CONTENTS

1) Introduction of HR 2) Introduction of HRM 3) Introduction of 4) Introduction of HRD RSP

(a) major Units of RSP (b) Organizational structure 5) HR policy in RSP 6) SAIL at a glance 7) Introduction of training 8) Training in RSP 9) Introduction of Development 10) Development in RSP 11) Conclusion 12) Suggestion 13) Bibliography

PREFACE
Behind any organized activities, be it an industry or business organization, a service organization or Govt. activities, are the human being who constitute the moving spirit of all such activities. The human beings constitute vital resources of any industry. Any industry or business organization which wants to advance has to evolve a continuous system which will ensure acquisition of latest technique, removal of obstacle in the way of progress and maintain a high level of efficiency in production ant management such a system necessary involves the men who actually run such an industry or business. After all it is the Men who matter like one purchasing the latest machinery to match the requirement of the machinery there is the necessity ensure development of competency of the employees from the bottom to the highest. This has given. Birth to the resource development programmer is not only beneficial to the employees in improving their efficiency and consequent self advancement as it bring about production. In the field of the management resources development. Since then human resource development programme has made rapid studies by continues research, application and appraisal Rourkela Steel Plant are the pioneers in adopting HRD system in India.

In this project report attempt has been made to draw the Human Resource Development profile of Rourkela Steel plant. Emphasis has been laid to asses the degree of utilization of different HRD tools at Rourkela Steel Plant.

I N T R O D U C T I O N
HUMAN RESOURCE

Organization are made up of people &function through people, with out people organization cannot be exist. The resources of men, money, materials & machinery are collected, coordinated & utilized through people. Without human effort no Organization can achieve its goal. All the activities of an Organization are initiated &completed by the person who makes up the Organization. Therefore people are the most significant resource of any Organization. This resource is called human resource.

For the national view point, human resource may be defined as the knowledge, skill, creative abilities, talent obtained in the population.

For the Organization view point, human resources represent the people at work. They are the sum-total of the inherent abilities acquired knowledge & skill as exemplified in the talent & aptitudes of its employees.

Human resources have following characteristics :i. Human resources of an organization are the product of their biological inheritance & interactions with the environment. Human resources are heterogeneous. Human resources are dynamic &behave differently. Human resources are the most important element in an organization. Human resources have the greatest potential to develop &grow provided the right climate is provided to them.

ii. iii. iv. v.

Human resource management (HRM):It may be defined as a set of policies & programmers designed to maximize both personal & organization.

It is know by different names e.g. personal management, management, staff management etc.

man power

FEATURE OF
i.

HRM :-

Comprehensive function :- HRM is concerned with managing people at work. It covers all types of people at all levels in the organization. People oriented :- HRM is concerned with employees as individual as well as groups. It is the task of dealing with human relationships with in an organization

ii.

iii.

Action oriented :- HRM focus on action rather then on record keeping or procedure.

iv.

Development oriented :- HRM is concerned with developing potential of employees so that they get maximum satisfaction from their work & give their best efforts to the organization. Future oriented :- HRM is concerned with helping an organization achieve its objectives in the future by providing for competent & well motivated employees.

v.

vi.

Science as well as art :- HRM is a science as it contains an organized body of knowledge consisting of principals & techniques.

It is also an art because it involves application of theoretical knowledge to the problem of human resources.
vii.

Inter disciplinary :- HRM involves application of knowledge drown from several disciplines like sociology, psychology, economics.

OBJECTIVES OF HRM :i. To help the organization attain its goals by providing well trained & well motivated employees. To the employees the skills &knowledge of employees efficiently & effectively. To establish & maintain productive, self response & internally satisfying working relationships among all the members of the organization. To maintains high morale & good human relations with in the organization. to help maintain ethical policies & behavior inside & out side the organization.

ii.

iii.

iv.

v.

HUMAN RESOURCE DEVLOPMENT

The effort to increase the skill & consequent effectiveness of the employee. the human resource is known as HRD. i.e

In 1985 a new department styled as HRD WAS created with several technological mission to help improvement in skill & technology by the govt. of India In an industry or organization HRD is the process by which the increase in the competency of every employee is brought about.

Objective of HRD :i. ii. the develop the capabilities of each employee as an individual The develop the relationship between each employee & his / her supervisor. To develop the team sprit & functioning in every unit of the organization.

iii.

Need & significance of HRD :HRD play a vital role in the success &growth of organization in the following ways:i. ii. HRD improves communication system in the organization. HRD helps an organization in procuring the right the people at the right time & un making their effective use.

iii.

HRD provides an opportunity for continuous & all round growth of employees thought succession planning & career planning. HRD improves team work. HRD improves problem solving & adaptation skill of employee. HRD generates a lot of useful data which facilitate human resource planning & control.

iv. v. vi.

ROURKELA PLANT

STEEL

ROURKELA STEEL PLANT (R.S.P)

Rourkela steel plant (RSP the first integrated steel plant in the public sector in India. One of the pioneering units of SAIL was set up with an initial capacity of 1.0 million ton to 1.8 million ton between the year 1065 & 1969.

With its reputation for continuous innovation &development RSP has impressive record.

process

improvement

This is the first Steel Plant in SAIL where 100 % of the slabs are produced by continuous casting.

Special Feature of RSP

a. it is the first plant in Asia adopted LD process of steel making &

implement it successfully. b. It is the only plant producing cold rolled non oriented (RNO) steel sheet for use in the electric industries with insulator capacity of 73000 ton /year. c. RSP is the first integrated steel plant of SAIL. Adopted the cost effect & quality centered continuous casting route to process 100% of steel produced.

Row material for RSP

RSP fully mechanized captives mines: need bulk requirement of Iron Ore, Limestone, Dolomite, Manganese, Quartzite & Coal.

MAJOR UNITS OF RSP

I. ORE BEDDING AND BLENDING PLANT

The raw materials handing system is required centralized unloading blending & sizing facilities. The system includes major installations like wagon handling system. Iron ore crushing & screening system, raw material storage yard. Limestone & dolomite crushing &screening system, conveyors system, proportionally, bon building, rod & roll crushers for flush & feel as well as infrastructure & auxiliary facilities.

II.

Coke ovens

The 4.7 tall coke ovens produce metallurgical coke feed the blast furnaces. The coke ovens are equipped with wagon tippers automatic facilities, cost blending, prop vision coal & coke screening arrangement.

III.

Sinter plant

Sintering is the process of agglomeration of lines by incipient fusion caused by heat available from the glue contained in the charge the lumpy

mass thus available / obtained is known as sinter & compress an effective blast furnace feed. The3 sinter machine with a total capacity of 4000 tones per day.

IV.

Blast furnaces

The four blast furnaces provide the required hot metal for steel production. A uniquefeatu re is internal desulphurization facility which ensure the production of special quality steel.

V.

Steel malting shop

RSP is equipped with open heart. There are 5 nos. of LD converter & open hearts furnaces having total capacity to produce 1.55 mt & 0.25 mt of steel per year respectively.

VI.

Continuous casting machine (CCM-I)

The steel melting shop is designed to produce 574000 tones of liquid steel per year. With the installation of the slab casting shop in the steel melting shop which entire produce only ingots.

VII. Basic oxygen machine shop

This is the biggest set up under the modernization programme. This shop is provides with state of the art automation through three levels of computerized control. LP G gas clearing & recovery. Power distribution system & utility service are part of this package.

VIII. CCM II

this slab produces shop is SMS-II provided with the latest facilities. Produces 13500000 tones of wide range of steel slabs per year.

IX.

Plate mill

The main function of plate mill is to produce plates of different size & different qualities. his measurement wide 4 meter high averring mill is equipped with on line thickness measurement facilities. A new walking beam type furnace with a capacity of 100 tones per Hr has been installed for slab heating.

X.

Hot strip mill.

The facilities 1440 MT /annum will were augmented during modernization wit6h the installation of Two new walking beam type R. furnace (225TPH) Roughing / sizing stand. PLC controlled coil box. Quick roll system in RI & finishing mills. Coal masking sampling & conveying stems.

XI.

Cold rolling mill

Cold rolling mill produces cold rolled coils & sheets. This features a modern 5 stand tandem mill & a high 1700 mm reversing mill.

XII. Electrolytictining mill

The continuous Electrolytictining line produces a shining tin coated surface in a variety of coating thickness.

XIII. Galvanizing lines

The main function of this unit is to produce zinc coated galvanizing lines are equipped with jet coating facilities there are 2 multiroller corrugating machines.

XIV. Silicon steel mills

The unit produces steel for the electrical industry through various operations carried out in supplicated continuous / semi continuous processing line & 4 high reduction mill.

XV. Pipe plant

A versatile flat steel produce having diversify product range RSP product comprises of hot rolled coil &plates, electric resistance weld (ERW) piper spiral weld pipes. Electric sheets, coal from its silicon steel mill armored plate, coal chemical from its coal chemicals plants RSP also has the unique distension of producing silicon steel for the power sector &state of the art pipe for the oil gas sectors besides tin for the packing industry.

ORGANIZATIONAL STRUCTURE OF RSP

Organisational Structure of R.S.P. MD (Chief Executive )

ED &HS (P&M)

ED (Workers)

ED (P &A)

ED (MM)

GM (F &A)

DM

COC CLA MDED Managing Director Executive Director

COP ACVO

ED-(P & M) Executive Director of Projects & Modernization ED (Works) Executive Director of work & production process ED (MM) Executive Director of Material & Marketing GM (F & A) General Manger of finance & accounts. DM & HS Deputy Manger of Health Services CLA COC COP ACVO Chief legal Advisor Chief of Communication Chief protocol Addition Chief of vigilance officer

Workers & Executives under each departmental ED (P &M) Project & modernization New Projects & new constructions. ED (Works ) GM (Incharge of Services) GM (Mechanical & Maintenance) GM (Electrical & Maintenance) GM (Iron) GM (Steel) GM (HRM /PPS) GM (Co /CC) DGM (Fertilizer Plant) etc ED (P&A) DGM (Incharge of Personnel)

CPM (Organization Development ) DGM (Town Engineering ) AGM (Incharge of Iron Service) DGM (HRD) etc. ED (MM) GM (MM) GM(Marketing) GM (IT) ED (F & A) Finance Accounts DM & HS IGH Health Centers Other Hospitals CLA COC Legal Advisor Communication Public relation Rkl House Intelligence wing ACVO Vigilance

Human resource policy In Rourkela steel plant

Human Resource Policy in RSP

Recruitment Policy : Steel Authority of India is a continuous process industry with complex technology. To operate this industry, SAIL needs highly skilled personal & competent managers & administration. In order to meet the present & future

manpower needs in diverse disciplines, multiple skills & different work areas, SAIL is committed to a system of selection that ensures induction of the best company. The selection system seeks to emphasis evaluation of individual capabilities in terms of their potential for fulfillment of companys objective. Objective: To fulfill requirements of persons in terms of requisite capabilities, skills, qualifications, suitability, merit with a view of fulfill companys objective. To attract, elect the best talent available keeping in view the changing needs of the organization. To ensure an objective & Teliable system of section . Sources of Requirements: There will be two sources (a) Internal i.e. from within the company (b) External the from open market through employment, advertisement in the press & or through direct negotiation.

Executive performance Appraisal system Policy:Performance appraisal is the process of assessing the performance & Progress of an employee or of a group of employees on a given job & his potential for future development . The executive performance appraisal system will be used to asses the performance of executive & to plan for their development

Objectives: 1. To provide feedback to individual so that they come to know where they stand & can improve their job performance. 2. To provide a valid database for personnel decisions concerning

placement, pay, promotion & can improve their job performance. 3. To distinguish between different levels of performance on relative basis. 4. To facilitate the process of executive development through

performamcne planning self review performance analysis.

Promotion Policy : Promotion means giving higher position to an employee which caries higher status, more responsibilities & higher salary. In every organization promotion is the most essential thing, which motivate the people. Since RSP is a bigger organization so promotion policy is regarded as the major HR policy. In RSP promotion policy is applicable to both for executives & non-executives. In executives positions there will be two system of promotion are taking

place.

(i) Promotion with9in clusters of scales of pay. (ii) Promotion between clusters of scales of pay. Objectives: To integrate growth opportunities of the executives with fulfillment of companys objectives. To ensure information & consistency to the extent possible, in promotion of executives of different units company. To motivate executives of the organization for better performance, by rewarding their contribution to the growth of the organization is deciding promotion on the over all merit.

SAIL AT A GLANCE Steel Authority of India Limited (SAIL) one of the largest corporate entity in the entire Indian soul. Formerly it was know as Hindustan Steel Limited (HSL) and was formed on January, 24th 1973 with an authorized capital of Rs. 20000 crores. In 1978 SAIL was restructured as on operation company. SAIL is India largest steel producers with a turnover of around Rs. 16.500 crores. Its four integrated steel plants have a total capacity of producing 12.5 MT of crude steel by the effort of 150000 employees working around the clock. SAIL on eof the NAVRATNAS company of India. Hindustan Steel Limited was set up in

1954

ans was entrusted with task of constructing

and managing three

instigated steel plants of one millionston is at Rourkela , Durgapur, Bhilai. MAJOR UNIT OF SAIL Sl.No 1. 2. 3. 4. Different of Bhilai Plant Durgapur Areas State Steel Chattissgarh Steel West Bengal Capacity 1.0 MT 1.6 MT 1MT 1.7MT Presents Capacity 3.152 MT 1.585 1.671MT 3.78MT German y USSR Coll USSR

Plant (DSP) Rourkela Steel Orissa Plant (BSP) Bokaro Steel Jharkhand Plant (BSP)

5. Indian Iron and Steel Company Limited (ISSCO) in west Bengal.

6. SPECIAL STEEL PLANT Alloy steel Plant (ASP) in west Bengal Salem Steel Plant (SSP) in Tamilnadu Visvesvanya Iron and steel Plant (VISP) in Karnataka SUBSIDIARIES :iii. Maharastra Elektromelt Limited (MEL) in Maharastra. D. Other unit Raw Material Division (RMD) at Kolkata

 Central Marketing Organization (CMO) at Kolkata Sail consultancy Division (SAILCON) at New Delhi. Research and Development Center for iron and Steel (RDSIS) at Ranchi, Jharkhand. Center for engineering and Technology (CET) at Ranchi. Management Training Institute (MIT) at Ranchi. Center Power Training Institute . (CPTI) at Kolkata Growht Division (GD) at Kolkata. Central coal Supply Organization (CCSO) at Dhanbad, Jharkhand.

Rourkela Steel Plant at Glance

1. LOCATION : At Rourkela in Orissa 413 km on Howrah-Bombay mainline & Km From Bhubaneswar. 2. POPULATION : 3,98,692 (as per 1991 census) (Including Steel township and old town) 3. WORKING AREA OF ROURKELA STEEL PLANT 8540,84 Acres 4. AREAS OF STEEL CITY 5. AREA OF FERTILIZER TOWN 11244.38 Acres 537,64 Acres

6. INSTALLED CAPACITY (ANNUAL) (a) Fertilizer Plant 7. NO. OF EMPLOYEE Product mix Plate Mill Plates HR Plates HR Coils ERW, Pipes SW Pipes CR Sheets 7 Coils Galvnaized Sheets (GP &GC) Silicon Steel Plant Electrolytic Tin Plates Total Salecable Steel SOURCE OF RAW MATERIALS SL.N O 1. 2. 3. 4. 5. 6. Iron Ore Lime Stone Dolomite MN Ore Ferro managanese Ferro Silicon Lilicon Manganese Barsua, Koida. Purnapani, Satna Baradwar Baraduar OMC, Barsuan MEL, tunsar Bhadreavati, Shalimar MEL, Chandrapur MY/YR 0.507 1.674 0.180 0.495 0.370 0.196 Raw Materials Sources 21.435 (as on 31,03.2003) TONNES/ANNUM 4.S0,000 292500 6,84,000 70,0000 60,000 4,33,000 1,70,000 85,000 36,000 21,50,000

ITEM PM Plates (Existing) PM Plates (new) HR Sheet and Plates HR Coils CR Coil/ Sheets GP/GC Sheets

CRNO Sheets Tin Plates SW Pipes Total saleable TECHNOLOGY PARAMETERS BF Productivity (t/M3/d) on WV) Coke Rate (Kg/ tHM) Sinter Burden (%) Labour Productivity (Tcs/man/year) SP. Energy Consumption (Goal/ tcs) Sp. water consumption (M3/tcs)

0.255 0.075 0.055 3.882

2.14 (BF 1 & 4.1.93 (New -2.30) 392 80 267 5.40 5.60

Training and development Of Human resources In Rourkela steel plant

TRAINING
Training Training is the process of increasing the knowledge & skills for doing a

particular job it is an organised procedure by which people learn knowledge & skill for a definite purpose. Training is aimed at improving the behavior & performance of a person. It is a never ending an continuous process.

The annual training plan of RSP is based on the training need assessments, which is carried out every year with the with the help of active support of all heads of training engineers & training department along coordinators. The annual training plant has been divided into two parts. (i) Training programs where the duration of the programme is two days or more. (ii) Awareness programmes of one day duration. A number of efforts have been made to improve the quality of

programmers. A workshop was conducted to review the contents of the basic kengineering skill programmes which was attended by some key mechanical

engineers of works area After training & discussion with the instructors, some suggestion have been made to improve the quality of programmes. Based on the feedback received some new programmes have been designed. Some modified & some totally changed.

Training Policy: Every organization needs to have a well trained & experienced people to perform the activities that have to be done. Employee training & development is not only & activity that is desirable but also an activity that an organization must commitresources to it is to maintain a knowledge workforce. Training is a means of preparing rank & fill workers for promotion to supervisory position & for improving their competence & capacity in other works human made resources at all levels of organization need training. Training overall attitude & reaction of the employees. provided by training department of any organization can be successful if it is according to the Specifically top executive trainer, trainee & trained employees. After selection of a candidate, it is duty of an organization to put that candidate at right job as well as provide him with training & development facilities so that the he can himself to his present job as well as at future also. Training enables all the employees to get acquired with job & also increase their aptitudes, skills & knowledge. Training enables the employees to get acquainted serves as an important means for the development of effective work habits & methods of work& thereby improve job performance, reduce waste & accidents, prepare individual for modified jobs, turnover, improve the quality of product. Thus training in industry avoid unnecessary resources of human

has been recognized tool for development. Training should be

given to all employees starting from labours & factory workers to executives.

Objectives of Training: (1) To impart to new entranis the basis knowledge & skills required for efficient performance of definite tasks. (2) To assist the employees to function more effectively in their present positions. (3) To broaden the minds experience. Importance of Training
(i) Higher

of senior

managers through

interchange of

productive:

Training

helps to

improve the level of using better are

performance. Trained employees perform better by method of work. (ii) Better Quality of work in formal training

the best methods

standardized & taught to employees,. Uniformity of work methods & procedures helps to improve the quality product of service.
(iii) Less

learning

period : A

systematic training programme helps to

reduce the time & cost involved in learning. Employees can more quickly reach the acceptable level to performance.
(iv)Reduced

supervision :

Well

trained

employees

tend to be self

reliant & motivated. They need less guidance & control. Therefore supervisory burden is reduced.
(v) Low accident rate : Trained personal adopt the right work methods

&

make use of

prescribed safety

devices.

Therefore supervisory

burden is reduced. Health & safety of employs can be improved.

(vi)Personal

growth : Training enlarges the knowledge & skills of the

participants. Therefore , well trained personnedl can grow faster in their career. Benefits of Training to employees:(i) Self-confidence :- Training helps to improve the self-confidence of an

employee.

It enable

him to approach & perform

his job

with

enthusiansm.

(ii) Higher earnings : Trained

employys can

perform better & thereby safety devices. less prove to

earn more.
(iii) Safety: training helps an employees to use various

He

can handle the machines safety

& becomes

accidents.
(iv)Adaptability : Training enables an employee to adopt to changes in

work, procedures & methods.

(v) Promotion : Through training employees can develop

himself & earn among

quick promotions.
(vi)New Skills

: Training

develops new knowledge & skills

employees. Advantages of Training Programme : A systematic training company (i) It enable the workers to make the most economical & best use of Material & equipment. (ii) It helps in improving the quality & quantity of workers output. (iii) (iv) It develops in the workers effectives work habits. It instructs the workers towards better job adjustment & reduces the rate of labour. (v) It helps the bright employees to formal his goals. (vi) (vii) If facilities promotion of workers market value & earning power. It makes the works committed about & level to the organization by of the education him organization. (viii) It leads to job satisfaction & heighten the morale of the people. (ix) It leads to the prevention of accidents. to considerable saving in breakages & wastages in several form. (x) It also contributors culture, philosophy & policies to higher jobs & increase their protamme offers the following advantages to a

(xi) (xii)

With the trained flexibility.

personnel available it can have

both

stability &

It is a process that improves skills & abilities related to performance. This seeks to adjust newly appointed

Types of Training:
1. Orientation Training:-

employees to the work environment (job, Superior, Subordinates, rules & regulation).
2. Job Training : Refers to the training provided with a view to increase

the knowledge & skills of an employee for improving performance on the job.
3. Safety Training :- Training provided to minimize accidents & damage

to machinery.
4. Promotional training :-

Involves training

of existing employees to

enable them to perform higher level jobs.

5.

Reference training : When existing techniques become absolute due to the development of better techniques, employees have to be trained in the use of new methods & techniques.

6. Remedial

training :

Such

training

is arranged

to overcome the

shortcomings in the behaviours & Performance of old employees. Training Methods & Techniques :
1. On the job Training (OJT) : In this method the trainee is placed on a

regular job & taught the skills necessary to perform it. The trainee learns by observing & handling called learning by doing. Several methods are used to provide on the job training: a. Coaching b. Under study c. Job rotation etc. the job.

The trainee

learns under the guidance & supervision of the superior or an instructor. Therefore, it is

A popular form of on the job training is job instruction training (JIT) or step by step learning. The JIT involves the following steps. (a) Preparing the trainee for instruction (b) Presenting the job operations or instructions in terms of what the trainee is required to do. (c) Applying & trying one the instructions to judge how for the trainee has understood the instructions. (d) Following up the training to identify & correct the deficiencies if any.
2. Vestibule Training: In this method a training centre called

vestibule is set

up a actual job conditions are duplicated onsimulated in it. Expert trainers are employed to provide training with the help of equipment & machine which are indential with those in used at the workplace.
3. Apprenticeship Training: In this method, theoretical instruction & Practical

learning are provided to trainees in training institutes.

4. Classroom Training : Under this method, training is provided in company

class room or in educational institutions, lectures, case studies, group discussions trainees.
5. Internship Training:

& audiovisual are used to it is a joint

explain knowledge & skills programme

to the

of training in which, candidates

educational institution & business firms

cooperate. Selected

carry on regular studies for the prescribed period. They also work in some factory or office to acquire practical knowledge and skills. This method helps to provide a good balance between theory & practice. But involves a long time period due to slow process. Training effectiveness : is the degree to which trainees are able to learn & apply the knowledge & skills acquired in the training programme. Evaluation criteria : Evaluation of training effectiveness is the process of obtaining information on the effect of a training progrmme & assessing he value of training in the light of that information. Evaluation involves controlling & correction the

training programme. The basis of evaluation & made are determined when the training progrmme is designed. According to Hamblin training effectiveness can be measured in terms of the following criteria: (i) Reaction (ii) Learning (iii) Behaviour (iv) Result Methods of Evaluation Several methods can be employed to collect data on the outcomes of training some of these are:(i) The opinion & judgme nts trainers, superiors & peers.

(ii) Using a questionnaire to known the reactions of trainees. (iii) Giving oral & written tests to trainees to ascertain how for they have learnt. (iv) Arranging structured interview with the trainees.

(v) Comparing trainees performance on the job before & after training. (vi) Studying profiles & carrer development charts of trainees.

Training Policy in RSP

Training is a major aspect of HRD, in order to accelerate the place of changes in competitive environment, training should address itself to: Induction & orientation of new entrants following standard of training Inputs. Directing all efforts towards creating a culture of excellence & commitment. Developing & strengthening the effectiveness of all training programme. Achievement of business goals by linking of training to actual improvement in performance on the job. Keeping above objective of training into consideration, RSP set up a training institute in 1959. This Graduate Engineers, Senior & Junior operative & Anisan Trainees. Every year the largest is train 1/3 of executive & non-executives. In every 3 year at least one training programme takes place in RSP has always placed training of its employee of a high pedetral since its inception. Identification of training need is based on 3 types of need i.e. Organization need Professional need Individual need. institute imparts training to new entrants like

RSPs training policy in based on the realization that the development of human resources is crucial to the success of era organization. The company is also aware of the changing environment with respect to continuously updating

technologies, plans.

skills

request attitudinal change

growth

strategies & future

In RSP Planning

programme for training starts in April & by May planning duration as mentioned in the HRD trainees are sponsored from their respective

process ends & each program is given programme directory. All

department. Training programme also takes in quarter system. Sequence of training progrmme take in RSP is in the following manner (i) Training need analysis (ii) Design of the training (iii) (iv) Training audit Training documentation

(v) Evaluation training The companys policy is dynamic & flexible & follows for focusing of our approach for training & development for example, the major emphasis areas thus focused for training are as follow.

Attitudinalchanges Development human resources for impending modelization projects. Enhancing efficiency Safety & pollution control Improvement in quality of products with a view to come to international standard. Improvement in quality of product with a view to come to international standard. Improvement in productivity of machines material & labour Reduction in energy consumption

 Reduction in cost of production Better environment & pollution control.

Types of Training Programme Following are the standard training programme conducted in RSP (i) Management Trainees (Tech) (ii) Management Trainees (Admn) (iii) (iv) (vi) Engineers Trainee Senior Operative Trainees Trade Apprentice 18 months _ 18 Months 6 Months 6 Months 12 Months

(v) Technician Apprentice

12 Months

There are also some collaboration training given RSP. These training period from 3 weeks to 3 months. (i) Vocational Trainees (ii) Post graduate Trainees (iii) Quality improvement for Faculties member Some other training programme are as follows :(i) (ii) (iii) (iv) (v) (vi) Training for line managers for E-1 to E-4 Manual writing programme for L-7 to E-2 Action leadership Programme for E-4 & above Basic engineering skills Key fitting for L-2 to L-7 Gas & Are welding practices for L-2 to L-7 2 Days 4 Days 6 Days 6 Days 6 Days 2 Months 3-8 Weeks 4-12 weeks

6 Days 6 Days

(vii) Training on TIG & MIG welding for L-2

(viii) Coupling fitting & Plant alignment for L-2 to L-7 (ix) (x) (xi) Bearing fitting for L-2 to L-7 Basic Pneumatic for E-0 to E-4 Baisc Hydraulics for L-2 to L-10 -

6 Days 6 Days 5 Days 9 Days E-1 to E-2

(xii) An approach to digital electronic for L-3 to L-8 (xiv) Management Development programme Training Method

3 Days

(xiii) Management Development Programme for 5 days

- 5 days E-3 to E-4

The methods fro training adopted in RSP are as follows :

(a)

Lecture:

The standard training method which is frequently followed in

training in RSP is lecture method. In this a large group of trainees can be trained in a short time.
(b) Conference :-

A conference is a basic to most participant group centered

method of training. In RSP the instructor introduces the topic in the group & invites view points from the group in this method.
(c) Group discussion : This method is also frequently used by RSP. The group

discussion method utilizes exercise

to stimulate real life

situation in the

classroom to help participant to develop managerial skills.

(d) Case Study : This method is very commonly used in supervisory & execu

tive training is RSP. A happened.

case is

written in accordance which

has actually

(e) Role Playing: In trains by having

members engaged in a game & evaluate

the performance of the actor in the game.

(f) Demonstration: In demonstration method the trainer describes & displays

something to the teacher & employees how to do something by actually performing the activities himself.
(g) Management Areas:

A management area is a dynamic training

exercise

utilizing a method of business. This are technique.

illustrates the value of analytic

(h) Laboratory

education : In RSP

this method is used effectively to help

participant explore their own personality as well as interpersonal skills. Training & Development center of RSP Being a vast organization RSPs development depends upon the trained manpowered. The necessity & advantages of training center in RSP was realized from beginning. To meet the immediate demand for trained manpower, both executive & non-executive grade, the technical institute was set up in 1959. It was renamed as Trained & development center in 1983. Today the center has grown to position where it can cater to a wide of

development needs & to other organization, both on India & abroad. Facilities: The center is well equipped with all types of facilities tequired for conduction different types of training with alltypes of facilities required well funished conference rooms, auditorium, laboratories, audiovisual classroom, galleries,

aids, workshops & library. Training Aids :

All the latest equipments required for different purposes like tape recorders. Film strip projector, over had projector , slide projectors, movie projectors tape recorders etc are available. Hostel facility: A big hostel complex has been provided under training department for trainees in which about 1000 trainees are living. There are different sizes of rooms for different categories of trainees with provision for single & other recreational activities are provided free of cost to the trainees. TRANING AND DEVELOPMENT OF HUMAN RESOURCES IN ROUKELA STEEL PLANT Year wise persons trained in R.S.P YEAR 1997-1998 1998-199 1999-2000 2000-2001 2001-2002 2000-2003 2003-2004 2004-2005 2005-2006 2006-2007 Executive 1596 1296 1462 1820 1976 1525 1561 1423 2140 1845 NON EXECUTIVE 6972 8054 7093 6809 7753 7361 7498 7720 8903 8706 TOTAL 8568 9350 8555 8629 9729 8886 9059 9743 9052 10551

AREA WTSE ANNUL TRNING PLANT FOR THE YEAR 2007-08 Area training 1 2 3 Induction training Competence enhancement Specifia Area HRDC 380 4485 3710 CPIT 0 840 75 Total 380 5325 3785

SL.NO

4 3. 4. 5.

Foreign&exte Specific area Foreign & extemal training Other Areas Total

4485 3710

840 75 0

5325 3785 260 410 10160

385 9220

25 940

Training Plan Summary of RSP 2007-2008 Sl.No Area of Trg 1. New entrants: Central Induction Orientation , of SSW(T) Management Trinees Trg of STOTs/Tr. App TOTAL Modernisation, Total Skill & Efficiency Enhancement Action leadership Enhancing management Effectiveness Management development 3. Programme Total team trg. Referesher trg for executive Statistical process control Value Engineering Micro Planning Cost effectiveness Computer Post promotion As Per Promotion to E-O cadre Executive 25 30 55 15 15 90 150 130 70 40 100 70 90 8.0 100 Non. Executive __ 200 __ 350 550 100 100 30 -----140 Total, 25 200 30 350 605 115 115 95 150 130 100 40 100 70 90 80 240

2.

Supervisory development Programee Tools & Techniques (SIG) Const control Functional

150 160 -50 35

---180 1050

150 180 160 180 1100

-Basic engineering skills -Unit training -TOTO-8 (Trg of, training officer) -TOTO Projects -Dept Scientific Total

20 120

465 30 30 320

500 50 30 440

1150 5

2705385 640640 640640

Tota l 5. Safety & Environment Pollution Mgt. Control 30 70 100 650 50 870 750 -1150 1225 6090 100 100 700 50 950 75 50 1230 150 1505 7670

Gas Safety --80 -50 130 100 280 1530

Safety Fire control Management 50 Total 6. Special Areas Energy conservation Foreign Training TQP/ISO Workshop/ Seminars Total Grand Total

DEVELOPMENT
Development is a long- term educational process utilizing a systematic and organization procedure by which managerial personnel get conceptual and theoretical knowledge. In other words it refers not to technical knowledge and skills in operation but to philosophical theoretical educational concepts. It involves broader education and its long, term development. Management development includes the processes by which managers and executives acquire not only skills and competency in their present jobs but also capacities for future managerial tasks.

Management development is a systematic process of training and growth by which individuals gain and apply knowledge, skills, insights and attitudes to manage orientation effectively.

Need for Management Development

A business organization has to develop the potential if all. Those who are in management positions or who are fresh from management institutions and have the potential for development. This development is necessary because of the following reasons reasons. 1) Society is facing a rapid rate of technological and social change Management. personnel need to be developed as they have to tackle problems arising out of introduction of automation, intense market competition, growth of new markets, enlarged labour participation in management and greater being I taken by the public and government in various activities of business. 2) Business and industrial leaders are increasingly recognizing their social and public responsibilities which call for a much broader outlook on the part of management. 3) Management has to be developed for handling problems arising out of increasing size and complexity of the organizations. 4) Management labour relations are becoming increasingly complex

5) To understand and adjust to changes in socio- economic forces, including changes in public policy and concepts of social justice, industrial democracy, problems of ecology (smog or pollution), ekistics (the (problem of human settlements), ergonomics(the problem of working environment) and cultural anthropology (the problem of fitting machines to men).

OBJECTIVE OF MANAGEMENT DEVELOPMENT

Any programme of management development must aim at achieving the following objective: 1) To the assure the organization of availability of required numbers of managers with the required skills to meet the present and anticipated future needs of the business. 2) To encourage managers to grow as persons and in their capacity to handle greater responsibility. 3) To improve the performance of managers at all levels in the jobs that they, hold now. 4) To sustem good performance of managers throughout their careers. Management development most relate to all managers in the organization. It must lead to growth and self, development of the organization. It should be on future requirements rather than those of today Management development must be dynamic and qualitative, rather than static replacement based on mechanical rotation.

A Das Gupta gas given objective of development of managerial personnel for various levels of management. These are given below.

1)

Top Management

i) To improve thought processes and analytical ability in order to uncover and examine problems and take decisions in the best interests of the country and organization.

ii) To broaden the outlook of executive in regard to his role, position and responsibilities in the organization and outside. iii) To think through problems which may confront be organization now or in the future? iv) To understand economic, technical and institutional forces in order to solve business problems. v) To acquire knowledge about the problems of human relations.

2)

Middle Line Management

i. To establish a picture of executive functions and responsibilities. ii. To bring about an awareness of the broad aspects of management problems, and an acquaintance with, and appreciation of, inter- departmental relations. iii. To develop the ability to analyze problems and to take appropriate action. iv. To mculcate knowledge of human motivation and human relationships. v. To develop responsible leadership, 3) Middle Functional Executive and Specialists

i. To increase knowledge of business functions and operations in specific fields in marketing, production. Finance, personal. ii. To increase proficiency in management techniques such as work study, inventory control, operations research, quality control. iii. To stimulate creative thinking in order to improve methods and procedures. iv. To understand human relations performed in a company. v. To understand human relations problems. vi. To develop the ability to analyze problems in ones area or functions.

Techniques of Management Development

1. ON THE JOB TECHNIQUES,

The objective of this methods is improving the managers on the job behavior. This method is inexpensive and saves time but the draw back is that neither the

trainer nor the trainee free from the time and patience to it part training to the person. Most popular techniques under this are: 1. The coaching method.

ll. Job rotation method . lll. Participation in deliberation of the Boards and Committees. lV. SYNDICATE METHOD

THE COACHING METHOD This method is use for developing managerial thinking process as well as operative skills. In coaching the superior plays the role of the guide and the instructor. The coach set some mutually agreed upon goals and tells the trainee what he wants done, suggest how it may be done, follows up suggestion and corrects errors. He helps the trainee live up to those goals through periodic review of the trainees progress and by suggesting, modification in his behavior where needed. This method will be effective coaching when the subordinate seek assistance the superior should provide assistance. This method work well if the coach provides a good model with whom the trainee can identify; if both can be open with each other, if the coach accepts his responsibility fully.

JOB ROTATION METHOD This is the best method of turning specialist manager into generalist. It refers to the movement of executive from one job another and from one plan to another on some basis for educational learning purpose. The ration may continue for a period ranging from 6 months to 24 months. Under this method, the trainees are rotated over various routine jobs in a department, division or unit before they are due for promotion as managers. The idea is to impart an overall knowledge and familiarity with the different sectional jobs before they are posted as managers in the department. Participation in deliberation of the Boards and Committees. It is technique where juniors are assigned to Board or Committees by the chief executive. They are asked to participate in deliberations of these Board and Committees. In these sessions, real life actual problem are discussed, different

views are debated and decisions are taken. The juniors get an opportunity to share there views in decision making and learn by watching others. SYNDICATE METHOD The purpose of this technique is to expose a participant an environment in which he is convinced into reflecting his experience as an 9Xecutive, updating his knowledge, improving his executive skills and developing a greater insight into human behavior.

2.

OFF THE TECHNIQUES

The objective of this method is improving the managers of the job behavior. The limitation of on the job techniques are: a. The Management process has become complex but on the job training does not allow adequate facilities, environment and teaching expertise. b. Through the main objective of management development is to improve behavior of the managers in different environment, in actual practice, this objective is not well achieved. c. Modern tools and techniques of managers development are more sophisticated and highly developed and their handling needs specialized field instructions.

Most popular techniques unite these are: 1. 2. 3. 4. 5. 6. The case study Project Role playing In basket method Business or Management game Simulation

1.The case study In this method, an actual business situation is described, in writing, in a comprehensive manner. The trainees are asked to appraise and analyze the problem- situation and suggest solutions. The actual decision taken in the subject case is known only to the executive and is disclosed only at the end of the session when it is compared with the various solustions offered by the group. Case study can provide stimulating discussions among participants as well as excellent opportunities for individuals to defend their analytical and judgmental abilities.

2.

Project

A project is a planned undertaking, a proposed schema, a definitely formulated piece of research or a mental projection. (his is an excellent method of learning. students are assigned a specific problem area, depending on their specialization and professional work. Each student studies a problem of the organization, studies the facts and makes recommendations in the light of his theoretical learning in the classroom and his experience in business. He prepares a report, which is evaluated in a viva voce examination to test the depth of his understanding. This method is useful in reinforcing learning and in exposing students to various problems of business organization., and teaches them how to tackle them. 3. Royal playing

Royal playing is the concept of creating a more realistic situation, usually one of human problems and corallites, and than acting out the various parts. The role assuming closely approximate a real situation and affords the participants the sensational experiences that enhance their sensitivity, growth and development. 4.In Basket Method In this method, each team of the trainees is given a file of correspondence bearing on a functional area management. Each individual studies the file and makes his own recommendations on the situation. If further information is required by him, it supplied by the members of team. Later, the observations of each individual member are- compared and conclusions on different functional areas reached, and these are put down in the form of a part.

5.Business or Management Game Business games are classroom simulation exercises in which teams of individuals compete against one another or against an an environment in order to achieve a given objective. These games are designed to be representative of real life conditions. Under these, an atmosphere is created in which the participants play dynamic role. And enrich their skills through involvement and simulated experience. Business games are intended to teach trainees how to take management decisions in an integrated manner. The participants learn by analyzing problems and by making trial and error decision. Such games illustrate the existence of various group processes, including communication, the resolution of conflicts: the emergence of leadership, and the development of ties of friendship.

6.

Simulation

It is a training technique which indicates the duplication of organizational situations in a learning environment. It is a mock up of a real thing. This technique has been used for developing technical and interpersonal skills. The advantages to simulation are the opportunities to attempt to create an environment similar t) real situations the managers incur, without high costs involved should the action prove undesirable. The disadvantages are that it is difficult to duplicate the pressures and realities of actual decisions making on the jobs. And individual often act differently in real life situations when do in acting out simulated exercise

CONCLUSION
keeping the above In view the following are some of the conclusion.

To accelerate the pace of change in competitive environment the training department is providing different types of training in regular intervals such as executive, Non- executive, Vocational, apprentice and technical etc with. Utmost care and attention as a result the organization is getting trained human resources who are technically advance and skilled.

In order to develop the skill and efficiency among the employee (executive and non executive ) the R.S.P has been provided a well equipped training hall situated in the human racecourses development center.

To develop the knowledge and skill among the newly appointed employee and old one also the organization has prepared a annual training plan for different area wise.

Different type of aid and projector, such as classroom, galleries conference room etc. has been provided to the HRD center by organization in order to meet the need of different purpose of training.

Besides the above the R.S.Ps training policy is based on the realization that the development of human resources is crucial to the success of its organization.

Finally it is interesting to note that R.S.Ps target is to train at last 1/3 of executive and non- executive in a year and in every one year at last three training programmes take place in Rourkela Steel Plant which makek the organization different from other. Hence the training programmers are effective at Rourkela Steel Plant.

SUGGESTION
Even though Rourkela steel plants training and development program for employee are effective are effective but still during the time of the time of my training , I feel that there should be some changes required in some areas like. To computerize all the departments. Awareness of internet among all the employees.

More audio visual facilities during training and development periods of employees.

Implementation of sap with in the organization.

BIBLIOGRAPHY

Mamoria & mamoria danker dynamic of industrial relations. Dr. C. B. Gupta human resource management

JURNAL & BOOKS

Rourkela steel plant Standing order of RSP

Questionnaire to the Personal department

1. Top management of this organization goes out of its way to make sure that employees enjoy their work. Do you agree. On this statement? (Y/N)

2. Top management believes that human resources are extremely important resources and they have to be treated more humanly. Do you agree on this statement? (Y/N)

3. Do the personal development? (Y/N)

policies

in

this

organization

facilitate

employees

4. The top management is willing to invest a considerable part of their time and other resources to ensure development of employees. Do you ageree on this statement? (Y/N)

5. Do the senior officers executives of this organization take active interest to help the junior to learn their job?

6. Do people lack competence in doing their job which helped to acquire competence rather than being left unattended? (Y/N)

7. Are the employees in this organization very formal and do they hesitate to discus their problems with their supervisors?(Y/N)

8. Do the seniors guide their juniors and prepare them for future responsibility? (Y/N)

9. Do the top management of this organization make effort to utilize the potentiality of employees? (Y/N)

10. Are the promotion decisions based on the suitability of the man to be promoted rather than an favouitism ? (Y/N)

11. Is there any mechanism in the organization to reward the employees for their good work? (Y/N)

12. Are the performance appraisal reports in this organization based to objective assessment ?(Y/N)

13. Are the employees encouraged to experiment with the new methods and try out creative ideas ? (Y/N)

14. Are weaknesses of employees communicated to them in a non threatening away ? (Y/N)

15. Are employees sponsored for training programme on the basis of genuine training needs ? (Y/N)

16. Are the employees promoted form non- executives to executive post? (Y/N)

17. Are the completion of training programme of a group, do they face any examination? (Y/N)

18. After giving training are all the trainees absorbed by the organization? (Y/N)

19. Do they get any stipend during their training period? (Y/N)

20. Are the techniques followed by R.S.P oriented to the specific of the training? (Y/N)

21. Are you satisfied with the present training programme conducted in RSP? (Y/N)

22. Is this organization imparting to foreign national train? (Y/N)

23. Do this organization imparted any training programme to prepare non executive for executive post? (Y/N)

24. Are SCST candidates are interviewed with general candidates (Y/N)

25. Do you fell that training system has been designated as per your organization requirement? (Y/N)

26. Do you fell that training every sphere is always important for the organization ?(Y/N)

27. Do the people trust each other in this organization? (Y/N)

28. Are employees afraid to express or discus their feeing with superiors?(Y/N)

29. Do this organization ensure employees welfare so that employees can contribute fully to the organization? (Y/N)

30. Do the job rotation in organization facilitate employees development? (Y/N)

1.Training Vision & Strategy

Training Vision

SAIL believes that training facilities the development of employee knowledge and skills so that the resultant growth of competence contributes to attaining of organizations goals and objectives and moves towards the Vision of the organization.

All the activities carried out by the HRD Centre is aimed at building and reinforcing employees skill and competence and is based on the following guiding principals: Every employee has potential for growth and should be given opportunity to develop All new entrants must be imparted the requisite training to enable them to acquire necessary skill and competence before being put on the job. Training must be continuous to meet the emerging technological changes and challenges. The training system must be coordinated with personnel system as a part of total HRD system. Training resources and professionals must be continually updated. At last 33% of the total employees are be trained every year. Training Strategy: All activities of the HRD Center is directed towards People who are our number one resource: and Customer Needs which is the purpose of all our activities

Our training strategies are : The organizational needs and corporate goals identify the thrust areas of training. Initiative is taken to identify the individual and occupational needs within each thrust area. Organizing specific HR interventions to bridge the gaps in competence ad skill Developing Competence of employees to adapt to state-of the arttechnology Building capability of employees for multiskilling and multitasking

Enhancing Managerial Skills of executives at different levels Evaluating the effectiveness of all in- house technical modules Continuously improving the quality of training Creating an ambience where employees feel motivated to learn Building a Learning Organization

2.Training Plan / Calendar 2008-09

Annual training Plan & Fulfillment 2008-09 (upto December 2008 ) SL . Areas of Training Plan 1 2 3 4 5 Introduction Training Competence Enhancement Specific Areas Foreign & External Training Other Areas Total 370 3740 2908 192 178 7388 HRDC % Actua Fulfillment l 159 4187 3854 287 136 8723 42.97 112 5 132.53 149.48 132.58 114.56 90 0 25 670 126 0 59 6 953 142.24 Plan 0 55 CPTI Actual 0 768 .38 140 ---23 % Fulfillm ent --138

Details of Annual Training Plan and Calendar 2008-09 is given as Annexure-1

3.

Training

Infrastructure

:(details

of

facilities

and

resources )

The HRD Center of Rourkela Steel Plant has the distinction of being the first HRD Department of SAIL which is certified to ISO 9001 Quality Management Systems. During the past few years, the HRD Center has redefined its role, being the center-stage of the turnaround and transformation initiatives of Rourkela Steel Plant. Its horizons are expanding and its involvement in the process of taking the organization forward has increased by leaps and bounds. Our major activities at the HRD Center are directed towards:

Implementing training interventions : - Training Need Identification through Training Need Analysis, Competency Mapping Exercise & Skill Gap analysis Conducting training programmes Evaluating the Effectiveness of training ptogrammes

Encourage a culture of Learning Organizing Learning Forums Learning after duty hours Experience sharing

Continuously Improving the quality of Training Up gradation of training Infrastructure facilities Continuous Faculty development Spreading a culture of knowledge sharing and learning

The training activities of Rourkela Steel Plant are organized at: Human Resource Development Center Central Power Training Institute

The Human Resource Development Center (HRDC) of RSP was set up in the late 1950s and named technical institute to cater mostly to the technical training require for new entrants. In line with changing focus of the organization it was christened as present name. Now HRDC conducts Management Development Programmes in addition to technical programmes for the regular employees (both Non-executives of all the levels and Executives up to Senior Manager Level) of all the departments of RSP in operational and maintenance areas. In view of the massive expansion project currently being implemented to enhance the capacity of RSP to 4.5 MT Hot metal by 2012, HRD centre has reoriented its goal to develop the knowledge, skill, attitude and values of the employees to the optimum level. Our primary motto is to reinvent ourselves, to learn new skills, to do Things differently, to assume new roles and responsibilities and to adapt to the new situations to meet the current challenges. Central Power Training Institute (CPTI) CPTI has been set up to provide training to SALL personnel engaged in Captive Power Plants, in the field of Operation and Maintenance of Thermal Power Plants, Power Instrumentation, Power Management, Transmission and distribution.It indentifies and assesses special training needs and to fulfill obligation under IE Rules regarding mandatory qualification of power Plant operators. The institute was recognized with Category-I certificate by Central Electrical Authority (CEA), Govt. of India in 1995. The institute also got the winner award of Golden Peacock Quality Award for Services (Small) category in 1996. During this period, the Category-I certificate has been renewed twice by CEA. a) Facilities at HRD Center Located inside the works premises closed to the Main Gate, the HRD Centre has sprawling green lawns bordered with seasonal flowerbeds and encircled by lush green trees. The centre is well equipped with modern facilities required for conducting different types of training programmes.

Classrooms : There are spacious well-furnished Classrooms equipped with the white board , Overhead Projector, Flip Chart Board, LCD Projector, for conducting the lecture session, syndicate discussions, seminars, Communication Meetings and other Management Development activities.

Gopabandhu Auditorium : The Gopabandhu Auditorium has a capacity for seating 500 persons. This fully air-conditioned hall is widely used for conducting national workshop, MDs Mass Contact number of participants is large.

Hydraulics & Pneumatics Laboratory : This Laboratory was commissioned in 1993 with the assistance of Word Bank and is equipped with Hydraulics & Pneumatics Working Bench, Component Modules, Electronic Seniors, Pump Testing Stand, Polarised Vision System, Slide Projector, Video Programmes, Magnetic Symbols, Industrial Application Package, Computerised Simulation, Transparent Components, Computerised Fault Trouble Shooting, Air Logic System and Programmable Controllers.

Electronics Laboratory : This laboratory was also commissioned in the year 1994 with World Bank under Technical Assistance Loan by the Supplier M/s Feedback, UK. The major objective of the laboratory is to train the employees of RSP in the Electronics, Electrical and Automation areas to suit the present plant requirement. The laboratory is equipped with Electronic Constructor Kit, DC Drive Control Kit, S7 300U PLC, Micromaster DC Drive, Common Electronic Measuring Instruments and related accessories.

Computer Hall : The Computer Hall installed in 1989 is equipped with 22 PCs (Windows Vista and Office 2007 loaded )and an LCD projector for conducting training programmes on various Common Software Packages.

Workshop Facilities : All skill development / multi technical training programmes are carried in the Workshop of HRDC._ Apart from regular employees and Trade Apprentices, new entrants like Technician cum Operator (Trainees) and Senior Technician cum- Operator (Trainees) are trained in the following workshops of HRD Centre:

Machine Shop The shop is equipped with Lathe Machines, CNC Lathe Trainer, Shaping Machine, Slotting machine, Radial Drilling Machine, Universal Milling Machine, Horizontal Milling Machine, Boring Machine, Double ended Pedestal Grinder, Surface Grinder and Power Sow Mental Cutting Machine.
o

Welding Shop The Welding shop has welding Transformers hving 6 regular generators, 1 MIG/MGA CO2 Welding Machine, 1 TIG Welding machine with Plasma coating, 1 Pedestal Grinding Machine and Gas Cutting and Welding facilities.
o

Fitting Shop- The electrical Shop has 70 Bench vices, Piller type Drilling Machine , Hydraulic Press, Bending machine, Sharing machine, pedestal grinding machine & Bench Drilling machine. Other facilities in the Fitting Shop include Material Handing Demonstration Equipment, Eldro Brake etc.
o

Electrical Shop The electrical Shop has various AC/DC drives installed for training purpose. Beside this, there are Transformer Panel, Crane Circuits Panel, Battery Panel, Resistance Boxes and common measuring instruments.
o

Model Room: The Model Room of HRDC has a wall mounted 3-D layout of the city of Rourkela, a lay-out of the plant, an electronic 3-D Model showing the flow of material at RSP, dynamic models of the Blast Furnaces, Steel Melting Shop and OBBP and a board displaying all the product range of the plant. The Model Room is used to explain the plant processes to all new entrants to the company and also to visitors.

Library : HRD Centre maintains a library of about 20,000 books on various subjects and several journals and periodicals. The entire library system is computerized which enables the members to search for and located any book within minutes. The library provides a comfortable reading environment for the employees , trainees and faculty members.

Trade Testing Centre : This section conducts trade tests and job test as per plant requirement according to laid down and approved norms.

Customer Care Call : This section coordinates all training programmes conducted in HRD Centre. The primary responsibilities of this cell is regular upkeep of all Audio-Visual Aids and Photo copiers providing stationeries to the programme in- charges, organizing tea/ lunch etc., sending attendance of participants to Attendance Recording Cell (ARC) and attending to the general requirements of all the programmes.

Documentation Cell : This section computerises the entire training documentation in the SUN System (Train9ng Management System). All the departments are connected through this network. Training Bio-data feeding,

updating the records, Preparation of Highlights, Training Need Identification of all employees etc. are performed here on regular basis.

Trainees Hostel Complex : The Trainees Hostel Complex house seven Hostels out of which Hostels No 2, 3& 7 are being used for accommodating trainees of RSP. The Hostel Complex also houses a Training Hall, Dining Hall, Gymnasium, Indoor Badminton court, Volleyball court, Basketball Court, a big playground and a Recreation Hall. Area in the inmates, like an STD Booth , barbers shop, etc.
b)

Facilities at CPTI: Located inside the Projects and Modernisation

Complex, close to the Trafic Gate Central power Training Institute reflects an ambiance befitting a learning centre. Equipped with state of art infrastructure facilities and a small team of dedicated workforce, CPTI continues to contribute steadily toward enhancing the HRD functions in the organization as well as in other power related organizations within the country. The Institute was accorded the highest (category -1 ) recognition by the Central Electricity Authority (CEA) during 1996, empowering it to train Personnel Thermal Power Plants with unit size upto 500 MW. Recipient of the Golden Peacock Award (1999), CPTI has been providing to power plants in India. During February 2007, CPTI was also certified under ISO 9001 Quality Assurance System.

Operator Training Simulator : It has replica operator training simulator of the 60 MW Coal fired Captiv Power Plant of Rourkela Steel Plant (Presently M/s. NSPCL). It is the first of its kind in India with indigenous technology and the only one in nonutility sector. The application Software ensures high degree of fidelity in reproducing the exact response of the actual power plant to various operator actions. It consists of simulator computer station, control panels; Microprocessor based input / output system, field device terminals, Instructor station and Data Acquisition System (DAS) to simulate both local and remote operations. However, CPTI is in the process of reviving the existing simulator. Lecture Halls and Simulator Hall : The Institute is centrally air-conditioned. Main sessions are conducted in the three Lecture halls and one screening room well equipped with audiovisual aids.

Information Centre: The information Centre has a large collection of books, handbooks, journals and courseware from Indian / foreign publishers on all areas of power engineering and management . Documentation and drawing related to all SAIL power plant operation and control are also available. It has a collection of more than books and 49 manuals on power plant engineering and allied subjects . It also subscribes to 5 journal /magazines, 5 newspapers and 10 house magazines. Syndicate Rooms: Syndicate discussion is a regular feature in problem solving workshops and other action plan oriented programmes, particular for executives. CPTI has three well designed syndicate rooms for smooth conduct of workshops. Auditorium : CPTI has an auditorium with a seating capacity of 82 and fitted with captive public address system and attached projection facility. All corporate programmes, programmes conducted by outside agencies and other dignitaries are held here. An Additional Conference Room is also available. Modern training tools & video screening facility: CPTI has a network of 8 PCs, which are used in preparation of training manuals, reading material and teaching notes. Further, LCD projector, OHP, TV, VCR, Electronic copy board, Document binder, photocopy machine, laminator, colour ink-jet printer and Laser printer are used for enriching the programmes. The Institute has a number of DVDs which are extensively used in the programmes. Facilities for audio / video recording of proceeding and syndicate discussions are hired whenever needed. For screening, there is an exclusive screeing room adjacent to the lecture halls with VCR & DVD player and a permanently installed TV. Model Room: Large number models of power plant equipment, exhibits and schematic drawings are on display in the Institute. Exclusive model room for housing working models and mimic display boards also exist.

4.Steps taken to align Training Strategies with organizational goals/business plan

Rourkela Steel Plant adopts a systematic approach to align training strategies with organizational goal / business plan. All the training programmes conducted

are need based in keeping with the priority and focus areas of the plant. With the plant poised for massive modernization and expansion, the priorities are to ; 1. Timely completion of the new projects 2. Achieving profitability and productivity through the existing units 3. Adapting employees to new technology and systems of working.

The thrust areas for training therefore are : 1. Conduct programmes on Project Management 2. Prepare employees to adapt to modern technology Computer training in HI TECH areas such as Electronics, PLC, Drives, Hydraulics & Pneumatics and other automation areas etc. 3. More trust on multi -skilling & Unit Training 4. Benchmarking with the best (e. g visit to sister units for learning & sharing best practices, visit to Foreign Steel Plants and dissemination of learning points , Specialized , ASCII , Hyderabad , MDI , Gurgaon , IIT , Kharagpur etc.) 5. Implementing the new scheme of HRPE (Human Resource Planning for Expansion ) at Workplace

5. What are the focus areas of Training

During the past years HRD activities have been given special thrust and directed towards growth and market leadership of Rourkela Steel Plant . We have embarked on a massive expansion plan to more than double the production capacity in hot metal, crude steel and saleable steel and saleable steel. While the need of the hour is to ensure that the projects under the expansion plan are commissioned on time, the existing units have to enchance their production levels to sustain the path profitability. During the past few years we have witnessed a steady rise in our production, productivity and our profitability. However, the current financial turmoil and China turning out to be the net exporter has affected the economies across the globe and is a major challenge for us too. This is a time for adopting a responsive and proactive approach and a time that calls for us to maximize our contribution and to reaffirm our commitment towards Organizational priorities. This is possible only through the dedication, competence and commitment of employees at all levels. Keeping this in view, the focus of training and development activities are on: Preparing employees for the expansion projects

Bridging gaps in skill and competence in Key Competency Areas Leadership Development Training of Multiskill Working on the Shop floor Encouraging innovation and creativity in employees Upgradation of Training Infrastructure to suite the present requirements Enhancing Computer Literacy Evaluating the effectiveness of training at Shopfloor Talent Management (ensuring retention of new entrants )

The major focus areas for training are :

THRUST AREAS :
1. Induction Training:

All executives and non- executives recruited for Rourkela Steel Plant are trained in the Human resource Development Centre before being posted to the various departments. Specific training schemes have been prepared for each of the category of trainees and training is imparted accordingly. Some induction training Modules are: Management trainees Junior Manager (Finance)/ Junior Manager (Projects) Post promotion training for Junior Executives Senior Technician cum Operative (Trainees) Trade Apprentices Technicians cum Operator (Trainees) Semi Skilled Worker (Trainees) The major areas under competence building are

2. Competence Building :

a. Technical Training b. Managerial Training Technical Training : Different type of training conducted under this category are : a. Enhancing Engineering Skill Programmes like Key and Coupling Fitting , Machine Alignment, Testing and Maintenance of AC/DC Motors etc. b. Training in Hi-tech areas like Electronics, PLC, Hydraulics, Computer App.etc.

c. d. e.

f.

g. h.

Unit Training conducted at the shopfloor by an identified and trained Unit Trainer Department Specific Programmes based on specific problems and competence requirement of the department Equipment Specific Programmes conducted for meeting skill gaps in specific equipment like Microprocessor Based Drives, Programming and Troubleshooting Techniques of PLC, CNC Roll Grinding Machine Operation & Programming etc. Technology awareness Programmes the programmes are designed to impart necessary theoretical inputs to the participants and integrate the theories with their practical experience. The programmes also provide substantial reinforcement of Knowledge and skill of the participants. Performance Improvement Workshops Multiskill Training

Managerial Training The broad objectives of the managerial training are to help managers to become aware of the changing business scenario and appreciate individual role in meeting organizational priorities. This includes general Management Programmes like : a) Enchancing managerial Effectiveness b) Management Development Programmes c) Supervisory Development programme d) Presentation Skills e) Business Communication etc. ; and Functional / Cross functional Training programmes like : a) Finance for Non- Finance Executives, b) HR for Line Managers, c) Training Techniques for Occasional Trainers etc .

3. Training in Specific Areas : This includes training programmes having special focus on thrust areas of the organization. Following are some of the Programmes included in this group Safety

Environment Fire Control Management Cost Control Energy Conservation ISO 9001 QMS & 14001 EMS Statistical Process Control & Quality Control Tools

4. Foreign and External Training : All training programmes for which employees are sponsored abroad are covered here under the sub- heading Foreign Training and all outstation programmes conducted by agencies other than SAIL and its units, for which employees are sponsored outside Rourkela, are covered under External Training. 5. Other Areas : This covers all miscellaneous workshops / seminars and Hindi Training. This also includes the training activities conducted for employees of sister units of SAIL.

6.

Policy and system for Assessing Training Needs

Human Resource Development objectives: Centre strives to fulfill the following three

Organizational Objectives Assist the Organization with its primary objective by building individual skill and competence Functional Objectives Maintain the departments contribution at a level suitable to the organizations needs Individual Objectives Help employees in achieving their personal goals , which in turn, enhances the individual contribution to an organization

Keeping in view the organizational priorities, the requirement of the department and the need of the individual employees is identified and fulfilled during a particular year . identification of training need is carried out at Rourkela Steel Plant through the following: i. Training Need Analysis : The training need of employees is identified every year by the line managers based on the observation of performance and keeping in view the existing and future requirement of the department. The training need

arising out of the recently interduced online EPMS (Executive Performance Management System)also become a part of the need. ii. competence Mapping: Competence Mapping is carried out in certain select departments wnere the employees are assessed based on their present level of competence vis-a- vis the requirements of the job position . the gaps in competence level also determine the training need.

iii. Skill Gap Exercise : critical and urgent skills are identified for each department and skill level of the employees and their retirement pattern is analyzed and decision is taken to bridge the skill gap. During 2008-09, 21 critical skills were identified across the plant where training is being imparted to bridge the skill gap. iv. Additional Skill : In view of expansion plans of RSP and the new equipments that are being commissioned in existing departments to upgrade the currently installed facilities, the skill of employees is assessed and training need identified. v. through workshops and other communication exercises: Through Interactive Workshops, communication meetings and Mass Contact Exercise training needs are also identified:
vii. Other : Training Needs sometimes also emerge from discussions with Senior

Officers, participants feedback, Trade Test Results, Repetitive break-downs, etc. Organizational thrust such as need for multiskill working, change in technology, organizational priories such as preventives maintenance, safety, redeployment etc also leads to identification of training needs. All the above sources assessing training need are considered before making the Annual Training Plan for the subsequent year.

7.

What is the Training Evaluation policy and systems.

Evaluation of effectiveness of training is carried out at following three levels : Level 1 Level ll Reaction Level Learning Level How did the participants react the Programme? To what extent did participants improve knowledge and skills and change attitudes as result of the training? (Assessment is done through Pre & Post Training Tests) To what extent did participants change their

Level ll

Application Level

behavior back in the workplace as a result of the training? While assessment of effectiveness of training at the reaction level is carried out for the program, the assessment at learning and application level is carried out only for technical program. In case of some specific issue-based problem solving workshop result level assessment is also carried out. The assessment of in house training is carried out for faculty competence& programme content as well as the support services provided (reaction level) on the basis of a programme evaluation proferma filled up by the participant at the end of each programme. The feed back information is analyzed using statistical method. The summery of each programme feed back is reviewed by head of training and necessary corrective and preventive measures are taken. Pre and post-training test are carried out for all technical programmes and the learning levels of the participants are assessed in case of some select number of all technical programme t5he assessment is conducted three month after completion of the training at HRDC Application levels feed back is carried out three month after the training for each participant through specific format. In this format, against the key learning point mentioned, the employees are assessed by the line manager at shop floor. He also indicates any specific benefit accrued. How ever, if the assessment is not up to the mark, then the participant is nominated for either retraining or hands on training at shop floor which is again facilitated by HRDC.

8.What are the various methodologies / multiple channels used for training &development of employees
A varrity of training method and aids and aids are used for imparting at HRDcentre and CPTI. A combination of several method is used in the same programme. Apart from presentation using LCD or OHP, some of opther method used are:

1. In induction training:- all induction training include visit to the model room, plant visit , visit to township etc . Filom show on RSP is also organized for this group of trainees. Hands-on demonstration. Skill development activities, preparation of project reports are also included in different induction training programmes.

2. In all technical programmes are HRDC workshop facilities including computer training hall, electronics and hydraulics training rigs are used for hands on training. Some programmes also include site visits for observing jobs being performed.

3. In all managerial programme the case study method, training games and activities are extensively used for driving home key learning points. 4. All safety, fire and other awareness programe are mainly focused on real life case studies and film shows. Demonstration of the use of personal protective device, use of fire extinguishers, Tec are done in the concerned programmers.

5. Self-help package have been installed in the PCs in the computer hall and employees are encouraged to use them in their free time.

6. Multimedia facilities are being increasingly used in most training programmes. Reading material is also given in all programme.

10. No. of employees sponsored outside organization for training(national & abroad)

the

Apart fromregulare in-house programme and programme conducted on-side with the expertise from different agencies, every year employees are also sponsored for training to other institutes with in India and also outside India. During 2008-2009, sponsorship for foreign and external training was as f

Category At SAIL,MT National Foreign Training Total

Executives 192 193 33 418

Non-Executives 104 9 113

Total 192 297 42 531

Module/area a. Technical Technology enhancement Systematic maintenances management Department specific b.Managerial Managerial C. Specific areas (HRDC) fire control mgt QC tools

Duratio n 2days 2days 2days 2days 2days 2days

Exe 25 53 0 11 0 0

Nex 320 375 245 0 432 64

Total 345 428 245 11 432 64

C. specific area (CPTI) Safety management Fire prevation,protection & safety Disasters mgt D. Other areas(HRDC) Vigilance awareness Hindi training Workshop & seminars D. Other areas (CPTIU) Other areas

2days 2days 2days 2days 2days 2days 2days

0 0 29 71 134 193 31

98 55 0 28 102 104 56

98 55 29 99 236 297 87

ONE DAY DURATION PROGRAMME A. SPECIFIC AREAS (a) Safety Safety awareness Gas safety (b) Environment mgt. system (c) health awareness (d) energy conservation (e) cost control (f) ISO 9001:2000 ver. awareness (g) ISO 14001:2004 ver. awareness B. OTHER AREAS training programme/workshop/seminar GRAND TOTAL

1day 1day 1day 1day 1day 1day 1day 1day 1 day

129 0 0 0 0 0 111 33 39 2037

2160 87 112 69 91 122 1202 114 67 9571

2289 87 112 69 91 122 1313 147 106 11612