INTRODUCTION OF ORGANISATION

Oriental Structural Engineers

Oriental Structural Engineers is a company dedicated to infrastructure development, specializing in Runways and Highways. It has been in existence for over three decades in India and elsewhere. Driven by Technology and supported by a capable team, they are always raring to go, and eager to scale new heights. OSE business is shaped by innovative thinking, vast competence, working in a spirit of partnership and maintaining transparency. OSE completed most of the works of large magnitude and complex nature in 1-6 months ahead of contracted schedule and never delayed any work even for a day. It has earned a reputation of earning bonus for early completion of Projects. Other group companies include L.P Castings Ltd, one of the most sophisticated aluminium die casting units, engaged in the manufacture of aluminium castings for the automotive industry, Continental Engineers Ltd., engaged in internal and external machining of intricate cylinder heads for indigenous and imported cars with worldwide exports, Bombay Builders (India) Pvt. Ltd., a construction company engaged in real estate development of housing and commercial complexes and Central Park Estates (P) Ltd., real estate developers of Hotels, Residential & Commercial Complexes. Oriental Structural Engineers Private Ltd. (OSE) is one of the constituents of Bakshi Mark Pvt. Ltd.. It is a large industrial group located at Delhi with an annual turnover of Rs. 8000 million / USD 180 million. The company was incorporated in 1972 and is based in New Delhi, India. Financial soundness of the Group gives the company additional financial backing if ever required. Innovative ideas, modern tools and equipments and quality control measures at all levels of operation is capable of executing any projects without hindrance. OSE is one of the leading construction companies having expertise in construction of rigid and flexible pavements for roads/highways and airfields, including bridges and earthwork. During 38 years of its existence OSE have executed pavement works, both rigid and flexible, at 39 airfields and approximately 1000 kms. Of city roads and national/state highways in India and abroad, for National Highway Authority of India Indian Air force, Central Public Works Department, State Public Works Departments and Municipal Corporations, Airport Authority of India, Ministry of Road Transport and Highways (MORTH) etc. OSEs vast experience of constructing a Greenfield airport at Lengpui. Mizoram in the far East, Suratgarh in the West, Trichi in the South, car Nicobar Island in the Bay of Bengal and Agatti Island in the Arabian Sea, bear testimony to its ability to work in various parts of the country, across diverse climatic conditions and geographical locations. OSE is famous for completing its work ahead of schedule. Its strong financial back has always enabled the company to successfully come out from tough time.

Board of Directors
OSE being a constituent of Bakshi Mark Pvt. Ltd. is owned and managed by the K.S. Bakshi and A.S, Bakshi with other directors. OSE is a private limited company and its board of directors comprises the following:

S.NO 1. 2. 3. 4. 5. 6. 7.

NAME K .S. BAKSHI A.S .BAKSHI P . S . SETHI AMIT BURMAN SANJIT BAKSHI V.C.VERMA ASHOK AGGARWAL

QUALIFICATION B Sc. B.Tech.(Civil) B Sc.(Engg.) MBA,B.Sc(Indl.Engg.) M.B.A M.B.A,B.Tech,B.SC FCA.,FCS.,FICWA

DESIGNATION Managing Director Director Director Director Director Director Director

Growth
OSE is a growing company. It is growing at a very fast rate. Its degree of growth become advent from the fact that from a modest turnover of Rs. 40,000 in 1971 the company achieved a gross turnover of Rs. 7,600 million in the year 2008-2009, which is expected to go up to Rs. 30,500 million in the year 2009-10.

They acknowledge this success path to:

o o

Team work of their dedicated Engineers and Technicians. Zeal to develop new techniques to enable them to complete projects ahead of schedule, while maintaining a high level of quality at minimum possible cost Ability to stay abreast of the latest developments in their field of expertise, bringing latest technology to projects undertaken.

Annual Turnover:
FINANCIAL YEAR 2004-05 2005-06 2006-07 2007-08 2008-09 ANNUAL TURNOVER( in million,INR) 2976.9 3266.1 4439.8 7295.6 8095.9

Financial Performance:
Amount in Million Descriptions Contract Receipts Other Receipts Total Receipts Gross Profit Cash Profit Net Profit Capital Fixed Assets Net Worth Total Assets Total Liabilities 2004-05 2925.4 51.5 2976.9 175.5 255.9 116.2 49.0 881.5 767.6 2333.5 1566.0 2005-06 3207.3 58.8 3266.1 320.6 425.4 250.0 56.3 1259.5 1016.5 2736.1 1719.5 2006-07 4377.1 62.7 4439.8 477.8 598.5 280.5 187.7 1437.5 271.8 5393.2 2621.4 2007-08 7179.0 111.6 7290.6 702.5 823.0 458.3 198.9 1729.7 4099.3 5993.0 1893.6 2008-09 7936.6 159.3 8095.9 651.6 811.7 428.7 198.9 1675.1 4504.7 7091.2 2586.4

* 1$ = INR 45.

Achievements
OSE can boast of having executed large projects in Bituminous Concrete Works on national/state highways and various airfield to the tune of more than three million cubic meters; Quality Concrete Pavement to the tune of more than 2.50 million cubic meters; Earthwork to the tune of more than 80 million cubic meters; and Embankments, by dredging and hydraulic filing, including reinforced earth, laying of geo fabric layers at a number of airfield for runways, aircraft parking bays, national and state highways.

In addition, OSE has constructed RCC/PSC bridges, involving well and pile foundations and cross drainage works, in the course of its 38 years of existence employing the most modern and sophisticated plant and machinery, and the latest technologies. OSE has successfully completed Construction, Strengthening and Resurfacing of runway / taxiway / apron with flexible / rigid pavements at the following airfield to the complete satisfaction of all its customers: 1 2 3 4 5 6 7 8 9 Agartala Agatti Ahmedabad Aurangabad Aizwal Amritsar Bhatinda Bhuj Bhubanewar 10 11 12 13 Calicut Carnicobar Cochin Delhi 19 20 21 22 Hashimara Imphal Jagdalpur 28 29 Lengpui. Mumbai 37 38 Tezpur Varanasi

30 Mohanbari 39 NAL(Bikaner) Nasik Patna Ranchi Silchar Shimla

Jamanagar 31 Jorhat Kolkatta Kullu 32 33 34

14 Doom-Dooma 23 15 16 17 18 Dimapur Fursatganj Gaya Gauahati 24 25

26 . khajuraho 35 27 Lilabari

36 Suratgarh

Projects
OSE is dedicated to infrastructure development, specializing in Runways and Highways. OSE
completed most of the works of large magnitude and complex nature in 1-6 months ahead of contracted schedule and never delayed any work even for a day. It has earned a reputation of earning bonus for early completion of Projects. The projects of OSE can be studied under three

heads: o Current projects o Executed projects o Future projects

Current Projects:
1. SALEM ULLUNDERPET, Client: Utility Energy tech & Engineers (P) Ltd. Project Highlights: Construction of existing carriageway from km 62.250 to k.m 136.670 on Salem- Ullunderpet section of NH-68 in states of Tamil Nadu Cost: Rs. 3920.00 million (US$ 98.00 million) 2. Yamuna Expressway, Client : JP Associates Project Highlights: Construction of Rigid pavement and Granular layers for Yamuna Expressway( Taj Expressway) between 110.225 to Km.165.537 (Package C-3) total 55 Kms. Cost: Rs.5780.00 million (US$ 144.50 million) 3. Delhi International Airport (DIAL), Client: GMR Project Highlights: The project has been awarded by GMR for the construction of Ground Access Road to Terminal 3 at IGI Airport. OSE is using raw material from two other companies for completing this project. One of them is Amit Stone Crushing Company. This project of delhi international airport is shared by three companies. Among these three GMR has maximum shares. GMRs contribution in the project is 59%. Cost: Rs. 1130.00 million (US$28.25 million) 4. Pune-Sholapur section of NH-9 (57 Kms), Client: Tata Realty & Infrastructure Ltd Project Highlights: Construction of 4-laning of PUNE-SHOLAPUR Section of NH-9 from Km.93.700 to Km.144.400 in the State of Maharashtra Cost: Rs. 4700.00 million approx (US$ 117.50 million (approx.)) 5. Motor Racing Track, Client: M/s. JPSK Sports (P) Ltd. Project Highlights: Construction of Pavement of Motor racing track at SDZ Cost: Rs. 1488.90 Million (US$ 37.02 million) 6. Other BOT Projects Project Highlights: OSE has recently been awarded these BOT contracts by NHAI : Huntkund-Hospet section of NH-13 & Four laning of NAGPUR-SAONER-BETUL of NH-69. This project of huntkund-hospet is joint venture between GMR and OSE. Cost: Rs. 40000 Million (US$ 1000 million)

Executed Projects:
During the last 15 years OSE executed more than 2700 lane KM of National and State Highways in India and abroad. OSE was an active participant in the execution of National highway Development Program (NHDP) of the Government of India, wherein it successfully completed Four Laning of Six Contract Packages of the Golden Quadrilateral and North South East West Corridor in the states of Madhya Pradesh, Bihar, Maharastra and Utterpradesh at a total cost of US$ 295 million. Though there were several stumbling blocks, especially the execution of two projects in the State of Bihar, all these works complete on Schedule.
1.

OSE has successfully completed Three World Bank funded projects covering 197 Kms of National Highways in Bangladesh. OSE has to its credit the successful execution of one of the largest Airfield projects at LENGPUI in the mountainous terrain of the North Eastern State of Mizoram, India at a total cost of US$15.00 million (1995 Price), in a record time of 24 months, under the most difficult working and climatic conditions, involving intricate logistics. OSE also completed World Bank funded Four laning project at Indore bypass and Indore Dewas section of NH-3 in the State of Madhya Pradesh the first cement concrete road in India at a Cost of US$ 55.82 million (1997 price).

2.

3.

Future Projects:
With its strong financial base, invaluable experience in execution of projects in India, OSE is looking ahead at the prospect of undertaking Highway, Airport, Railways and Hydroelectric Power Generation Projects on Build Operate and Transfer (BOT) basis with substantial investment in the form of equity participation. OSE has successfully commissioned following projects under Public Private Participation (PPP) in the State of Madhya Pradesh, Utter Pradesh, Rajasthan and Maharashtra for National Highway Authority of India and Ministry of Road Transport and Highways as a Concessionaire on BOT basis.
1.

REWA bypass project in the state of Madhya Pradesh for Ministry of Road Transport and Highways with an investment of US$ 12.50 million with 50% participation in July 2007. Four laning of Kondhali Talegaon section of NH-6 (50 Kms) in the State of Maharashtra with an investment of US$ 79.46 million, 11 months ahead of schedule with 51% participation for National Highway Authority of India in March, 2008.

2.

3.

Four laning of Agra Bharatpur section of NH-11 (45 Kms) in the States of Utter Pradesh with an investment of US$ 57.52 million, with 51% participation of National Highway Authority of India in July 2009. Four laning of Indore Khalghat section of NH-3 (72 Kms) in the States of Madhya Pradesh with an investment of US$ 187.50 million, with 51% participation of National Highway Authority of India in August 2009.

4.

Infrastructure
Infrastructure of OSE is very wide and modern. They not only depends on plant and machinery but also uses information technology. OSE is a technology driven company which uses latest technology in its operations. This technology driven nature of OSE helps the company in minimising the cost of its operations. As such infrastructure of OSE can be studied under two heads: o Plant and machinery o Information technology

Plant and machinery:

OSE not only do construction work but it also produces raw material for its operations. It has some stone crushing companies, companies producing raw material for flexible pavment, rigid pavement, compactors equipments such as Tandem Vibratory Roller, earth moving equipment such as wheel loader, Motor Grader, dozer, Front End Loader , Sheep Foot Padded Vibratory Roller, Vibratory Compactor for Earthwork, Hydraulic Rock Excavator, and various other equipments such as Water Tanker with Sprinkler, Electronic Weigh Bridge, Compressor, Generating Sets, Slip Form Kerb Casting Machine and have Laboratories for complete testing of highway required tests. It also has its own fleet of trucks, Jeeps, cars, tractors, etc. used for transportation purpose. As such various equipments used by OSE in its operations can be divided into eight heads. These are as follows:
o o o o o o o o

Mining Equipments Flexible Pavement Work Rigid Pavement Work Base Courses Compactors Earth Moving Equipment Transport Equipment Misc. Equipment

MAJOR MINING EQUIPMENTS HELD BY OSE S.NO 1 DESCRIPTION Stone Crushing & Screening Plant (Cone Type-G358) CAPACITY 150 TPH 325 TPH 500 TPH 250 TPH 2 3 Stone Crusher & Screening Plant(with Primary & Secondary Crushing) Mobile Crushing Plant MAKE NORDBERG/METSO MINERALS NORDBERG METSO MINERALS SANDVIK 4 2 1 5 6 2 QUANTITY HELD

50-80 TPH CCS 25 PH INTERNATIOANL

FLEXIBLE PAVEMENT WORK EQUIPMENTS HELD BY OSE S.NO 1 DESCRIPTION HM Plant(Batch type) with Big Filters HM Plant(Drum Type) with electronic controls CAPACITY 160 TPH 130 TPH 2 3 60/80 TPH MAKE LINHOFF(SD-160) LINHOFF(SD-130) APOLLO(DM-60) 6 QUANTITY HELD 6

Paver Finisher with hydraulically 9.0 mtr extendable screed & lectronic width sensors 7.5 mtr width

INGERSOLLRAND(ABG TITAN 7 325)/DYNAPAC APPOLLO(BG-250) APOLLO Locally made -DO-DO MECAIDS 6 12 16 12 36 6

4 5 6 7 8

Pressure Bitumen Distributor Insulated Bitumen Tank Tar Boiler LDO Tank Edge Cutting Machine for Flexible pavement

5000 ltrs. 5000 10000 ltrs. 2T 10000 ltrs 6mm thick

RIGID PAVEMENT WORK EQUIPMENTS HELD BY OSE S.NO 1 2 3 4 5 6 7 8 9 DESCRIPTION CAPACITY MAKE LIEBHERR BHAI/MAXO WIRTGEN 100 m3/hr (SP 850) 30 m3/ hr 7 / 5 m3 20-30 HP 6.5 M3 & 6 M3 25HP GOMACO (MEKASTER) GAMZEEN/SCHWING STETTER LIBHERR HONDA / MACUT / SAMICK ASHOK LEYLAND/SCHWING STETTER(AM 6SH),(AM 6N) LIBHERR 2 18 4 20 100 53 3 QUANTITY HELD 4 12

Concrete Batching & Mixing 120 m3/hr Plant with chilling unit Concrete Batching Plant Slip Form Concrete Paver with Texturizing Machine Concrete Paver Finisher (C600) Concrete Mixer with 100m pipe line (RD-500) Chilling Plant Joint Cutting Machine Vibrators Transit Mixers Hydraulic Concrete Pump with 100 meter pipe line 30 m3/hr.

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BASE COURSES EQUIPMENTS HELD BY OSE QUANTITY HELD 5 5 11

S.NO

DESCRIPTION

CAPACITY

MAKE

1 2 3

Wet Mix Macadam Plant (WM 250) Wet Mix Macadam Plant (WM 60) Paver Finisher for Wet Mix Macadam (RM-6)

250 TPH 60 TPH 6 mtr.

APOLLO - DO - DO -

Paver Finisher for Wet Mix Macadam (IPF-551)

5.5 mtr.

- DO -

COMPACTOR EQUIPMENTS HELD BY OSE QUANTITY HELD

S.NO

DESCRIPTION

CAPACITY 8 12 T

MAKE VIBROMAX (L&T) (752B)

Tandem Vibratory Roller (Static) BOMAG / GREAVES INGERSOLL RAND

39

Pneumatic Tyred Roller

24 T (RTR 220)

Tandem Roller

10 T

JESSOP

12

Road Roller Static Type

8 10 T HAMM AG (HD10)/GREAVES GREAVES

10

Tandem Vibratory Roller

2.5 T

Plate Compactor

5 HP

22

EARTH MOVING EQUIPMENTS HELD BY OSE QUANTITY HELD 12 28 CATERPILLER

S.NO 1 2

DESCRIPTION Dozer Excavator (PC-200)

CAPACITY D-50,12,8 0.9 to 1.25 (170 HP)

MAKE KOMATSU L&T KOMATSU /

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HM / ESCORTS 3 Front End Loader 1.7 M3 (HM -2021, Z BAR) 4 Motor Grader 170 HP SANY / CHAMPION / VOLVO (v720a & bg 285) HM / SANY / CAT / 5 Wheel Loader Sheep Foot Padded Vibratory Roller Vibratory Compactor for Earthwork 1.7 3 M3 863-C BOBCAT; 966-E 6 12 T (Static) BOMAG (GREAVES Cotton) HAMM AG / INGERSOLL RAND BOMAG (BW 212) 8 Hydraulic Rock Excavator 75HP CATERPILLAR 2 6 32 24 32

12 T/106 HP (Static)

23

Backhoe Loader

0.3 m3

JCB

18

TRANSPORT EQUIPMENTS HELD BY OSE QUANTITY HELD 236

S.NO

DESCRIPTION Tippers / Dumpers SK-1613, LPK2516 Trucks (TATA) (SE-1613) Jeeps Cars Scooters / Motorcycles

CAPACITY 8.5 M3

MAKE

TATA / LEYLAND/AMW (10-20 MT) 10-20 MT ---- DO ----BAJAJ

2 3 4 5

98 76 86 220

11

Tractors

--

ESCORTS/NEW HOLLAND

35

MISC. EQUIPMENTS HELD BY OSE QUANTITY HELD 45 23 15 126 8 20 50000 M2 36 NKON(DTM851)/TOPKON/SETL 0.34 M3 9 10 11 12 Power Mechanical Broom (145 RPM) Crawler Crane Cold Milling Machine Laboratories for complete testing of highway required tests 30 T 1.9 mtr. -TATA / NEELKANTH WIRTGEN (W-1900) AIMIL 8 1 12 MELROE / IR (BOBCAT) 4

S.NO 1 2 3 4 5 6 7 8

DESCRIPTION

CAPACITY

MAKE --IPA/essae ATLAS / CAPCO KIRLOSKAR / CUMMINS / CATERPILLAR ARROW (APOLLO) ASKA/INGERSOLL RAND

Water Tanker with Sprinkler 10000 ltrs. Electronic Weigh Bridge Compressor Generating Sets Slip Form Kerb Casting Machine Movable Lighting Tower 7.5 KVA Centering & Shuttering Material Total Station Survey Equipment --100 T 140 cfm 10-750 KVA 24 x 18 9 mtr.

-SOKIA (SET 5F)

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Information Technology:
OSE believes that information is power and the success or failure of any projects depends on efficiency and the effectiveness of the information flow. All their project sites/locations are connected via SAP ERP and e-mail which allows for vital data to flow within the organization. The use of this technology enables the right decision can be taken at the right time thereby lowering costs and saving time. The major advantage OSE has achieved with online ERP and e-mailing system are:
o o o o o o o

Inventory control-Reduced inventory. Purchase control- Authorization based approval for Requisition and Purchase Order. Equipment control-Improved equipment performance and utilization. Wastage control- Through online material reconciliation. Timely, online data reducing human effort to generate report. Easy access & retrieval of data for remote projects. Efficient project progress monitoring and cost controlling.

Clients
OSE deals with Indias most respected business houses. Its clients include many Government and non-government organisations. Some of major clients of OSE are as follows:

NHAI The NHAI has given the project of completing Nagpur-Betul section of NH-89 in the States of Madhya Pradesh and Maharashtra. The Cabinet Committee on Infrastructure has approved the implementation of the project of four laning of 174 Km long Nagpur-Betul section of NH-89 in the States of Madhya Pradesh and Maharashtra under NHDP Phase IV-A on BOT (Annuity) basis on Design, Build, Finance, Operate and Transfer (DBFOT) pattern. The total project cost is estimated at Rs.2498.76 crore under the DBFOT pattern. The concession period is for 20 years including a construction period of 1275 days.

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The project road runs between Betul in Madhya Pradesh and Nagpur in Maharashtra, which will facilitate in reducing the time and cost of travel for traffic. It will also add to the development of tourism in the States. The project is one of the stretches approved by the Government under the NHDP Phase IV-A. However, Beneath Indias grand scheme to build a world class highway network lies a web of corruption and inefficiency. Sometime in the month of May 2010, the anti-corruption unit of the Central Bureau of Investigation (CBI) got an anonymous tip off. The caller was an official in the National Highways Authority of India (NHAI). The whistle-blower told the CBI that some of his colleagues were on the take, helping contractors with sensitive inside information on highway projects. The caller gave the investigators names and asked them to watch an upcoming tender that was rigged. The information trail led the CBI to NHAIs chief general manager, S.K. Nirmal, a general manager, Nitin Jain and a Rs. 2,000-crore upcoming tender to build a 174-km Nagpur-betul highway.

A few days later Oriental Structural Engineers Pvt. Ltd. (OSEL) won the Nagpur-Betul highway tender. The CBI moved quickly and raided the two NHAI officials residences and also the homes of OSEL managing director, K.S. Bakshi, and an employee of the firm, S.K. Dixit. Sleuths found Rs. 2.87 crore in cash at the homes of the two NHAI officials. The investigators had claimed that they had found several e-mails that were exchanged between the OSEPL owners and these NHAI officials. What happened later was intriguing. All the four arrested persons were released on bail because the CBI did not file a charge sheet and NHAI signed the concession agreement with OSEL for the Nagpur-Betul highway. The CBI insists that investigations are continuing but enquiries reveal that the pace is snail like. NHAI says that signing the concession agreement was perfectly normal since the letter of award had already been issued. It says the contract will be terminated if fraud is proven. The Nagpur-Betul highway project began courting controversy even before the CBI entered the picture. NHAI disqualified L&T, one of the 13 companies that had participated in the tender, saying that its request for qualification (RFQ) document was not serially numbered. The company filed a writ petition before the Delhi High Court challenging the disqualification but later withdrew it. In its petition, the company had said that the ground on which it was disqualified was an incorrect observation and was very easily rectifiable. NHAI responded that other applicants could accuse it of acting in an arbitrary manner if it prequalified L&T despite its application not conforming to RFQ documents. Enquiries suggest something else. An executive with one of the bidders in the Nagpur-Betul contract says that his company as well as others got telephone calls from a rival asking them to withdraw their bids. He says it was not the first time.

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GMR GMR Infrastructure and Oriental Structural Engineers (OSE) is building Hungund - Hospet highway project on a Build, Operate and Transfer (Toll) basis through the international competitive bidding route. GMR Group will hold 51% equity in the consortium and 49% will be held by OSE. The consortium received the letter of award from National Highways Authority of India (NHAI) on 08 February 2010. The project measuring 99 kms on NH-13 with an estimated project cost of Rs. 1,700 crore entails designing, engineering, finance, procurement, construction, operation and maintenance of four laning of the Hungund - Hospet section in the state of Karnataka. This will ease traffic congestion and provide a tremendous boost to trade and commerce in the state. Apart from reduction in travel time, this development is expected to improve safety levels for travelers since it will be built to world-class specifications. Several national and international consortia participated in this bidding process in which GMR Group-OSE Consortium was adjudged as the preferred bidder. The project will be implemented through a special purpose vehicle (SPV) set up by the Group which will be signing the concession agreement with the NHAI for a period of 19 years. All activities leading to the concession agreement signing have been initiated. Commenting on the significance of the project, Srinivas Bommidala-business chairman (Urban Infrastructure and Highways) of GMR Group said, The project is of strategic importance to us since it provides vital link in the movement of major industrial and tourist traffic across Karnataka. We are delighted to be a part of this development and are keen on ensuring that the project caters to the needs of multiple stakeholders. The construction of Ground Access Road to Terminal 3 at IGI Delhi International Airport (P) Ltd. is awarded to OSE by GMR. DIAL is a joint venture consortium of GMR Group (54%), Airports Authority of India (26%), Fraport & Eraman Malaysia (10% each). GMR is the lead member of the consortium; Fraport AG is the airport operator, Eraman Malaysia - the retail advisors. In January 2006, the consortium was awarded the concession to operate, manage and develop the IGI Airport following an international competitive bidding process. DIAL entered in to Operations, Management and Development Agreement (OMDA) on April 4, 2006 with the AAI. The initial term of the concession is 30 years extendable by a further 30 years. Besides upgrading the existing terminals, DIAL has already commissioned a new runway 1129 at IGI Airport on September 25, 2008. It has also inaugurated the new domestic departure terminal 1D (T1D) on 26th February, 2009. T1D will increase the capacity of domestic departures to 10 million passengers per annum.

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The new terminal has a modern 4 level in-line baggage handling system to eliminate baggage X-ray prior to check in, spacious security hold area with extensive F&B and retail facilities, special contact zone for passengers with special needs and baggage handling area on a separate level allowing greater space for passenger amenities. In March 2010, DIAL has completed the construction of integrated passenger terminal (Terminal 3). The first phase of the airport is designed and capable to handle 60 million passengers per annum (mppa). This development was the first phase of the airport expansion. In subsequent stages, the airport will be further developed with the increase in passenger demand and more terminals and runways would be added in a modular manner to form a U shaped complex with an ultimate design capacity of 100 million passengers per annum. That features Common Use Terminal Equipment (CUTE) and an advanced 5 level in-line baggage handling system with explosive detection technology for greater efficiency and security. The check-in area features more than 168 check-in counters. Passengers would greatly benefit as check-in and security clearances would be faster and less obtrusive. For international passengers more than 95 desks will facilitate immigration procedures. In addition, the terminal also features 78 aerobridges. The two tier terminal building feature the departure complex on the upper level and the arrivals on the lower level. The roof of the building has been stylized incisions to allow daylight and has been angled to protect the interior from direct sunlight. The effect creates a calm environment and maximizes the sense of volume, space and light inside. The use of natural light will reduce the dependency on artificial light during day-time. The arrival hall features both standard and wide-body baggage reclaims belts. Passengers can emerge from bag reclaim into the Internal Landside Arrivals Concourse from where transit passengers could use elevators to proceed towards the Departures level. 4 piers will provide access to the aircraft from the terminal. Access to the new terminal would be via a 6 lane approach road. The Airport has been connected through dedicated high speed Metro line connecting to the city centre. GMR has awarded the construction of airport to L&T. Terminal 3, a state-of-the-art and integrated terminal, is the worlds eighth largest passenger terminal. It occupies 502,000 m (5.4 million sq ft), with a capacity to handle 34 million passengers annually.[10] Designed by HOK working in consultation with Mott MacDonald,[21] the new Terminal 3 is a two-tier building, with the bottom floor being the arrivals area, and the top being a departures area. This terminal has 168 check-in counters, 78 aerobridges at 48 contact stands, 30 parking bays, 72 immigration counters, 15 X-ray screening areas, for less waiting times, duty-free shops, and other features.[22][23] Over 90% of passengers will use this terminal when completed. This new terminal had been completed in time for the 2010

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Commonwealth Games, which were held in Delhi, and will be connected to Delhi by an eight-lane motorway (National Highway 8), and the Delhi Mass Rapid Transit System. The terminal was officially inaugurated on 3 July 2010, and there were nine flights to test the operational readiness of the new terminal and its ground handling capabilities. All International Airlines shifted their operations to the new terminal in late July 2010, and all full service domestic carriers mid-November onwards. T3 has India's first automated parking management & guidance system in a multi-level car park, which comprises 7 levels and a capacity of 4300 cars. The Parking System is designed & installed by M/s FAAC India Pvt. Ltd in record time, in such a way that a person wishing to park can find space within 5 minutes with the help of an electronic dynamic signage. Terminal 3 will form the first phase of the airport expansion in which a 'U' shaped building will be developed in a modular manner. In 2010, all international and full service domestic carriers will operate from Terminal 3, while Terminal 1 will be dedicated to low cost operations. In subsequent stages, the low cost carriers will also move to the new terminal complex. The much awaited go ahead for the domestic airlines to start operations from the new T3 terminal has been given. After passing many hurdles Air India which is also the national carrier will start its domestic operations from the new T3 terminal from 11 November 2010. Two other airlines Jet and Kingfisher moved to the new terminal since 14 November 2010 for all their domestic operations. Terminal 1D is now used exclusively by low cost carrier airlines including GoAir.

JAYPEE The Government of Uttar Pradesh (G0UP) constituted Taj Expressway Industrial Development Authority (TEA) in the year 2001 to take up various development projects which inter-alia included Expressway linking Noida to Agra on BOT model. In the year 2003, G0UP entered into Concession Agreement with Jaypee Group who were selected as Concessionaire to construct 165Km long Expressway from Greater Noida to Agra based on transparent global tender process (19 parties had responded to the Notice Inviting Tender). After the acceptance of report of Enquiry Commission by both the Houses of Legislature in December 2006, the process of land acquisition commenced from September, 2007 and thereafter the construction commenced. In the year 2008, the GoUP renamed Taj Expressway Industrial Development Authority (TEA) to Yamuna Expressway Industrial Development Authority (YIDA) and also renamed Taj Expressway Project to Yamuna Expressway Project. The land acquisition for Yamuna

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Expressway was undertaken by YEIDA in accordance with the land acquisition act with the mutual consent of land owners/farmers based on Karar Niyamavali of GoUR Karar Niyamavali permits and allows land owners to mutually negotiate the rates with the Authority. Land has been leased to Jaypee Infratech Limited (a SPV formed for the purpose of construction of Yamuna Expressway as per the conditions of the Concession Agreement). Jaypee Infratech Limited has paid an amount of Rs. 2,800 Crore as lease amount to YEIDA based on the negotiated rates and that has been distributed to the land owners. In the construction of Yamuna Expressway, total investment of Rs. 10000 Crore has been incurred in land acquisition, earth works, construction of structures and pavement, etc. About 380 structures on Yamuna Expressway which inter-alia includes culverts, minor bridges, underpasses, vehicular underpasses, interchanges, etc. more than one opening/crossing per Km has been constructed to suit the convenience of the local residents on both sides of the Yamuna Expressway. At peak of the work, over 10000 workers worked on this project providing opportunities for direct employment and indirectly giving benefits to more than 50000 persons in the entire stretch. 165 Kms of Haulage Road of 5.5 mtr width have been provided along the Yamuna Expressway, out of which more than 20 Km has been black topped of 7 mtr width for the use of local residents. Traffic on service lane is proving to be a boon to the local residents of various villages in different Tehsils/Districts, such as Dankaur Mirzapur, Niloni, Ronija, Rabhupura, Jewar, Tappal, Khair, Nohjhil, Raya, Mathura, Beldev, etc. The Yamuna Expressway, the UP governments prestigious project to develop an access controlled, high-speed road connecting Delhi with Agra, is going to miss the October deadline. Sources in the UP government said it became clear at a review meeting here on Tuesday that the project may not be ready before December 2011. Senior government officials and representatives of the Jaypee Group, which is developing the project, attended the meeting. Representatives of the Jaypee group informed that about 86 per cent of the civil construction work had been completed on the 165-kilometre expressway, but the project cannot become operational by October, as planned. Originally, the project was to be completed by October 2010 so that it was ready in time for the Commonwealth Games in Delhi. However, the project got delayed because of problems in land acquisition and related issues. After these issues were settled, a new deadline of October 2011 was set by mutual agreement between the government and the developer. It was chosen keeping in mind the first-ever Formula-1 race in India, which is scheduled to be held in October 2011 at the race track being developed along the expressway. This race track, which has been named the Buddha International Race Circuit, is also being developed by the Jaypee Group. Government officials suspect that the expressway was getting delayed because the race track was higher in the developers scheme of priorities. However, representatives of the Jaypee group have denied this, sources said.

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The government was so keen on opening the project in October that it did not mind if the expressway alone was readied by that date, leaving other features, like the interchanges, to be completed later. The key to the master plan is a 165-kilometre-long Expressway from Delhi to Agra which will reduce travel to two hours only. The masterplan, however, also shows the seemingly arbitrary way in which rates for the land were fixed. Over 58,000 hectares of land has been earmarked in the draft masterplan, most of it for development. From 2009 till now, the government has acquired around 12 per cent of the land for Rs. 5,720 crores. But today, this land is worth at least Rs. 78,000 crores. One of the beneficiaries of this project, which came under attack from agitating farmers, is the Jaypee Group. In exchange for constructing the Yamuna Expressway, the government has given Jaypee Group about 6,000 acres, which is the largest chunk. Of this, 2,500 acres is prime land as it is right along the Expressway.

They have also been given an additional 2,500 acres, which is the site of the upcoming Formula 1 race track - part of the sports city Jaypee is making. Again, this is prime land, but was sold to Jaypee at just Rs. 1,220 per square metre. While the race track is expected to be ready by October this year, the first residential property will be completed in three years time, although many parts of it are already up for sale. The property here is being sold for Rs. 18,000 per square metre. Jaypee, however, had bought this land from the government at just about Rs. 350 more than the price the government had paid to the farmer for it. This means Jaypee is selling it for 18 times that price. In another curious but stark variation - just across the road, east from the Japyee project, Wave Infratech paid almost Rs. 4500 per square metre, which is more than four times the rate Jaypee had to pay. Here too, the developer has advertised property at the rate of about Rs. 15,500 per square metre which is 15 times the price at which they have acquired the land. Again, the current market value of these plots of land is at least 10 times the price at which they were bought from the farmers - the price developers would have paid if they had bought land directly from the farmers. There is still an entire area, which runs in many hectares, as per the draft masterplan which needs to be acquired before it is put up for allotment. In the face of spreading protests, Uttar Pradesh Chief Minister Mayawati has refused to re-negotiate or relook at her land acquisition policy, but as more and more details emerge, there's increasing criticism that it's not a land acquisition policy but simply a land-grab.

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The Buddh International Circuit, in Greater Noida, Uttar Pradesh, India is an underconstruction Formula One racing circuit, near Delhi. It will host the inaugural Formula One Indian Grand Prix on October 30, 2011. Formula One racings governing body, the FIA, has tentatively indicated the inclusion of the Indian Grand Prix for December 2011, but confirmation of the race will be subject to homologation of the circuit in July 2011. Estimated to cost about 10 billion ($215 million) to build, it is expected to be completed by June 2011. It will have a length of 5.14 km and an area of 875 acres (354ha). Seating capacity is initially expected to be 110,000 with provisions to increase it later to 200,000. The circuit will be part of the 2,500 acres (10 km2) Jaypee Greens Sports City, which is planned to include a 100,000 seat cricket stadium, 18-hole golf course, 25,000 seat hockey stadium and a sports academy. The sports complex is expected to cost 40 billion and generate $170m of revenue annually, and employ 10,000 people. The design was forwarded to the teams to gather feedback on how the circuit could be altered to improve overtaking and this has resulted in some minor changes as became clear from April 2010. The planned hairpin at turn seven will be removed, and the track at turn three will be widened to allow drivers to take different lines throughout the corner. More information was released in August 2010, revealing that there were plans to make the circuit one of the most challenging for drivers, with the circuit rising fourteen metres within the first three corners alone and a banked double-apex bend on the far side of the circuit. The expected lap time for a Formula One car around the 5,141m long track, is 1 minute, 27.02 seconds, at an average speed of 210.03 km/h (131mph). At the end of the long straight between corners 3 and 4, Formula One cars are expected to reach a top speed of about 318 km/h (198mph). Originally known as the Jaypee Group Circuit or the Jaypee International Race Circuit after the circuit's owners, the circuit was officially named the Buddh International Circuit in April 2011. According to Sameer Gaur, the Managing Director and Chief Executive of Jaypee Sports International, the name is derived from the word Buddha, and represents peace and calm. The name is also a reference to the Gautam Budh Nagar district in which the circuit is located, itself named after the Gautam Buddha. The Buddh International circuit logo consists of a B which also resembles a heart. The sports complex is expected to cost 40 billion and generate $170m of revenue annually, and employ 10,000 people. The design was forwarded to the teams to gather feedback on how the circuit could be altered to improve overtaking and this has resulted in some minor changes as became clear from April 2010. The planned hairpin at turn seven will be removed, and the track at turn three will be widened to allow drivers to take different lines throughout the corner.

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TATA Shortly after achieving financial closure, Pune-Solapur Expressways Pvt. Ltd-a joint venture between Navinya Buildcon Pvt. Ltd and Atlantia Spa-has begun construction work on the Rs 1,370-crore Pune-Solar national highway project on NH-9 in Maharashtra. Navinya Buildcon is a wholly-owned subsidiary of Tata Realty & Infrastructure Ltd, a Tata Group enterprise. The project is scheduled for completion by mid-2012. The project achieved financial closure on November 13, with lead-banker IDBI Bank raising Rs 959 crore. For both partners of PSEPL, this is the first national highway project won through competitive bidding route. Based in Italy, Atlantia is a leading toll road operator in Europe. The project is being developed on BOT-Toll basis under a 21-year concession agreement signed with nodal agency National Highways Authority of India in May this year. The highway development project involves four-laning of the existing 110-km section from Yavat (km 40.0, Pune) to Indapur (km 144.4 km, Solapur). It also entails construction of 124 km of a two-lane service road, three flyovers, one railway over-bridge, and several bridges and culverts.

NOIDA TOLL BRIDGE CO. LTD. DND Flyway ( Delhi Noida Direct Flyway) is an eight-laned 9.2 km (5.7 mi) access controlled tolled expressway which connects Delhi to Noida, an industrial suburb area. It was built and is maintained by The Noida Toll Bridge Company Ltd. The acronym DND stands for "DelhiNoida Direct". The project, built by the Noida Toll Bridge Company Ltd. (NTBCL) was developed under a Build-Own-Operate-Transfer (BOOT) model. The Noida Toll Bridge Company promoted by the Infrastructure Leasing and Financial Services (IL&FS). The project included the construction of a flyover at Ashram Chowk which after being constructed by the NTBCL would be handed over to the Public Works Department for maintenance. The other major part of the project was the construction of a 552.5 meter bridge over the Yamuna river. This bridge, which was estimated to cost 408 crore (US$91 million) was

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expected to be completed by May 29, 2001. The construction was however completed earlier than expected and the expressway was opened to public on February 7, 2001. The NTBCL in July 2006, started the construction of an extension to link Mayur Vihar directly to the DND Flyway. The work is by now complete and the Mayur Vihar Link Road was opened to traffic in both directions with effect from January 19, 2008. DND Flyway is a world-class expressway connecting Delhi to one of the largest sub cities of Delhi, Noida. For you, it means a great way to get to your workplace or home. The DND Flyway, the name given to the Noida Toll Bridge facility, continues to compete with the two free bridges which cross the Yamuna River in the same influence area as the Delhi Noida Toll Bridge, namely Nizamuddin Bridge and Okhla Barrage. Both these bridges, however, are close to saturation point, particularly, during peak hours. The commissioning of the Mayur Vihar Link, the catchment area of DND Flyway has been extended to cover the East Delhi colonies of Mayur Vihar, Vasundhra Enclave, Patparganj etc. The link connects the DND Flyway to Mayur Vihar (a part of Delhi located across the River Yamuna, which has mainly residential apartments) and substantially reduces distance and time taken by Mayur Vihar residents to various destination points in South Delhi. DND Flyway is the first Toll Plaza in India to be certified ISO: 9001: 2008 compliant for excellence in the field of Operations and Maintenance and Customer Services. DND Flyway is the shortest route between Noida and Delhi. It is 9.2 kms long (including 1.7 km MVL stretch and interchanges). It has 8 lanes (4 lane dual carriageway) and 31 lane Toll Plaza at the Noida end and 11 lane Toll Plaza at the Mayur Vihar end. It has been thoughtfully designed for a safe, fast and delightful driving experience. It has No pedestrian crossings, busy intersections or detours. At DND Flyway one enjoys the smooth flow of traffic. It is one of the most pollution free routes as it has wide open green spaces. DND Flyway was developed over a period of 24 months under the technical know - how of international companies like Kampsax International, Mitsui Construction Co and Marubeni Corporation and is now operated and managed by ITNL Toll Management Services Ltd. ITNL Toll Management Services Ltd. operates DND Flyway round the clock managing the toll operations, traffic and maintenance of the facility. The Company has been awarded ISO 9001:2008 certification for Excellence in the field of Operations, Maintenance and Customer Services on July 22, 2009. A dedicated team of more than 350 personnel and "state of art" equipments are geared up to offer quick and easy passage through the Toll Plaza and ensure comfortable and safe riding.

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INTRODUCTIN OF HUMAN RESOURCE MANAGEMENT

An organization either Business or Industrial Enterprises needs many factors for its growth, further development and for its very survival. The most important factors are Capital, Materials, Machineries and Human Resources as the success or failure of any organization depends on the effective combination of these factors. Managing all other factors is comparatively easier than managing Human Resources. The Human Resources are most important and need to be handled carefully. Since all the others factors are handled by the human resources, they have to be trained in an effective manner to utilize the resources at optimal level to get the desired output and thereby to reach the organization goals. The effective combination of all these factors results to way for success.

Scope of Human Resource Management:

The Scope of HRM is indeed fast. All major activities in the working life of worker from time of his entry in an organization until he/she leaves, come under the preview of HRM. Specifically, the activities included are Human Resource planning, Job analysis and design, Recruitment, Selection, Orientation and placement, Training and development, Performance appraisal and Job evaluation, employee and executive remuneration and communication, employee welfare, safety and health, industrial relations and the like. HRM is becoming a specialized branch giving rise to a number of specialized areas like:
o o o o o Staffing Welfare and Safety Wages and Salary Administration Training and Development Labour Relations

Objectives of the HRM are to secure the following:

1. Industrial peace: This is secured by excellent union management relations, healthy inter-personal relationships, and promoting participative management style and good industrial and labour relations. 2. Achieve High Productivity: The underlying objective brings to increase the quantity or volume of the product or service for a given input, productivity improvement programme is very significant in a competitive environment.

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3. Better quality of working life of employees: This involves both intrinsic and extrinsic factors connected with work. 4. Obtain and sustain competitive advantage through empowerment: continuous improvement and innovative steps being the two essential ingredients to achieve and sustain competitive advantage, todays industries are knowledge based and skill intensive. 5. Cordial relationship between the employer and employees. 6. Personnel research functions. 7. Proper orientation and introduction to the new employees. Training is defined as learning that is provided in order to improve performance on the present job. A person's performance is improved by showing her how to master a new or established technology. The technology may be a piece of heavy machinery, a computer, a procedure for creating a product, or a method of providing a service. Oliver Sheldon says No industry can rendered efficient so long as the fact remains unrecognized that the in principally human not a mass of machines and technical process but a body of men. If manpower is properly utilized it causes the industry to run at its maximum optimization getting results and also work for as an climax for industrial and group satisfaction in the relation to the work formed. Competitive advantage is therefore depending on the knowledge and skill possessed by employee more than the finance or market structure by organization.

Meaning And Definition of Training And Development:

Training is the acquisition of technology which permits employees to perform their present job to standards. It improves human performance on the job the employee is presently doing or is being hired to do. Also, it is given when new technology in introduced into the workplace. Development is training people to acquire new horizons, technologies, or viewpoints. Definitions given by various scholars are as follows: o Staimez: defines Training is a short term process utilizing a systematic and organized procedure by which non-managerial personnel to learn technical knowledge and skill o Mamoria: defines Development covers not only the activities which improve job performance, but also those which b ring about growth of personality, helps individual in the process towards maturity and actualization of this potential capacities so that they become not only good employees but also both good men and women.

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o S. P. Robbins: Defines Training is a learning process which seeks a relatively permanent change in behaviour that occurs as a result of experience. o Dale Yoder: Defines It is that deals with the effective control and use of manpower as a distinguished from other source of man power

Training and Development is an attempt to improve the current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills or knowledge.

Principle of Training:
1. Training Plan: This must be well planned; prescribed and ably executed effective implementation depends to great extent on planning. 2. Organizational objectives: T & D program must meet objectives of the organization 3. Equity and fairness: T and D program must enjoy equal opportunity to drive benefit out of such training and must have equal chance to undergo such training. 4. Application specification: Training content is balanced between theory and practical. It must be Application specification. 5. Upgrading information: T and D program is continuous reviewed at periodic interval as order to make them updated in terms of knowledge and skill. 6. Top Management support: Top management support is essential to make Training and Development effective. 7. Centralization: For economy of effective uniformity and efficiency, centralization of training department is found more common and useful. 8. Motivation Training and Development have motivation aspects like better career opportunity, individuals & skill development etc.,

Importance of training in recent years:

Recent changes in the environment of business have made the Training and Development function even more important in helping organization maintain competitiveness and prepare for the future. Technological innovations and the pressure of global competition have changed the ways organizations operate and the skills that their employee need. The tight labour market has increased the importance of training in several ways. First higher

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employee turnover means that more new employees need training. Second, it has been suggested that frequent and relevant development experiences are an effective way to gain employee loyalty and enhance retention of top-quality staff.

Need for Training:

Training must be tailored to fit the organization s strategy and structure. It is seen as pivotal in implementing organization-wide culture-change efforts, such as developing a commitment to customer service, adopting total quality management, or making a transition to self-directed work teams. Pace-setting Human Resource Development departments have moved from simply providing training on demand to solving organizational problems. Trainers see themselves as internal consultants or performance improvement specialists rather than just instructional designers or classroom presenters. Training is only one of the remedies that may be applied by the new breed of Human Resource Development practitioners. In an age of network organizations, alliances, and long-term relationships with just-in-time suppliers, leading companies are finding that they need to train people other than their own employees. Some organization offer quality training to their suppliers to ensure the quality of critical inputs. Organisations with a strong focus on customer service may provide training for purchasers to their product. 1. Shortage of skill: Skilled and knowledge people are always on short supply, alternatively they are too expensive to hire from outside. The best way is to improve the skill and knowledge of the existing employees through Training and Development. 2. Technological Obsolesce: Growth of technology takes place very fast. This will render current technological obsolesces in the near future. 3. Personal Obsolesce: At the time of recruitment employees possess a certain amount of knowledge and skill. As the time passes their knowledge becomes obsolesce unless it is uploaded by proper training. This happens because of changes take place in product methods procurement of better machines. 4. Organization Obsolesce: Modern management has introduced a number of innovative steps in functioning of management like play organizing, controlling to such change are bound to fail and become obsolete, to prevent obsolesce r organization. Employees must be exposed to modern Technology through T & D 5. Increased Productivity: Instruction can help employees increase their level of performance. Increase human performance often directly leads to operational productivity and increase company profits.

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6. Coercive Training by Government: In order to provide better employability changes of unemployed youth, certain governments have taken initiatives to mobilize resource available at public/government and private to provide training to outside candidates. One such arrangement is called at Apprenticeship Training conducted by Government of India. A part of expenditure incurred for this by the private sectors is reimbursed by government. 7. Human Capital: The latest thinking is to treat employees as Human Capital. The expenditure involved in training and development are now being considered as an investment. This is cause in globalization it is the knowledge and skill of employees which determine complete advantages of firm.

Objectives And Goals Of Training:

Training and Development can help an organization in a number of ways. Ultimately, it is employee knowledge and skill that produce the organizations product or service. Training facilitates the implementation of strategy by providing employees with the capability to perform their jobs in the manner dictated by the strategy. Training also assists in solving immediate business problems, such as when a team of Manager in an action learning program studies a real problem and recommends a solution. Finally to keep ahead in a highly competitive the turbulent environment, it has been suggested that the training function must foster a continuous learning culture and stimulate managers to reinvent their corporation. Training enables employees to develop and train within the organization and increase the market value, earning power and job security. It moulds the employees attitude and also helps them to achieve better co-operation with the company and greater loyalty to it. The management is benefited in the sense that higher standard of quality are achieved, a satisfactory organization structure is built up, authority can be delegated and stimulus for progress applied to employees. o o o o o o o o o o To increase productivity of employees or workers To improve quality of work and product To enhance and update knowledge and skill level of employee in the organization To promote better opportunity for the growth and promotion chances of employees and thereby the employability To secure better health and safety standard To improve quality of life of employees To sustain competitive advantage To impart new entrants of knowledge and skill To build up a sound line of competent efficiency and prepare them as a part of their career progress to occupy more responsible positions To impart customer education, help grading skills and knowledge and employees estimate career planning of the company.

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How Is T & D Related To Human Resource Management?

An effective use of materials, money, machines and human resource is essential for achieving a high level of productivity in the industry. Whereas other resource have limitation, the human resource has unlimited potential. Moreover this is the only activity resource, other being passive. Its quality of human resource through training input is of vital importance. o Improves communication between group and individual o Aids in orientation for new employees and taking new jobs through transfer or promotion. o Provides information on equal opportunity and affirmation action o Improves interpersonal skill o Builders cohesiveness in groups o Provides a good environment for learning, growth and co-ordination. o Improves labour management relation o Helps to create better corporate image o Provides information for further needs in all areas of organization o Moves a person towards personal goals while improve Human Resource and Organisation goals.

Training Methods and Techniques for Employees

Because of the objective of Human Resource Development is to contribute to the organizations overall goals, training programs should be developed systematically and with the organizations true needs in mind. Successful training begins with a thorough needs assessment to determine which employees need to be trained and what they need to be trained to do. Allison Rossett and Joseph W. Arwady states The question is not whether you will solicit this kind of information through needs assessment. It is how much of it you will do and using which tools. The culmination for the assessment phase is a set of objectives specifying the purpose of the training and the competencies required in trainees after they complete the program. This section considers the choice of methods for employees training. With training objectives defined and learning principles in mind, the trainer must be choose appropriate training methods and design the sequence of events in the training program. Perhaps the first decision to be made is whether to conduct the training on the job or away from the job. In many cases, the decision is to do some of both. There are a number of training methods available. Use of particular methods depends on the trainees viz., worker, supervisor, and manager. Basically these methods can be classified into following broad categories: o On the job training o Off the job training

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In regard to employees, other than managers (executives following are the methods of training: ON THE JOB TRAINING: On the job training is conducted at the work site and in the context of the actual job. The vast majority of all industrial training is conducted on the job, often by the trainees immediate superior or a nominated peer trainer. On-the job training has several Advantages:
1.

Economical: This method is very economical as no additional space, equipment, personnel or other facilities are required for training. Production: It leads to higher production for employer because person continues to work while learning. Less time: Training time is reduced as compared to traditional off the site learning. Can be used for learning all types of skills: It has been tested for techniques ranging from milking cows by hands to brain surgery. Task based: Since OJT is performed at the work area; training tends to be focused on performing real job tasks. Greater understanding: Employees learn to work in the environment in which they have to work in future instead of classroom. This increases their familiarity and understanding with their job. Increased confidence: In case of new employees it gives them more confidence on the job, because they will acquire knowledge about how they are supposed to work.

2.

3. 4.

5.

6.

7.

Disadvantages:
1.

Inconsistent: Traditional OJT relies heavily on an experienced employee to provide the instruction based on what they feel is the most important topics. What is important to one employee may not be important to another. The result is what is learned may vary greatly depending who is assigned as the trainer. Incomplete: Without a structured lesson guide what is learn is likely to be based on what happened on that day rather than on what a new employee needs to know to be safe and prospective. Lack of theoretical knowledge: Often the underlying theories of operation are not covered in sufficient detail or accuracy. Without this trainees learn that what to do, but not why they are doing it which result in poor decision making.

2.

3.

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Types of on the job training method:

1.

Apprenticeship Training: This training is combination of on and off the job training. The department of Labour regulates apprenticeship programs, and often management and a union jointly sponsor apprenticeship training. This training is normally given to artisans, electricians, plumbers, bricklayers etc., the duration is normally varied from 2 to 6 years. Apprenticeship training is carried out under the guidance and intimate supervision of master craftsman or expert worker/supervisor. During apprenticeship training period, the trainees are paid less than that of a qualified worker. A uniform period of training is offered to trainees, in which both fast and slow learn here, are placed together. Slow learners may require additional training. Apprenticeship training puts the employees under the guidance of a master worker. These are designed to acquire a higher level of skill for ex: plumbers, electricians, etc.

2.

Job Rotation: In the job rotation, management trainee/employee is made to move from one function to another at planned intervals. Job rotation is widely used as a management executive development program which makes the employee or management trainee, a multi-tasking individual. It can be done either vertical or horizontal. This kind of training involves shifting the trainee from one department to another or from one job to another. This enables the trainee to gain a broader understanding of all parts of the business and how the organisation as a whole functions. The trainee gets fully involved in the departments operations and also gets a chance to test her own aptitude and ability. When employees are trained by this method the organisation find it easier at the time of promotion, replacements or transfers.

3.

Coaching and Understanding method: Training under experienced worker they are coached and instructed by skilled co-worker by supervisor by special trainee instructor. In this method, the superior guides and instructs the trainee as a coach or consoler sets mutually agreed upon goals, suggests how to achieve these goals, periodically review the trainees progress and suggests changes require in behaviour and performance. The trainee works directly with the senior manager takes full responsibility for trainees coaching. Classically the trainee is being groomed to replace the senior manager and relive him from some of his duties. This gives a chance for the trainee to learn the job also.

4.

Internship training: it is a joint programme of training in which educational institutions and business firms cooperate. Selected candidates carry on regular studies for the prescribed period. They also work in some factory or office to acquire practical knowledge and skills.

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OFF THE JOB TRAINING METHOD: The off the job training is conducted in a location specifically designated for training. It may be near the workplace or away from work, at a customized training centre or a resort. The purpose of conducting this kind of training away from the work place is to minimized or avoids distractions of the employee from their daily work routine and allows them to devote their full attention the specific subject. Advantages: 1. Reduced pressure: This type of training gets employees away from their work environment to a place their frustration and bustle of work are eliminated. This more relaxed environment can help employees to absorb more information as they feel less unde pressure to perform. 2. Additional knowledge: It can be a source to supply the latest information, current trends, skills, and techniques. These new skills can be brought back and utilised within the company. 3. Cheaper method: As the courses are help externally, our company would not have added cost incurred as a result f extra equipment or additional space. 4. Allow employee to create networks: as many courses or seminars invites employees from different companies to attend them, this will allow employees to create network with the employees of other organisations. 5. Increase in satisfaction level: Sending an employee on a course could help to make an employee feel more valued as they would feel they are receiving quality training. Disadvantages: 1. Sometimes it proves costlier: Depending on the course, the overall cost could prove quite expensive. For ex: many courses may require an overnight stay at a hotel or the course itself may prove to be expensive due to the level of expertise or equipment need to deliver the course. 2. No guarantee regarding transfer of sufficient skills: As there is no real way to know the ability of the trainer and the subject knowledge of the people delivering external training courses, there is no guarantee that sufficient skills and knowledge will be transferred or valuable. 3. Difference in the initial level of knowledge: Not all learners will be starting at the same knowledge or skill level and there is a risk that those starting at the lowest levels, if account is not taken of this, will be lost from the start.

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4. Difference in learning speed: Every people have different learning speed.The different learning speed of the indiviuals who are usually forced to progress at compromise rate. Types of off the job training method: 1. Classroom lectures: this is the simplest and from the off the job training. This is a best form of instruction when the instruction is to convey information on rules, regulation, policies and procedures. The lecture or conference approach is well adapted to conveying specific information rules, procedures or methods. The use of audio-visuals or demonstrations can often make a formal classroom presentation more interesting while increasing retention and offering a vehicle for clarifying more difficult point. 2. Conference and Seminars and Workshops: This is a formal method of arranging meeting in which individuals confer to discuss points of common interest for enriching their knowledge and skill. This is group activity. It encourages groups discussion and participation of individuals for seeking clarification and offering explanation and own experience. It is a planned activity with a leader or moderator to guide the proceedings, which is focused on agreed agendas points prefixed during planning stage of such conference. There are three variables: Directed conference Training conference Seminars and workshops 3. Group discussions and study analysis: case study method was initially introduced by Christopher Lang Dell at Harvard Law School in 1880s. The principle used is experiences are the best teacher. Here several empirical structures are examined in detail to find out commonalities to derive general discussion. Based on such studies and group discussion are initiated to derive common lesson. This method has, however limited use of worker but both use for supervisors. In case of workers, areas of importance in this method are that the quality control. 4. Audio-visuals and Film Shows: In order to improve understanding very usual and sometimes is escapable to Demonstrate operation of a machine or explain or process. Audio-visual film shows can supplement the efforts lecturing and improve its effectiveness. 5. Simulation Computer Modelling: A training activity in which actual working environment is artificially created as near and realistic and possible is called simulation training. Case study, analysis, experiment exercise game playing computer model and vestibule training etc come under this category. When the

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work environment is artificially created by using computer-programming method well call it computer method 6. Vestibule Training: In this training, employees are trained of the equipment they are employed, but the training is conducted away from the place of work. In which all necessary equipment and machines required as actual machined ship are duplicated. Actual work environment is created in a class room and employees use the same materials, files and equipment. This is usually done when employees are required to handle sophisticated machinery and equipment. 7. Programme Instruction: Programmed instruction is a structured method of instruction aided through texts, hand-outs, book and computer aided instruction. In this case the instruction materials and information is broken down in meaning full unit and arranged in a proper sequenced from logical method of learning packages, the learning ability is tested and evaluated in real time basis. 8. T. group Training: T stand for training or laboratory training. T group training was originated on 1940s but only 1960s it has opened to the industries. This Training has both supporters and opponents. Unlike any other programmers discussed. T group training is concerned with really problem existing within the other group itself. 9. Retraining: technology is advancing at rapid pace. Here obsolesce is a major problem faced by the worker are the introduction of automation for such retraining programme to update their knowledge, which will further make them productivity useful of the organization and restore this confidence.

Training of HR can be considered at the levels of

o o o o Workers Trade Union Functionaries Middle level Managers Top Managers

1.

Workers:

From the point of raising industrial production the training of workers essentially o Improving job knowledge o Attitudinal change While job knowledge can be imparted through on the job training, attitudinal and behavioural changes can be induced through training inputs intended to the understanding

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of his work, his environment and his relations with his colleagues trade union and the management.
2.

Trade Union Functionaries:

Effective use of HR in industry will not be possible without a positive approach on the part of trade union functionaries. Where there could occasionally, be a great conflict of interests as well as a role conflict of union functionaries in improving productivity and safe guarding workers interest, there is a need essentially to give the training on job evaluation, work study and other productivity techniques. Out experience shows that their appreciation of these techniques generate a favourable disposition towards the use of these techniques. The trade union and worker programmes (TUWP) or the national Productivity Council is aimed at workers and TU functionaries. The objectives of the programme are to create productivity consciousness amongst workers trading to a favourable climate in the organization or enterprise for wider acceptance or productivity improvement efforts and techniques. These programmes aimed at: o Acquaint the participants with the concept, approach and techniques or productivity o Identifying areas in which employees could play an effective role in promoting productivity in an organization. o Develop a rational understanding of the economic and social circumstances and constraints in which the workers and community are placed. o Create a favourable climate for the promotion of productivity through positive and constructive union management relations. o Help participants in the proper understanding of the role and responsibilities of the unions. These programmes highlight: o Appreciation of organizational work in the context of micro and macro factors of production. o Appreciation of productivity techniques with special reference to manpower requirements, workload assessment, wage differential (job evaluation) incentive system etc. o Appreciation of improved technological requirement for modernization. Thus, NPC programmes aim at educating and training the works in the concepts and methods of productivity, stimulating the idea and thinking, levels of productivity. The Central Board of Workers education (CBWE) on the other hand, has bordered objectives of educating workers in trade unionism, good citizenship, leader qualities, etc., the CBWE scheme adopts a three tier system with the long-term training for workers,

34

teachers who after their training are deputed to plants for workers education. While NPC programmes are of short duration and are mostly tailor made, DBSE schemers are broadly both in objectives and approach.
3.

Supervisory and Middle Level Management:

Usually, we find that supervisory jobs are filled in by promoting efficient workers. An efficient worker need not be a good supervisor. The type soft skills required being an efficient worker and the supervisor are quite different. A good supervisor needs a possess human relations and administrative skills. Training in these areas seems to be inadequate. The prime need therefore is to sharpen these skills through systematic training inputs. An efficient use of training instruments should be made to develop these skills among the promote supervisors. o Provides for acquiring professional standards in supervision to those who may hold or are in line for promotion to supervisory positions o Induces existing supervisory personnel to acquire essentials of scientific supervision through training and self-study, supplemented by the enterprise level guidance wherever practicable. o Test if he candidate possess sufficient skills, including management of men at work, so as to be able to discharge supervisory duties effectively.
4.

Top Management:

It has to be trained essentially and primarily for bridging the gap between technology and management. Scientific and technological kno2wledge has been growing, particularly during the last decade, at an astonishing rate. It becomes vital or the top manager to have keen appreciation of the widening scope of technology. In this way he will be able to discharge his functions as an effective manager. Another area where he needs to be trained and exposed is computers and electronic processes. The growing complexities of companies internal operations, diversification and growth, and in some cases competitions, have generated unprecedented pressures. The process of managerial decision-making can be considerably improved by harnessing these electronic aids. The top manager also needs to be exposed to the growing complexities of the environment. He needs to examine the relationship of his job so such as the growing influence of the government in business, the changing role of the organized labour, the altered expectation of the public from the business and growing internal competitions as well as possibilities for international co-operation. Another area where he needs to be trained and exposed is computers and electronic processes. The growing complexities of companies internal operations, diversification and growth, and in some cases competitions, have generated unprecedented pressures.

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Phases of training:
The various steps involved in the design and development of training programme particularly for the employees are: 1. 2. 3. 4. 5. Identification of training needs of employees Planning of training programme Preparation of trainees Implementation Evaluation

The last stage in the training programme process is the evaluation of results this is the main part to know the effectiveness/determines the results of the training programme.

Benefits of training:
How Training Benefits the Organization: o Leads to improved profitability and/or more positive attitudes toward profits orientation o Improve the job knowledge and skills at all levels of the organization o Improve the morale of the workforce o Helps people identify with organizational goals o Helps create a better corporate image o Fosters authenticity, openness and trust o Improves the relationship between boss and subordinate o Aids in organizational development o Learns from the trainee o Helps prepares in guidelines for work o Aids in understanding and carrying out organizational policies o Provides information for future needs and all areas of the organization o Improves labour management relations o Helps prepare guidelines for work o Organization gets more effective decision making and problem solving skills o Aids in development for promotion from within o Aids in developing leadership skills, motivation, loyalty, better attitudes and others aspects that successful workers and managers usually display. o Helps keep costs in many areas, e.g. production, personnel distribution etc o Develops a sense of responsibility the organization for being competent and knowledgeable. Benefits to the individual: o Helps the individual in making better decisions and effective problem solving.

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o Through training and development, motivational variables of recognition, achievement, growth, responsibility and advancement are internalized and operationalized. o Aids in encouraging and achieving self-development and self-confidence. o Provides information for improving leadership, knowledge, communication skills and attitudes. o Increases job satisfaction and recognition. o Moves a person towards personal goals while improving interactive skills. o Provides the trainee an avenue for growth and a say in his/her own future o Develops sense of growth in learning. o Helps a person develop speaking and listening skills: also writing skills when exercises are required. o Helps eliminate fear in attempting new tasks. Benefits in personnel and Human Relations, Intragroup and intergroup relations and policy implementations: o Improves communication between groups and individuals. o Aids in orientation for new employees and those taking new jobs through transfer or promotion.

Impediments of Effective Training:

There are impediments which can make a training programme ineffective: 1. Management commitment is lacking and uneven: Most companies do not spend money on training. Those that do tend to concentrate on managers, technicians and professionals. The rank and file workers are ignored. This must change for as a result of rapid technological change, combined with new approaches to organizational design and production management, workers are required to learn three types of new skills: o the ability to use technology. o the ability to maintain it. o the ability to diagnose system problems. In an increasingly competitive environment, the ability to implement rapid changes in product and technologies is often essential for economic viability. 2. Aggregate spending on training is inadequate: companies spend minuscule of their revenues on training. Worse still, budget allocation to training is the first item to be cut when a company faces financial crunch. 3. Educational institutions award degrees but graduates lack skills: This is the reason why business must spend vast sums of money to train workers in basic skills. Organizations also need to train employees in multiple skills. Managers, particularly at the middle level, need to be retrained in team-playing skills, entrepreneurship

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skills, leadership skills and customer oriented skills. 4. Large scale poaching of trained workers: Trained workforce is in great demand. Unlike Germany, where local business groups pressure companies not to poach companys employees there is no such system in our country. Companies in our country, however insist on employees to sign bongs of tenure before sending them for training, particularly before deputing them to undergo training in foreign countries. Such bonds are not effective as the employees or the poachers are to pay the stipulated amounts as compensation when the bounds are breached. 5. No help to workers displaced because of downsizing: Organizations are downsizing and de-layering in order to trim their workforces. The government should set apart certain fund from the national renewal fund for the purpose of retraining and rehabilitating displaced workers. 6. Employers and B schools must develop closer ties: B schools are often seen as not responding to labour-market demands. Business is seen as not communicating its demand in B schools. This must change. 7. Organised labour can help: organized labour can play a positive role in imparting training to workers. Major trade unions in our country seem to be busy in attending to mundane issues such as bonus, wages, settlement of disputes and the like. They have little time in imparting training to their members.

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RESEARCH WORK
At Oriental Structural Engineers, is followed to evaluate the various effects of training on the trainees. Donald Kirkpatricks evaluation model contains four stages: 1. 2. 3. 4. Reaction Learning Behaviour Result

These stages are explained as follows: 1. Reaction: The first level involves reaction measures, or the participants feelings about the program. Reaction information is usually gathered by questionnaire during or immediately after the program. At least two aspects of reaction should be assessed: Did the trainee enjoy the program, and do they think the program will be useful to them. 2. Learning: The second level of evaluation has to do with learning. Learning measures assess the degree to which trainees have mastered the concepts, information, and skills that the training tried to impart. Learning is assessed during and or at the end of the training program with paper and pencil tests, performance tests and graded simulation exercises. 3. Behaviour: On-the-job behaviour is the third level of evaluation. Behaviour measures ask whether employees are doing things differently on the job after training, whether they are visibly using what they have been taught. In essence, this is transfer of training. 4. Results: The final level of evaluation involves results measures. At this level, the impact of the training program on the work group or organization as a whole is assessed objectively. The appropriate objective measures to use depend on the content and objectives of the training. Samples measures of results include cost savings, profit, productivity, quality, accidents, turnover, and employee attitude.

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Research Methodology
Research can be defined as a scientific and systematic search for pertinent information in any branch of knowledge. It is the pursuit of truth with the help of study, observation, comparison and experiment. Research is, thus, an original contribution to the existing stock of knowledge making for its advancement.

Objectives of the study:

1. To analyse the training methods followed in OSE its merits pitfalls. 2. To put forward suggestions and recommendations in the Training methods followed in the organization. 3. To analyse whether the training has reached the employees. The purpose of the study is to understand the training and development programme followed in OSE. The methodology evolves from the objectives of the project and involves collecting primary and secondary data.

Scope of the study:

o Study of the Training policy and various development programs being conducted at Oriental Structural Engineers. o To find out how much the employees perceive these training programs to be effective and beneficial. o To find out to what degree is the Training given to these employees catering to their general as well as specific needs.

Cost involved:
One-Time Costs: o Needs assessment costs o Salaries of training designers or consultants o Purchase for reusable training equipment and materials o Full-scale evaluation of the program when first offered Pre-Session Costs o Trainer salaries, travel and lodging o Facilities rental Pre-Trainee Costs o Trainee wages or salary during training o Transportation, food and lodging for trainees during training o No reusable training materials, hand-outs etc.

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RESEARCH PROCESS FOLLOWED:

Research process consists of a series of actions or steps necessary to effectively carryout research and the desired sequencing of these steps. The various steps involved in a research process are not mutually exclusive, nor are they separate or distinct. However, the following order concerning various steps provides a useful procedural guideline regarding the research process and has been used to carry out this research: 1. Formulating the research problem: At the very beginning the researcher, singles out the problem, he / she wants to study in specific terms. Here, for this purpose and extensive study of available literature was done. The training and development policies were studies from the personal manual as well as some information brochures made available by the training department at OSE. No literature was available of any study conducted earlier on a similar topic. The subject matter related to the topic Training and Development was also examined from the available literature i.e. books, manuals etc. by this review the extent of available of the data of other materials was known and this led to a specification of the problem in a more meaningful context. After specifying the problem, a synopsis was submitted to the company for approval. 2. Preparing the research design: The function of research design is to provide for the collecting of the relevant information and data with minimal expenditure of effort, time and money. But the way of achieving all this depends mainly on the purpose of the research. Here, the purpose of the study is both exploration and description 3. The means of obtaining the information: In this research case, a structured questionnaire was used with close-ended questions with the exception of three questions that required descriptive answers. The time available for research 15 days and for the completion of this research, the time limit was 25 days. The source of data is primary source of data collection. It involves collecting data for the first time. 4. Determining the sample design: A sample design is a definite plan for obtaining a sample from the given population. It is determined before the data is collected. Steps in sampling design: Population: All items under consideration in the field of enquiry, in this case, the employees of OSE.

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Sample: The respondents that have been selected for the purpose of the study. Sampling unit: The individual unit of the selected sample. Sample frame: This contains the list of all the items of the universe. For this project, the employee lists of Oriental Structural Engineers Pvt. Ltd. are the sample frame. Size of the sample: this refers to the number of items selected from the universe to constitute the sample. For the purpose of this study, a sample size of 45 out of which 35 are trainees and rest 10 candidates are mangers was taken which is approximately 20% of the population. Sampling technique: Here non-probability-convenience and judgemental sampling technique has been used for the purpose of selecting the sample. 5. Execution of the Project: This is a very important step in the research process. If the execution for the project proceeds along the correct lines, the data to be collected would be adequate and dependable. Hence it was necessary to see to it that the project proceeds in the right direction and in the fight manner within the time limits. The respondents were made aware of the purpose of the project and the probably benefit of expressing their frank views. The introduction accompanying each copy of the questionnaire made the things even clearer and ensured the required response. In the questionnaire, the respondents were asked to express their views on the present scenario regarding the training and development programmes and their suggestions for future programmes so as to make them more beneficial for the employees.

Questionnaire
Questionnaire
Personal data of the employees: Age: Gender: Have undergone in any type of training ever before: Q1. The goals of the training were clearly defined. A. Strongly Agree C. Neither agree nor disagree E. Strongly Disagree B. Agree D. Disagree

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Q2. The topics covered were relevant. A. Strongly Agree C. Neither agree nor disagree E. Strongly Disagree Q3. There was sufficient opportunity for interactive participation. A. Strongly Agree C. Neither agree nor disagree E. Strongly Disagree
Q4. The training was too technical and difficult to understand.

B. Agree D. Disagree

B. Agree D. Disagree

A. Strongly Agree C. Neither agree nor disagree E. Strongly Disagree

Q5. I get most of my questions answered during training.

B. Agree D. Disagree

A. Strongly Agree C. Neither agree nor disagree E. Strongly Disagree

Q6. Sufficient training exercises were included.

B. Agree D. Disagree

A. Strongly Agree C. Neither agree nor disagree E. Strongly Disagree

Q7. The facilitator was knowledgeable about the topic.

B. Agree D. Disagree

A. Strongly Agree C. Neither agree nor disagree E. Strongly Disagree

Q8. The facilitator encouraged active participation.

B. Agree D. Disagree

A. Strongly Agree C. Neither agree nor disagree E. Strongly Disagree

B. Agree D. Disagree

Q9. The facilitator answered questions in a complete and clear manner.

A. Strongly Agree C. Neither agree nor disagree E. Strongly Disagree

B. Agree D. Disagree

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Q10. The facilitator used variety of training methods.

A. Strongly Agree C. Neither agree nor disagree E. Strongly Disagree Q11. I am satisfied with the examples given during training. A. Strongly Agree C. Neither agree nor disagree E. Strongly Disagree

B. Agree D. Disagree

B. Agree D. Disagree

Q12. The meeting room and related facilities provided a comfortable setting for the training.

A. Strongly Agree C. Neither agree nor disagree E. Strongly Disagree

B. Agree D. Disagree

Q13. The tools and equipments used during the session worked well.

A. Strongly Agree C. Neither agree nor disagree E. Strongly Disagree

Q14. The sessions lasted about the right amount of time.

B. Agree D. Disagree

A. Strongly Agree C. Neither agree nor disagree E. Strongly Disagree

Q15. The goals of training have been met.

B. Agree D. Disagree

A. Strongly Agree C. Neither agree nor disagree E. Strongly Disagree

Q16. I am satisfied with my increased understanding of the topic.

B. Agree D. Disagree

A. Strongly Agree C. Neither agree nor disagree E. Strongly Disagree

Q17. I am satisfied with the variety of training methods used.

B. Agree D. Disagree

A. Strongly Agree C. Neither agree nor disagree E. Strongly Disagree

B. Agree D. Disagree

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Q18. I have learnt what was intended to be taught.

A. Strongly Agree C. Neither agree nor disagree E. Strongly Disagree

B. Agree D. Disagree

Q19. This training helps me in improving skills and tactics for effective execution of the job.

A. Strongly Agree C. Neither agree nor disagree E. Strongly Disagree

B. Agree D. Disagree

Q20. Training has brought noticeable change In their performance and efficiency.

A. Strongly Agree C. Neither agree nor disagree E. Strongly Disagree

B. Agree D. Disagree

Q21. The training proved fruitful in increasing the overall efficiency of the project.

A. Strongly Agree C. Neither agree nor disagree E. Strongly Disagree

Q22. Any further training is needed on the same module.

B. Agree D. Disagree

A. Strongly Agree C. Neither agree nor disagree E. Strongly Disagree

Q23. Feedbacks given by trainees were considered.

B. Agree D. Disagree

A. Strongly Agree C. Neither agree nor disagree E. Strongly Disagree

B. Agree D. Disagree

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Data Analysis And Interpretation

REACTION:
o Content Delivery: 1. The goals of the training were clearly defined Table 1 Responses Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree No. of respondents 22 9 4 0 0 Percentage 62.86 25.71 11.43 0 0

Pie chart 1
0% 0% 11% Strongly agree 26% 63% Agree Neither agree nor disagree Disagree Strongly disagree

Analysis and Interpretation A considerable 88.57% of the trainees felt that the goals were clearly mentioned and defined to them pre-training. This ensures that the trainees know what they should expect from the session.

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2. The topics covered were relevant Table 2 Responses Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree No. of respondents 7 20 8 0 0 Percentage 20 57.14 22.86 0 0

Pie chart 2
0% 23% 0% 20% Strongly agree Agree Neither agree nor disagree Disagree 57% Strongly disagree

Analysis and Interpretation 77% of the trainees could easily relate with the topic- Geometrical dimensioning and tolerance. This is because the trainees from OSE had hands on experience and therefore connect more with the trainer. A meagre 23% who were unclear belong more to the workshop.

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3. There was sufficient opportunity for interactive participation. Table 3 Responses Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree No. of respondents 4 18 9 4 0 Percentage 11.43 51.43 25.71 11.43 0

Pie chart 3
0% 11% 12% Strongly agree 26% Agree Neither agree nor disagree 51% Disagree Strongly disagree

Analysis and Interpretation There was sufficient opportunity for interaction for the trainees. The trainer could keep some time for questions and queries. This would help the session to be more interactive and help the trainees to grasp the issue better.

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4. The training was too technical and difficult to understand Table 4 Responses Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree No. of respondents 4 16 12 3 0 Percentage 11.40 45.71 34.29 8.60 0

Pie chart 4
0% 9% 11% Strongly agree 34% 46% Agree Neither agree nor disagree Disagree Strongly disagree

Analysis and Interpretation The training had mix of employees at different positions and departments of the organisation who had prior knowledge of various levels about the topic, which accounts for the 46% agreeing that the training was difficult and technical. This could be handled by segregating the trainees at the tow levels: a) the basics of GD & T and B) Advanced GD & T.

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5. I get most of my questions answered during training. Table 5 Responses Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree No. of respondents 8 9 13 3 2 Percentage 22.85 25.71 37.14 8.60 5.71

Pie chart 5

8%

6%

23% Strongly agree Agree

37%

Neither agree nor disagree 26% Disagree Strongly disagree

Analysis and Interpretation In training sessions we use the term parking lot when we wish to capture all questions we may not necessarily have an answer during the session. We therefore write these questions on a flip chart sheet and follow up the participants. This could be adopted to check the respondents whose queries/ questions remain unanswered.

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6. Sufficient training exercises were included. Table 6 Responses Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree No. of respondents 3 18 12 2 0 Percentage 8.57 51.43 34.29 5.71 0

Pie chart 6
0% 6% 34% 9% Strongly agree Agree 51% Neither agree nor disagree Disagree Strongly disagree

Analysis and Interpretation The trainer assigned the trainees a topic each to present their understanding on- an exercise that eliminated any gap in the learning. Though a considerable amount of the trainees also feel that more exercises could have been included. The topic could be more class exercise like discussion on and evaluation of sample drawings.

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7. The facilitator was knowledgeable about the topic. Table 7 Responses Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree No. of respondents 24 11 0 0 0 Percentage 68.57 31.43 0 0 0

Pie chart 7
0% 0% 0%

31% Strongly agree Agree 69% Neither agree nor disagree Disagree Strongly disagree

Analysis and Interpretation The role of the facilitator is the key to success of any training. The trainer must possess a wide range of skills such as knowledge of work products, understanding of the business context, facilitation tools and excellent communication abilities and trainees felt that the trainer was well-informed about the topic.

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8. The facilitator encouraged active participation. Table 8 Responses Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree No. of respondents 27 8 0 0 0 Percentage 77.14 22.86 0 0 0

Pie chart 8
0% 0% 23% Strongly agree Agree Neither agree nor disagree 77% Disagree Strongly disagree 0%

Analysis and Interpretation Ideally trainer should encourage active participation and seek feedback on the trainees level of understanding to facilitate better learning. Here, the trainer sought queries/ clarifications/ additional inputs from the trainees to promote understanding and remove any hesitation the trainees might have.

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9. The facilitator answered questions in a complete and clear manner. Table 9 Responses Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree No. of respondents 17 14 4 0 0 Percentage 48.57 40.00 11.43 0 0

Pie chart 9
0% 0% 11% 49% 40% Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

Analysis and Interpretation A strong portion of the sample says that facilitator give answer to their questions in a complete and clear manner. This shows the activeness of the facilitator. As here 89% of the trainees feel that their queries has been solved in a proper manner.

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10. The facilitator used variety of training methods. Table 10 Responses Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree No. of respondents 16 14 5 0 0 Percentage 45.71 40.00 14.29 0 0

Pie chart 4
0% 14% 46% Strongly agree Agree 40% Neither agree nor disagree Disagree Strongly disagree 0%

Analysis and Interpretation 86% of the trainees think that the facilitator used various method of training during training period. As in this case the facilitator not only remain confined to on the job training method but had also used off the job training methods of giving training. In addition to this the facilitator also uses various other methods of training making the overall training section more interactive, interesting and knowledgeable.

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11. I am satisfied with the examples given during training. Table 11 Responses Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree No. of respondents 10 15 6 4 0 Percentage 28.57 42.85 17.14 11.42 0

Pie chart 11
0% 11% 29% 17% Strongly agree Agree Neither agree nor disagree Disagree 43% Strongly disagree

Analysis and Interpretation Giving examples which are appropriate related with the problem at hand is very important as it enhances the understanding of the trainees. Good examples make the subject matter more clear. As in this case the facilitators at the OSE are good as 62% of people agrees but still 11% of people disagree with this statement.

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o Facility: 12. The meeting room and related facilities provided a comfortable setting for the training. Table 12 Responses Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree No. of respondents 19 13 2 1 0 Percentage 54.28 37.14 5.71 2.86 0

Pie chart 12
3% 6% Strongly agree 37% 54% Agree Neither agree nor disagree Disagree Strongly disagree 0%

Analysis and Interpretation A major percentage of the people think that the meeting room and related facilities provided a comfortable setting for training as 91% of trainees agrees with this statement. It shows that OSE has provided good infrastructure facilities to their trainees.

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13. The tools and equipments used during the session worked well. Table 13 Responses Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree No. of respondents 0 10 14 11 0 Percentage 0 28.57 40.00 31.43 0

Pie chart 13
0% 0% 29% Strongly agree Agree Neither agree nor disagree Disagree 40% Strongly disagree

31%

Analysis and Interpretation Barring the initial technical glitches where the projector and the mike wouldnt work, the training went trouble free. The tools and equipments from another important part of any training which should be given equal attention to or else they can adversely affect the morale of the trainees.

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14. The sessions lasted about the right amount of time. Table 14 Responses Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree No. of respondents 0 10 15 9 11 Percentage 0 22.23 33.34 20.00 24.45

Pie chart 14
0% 25% 22% Strongly agree Agree 20% 33% Neither agree nor disagree Disagree Strongly disagree

Analysis and Interpretation This particular training got overstretched by over half an hour which accounts for the response being more on the negative side. The trainees have deadlines to meet and a stretch in time only reflects the inefficiency on the organizers part leading to this kind of response. It could be avoided by considering some buffer time while planning the training duration.

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o General satisfaction: 15. The goals of training have been met. Table 15 Responses Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree No. of respondents 11 15 6 3 0 Percentage 24.45 42.86 17.14 8.57 0

Pie chart 15
0% 9% 19% 26% Strongly agree Agree Neither agree nor disagree Disagree 46% Strongly disagree

Analysis and Interpretation The training aimed at introducing and detailing the Geometric dimensioning and Tolerance to the attendees. Barring few, most of the trainees could grasp the topic to a large extent. A more detailed insight into the topic and hitting at the basic concepts first would help the others too to comprehend the matter well.

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16. I am satisfied with my increased understanding of the topic. Table 16 Responses Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree No. of respondents 5 14 7 9 0 Percentage 14.29 40.00 20.00 25.71 0

Pie chart 16
0% 26% 14% Strongly agree Agree 20% 40% Neither agree nor disagree Disagree Strongly disagree

Analysis and Interpretation Few unsatisfied trainees felt that there was less knowledge enhancement for they had preknowledge about the topic. For others they had less experience on that topic and so had difficulty relating to it completely.

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17. I am satisfied with the variety of training methods used. Table 17 Responses Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree No. of respondents 6 19 6 4 0 Percentage 17.14 54.29 17.14 11.43 0

Pie chart 17
0% 12% 17% 17% Strongly agree Agree Neither agree nor disagree 54% Disagree Strongly disagree

Analysis and Interpretation The number and types of training methods that can be used depends on many actors to decide how to present the material. The trainer made extensive use of videos and assignments to stimulate student interest and activity. A handbook was provided to each trainee with considerable information for further referencing.

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LEARNING:
18. I have learnt what was intended to be taught Table 18 Responses Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree No. of respondents 45 0 0 0 0 Percentage 100 0 0 0 0

Pie chart 18
0%

Strongly agree Agree Neither agree nor disagree Disagree 100% Strongly disagree

Analysis and Interpretation With no exception every trainee agreed that they have learnt what was intended to be taught. This result is very positive for the company. It shows that their training programme is effective.

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19. This training helps me in improving skills and tactics for effective execution of the job Table 19 Responses Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree No. of respondents 25 5 2 2 1 Percentage 71.42 14.28 5.71 5.71 2.85

Pie chart 19

6%

3% 6% Strongly agree Agree Neither agree nor disagree 71% Disagree Strongly disagree

14%

Analysis and Interpretation A very strong proportion of trainees say that this training program helps them in improving skills and tactics for the effective execution of their job. As here 81% of people agree with this statement.

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BHEAVIOUR:
20. Training has brought noticeable change in their performance and efficiency Table 20 Responses Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree No. of respondents 3 4 0 3 0 Percentage 30.00 40.00 0 30.00 0

Pie chart 20
0% 30% 30% Strongly agree Agree Neither agree nor disagree 0% Disagree 40% Strongly disagree

Analysis and Interpretation Out of 10 managers 7 says that the training plan has brought the noticeable change in the employees performance and their efficiency. This result shows that the training programme was effective and has achieved what as intended to be achieved.

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RESULT:
21. The training proved fruitful in increasing the overall efficiency of the project. Table 5 Responses Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree No. of respondents 3 4 0 2 1 Percentage 30.00 40.00 0 20.00 10.00

Pie chart 21

10% 30% 20% Strongly agree Agree Neither agree nor disagree 0% Disagree 40% Strongly disagree

Analysis and Interpretation The outcome of the application of training takes some time to reflect. A reminder or even further motivation to the trainees would see them staying enthusiastic about implementing the new skill and thus increase self/ organizations overall efficiency.

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22. Any further training is needed on the same module. Table 22 Responses Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree No. of respondents 5 1 0 4 0 Percentage 50.00 10.00 0 40.00 0

Pie chart 22

5% 47% Strongly agree Agree Neither agree nor disagree Disagree 10% Strongly disagree

38%

0%

Analysis and Interpretation Evaluating the effectiveness of the training, 60% managers are of the opinion that a further discourse on the topic would help in more knowledge gaining and thus take the effectiveness to the next level. Few others who could feel the results showing the difference felt that no further training was needed for the trainees.

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23. Feedbacks given by trainees were considered. Table 23 Responses Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree No. of respondents 2 5 0 3 0 Percentage 20.00 50.00 0 30.00 0

Pie chart 23
0% 30% 20% Strongly agree Agree Neither agree nor disagree 0% 50% Disagree Strongly disagree

Analysis and Interpretation A training exercise would go futile if after everything it fails to look into the reaction from the people it is designed for. The reviews help devise any rework or modification required to overcome the glitches faced. A good number of supervisor opined that the responses are taken care of and heeded to.

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LIMITATIONS
The following limitations have been encountered during the survey on training and development in Oriental Structural Engineers:1. Time was a big constraint: Lack of time is one of the biggest limitations of this survey. As for this survey on training and development I have only 4weeks, which is quite short time period for any kind of survey. The problem of time constraint becomes big in questionnaire method where enumerator himself/ herself personally goes to respondents in order to seek the answers. 2. The responses of the employees might not be completely reliable: The response of the employees may not be completely reliable. This happens because of the reason that at times the informants are biased. In addition to this there might be possibility that the informants would not be able to understand the meaning of the questions as intended and thus gives the inaccurate answer of the questions. Also some times the informants simply do not take interest in answering the questions and thus randomly put tick mark on any of the options. 3. Survey wasnt inclusive since the trainees were from a narrow age group : Survey was not inclusive in nature as it does not include respondents from all age group. People belonging to different age group have different needs and thus have different preferences. Thus there might be a possibility that the result will be different if the survey will be conducted on a group which is made of people belonging from different age group.

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SUGGESTIONS
The following recommendations and suggestions could be made based on the data collected:o The training should be performed as a continues planned activity to ensure the continuity in application of the skill is preserved. o New and external faculty could be appointed for the training program so that the maximum impact can be obtained from their experience and knowledge. o The organization may utilize both subjective and objective approach for the training program. o Each employee should be assigned to attend at least one training program each year. o Part time training programs spanning over a few days could be conducted in the office premises in order to avoid any interruption in the routine work. o The training program could be arranged department wise in order to give focused attention towards the departmental requirements. o To ensure that the employees practice the taught technology/ skill/ knowledge, counselling and follow up with supervisor/ manager could help. o Ensure that there is proper linkage among organizational, operational and individual needs.
o

Create a system to evaluate the effectiveness of training.

o The duration of the Training programme should increase. o The employees should aware about the criteria for selection and they should aware about the objectives of training when being selected. o The ROI The return on investment made towards training and development activity need to be measured. Employee has to be aware about the cost invested by Company indirectly and they will be motivated to get the desired result output.

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CONCLUSION
From the reactions and responses of the employees, it can be inferred that most of the employees of the Oriental Structural Engineers Pvt. Ltd. hold a positive view on the effectiveness of the training system in the organisation. The evaluation of the phases reveal that the reactions of the trainees towards the conductance of the training is affirmative, with attention being given to many details like involving the participants, adopting various training methods, to being well prepared and answering the questions. The supervisors are also of the view that the trainees try and implement their learning into working style. Though some further work can be undertaken on the implementation of the learning. Positive effect on the result parameters like ROI, profit, employee satisfaction etc. further motivate employees to work for the organisation to achieve the target set before them. Training is also necessary when the existing employee is promoted to the higher level in the organization and when there is some new job or occupation due to transfer. Training is also necessary to equip employees with advanced displaces, techniques or technology. Training also becomes essential when an organization has plans for modernization. Hence I conclude with a positive note by saying that implementation of the suggestions and adopting the right strategy of training would see this organisation setting a benchmark for the other firms to follow.

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BIBLIOGRAPHY
o HUMAN RESOURCE AND PERSONNEL MANAGEMENT BY K. ASWATHAPPA o PERSONNEL MANAGEMENT AND INDUSTRIAL RELATIONS BY N. G. NAIR & LATHA NAIR o HUMAN RESOURCE MANAGEMENT BY JOHAR IVANCEVICH, TATA Mc GRAW HILL, 2003 o TRAINING AND DEVELOPMENT" EDITED BY V V RAMANI ICFAI PUBLICATIONS, 2005. o www.citehr.com

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