46575592 training and development a case study of nalco
TRANSCRIPT
TRAINING AND DEVELOPMENT: - A
CASE STUDY OF NALCO
A
PROJECT REPORT
SUBMITTED FOR PARTIAL FULFILLMENT OF MASTER
IN BUSINESS ADMINISTRATION
SUBMITTED BY:
PRITIMAYEE MISHRA
ENROLLMENT NO – 072386653
UNDER THE GUIDANCE OF:
MR. P.K. BISWAS
Declaration
I, Pritimayee Mishra, a student of Indira Gandhi National Open
University, do hereby declare that I have done this dissertation
titled “Training and Development: - A case study of NALCO” which I
am submitting to the IGNOU, New Delhi is my own work. This
dissertation is not submitted to any other institute or published
anywhere else.
Pritimayee Mishra
Acknowledgement
I owe my sincere and hearty gratitude to Mr. P.K. Biswas, BIMIT, Cuttack,
for his active guidance, and persistent encouragement throughout my study.
He undoubtly deserves the credit of my dissertation. I take the opportunity to
express my gratitude to the staffs of NALCO for permitting me to do my
study in the main branch.
At last I would like to express my thanks to each and every person directly
or indirectly involved in helping me to complete this dissertation.
Pritimayee Mishra
Chapter - 1Introduction
Human Resource Management is defined as the people who staff and manage
organization. It comprises of the functions and principles that are applied to retaining,
training, developing, and compensating the employees in organization. It is also
applicable to non-business organizations, such as education, healthcare; etc Human
Resource Management is defined as the set of activities, programs, and functions that are
designed to maximize both organizational as well as employee effectiveness…
Scope of HRM without a doubt is vast. All the activities of employee, from the time of
his entry into an organization until he leaves, come under the horizon of HRM.
The divisions included in HRM are Recruitment, Payroll, Performance Management,
Training and Development, Retention, Industrial Relation, etc. Out of all these divisions,
one such important division is training and development.
Training is the most important function that directly contributes to the
development of human resources but unfortunately it happens to be the most neglected
function in most of the organizations. If human resources have to be developed, the
organization should create condition in which people acquire new knowledge and skills
and develop healthy patterns of behavior and of styles. One of the main mechanisms of
achieving is institutional training.
Employee training is the process whereby people learn the skills, knowledge
attitudes and behaviors needed in order to perform, their job effectively. No big industrial
organization can long ignore the training and development need of its employees without
seriously inhabiting its performance. Even the most careful selection doe not climate the
need for training, since people are not molded to specifications and rarely meet the
demands of their job adequately. Training is essential because technology is developing
continuously and at very fat rate.
Such development, however, needs to be monitored and has to be purposeful.
Without proper monitoring, development is likely to increase the frustrations of
employees if when, once their skills are developed and expectation are raised, they are
not given opportunities for the application of such skills. A good training sub-system
would help greatly in monitoring the directions in which employees should develop. In
the best interest of the organization, a good training system also ensures that employee
develop in directions congruent with their career plans.
Training and development encompasses three main activities: training, education,
and development. Garavan, Costine, and Heraty, of the Irish Institute of Training and
Development, note that these ideas are often considered to be synonymous. However, to
practitioners, they encompass three separate, although interrelated, activities
TRAINING AND DEVELOPMENT OBJECTIVES
The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organization. In addition to that, there
are four other objectives: Individual, Organizational, Functional, and Societal.
Individual Objectives – help employees in achieving their personal goals, which
in turn, enhances the individual contribution to an organization.
Organizational Objectives – assist the organization with its primary objective by
bringing individual effectiveness.
Functional Objectives – maintain the department’s contribution at a level
suitable to the organization’s needs.
Societal Objectives – ensure that an organization is ethically and socially
responsible to the needs and challenges of the society.
Nalco: A benchmark in Corporate Social Responsibility:
In Orissa, for setting up Asia's largest integrated alumina-aluminium complex in
1981, National Aluminium Company Limited (Nalco) had acquired 7263 acres of land at
Damanjodi in Koraput district and 4057 acres at Angul. During the inception of the
company, 635 families in 51 villages were displaced - 600 families in Damanjodi sector
and 35 families in Angul sector. From these 635 displaced families, employment has
been provided to 625 nominees. Confusion regarding educational background and
nomination status of balance 10 families has been taken up at appropriate level. Besides,
1495 families were substantially affected (i.e. parting with one third or more land) in
Angul sector. Even from these, jobs have been provided to 1060 persons. Nalco has also
been sponsoring ITI training to such persons and 543 have been technically trained so far.
Apart from financial compensation, employment and rehabilitation packages, Nalco has
also spent more than Rs. 100 crore towards various social sector development activities.
Creation of infrastructure in the surrounding villages for communication, education,
health care and drinking water gets priority in the periphery development plans of the
company. Community participation in innovative farming, pisciculture, social forestry
and sanitation programmes apart, encouragement to sports, art, culture and literature are
all a part of Nalco's deep involvement with the life of the community. Successful
operations of the company have led to employment and income generation for the local
people in many significant ways.
1.2 Objectives of the Study:
• To access the training need & requirement of the organization.
• To find out whether training is essential for knowledge & skill development.
• To analyse the importance of long term & short term training
• To examine the problem associated with training programme & find out the
solution for it.
• To know how the training assist the organization with its primary objective by
bringing individual effectiveness
• To know how the training maintains the department’s contribution at a level
suitable to the organization’s needs.
1.3 Scope of the Study:
The scope of study is to understand the effect of Training & development in
various Human Resource functions of the organization. Thus the scope of study includes
the area such as Human resource Planning, Selection, Placement, Induction &
Orientation.
1.4 Research Methodology:
The methods applied in studying the problem are called methodology. Research
methodology helps in providing theoretical framework, narrow down the range of facts to
be studied. It consists of databases, sampling plan, tools & Techniques and data
presentation as given below.
Sources of Data:
Data are collected from both primary as well as secondary sources. Primary data
will be collected through structured questioner.
All the policies of NALCO giving emphasis on training & development will be studied.
Corresponding Government rules applicable to Public Sector Undertaking will be
observed. Besides other communication mediums like books, Journals, Magazines,
Progress report and Annual report will be studied.
Sampling Design:
Sufficient care will be taken to select the sample of respondents. The sample covers
executives and clericals. For this purposes random sampling will be used to select
respondents.
• Sample type - E0 to E4
• Sample Size - 50
• Sample unit - NALCO CORPORATE OFFICE
1.5 Chapter Layout:
In the present study, Chapter -1 introduces the subject along with the objectives of
the study, research methodology and chapter layout. Chapter -2 analyses the theoretical
aspect of the study. Chapter -3 analyses the company profile of NALCO. Chapter – 4
devoted to the data analysis of the primary and secondary data. Chapter – 5 is the
concluding chapter that includes the conclusions, major findings of the study.
Chapter -2
Theoretical Aspect
In organizational development, the related field of training and development
(T & D) deals with the design and delivery of learning to improve performance, skills, or
knowledge within organizations. In some organizations the term Learning and
Development is used instead of Training and Development in order to emphasise the
importance of learning for the individual and the organization. In other organizations, the
term Human Resource Development is used.
2.1 Training and Development:
Human Resource Management (HRM), a relatively new term, that emerged
during the 1930s. Many people used to refer it before by its traditional titles, such as
Personnel Administration or Personnel Management. But now, the trend is changing. It is
now termed as Human Resource Management (HRM). Human Resource Management is
a management function that helps an organization select, recruit, train and develops.
HUMAN RESOURCE MANAGEMENT:
Human Resource Management is defined as the people who staff and manage
organization. It comprises of the functions and principles that are applied to retaining,
training, developing, and compensating the employees in organization. It is also
applicable to non-business organizations, such as education, healthcare; etc Human
Resource Management is defined as the set of activities, programs, and functions that are
designed to maximize both organizational as well as employee effectiveness. Scope of
HRM without a doubt is vast. All the activities of employee, from the time of his entry
into an organization until he leaves, come under the horizon of HRM. The divisions
included in HRM are Recruitment, Payroll, Performance Management, Training and
Development, Retention, Industrial Relation, etc. Out of all these divisions, one such
important division is training and development. Training and Development is a
subsystem of an organization. It ensures that randomness is reduced and learning or
behavioral change takes place in structured format.
Traditional and Modern Approach of Training and Development:
Traditional Approach – Most of the organizations before never used to believe in
training. They were holding the traditional view that managers are born and not made.
There were also some views that training is a very costly affair and not worth.
Organizations used to believe more in executive pinching. But now the scenario seems to
be changing.
The modern approach of training and development is that Indian Organizations
have realized the importance of corporate training. Training is now considered as more of
retention tool than a cost. The training system in Indian Industry has been changed to
create a smarter workforce and yield the best results
Importance of Training and Development:
• Optimum Utilization of Human Resources – Training and Development helps in
optimizing the utilization of human resource that further helps the employee to
achieve the organizational goals as well as their individual goals.
• Development of Human Resources – Training and Development helps to provide
an opportunity and broad structure for the development of human resources’
technical and behavioral skills in an organization. It also helps the employees in
attaining personal growth.
• Development of skills of employees – Training and Development helps in
increasing the job knowledge and skills of employees at each level. It helps to
expand the horizons of human intellect and an overall personality of the
employees.
• Productivity – Training and Development helps in increasing the productivity of
the employees that helps the organization further to achieve its long-term goal.
• Team spirit – Training and Development helps in inculcating the sense of
teamwork, team spirit, and inter-team collaborations. It helps in inculcating the
zeal to learn within the employees.
• Organization Culture – Training and Development helps to develop and improve
the organizational health culture and effectiveness. It helps in creating the
learning culture within the organization.
• Organization Climate – Training and Development helps building the positive
perception and feeling about the organization. The employees get these feelings
from leaders, subordinates, and peers.
• Quality – Training and Development helps in improving upon the quality of work
and work-life.
• Healthy work-environment – Training and Development helps in creating the
healthy working environment. It helps to build good employee, relationship so
that individual goals align with organizational goal.
• Health and Safety – Training and Development helps in improving the health and
safety of the organization thus preventing obsolescence.
• Morale – Training and Development helps in improving the morale of the work
force.
• Image – Training and Development helps in creating a better corporate image.
Profitability – Training and Development leads to improved profitability and
more positive attitudes towards profit orientation.
• Training and Development aids in organizational development i.e. Organization
gets more effective decision-making and problem solving. It helps in
understanding and carrying out organizational policies
• Training and Development helps in developing leadership skills, motivation,
loyalty, better attitudes, and other aspects that successful workers and managers
usually display.
2.2 Training and Human Resource Management
The HR functioning is changing with time and with this change, the relationship
between the training function and other management activity is also changing. The
training and development activities are now equally important with that of other HR
functions. Gone are the days, when training was considered to be futile, waste of time,
resources, and money. Now a day, training is an investment because the departments such
as, marketing & sales, HR, production, finance, etc depends on training for its survival. If
training is not considered as a priority or not seen as a vital part in the organization, then
it is difficult to accept that such a company has effectively carried out HRM. Training
actually provides the opportunity to raise the profile development activities in the
organization.
To increase the commitment level of employees and growth in quality movement
(concepts of HRM), senior management team is now increasing the role of training. Such
concepts of HRM require careful planning as well as greater emphasis on employee
development and long-term education. Training is now the important tool of Human
Resource Management to control the attrition rate because it helps in motivating
employees, achieving their professional and personal goals, increasing the level of job
satisfaction, etc. As a result training is given on a variety of skill development and covers
a multitude of courses.
Role of HRD Professionals in Training
This is the era of cutthroat competition and with this changing scenario of business;
the role of HR professionals in training has been widened. HR role now is:
1. Active involvement in employee education
2. Rewards for improvement in performance
3. Rewards to be associated with self-esteem and self worth
4. Providing pre-employment market oriented skill development education and post
employment support for advanced education and training
2.3 The Training System
A System is a combination of things or parts that must work together to perform a
particular function. An organization is a system and training is a sub system of the
organization. The System Approach views training as a sub system of an organization.
System Approach can be used to examine broad issues like objectives, functions, and
aim. It establishes a logical relationship between the sequential stages in the process of
training need analysis (TNA), formulating, delivering, and evaluating. There are 4
necessary inputs i.e. technology, man, material, time required in every system to produce
products or services. And every system must have some output from these inputs in order
to survive. The output can be tangible or intangible depending upon the organization’s
requirement. A system approach to training is planned creation of training program. This
approach uses step-by-step procedures to solve the problems. Under systematic approach,
training is undertaken on planned basis. Out of this planned effort, one such basic model
of five steps is system model that is explained below. Organization are working in open
environment i.e. there are some internal and external forces, that poses threats and
opportunities, therefore, trainers need to be aware of these forces which may impact on
the content, form, and conduct of the training efforts. The internal forces are the various
demands of the organization for a better learning environment; need to be up to date with
the latest technologies.
System Model Training:
The system model consists of five phases and should be repeated on a regular basis to
make further improvements. The training should achieve the purpose of helping
employee to perform their work to required standards. The steps involved in System
Model of training are as follows:
1. Analyze and identify the training needs i.e. to analyze the department, job,
employees requirement, who needs training, what do they need to learn,
estimating training cost, etc The next step is to develop a performance measure on
the basis of which actual performance would be evaluated.
2. Design and provide training to meet identified needs. This step requires
developing objectives of training, identifying the learning steps, sequencing and
structuring the contents.
3. Develop- This phase requires listing the activities in the training program that will
assist the participants to learn, selecting delivery method, examining the training
material, validating information to be imparted to make sure it accomplishes all
the goals & objectives.
4. Implementing is the hardest part of the system because one wrong step can lead to
the failure of whole training program.
5. Evaluating each phase so as to make sure it has achieved its aim in terms of
subsequent work performance. Making necessary amendments to any of the
previous stage in order to remedy or improve failure practices.
2.4 Methods of Training
There are various methods of training, which can be divided in to cognitive and
behavioral methods. Trainers need to understand the pros and cons of each method, also
its impact on trainees keeping their background and skills in mind before giving training.
Cognitive methods are more of giving theoretical training to the trainees. The various
methods under Cognitive approach provide the rules for how to do something, written or
verbal information; demonstrate relationships among concepts, etc. These methods are
associated with changes in knowledge and attitude by stimulating learning
Coaching:
People, with the aim to achieve some goal or develop specific skills. There are
many ways to coach, types of coaching and methods to coaching. Direction may include
motivational speaking. Training may include seminars, workshops, and supervised
practice.
Information technology:
With the convergence of technologies, catalyzed by the global IT revolution the
world is witnessing change as never before in recorded history. In the realm of
telecommunication, the change and the pace of it are more pronounced - from basic
telephony to voice, video and data services, and from bandwidth on demand to virtual
private networks, IT is making the entire plethora of BSNL's telecom services expand.
And, being rapidly implemented as the backbone for running customer-friendly services:
Electronic learning:
Electronic learning (or e-Learning or eLearning) is a type of education where
the medium of instruction is computer technology. No in-person interaction may take
place in some instances. E-learning is used interchangeably in a wide variety of contexts.
In companies, it refers to the strategies that use the company network to deliver training
courses to employees. In the USA, it is defined as a planned teaching/learning experience
that uses a wide spectrum of technologies, mainly Internet or computer-based, to reach
learners at a distance. Lately in most Universities, e-learning is used to define a specific
mode to attend a course or programmes of study where the students rarely, if ever, attend
face-to-face for on-campus access to educational facilities, because they study on-line.
Executive Education
Executive Education is the term used for programs at graduate-level business schools
that aim to give classes for Chief Executives and other top managers or entrepreneurs.
These programs do not usually end in a degree, although there is an ever-growing number
of an Executive MBA program that are very similar and offer a Masters of Business
Administration upon completion of the coursework. Executive education programs are
seen as a boon to both the school (as it usually comes with a hefty price tag in the form of
tuition and fees) and the younger, traditional Masters of Business Administration
students. The alumni network of the business school is bolstered by the ranks of these
high executives, who can help the younger MBAs with finding jobs.
Leadership development
Leadership development refers to any activity that enhances the quality of leadership
within an individual or organization. These activities have ranged from MBA style
programs offered at university business schools to high-ropes courses and executive
retreats.
TRAINING AND DEVELOPMENT - IT’S ROLE IN ACHIEVING ORGANISATIONAL SUCCESSIs investment in the area of training and development linked to the bottom line within the business? Increasingly, high performing organisations today are recognising the need to use best training and development practices to enhance their competitive advantage. Training and development is an essential element of every business if the value and potential of it’s people is to be harnessed and grown. Many studies have highlighted the clear links between well designed and strategic training and development initiatives and the bottom line within the business. The image of an industry and of individual employers is also influenced by the extent and quality of staff training and development. Potential employees in such an open labour market will assess the track record of prospective employers in this vital area. Career progression and development is an increasingly attractive or even basic requirement for many such employees. In today’s business climate where all industries are experiencing staff and skills shortages, companies are faced with stiff internal and external competition for quality employees. Each employer who invests seriously in the area of Training and Development will reap the benefits of an enriched working environment with higher levels of staff retention as well as increased productivity and performance.
In a recent IBEC survey (HR Benchmarking Report 2004), respondents were asked to identify the key drivers of training initiatives over the past year and for the 12 month period ahead. The top three were health and safety, technical changes and customer service. In other words, organisations are now using training and development as an incentive to retain and motivate their people and to be recognised as an employer of choice as well as giving staff the skills and knowledge needed to keep up with technological change and customer service. A further key finding in this survey was that the vast majority of companies surveyed (9 out of 10) stated they provided support to employees to pursue outside educational programmes. This support consisted of both financial aid as well as time off for both study and exam leave. Both of these initiatives may have benefits which are difficult to quantify, but areas such as staff turnover and morale are clear indicators of success in this field. While research indicates an increased interest in and awareness of the benefits of training, the question needs to be asked as to whether this translated into Irish organisations establishing training policies and / or increasing their spend on training? A National Survey of Training and Development in Ireland conducted by Garavan and Heraty in 2003 outlined a number of key trends which are emerging in the Training arena in Ireland. Some of the key ones include the following :
• Irish organisations spend on average 3.55% of payroll on training which does not compare favourably with other EU member states. (The IBEC HR Benchmarking Survey indicates a figure of 3.15%).
• The average number of days training provided per employee per year in 2004 was 5.35. (IBEC HR Benchmarking Survey indicates an average figure of 3-5 days).
• There is evidence of a positive attitude to training and development among those surveyed with many viewing it to be an important component in the organisation’s strategy.
• Smaller firms are more likely to deliver training in an ad hoc way with larger companies applying a more formal approach to managing training.
• Line managers and employees seem to have a greater role in the organisation and design of training and development.
• There is still a strong usage of the traditional forms of learning strategies including classroom teaching and subject driven courses, although there is a growth in the use of new technology to deliver training.
• Learning in teams is an increasingly popular form of learning in the workplace.• Employees are now taking more personal ownership for their own development.
Chapter - 3
Company profile
National Aluminium Company Ltd. (Nalco) is considered to be a turning point in
the history of Indian Aluminium Industry. In a major leap forward, Nalco has not only
addressed the need for self-sufficiency in aluminium, but also given the country a
technological edge in producing this strategic metal to the best of world standards. Nalco
was incorporated in 1981 in the Public Sector, to exploit a part of the large deposits of
bauxite discovered in the East Coast.
• The philosophy of Nalco in the field of human resources and management has
been:
To attract competent personnel with growth potential and develop their skills and
capabilities in a congenial work and social environment through opportunities for
training, recognition career advancement and other incentives.
• To develop and nurture favorable attitude among employees and to obtain their
best contribution to the organization by providing stable employment, safe
working conditions, job satisfaction, quick redress of grievances and through
good pay and welfare amenities, commensurate with the company's capacity to
spend and the governments guidelines.
• To foster fellowship and sense of belongingness among all sections of employees
through closer association of employees with the management and by
encouraging healthy trade union practices.
VisionTo be a reputed global Company in the Metals and Energy Sectors
MissionTo achieve growth in business with global competitive edge providing satisfaction to the
customers, employees, shareholders and community at large
Product Mix
Aluminium Metal Ingots SowsBilletsWirerodsAlloy wire rodsCast strips
Alumina & Hydrate Calcined AluminaAlumina Hydrate
Zeolite-ASpecial Products
Specialty Hydrate/Alumina(Alumina Chemicals)
Rolled Product Aluminium Rolled Products
Training policy/system of NALCO:
Philosophy
The basic philosophy of the training an effective instrument in enabling NALCO to
achieve its broader mission and objectives:
Objectives of the policy:
• Make learning one of the fundamental values of the company
• Ensure value addition to the organizational business process through effective
training inputs.
• Integrate organizational and individual developmental needs.
• Enable employees to keep abreast knowledge and skills and enable them to
undertake current and future responsibilities effectively.
• Facilitate each and every employee to get the benefit of comprehensive training
programmes organized for them from time to time.
Policy coverage:
The training policy system shall cover all employees and regular trainees against
vacancies of the company.
Training year:
Training years shall mean a period of one year commencing from 1st April of a year to
31st March of the subsequent year.
In House Training:
Training programme designed, developed and conducted with in the company with or
without the assistance of external agency or faculty will be termed as in-house training.
External Training within India:
A training programme designed, developed and conducted within India by an outside
agency may or may not be exclusively for the employees of the company and to which
one or more employees of the company are nominated.
Customer Training:
A programme specially designed for the NALCO employees arranged by an outside
agency mostly the supplier/ manufactures of the equipments and process technology as
per the contractual agreement and terms and conditions of the contract.
Specified Intervention:
An external training programme or in-house training programme other than a planned
intervention or a need based programme conducted to improve certain specified
competencies as felt necessary by the oranisation from time to time will be considered as
specified intervention.
Need based programme:
A training programme designed, developed and conducted on the basis of the functional
and developmental needs identified for the employees.
Induction Training:
A systematic Induction training with suitable module shall be conducted for all new
recruiters to the eorganisation in order to provide them a comprehensive understanding of
the organization. Its philosophy, values, mission, goals, product services function, HR
processes and to supplement them with the detail understanding of the nature of their job
and the jobs done by other employees of the organization.
The essence of Training:
• Time
• Building visionary capabilities
• Develop future sensing capabilities
• Create a people centered strategy
• Soul
• Understood emotional issues
• Focus on process fairness
• Build the psychological context
• Strive for meaning
• Ownership
• Creating adaptation
• Developing creativity
Training Target:
The employees will be the target for training and it shall be constant endeavour of the
company to provide average 2.5 mandays of training per employee per year computed on
the basis of total training man days input provided divided by the total employee strength
of the company.
Collection Training Need:
The projected training needs in the prescribed format used for competency mapping of
the executives as well as non-executives will reach respective training departments by 1t
January of every second year. In addition to the above other sources of training need such
as departmental / organizational including soft skills will also be taken into account. The
implementation will start from 1st April of the same year.
In-house Training:
1. Scope of in-house training-
• General management & Behaviourial skills
• Cross functional areas
• Quality Management
• Information Technology
• Social issues at work place
• Developmental Training
• GEI Induction Programme
2. Selection of agencies for in-house training-
• Reputed institutions / organizations at state and national levels
• Institutions / organizations recognized by GOI
• Pilot progarmme for new agencies
• Internal faculties from NALCO
3. Processing nominations for in-house training:
• Initiated by HOD
• Concerned training department
• Approval of computer authority
4. In-house training administration:
• Programme formulation
• Target group
• Conference facility
• Conduct of training programme
• Performance monitoring and recording
• Evaluation procedure
5. External Training:
Area of training-
• Business and General management including Quality management.
• Functional Area (Tech. & Non-tech.)
• Developmental training and Behaviourial training
• Seminar and conference including paper presentation etc.
• Visit to other organization, survey and intractive meet etc.
Selection of Agency for External training:
• Reputed institutions/ Organisations
• Institutions recognized by GOI
• Autonomous bodies like MDI, ASCI, IIMs, IITs, NIIT , CII etc.
Criteria for external training:
Basic:
• Need based, seniority, organizational priority etc.
Specific:
• Usefulness of the course with respect to the job assigned
• Justification of selecting the person for this training (in terms of educational
background, potential for growth, past experience, capacity to learn etc as
compared to other eligible)
• Whether attended similar training in the past.
Processing nomination for external training:
• Budget provision
• Training profile
• Consent fromHOD/ Unit head
• Routing through HCE Crop.
• Approval of competent authority
Philosophy behind external training within India:
• New area of skill
• Changing priority
• New HRD intervention
• New experience
• Presence at National seminar and conference
6. Foreign training:
Areas of Training:
• Visit-cum-work experience to Alumina/ Almunium Industry abroad.
• Functional/ Developmental including customer training
• Training under Colombo Plan/ other government sponsoring programme
• Seminar and conference including paper presentation etc.
Selection of agency for Foreign Training:
• International reputed Institutions/ organizations – BPM, British Council
• Institutions recognized by GOI – Collaborative programmes
• Autonomous bodies like MDI, ASCI etc
• Approval institutions / Organisations by the company
Processing nomination for the Foreign training:
• Budget provision
• Training profile
• Consent from HOD/ unit head
• Routing through NCE. Corp
• Approval of CMD
Execution of Bond only applicable for foreign training
Duration of stay for higher
study/ training
Bond period Amount of bond
More than 15 days up to 30
days
2 years Rs. 1,00,000/-
Or cost to the company for
the training, which is lowerMore than 30 days up to 60
days
3 years Rs. 2,00,000/-
Or cost to the company for
the training, which is lower61 days and above 5 years Rs. 3,00,000/-
Or cost to the company for
the training, which is lower
7. Travel entitlement:
Travel entitlement for journey will be regarded as per the existing TA rules and other
circulars issued from time to timer with the approval of competent authority.
8. Miscellaneous Expenses:
Passport fees, airport taxes, foreign travel taxes, overseas health insurance premium on
policy taken from Indian Insurance companies. Excess baggage, kit allowances etc for
visiting the countries as per approval programme will be regulated as per the circular
rules issued from time to time.
9. Training Agency:
The agencies that will deal with training function in the company shall include the
following:
Unit Training center:
Unit training center at S & P and M & R shall cater to the training and dveleopment
needs of the employees of the respective unit mostly related to functional and skill
improvement areas.
HRD center of Excellence at Corporate Office, Bhubaneswar shall cater to the following
training function of the company:
• For all executive of E-5 and above level in functional Developmental area
within India.
• In-house training programmes for all executives of the company in the level of
E-5 and above particularly in the behavioral specialized area of training.
• Specialized area in in-house and external training with in India for all non-
executives employees of the corporate office including regional office and
specific category of employee at the unit level.
• Induction programme for GUIs
• All external training abroad including international workshop seminar.
Training Nodal Officer:
All departments an executive not below the rank of E-4 level as training nodal officers on
rotation basis. He will constantly interact with the respective training departments and
will ensure proper identification of training need and fulfillment of the same at the
earliest available opportunity. The training department will maintain the list of nodal
officers of all departments and will have interaction with them for smooth co-ordination
of all training programme.
Honorarium to Faculty:
Honorarium to Faculty both External & internal will be regulated as per the Honorarium
rates approved from time to time by the company.
Approving authority:
This will be generally in line with delegation of power. However, under special
circumstances the guidelines issued by competent authority may be applicable for the
purpose.
Regulation of Entitlements:
Entitlement of the employees with regards to TA, DA and nominations for various in-
house training programmes including external training shall be regulated as per the
concerned clause mentioned in the relevant rules circulars.
Annual budget on Training:
The respective training departments will project their annual budget on the training on the
basis of their projected activities for relevant year keeping the organizational strategy in
view as and when called for by finance department.
Non-attendance/ Absence from training programme:
For non-attendance in any training programme provisions of personal procedure circular
No- 57 or the Circular rules issued from time to time will be applicable to the defaulting
employees which shall debar the concerned employees from further training for a period
of one year. In case of repetition of such act the concerned employee wil be deprives of
promotion by one year. The provision above would not apply in case adequetly justified
for such non attendance of training will due approval of functional Directors.
Training effectiveness:
• Eavaluation of all job skill oriented training programmes may be carried out
through feedback from the reporting Officers.
• Feedback through structured questionnaires as well as discussion with
participants’ dring the validation of all in-house training programmes in
presence of Sr. Executives and concerned faculty and taking follow up
measurers.
• Quarterly training co-ordination meeting will focus on effectiveness of
training programmes and suggest ways to improve them.
• Periodical review by the concerned training departments for the overall
effectiveness of training programmes organized on the basis of annual training
plan.
• Concern training department submit a report on action taken on suggestions
given for improving effectiveness of training.
Future challenges:
• Constantly adopting quality programmes to clear to organsation needs.
• Collaboration of HCE with renowned institutions like MDI, ASCI, MTI
(SAIL) etc to offer top rate management programmes to bring vision, strategy
and direction to our training and development activities.
• Creating a reinforcing environment
• Access to profile of HRD canter of Excellence and other activities on NALCO
website.
• Creating Internal trainer
• Project based training
™
Industrial & Institutional Services (NALCO)
I&IS customers across many diverse industries use our water treatment programs to
extend the useful life of their assets, minimize downtime of their facilities, conserve
water and energy and reduce their total cost of operations. Our process treatment
programs include applications in mining and mineral processing, metal finishing,
investment casting, and odor control and membrane systems. Nalco is the leader of this
$6.9 billion global market. Products and services include: cooling water treatment and
automation (scale control, microbial fouling control, corrosion control); boiler water
treatment and automation (pre-treatment, condensate control, internal treatment); indoor
air treatment; raw and wastewater treatment; and water reuse and recycle. Our total water
management and process additive capabilities position us to serve customers across a
large spectrum of industries and markets, including aerospace, steel, mining, chemicals,
power generation, food and beverage, pharmaceuticals, electronics/semiconductors, light
manufacturing, commercial buildings and other institutional facilities.
I&IS Sales Engineers
The needs of I&IS customers are as diverse as the industries we serve, and the successful
sales engineers who make up our sales force are equally diverse. The I&IS division seeks
sales engineers who have a technical background, but are also engaging, excellent at
building relationships and have competitive drive. On the technical side, we look for
people with engineering or chemistry degrees, including chemical engineering,
mechanical engineering and industrial engineering. Specialty areas include mining,
nuclear, paper and civil engineering. On the chemistry side, we look for
experience/degrees in microbiology, biochemistry and biology. We also look for self-
motivated individuals who push themselves, because when you are in the field, it’s often
just you and the customer. Competitive drive is the most important differentiator between
successful and unsuccessful sales engineers.
Nalco sales engineers have to be able to design solutions and solve problems right
alongside our customers in their plants, and they must be passionate about working hard
to build solid working relationships.
Train With The Best
Nalco offers competitive pay and benefits. Their training and development program turns
out the best-prepared sales engineers in the industry. Its customers know that and have
come to depend upon it. Sales engineers come to Nalco’s global corporate headquarters
in Naperville, Ill., for one week of onboarding, which includes an introduction to Nalco,
computer training and three days of safety training. The second component of sales
engineer training is a 24-week session of technical lessons, involving lesson plans and
tasks that have to be completed outside of work. After the initial week of training,
engineers go out into the field for on-site training and see the things they have learned
about. The third component of training is a competency exam that must be passed in
order to become a full-time I&IS sales engineer. After three to six months in the field, in
which sales engineers are further trained by the District Manager and a Primary Trainer,
sales engineers come back to Naperville for the fourth component of training: the New
Sales Engineer Conference, which involves another week of training. The conference
includes sales talks where the sales process is learned and practiced with role-playing and
simulation techniques.
In general, I&IS sales engineers work in two areas:
Heavy Industry: The sales cycles are longer, usually more technically oriented and the
accounts are much bigger. Heavy industry sales engineers need to be more technically
competent and they have to have more patience.
Light Industry: The account/customer is smaller and the sales cycle is shorter. Sales
engineers do not spend as much time with these accounts, so they do not typically have to
have as much technology experience. I&IS also has one of the best-developed alternate
career paths, and it’s all about keeping sales engineers satisfied long-term in their jobs.
The Professional Sales Career track includes positions from District Representative all
the way up to Key Account Manager. Nalco I&IS also offers a Sales Management track,
with such positions as Area Manager, District Manager and Sales District Area Manager.
In both career paths, sales engineers learn new things all the time and there are
opportunities in the industry to develop expertise in a certain technology area. Because
Nalco is a global company, engineers can literally go anywhere they want.
At Nalco there is also a sense of camaraderie and teamwork. It’s more than just a job —
it is also about family. Sales engineers do things together outside of work — they
celebrate their kids’ birthdays, socialize and support each other as a team.
Nalco: A benchmark in Corporate Social Responsibility
In Orissa, for setting up Asia's largest integrated alumina-aluminium complex in 1981,
National Aluminium Company Limited (Nalco) had acquired 7263 acres of land at
Damanjodi in Koraput district and 4057 acres at Angul. During the inception of the
company, 635 families in 51 villages were displaced - 600 families in Damanjodi sector
and 35 families in Angul sector. From these 635 displaced families, employment has
been provided to 625 nominees. Confusion regarding educational background and
nomination status of balance 10 families has been taken up at appropriate level. Besides,
1495 families were substantially affected (i.e. parting with one third or more land) in
Angul sector. Even from these, jobs have been provided to 1060 persons. Nalco has also
been sponsoring ITI training to such persons and 543 have been technically trained so far.
Apart from financial compensation, employment and rehabilitation packages, Nalco has
also spent more than Rs. 100 crore towards various social sector development activities.
Creation of infrastructure in the surrounding villages for communication, education,
health care and drinking water gets priority in the periphery development plans of the
company. Community participation in innovative farming, pisciculture, social forestry
and sanitation programmes apart, encouragement to sports, art, culture and literature are
all a part of Nalco's deep involvement with the life of the community. Successful
operations of the company have led to employment and income generation for the local
people in many significant ways.
NALCO ACHIEVES LOWER PROFIT AT Rs.219.46 CRORE IN 3RD QUARTER
OF 2008-09
According to the reviewed financial results for 3rd quarter of the financial year 2008-09,
taken on record by the Board of Directors in a meeting held in New Delhi today, the
company has achieved net profit of Rs.219.46 crore, with a sales turnover of Rs.1091.97
crore. However, during the 3rd quarter of previous fiscal, the figures were up at
Rs.329.44 crore and Rs.1220.97 crore, respectively. The company earned profit of Rs.445
crore from sale turnover of Rs.1,676 crore in 2nd quarter of the current fiscal.
The net profit and sales turnover for the 9 months ended December 2008 work out to
Rs.1189.25 crore and Rs.4374.29 crore, respectively, as against the corresponding figures
of Rs.1215.83 crore and Rs.3940.21 crore achieved during the first 9 months of the
previous fiscal. The alumina sales during the 9 months of this fiscal have gone down to
6.05 lakh tonnes as against 6.27 lakh tonnes achieved during the comparable period of
2007-08 and the metal sales have also declined to 2.50 lakh tonnes from 2.61 lakh tonnes
during the comparable 9 months of the previous fiscal.
The lower sales and profit during the 3rd quarter are primarily due to the global recession
and sharp fall in demand and prices of alumina & aluminium.
Chapter -4
Data analysis
4.1 Frequency Table: Training and Development:
Training & Development Number of RespondentsStatements Almost
True
Mostly
True
Sometimes
True
Rarely
True
Not at
all TrueIndians are helpful to the new
comers to learn about the NALCO
17 23 10 0 0
Senior members spend time with
new comers at the induction
18 12 15 05 0
Employees are given training on
the basis of organisations need.
35 10 05 0 0
External training programmes are
carefully chosen
15 15 06 14 0
Well-designed and well-shared
policy maintained by NALCO
15 07 20 06 02
Training reduces risk of the job 22 10 08 06 04Effective training programmes are
timely evaluated
20 15 07 02 06
Trainers and Training Officers
provide the right kind of climate to
implement new ideas and methods
acquire by their juniors
13 23 16 04 04
Interpretation:
Training and development programmes are the planned programme designed to improve
performance and to bring about measurable changes in knowledge, skills attitude and
social behavior of the employees for doing a particular job. Now-a-days training has an
additional purpose of facilitating change and management training is basically equipping
executives with such knowledge, skill and techniques as are relevant to managerial tasks
and functions. In NALCO number of various training programmes has been conducted
for different categories of employees. In current financial year 2521 of employees have
been trained in the areas like, Appraisal methodology, customer orientation & marketing
of NALCO products, role excellence of sub staff, Trainers training programme, Business
development strategies etc.
Opinion of the employees regarding different training & development programmes mot
of the respondents said that induction helps in learning about the organisation i.e. 46%.
Regarding senior members’ participation in developing the skill, knowledge and attitude
of subordinates 36% said it is almost true, 24% said that mostly true. As training is given
on the basis of the organisations need, 70% said almost true and 20% mostly true.
Regarding well policies of training 44% said almost true and various training
programmes are effectively evaluated as 40% to 60% said it is properly taken care by the
NALCO. As 26% to 46% said training provides a very good climate for the employees
growth & development.
4.3 Frequency Table: Career Development
Career Development Number of developmentsStatements Almost
True
Mostly
True
Sometimes
True
Rarely
True
Nat at
all
timeTop Management makes efforts to
identify and utilize the potential of
the employees.
22 18 07 02 01
Promotion decisions are based on
the suitability of the promoters
rather than any favor.
19 20 08 02 01
Behavioral feedback is given to the
employee
15 20 12 02 00
System gives reward to the best & 16 22 09 02 01
punishment to the worstOrganization change &
development is welcome
19 20 08 01 02
Climate is conducive for employees 20 16 10 02 02Delegation of authority 29 09 11 01 00Reward are based on overall ideas
of merit and objectively
30 12 03 04 01
Transfer of employees to different
regions
26 10 10 02 02
Rotation of job is done regularly 22 15 10 02 01
Interpretation:
Organizational development increased productivity and fulfillment of organizational
objectives can be accomplished only if employees of the organization get a feeling of
satisfaction and achievement and consider themselves a part of that organization.
Normally employees have aspirations to advance and grow in their organization & desire
to achieve higher & more satisfying performance. An organization will gain strength &
vitality only when its employees are convinced that they will not only have financial gain
but also emotional and mental satisfaction. In case of career development top
management makes effort to identify and utilize the potential of the employees, fair the
organisation has used method as the 30% to 40% respondents said that promotion
decisions are not on the basis of favors rather on the basis of suitability. 30% to 45%
respondents said that behavioral feedback is given to the employee. 40% to 60% said
they welcome organizational change & development. 60% to 72% of the respondent said
that rewards are based on overall ideas of merit and objectivity. 52% to 60% said that
transferred policy is open to each and every employee & the employees have been
transferred to different regions, where the bank is operating. 44% to 60% said that job
rotation is done regularly for developing the employee & promoting the multi skill
among the employees.
4.4 Chart: Respondents awareness & perception towards training
Respondents awareness & perception towards training
80%
20%
Yes
No
Interpretation:
From the above chart the researcher found that 80% respondents of NALCO are aware
about training programme but 20% are not aware about that
4.5 Pie Chart: Respondents satisfaction towards Training
Respondents satisfaction towards Training
Yes, 90%
No, 10%
0%10%20%30%40%50%60%70%80%90%
100%
Yes No
Series1
Interpretation:
From the above pie chart it is revealed that 90% of the respondents of NALCO
employees said they are satisfied with the training provided by the organization. But 10%
are not satisfied with it.
Chapter -5
Findings
Findings of the collected data play a vital role to find out the desired result of the project.
From the analysis of the data the researcher found that:
• NALCO has given stress on employees development i.e. management take
initiative to train the employees to enhance their capabilities and adopt
themselves for organizational competitiveness.
• Welfare of the employees is given much importance, management takes care
of that employees are maintained physical & mentally.
• Employee seems to be satisfied with the HRD practices done by NALCO for
the employees.
• Team spirit, trust, collaboration among the employees is good for carrying out
the activities.
• The annual confidence record, method of appraisal is competent enough to
appraise the employees in present day.
• Job rotation is not sufficiently encouraged in order to facilitate employee
development.
• Employees are satisfied with the training provided by NALCO.
• Every employee suggests and strongly agrees with the fact that training is the
foremost and most important activity in the organization.
• All most all the employees recommended that training is the essential part in
the job to perform appropriately in the organization.
• Most of the employees (90%) strongly agreed that training programs enhance
their skill and knowledge attitude in the job and also in the workplace.
• 45% employees feel that on the job training is more helpful other than other
type of training. Where as 35% employees recommend the off-the-job training
method because they feel themselves fresher or less skilled. So that they
cannot handle the situation or problem perfectly in the workplace, which leads
to bad impression. Hence they choose classroom training. Similarly 20%
employees recommend both type of training methods because they feel that
both are appropriate in its place and it helps them in better problem solving.
• 70% employees feel that the training plans or policies settled by the company
is excellent, where as 30% fell that , it is not satisfactory hence need
modification. Because they realize that marketing, sales, customer wants,
products, technology changed from time to time. So according to that, plans
and policies should be changed from time to time.
• In the training design 90% employees feel that the schedule is excellent and
they can devote more time in training programs and gain more knowledge.
However 10% show their dissatisfaction towards training and need
modification.
• In the criteria of the training sessions 40% employees strongly agree that
training session must be settled properly. Like where the training is conducted
the materials needed in the training and the trainers appointed for the training
etc. however 20% of the employees strongly disagree about the impression of
the trainers in the training program.
• 20% of the employees recommend that the types of training that are settled for
the trainers are excellent because they fell that the types of the training
program launched by the company is not satisfactory, hence it need
modification.. They also fell that the organization should given more
importance in the present rather than the past.
• The most important thing is that training evaluation. Whether the employees
performance is developed through training or not, if increased then up to what
extent the development is? 35% employees say that the developmental
programs are excellent and 15 % employees said that it is not satisfactory and
12.5% said that it needs modification because they feel that employees should
be praised and motivated during the training program so that their interest
level will rise and they will perform well.
Chapter -6
Suggestion
• Proper evaluated of training programs and trainees must be done
• Certain development activities must be done so that the company can known
up to what extent the employees performance will increase. So according to
that training can be modified.
• The organization should extend its operation in general.
• The organization should realize the importance of training for its benefits.
• The open system of appraisal method should be adopted in order to make
transparency, participative and proper feedback to the programmes conducted
by the organization.
• Sufficient number of training programs should be designed to train the
employees to give competitive advantage over their competitors.
• NALCO should make awareness about training to its employees
• Bridging the competency gap of employees to optimize their potential
utilization.
• Fulfilling business needs through specialized training in functional &
developmental areas.
• Motivating employees for self development so as to meet their future
expectations.
• Adequate weight age for promotion should be given
• Systematic documentation of training and development
• Identification of need of training and assessing the needs.
• Introduce project based training
• The first and most important thing is that the company should appoint more
efficient employees in order to perform the job well.
• Similarly the employees who performed well during the training sessions they
must be praised and motivated by the trainers and senior employees.
• The seniors also undergo some vocational training at the particular time
duration to acquire with the new technology.
• The suggestions of trainees during the training program must be considered so
that changes can be done in methods of training.
Chapter -7
Conclusion
Conclusion:
Training is the process of learning a sequence of programmed behavior. It gives an
awareness of the rules and procedures to guide the behavior of the employees. Every
organization seeks well skilled experience persons for the job. However sometime fresher
employees cannot perform satisfactorily, so that they need some extra support by which
they can develop their skill, ability, attitude and knowledge in the job. Therefore to
enhance all the above criteria training is essential. Training is the core stone of the sound
management of an organization. An organization having well trained and experienced
employees can perform satisfactorily compared to other organization. To design a perfect
training program the objective of the training must be settle appropriately. Who are the
target employees, which type of trainers should be appointed, what should be equipment
used in the training program and the place of the training must be targeted before starting
the training schedule. The most important thing is that the trainers must take suggestions
and view of the trainees during the program. Some time the trainers must appreciate the
performance of the trainees and should motivate during the training.
However, the percentage spend and number of days spent training staff may be useful in
order to get an overview of the companies commitment to training and development, but
it is the manner, approach and content of the training initiatives as well as their
assessment and follow up which determine success. It is all too easy to throw money at a
performance problem and assume that a training course will sort it out, when this may
well be just putting a plaster over an open wound. Training initiatives need to be
strategically aligned to the overall company mission and goals. They need to be designed
and delivered with the aim of helping staff to achieve their departmental as well as
personal goals, so the trend of increased involvement by line managers and employees is
a positive development in terms of ownership of the training and learning. By adopting a
strategic approach to training and development rather than an unplanned and ad hoc one,
training and development initiatives become more targeted, measurable and effective.
However, increased flexibility in terms of training delivery may need to be expanded in
the future to facilitate participant’s different learning styles as well as lifestyles. They
also need to be assessed in terms of reaction, learning, behaviour change and results to
determine the added value to the organisation. This area of evaluation is one whereby
many organisations simply evaluate the effectiveness of the training intervention based
on the initial reaction of participants, an area which clearly needs to be expanded. A
sample training and development approach is outlined below describing the essential
elements in a strategic approach.
In order to remain competitive and to ensure excellent staff are attracted to and remain
within the organisation, companies need to ensure that the training anddevelopment of all
employees is an issue which is taken seriously. By investing in the development of the
people who are the face of the business, companies can get ahead of the competition and
excel in what they do. One of the most important aspects of managing people lies in
helping employees become more effective at their jobs and being able to adapt to that job
or another job as he/she matures within the organisation. This requires a high level of co-
ordination between employee training and development and the range of other personnel
functions, such as recruitment and selection, performance appraisal, reward systems and
employee relations. Identification of a company’s training needs, designing a relevant
training plan, selecting and implementing the resulting training programme and
evaluating it’s success are therefore integral elements of the overall Human Resource
process.
However, for any of these functions to be effective, the Training plans and policies must
be in line with the organisation’s strategic objectives. The Training function is
increasingly considered to be a key player in helping the organisation to achieve it’s goals
through it’s people as it is becoming more generally accepted that there is a strong
correlation between organisational success and investment in training and development.
There is now a growing awareness of the importance of a planned approach to training
and development as a tool for competitive advantage, staff recruitment, selection,
retention and motivation. The whole Training and Development function has increasingly
acquired status as the instrument for breaking new ground and bringing about change
through its developmental activities. Training managers must provide expert advice to top
level management, usually about the value to the organisation of a particular kind of
training. Furthermore, they must have the means to persuade management as to a
systematic approach to training outlining for example, the extent to which changes in
structure and procedures will be necessary to support training. The training must take
place within a framework of partnership between the trainer, employer and employee.
This relationship must be characterised by trust between all stakeholders so that training
does not simply reflect the views of the employer. This commonality of interest must be
identified and worked towards. Training and development is about making a difference to
the bottom line, both in terms of how people feel about their jobs as well as in the area of
performance and productivity. Ultimately, it is about adding real value to the organisation
and those who comprise it.
With the development of global market and liberalization of national economy quality
products and services and higher productivity have became crucial elements for corporate
survival more than the sophistication, more is the recruitment of adherence to standard
operating practices in an industry then more number of training facilities should be
available. For NALCO all over the world consider employees and their competencies as
strategic resources that give them competitive advantages. With the increased emphasis
on employees creativity and autonomy the expectation of the employees on the other
hand are also fast changing. Due to training employees’ performance level increases and
it will increase the quality of the product. So NALCO should give more emphasis on
training and development activities.
BIBLIOGRAPHY:
1. Rao, T.V. (1992) developing & Appraising Managerial performance, Ahemadbad,
Academy of Human Resource Development.
2. Sharma, C.K. and Basu, Denu (1994): Public Service Provides – The Challenge
for HRD is Rao, T.V., Silveria, D.M.Srivastava, C.M. and Vidyasagar, R., HRD
in the New Economic Enviornment, New Delhi: Tata M.C. Grad Hill.
3. Pareek,V. (1987) Motivating Organizational Roles: The role of efficiency
approach, Jaipur:L Rawat Publication.
4. Bacchus, M.K. (1991) Human Resource Development: Definition, importance &
strategies. London: Common Wealth Secretariat, London, Mimeo
5. Bhalla, A.S. and Dilmus, J. (1998) New technology and development:
International Labor Organization.
6. Chira, H. (1985) Human Resource Development: Integrating the Macro & Micro
perspectives, Fourth Annual Stand ford- NUS executive programme, Singapore
7. Pareek, V. and Rao, T.V. (1992) Designing & managing Human resource
Systems, Revised edition, New Delhi: Oxford & IBH
8. Park, F.K. (1991) Recent Market Trends & Issues for Long term Human Resource
development, UNDP.
9. www.nalcoindia.com
10. www.google.co.in
11. www.scribed.com
Appendix
Dear Sir,
I am Pritimayee Mishra, a student of Indira Gandhi National Open University
undertaking a study on “Training & Development: A case study on NALCO” as a part of
my course curriculum for completion of MBA Degree under IGNOU. It is purely an
academic work, so I want some valuable information from you. Information provided by
you will be used for academic purpose only. At any cost your identity will not be
disclosed.
The questionnaire consists of statements regarding the organizations HRD Practice. A
five-point scale follows each statement. A statement “Strongly agree” indicates a rating
of 5. A statement almost true (Rating 4), Mostly true, sometimes true (rating 3), Rarely
true (rating 2) & not at all true (rating 1). You are requested to tick (√) mark the answer
tat you think appropriate in your opinion. It is necessary to respond all the questions for
data analysis and drawing conclusion.
I request you to extend your kind co-operation to make this study successful.
Yours Sincerely
(Pritimayee Mishra)
Part - I
Personal information:
a) Name
b) Age
c) Marital status
d) Qualification
e) Designation
f) Department
g) Years of experience
h) Number of Training attended:
Part - II
A number of statements are given below describing the employment practices of a bank.
Please give your assessment of the employment practices in your bank by rating five
organizations on each statement using the following five-point scale.
‘1’ to those items that you think is not at all true for your organization (100% false)
‘2’ to those items that are only rarely true (25% true & 75% false)
‘3’ to those items that are sometimes true (50% true & 50% false)
‘4’ to those items that are mostly true (75% true & 25% false)
‘5’ to those items that are almost true (100% true)
Statement Almost true
(5)
Mostly
true (4)
Sometimes
true (3)
Rarely
true (2)
Not at all
true (1)Training & DevelopmentIndian helps the new comers to
learn about the organisation
(AT) (MT) (ST) (RT) (NT)
Senior members spend time with
new comers at the induction
(AT) (MT) (ST) (RT) (NT)
Employees are given training on
the basis of organisationss need.
(AT) (MT) (ST) (RT) (NT)
External training programmes are
carefully chosen
(AT) (MT) (ST) (RT) (NT)
Well-designed and well-shared
policy maintained by organisation
(AT) (MT) (ST) (RT) (NT)
Training reduces risk of the job (AT) (MT) (ST) (RT) (NT)Effective training programmes are
timely evaluated
(AT) (MT) (ST) (RT) (NT)
Trainers and Training Manager
provide the right kind of climate
(AT) (MT) (ST) (RT) (NT)
to implement new ideas and
methods acquire by their juniors
Career DevelopmentPromotion decisions are base on
the suitability of the promoters
rather than favoring.
(AT) (MT) (ST) (RT) (NT)
Behavioural feedback is given to
the employee
(AT) (MT) (ST) (RT) (NT)
System gives reward to the best &
punishment to the worst
(AT) (MT) (ST) (RT) (NT)
Organization change &
development is welcome
(AT) (MT) (ST) (RT) (NT)
Climate is conducive for
employees
(AT) (MT) (ST) (RT) (NT)
Delegation of authority (AT) (MT) (ST) (RT) (NT)Reward are based on overall ideas
of merit and objectively
(AT) (MT) (ST) (RT) (NT)
Transfer of employees to different
regions
(AT) (MT) (ST) (RT) (NT)
Rotation of job is done regularly (AT) (MT) (ST) (RT) (NT)Compensation and Social security (AT) (MT) (ST) (RT) (NT)Industrial relation in our
organisation is excellent
(AT) (MT) (ST) (RT) (NT)
Disputes are settled amicably
thing coordination, mutual interest
and understanding.
(AT) (MT) (ST) (RT) (NT)
Employees are well trained to
develop excellent customer
behavior.
(AT) (MT) (ST) (RT) (NT)
Mutual understanding between
organisation view and employees
view.
(AT) (MT) (ST) (RT) (NT)
Employees work is a team to
fulfill organisation objectives
(AT) (MT) (ST) (RT) (NT)
Working condition of the
organisation is good for
(AT) (MT) (ST) (RT) (NT)
employees safety by healthThe welfare measures provided by
the organisation to its employees
is excellent
(AT) (MT) (ST) (RT) (NT)