisitions and by synergistic linkages with other players

1997ZUARI sets up Indian Furniture Products in collaboration with Group Serbia of France to manufacture Ready to Assemble (RTA) furniture of contemporary European designs. Gautier India Limited being the company's marketing arm.

1997Chambal enters into a joint venture with Office Certify Des Phosphates (OCP), a Moroccan Government Company and Indo Maroc Phosphor SA (IMACID) is set up in Morocco with an investment of approximately US $204 million. The world-class 3, 30,000 tons per annum capacity of merchant grade phosphoric acid unit goes into stream in 1999.

1998Chambal promotes India Software Group (ISG) a software division and the Group makes inroads into the software business. ISG's technology partners include IBM, Oracle, Microsoft, SAS and Lotus Notes.

1998ZUARI incorporates Simon India Limited as a joint venture with Simon Carves of UK, to independently execute engineering projects on a Large Scale Turn Key basis with full responsibility up to commissioning.

1999Chambal acquires ITC Classic Home Finance Limited and renames it Birla Home Finance Limited. In 2000, Birla Home Finance Limited takes on BHW Holding AG of Germany, as 50:50 joint venture partners. 26

1999Chambal incorporates Chambal Agritech Limited as a joint venture with Technico Pty Ltd., Australia, to produce high-quality potato seed Technituber in India. The facility at Himachal Pradesh is one of the largest Technituber producers in the world.

2000ZUARI forms ZUARI Indian Oil tanking Limited in collaboration with Indian Oil tanking with an objective to establish storage and port handling facilities for petroleum products at Goa.

2001ZUARI acquires controlling interest in Green Tech Seeds International Private Limited to increase the range of crop and vegetable seeds under the 'Jai Kisan' brand.

2001Chambal acquires majority stake in Nova soft Information Technology Corporation of New Jersey to integrate and broaden its IT service business.

2002ZUARI Joint Venture, ZUARI Maroc Phosphates Pvt. Ltd., buys out a majority (74%) stake in Para deep Phosphates Limited with the aim to eventually convert the ZUARI - Chambal PPL combine, the largest player in phosphate fertilizers in the country

2003Chambal Fertilizers and Chemicals Limited acquires 51% stake in Technico Pty. of Australia through a special purpose vehicle incorporated in Singapore. Chambal Fertilizers and Chemicals Limited hikes stake in New Jersey based Nova soft Information Technology Corporation to 90%.

ABOUT CFCL

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Chambal fertilizers and chemical limited (CFCL), a part of the K.K. Birla group of companies, has come a long way and traversed a fruitful ten year journey, which has taken the company through the continents of Australia, Africa and North America.

In fact the story started in 1985 when Zuari Industries Limited Promoted Chambal. Located at GADEPAN 35 KM from Kota (Rajasthan) on the Kota Baran National Highway No. 76 Kota is the hub of Industrial activity in the state. GADEPAN was no tourist paradise the site was chosen. It was barren rocky waste with temperature hovering over 40 Degree centigrade with hot winds rocky blowing clouds dust, there were few shrubs and still fewer trees and little water.

Today, GADEPAN has seen a tremendous transformation. from a background area in to industrial township; from a waste land in to expanse of Green; from a land of few opportunities to prospects galore; of dirt roads making way for a network of paved roads, bullock carts to tractors and bicycles to motorcycles. Chambals strategy of growth over the past ten years has been to consolidate its position as a fertilizer major and look for opportunities in its area of core competence, which in the field of agric input/ output. Chambal have tied to pick some of the best in the field of their partners and nurtured the strategic alliance to move towards a global presence. In this journey of a decade, CHAMBAL have become the largest private sector urea manufacturer in India.

CHAMBALS GROWTH IN FERTILISERS

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Chambal today operates two hi-tech fertilizer plats GADEPAN -I and GADEPAN-II. The plants have a title installed capacity of 1.7, million tons of urea per annum. GADEPAN I and GADEPAN II represent a total investment of approximately Rs/ 2,500crore. GADEPAN-I was commissioned in December 1993 and commercial production commenced in January 1994 with technical collaboration of SAMPROIGETTI of ITALY. It is designed to produce 1,350 tons of Ammonia and 2,500tonnes of urea per day. GADEPAN-II was commissioned in October 1999 with technical collaboration of TOYOTA, JAPAN. It is a single stream ammonia plant that has the capacity to produce 1,355 tons of Ammonia per day. The urea plant is designed to have twin stream, each with the capacity to produce 1,175 tons of urea per day. The result of all this that today, Chambal is the countrys largest private sector urea manufacturer. With 10 regional offices Chambal has a 1000 strong dealer network and 15,000 village level outlets to assist distribution. It reaches out to farmers in ten states of North, West and Central India through its popular UTTAM VEER brand of Urea.

PRODUCTS OF THE COMPANY

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The company is in the business of producing high quality urea. Its product has earned n inevitable reputation within a short span of time its brand name Uttam Veer is fast gaining among farmer community throughout the country. The product mix of CFCL is having four products line as bellow-

FERTILIZERS

PLANT PROTECTION CHEMICAL

BIOFERTILIZERS

SEEDS

Uttam Veer Urea Uttam DAP Single Super Phosphate

Insecticides: Monoveer Endoveer Cyperveer Aceveer Quinaveer Uttam Neem

Uttam phos

Uttam soyabin Uttam sunflower Uttam sorghum Uttam maize Uttam sudan Grass

Weedicides Butaveer Isoveer SEEDS - Wheat, Paddy, Mustared, Soyabeen, Cotton

GLOBEL ALLIANCE
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IMACID, MOROCCO Chambal Fertilizers located at the port of jorf lasfar in the kingdom of Morocco, IMACID has a sulphuric acid plant that produces 3,300 tons of sulphuric acid per day. IMACID started commercial production in November 1999 and since then there has been no looking back.

ISG NOVASOFT, INDIA AND USA The second initiative of Chambal was sin the field of information technology. It set up India software group to serve the requirements of Chambal as also to provide solution for other clients. As part of its long term strategy, Chambal acquired Nova soft based in New Jersey, a company that has a presence in key global markets including USA, UK, Europe and Asia Pacific.

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PARTNERSHIP WITH COMMUNITY

While Chambal has gone global with its business, it remains deeply committed to environmental protection, pollution control and maintenance of ecological balance. To state one instance, the GADEPAN plant covers a huge Area of nearly 1,100 acres. It has a sprawling residential complex surrounded by a green belt that has over 0.25 million trees. sound environmental management lies at the core of the GADEPAN complex. Not surprisingly, it has received the prestigious ISO 14001 certification for its environmental Policies. Chambal is deeply committed towards becoming a partner with the community in its area of operations. It has played a significant role in improving infrastructure surrounding its plant. Chambals contribution on the social front covers a large canvas. Welfare programs like free health care, rural sports; art and culture have helped in improving the quality of life. Water harvesting and drinking water is a priority area of Chambal. Government school in rural areas around the unit gets Chambals attention. Above all, Chambal has few programs that are carried out concurrently to provide technical or specialized training to the rural youth.

MISSION AND VISION OF COMPANY

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Chambals goal is to become an excellent company especially in the Fertilizer trade. In this pursuit, it recognizes that people are the true key to companys becoming excellent. The company is committed to help its human resources grow personally and professionally.

The governments thrust to reduce the fertilizer subsidy; pressures have continued to mount on the fertilizer Industry. The fertilizer industry in India is as efficient as anywhere else in the world; the company however strives to be the lowest cost fertilizer producers in the world. This is the target the company is moving, as it cuts cost, while improving productivity, efficiency and plant performance. Efforts need to be redoubled in manufacturing operations; the marketing team needs to be more cost effective and more aligned towards trying to meet the needs of their customerfarmer. As an industry, the company is striving towards greater market discipline and reorienting market strategies-in line with the primary aim of improving the economic well being of the farmer

This is true not only for the fertilizer business but is equally valid for the companys other business as well, as they enter competitive market environment.

Fertilizer Mission:

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Company is to be the largest fertilizer player in the world. It will do this by providing cost beneficial products and services to and improving productivity of our ultimate consumer, the farmer through balanced and effective usages of agric-inputs and water managements. Chambal aims to be partner me providing Indias food security by helping decision making in agricultural policies.

The Company aims at: 1. Being the most reliable supplier, by trading and manufacturing around the world through owned facilities and strategic alliances. 2. Developing and empowering its managers to think in strategic and global terms. 3. Perceive competition as challenges and not as a threat. 4. Manage employees in a creative humane way to increase their productivity. 5. Enhance shareholder wealth by judicious and professional management of all resources and continue to integrate ethical standards in to business features. 6. Respect rights of customers, suppliers dealers, business associates and neighboring communities. 7. Improve quality of life at work and around us.

Mission: We will be the worlds largest fertilizer player, contributing to Indias food security and environment. We will also become a major IT and Financial Services provider with a presence in selected core sector business. Vision: To build businesses we can globally excel in, by unshackling peoples creative potential and nurturing strategic alliances.

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The FOUNDER

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Dr Krishna Kant Birla

He was born in PILANI (Rajasthan) to the legendary Late SHRI G. D. Birla on November 11, 1918 the holy day of GOPASTHAMI. He inherited a legacy in which the creation of wealth, philanthropy and political leadership were all regarded as part of nation-building. Dr. Birla was a HINDI PRABHAKAR (Honors in Hindi) and D.Litt. His contribution in the field of literature has been immense through the publication of his works. It was a passion that Dr. Birla continued to pursue till the end. Dr. K. K. Birla was a member of the RAJYA SABHA for three successive terms from 1984 2002 and served on several committees of Parliament. He was member of National Integration Council of which the Prime Minister is the Chairman and all the Chief Ministers of the states are members along with other renowned personalities. He was on the central board of the State Bank of India and ICICI. Dr. Birla also headed the Federation of Indian Chambers of Commerce and Industries (FICCI), Indian Sugar Mills Association and many Sports Federations. Dr. K. K. Birla was a visionary and nurtured the K. K. Birla Group as one of the most respected Business Houses in India. The Group, of which ZUARI-CHAMBAL-Para deep is a part, covers a wide canvas with interest in fertilizers, media, textiles, sugar, shipping, engineering, engineering services, financial services, furniture, information technology and infrastructure sectors. The Group under his leadership made foray into Fertilizer Business in 1967 through ZUARI Industries Limited, Goa, at a time when fertilizer sector was pre-dominantly controlled by Public Sector. Chambal Fertilizers and Chemicals Ltd were promoted in 1985. Today, Chambal has Indias largest Private Sector urea manufacturing facility at GADEPAN in Rajasthan. Chambal also setup a Joint Venture Indo Maroc Phosphor, SA in Morocco for manufacture of Phosphoric Acid way back in 1997 when overseas investment by Indian Companies was a rare phenomenon. The Group further consolidated fertilizer business when ZUARI acquired controlling stake in Para deep Phosphate Limited in 2002 from Government of India. The Fertilizer Business of the Group is 36

second largest in the country. Chambal has diversified into shipping and textile business by acquiring India Steamship and Birla Textile Mills. Dr. K.K. Birla was the Chancellor of Birla Institute of Technology and Science, (BITS) PILANI. BITS have four campuses at PILANI, GOA, and HYDERABAD. He set up the K. K. Birla Foundation, which confers annual awards for excellence in literature, scientific research, Indian philosophy, art, culture and sports. He also established the K. K. Birla Academy, which undertakes research on scientific, historical and cultural subjects. Dr. K. K. Birla was known for his dignified unassuming personality, intellect, meticulous planning, and deep regard for punctuality, business acumen and dynamic leadership. Spiritual strength and moral values were part of his personal credo. He made an indelible mark in the field of industry, education, politics, art and culture. For him, achieving excellence was a journey and not a destination.

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Mr. S.K. Poddar Chairman Mr. S.K. Poddar, aged about 62 years, is a Gold medalist in B.Com Honors from Calcutta University. He is the Chairman of Poddar Heritage Enterprises. Under Mr. Poddar, the group has promoted various new projects including several joint ventures with leading international corporations. The most notable of these ventures are Gillette India Ltd., a joint venture with the Gillette Company of USA and the Hettich India Pvt. Ltd., a joint venture with the Hettich Group of Germany. Mr. Poddar is Chairman of Areva T & D India Limited, Gillette India Ltd., Simon India Ltd., Texmaco Ltd., Indian Furniture Product Ltd., Zuari Cement Ltd., and Zuari Industries Ltd. He is also on the Board of Lionel India Ltd., Bengal Food park Ltd., and Poddar Heritage Investments Ltd. Internationally Mr. Poddar is on the Board of Gillette Management Inc, Boston. He is also on the advisory Board of N.M. Rothschild & Sons (India) Pvt. Ltd. Mr. Poddar is past president of Indian Chamber of Commerce and Federation of Indian Chambers of Commerce and Industry (FICCI), Indian Council of Arbitration, All India Organization of Employers and Council of Indian Employers. Mr. Shyam S. Bhartia Co-Chairman Mr. S.S. Bhartia, aged about 55 years, is an eminent industrialist. He is Chairman and Managing Director of Jubilant Organosys Ltd. He is fellow member of the Institute of Cost and Works Accountants of India. He has substantial experience in the Indian chemicals, foods, infrastructure, oil and gas and information technology sectors. He is a director on the boards of numerous companies both in India and overseas. Mr. Bhartia has also served as director on the board of Air India, as member of the Boards of Governors of Indian Institute of Management, Ahmedabad and Indian Institute of Technology, Mumbai. Currently, he is Member of the Executive Committee of Federation of Indian Chamber of Commerce and Industry. Mr. H.S. Bawa Vice Chairman Mr. H. S. Bawa, aged about 77 years, is Managing Director of Zuari Industries Limited. After getting his Masters Degree in Petroleum Engineering from University of Tulsa, USA, Mr. Bawa had a long stint of 23 years with ESSO India where he held some key assignments both in India and ESSO affiliates abroad. Before joining Zuari Industries Limited in 1979, Mr. Bawa was General Manager of the two Refineries of Hindustan Petroleum Corporation Limited (formerly ESSO).

Mr. Anil Kapoor Managing Director

Mr. Anil Kapoor, Managing Director, aged about 54 years, is B. Tech in Chemical Engineering from and M. S. in Chemical Engineering from USA with 28 years of experience in areas of production, purchase, finance, legal, administration, customer service and in general management with Indian Multinational groups. He joined Chambal in 2000 as Vice President - Strategic Planning and was as President - Strategic Planning. He was appointed as Managing Director of Chambal in February, Before his appointment as Managing Director, he was deputed to Zuari Industries Limited as President for a period of 2 years. IIT Delhi logistics, and elevated 2007. Executive

39

ATTRACTIVE FEATURES OF COMPANY

40

ATTRACTIVE FEATURES OF COMPANY

CFCL a part of the KK Birla group 35 km far from kota. CFCL has very large, attractive and beautiful infrastructure. Chambal GADEPAN complex covering a 1,060 areas. A number of Roads around the plant have been lined with trees in CFCL. Within the campus it has created a forest area. Over 0.2 million trees and shrubs, a hundred species of birds, non predatory Animals, exotic fishes are all found at Chambal. Beautiful Township is here for the employee with large shopping complex, Movie Theater, swimming pool and Gym also. Car facility for visit inside the organization and bus facility for the employees who are out of GADEPAN. A beautiful scene of Kalisindh River from CFCL and an artificial Lack with Boating facilities which looking more beautiful with fountain and attractive fishes. Chambal's commitment to fulfill social responsibilities has been there even before the production commenced. It has ongoing schemes for water harvesting, healthcare, rural infrastructure, education and women empowerment. Chambal has built a check dam across River Kalisindh, close to the Chambal plant that stores six million cubic meters of water. 41

Under the 'Rural Healthcare Program', Chambal provides basic healthcare facilities in the villages neighboring the facility. A mobile Medical Unit with a doctor and a trained nurse visits the villages daily providing free checkups and medication. Chambal has helped to provide infrastructure required for drinking water to neighboring villages. Chambal has also provided education aids for rural schools. It constantly tries to improve the quality of life and to provide opportunities for self employment in rural areas.

CORPORATE SOCIAL RESPONSIBILITY

UTTAM ROSHNI To establish a closer brand and to provide personalized services to farmers, Chambal has started the 'UTTAM ROSHNI' program, a community welfare initiative. Crop and product demonstrations, field demonstrations and farmer meets are conducted. Farmers are given ongoing training on specialized services that vary from crop diversification, Animal Health Care, need for balanced inputs and use of bio-fertilizers. Soil & water sampling and testing are also conducted for free. Clinics set up by the Company and at Agriculture Universities, Agriculture Research Stations and KRISHI VIGYAN KENDRAS. Chambal has set up 'HELLO UTTAM' Call Centers where agriculture experts respond to farmer queries on the phone.

CHAMBALS COMMITMENT TOWARDS ENVIRONMENT: 42

Even before the plants were put up, it took on tree plantation around the proposed site. A number of roads around the plant have been lined with trees. It has created a green cover on what was a rocky wasteland and where the GADEPAN complex stands today. Within the campus it has created a forest area. In the village schools it takes up a number of programs to bring awareness on environmental issues. It supports environmental groups and government initiatives for a cleaner atmosphere.

UTTAM KRISHI SEWAKS In the UTTAM ROSHNI program the crucial link between the Company and the farmer is the UTTAM KRISHI SEWAK. About 300 educated, unemployed youth from a rural background have been trained as UTTAM KRISHI SEWAKS to provide best practices in agriculture and specialized services to farmers. They are self-employed and earn from commission on the sale of specialized products. UTTAM KRISHI SEWAKS try and ensure that the farmers follow agricultural best practices. Through proper training, demonstrations, expert opinion, quality inputs and non-farm income, the UTTAM ROSHNI farmer has been a gainer in terms of not just increase in income but also quality of life. ALTERNATIVE SOURCE OF INCOME UTTAM ROSHNI looks beyond land and water to increase a farmers income. Breed improvement and Animal Health Care camps are regularly organized and farmers are educated on proper feed and mineral mixtures for good returns. Goat rearing, turkey farming, bee keeping, backyard, poultry etc. are other sources of income for farmers and UTTAM ROSHNI drives them to enhance income through proper training and making the facilities available at the doorstep.

DISSEMINATION OF INFORMATION Crop and product demonstrations, field demonstrations and farmer meets are conducted regularly to educate farmers on latest farm practices. Farmers are given training on specialized services that vary from cultivation of medicinal and horticulture crops, vermin-culture and the use of biofertilizers. A dedicated farmer website uttamkrishi.com, farmer helpline- HELLO UTTAM and mailers such as CHAMBAL KI CHITTHI are important channels to share information with farmers. Chambal also actively partners Government Departments, Agriculture Universities, Agriculture Research Stations and KRISHI VIGYAN KENDRAS under Public Private Partnership to serve the farmers.

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AN INTRODUCTION OF HR DEPARTMENT

44

AN INTRODUCTION OF HR DEPARTMENT

Excellence and innovation should not only be discussed but also be practiced by proceeding infrastructure facilities, keeping persistence, patience, monitoring continuously, supporting rewarding success.

An organization with good HR Practices not only take care major thing but also minor thing important to the employees. This helps them to grow and expand their vision not only as employees of the organization but also as individual. Having an able HRD department leads to organizational success practicing HRD involves human beings who are the most complex and under predictable in nature,. Human beings are guided, controlled by themselves, families and societies, culture and ethos. Thus what is true for one person can not hold the same other, this is what HR must recognize and understand. HRD engaged in well-run organization meets business challenges flexible systems to enable roles. Its goals are long term benefit for both the individual and the organization. The bond that links your true families is not one of blood but of respect and joy. Its these bonds that HRD thrives to bring about.

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REGD. OFFICE & FACTORY: GADEPAN, KOTA RAJASTHAN

Working Hours 3 Shifts General Mon-Fri Sat : : : 8 Hours each 8.15am to 5.36pm 8.15am to 1.15pm

HEAD OFFICE: 3rd FLOOR, ITT, NEHRU PLACE, NEW DWLHI Working Hours Mon- Fri Sat : : 9.15am to 5.30 pm Off

REGIONAL MARKETING OFFICES: General Mon-Fri Sat : : 8.15am to 5.36pm 8.15am to 1.15pm

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Human Resource Functions

Policy Formation Recruitment and Selection Induction Performance Appraisal Compensation and benefit Promotion, Transfers, salary revision, Annual Increments Industrial relations and legal Security1) Plant 2) Township 3) Employees Welfare1) Industrial canteen 2) House keeping 3) Environment 4) Houses 5) Health and Medical 6) Club activities 7) School 8) Shopping Complex 9) Guest House Training and Development: - In house & External Training

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SAFETY POLICY
The safety policy of CFCL includes the following objectives to eliminate industrial accident in factory.

To completely integrate safety with production. Maintenance and other functions of plant. To provide safe working conditions and protective devices. To indentify unsafe act and practice and eradicate them. To maintain safety awareness among the employees.

In order to pursue with the above policies the department is further divided in to the various sections that helps in ensuring the employees welfare and benefit.

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HR POLICIES

HR Policies at CFCL

CFCL has well defined written HR policies covering various aspects of employees welfare and benefit:

Regularity: a) Employment. b) Leave and attendance. Type of Leave: 1) Casual leave All employees on the roll of the company 10 days in a financial year 49

CL is for personal unforeseen reasons or emergency and is at managements discretion CL can not be combined with any other leave. Maximum CL of three days may be granted at a time. Barring exceptional circumstances, employees should obtain prior approval for CL Unveiled CL at the end of the year gets enchased automatically.

2) Privilege Leave All confirmed employees. 30 days per financial year Fresh recruits 30 days after 1 years and pro-rata thereafter Created on April 1st of each tear, to the extent employee has earned PL up to March 31s of the previous year. PL is granted depending up on exigencies of companys work. PL is not taken in piecemeal. Can be availed in three installments in a year. Minimum four days PL is permitted. Can be suffixed to SL (Sick Leave). Can be accumulated up to 300 dates Can be enchased over 90 days.

3) Sick Leave All regular employees on the roll of the company confirmation 10 days in a financial year Pro-rata from the date of joining for fresh recruits confirmation

50

Medical certificate required in a case of SL is in excess of two days Employee required submitting fitness certificate in case of SL beyond one week, before resuming duty.

SL can be prefixed/suffixed to weekly offs/Holidays SL can be prefixed to PL Suffixed of SL with PL would be allowed only in case of Hospitalization. SL beyond 60 days is encashable on written request.

4) Maternity Leave Maternity leave is granted as per law in force time to time.

Attendance RecordFor the Attendance record Punch is provided to every employee to record his or attendance. Employee can punch their cards in any of the machines at different locations in the plant site to record their attendance. There are 12 punching machine are placed at various Locations. The card contains following details of the employee Chambal Monogram Employee Name EPR No. Department Blood Group Employee Photograph

Role played by time office

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Time office captures data from all, the punching machines in PC on next day after 15.00 hours and given a file name with date for which data is captured. After capturing, the data the processing is done in star System. After capturing the data, the files are uploaded in oracle system, which is online so that excess is given to department users.

Welfare: a) Picnic for employees. b) Family Planning c) Uniform d) Travel and transport c) Furniture and equipments d) Loan 1) Vehicle Loan

2) Furniture Loan

3) Housing Loan

e) Long service awards

5 Year Silver coin of 200gms with the name of CFCL& employee 10 Year Gold coin of 10 gms with the name of CFCL& employee 15 Year Gold coin of 15 gms with the name of CFCL & employee 52

20 year Gold coin of 20 gms with the name of employee and CFCL 25 Year Gold coin of 25 gms with the name & CFCL 30 year Gold Coin of 30 gms with the name of employ. & CFCL

f) Insurance schemes 1) Group health Scheme a) Coverage b) Optional coverage c) Sum Insured

2) Group Personal accident scheme a) Coverage b) Premium g) Retirements benefit h) Over Time & Out of pocket expenses i) Estate and Housing j) Wedding Gift worth Rs/- 2100 k) Club activates l) Schools m) Shopping complex in town ship n) Industrial canteen 53

o) House Keeping p) Health and Medical q) Houses for the employees r) Guest house s) Movie Theater t) Compensation: a) HRA b) Management allowance c) P.F. contribution d) Production incentives e) Incentive for the non management

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ABOUT THE TOPIC

TRAINING AND DEVELPOMENT

55

Meaning and Definitions of Training Training is imparting knowledge to the person so as to improve his performance in his present job. Training is from scratch, i.e. it is to provide such knowledge to the trainees by which they are not familiar. Training brings out the real life situations in front of the trainees, and also it provides the knowledge of facing them in much more efficient manner. CFCL makes constant efforts to provide the training to its employee, by conducting training programs regularly.

Training Defined: It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviors to enhance the performance of employees. Training is activity leading to skilled behavior. Training is about the acquisition of knowledge, skills, and abilities (KSA) through professional development.

Meaning and definition of Development Development is a preparing person to take higher responsibility. Development basically brings out the advancement in the person. That is Development provide more knowledge on a given topic. At CFCL, company has sanctioned a specific sum for the training and development activity of its employee.

CLASSIFICATION OF TRAINING
Classification of training

56 Demonstration & Example

Classroom Method

Vestibule

Simulation

Apprenticeship

Other Method

On the Job

Role Playing Associations Lectures

Case Study

Audiovisual Aids

Conference

Programmed Instruction

TYPES OF TRAINING

A) On the Job Training : 57

Virtually every employee, from the clerk to company president, gets some on the job `training, when he joins firm. The most common, most widely used and accepted, and the most necessary method of the training employees in the skills essential and acceptable for job performance. Employees are coached and instructed by skilled co-workers, by supervisors, by the special training Instructors. They learn the job by the personal observation and practice as well as occasionally handling it. It is learning by doing, and it is the most useful for the jobs that are either difficult to stimulate or can be learned quickly by watching and doing.

B) Job Instruction Training: This training follows four step process, beginning witha) The preparation of the trainee for instruction. b) Presentation of the instructions, giving essential information in a clear manner. c) Having the trainee try out the job to show that he has understood the instructions. d) Encouraging questions and allowing the trainee to work along and the trainer follows up regularly.

2).Vestibule Training: This training attempts to duplicate on the job situation in a company classroom. It is a classroom training which is often imparted with the help of the equipment and machines which are identical with those in use in the place of work.

3). Demonstrations and example: In the demonstrations method , the trainer describes and displays something, as when he teaches an employee how to do something by actually performing the activity himself and by going through a step by step explanation of why and what he is doing. Teaching by example is effective in mechanical operations or interpersonal relationships, for job duties and responsibilities, for informal group standards, supervisory expectations, and the like. 58

4). Simulation: Stimulation is a technique which duplicate, as nearly as possible, the actual conditions encountered on a job. The vestibule training method or the business game method is example of business stimulations. Simulation techniques have been most widely used in the aeronautical industry.

5).Apprenticeship: For training in craft, trades and in technical areas, apprenticeship training is the oldest and commonly used method, especially when proficiency in a job is the result of a relatively long training period of 2 years to 3 years for persons of superior ability and from 4 years to 5 years for others. The field in which apprenticeship training is offered are numerous and range from the the job of a draughtsman, a machinist, a printer , a tool- maker, a pattern designer, a mechanic, carpenters, weavers, fitters, jewelers and electricians.

6). Class-Room or of the job Method: Off-the job training simply means that training is not a part of everyday job activity. There are some methods of Class-Room method: Lectures Conferences Group Discussions Case studies Role-Playing Programmed Instructions Laboratory training 7). T-Group: 59

One of the methods of the sensitivity training is the T-Group. It was considered necessary that to change the behavior imparting necessary skills is required. A change in variety of skills and experiences like self awareness, interpersonal relationships, team work, group and intergroup conflict resolution.

Training Needs:

Training is needed because of the undermined factor 1. Gapes in knowledge 2. Gapes in Skills 60

3. Gapes in Attitude 4. Gaps in performance

Training may also required because of the following reasons: 1).To increase productivity: 2). Economic development: 3).To improves quality: 4).Personal growth: 5). Obsolescence prevention: 6).To brings about safety: 7). Increased Morale: 8) Anticipating impending and future problems: DIAGRAMMATIC REPRESENTATION

Actual Performance

Gap

Desired Performance

Need of training

61

Current level of skills and Knowledge

Gap knowledge

Required level of skills and knowledge

Assessment of training needs of Employees It can also refer to as identification of training needs or training need analysis.

OBJECTIVES OF TRAINING AND DEVELOPMENT PROGRAM

1. Discuss the forces influencing the workplace and learning, and explain how training can help companies deal with these forces. 2. Discuss various aspects of the instructional system design model. 3. Describe the amount and types of training occurring in various companies. 4. Discuss the key roles and competencies required for training professionals. 5. Identify appropriate resources (e.g., journals, websites) for learning about training research and practice. 6. Discuss how business strategy influences the type and amount of training in a company. 7. Explain how the role of training has changed. 62

8. Describe how changes in work roles influence training. 9. Discuss how a companys staffing and human resource planning strategies influence training. 10. Explain the training needs created by concentration, internal growth, external growth, and disinvestment business strategies. 11. Discuss the advantages and disadvantages of organizing the training function according to the faculty, customer, matrix, and corporate university models. 12. Discuss the characteristics of the virtual training organization and how it can contribute to the companys business strategy.

IMPORTANCE OF TRAINING

The importance of training is expressed in these words: 63

Training is widely accepted problem-solving device. Indeed, our national, superiority in manpower productivity can be attributed in no small measure to the success of our educational and industrial training program. This success has been achieved by a tendency in many quarters to regard training as a panacea. Some other importance is given bellow: Productivity Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal. Team spirit Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees. Organization Culture Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. Organization Climate Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers.

Quality Training and Development helps in improving upon the quality of work and work-life. Healthy work-environment Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal. Health and Safety Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. Morale Training and Development helps in improving the morale of the work force. Image Training and Development helps in creating a better corporate image. Profitability Training and Development leads to improved profitability and more positive attitudes towards profit orientation. Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organizational policies 64

 Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display. Optimum Utilization of Human Resources Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. Development of Human Resources Training and Development helps to provide an opportunity and broad structure for the development of human resources technical and behavioral skills in an organization. It also helps the employees in attaining personal growth.

DIAGRAM Assessment of training needs of employee/org.

Setting Training objectives

Select trainees

Select training method 65

Establish Evaluation procedures

Develop Budget

Select trainers

FORCES INFLUENCING THE WORKPLACE AND TRAINING: Globalization Need for leadership Increased value placed on knowledge Attracting and winning talent Quality emphasis Changing demographics and diversity of the work force New technology High-performance model of work systems

ORGANIZATIONAL CHARACTERSTICS THAT INFLUENCE TRAINING

66

Integration of Business Units

Global Presence

Business Conditions

HR PLANNING INFLUENCE ON TRAINING:

HR planning allows the company to anticipate the movement of human resources in the company. HR plans can help identify where employees with certain types of skills are needed in the company. Training can be used to prepare employees for: increased responsibilities in their current job, promotions, lateral moves, transfers, and Downward job opportunities that are predicted by the human resource plan.

The Broadening of Trainings Role: 67

Focus on Teaching Skills and Knowledge

Link Training to Business Needs

Use Training to Create and Share Knowledge

THE CORPORATE UNIVERSITY MODEL:

Historical Training Problems Excess Costs Poor Delivery and Focus Inconsistent Use of Common Training Practices Best Training Practices Not Shared Training Not Integrated or Coordinated

Leadership Develop Program

Training Advantages Disseminatio n of Best Practices Align Training with Business Needs Integrate Training Initiatives Effectively Utilize New Training Methods and 68 Technology

Production

Operation Sales &Marketing Resource

Human

New employees Programs

PURPOSE OF TRAINING:

Main reason for undertaking training for the organization is to ensure that achieves the best possible return from its investment in its most frequently expected result. To this effect the main aim of any training will be to achieve some kind of change in knowledge, skills, experience behavior or attitude, which enhances the effectiveness of the employees. More specifically, the training is used to: 69

1). Develop individual skill and abilities to improve job performance and familiarize employees with new system, procedures and method working. 2). Help employees and new starters to become familiar with the requirement of the job and of the organization. TRAINING PLANNING

These guidelines essentially deal with conventional work skills training and development. Remember that beyond this, issues of personal development and learning, for life, not just work, are the most significant areas of personal development to focus on.

ASSUMPTIONS OF TRAINING DESIGN APPROACHES:

1) Training design is effective only if it helps employees reach instructional or training goals and objectives. 2) Measurable learning objectives should be identified before training. 3) Evaluation plays an important part in planning and choosing a training method, monitoring the training program, and suggesting changes to the training design process.

TRAINING DESIGN PROCESS: Ensuring Employees Readiness for Training

Conducting Needs Assessment

Creating a Learning Environment

70

Developing an Evaluation Plan

Ensuring Transfer of Training

Select Training Method

Monitor and Evaluate the Program

TRAINING EVALUATION:

The process of examining a training program is called training evaluation. Training evaluation checks whether training has had the desired effect. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces, or to the regular work routines.

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Objective of training evaluation is to determine the ability of the participant in the training program to perform jobs for which they are trained.

PURPOSES OF TRAINING EVALUATION:

Feed back

Control

Purpose of training evaluation

Research

Power

Intervention

PROCESS OF TRANING EVALUATION: BEFORE TRAINING:

The point at instruction is started

What the learners skill & knowledge after training?

Trainin g is a waste of resource s

Trainin g causes

What the learners skill & knowledge before training?

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WHY TRAINING FAILS? The following factors have been regarded as the main reasons for failure of training programmed:

a) The benefit of training is not clear to the top management. b) The top management hardly rewards supervisors for carrying out effective training. c) The top management rarely plans and budgets systematically for training. d) Timely information about external program may be difficult to obtain. e) Trainers provide limited counseling and consulting services to the rest of the organization.

LEADERSHIP SKILL, MANAGEMENT TRAINING & DEVELOPMENT:

Here's a simple process for training and developing management and leadership skills, and any other skills and abilities besides. Use your own tools and processes where they exist and are effective. Various tools are available on the free resources section to help with this process, or from the links below. Refer also to the coaching and development process diagram. 1. Obtain commitment from trainees for development process. Commitment is essential for the development. If possible link this with appraisals and career development systems. 2. Involve trainees in identifying leadership qualities and create 'skill/behavior-set' that you seek to develop. Training and development workshops are ideal for this activity. 3. Assess, priorities and agree trainee capabilities, gaps, needs against the skill/behavior-set; individually and as a group, so as to be able to plan group training and individual training according to needs and efficiency of provision. Use the skill/behavior-set tool for this activity. Use the training needs analysis tool for assessing training needs priorities for a group or whole organization.

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4. Design and/or source and agree with trainees the activities, exercises, learning, and experiences to achieve required training and development in digestible achievable elements - i.e. break it down. Use the training planner to plan the development and training activities and programs. Record training objectives and link to appraisals. 5. Establish and agree measures, outputs, tasks, standards, milestones, etc. Training and development can be achieved through very many different methods - use as many as you need to and which suit the individuals and the group.

Exercises that involve managing project teams towards agreed specific outcomes are ideal for developing management and leadership ability. Start with small projects, then increase project size, complexity and timescales as the trainee's abilities grow. Here are examples of other types of training and development. Training need not be expensive, although some obviously is; much of this training and development is free; the only requirements are imagination, commitment and a solid process to manage and acknowledge the development.

TRAINING AT CFCL
Training and development program are the helpful hand for any organization. Today in day of the competition it very necessary to develop skills and knowledge in the employee according to the requirement of the organization.

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Training and development cell of the HR department at CFCL deals with the training needs in the organization as a whole, including Head office other Regional office.

CAREER GROWTH IN CFCL:

Management Non- Management

MO1-GM MO2-DGM MO3-SrMGR MO4-MGR MO5-DyMGR MO6-Asst MGR

R-10 R-9 R-8 R-7 R-6 R-5

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MO7-Sr Supervisor MO8-GET/MT (1Year) (Entry Level MT/GET)

R-4 R-3 R-2 R-1

R-11

Entry Level

MT Management Trainees GET- Graduate Engineers Trainees

ROLE OF TRAINING AND DEVELOPMENT DEPARTMENT AT CFCL:

76

a). Identifying training needs of the employee globally This is done through annual performance system. b).Process of performance management system is done for management as well as nonmanagement. c). Prepare annual training calendar according to the needs. d). Organize training program according calendar program. e).Try to make it successful and cost minimize whether it is external as well as internal or In house training program.

PROCESS OF TRAINING AND DEVELOPMENT PROGRAM IN CFCL:

STANDARD OF PHYSICAL FITNESS: A candidate should be free from evidence of any contagious or infectious disease. RESERVATION OF TRAINING PLACES: Training places shall be reserved by the employer for the SC & ST in every designated trade. PEROOD OF TRAINING: 1). In case of Engineering Graduates, Diploma holders and vocational Certificate holders, the period shall be one year. 2). In case of Management Trainees the training period is 2 or 3 month. HOURS OF WORK: 1) The total number of hours per week shall be 42 to 48 hours. 2) No trade apprentice shall be engaged on such training between 10 PM to 6 AM 77

GRANT OF LEAVE: 1). Casual Leave for a maximum period of 12 days in a year. 2). Medical leave up to 15 days for each Year.

at CFCL has following steps: TRAINING AND DEVELOPMENT PROCESS STEPS: 1).IDENTIFYING THE TRAINING NEEDS: The first step of Training and development is to identify the needs of training and development program. Recognize the training needs play a major role in Training and development program because according to needs training and development program are organized. Needs of training is indentifying by the following approaches:

Performance of the Employee

GAP

Requirements of the Organization

A). PERFORMANCE MANAGEMENT SYSTEM: Basically PMS is the system to evaluate the performance of the employees. It is done for the management as well as for non-management employees. In CFCL HR department maintain a specific Performa for performance appraisal. 78

It consist basically KRA means key result area it is the short term goal which is given to the employee for a specific time. It has also many managerial attributes and many technical attributes to evaluate performance According to their performance can be evaluated and training needs identified. Every department has different- different KRAs. a) Each KRA for the job should distinction observation the job and make it different from other job. b) KRA should help distinguish between an effective and less effective job performance. c) KRA can be change time to time over year. d) KRA should indicate those critical group of task for which the job holder can be held responsible.

B).OBSERVATION: If the officer of the respective department feels that a specific program improves the performance of the employee or the employee has less knowledge about the particular topic certain program can improve the performance of the employee.

C).CHANGE IN WORK PATTERN: If the work pattern is changed and employees are not able to getting it then training program will organized.

2).CATOGORIES NEED:

79

After performance appraisal according to the needs categories different employees in group. For example: If some employees need SAP program and another need Personality department then according to their needs groups are made. So after identification of training needs T&D department make groups of different-different training program?

3).CONSULT WITH THE FACULTY:

After indentify the categories needs further step is consult with faculty that what is the requirement of the employee what should be pattern, what is the method and how it should be conducted.

3).IDENTIFICATION OF TRAINING:

Identify which type of training program will be organized. There are two type of training programa) External training program: Which is organized outside of the organization? b) Internal training program: Which is organized inside of the organization?

Generally an organization prefer In house Training program because external training program is more expensive then In house training program. There are many benefit of In house Training 80

program such that after training employee can do his job and it is not so expensive, so internal or In house training program are money saving as well as time saving. 4).ANNUAL TRAINING CALENDAR:

After categories the needs, Annual training calendar is designed it consist program, faculty , venue dates , Organizer and level of participant. Annual training calendar are designed according to the needs and requirements of the organization. This calendar consist both external as well as internal training program. External and Internal program are with the help of the invitation of different Institute and organization for training programs.

5). CIRCULATE TO THE EMPLOYEES:

After designing the program information is send to the employees of the respective departments and also to the finance department for arranging DD or cheque for those employees which are going for External program.

6). KEEPING DATA FOR FUTURE REFERENCE:

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After training program a proper and furnish record is prepared, it consist Program title, program date, employees name and faculty name or Separate files are maintained for the external and In house Training Program, which contains the complete record of the employee who are given the training. The file also contains the feedback form received from the employee after training.

TRAINING AND DEVELOPMENT MANAGER:

RESPONSIBILITIES: * Provide professional internal consulting that creates measurable performance solutions and longterm growth and development for all Company employees. * Confer with management to gain knowledge of specific work. * Maintain training records of the staff.

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* Consult with management to conduct training and development needs analysis that identifies what knowledge and skills of officers, staff and crew need to perform at or above our brand performance standards. * Full accountability for the execution and delivery of the New Hire Welcome and Orientation programs for all new shipboard employees joining the company. * Audit and prepare reports for shore side and shipboard management of employee training. * Conduct training sessions covering specified areas such as on-the-job training, diversity, harassment, ethics, guest service, sales techniques, health and safety practices, public relations, refresher training, leadership and managerial training, and promotional development. * Monitor and report employee progress during training period.

TECHNICAL TRAINING

TRAINING IN TECHNICAL DEPARTMENT

1. Training modules are prepared for technician trainees, who are diploma holders and pass outs. 2. Training schedule is of ONE YEAR TECHNICAL CALANDER. 3. One month classroom training is conducted in which, one week is specified for safety and environment training. In other three weeks knowledge about machinery process, instrumentation, maintenance, and plant visit and subject orientation is given. 4. Balance eleven month training is ON-JOB training. 5. In-house training is also conducted by External faculties. 83

6. External training is also conducted by external faculties. 7. Discussions are also going on issue of implanting some new techniques of training, such as:a) Training for B.Sc. graduates. b) Retraining for non-management employees.

TRAINING MODULE FOR TECHNICIAN TRAINEES [1 YEAR TRAINING PERIOD]

A- BASIC TRAINING (To be organized by Tech Training cell) Class Room Training and Plant Familiarization (Common for all Disciplines)

04 WEEKS

Regular feedback at the end of every week by Training coordinator [Annexure-2(1 to 4)]

Plant Allocation

After 04 Weeks

B- ON THE JOB TRAINING

48 WEEKS

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After completion of 04 weeks Basic training the trainee technicians shall be placed in different plants. On job training shall be imparted to the technician trainees along with necessary theoretical training in the respective plants. Concerned plant/section in-charges (SM/Mgr) shall prepare detailed schedule for the 48 weeks training in his plant/section. The schedule shall include monthly evaluation, evaluation at the end of 12 &24 weeks and at the end of 36 & 48 weeks. Mentors shall be assigned to each trainee from amongst MO6 / MO5 officials by respective Sr. Mgr / Manager and necessary documents drawings etc. shall be made available to the trainees for study. In case trainees are placed in shifts efforts shall be made to attach the trainee with the mentor for maximum period. , details regarding specific section where the trainee shall be posted, details of equipments the trainee is expected to look after, familiarization with relevant drawings, P&ID, plant logics, details of monitoring parameters, log book, check chart, awareness of HSEQ, OHSAS-180012007, ISO-14001 & EMS, precautions to be taken, roles & responsibilities, action to be taken during start-up & shut down, emergency operating procedures, details of SOP/ EOP/ OCP to be followed, reporting under normal & emergency conditions, roles while jobs are taken up by maintenance or project, house keeping etc. The schedule including topics being covered, names of mentors, evaluation results shall be forwarded to Technical Training Cell for their monitoring & records. Please refer attached sheet indicating the focus area for trainee. The details shall be reviewed by concern plant / section in-charge depending on placement. Sr. Mgr / Mgr shall assess the trainees every month as per enclosed format (Annexure-3) and advice the mentor/ trainee accordingly, copy of assessment shall be forwarded to Tech Training Cell. After every three month feed back shall be taken from Technician Trainee by S.M./M & training coordinator along with Mentor as per enclosed format (Annexure -4), copy of assessment shall be forwarded to Tech Training Cell. Interim Evaluation shall be done at the end of 6 months through interview Panel consisting of 1 DGM & 4 Sr. Managers. The evaluation process shall be facilitated by Tech Training Cell. Final regularization interview shall be conducted by Assessment Board after completion of 52 Weeks.

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BASIC TRAINING PROGRAMME FOR TECHNICIAN TRAINEE

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DURATION: 04 WEEK

TRAINING COVERAGE

A.

THEORY 1. 2. 3. 4. 5. 6. 7. 8. Industrial Safety & Fire Fighting. First Aid. Environment & Quality Control. Plant Processes & Inspection. Technical General (Mechanical) Technical General (Electrical) Technical General (Instrumentation) Technical General (Civil)

B.

GENERAL 1. 2. 3. 4. 5. Fire Fighting Demonstration. Safety Film Show. Workshop & Plant Visit. Introduction of P&ID, PFD. Introduction of SAP. 87

6.

Feed Back.

A-1. INDUSTRIAL SAFETY, FIRE FIGHTING & EHS 1. Accidents causes of accident and basic methods of prevention. 2. Types of Fire, Fire risk, Safety measures to avoid Fire incident. 3. Hazardous properties & precautions to be taken while handling Of the following: a. Inflammable gases & liquids. b. Toxic gases & poisonous materials. c. Corrosive liquids. d. MSDS of others chemicals handled in CFCL. 4. Safety Permit System. 5. Precautions to be taken while working at Height & Confined space entry (including Electrical & Mechanical requirements). 6. Personal Protective Equipments. 7. Investigation and reporting of accidents. 8. Case study and discussion on accidents in CFCL. 9. OHSAS 18001...2007 at CFCL. 10. Film Show Bagging Safety, Near Miss, Bhopal Gas Disaster. A-2. FIRST-AID 1. first-aid due to attack of Chemicals, Electricity, Fire, Injury, Fracture. 2. Occupational Health Hazards in CFCL. A-3. ENVIRONMENT & QUALITY CONTROL E&QC 1. Industrial Water Analysis and Treatment. 2. Corrosion and its Control. 3. Industrial Fuels & their Analysis. 4. Chemicals Analysis of Raw Materials and Product. 5. Basic Chemistry of Cooling Water & Effluent Treatment. 6. ISO-14001, ISO-9001, EMS, IMS, EOP at CFCL. 7. PSM Training. 88

A-4

PLANT PROCESS & INSPECTION a. AMMONIA 1. Ammonia Production and Uses. 2. Properties of Ammonia. 3. Brief Process Description in CFCL. 4. Primary and Secondary Reforming. 5. Purification and Synthesis. 6. Refrigeration and Storage. 7. Process Flow Diagram of Ammonia-I & Ammonia-II. 8. Operation of Steam Turbine, Compressor and Pumps.

b. UREA 1. Urea Process and Uses. 2. Properties of Urea. 3. Brief Process Description at CFCL. 4. Synthesis Section (HP/MP/LP). 5. Concentration and Prilling Section. 6. Waste Water Section. 7. Process Flow Diagram of Urea-I & Urea-II. 8. Operation of Steam Turbine, Compressor and Pumps. c. O&U 1. Introduction of Utility Plants. 2. Water Source and Water Management. 3. Process Description of Water Treatment Plant & D.M. Plant. 4. Offsite Boiler and Steam Network. 5. Gas Turbine Generator and HRSG. 6. IGG Plant, I A & P A 7. Functioning of Cooling Tower, Operation, CW Treatment 8. Effluent Treatment. d. UPH 1. UPH (Conveyors, Bagging, Loading, Dispatch, Silo and Dedusting System). 2. Prill Cooling System. e. INSPECTION: Introduction A-5 TECHNICAL GENERAL (Mechanical) 89

1. Pumps. 2. Compressors. 3. Steam Turbines. 4. Bearings & Lubrications. 5. Packings & Seals. 6. Valves & Piping.
A-6 TECHNICAL GENERAL (Electrical) 1. Principles of Electricity and Generation Methods. 2. Transmission &Distribution of Electrical Power. 3. Electrical Equipments in Fertilizer Industry. 4. Importance of Ear thing in Electrical System & Electrical Statutory Procedure. 5. Electrical Motors & Trouble Shooting. A-7 TECHNICAL GENERAL (Instrumentation) 1. Measurement of level. 2. Measurement of Temperature, Pressure and Flow. 3. Controllers, I/P Convertors. 4. Control valves, Alarms &Annunciation Systems. 5. DCS /PLC System an introduction. A- 8 TECHNICAL GENERAL (Civil) 1. Introduction on Refractory at CFCL 2. R.C.C. & Excavation job. A-9 INFORMATION TECHNOLOGY 1. Introduction to Information Technology at CFCL 2. Introduction to SAP at CFCL

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FINDINGS AND LIMITATIONS

91

FINDING:
1) Training plays a important role to acquire the KAS (Knowledge, Attitude and skill)so that an organization can meet their future goals. 2) Training programs are organized when there is difference between performance of the employee and the requirements of the organization. 3) These differences are notified by the training need analysis. 4) This training need analysis is indentified by the PMS, observation and change in work pattern. 5). Basis on the training need analysis, Annual training calendar is designed and Training programs are organized.

LIMITATIONS:
1) Limited interactions with employees. 2) The pattern and the format of the training should be proper so the trainee can easily understand it. 92

3) Training and development program should be entertaining and interesting. 4) Motivate and encourage the trainee for the training programs. 5) Make healthy and friendly environment for the Trainees.

SUGGESTIONS

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SUGGESTION

1. Obtain commitment from trainees for development process. Commitment is essential for the development. If possible link this with appraisals and career development systems.

2. Involve trainees in identifying leadership qualities and create 'skill/behaviour-set' that you seek to develop. Training and development workshops are ideal for this activity.

3. Assess, priorities and agree trainee capabilities, gaps, needs against the skill/behavior-set; individually and as a group, so as to be able to plan group training and individual training according to needs and efficiency of provision. Use the skill/behavior-set tool for this activity. Use the training needs analysis tool for assessing training needs priorities for a group or whole organization.

4. Design and/or source and agree with trainees the activities, exercises, learning, and experiences to achieve required training and development in digestible achievable elements

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- i.e. break it down. Use the training planner to plan the development and training activities and programs. Record training objectives and link to appraisals.

5. Establish and agree measures, outputs, tasks, standards, milestones, etc.

6. The top management hardly rewards supervisors for carrying out effective training.

BIBLIOGRAPHY

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BIBLIOGRAPHY

o o o o o o

Executive Guide to HRM (S.Pande) Training for Development (Anup Basal) HR Policy Manual (CFCL) HR Quality system Manual. CFCL website (www.chambalfertilisers.in) WWW.google.com

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o www.indianfertilizer.com o o www.theHindubusinessline.com o www.encyclopedia.com

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