ACKNOWLEDGEMENT

I take this opportunity as privilege to express my deep sense of gratitude to our DIRECTOR
Prof. Daniel Penkar and Prof. Gopa Das, SINHGAD INSTITUTE OF MANAGEMENT
Pune, for their continuous encouragement, invaluable guidance and help for completing the
present research work.

I am deeply indebted to my project guide, Sinhgad Institute of management, Pune without her
help completion of the project was highly impossible. I take this opportunity as privilege to
articulate my deep sense of gratefulness to Mr. Sonal Prabhakar (Department Human
Resource).
Their encouragement and valuable guidance are gratefully acknowledged.

I would like to acknowledge al my family members and friends for their help and support.
Lastly, I convey my gratitude to all those who or directly or indirectly related to this project
and helped me to complete this project report.

Thanks and regards,

ANKIT GARG
EXECUTIVE SUMMARY

2
The main focus of the study is to measure the effectiveness of training and development at
Hindustan Zinc Ltd. This project emphasizes the importance of training and development
among the work force in achieving gains in human performance and productivity.

Primary data collection was done through structured questionnaire. Secondary data was
collected from company records and internet. Research design used in study was descriptive
research study. Conclusions were drawn based on the analysis of data collected from the
employees in various grades. A statistical tool applied is simple percentage method.

Recommendations were provided for enhancing the quality of the training and development
programmes in the organization. The steps for improving training and development in the
organization are identified. This project provides detailed information about T&D, where does
it reside and what does it do. Hindustan Zinc can implement job enrichment, job enhancement
and self development training methods to improve the efficiency of human resource.

3
CHAPTER-1

ORGANISATION PROFILE

4
Vedanta Resources Plc

• Vedanta is a US $2.2 billion London listed, diversified metals and mining Group
• Vedanta has copper; aluminum and zinc operations are India. Two copper mines in
Australia and copper mines in Zambia.
• Vedanta also has interests in gold (AGRC) and optical fiber (SOTL) Through the
Sterlite Group.
• In India, Vedanta Resources has interests in HZL (through sterile), BALCO and
MALCO.
• FY 2005 group turnover: US $1884.2 million

Indian Market Shares: -

• Zinc – Vedanta (HZL) 75% Only Integrated Zinc producer.

• Copper – Vedanta (Sterlite) 42% One of two leading copper producers.
• Aluminum – Vedanta (BALCO and MALCO) 21% One of three aluminum
producers.

5
Structure of Vedanta Resources and Stake Holding:-

Vedanta Resources Plc has six business alliances in

which by the chart we can understand.

A Vedanta resource is covering the following business units.

1. konkola Copper Mines plc. (KCM)

2. Sterlite Industries (India) ltd.
3. Madras Aluminum Company ltd. (MALCO)
4. Vedanta Alumina Ltd.
5. Hindustan Zinc Ltd.(HZL)
6. Bharat Aluminum Company Ltd. (BALCO)

Hindustan Zinc Ltd.

6
Introduction:-

Hindustan Zinc Limited (HZL) is one of India’s leading Zinc-lead producers

and exceptional in its extent of its technological coupled with vertical
integration in other non-ferrous metals.

HZL was incorporated on 10th January, 1966 as a public sector company after the
takeover of the erstwhile metal corporation of India limited(MCI) to develop mining and
smelting capacities to substantially meet the domestic demand of zinc and lead metals.
In April 2002, Sterlite acquired a 26% interest in HZL from the Government of India along
with the management control and 20% were acquired from the open market, and it became a
part of the Sterlite group. Since then HZL has been growing from strength to strength. In
August 2003, Sterlite acquired a majority state in HZL by acquiring another 18.9% interest
from the Government of India. The total shareholding of Sterlite in HZL is more than 65%.
Government of India still holds approx 30% share in the company.

HZL has broad-based operations, its spectrum of activities range from exploration,
mining and ore processing to smelting and refining of lead, zinc, cadmium, cobalt,
copper and other precious metals. It is also an important producer of sulfuric acid and
rock phosphate. The company is looking forward to opportunities in gold, other
minerals and new business areas.

In its life span, HZL has endeavored to aim for a steady improvement in its operation
through forward planning, excellent team work, research and development, and
technology updating: as a result the company has almost taken the country to the
level of self sufficiency in zinc.Being a proud inheritor of world’s oldest technology,
HZL is continuing the tradition and gearing itself to recapture a position among the
prime products of the world.

HZL Milestones at a glance:

7
2005-06 Chanderiya hydrometallurgical zinc smelter begins production.
Chanderiya Ausmelt™ lead smelter begins production.

2003-04 Sterlite acquires additional shares of 18.92% from Government of India under call
option.

2002-03 Sterlite acquires 26% and management control in HZL from the Government of
India in privatization. A further 20% is bought from market through open offer.

1991 Chanderiya pyrometallurgical lead-zinc smelter and Rampura Agucha mine begin
production.

1983 Rajpura Dariba Mine starts production.

1977 Vizag zinc smelter and second set of Zawar mine facilities commissioned.

1971 First expansion of Zawar mine commissioned.

1968 Debari smelter commissioned.

1942 Commencement of mining at Zawar

Board of Directors:-

Shri Agnivesh Agrawal, Chairman

8
 Shri M.S. Mehta, CEO & Whole-time
Director

Shri Anil Agarwal, Director

Director Shri Sujit Gulati

Director Smt. Ajita Bajpai Pande

Director Shri A.C. Wadhawan

Director Shri Nand Kishore Shukla

Director Shri K. K. Kaura

Director Shri Navin Agarwal

ZINC PRODUCTION

9
YEAR ZINC Production (ktpa)

2004 175

2005 210

2006 225

2007 210

2008 280

Operating Units: Mines

Zawar Group of Mines:-

This is situated in Udaipur district of Rajasthan, amidst a valley of Aravali Hills. A small
dam TIDI dam constructed on the river Tidi, is the source of Water supply. Today, the
combined ore production and treatment of Zawar group of Mines is 4000 TPD. This mine has

10
demonstrated reserve of about 40 million tonnes of Zinc-Lead Ore with about 4.5% Zinc and
1.7% Lead.

Rajpura – Dariba Mines:-

The multi metal Rajpura Dariba Mine is located 85 KM from Udaipur (Rajasthan), has
demonstrated ore reserve of about 16.4 million tonnes having metal content of about 6.9%
Zinc and 2.2% Lead. The mine produces 3000 TPD ore and installation of matching
benefaction plant.

Agnigundala Lead Project:-

This project of Hindustan Copper Limited was transferred to HZL in 1978. The mine has
demonstrated reserve of about 2 million tonnes containing 5.10% Lead. The mining and
milling capacity is 72,000 TPA at present.

Rampura – Agucha Mines:-

The prestigious Rampura –Agucha Mines open cast mining complex is Asia’s richest and
largest Zinc-Lead deposit situated in Bhilwara District – Rajasthan. The 4500 TPD open pit
mines based on over 600 million tonnes of ore reserves and a metal content of 13.48% Zinc
and 1.93% Lead.

Operating Units: Smelter

Zinc Smelter, Debari:-

A premier smelter of Hindustan Zinc Limited is engaged in the production of high grade Zinc
Metal and by-products Cadmium & Sulphuric Acid since 1968 by adopting Hydro-
metallurgical technology.

11
Chanderiya Lead Zinc Smelter:-
This gigantic smelter is situated in Chittorgarh district of Rajasthan, based on the imperial
Smelting Process route adopting blast furnace technology for simultaneous production of
Lead and Zinc. This is first in India and 14th furnace in operation in the world. The installed
capacities are as under:

ZINC : 70,000 TPA

LEAD : 35,000 TPA
CADMIUM : 375 TPA
SILVER : 74 TPA
SULPHURIC ACID : 176,000 TPA

Lead Smelter-Tundoo (Bihar):-

This is the first smelter with HZL, started by then MCI in 1946. At present, its installed
capacities are 8000 TPA Lead and 12 TPA Silver.

Vizag Zinc Smelter, VISHAKHAPATNAM (A.P.):

Earlier it used imported concentrates but now it is using own concentrate. With expansion in
the year 2000, the present installed capacities of Zink Sulfuric Acid and Cadmium are 40000
TPA, 75000 TPA and 115 TPA respectively. HZL is a vertically integrated company with
Mines and smelters spread across multi-locations

Annual Capacity of Operating Units:

• Mines of HZL Group
• Smelter Of HZL Group
Mines of HZL Group

No. Unit Products Annual Capacity

(In MT)

12
1 Zawar Group of Mines (Raj) Zinc, lead, silver,
ores & concentrates
12,00,000

2 Rajpura Dariba Mines (Raj) Zinc, lead, silver,

ores & concentrates
9,00,000

3 Rampura Agucha Mining (Raj) Zinc, lead, silver,

ores & concentrates
1,64,25,000

4 Agnigundala Mines (A.P.) Lead, ores &

concentrates
72,000

5 Maton Rock phosphate Mines Rock phosphate

concentrates &
1,80,000
ROM

6 Sargipali mines (Orissa) Lead, ores 150000

&concentrates

Smelters of HZL Group

No. Unit Products Annual Capacity

(In MT)

1 Zinc Smelter, Debari Zinc 52,000

Sulphuric Acid 87,000

Cadmium 250

13
 2 Vizag Zinc Smelter, Zinc 30,000
Vishakhapatnam (A.P.)

Lead 22,000

Sulphuric Acid 75,000

Cadmium 115

3 Lead Smelter-Tundoo (Bihar) Lead 8,000

Silver 12

4 Chanderiya Lead Zinc Smelter Zinc- PW 35,000

Lead 35,000

Sulphuric Acid 1,76,000

Cadmium 375

5 Year Annual Results in Brief

FY FY FY FY FY
Particulars 2010 2009 2008 2007 2006

14
Revenue (Rs Crore) 8,017 5,680 7,878 8,560 3,877

PBDIT (Rs Crore) 5,392 3,665 6,231 6,639 2,418

ROCE (%) 57.51% 44.07% 93.58% 138.96% 83.47%

EPS (Rs) 95.65 64.55 104.04 105.12 34.85

DEBARI ZINC SMELTER

ISO: 9002 certified unit

About ZSD:

Debari Zinc Smelter, a premier smelter of HZL, is engaged in the

production of high-grade Zinc metal and other by-products-cadmium and
sulfuric acid since 1968 adopting hydro metallurgical technology. In
November 98, ZSD was certified as an ISO-9002 company for its quality
performance.

Debari is located 13 km away from Udaipur on Udaipur-Chittorgarh State Highway.

The plant was commissioned in 1968 with capacity to produce 18000 tonnes of Zinc, 72600
tonnes of Single Super Phosphate and 76 tonnes of Cadmium. Soon the capacity was
expanded to accommodate for continuous increase production of Zinc ore by setting near ZSD
the CRDL unit i.e. Central Research and Development Laboratory where all the scientific and
process development work takes place. It deals with keeping pace with all developments in
regard with the process as well as the techniques..
15
HINDUSTAN ZINC’S SMELTER PLANT AT UDAIPUR (RAJASTHAN)

16
 Mr. Govind
Ram

AVP

Mr. Sharad Mr. K.L.

Gargia Nagpal AGM
(Commercial)
AGM (finance) Mr. K.R.
Mr. S.P.
Solanki
Gaur
C.M.
AGM (HR) Manager CSA (M&P)
Manager
Sales
Sr. Manager
Sr. Manager
Sr. (Electrical)
Manger
P.K. Jain
Manager
(HR) Assot.
Receipt
Sr. Manager (Electrical)
Manger Manager
Sr. Manager
(HR) Inventory
Control Planning P & E

Mr. Vinay
Agarwal
Inventory Sr. Manager

Exe. Officer Control

(Civil)
(HR)

Sr. Manager

(Safety)

17
DEPARTMENTS:

In any production unit the departments can be divided into two major parts in which one is
related to the production and another is service department.

A. Production department
B. Service department

A. Production Departments:

Those departments, which are directly engaged in the machine operation and
production of Zinc Ingot, are known as production departments. In such department the
following items can be seen easily:

Material handling equipments

Raw material

Plant and Machineries

Giant trucks

Big handling belts

Labors

The following departments are categorized under this heading

 ROASTER AND ACID PLANT

 LEACHING, PURIFICATION AND CADMIUM PLAN
 ZINC ELECTROLYSIS AND MELTING PLANT

18
• CORPORATE SOCIAL RESPONSIBILITIES:
(CSR Activities)
 We continue to impact over 500,000 lives through our relentless Corporate Social
Responsibility (CSR) initiatives.
 We are committed to raise the quality of life and social well-being of communities
where we operate.
 We believe in engaging with our stakeholders in two-way, open dialogue, which is
the key to the development of sustainable communities.
 We work to establish and maintain our "social license to operate" in the local
communities in which we are active by incorporating the principles of sustainable
development into all aspects of our engagement.
 Our framework of community engagement starts with need assessment and base
line studies to understand the needs of the communities.
 The data is collected based on Participatory Rural Appraisal interviews with
village heads, panchayat members, farmers, SHG members and the villagers
at large.
 This feedback then is used to develop new programmes and improve existing
programmes.
 We have a dedicated team of 107 functionaries including qualified professionals
and subject matter specialists who are part of our corporate social responsibility
team.

19
 • Social Policies

 At Vedanta Resources plc, we believe in sustainable development and are committed

to raise the quality of life and social well-being of communities where we operate.
Towards this, we will be guided by following
 Our community development initiatives will be prioritized based on local needs.
Broad areas of focus will be
o Social Investment - Health, Education & Livelihood

o Bio Investment - Water harvesting, agriculture and social forestry

o Environment conservation

 All operating locations will incorporate CSR activities as an integral part of their
business plan and have an appropriate organization to implement the same.

 We will be open to working with likeminded associates, Government bodies and other
volunteer organization in pursuit of our mission.

 We will measure and report progress as per social accounting systems and encourage
third party reviews for effective delivery and measurable impact.

 We will regularly communicate with all our stakeholders on the progress and
performance on social management.

• Integrated Village Development

 Mid Day Meal Programme

 Computer Education Programme

 Bal-Chetna Anganwadi Project

 Vocational Training to Unemployed Youth

20
HRD at Hindustan Zinc Ltd. – An Introduction

21
Organizations are made up of people and function through people. Without people
organization cannot exists. The resources of men, money, material and machinery are
collected, coordinated and utilized through people. These resources by themselves cannot
fulfill the objectives of organization. They need to be united into a team. It is through the
combined efforts of people that material and monetary resources are effectively utilized for
the attainment of common objectives. Without united human efforts, no organization can
achieve its goals. All the activities of the organization are initiated and completed by the
person who makes up the organization. Therefore people are the most significant resource of
any organizations. This resource is called HUMAN RESOURCE and it is the most important
factor of production.

Human Resource Management is a set of policies, practices and programmers designed to

maximize both personal and organizational goals. It is the process of binding people and
organization together so that the objective of each are achieved.

According to National Institute of Personnel Management of INDIA: “Human Resource

Management is that part of management concerned with people at work and with their
relationship within the organization. It seeks to bring together men and women who make up
an enterprise, enabling each to make his”.

Own best contribution to its success both as an individual and as a member of a working
group.

HUMAN RESOURCE POLICY

• We at Hind Zinc Ltd. are committed to Empower People.

• Honour individuality of every employee.
• Non discrimination in recruitment process.
• Develop Competency.
• Employees shall be given enough opportunity for Betterment.
• None of the person below the age of 18 years shall be engaged to work.
• Incidence of Sexual Harassment shall be viewed seriously.
• Statute enacted shall be honored in letter & spirit
• Management will appreciate observance of Business ethics & professional code of
conduct.

22
HUMAN RESOURCE DEPARTMENT

Objective of Human Resource

Objective of human resource management are derive from the basic objectives of an
organization. In order to achieve organizational objectives integration of employer’s interest
and employee interest is necessary.

Objectives of HRM may be summarized as follows:

 To enhance job satisfaction and self actualization of employees by encouraging and

assisting every employee to realize his /her full potential.

 To establish and maintain productive, self respecting and internally satisfaction

working relationships among all the members of the organization.

INDUCTION PROGRAM
23
Induction Process is a vital part for newly joined employees. Good induction program ensures
that new joiners are retained, and then settled in quickly and happily to a productive role.
Induction training is all about training employees in respect to: what the work shifts are;
where the notice-board is; what the routine is for holidays, sickness; where the canteen is;
what's the dress code. New employees also need to understand the organization’s mission,
goals, values and philosophy; personnel practices, health and safety rules, and of course the
job they're required to do, with clear methods, timelines and expectations.
Professionally organized and delivered induction training is your new employees' first proper
impression of you and your organization, so it's also an excellent opportunity to reinforce their
decision to come and work for you. Induction training offers a wonderful early opportunity to
establish clear foundations and expectations in terms of ethics, integrity, corporate social
responsibility, and all the other converging concepts in this area that are the base of all good
modern responsible organizations. It is the formal duty of an employer to provide new
employees with all relevant information and training relating to health and safety particularly.
The responsibility lies with the HR head to ensure that that induction training is properly
planned. Even if head office or another 'centre' handles induction training - you must make
sure it's planned and organized properly for your new starter. An induction training plan must
be issued to each new employee, before the new employee starts, and copied to everyone in
the organization who's involved in Providing the training, so the new starter and everyone else
involved can see what's happening and that everything is included. Creating and issuing a
suitable induction plan for each new starter will help them do their job better and quicker, and
with less dependence on your time in the future. Employees who are not properly inducted
need a lot more looking after, so failing to provide good induction training is utterly false
economy.

Induction training must include the following elements:

24
 • General training relating to the organization, including values and philosophy as well
as structure and history, etc.
• Mandatory training relating to health and safety and other essential or legal areas.
• Job training relating to the role that the new starter will be performing.
• Training evaluation, entailing confirmation of understanding, and feedback about the
quality and response to the training.

Take the opportunity to involve your existing staff in the induction process. Have them create
and deliver sessions, do demonstrations, accompany, and mentor the new starters wherever
possible. This can be helpful and enjoyable for the existing staff members too, and many will
find it rewarding and developmental for themselves. When involving others ensure that
delivery and coverage is managed and monitored properly.

An induction program should feature a large element of contact with other staff for the new
person. Relationships and contacts are the means by which organizations function, get things
done, solve problems, provide excellent service, handle change and continually develop.
Meeting and getting to know other people are essential aspects of the induction process. This
is especially important for very senior people - don't assume they'll take care of this for
themselves - help them to plan how to meet and get to know all the relevant people inside and
outside the organization as soon as possible. Certain job roles are likely to be filled by passive
introverted people (Quality, Technical, Production, Finance - not always, but often). These
people often need help in getting out and about making contacts and introductions. Don't
assume that a director will automatically find their way to meet everyone - they may not - so
design an induction plan that will help them to do it.
The following points should be covered in the induction program. These will help you design
an induction plan to suit your particular situation(s).

1. General Organization Induction

25
The general induction should include safety and emergency procedures, Visitors visiting
hours & procedure, Washrooms, Food and drink/ Canteen, Smoking areas and policy,
Timings and induction training overview, Organizational history and background overview,
Ethics and philosophy, Mission statement(s), Organization overview and structure,
Departmental structure and interfaces, Who's who (names, roles, responsibilities), Site layout,
Other sites and locations( in other cities), Dress codes, Basic communications overview,
Facilities and amenities, Pay, Absenteeism and lateness, Holidays, Sickness, Health
insurance, Pension, Trades

Unions, Rights and legal issues, Personnel systems and records overview, Access to personal
data, Time and attendance system, Security, Transport and parking,
\Crèche and childcare (if applicable), Grievance procedures, Discipline procedures, Career
paths, Training and development, Appraisals, Mentoring, Awards and Incentives, Health and
Safety, and hazard reporting, Physical examinations, eye test etc., Emergency procedures(fire
drill, first aid), Accident reporting, Personal Protective Equipment, Use, care, and issue of
tools and equipment, Other housekeeping issues, General administration, Restricted areas,
access,passes.

2. Departmental Induction

The induction training process also offers the best opportunity to help the new people more
quickly incorporate into the work environment - particularly to become known among other
staff members. Hence the departmental tours and personal introductions are an absolutely
important part. Organizations depend on its people being able to work together - these
capabilities in turn depend on contacts and relationships. Well-planned induction training can
greatly accelerate the development of this crucial organizational capability.
The department induction should contain departmental amenities, catering, individual
departmental structures, Departmental functions and aims, Team and management (HOD),
People and personalities overview (extremely helpful, but be careful to avoid sensitive or
judgmental issues), Related departments and functions, How the department actually works
and relates to others, the work-flow - what are we actually here to do?, Customer service
standards and service

26
flow, How the job role fits into the service or production process, Reporting, communications
and management structures, Terminology, jargon, glossary, definitions of local terms, Use
and care of issued equipment, Work space or workstation, Local housekeeping, Stationery and
supplies, Job description - duties, authority, scope, area/coverage/territory, Expectations,
standards, current priorities, Use of job specific equipment, tools, etc., Use of job specific
materials, substances, consumables, Handling and storage, Technical training - sub-categories
as appropriate, Product & Services training - sub-categories as appropriate, Job specific health
and safety training, Job-specific administration, processing, etc., Performance reporting,
Performance evaluation, Training needs analysis method, Training support, assistance, mentor
support, Where to go, who to call, who to ask for help and advice, Training review times and
dates, Virtual teams, groups, projects open to job role, Social activities and clubs, etc., Initial
induction de-brief and feedback.

INDUCTION TRAINING IN HIND ZINC LTD, DEBARI UDAIPUR

When an employee joins this organization firstly he\she must undergo from induction
training. It will contain the introduction or briefing about all the departments and its functions.
Usually it will be like a session which will be handled by Team heads or any other team
member on behalf of him. The number of days of training will be different and it is depends

27
upon company's policy. In a way it is like a welcome session to make a new joiner familiar
with the company atmosphere.

In Hind Zinc Ltd. this training is provided to every employee at the time of joining. For this
purpose interface memos are provided to every employee in which they get their full schedule
for visiting different departments..

These memos are given by the HRD department.

The format of the memo can be easily understood by below mention form -.

In starting the trainee’s name, post and date of joining has mentioned .after these followings
fields are there…

1. S.NO

2. TIME

3. DATE

4. DEPARTMENT

5. CONTACT PERSON

6. SIGNATURE

28
 1. SNO.

This tells about the total numbers of programs in sequences which are going to be
attended by the trainees.

2. Time

This describes about the time on which the trainees are going to visit different
departments. Time can be mentioned as full day, forenoon and afternoon.

3. Date

This field describes about the date of programs on which the trainee have to attend
mentioned department.

4. Departments

Different departments which are going to be visited by the trainees are mentioned
here.

5. Contact Person

This segment mentioned the trainer’s name (contact person) that is going to provide
training to trainees. Each department have their own trainers under whose guidance
trainees are going to take knowledge about different departments .Trainers are decided
according to the departments.

6. Signature

After visiting the department by trainees, trainers signed in this column as the proof
that this trainee has visited this department under his guidance.

We can easily understand these points by the help of following memo -

HRD Department

29
OBJECTIVES OF THE STUDY

1. To study the existing training methods and technologies used in the organization.
2. To know the employee satisfaction regarding training methods.
3. To find out the pitfalls related to training programmes in the organization.
4. To offer suggestions to company as to know best training programmes can became
effective in the future.

30
CHAPTER-2

THEORETICAL BACKGROUND

ON

TRAINING & DEVELOPMENT

31
TRAINING AND DEVELOPMENT

INTRODUCTION:

Training makes a very important contribution to the development of the

organization’s human resources & hence to the achievement of its aims & objectives. To
achieve its purpose, training needs to be effectively managed so that the right training is given
to the right people, in the right form, at the right time & at the right cost.

Generally, there is a better recognition of training among the business organizations

as it addresses their prime concerns of optimizing the performance of staff & enhancing
productivity.

In order to build up a strong, efficient, effective, motivated & dedicated

managerial cadre, continuing management training is required.

It is a high time that a deeper understanding is developed concerning the

personnel employed in Public Enterprises in India. Studies in this realm should analyze their
background, work traits, their senior subordinate relationship & management development
strategies.
Training and Development need= Standard performance – Actual performance
Inputs in Training and Development

Any training & development programmers must contain inputs which enable the participants
to gain skills, learn theoretical concepts and help acquire vision to look into 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.

Some of the inputs are:

Skills

Education

Development

Ethics

32
Attitudinal Changes

Decision Making and Problem Solving Skills

Definition of Training:

Hamblin-defines training as “any activity, which deliberately attempts to improve a person’s

skill on a job” as opposed to education, which is mainly, concerned with personal
development & not related directly to the job”.

Flippo-defines “training as the act of increasing the knowledge & skills of an employee for
doing a particular job.”

H. john bernardin-“training is any attempt to improve employee performance on a currently

held job or one related to it.”

Taylor M.H-“training of trainers” defines training as a mean to bring about a continuous

improvement in the quality of work performed; it would equip them with necessary
knowledge skill, ability & attitude to perform their job.

33
Training Why?

The word training consists of eight letters, to each of which could be attributed some
significant meanings in the following manner:

T -Talent &Tenacity (strong determination)

R –Reinforcement (something positive to be reinforced into memory

& System again & again, until it becomes a spontaneous affair)

A-Awareness (with which one can easily take long strides of progress)

I-Interest (which is invariably accompanied by excitement & enthusiasm)

N-Novelties (the new things, the like of which would sustain our interest

& fill our hearts with thrills & sensations)

I-Intensity (the training instilled into the trainee’s mind must acquire

Experience-oriented intensity)

N-Nurturing (it does refer to incessant nurturing of talent, which

Otherwise would remain latent & dormant)

G-Grip (a fine grip over the situation solves multiple problems & enables

One to acquire a practical & programmatic approach along with all

Tricks & tactics to achieve success after success in one’s endeavours)

34
DISTINCTION BETWEEN TRAINING AND DEVELOPMENT

Training:

1. Training is a process of learning a sequence of programs behavior.

2. It is application of knowledge.
3. It improves their performance on the current job and prepares them of an intended
job.
4. Training is a short-term process utilizing a systematic and organized procedure by
which non-managerial personnel learn technical knowledge and skills for definite
purpose.

Development:

1. Development not only helps them to improve the job performance but also improve
their personality.
2. Helps the individuals in progress towards maturity and actualization of their potential
capacities so that they become not only good employees but also good human being.
Training a person for higher and bigger jobs is development.
3. Development is a long-term educational process utilizing a systematic ands organized
procedure by which managerial personnel learn conceptual and theoretical knowledge
for gene.

35
Needs & Objects of Training:

1. Job Requirements-New employees require detailed instructions & training for

effective performance.

2. Technological Changes-Technology is changing very fast. Mechanisation is

increasingly used in offices & factory jobs.

3. Organizational Viability-Trained employees are the valuable assets of a company.

4. Increasing Competition-Due to economic liberalization & globalisation the firms are

experiencing expansion & diversification of business & products.

5. Contract Training-Sometimes, training is needed under a service contact. At times,

ethical codes, social norms or business practices provide a carrot as well as a stick to
persuade managers to cooperate.

36
Analysis of training need:

CURRENT DESIRED

LEVEL OF

PERFOMANCE
IMMEDIATE TRAINING
REVEALS
NEEDS

DISCREPANCY

ACTUAL LEVEL OF

PERFORMANCE

LONG RANGE TRAINING

REVEALS
NEEDS

DISCREPANCY

PROJECT DESIRED

LEVEL OF

PERFOMANCE

This analysis is basically a data-gathering process used to identify & compare an

organization’s level of performance to the desired level of performance.

37
 The discrepancy will identify the immediate or long range training need. The
performance can be interpreted to new managerial skills or technical skills required to do a
job. Given figure illustrate the interrelationship of these two dimensions.
Benefits of Employee Training:

How Training Benefits the Organization

 Leads to improved profitability or more positive attitudes towards profit orientation.

 Helps people identify with organizational goals.
 Helps create a better corporate image.
 Aids in organizational development.
 Improve relationship between boss & subordinate.
 Fosters authenticity, openness & trust.
 Learns from the trainee.
 Helps prepare guidelines for work.
 Aids in improving organizational communication.
 Helps employees adjust to change.

Benefits to the individual which in turn ultimately should benefit the

organization.
 Helps eliminate fear in attempting new tasks.
 Helps a person develop speaking & listening skills
 Develops a sense of growth in learning.
 Moves a person towards personal goals while improving
Interactive skills.
 Increase job satisfaction & recognition.
 Satisfies personnel needs of the trainer.
 Helps the individual in making better decisions & effective
Problem solving.
NEED ASSESSMENT
TRAINING PROCESS:
A) ORGANIZATION
SUPPORT
B) ORGANIZATIONA
38
L ANALYSIS
C) TASK & KSA
ANALYSIS
D) PERSON
ANALYSIS
INSTRUCTIONAL DEVELOPMENT TRAINING

OBJECTIVES OF CRITERIA VALIDITY

SELECTION &
DESIGN OF TRANSFER

INSTRUCTIONAL VALIDITY

PROGRAMS

INTRA ORGal.
TRAINING
VALIDITY

USE OF

EVALUATION INTER ORGal.

MODELS VALIDITY

39
TRIGGERS of TRAINING:

1. EXTERNAL

-anticipated demand for products

-anticipated demand for services

-local labor market situation

-customer requirements

-changes in government regulations

-changes in competitive situation

2. INTERNAL

-plan to change operational methods

-plan to change technology

-organization restructuring

-changes in corporate strategy

-changes in the role of jobs.

METHOD & TECHNIQUES OF TRAINING:

40
 1. METHOD OF TRAINING-

• On the job training-

 Job instruction training
 Coaching
 Job rotation
 Job enlargement
 Syndicate method

• OFF THE JOB TRAINING

 KNOWLEDGE BASED TRAINING
 Lecture
 Tutorial
 Conference, Panel & buzz session
 Film
 Programmed learning

 SIMULATION METHOD
 Role playing
 Case study
 Vestibule
 Business game/Mgmt. Game
 Simulated mgmt. Game
 In-basket exercise

EXPERIMENTAL METHOD
Sensitivity training
Transactional analysis
Fish bowl exercise
Interviewing
Councelling

2. TECHNIQUE OF TRAINING
41
TECHNIQUE DESCRIPTION

ICE BREAKING Games to get team members know each

other
LEADERSHIP GAMES Exercises to teach different styles of
leadership
SKILL GAMES Tests to develop analytical skills
COMMUNICATION GAMES Exercises to build bias-free listening &
talking
TAG TEAMS One role played alternately by two
participants
9+1+23 Self-assessment by a leader of leadership
skills
ATTRIBUTE LISTENING Isolation, selection & evaluation of a
problem
GORDEN TECHNIQUE Steering a discussion to crystallize solution
BUILT-IN-TENSION Teaching the importance of resolving
matters

42
Training and development programs in HIND ZINC LTD , DEBARI
UDAIPUR (RAJ).

Employee training is the important sub system of human resource development. Employee
training is the specialized function is one of the fundamental operative functions for human
resources management. Training is a short term educational process and utilizing a systematic
and organized procedure by which employees learn technical knowledge and skill for a
defined purpose.

In Hind Zinc Ltd. many programs are organized for the employees training and development.

TRAINING NEED ASSESSMENT SURVEY

Training is not something that is done once to new employees; it is used continuously in every
well run establishments. Further technological changes, automation, require updating the
skills and knowledge. As such an organization has to retain the old employees. So for this
purpose they organized many training which either on the job training of off the job training.
A survey is conducted in which those employees who believes that they need some more deep
knowledge about any topic, related to his work.

Training need assessment survey is done by the HRD department. They provide a form which
is called HRN TNA form. They also attach a list of all programs which they are going to
organize. These all programs are decided by the employees only and if any program is not
included in the list that time he may add any program, if so desired. All programs contain
some codes also. This list is used at the time of filling the TNA form. This form must be filled
by every employee who is interested in attending training. This form contains following
questions a basic format of TNA may be followed by every organization:-

A. Personal Information:

43
 Training attended by individual executive during 2008-09 & 2009-10:

Job Information by individual executive:

1. What are your main duties and responsibilities presently?

2. What training / development input, you think, can help you do your job better now or in
future?

After these entire questions, employee will mention his name, signature and date of filling
that form.

Review By Reporting Manager or Sectional Head:

General Comments:

These general comments are given by Reporting Manager or Sectional Head which
are related to:
Strength Areas of employee

Areas of Improvement

Training Needs Suggested:

The Reporting Manager or Sectional Head gives their suggestions what type of training
Employee required .It may be

Technical
Managerial / Behavioral Course

After this D part question, the reporting manager or sectional head will mention his name,
signature and date of filling that form as the proof that all these information are correct

Assessment by the particular Department:

a) General Assessment about his Strengths / Improvement Areas :

44
 Here all the work of general assessment about Strengths / improvement areas of
employees are done by officer of particular Department:

Training / Development Needs:

Immediate requirement for performance improvement

In this question officer of particular Department write down the immediate requirement for
performance improvement .It either be a technical or managerial course.

General developmental needs

At last now, the officer of particular Department will mention his name, signature and date of
filling that form as the proof that all these information are correct.

So this the way by which this organization collects those employees names who needs deep
knowledge of any topic which may be technical of managerial.

After Getting all these information’s HRD department prepared a schedule chart for a year in
which all the training will provide according to the schedule. These training may be of 1 day
or may be for more days.

Here one training need assessment survey form is mentioned from which we can easily
understand the process.

A basic Format of TNA survey may be followed by every Organization. (Annexure-3)

EVALUATION OF TRAINING PROGRAMS

45
The specification of value forms a basis for evaluation. The basis of evaluation in the mode
of collection of information necessary for evaluation should be determined at the planning
stage. The process of training evaluation has been defined as “any attempt to obtain
information on the effects of training performance and to assess the value of training in the
light of that information”. Evaluation leads to controlling and correcting the training
programmed. Hamblin suggested five level at which evaluation of training can take place viz.
reaction, learning, job-behavior, organization and ultimate value.

REACTION

Training program is evaluated on the basis of trainee’s reaction to the usefulness of the
coverage of matters, depth of the course content, method of presentation, teaching methods
etc.

LEARNING

Training program, trainer’s ability are evaluated on the basis of quality of content learnt and
time in which it is learned and learner’s ability to use or apply the content be learned.

1. JOB BEHAVIOUR

This evaluation includes the matters an extent to which the trainee has applied his
learning to his job.

2. ORGANIZATION

This evaluation measures the use of training, learning and changed in the job behavior
of the department in the form of increased productivity, quality, morale, sales turnover
and the like.

3. ULTIMATE VALUE

It is the measurement of the ultimate results of the contributions of the training

programs to the company to the program goals like survival, growth, profitability etc.
And to the individual goals like development of personality and social goals like
maximizing the social benefits.

• Importance of training

• Their objective
46
• Training method used by them

• Any useful data

• Performance appraisal and rewards

47
CHAPTER-3

RESEARCH METHODOLOGY

Research methodology is the way to systematically solve the research problem. It may be
understands as a science of studying how the research is done scientifically.

48
The term research refers to the systematic consisting of formulating this problem, formulating
a hypothesis, collecting the facts and the data, analyzing their facts and reaching certain
conclusion in the form of solution towards the concerned problem. In methodology the
researches discuss the objectives selection of area, sample design, data tabulation and analysis
used to analysis the data.

RESEARCH DESIGN:

The research design adopted in this study is DESCRIPTIVE RESEARCH DESIGN.

Descriptive research include survey and fact finding enquiries of different kinds. The
researcher used this research design to find out the respondents and attitude inside the
organization, by the research the researcher can only give suggestions but implementing these
suggestions depends up on the interest of the company.

RESEARCH INSTRUMENT USED:

A structured questionnaire is used for surveying the customers.

SAMPLING DESIGN:

It is the process of obtaining information about an entire population by examining only a part
of it. The item selected from the population is known as sample.
49
TYPES OF SAMPLING:

1. Random Sampling: Random sampling is one where the researcher insures that each
member of that population has an equal probability of being selected.

2. Purposive Sampling: Purposive sampling can be very useful for situations where you need
to reach a targeted sample quickly and where sampling for proportionality is not the primary
concern.

3. Quota Sampling: In quota sampling, you select people non-randomly according to some
fixed quota.

# There is two types of quota sampling:-

a. Proportional Quota Sampling: To represent the major characteristic of the

population by sampling a proportional amount of each.

b. Non-Proportional Sampling: In this method, you specify the minimum number

of sampled units you want in each category.

4. Convenience Sampling: Convenience sampling is one where researcher does its work
according to its own convenience without any strict rules to follow, and the researcher must
rely on judgment. In this sampling researcher may include the entire population in this study
by using Questionnaire or by using other sampling methods.

The sampling that adopted in this study is CONVENIENCE sampling.

SAMPLING UNIT:

Employees in the organization are considered as the population for the study. The researcher
used Convenience sampling method.

SAMPLE SIZE:

50
A sample of 200 people was taken from the overall staff of 1000 people in Hindustan Zinc
Ltd. for the survey. The required data collected through questionnaire.

DATA COLLECTION METHOD:

The information required for the project was collected mainly from the primary sources and
even from secondary sources. The primary source consists of the data analyzed from
questionnaire and interaction with the user at that time only, and internet is used as secondary
source.

Here in this project the methods used by me for collecting information regarding the
plans are-

1) Primary Method

Primary data for the study were collected through a questionnaire

survey. A questionnaire consisting of questions was used for the data collection. Primary data
are generated in an investigation according to the needs of the problem in hand. Here I
collected the information from distributing questionnaire to the employees.

Questionnaire design

The questionnaire which was used to carry on the survey has 8 questions.

2) Secondary Method

This is the method, where the data is collected through some other
external sources. Secondary data can be defined as the data collected by someone else for
purpose other than solving the problem. In this method I have collected the information from
Internet.

METHODS OF DATA ANALYSIS AND STATISTICAL TECHNIQUES:

51
“Statistic provide more insight into data and more insight leads to better decisions”

The statically tools were used for the data impetration and analysis for this study are as
follows:

A. PERCENTAGE ANALYSIS:

In this project percentage analysis is used through single tabulation for the purpose of
analyzing the objective.

B. GRAPHICAL ANALYSIS:

Graphs and Diagrams have a great memorizing effect that once, they are seemed, they can be
recollected and remembered any time. Comparison of data is very say with Graphs and
Diagrams. In this study using bearing and unavailable tabulation research used charts like Pie
and bar charts.

52
CHAPTER-4

ANALYSIS AND INTERPRETAION

DATA ANALYSIS

Q1.Why is training imparted to you?

53
PARTICULARS NO.OF RESPONDENTS PERENTAGE

To update knowledge 26 13%

To improve quality of work 36 18%

To improve organizational climate 18 9%

All of the above 120 60%

Total 200 100%

Training is imparted to them:

13% To update knowledge

18% To improve quality of

work

60%
To improve
9% organisational climate

All of the above

Interpretation

From the above table it is clear that 60% of respondents i.e. 120 employees agree that training
is a part of their organization and eventually for an individual to enhance their knowledge and
accuracy, 18% of respondents agree that it improve accuracy, 13% and 9% agree to update
knowledge and it improve organization climate.

Q2.Which method of training do you find most effective in your

Organization?

PARTICULARS NO.OF RESPONDENTS PERCENTAGE

On the job method 94 47%

54
Training by experienced people 50 25%

Training by external agencies 18 9%

Class room training 38 19%

Total 200 100%

Method of training which is effective

On the job
19% method

Training by
9% 47% experienced
pepole

Training by
external
25% agencies

Class room
training

Interpretation

From the above table it is founded that 47% i.e. 94 respondents feels that
On the job method was more effective, 25% give more emphasis on training
By experienced people 19% thinks that class room training is effective
And remaining agrees with training by External agencies.

Q3. How does training affect your life and behavior?

PARTICULARS NO.OF PERCENTAGE

RESPONDENTS

Improvement 180 90%

At the same level 20 10%

55
Total 200 100%

Training affect life & behavior as:

10% %

Improvement
At the same level

90%

Interpretation

From the above chart it is clear that 90% of respondents i.e. 180 no. of employees see the
improvement in their work and remaining are still at the same position after training.

Q4.Do you think training is necessary for your growth in organization?

PARTICULARS NO.OF REPSONDENTS PERCENTAGE

Yes 26 13%

To some extent 34 17%

Can’t say 114 57%

No 26 13%
56
Total 200 100%

Training is necessary for growth in the

organisation

13% 13% Yes

To some
17%
extent
Can't say

No
57%

Interpretation

The above chart shows that 13% i.e. 26 of respondents agree that training session are fruitful,
17% of respondents agree that training sessions are useful to some extent,
13% respondents don’t feel the same while the 57% majority have no idea/can’t say.

Q5.Is training imparted according to the needs of the Employee?

PARTICULARS NO.OF RESPONDENTS PERCENTAGE

Always 70 35%

Mostly 100 50%

Rarely 30 15%
Total 200 100%

57
 Training is according to the needs of the
employee:

15%

35%
Always
Mostly
Rarely

50%

Interpretation

It is found that 35% of the respondents i.e. 70 no. of employees are agree that training is
according to the needs of employee, 50% of the respondents think sometimes training is
according to employee and remaining 15% thinks rarely.

Q6. Does the training programme in your organization provide opportunities for

Overall development?

PARTICULARS NO.OF RESPONDENTS PERCENTAGE

Yes 150 75%

To some extent 40 20%

Not at all 10 5%

58
Total 200 100%

Training Helps In Overall Development

5%

20%

75%

Yes To some extent Not at all

Interpretation

From the above table it may be analyzed that 75% i.e. 150 of respondents agree that training
helps in overall development, for 20% to some extent and for the remaining 5% doesn’t agree.

Q7. Are you satisfied with the present level of training?

PARTICULAR NO.OF RESPONDENTS PERCENTAGE

Satisfied 60 30%

To some extent 108 54%

Not at all 32 16%

Total 200 100%

59
 Satisfaction with the present level of training

16%
30%
Satisfied
To some extent
Not at all

54%

Interpretation

From the above table it may be analyzed that 30% i.e. 60 of respondents are satisfied with
training, 54% of respondents are satisfied to some extent and remaining 16% are unsatisfied.

Q8.Do you feel that training is required for the retention of talent
and improvement in business organization?

PARTICULARS NO.OF RESPODENTS PERCENTAGE

Yes 170 85%

No 30 15%
Total 200 100%

60
 Training is required for retention of talent:

15%

Yes
No

85%

Interpretation

From the above chart it is clear that 85% of respondents agree that training is required for
retention of talent and remaining 15% says no.

Recommendation and Suggestions:

1. The top management should pay attention to the personnel policies of the organization
and made changes in it so that the employees would be satisfied with it.
2. The top management should spend time to solve the problems of the employees.
3. The senior officers should take interests in the work and perform their duties well, so
that the climate of the organization remains healthy.
4. The employees should be given feedback in terms of reward, incentives, etc so that
they work with full devotion.
5. The senior officers should do the enhancement of the knowledge & skills of
employees and provide proper feedback on its effectiveness.
6. The employees should be given chance to try out their creative ideas, so that they get
an opportunity to show their talent and as well as their knowledge can be increased.

61
 7. The management should design different innovative training programs which helps us
to identify the hidden problems of employees.
8. The senior officials should focus more on practical training as it teaches the employee
practically in complete practical environment.
9. The training program should be conducted regularly, so that the employees are aware
of new upcoming technologies.
10. The management should conduct the training program as per the need of the
employees.

LIMITATIONS OF THE STUDY

The following are the certain limitations of the study:

1. Unwillingness on some parts of respondents to spare time for the survey.

2. The respondents responses to the questions might be based due to the fear towards
Management.

3. The time limit of the project the sample size has been limited to 200.

62
CONCLUSION

To be effective, training must play a strategic role in supporting the business. As we all are
already aware about the merits of training and development in an organization. It plays a
crucial role in achieving the objectives of organization by upgrading the knowledge, skills and
other things which are necessity for individual as well as organizational growth.

Theoretical knowledge teaches the principle and policies whereas practical teaches how to use
them. Here we have enhanced our practical knowledge by applying our theoretical
knowledge.

Now a day’s business organizations recognize that they now operate in a new global economy
which is very dynamic, thus it requires knowledge, innovation, flexibility and quality in
production as well as service delivery and market know-how.

63
Business organizations realize more than ever that, employee knowledge gained through
training and development has become a strategic necessity and more the source of strategic
advantage.

BIBLIOGRAPHY
64
This project report has been made by the various data sources which are highly relevant from
all points of view.

Under the Training and Development project concept practices are totally with the help of
following text books:

• Ashwathappa

• Ramaswamy

From Human Resource Management

Websites which we considered:

www.education.com

www.wikipedia.com

65
www.hzlindia.com

ANNEXURE

66
 Annexure-1

QUESTIONNAIRE:

Name: Age:

Department: Date of Joining:

Designation: Contact No:

Q1. Why is training given to you?

a) To update your knowledge.

b) To improve quality of your work.
c) To improve organizational climate
d) All of the above. ( )

Q2. Which method of training do you find most effective in your

Organization?

a) On the job method

b) Training by experience person
67
 c) Training by external agencies
d) Class room training ( )

Q3. How does training affect your life and behavior?

a) Improvement
b) At the same level ( )

Q4. Do you think training is necessary for your growth in organization?

a) Yes
b) To some extent
c) Can’t say
d) No ( )

Q5. Is training imparted according to the need of the employee?

a) Always
b) Mostly
c) Rarely ( )

Q6.Does training programme in your organization provide opportunities for overall

development?

a) Yes
b) To some extent
c) Not at all ( )

Q7. Are you satisfied with the present level of training?

a) Satisfied
b) To some extent
c) Not at all ( )

Q8.Do you feel that training is required for the retention of talent and

Improvement in the business organization?

a) Yes
b) No ( )

68
 Annexure-2

INDUCTION TRAINING FORM IN HINDUSTAN ZINC LTD

HINDUSTANZINCLIMITED
ZINCSMELTER,DEBARI

NO.ZSD/IEC/166/2010-11 July 07, 2010

Management has allowed students as per list enclosed, for PRACTICAL/INDUSTRIAL

TRAINING at zinc smelter, Debari. The training schedule will follow as-

SI. Name of Student Institution Discipline Duration

Contact Officer
Date Reporting Plant/Depts. Signature
S / Shri

01-02/7/2010 HR / Indl. Engg (Joining) PK Jain

03/7 Safety Engg. Dept. N M Saraswat / L K Kavadia

05/7 Roaster SP Sharma

06/7 Leaching Ajeet Kumar Singh

07/7 Zinc Electrolysis DC Yadav

VK Kothari / PC Gupta / BP
08/7 Mech. /Elect. /Inst. Maint.
Kant

09/7 Finance / Materials NK Agrawal / KS Saradalia

10/7 to end of Project work

Under Sh…………………
training in………………………….

A BRIEF HAND WRITTEN REPORT SHOULD BE SUBMITTED TO INDUSTRIAL

ENGINEERING CELL AT THE END OF TRAINING.
All Plants/ Depts. Heads are requested to ensure their training from 10:00AM to

69
3:00PM on the respective dates and impart training about all the activities of your working
area.

Sonal Prabhakar
Jr. Executive (HR)

Distribution: All concerned Plant / Depts. Heads – Through e-mail

Safety Officer: To please make aware about SAFETY INSTRUCTIONS to the students and
provide Saftey HELMET ON RETURNABLE BASIS.

PLEASE NOTE: NO SNAPS ARE ALLOWED IN FACTORY PREMISES THROUGH

CAMERA/MOBILE PHONE IF ANY BODY IS FOUND TAKING SNAPS, THEIR
MOBILE SHALL BE FORFEITED

Annexure-3

70
 TRAINING NEED ASSESSMENT SURVEY

B. Personal Information:

1. Name … Designation…
2. Qualification … Department: ..…………………..………….

Training attended by individual executive during 2008-09 & 2009-10 :

2008-09 2009-10
CP Code CP Code
Course Title Course Title
* *

Job Information by individual executive:

3. What are your main duties and responsibilities presently? (Please write at least five key
responsibilities)

(a)……………………………………………………………………………………

(b)……………………………………………………………………………………

(c)……………………………………………………………………………………

(d)……………………………………………………………………………………

(e)……………………………………………………………………………………

(f)……………………………………………………………………………………

(g)……………………………………………………………………………………
4. What training / development input, you think, can help you do your job better now or in
future?

71
 Technical Course Managerial / Behavioral Course
CP Code CP Code
Course Title Course Title
* *

Name: ………………………………. Signature: ………… Date: …………………..

Review By Reporting Manager or Sectional Head:

(a) General Comments:

His Strength Areas Areas of Improvement

(b) Training Needs Suggested:

Technical
Managerial / Behavioral Course
CP Code CP Code
Course Title Course Title
* *

Name: ………………………. Signature: …………………… Date: ………………….

Assessment By officer of particular Department :

(a) General Assessment about his Strengths / Improvement Areas :

His Strengths Areas of Improvement

72
(b) Training / Development Needs:

I. Immediate requirement for performance improvement

Technical
Managerial / Behavioral Course
CP Code CP Code
Course Title Course Title
* *

II. General developmental needs

Name: ………………………. Signature: ………………… Date: …………….…….

73