A study of HRM & Training Effectiveness At DSCL, Kota

SUMMER TRAINING PROJECT REPORT SUBMITTED FOR THE PARTIAL FULFILLMENT

OF

BACHELOR DEGREE IN BUSINESS ADMINISTRATION SESSION 2009-2011

MIMT
SUBMITTED BY KOMAL CHAUHAN KUNDNANI BBA 2nd YEAR SUBMITTED TO MR.INDER (DEPUTY MANAGER)

Modi Institute of Management & Technology, Kota

(Approved by Aicte, New Delhi & Affiliated To University Of Kota) Modi Education Complex, Dadabari, Kota-324009 Tel No: 91-744-2504169, 2505421, Fax: 91- 7442391072

Web: http//www.Modiedukota.org

Acknowledgement
This eight weeks training experience has been invaluable to me. It not only helped to enhance my knowledge but also exposed me to the professional work environment. I would also like to express my regards to the branch managers and employees of the banks for providing me necessary information related to project. During the phase of summer training, I was offered the opportunity undertake topic Training effectiveness at DSCL. I sincerely thank Mr. Inder Kundnani (Deputy Manager, Training) for providing me an opportunity to work on this project. I am very obliged to receive his invaluable guidance, which he spared for me from his busy schedule. I am deeply indebted to and express my sincere appreciation and gratitude to him for providing their valuable guidance and encouragement throughout the summer training for keeping my morale up and making it possible to complete and submit this project of mine in time. They provided me many in depth details and enlightened me in the preparation of the study report. I appreciate the spontaneity and willingness of all the employees, management and staff of DSCL who helped me by giving their valuable feedback so that I could complete my survey on effectiveness of training programmes as observed in this organization.

Last but not least, I am thankful to all those who directly or indirectly lend me a helping hand at the time of need in completing this project successfully.

Executive Summary
This project includes a feedback survey on the following training programme held in DSCL, Kota.

Interpersonal Skills Meditation Techniques Environment Management Personal Productivity.

It consists of a thorough study on the requirement of special training programme for the employees of this firm.

The project includes the need for training effectiveness and how the organizers should check these programmes continuously so that the employees can avail the best of it. Only then can an employee improve his performance from his as well as the organizations point of view.

A study was conducted on how the training programmes held on the above topics have really been able to serve their motives. Analysis is based on the feedback forms that they filled up for the survey.

Contents
S.NO TOPICS

1. 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 1.10 2. 2.1 2.2 2.3 2.4

COMPANY PROFILE Our Founders & History of DSCL Certification of the company Introduction to Kota Unit Company Vision & Values Core values & Beliefs History Milestones Chairmans VS Chairmans Desk Organization Structure Awards & Achievements Competitors PROJECT PROFILE Human Resource Management Objective of HRM Project Profile Concept of Training

2.5 2.6 2.7

Need of Training Methods of Training Inputs of Training

3. 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 4. 4.1 4.2 5. 6. 7. 7.1

RESEARCH METHODOLOGY Research Methodology Objective of Study Scope & Significance of Study Define Universe Research Design Limitations Measurement of Effectiveness of Training Program Method of Data Collection DATA ANALYSIS Analysis & Interpretation Findings CONCLUSION SUGGESTIONS ANNEXTURE Bibliography

7.2

Questionnaire

CHAPTER-1 COMPANY PROFILE

Sir Shri Ram

Nothing can better sum up the homage paid to great son and philanthropist of Delhi, Barey Lalaji, Sir Shri Ram who began as a humble worker and went on to set up one of India's largest business houses the DCM Group. Not only did Lalaji achieve great height in business enterprise; he also participated in full measure in the crucial early stages of nation building. Everyone is familiar with the name of multiple facets of the industries and institutions on which he left his imprint - be it the DCM Limited, Bengal Potteries, Jay Engineering Works, many sugar mills, Sindri Fertilizers, the Lady Shri Ram College, Shriram College of Commerce, Delhi School of Economics and umpteen others. But who is this Barey Lalaji? Born into a family of Agarwal banias of modest means, Shri Ram, in the 79 years of his life, built an industrial empire manufacturing a vast variety of goods like - textiles, sugar, alcohol, heavy, chemicals, vanaspati, pottery, fans, sewing machines, electric motors and capacitors. The industrial legacy that he left behind was valued at Rs 600 million at the time of his death. Shri Ram had this uncanny ability to spot the right man for the right job a rare quality that contributed to his success. He made many mistakes in the choice of friends but seldom did he err in the selection of a business executive. Shri Ram's choice was not based on the scrutiny of a "Curriculum Vitae" but on an inborn gift, a sort of built-in Geiger-counter which ticked when he came across the man he was looking for. This helped him to pick up a humble ministry and make him a work manager, to convert an engineer into an administrator, to mould a perfume-seller into the overall head of a vast enterprises producing precision instruments and so on. While just in his thirties, Shri Ram got himself known in the industrial as well as the educational circles. He was nominated to the Delhi Municipal Committee. Through his business connections with Ram Bahadur Lala Sultan Singh and more to with that of his son, Raghubir Singh, who had started the Modern School in Delhi, Shri Ram began to think of problems of education in India. He ensured that his sons Murli Dhar, Bharat Ram and Charat Ram went to the Modern School where children of more advanced Indian families were studying. He also was instrumental in setting up several prestigious institutions of higher learning and arts such as the Lady Shri Ram College and Delhi School of Economics, Shriram Center for Performing

Arts etc. The initials DCM went on to become known, not only in India, but also in Africa and Europe as well. Lalaji was knighted by the British Government 'for his distinguished career as an industrialist and philanthropist'. To the very end Lalaji however retained his simple demeanor and humbleness, his love for his country and his undyingly loyalty to his friends.

HISTORY Building a world class organization DCM Shriram Consolidated Limited (DSCL), a company with turnover of Rs. 3523 crores and primary business interests in
Agri Businesses Sugar, Urea, Agri Inputs, Hybrid Seeds, Hariyali Kisaan Bazaar Energy Intensive Businesses Chemicals, PVC Resins, Calcium Carbide, Cement Value Added Businesses Fenesta Building Systems, PVC Compounds, Other Businesses Textiles DSCL has manufacturing facilities at Kota (Rajasthan), Bharuch (Gujarat), and Ajbapur, Rupapur, Hariawan and Loni(UP). Our hybrid seed operations are at Hyderabad (India), Vietnam, Philippines and Thailand. The Company also has its windows fabrication units at Bhiwadi, Bangalore, Mumbai, Hyderabad and Chennai. Founded by Sir Shriram in 1889 (as DCM limited), today DCM Shriram Consolidated Limited ( DSCL) is managed by Mr. Ajay S. Shriram, Chairman and Senior Managing Director and Mr. Vikram S. Shriram, Vice

Chairman and Managing Director along with a highly professional executive team. DSCL has a strong brand equity reflective of credibility, ethical values and consistent high quality product image. With over 30 years of experience in managing large scale process industries with sustained high level of performance, DSCL meets the needs of a wide range of customers from farmers to industrial users, from house builders to business owners. Fostering enduring relationships is at the core of DSCL's business philosophy - with vendors, business partners, and customers and within the organization between employees. As a leading equal opportunity employer in India, DSCL has a motivated and dynamic management team of highly qualified professionals and dedicated workmen and staff whose work has shown the way towards creating " Team Excellence ". DSCL has a long history of accessing and employing the best technologies for its projects and has worked successfully with renowned international and domestic technology partners. As a learning organization DSCL has worked regularly with the national and international consultants of repute, in diverse areas of Business Strategy, Quality, Organizational Development etc. In a major IT initiative the company has networked all its locations on a Wide Area Network (WAN) and implemented SAP R/3 Enterprise Resource Package (ERP) across the Company. Other key IT enabling initiatives are Customer Relationship Management (CRM) and Business Information Warehousing (BIW). The Hariyali division of the company was awarded ACE-Best Customer Award for successful implementation of the SAP IS retail package.

CERTIFICATION OF THE COMPANY

All its main line locations/products have ISO 9000, 14000 certification and OHSAS 18001: 1999 system of Occupational Health and Safety certifications. The Kota complex of the company was instituted in 2006 with the prestigious British Sword of Honor for implementing and practicing the best safety standards. In an increasingly global business environment, DSCL's vision is to strengthen its agri and energy intensive business while ramping up "Value Added" & "Knowledge based" products & services in the areas of its operations. Accordingly, DSCL is expanding its rural retail initiative Hariyali Kisaan Bazaar to create a rural hub that makes agri and consumer products (of all manufacturers) and agri services available to farmers in a fair, transparent and convenient format. Currently there are over 302 such Bazaars. The company had launched value added UPVC window system business under the Fenesta TM brand in India. This product has very attractive design and insulation attributes that makes it strong business proposition as the concept is gaining acceptability.

DSCL strongly believes in socially responsible business activity. DSCL has made significant contribution to the society in the fields of Environment, Health Care, Family Planning, Education, Cultural Heritage, Rural Development and in promoting. For its social contributions DSCL's ChlorAlkali facility at Bharuch has been recognized with a SA 8000:2001 certification by RINA (Registro Italiano Navale), making it amongst the few companies in India to get this recognition.

INTRODUCTION TO KOTA UNIT SHRIRAM FERTILIZERS & CHEMICALS

The fertilizers and chemicals complex was installed in 1963 and is spread over 1000 acres. FERTILIZERS: DSCL fertilizer operations are characterized by highly optimized production process, delivering high capacity utilization & proven abilities in erection, commissioning, operation and troubleshooting of Ammonia/Urea plant. DSCLs Urea operation has consistently earn production & productivity awards for its performance. Its well-established distribution network in North & West India allows the unit to service farmer needs effectively with a consistently high quality product. It is for these reasons that SHRIRAM Urea enjoys a premium position in its markets. VISION: At DSCL our vision is to build world class organization in focused businesses, which is profitable, with a culture of being quality driven, responsive to change & highly competitive.

World class Organization: Building competencies, Thinking global, Updating technology & Processes.

Superior Quality at low cost: Value for Money, Efficiency, Effectiveness.

Focused Businesses: Long term strategy, Seizing opportunities, Building value, Focused growth.

VISION

Responsiveness to Change: Swift, Sleek, Outward looking, Alert.

Robust Financials: Stakeholder value, Missionary zeal to differently, Bottom line, place, Safe gambler.

Competitive: Innovative/creative, Doing things Tuned into market Customer oriented.

VALUES: The DSCL value system embraces continuous improvement as a way of life. Our rich heritage and the strong SHRIRAM brand are built on being caring, credible & fair in all dealings with our stakeholders. While being a responsible corporate citizen, DSCL aims to realise the energy of every single employee to create true wealth in the society.

Caring, Credible & Fair: In business dealings With all stakeholders. Teamwork, upgradation,

Continuous Improvement: Through Learning, Initiative, Process Commitment to Exellence.

VALUES

Responsible Corporate citizen: Towards environment

Creates Wealth: By releasing human

& social causes, Belief in ethical values. upholding

energy through participation, Teamwork, professionalism, openness & human dignity.

CORE VALUES & BELIEFS:

DSCLs core values and beliefs are a reflection of its commitment to build a world class, learning organization, to exel and win in all its endeavors:-

CUSTOMERS FOCUS Be sensitive to the needs of the customer; develop supirior customer insight. Commitment to surpass expectations and deliver superior value. INNOVATION & EXELLENCE Think differentely and promote creativity. Make continuous improvement a way of life; drive exellence. PEOPLE DEVELOPMENT Continuously improve and upgrade the skills and competencies of our people. Support people to realize their potential. TEAM WORK Work closely as a cohensive, well-knit team. Inculcate a spirit of openness and collaboration.

 RELATIONSHIPS & HUMAN DIGNITY Value people and partnership. Nurture understanding, trust and respect in all relationships. SOCIAL RESPONSIBILITY Be a socially responsible corporate, addressing the needs of the community and environment. Conduct business ethically. Maintain highest standards of personal integrity.

The Delhi Cloth & General Mills Co. Ltd. (DCM), was founded in 1889 with the establishment of a Spinning Mill at Delhi. Thereafter, the company expanded and diversified into large segments of industry areas and played a leading role in the industrialization of India. In 1990, to create more manageable business entities, DCM Ltd., was restructured into four separate companies. DCM Shriram Consolidated Ltd. (DSCL) took over 1/6th of the businesses by the merging of the following units of the erstwhile DCM: Shriram Fertilizer & Chemicals, Kota ( Rajasthan) - Fertilizers, Plastics, Chlor Alkali and Power Shriram Cement Works, Kota ( Rajasthan) - Cement Swatantra Bharat Mills and DCM Silk Mills (Delhi) - Textiles

In the decade 1990-2000, DSCL added the following units to its portfolio:

Shriram Alkali & Chemicals, Bharuch (Gujarat) - Chlor Alkali Shriram Environment & Allied Services, Gurgaon (Haryana) Environment & Allied Services Ghaghagra Sugar, Lakhimpur Kheri ( Uttar Pradesh) - Sugar Shriram Bioseed Genetics India Limited, Hyderabad (Andhra Pradesh) - Seeds DSCL Energy Services Company Limited, New Delhi - An Energy Services Company Hariyali Kisaan Bazaar was started Fenesta windows were launched. The main businesses units of DSCL now comprise of:

Agri Businesses: Sugar, Urea, Agri Inputs, Shriram Bioseeds, Hariyali Kisaan Bazaar Energy Intensive Businesses : Chemicals, PVC Resins, Cement Value Added Businesses : Fenesta Building Systems, PVC Compounds, Energy Services Other Businesses: Textiles.

The Road Ahead We are an integrated business conglomerate, with a group turnover of Rs. 2940 crores. Our business portfolio comprises of primarily two types of business i.e. (i) Energy Intensive products (ii) Agri products (inputs as well as outputs) and services. We have manufacturing facilities at Kota (Rajasthan), Bharuch (Gujarat), and Ajbapur, Rupapur, Hariawan and Loni(UP). Our hybrid seed operations are at Hyderabad (India), Vietnam, Philippines and Thailand. The Company also has its windows fabrication units at Bhiwadi, Bangalore, Mumbai, Hyderabad and Chennai Our strengths are: Strong energy management expertise both in the area of generation as well as effective utilisation of energy. Deep understanding and knowledge of Indian rural milieu developed with over 40 years of close work with farmers to improve his economics. Well-established presence and strong brand across the entire agri-space in India. We are building on the above strengths to develop a business profile which enjoys strong cost competitive position and delivers superior value to our customers simultaneously. We are further integrating our business portfolio to add value added products/services and solutions to the commodity businesses. The company has invested Rs.1300 crores in the past three years and plans to invest approximately Rs. 500 crores in the next two years, to expand its business operations. Agri-business This business is a key growth driver for us, and we are present across the entire Agri input, output and services value chain. We have established strong relationships with the country's farming community over decades of operation in this sector based on trust, reliability and superior value to the customer. Urea, soluble fertilizers, micro nutrients, pesticides, and hybrid seeds form our agri input offerings, while sugar and seeds are the agri outputs we produce & market. We have been present in the agri services area through over a hundred Shriram Krishi Vikas Kendras, Helping the rural household's farmers in adopting latest farming practices and improving their well being. The Company plans to expand its Hariyali Kisaan Bazaar through proactive investments. Sugar: Increase its Power co-generation capacity from 70.5 MW

to 94.5 MW out of which the company would supply approximately 46 MW to the grid. The company would be incurring approximately Rs.50 crores in the above expansions. Hariyali Kisaan Bazaar:HKB initiative is a unique rural retail initiative based on building trusted farmer relationships to create a rural hub that makes agri, consumer products (of all manufacturers) and agri-services available to farmers in a fair, transparent and convenient format. We are the first company to implement such an initiative and initial response has been very encouraging in terms of conversion. We currently have over 150 such bazaars in operation and plan to increase it to 300 by Dec 2013.

Energy Intensive Business Chlor alkali: The Company plans to increase the capacity of its chlor-alkali manufacturing facility at Bharuch from 200 TPD to 360 TPD. Further, it also plans to set up a 48 MW coal based power plant in replacement of the existing 24MW furnace oil based power plant to generate economical power at Bharuch. The use of imported coal or gas as input will enhance cost efficiency of the plant at Bharuch. With this expansion, the company would be the second largest player of Chlor-alkali in the country in capacity terms.

Names and Designations of Directors:

S. No. Name

Designation

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.

Shri Ajay S. Shriram Shri Vikram S. Shriram Shri Rajiv Sinha Shri Ajit S. Shriram Dr. S. S. Baijal Shri Arun Bharat Ram Shri Pradeep Dinodia Shri Vimal Bhandari Shri Sunil Kant Munjal Shri D. Sengupta

Chairman & Senior Managing Director Vice Chairman & Managing Director Dy. Managing Director Director (Sugar) Director Director Director Director Director Director

Shri S. C. Bhargava (LIC Director Nominee) Dr.N.J.Singh Whole Time Director,(EHS).

Ajay S. Shriram
Chairman & Senior Managing Director

Vikram S. Shriram
Vice Chairman & Managing Director

Ajit S. Shriram

Rajiv Sinha

Director (Sugar Business) Deputy Managing Director

S. D. Omchary
Chief Executive Director (Textile/ Real Estate Development)

S. K. Agrawal
Senior Executive Director (Chemical Business)

S. Radhakrishna
Executive Director (Sugar Business)

K. K. Kaul
Senior Executive Director & Resident Head (Kota).

AWARDS & ACHIEVEMENTS:

National Policy Award in 1967. Spot Championship in Raj Labor Welfare Tournament in 1975 to 1987 & 1996. First Prize and Certificate of merit of Shriram Patrika in 1973, 1974, 1975 & 1976 from Indian Association of Industrial editors, Bombay and magazine of the year & first prize from Association of Business Communication of India, Bombay. Maximum capacity utilization, All India Award by Employer Association of Rajasthan in 1989. National Award & Pllution Control Award by Rajasthan State Productivity Council in 1990.

National Award for best production in Fertilizers Industry in 19911992. FAIs Award for best production performance of Nitrogenous Fertilizers. Award of Energy Conservation in the Chemical Sector in 1996. SAP Star Award for the year 1998 on successful implementation of ERP pakage SAP R/3 Award and was given by Chairman SAP.

COMPETITORS:
DSCL plays a major role in fertilizer in Fertilizer Industry. DSCL is the largest Urea producer in India. In India, there are many players of Fertilizer in Fertilizer Industry. There are many competitors of DSCL in fertilizer industry that are given belowMajor Players of Fertilizer Companies: CHAMBAL FERTILIZERS & CHEMICAL INDUSTRY NATIONAL FERTILIZERS LIMITED (NFL) PARADEEP PHOSPHATES LIMITED (PPL) FERTILIZERS & CHEMICALS TRAVANCORE LTD. (FACT) SHRIRAM FERTILIZERS & CHEMICAL LTD. HINDUSTAN FERTILIZERS CORPORATION LTD. (HFC) GUJARAT FERTILIZERS OSWAL CHEMICAL LIMITED KRISHAK BHARTI COOPERATIVES LTD. TATA CHEMICAL LIMITED NAGARJUN FERTILIZERS.

CHAPTER-2 PROJECT PROFILE

Human Resource Management

The planning, organizing, directing and controlling of the
procurement, development, compensation, integration, maintenance and reproduction of human resources to the end that individual, organizational and societal objective are accomplished. -By flippo Human Resource Management is known by different names e.g. personnel management, manpower management, personnel administration, staff management etc.

FEATURES OF HUMAN RESOURCE MANAGEMENT1) Comprehensive function- HRM is concerned with managing people at work. It covers all the types of people at all levels in the organization. It applies to workers, supervisors, officers, managers and all type of personnel. 2) People oriented- HRM is concerned with employees as individuals as well as groups. It is the task of dealing with human relationship within organizations. It is the process of achieving the best fit between individuals, jobs, organizations and the environment. It is the process of bringing people and organization together so that the goals of each are met. 3) Action oriented- HRM focuses on action rather than on record keeping or procedures. 4) Individual oriented- Under HRM, every employee is considered as an individual so as to provide services and programmes to facilitate employee satisfaction and growth. 5) Development oriented- HRM is considered with developing potential of employees so that they get maximum satisfaction from their work and give their best efforts to the organization. 6) Pervasive function- HRM is inherent in all the organizations and at all levels. It is not confined to industry alone.

7) Continuous function- HRM is an ongoing exercises rather than one-shot function. 8) Future oriented- HRM is concerned with helping an organization to achieve its objectives in the future by providing for competent and motivated employees.

science as well as artsHRM is a science as it contains an organized body of knowledge consisting of principles and techniques. It is an art because it involves application of theoretical knowledge to the problems of human resources.

OBJECTIVES OF HUMAN RESOURCE MANAGEMENT-

1. To help the organization attain its goals by providing welltrained and well-motivated employees. 2. To employ the skills and knowledge of employees efficiently and effectively. 3. To enhance job satisfaction and self-actualization of employees by encouraging the every employee to realize his/her full potential. 4. To establish and maintain productive self-respecting and internally satisfying working relationships among all the members of the organization. 5. To maintain high morale and good human relations within the organization. 6. To bring about maximum individual development of members of the organization by providing opportunities for training and advancement.

Project Profile
The project aims at measuring the effectiveness of the following training programmes ENVIRONMENT MANAGEMENTThe company is committed to preserve and protect the environment around its area of operations. As a result of a well defined policy on environment and safety the rocky terrain of the Kota complex has been transformed into lush green tree covered landscape through planting of over 2,50,000 trees on nutritious beds of fly ash. The company has adopted Rainwater harvesting initiatives across the board by transferring it to the under ground water aquifers or storing in surface reservoirs. Rainwater collected is put to PROCESS USE, thus conserving a precious natural resource and reducing dependence on external sources. Spurred by this rainwater harvesting movement, several senior executives of the company have taken their own initiative to implement the same process in their residences. TRAINING MANAGEMENTTraining is the organized process by which people learn knowledge and skills for a purpose. DALE.S.BEACH Training has now clearly appeared as an important part of management which helps the person to acquire and applies knowledge skills, attitude and abilities to achieve the organizations objectives.

Training is a process to improve current and future employees performance by increasing an employees ability to perform through bearing, usually by changing the employees attitude or increasing his skills or knowledge. The need for training and development can be known by comparing employees actual performance with standard performance.

TRAINING AND DEVELOPMENT NEED = STANDARD PERFORMANCE = ACTUAL PERFORMANCE.

Concept of Training

To bring the current performance of each individual upto the highest level for growing into the highest level of responsibilities.

Ensure the ability of qualified manpower as required to meet the organization current and future needs.

For high utilization of individual managerial and administrative capabilities.

To make a climate in which an individual can best attain his goal by directing his efforts towards attaining the goals of organization.

To increase the individual skills, knowledge, attitude and abilities so his performance is increases.

Need of Training

UPDATING KNOWLEDGE Now a days technology and business environment is changing and new management philosophies are made so it is essential for the organization to renew and update the knowledge and skills of the employees to sustain their effective performance and also to develop them for future managerial position.

IMPROVING PERFORMANCEContain training being required to renew and update the knowledge and skills of the employees, to make them functionally effective so second need of training is to make employees effective in their performance through continuous training.

DEVELOPING HUMAN SKILLSApart from emphasis on technical and conceptual skills new training programme also emphasis on human skills of employees. Such human skills are necessary for effective inter personal relation and healthy work environment.

IMPARTING TRADEIn industrial employment, the convention is to recruit employees through compulsories apprenticeship training.

Such apprenticeship training involves an organization to impart industries and trade specific skills to worker.

STABILISING THE WORKFORCEThrough out the world the importance of training is no increasingly felt for stabilizing the workforce withstand the technological change and for making the organization dynamic in this changed process management tourist unanimously agree that is the responsibility of the organization to train and develop their manpower as a continuous process.

Methods of Training
Methods of training has an important place is the over all training programme for employees is an organization. It is very difficult to say which methods will be most suitable for a particular situation. There are four methods of training-

1. On the job training: Under this, the employee is given training at the work place by his immediate supervisor. It is based on the principle of LEARNING BY DOING.

There are following methods in thisi. ii. COACHING- In this the supervisor imparts job knowledge and skills to his subordinate. UNDERSTUDY- The supervisor gives training to a subordinate as his understudy or assistant. The subordinate learns through experience and observation. POSITION ROTATION- The purpose is to broaden the background of the trainee in various positions. The trainee is periodically rotated from job to job.

iii.

2. Off the job training: It requires the worker to undergo training for a specific period away from the workplace.The workers are free of tension of work when they are learning. There are following methods in thisi. SPECIAL LECTURE CUM-DISCUSSION- Special lectures are delivered by some executive of the organization or specialists from vocational and professional institutes. The lecture possesses a considerable depth of knowledge. It can be used for providing instructions to large groups. Thus, the cost per trainee is low. It is also known as class room training. CONFERENCE TRAINING- It is a group meeting conducted according to an organized plan in which the members seek to develop knowledge and understanding by oral participation. A person can learn from others by comparing his opinions with those of others.

ii.

iii.

CASE STUDY- Under this the trainees are given a problem or case which is more or less related to the concepts and principles already taught. Trainees analyze the problem and suggest solutions which are discussed in the class. This method gives the trainee an opportunity to apply his knowledge to the solution of realistic problems.

3. Apprenticeship training: Under this, theoretical instructions and practical learning are provided to trainees in training institutes. It is to develop all-round craftmen. It is an EARN WHEN YOU LEARN scheme.

4. Vestibule training: This training is conducted away from the actual work place. An attempt is to create working condition that are similar to the actual work shop condition. It is used to train clerks, machine operator, typist.

5. Management Games: It is a class room exercise in which a number of teams of trainees compete against each other. The game is designed to be a close representation of reallife conditions . The executives learn by analyzing problems by using intuition & by making trial & error type of decisions.

Inputs in Training
A training and development programme must contain inputs which enable the participants to gain skills, learn theoretical concept and help acquire vision to look into the distant future. In addition to these, there is a need to impart ethical orientation, emphasize on attitudinal changes and stress upon decision making and problem solving abilities. SKILLS :Training is imparting skills to employed. A worker needs skills to operate machines and use other equipments with least damage and scrap. Employees particularly supervision and executives need interpersonal skills. They are needed to understand one self and others better and act and behave accordingly.

EDUCATION :The purpose of education is to teach theoretical concept and develop a sense of reasoning and judgment. It is well understood by HR specialists that any training programme must contain an element of education. Organization must encourage part time basis programme and other refresher courses conducted by various institutes and business schools. DEVELOPMENT :Another component of training and development programme is developed which is less skill oriented but stresses on knowledge. Knowledge about business environment, management principles and techniques, human relations, specific industry analysis and the like is useful for better management of a company. ETHICS :There is a need for imparting greater ethical orientation to a training and development programme. There is no denial of the fact that ethics are largely ignored in businesses. Unethical practices abound in various spheres in an organization. They are less seen in personnel functions. It is the duty of the HR manager to enlighten all the employees in the organization about the need for ethical behaviour.

ATTITUDINAL CHANGES :Attitudes represents feelings and beliefs of individuals towards others. Attitudes affect motivation, satisfaction and job commitment. Negative attitudes need to be converted into positive attitudes. Changing negative attitudes is difficult because Employees refuse to change. They have prior commitments. Information needed to change attitudes may not be sufficient. DECISION MAKING AND PROBLEM SOLVING SKILLS :-

They focus on methods and techniques for making organizational decisions and solving work related problems. This kind of learning seeks to improve trainees abilities to define and structure problems, collect and analyze information, generate alternative solutions and make an optimal decision among alternatives.

CHAPTER-3

RESEARCH METHODOLOGY

Research Methodology
RESEARCH PURPOSE The project aims to find the effectiveness of training programmes. The effectiveness was surveyed for the following training programmes1. 2. 3. 4. Interpersonal Skills. Meditation Techniques. Environment Management. Personal Productivity.

RESEARCH MEHODOLOGY By keeping the purpose of research in mind a questionnaire was prepared to measure the effectiveness of training

programme at DSCL. There were four main stages in the research method1. 2. 3. 4. Designing the questionnaire. Sampling. Collecting data. Analysis and finding.

To conduct my research effectively and systematically, I used the following process which consist of these steps-

1) SELECTION OF RESEARCH TOPIC- The research topic was given and the purpose of the research was decided. 2) REVIEW OF LITERATURE- Before getting started with the survey I went through various journals and publications of the company, i.e. NEWS LETTER of DSCL which is published every month. This news letter consist of all the activities which took place the previous month. The information about the companys history, other products and business dealings areas were taken from the companys website- www.dscl.com, all this was preserved as the secondary data. The primary data was gathered by getting the forms filled and conducting the survey and by discussion and interaction with the employees.

3) PREPARATION OF RESEARCH DESIGN- A Research design is a systematic plan to coordinate archaeological research to ensure the efficient use of resources and to guide the research according to scientific methods. Research design can be divided into these partsSampling design. Observational design. Statistical design. Operational design.

Objective of study
It was an opportunity to work with DSCL Kota for the project with the objective to study and analyze: The training and development procedure at DSCL.

The need, methods and steps of training programmes.

Effectiveness of these training programmes.

To explain the linkage between the training activities and organizational objectives and purpose.

Scope & Significance of Study

The increasingly complex nature of business has made the use of research in solving the problem. It helps in diagnosis of events that are taking place and analysis of the forces underlying them.

 It helps in the prediction of future development. It is a sort of formal training which enables one to understand the new developments in ones field in a better way.

Define Universe
As this research had been conducted on the employees of DSCL, KOTA. So the universe was limited to DSCL, KOTA unit. Thus it is a finite universe where a sample size of 30 employees was taken.

Research Design
SAMPLING DESIGNThe procedure by which a few subjects are chosen from the universe to be studied in such a way that the sample can be used to estimate the same characteristics in the total is referred to as sampling. The advantages of using sampling rather than surveying the population are that it is much less costly, quicker and if selected properly, gives results with known accuracy that can be calculated mathematically. Even for relatively small samples, accuracy does not suffer even

though precision or the amount of detailed information obtained might. These are important considerations, since most research projects have both budget time constraints. Sampling can be divided into two partsI. RANDOM SAMPLINGa) b) c) d) Simple random sampling. Stratified random sampling. Systematic random sampling. Multistage random sampling.

II. NON-RANDOM SAMPLINGa) Judgments non-random sampling. b) Quota non-random sampling. c) Convenience non-random sampling.

For this project the method of SYSTEMATIC RANDOM SAMPLING was adopted.

Limitations

As it is a private company, some of the information are being kept confidential and was not disclosed for the study, which restricted the research to an extent.

All the information was collected from companys balance sheet which has its inherent limitations.

 There was an insufficient interaction with the employees, due to their prior engagements.

Inadequate information was provided by the internal managers.

At some level, fake or manipulated information was provided as the business unit cannot have the confidence that the material supplied by them to the researchers will not be misused.

Measurement of Effectiveness of the Training Programme

The project aims at measuring the effectiveness of the following training programme Interpersonal Skills Meditation Techniques Environment Management

 Personal Productivity. I. INTERPERSONAL SKILLSThe training programme on interpersonal skills is oriented at strategic management of HR as well as at ways and means of developing a new strategic partnership at the top management level company based on the realization that the human potential of an organization is the key factor in winning long-term competitive advantages. The programme on interpersonal skills has been conceived as a tool for resolving particular human resource problems at participant organization and companies. It supports implementation of development projects aimed at improving the competitiveness of a company. Participants in this programme could benefit from-

Greater confidence in personal management skills. A better motivated and satisfied team. Increased client satisfaction. Tools and techniques to manage better. Improved communication skills. Techniques to handle difficult people.

II. MEDITATION TECHNIQUES Meditation is frequently confused with various forms of concentration. The purpose of concentration exercises is to focus our full-undivided attention on a specific aspect of functioning of our mind and /or the body in order to accomplish a certain goal or develop a certain skill. Exercises such as yoga, tai-chi, breathing exercises, visualization are all forms of concentration. In contrast, meditation is an exercise, aiming to prevent thoughts in a natural way, by deeply relaxing the physical body and then trying to keep the mind completely blank with no thoughts whatsoever. This state may be maintained for a few seconds or a few hours, depending on your skill. Purity of mind achieved during meditation is essential to gain access to higher self does not admit any impurities. One of many benefits of meditation is that it opens your mind to new ideas. When the bowl is full, trying pour more water into it just causes an overflow. The same happens with our mind when it is full of thoughts, there is no room for new ideas. Meditation is a very effective technique for improving your creativity and problem solving capacity. Talented people do it naturally. Artists and poets call it inspiration. Many famous people such as Albert Einstein Thomas Edison were known to have practiced various forms of meditation. Meditation is sometimes described as listening to the silence between thoughts. Our effort in meditation is directed towards consciously increasing the periods of such silence. Thus, at DSCL the employees are taught about various meditation techniques to relieve stress and work load and to relax. III. ENVIRONMENT MANAGEMENTThe company is committed to preserve and protect the environment around its area of operations. As a result of the well-defined policy on environment and safety the rocky terrain of the Kota complex has been transformed in to lush green tree covered landscape through planting of over 2,50,000 trees on nutritious beds of fly-ash. The company has adopted RAIN-WATER HARVESTING initiatives across the board by transferring it to the underground water aquifers or storing in surface reservoirs. Rainwater collected is put to process use, thus conserving a precious natural resource and reducing dependence on external sources. Spurred by this rainwater harvesting movement, several

senior executives of the company have taken their own initiative to implement the same process in their residence.

IV. PERSONAL PRODUCTIVITY- The Personal productivity Workshop is designed to teach how to achieve more with the available time. Tried and tested tools for improving efficiency and discover new ways of thinking that will improve ones effectiveness is taught. The workshop provides skills in both traditional and emerging productivity topics including memory techniques, mind mapping, effective communication techniques, neurolinguistic programming, speed and flexibility reading, humor in the workplace and prioritization skills.

Key benefits:

Understand key productivity and efficiency tools.

Develop new thought processes and mindsets that will help you achieve more. Fit more into your working day without increasing your stress levels. Know your limits know how to extend them comfortably. Be more effective at work and at home.

Rediscover how clever you really are.

Method of Data Collection

The data was collected by the questionnaire method. A questionnaire was prepared which consisted of 10 questions to be filled by the employees. Following is the list of employees who were surveyed regarding the training effectiveness programme.

Interpersonal skillsEmployees surveyed 10

Meditation techniquesEmployees surveyed 5

Environment managementEmployees surveyed - 5

Personal productivityEmployees surveyed - 10

CHAPTER- 4 DATA ANALYSIS

Analysis & Interpretation

A. INTERPERSONAL SKILLSThe analysis on INTERPERSONAL SKILLS is based on a survey of 10 employees of DSCL, Kota. 1. Has the basic objective of the training programme been achieved? 84% said YES 16% said NO

2. Did the training programme facilitates your work in an effective manner? 80% said YES 20% said NO

3. How was the extent of opportunity provided to air your frank opinions, view & problems during the entire training programme? 22% said V.GOOD 67% said GOOD 11% said AVERAGE

4. What was the level of satisfaction derived? 35% said HIGH 47% said MODERATE

18% said LOW

5. What were the principles of learning? 30% 40% 15% 15% said said said said Employee Motivation Practice Opportunities Transfer of Learning Feedback

6. Level of positive behavioral change observed? 12% said Absolute Change

83% said Moderate Change 5% said No Change

7. Level of personal productivity increased? 17% said To Great Extent 83% said To Some Extent

8. Are you able to fully practice the concepts learnt , at work place?

72% said YES 17% said NO 11% said CANT SAY

9. Any improvements in your professional knowledge? 66% said YES 7% said CANT SAY 27% said NO

10.

Extent of satisfaction? 28% said Fully Satisfied

44% said Satisfied 18% said Moderately Satisfied 10% said Unsatisfied

The last 3 questions were open ended which were asked about the things they liked & disliked about the training program and also to give suggestions for the training program so as to make it better and improved. EMPLOYEES FEEDBACK The employees who attend the training program on Interpersonal Skills praised it and gave the opinion about their likings and disliking.

The things they liked were Interactive and beneficial as far as work environment of DSCL is concerned and quit well organized. Trainer had a comprehensive knowledge and a considerable experience. The trainer had good communication skills and his attitude towards trainees was excellent. Personal problems of employees were taken into account.

 Self confidence of employees was improved. Concept of regular communication of superior and subordinate taught here helped in achieving better performance objective and in eliminating problem areas. An exposure of content with practice along with substantial examples was there. Recording of individual presentations to analyze the strengths and weaknesses was an impressive way to conduct. Active participation by so many employees was commendable. The development of the individual and this finally leading to the overall organizational image was explained very nicely.

The things they did not like were The program was of very short duration and should be at least 3 days. The program should be held outside the office premises. Enough literature related to the topic was not provided. An in-depth knowledge wasnt given on certain topics due to time constraint. It was just an introduction to the topic.

EMPLOYEES SUGGESTIONS

 Regular participation of employees must be there in such programs. Sufficient time should be provided to carry out this program. Frequency of the program should be increased. Video coverage skills and such arrangements should be there.

B. MEDITATION TECHNIQUESThe analysis on MEDITATION TECHNIQUE was based on a survey of 5 employees of DSCL, Kota. 1. Has the basic objective of the training program been achieved? 92% said YES 8% said NO

2. Did the training program facilitates your work in an effective manner? 72% said YES 28% said NO

3. How was the extent of opportunity provided to air your frank opinions, view & problems during the entire training program? 8% said V.GOOD 77% said GOOD 15% said AVERAGE

4. What was the level of satisfaction derived? 54% said HIGH 38% said MODERATE 8% said LOW

5. What were the principles of learning? 50% 8% 22% 20% said said said said Employee Motivation Practice Opportunities Transfer of Learning Feedback

6. Level of positive behavioral change observed? 38% said Absolute Change 54% said Moderate Change 8% said No Change

7.

Level of personal productivity increased? 31% said To Great extent

69% said To Some Extent

8. Are you able to fully practice the concepts learnt , at your work place? 77% said YES 8% said NO 15% said CANT SAY

9. Any improvements in your professional knowledge? 85% said YES

10% said NO 5% said CANT SAY

10. Extent of satisfaction? 23% 60% 8% 9% said said said said Fully Satisfied Satisfied Moderately Satisfied Unsatisfied

The last 3 questions were open ended which were asked about the things they liked & disliked about the training program and also to give suggestions for the training program so as to make it better and improved.

EMPLOYEES FEEDBACK

The employees who attend the training program on Meditation Techniques praised it and gave the opinion about their likings and disliking.

The things they liked were The program was well presented and way of expression was also good. Program was interactive & was presented along with case studies. It was good media to transfer knowledge. Individual attention was given to each. New ways of decreasing the level of pollution through the plants were taught.

 The things they did not like were Case studies presented were mostly of foreign companies, not of Indian companies. Long hours for a single day. Very little time was given to the question & answer session.

EMPLOYEES SUGGESTIONS Faculty should give examples keeping in view the type of participants & the industrial sector. Advanced techniques of meditation should also be ta A personal interview should be conducted after the program. Pranayam and yoga can be added.

C. ENVIRONMENT MANAGEMENTThe analysis on ENVIRONMENT MANAGEMENT was based on a survey of 5 employees of DSCL, Kota. 1. Has the basic objective of the training program been achieved? 82% said YES 18% said NO

2. Did the training program facilitates your work in an effective manner? 80% said YES 20% said NO

3. How was the extent of opportunity provided to air your frank opinions, view & problems during the entire training program? 8% said V.GOOD 77% said GOOD 15% said AVERAGE

4. What was the level of satisfaction derived? 80% said HIGH 10% said MODERATE 10% said LOW

5. What were the principles of learning? 40% 20% 20% 20% said said said said Employee Motivation Practice Opportunities Transfer of Learning Feedback

6. Level of positive behavioral change observed? 20% said Absolute Change 70% said Moderate Change 10% said No Change

7. Level of personal productivity increased? 30% said To Great extent 70% said To Some Extent

8. Are you able to fully practice the concepts learnt , at your work place? 70% said YES 10% said NO 20% said CANT SAY

9. Any improvements in your professional knowledge? 70% said YES 20% said NO 10% said CANT SAY

10. Extent of satisfaction?

20% 65% 10% 5%

said said said said

Fully Satisfied Satisfied Moderately Satisfied Unsatisfied

The last 3 questions were open ended which were asked about the things they liked & disliked about the training program and also to give suggestions for the training program so as to make it better and improved. EMPLOYEES FEEDBACK The employees who attended the program on ENVIRONMENT MANAGEMENT praised it and gave the opinion about their likings and disliking.

The things they liked were It was well explained programme. Programme conducted in peaceful & pleasant manner. Easy approach & positive thinking was encouraged. Caused a change in thinking about employees overall working & his self awareness.

 The things they did not like were Timing of program was after lunch. Uncomfortable chair and same posture. It was little monotonous and boring.

EMPLOYEES SUGGESTIONS

Frequency of program should be increased. This program should be conducted every month.

D. PERSONAL PRODUCTIVITYThe analysis on PERSONAL PRODUCTIVITY was based on a survey of 10 employees of DSCL, Kota. 1. Has the basic objective of the training program been achieved? 70% said YES 30% said NO

2. Did the training program facilitates your work in an effective manner? 70% said YES 30% said NO

3. How was the extent of opportunity provided to air your frank opinions, view & problems during the entire training program? 13% said V.GOOD 65% said GOOD 22% said AVERAGE

4. What was the level of satisfaction derived? 30% said HIGH 10% said MODERATE 60% said LOW

5. What were the principles of learning? 60% 20% 10% 10% said said said said Employee Motivation Practice Opportunities Transfer of Learning Feedback

6. Level of positive behavioral change observed? 10% said Absolute Change 80% said Moderate Change 10% said No Change

7. Level of personal productivity increased? 10% said To Great extent 90% said To Some Extent

8. Are you able to fully practice the concepts learnt, at your work place? 70% said YES 20% said NO 10% said CANT SAY

9. Any improvements in your professional knowledge? 20% said YES

30% said NO 50% said CANT SAY

10. Extent of satisfaction? 10% 60% 20% 10% said said said said Fully Satisfied Satisfied Moderately Satisfied Unsatisfied

The last 3 questions were open ended which were asked about the things they liked & disliked about the training

program and also to give suggestions for the training program so as to make it better and improved. EMPLOYEES FEEDBACK The employees who attend the training program on Personal Productivity praised it and gave the opinion about their likings and disliking.

The things they liked were It was a well explained program. Program had well explained examples. Easy approach and positive thinking was encouraged. Helped in increasing the workers personal productivity at work as well as at home. The things they did not like were Not much feedback was taken from the workers. It was for a very short span of time. It was little monotonous.

EMPLOYEES SUGGESTIONS More examples related to work should be given. The program should be conducted on regular intervals. More simplified language should be used.

Findings
The result thus obtained, on a careful scrutiny show that there is a general awareness about the training programmes amongst the employees of DSCL. The organization understands the need and importance of training programmes and conducts them on regular intervals to cater to the needs of officers and workers. The programmes are conducted on technical, behavioral and general topics and are well organized. The results and interpretation show that employees are well aware of training programmes and attend them from time to time to gain insight and more knowledge in their field. The responses from the selected sample indicate that the employees have been benefited by these programmes as a result of which they have been able to perform their work in an effective manner. These employees have also noticed a positive behavioral change in them which has been observed by their colleagues and other people surrounding them. Therefore most employees do not feel any need of change in the existing procedure, which proves that the training programme has really been effective. Thus, according to the given responses we can conclude that there is proper and broader coverage of training programmes and meets their expected need.

CHAPTER- 5 CONCLUSION

Conclusion

Though employees had a very cordial relation at DSCL, but there were certain constraints that came in the way during the training period.

The major hurdles that came across were 1) The organization was very big, so every part was not covered of it. 2) A major constraint was the time duration as it was just 8 weeks, therefore it was not able to do a indepth study of the topic.

Finally it conclude that the training programme had an extremely interactive session with all the employees surveyed and was able to know their valuable suggestions on the training programmes conducted by DSCL, KOTA.

The organizations main strong point is the programmes carried out in the training center to improve the efficiency of employees working in various departments by implementing various activities and training sessions to update in order to complete with todays scenario.

CHAPTER- 6 SUGGESTIONS

Suggestions
Some literature should always be provided to the trainees to refer to it from time to time. Evaluation of these training programmes should be done after their completion to know that what employees gained after attending it. Training related to Personality Development is recommended. More use of simple language and easy well-explained examples should be given. Faculty should give examples keeping in view the type of participants and the industrial sector. 2 or 3 trainers should conduct the programme. A personal interview may be conducted after the programme. The participants should be asked to give the feedback. A detailed discussion and a visit to the site are recommended.

CHAPTER- 7 ANNEXURES

Bibliography
BOOKS CONSULTED :-

K.Ashwathapa, Human Resource and Personnel Management. Tata M.C Graw Hill Publishing Company Ltd, New Delhi. C.B. Memoria, Personnel Management, Himalaya Publishing House, Bombay. S.F.C. Manual.

WEBSITES CONSULTED :-

www.dscl.com www.google.com

Questionnaire

Dear sir/madam This questionnaire is prepared to gather valuable information about the employees of DSCL COMPANY. This information will be shared among the employees whether they satisfied with the facility provided by the company. 1. NAME 2. AGE 3. SEX MALE FEMALE

4. DESIGNATION

1) Has the basic objective of the training programme been achieved? a) Yes b) No

2) Did the training programme facilitates your work in an effective manner? a) Yes b) No

3) How was the extent of opportunity provided to air your frank opinions, view and problems during the entire training programme? a) Good b) Average c) V.Good

4) What was the level of satisfaction derived? a) High b) Moderate c) Low

5) What were the principles of learning? a) Employee Motivation c) Transfer of Learning b) Practice Opportunities d) Feedback

6) Level of positive behavioral change observed? a) Absolute Change b) Moderate Change c) No change

7) Level of personal productivity increased? a) To Great Extent b) To Some Extent

8) Are you able to fully practice the concepts learnt, at your work place? a) Yes b) No c) Cant say

9) Any improvements in your professional knowledge? a) Yes 10)Extent of satisfaction? a) Fully satisfied b) Satisfied c) Moderately satisfied d) Unsatisfied. b) No c) Cant say