GOVT.

COMMERCE COLLEGE KOTA (Affilated to University of kota)

A PROJECT REPORT ON CFCL Training And Development

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE DEGREE OF B.B.A (BECHOLER OF BUSINESS ADMINISTRATION)

SUBMITTED BY Shilati Saxena B.B.A 3rd Yr 2007-2010

SUBMITTED TO Dr.Ummed Singh PROJECT GUIDE Mr.Shailesh kaushik

Training and Development Process in CFCL

TABLE OF CONTENT

1).Topic. 2).Introductory Pages a).Preface b).Certificate c).Acknowledgement.

3).Executive Summary . 4).Introduction 5).Objective 6).An Overview of Fertilizer Industry.. 7).Company Profile. a).Name b).Historical Background c).Mission and Vision 8).Promoters and Background..

9).Attractive Feature of the company . 10).Competitors...

12).An Introduction of HR Department.. . 13).About the Topic. 16). Finding and Limitation.. 17) Suggestion. 18). Bibliography..

PREFACE

As a student of B.B.A I was obviously seeking an opportunity to do a project in this regard and I got opportunity in the Chambal Fertilizers and chemical limited located at Gadepan where I was assigned this project. I really found this project very challenging and interesting when I conducted it. In the beginning of my training in CFCL, I was handed over the company history profiles with the help of which I got complete over-view of the companys history, various subsidiary companies various HR policies etc. After I was allotted a training schedule which comprised of 3monthss overview program of Recruitment, Performance Management system and training and Development program and segregate different External and Internal Training and Development Program. This exercise not only gave me an insight in to the general functioning & practical problems handled by different departments , but I also got chance to build report with the employees which did help me during the course of my project execution. The department which I covered was HR. After this program, I was allotted a project and from thereon I started my research project activities, beginning with deciding about the project objectives, planning about how to complete project. After doing my project I gave the complete presentation for the same.

ACKNOWLEDGEMENT

I hereby take this opportunity to extend my heartfelt obligation, gratitude & indebtedness to all who helped me in one or the other way in the successful completion of this project. My thanks go to Mr. Sudhir pandey (Deputy General Manager- HR), Mr. A.K. Saxena (Manager HR) who allowed me to carry out the study at Chambal Fertilizers and Chemical Limited (CFCL). Most dedicatedly, I thank My Project coordinator, for the kind co-operation & guidance regarding my research project. I also extend my sincere thanks to all the employees of CFCL, Gadepan for their kind cooperation of the various functional departments of CFCL for providing me general insight knowledge about their respective departments.

EXECUTIVE SUMMARY
Chambal Fertilizer and chemical Limited is the Indias largest producer of Urea in the private sector. It is the flagship company of the 5000 crore professionally managed Zuari chambal combine. It has diversified interest in the area of fertilizer, phosphoric acid, Agri Input & seeds, Agri Biotechnology and shipping. Being a student PGDBM (HR) it was great pleasure for me there I was assigned the most relevant title, as regarded summer training i.e. Training and Development process at CFCL Before Understanding the work of Training and Development and , firstly I have to understand that what is the HR department, the Role of the HR department and why it is so important for any organization. So At first the work is given to me is a little introduction of each part of the HR department like Recruitment, Performance appraisal Training & Development and various Acts in factory. Before understanding training and development process at CFCL, I should know about PMS (Performance management system), it is a system to evaluate the performance of the employee. So to analysis the PMS I have to understand each and every part of PMS like KRAs different managerial and technical attributes, performance scale and how to maintain each performance of different employees for different year. Further I make a soft copy training and development program that is held in 2007 to April 2008 External and Internal both, by this I learn how maintain record of different training program, how training and development program are organized and which program is the beneficial external or Internal. After it the segregation of different training program is given. This exercise gives me an insight in the general functioning & practical problem handled by difference department. At last I complete my project under supervision of my guide. I am very thankful to my guide for giving me this opportunity.

INTRODUCTION

India is the third producer and consumer of fertilizer placed USA and China. India being Agro based economy is fifth largest in the world due to its fertilizer Industries. These fertilizer Industries play a vital role bringing prosperity to the country. The Indian fertilizer industry with a capacity of 121 lakh MT of nitrogen and 56 lakh MT of phosphatic nutrient is one of the largest in the world and has over the years, played a significant role in the development of agriculture in the country. Fertilizer consumption in India is among the highest in the world, though we rank low in comparison to most of developing and some of developed countries in terms of intensity of consumption.

Fertilizer consumption in India has been stagnant in the last few years. But, with increased focus of the government towards agricultural growth, consumption levels are expected to pick up. Successful implementation of government programmes like the Bharath Nirman programme etc. which aims at an additional 10 million hectares under irrigation could help increase fertilizer consumption in the long run.

This is small introduction about fertilizer Industry. The project is given to me is Training and Development Process in CFCL. Training and Development is the part of Human resource which is the strongest part of any organization. As new technology and new program comes in Industry day by day so it is very important to introduce this knowledge to the employees, so the organization can meet their requirement. Training is needed when there is the difference between performance of the employee and the requirement of the organization. Training is the basically a planned process that modifies the attitude, knowledge or skill through learning experience to achieve effective performance in an activity or range of activities.

Before giving the training program very important part to identify the training needs.PMS (Performance management system) is the one of the important method for indentifying the training needs, it is basically a system that how performance is evaluate.

OBJECTIVES

The main objectives for doing this project are as follows: 1) To acquire practical and theoretical knowledge about how the different department doing work together, why the HR department is important and how an organization is going on. 2) To acquire practical and theoretical knowledge about Training and development and Performance management system in an organization. 3) To get knowledge why the training and development is so important for an organization, how Annual training Calendar are designed and training program are organized. 4) To know that what is role of performance management system (PMS) in Training need analysis. 5)A brief knowledge about training and development department. 6)To know advantage or disadvantage of external and Internal Program. 7) Last but not the least the overall view of HR department. In last I want to include that it is really very great experience in CFCL for me that I done my work well under my guide and he gave me a lot of knowledge about Training and development, Performance Appraisal and Recruitment also.

AN Overview of Fertilizer Industry

AN OVERVIEW OF FERTILIZER INDUSTRY

Agriculture the backbone of Indian Economy still holds its relative importance for more than a billion peoples. The Government Of India from time to time has taken considerable steps for the upliftment of Agriculture Sector. India is third largest producer and consumer of fertilizer, placed after USA and China. India being an agro-based economy is the fifth largest due to its fertilizer Industries. These industries plat vital role in bringing prosperity to the country. Agriculture Industry is the only one, in India, that has acknowledged conformity to global standards of performance.

Indian fertilizer Industries has approximately 150 industries in its list. The first fertilizer plant was commissioned in 1976 by EID-Parry. Industry got its impetuous and boon after 1967 with the advent of Green revolution.

The Indian fertilizer industry with a capacity of 121 lakh MT of nitrogen and 56 lakh MT of phosphatic nutrient, is one of the largest in the world and has over the years, played a significant role in the development of agriculture in the country. Fertilizer consumption in India is among the highest in the world, though we rank low in comparison to most of developing and some of developed countries in terms of intensity of consumption.

ABOUT CFCL

Chambal fertilizers and chemical limited (CFCL), a part of the K.K. Birla group of companies, has come a long way and traversed a fruitful ten year journey, which has taken the company through the continents of Australia, Africa and North America.

In fact the story started in 1985 when Zuari Industries Limited

Promoted Chambal. Located at Gadepan 35 KM from Kota (Rajastahn) on the Kota Baran National Highway No. 76 Kota is the hub of Industrial activity in the state. gadepan was no tourist paradise the site was chosen. It was barren rocky waste with temperature hovering over 40 Degree centigrade with hot winds rocky blowing clouds dust, there were few shrubs and still fewer trees and little water.

Today, gadepan has seen a tremendous transformation. from a background area in to industrial township; from a waste land in to expanse of Green; from a land of few opportunities to prospects galore; of dirt roads making way for a network of paved roads, bullock carts to tractors and bicycles to motorcycles.

Chambals strategy of growth over the past ten years has been to consolidate its position as a fertilizer major and look for opportunities in its area of core competence, which in the field of agri input/ output

CHAMBALS GROWTH IN FERTILISERS

Chambal today operates two hi-tech fertilizer plats GADEPAN -I and GADEPAN-II. The plants have a title installed capacity of 1.7, million tons of urea per annum. Gadepan I and Gadepan II represent a total investment of approximately Rs/ 2,500crore.

Gadepan-I was commissioned in December 1993 and commercial production commenced in January 1994 with technical collaboration of SAMPROIGETTI of ITALY. It is designed to produce 1,350 tons of Ammonia and 2,500tonnes of urea per day.

Gadepan-II was commissioned in October 1999 with technical collaboration of TOYOTA , Japan. It is a single stream ammonia plant that has the capacity to produce 1,355 tons of Ammonia per day. the urea plant is desined to have twin stream, each with the capacity to produce 1,175 tons of urea per day.

The result of all this that today, Chambal is the countrys largest private sector urea manufacturer. With 10 regional offices Chambal has a 1000 strong dealer network and 15,000 village level outlets to assist distribution. It reaches out to farmers in ten states of North , West and Central India through its popular UTTAM VEER brand of Urea.

Products of the company

The company is in the business of producing high quality urea. Its product has earned n inevitable reputation within a short span of time its brand name Uttam Veer is fast gaining among farmer community throughout the country.

The product mix of CFCL is having four products line as bellow-

FERTILIZERS

PLANT PROTECTION CHEMICAL

BIOFERTILIZERS

SEEDS

Uttam Veer Urea Uttam DAP Single Super Phosphate

Insecticides: Monoveer Endoveer Cyperveer Aceveer Quinaveer Uttam Neem Weedicides Butaveer Isoveer

Uttam phos

Uttam soyabin Uttam sunflower Uttam sorghum Uttam maize Uttam sudan Grass

GLOBLE ALLIANCE

IMACID, MOROCCO Chambal Fertilizers located at the port of jorf lasfar in the kingdom of Morocco, IMACID has a sulphuric acid plant that produces 3,300 tons of sulphuric acid per day. IMACID started commercial production in November 1999 and since then there has been no looking back.

ISG NOVASOFT, INDIA AND USA The second initiative of Chambal was sin the field of information technology. It set up India software group to serve the requirements of Chambal as also to provide solution for other clients. As part of its long term strategy, Chambal acquired Nova soft based in New Jersey, a company that has a presence in key global markets including USA, UK, Europe and Asia Pacific.

FOOD PROCESSING BUSINESS A recent initiative of Chambal has been its entry in the field of frozen vegetables and fruits. Marketed under the EVER FRESH BRAND, the IQF green peas, corn mixed vegetables, tomato puree and other product are available in bulk and consumer packs.

PARTNERSHIP WITH COMMUNITY

While Chambal has gone global with its business, it remains deeply committed to environmental protection, pollution control and maintenance of ecological balance. To state one instance, the Gadepan plant covers a hugr Area of nearly 1,100 acres. It has a sprawling residential complex surrounded by a green belt that has over 0.25 million trees. sound environmental management lies at the core of the Gadepan complex. Not surprisingly, it has received the prestigious ISO 14001 certification for its environmental Policies.

MISSION AND VISION OF COMPANY

Chambals goal is to become an excellent company especially in the Fertilizer trade. In this pursuit, it recognizes that people are the true key to companys becoming excellent. The company is committed to help its human resources grow personally and professionally.

The governments thrust to reduce the fertilizer subsidy; pressures have continued to mount on the fertilizer Industry. The fertilizer industry in India is as efficient as anywhere else in the world; the company however strives to be the lowest cost fertilizer producers in the world. This is the target the company is moving, as it cuts cost, while improving productivity, efficiency and plant performance

As an industry, the company is striving towards greater market discipline and reorienting market strategies-in line with the primary aim of improving the economic well being of the farmer

This is true not only for the fertilizer business but is equally valid for the companys other business as well, as they enter competitive market enviourement.

Expansion Plan: Doubling of capacity at Gadepan plant by installing 1350 TPD Ammonia and 2350 TPD Urea at an estimated cost of Rs 12560 millions.

Fertilizer Mission: Company is to be the largest fertilizer player in the world. It will do this by providing cost beneficial products and services to and improving productivity of our ultimate consumer, the farmer through balanced and effective usages of agri-inputs and water managements.

The Company aims at:

1. Being the most reliable supplier, by trading and manufacturing around the world through owned facilities and strategic alliances. 2. Developing and empowering its managers to think in strategic and global terms. 3. Perceive competition as challenges and not as a threat. 4. Manage employees in a creative humane way to increase their productivity. 5. Enhance shareholder wealth by judicious and professional management of all resources and continue to integrate ethical standards in to business features. 6. Respect rights of customers, suppliers dealers, business associates and neighboring communities. 7. Improve quality of life at work and around us.

Mission: We will be the worlds largest fertilizer player, contributing to Indias food security and environment. We will also become a major IT and Financial Services provider with a presence in selected core sector business.

Vision: To build businesses we can globally excel in, by unshackling peoples creative potential and nurturing strategic alliances.

The Promoters

Dr. K.K. Birla Chairman

Mr. S.K. Poddar Co-Chairman

Mr. H.S. Bawa Vice Chairman

Board of Director 1. 2. 3. 4. 5. Dr. KK Birla Mr. SK Poddar Mr. H.S. Bawa Mr. Shaym S Bhartia Mr. RN Bansal

6. Mr. Dipankar Basu 7. Mr. MD Locke 8. Mr. CS Nopany 9. Mr. AJA Tauro 10. Mr. Macro P.A. Wadia 11. Mr. Anil Kapoor

Attractive Feature of Company

CFCL a part of the KK Birla group 35 km far from kota. CFCL has very large, attractive and beautiful infrastructure. Chambal Gadepan complex covering an area 1,060 areas. A number of Roads around the plant have been lined with trees in CFCL. Within the campus it has created a forest area. Over 0.2 million trees and shrubs, a hundred species of birds, non predatory Animals, exotic fishes are all found at Chambal. Beautiful Township is here for the employee with large shopping complex, Movie Theater, swimming pool and Gym also. Car facility for visit inside in the organization, Buses faculty for those employees which are from out of the Gadepan. A beautiful scene of kalisindh river from CFCL and a artificial Lack with Boating facilities which looking more beautiful with fountain and attractive fishes. Chambal's commitment to fulfill social responsibilities has been there even before the production commenced. It has ongoing schemes for water harvesting, healthcare, rural infrastructure, education and women empowerment. Chambal has built a check dam across River Kalisindh, close to the Chambal plant, that stores six million cubic meters of water. Under the 'Rural Healthcare Program', Chambal provides basic healthcare facilities in the villages neighboring the facility. A mobile Medical Unit with a doctor and a trained nurse visits the villages daily providing free checkups and medication.

Corporate Social responsibility

Uttam Bandhan

To establish a closer brand and to provide personalized services to farmers, Chambal has started the 'Uttam Bandhan' program, a community welfare initiative. Crop and product demonstrations, field demonstrations and farmer meets are conducted.

Chambals commitment towards environment has been paramount Even before the plants were put up, it took on tree plantation around the proposed site. A number of roads around the plant have been lined with trees. It has created a green cover on what was a rocky wasteland and where the Gadepan complex stands today. Within the campus it has created a forest area. In the village schools it takes up a number of programmes to bring awareness on environmental issues. It supports environmental groups and government initiatives for a cleaner atmosphere.

COMPETITORS
CFCL plays a major role in fertilizer in Fertilizer Industry. CFCL is the largest Urea producer in India. In India there are many players of Fertilizer in Fertilizer Industry. There are many competitors of CFCL in fertilizer Industry that are given bellow-

Major Players of Fertilizer Companies

CHAMBAL FERTILIZER AND CHEMICAL INDUSTRY

NATIONAL FERTILIZERS LIMITED (NFL)

PARADEEP PHOSPHATES LIMITED (PPL)

FERTILISERS & CHEMICALS TRAVANCORE LTD. (FACT)

SHRIRAM FERTILIZER & CHEMICAL LTD.

HINDUSTAN FERTILIZER CORPORATION LTD. (HFC)

AN INTRODUCTION OF HR DEPARTMENT
Excellence and innovation should not only be discussed but also be practiced by proceeding infrastructure facilities, keeping persistence, patience, monitoring continuously, supporting rewarding success.

An organization with good HR Practices not only takes care major thing but also minor thing important to the employees. This helps them to grow and expand their vision not only as employees of the organization but also as individual. Having an able HRD department leads to organizational success practicing HRD involves human beings who are the most complex and under predictable in nature,. Human beings are guided, controlled by themselves, families and societies, culture and ethos. Thus what is true for one person can not hold the same other, this is what HR must recognize and understand. HRD engaged in well-run organization meets business challenges flexible systems to enable roles. Its goals is long term benefit for both the individual and the organization. The bond that links your true families is not one of blood but of respect and joy.Its these bonds that HRD thrives to bring about.

VP- HR Alok Dayal

DGM HR DGM- P&A HO DGM Admin

Mgr H&S Dy MGR - Admin Mgr- IR Mgr-Admin CSO AM Sr Medical Dy Mgr

Mgr-Hr

Dy Mgr

Staff

Staff

AM

Ex Tr REGD. OFFICE & FACTORY: GADEPAN, KOTA RAJASTHAN

Working Hours 3 Shifts General Mon-Fri : : 8 Hours each 8.15am to 5.36pm

Sat

8.15am to 1.15pm

HEAD OFFICE: 3rd FLOOR, ITT, NEHRU PLACE, NEW DWLHI Working Hours Mon- Fri Sat : : 9.15am to 5.30 pm Off

REGIONAL MARKETING OFFICES: General Mon-Fri Sat : : 8.15am to 5.36pm 8.15am to 1.15pm

Human Resource Functions

Policy Formation Recruitment and Selection Induction Performance Appraisal Compensation and benefit Promotion, Transfers, salary revision, Annual Increments Industrial relations and legal Security1) Plant 2) Township 3) Employee

CODE OF CONDUCT AND ETHICS FOR DIRECTORS AND SENIOR EXCUTIVES

1. Introduction
The Company aims to be the industry leader by achieving excellence in everything it does including standards of business conduct. This objective shall be achieved by adopting a policy to conduct its business with responsibility, integrity, fairness, transparency and honesty. The purpose of this code of conduct is to promote conduct of business ethically in an efficient and transparent manner and to meet its obligations to shareholders and all other stakeholders. This code of conduct is also a tool in carrying out the Companys social responsibility in a more effective manner. This Code sets out a broad policy for ones conduct in dealing with the Company, fellow directors and employees and the external environment in which the Company operates.

2. Application of this Code

This Code of Conduct applies to all the directors and senior executives of the Company. Senior Executives shall mean the members of core management team of the Company excluding Board of Directors and shall comprise of all the members of management one level below the executive directors, including all functional heads.

3. Regulatory Compliance
The Company is committed to high standards of corporate governance and believes in compliance with all the laws and regulations both in letter and spirit. The Company has endeavoured to set standards for itself, which are ahead of the times and higher than those stipulated by law.

4. Respect for individual

The Companys vision is based on inspiring and unleashing creative potential in human assets of the Company. This is possible in an environment where we all respect the rights of those around us.

In this direction, the Company shall: treat individuals in all aspects of employment solely on the basis of ability irrespective of race, caste, creed, religion, age, disability, gender, sexual orientation or marital status, and not tolerate racial, sexual or any other kind of harassment.

5. Honest and Ethical Conduct

The Directors and senior executives of the Company should act in accordance with the highest standards of personal and professional integrity, honesty and ethical conduct.

6. Conflicts of Interest
The Directors and Senior Executives shall not engage in any activity or enter into any pecuniary relationship which might result in conflict or interest, either directly or indirectly.

7. Misuse of Opportunities and Information

Directors and senior executives owe a duty to the Company to advance the Companys business interest when appropriate. Directors and senior executives are prohibited from taking (or directing to a third party) a business opportunity (relevant to the line of business intended to be pursued by the Company) that is discovered through the use of corporate property, information or position, unless the Company has already been offered the opportunity and turned it down.

8. Confidential Information
During the course of employment or dealing with the Company, any information of a confidential nature (whether about the Company, other companies or individuals) that is known to directors or senior executives shall be treated as confidential unless publicly available

9. Fair Dealing
The Company does not seek competitive advantages through illegal or unethical business practices. Each director and senior executive should endeavour to deal fairly with the Companys customers, service providers, suppliers, competitors and employees.

10. Protection and proper use of Company Assets

The assets of the Company shall not be misused by the Directors and Senior Executives during the course of conducting the business of the Company or otherwise. The Assets include tangible assets such as equipment and machinery, systems, facilities, materials, resources, etc. as well as intangible assets such as patents, proprietary information, process, design, etc.

11. Bribery
The payment of bribes, kickbacks or other payments of this nature in cash or kind to obtain business or otherwise gain advantage for the Company is strictly prohibited, irrespective of whether payments or offers are made directly or indirectly.

12. Gifts and Entertainment

Though business gifts and entertainment are customary in many parts of the world they need to be viewed with caution. The directors and senior executives may accept and offer nominal gifts which are customarily given and/ or are of commemorative nature for special events.

13. Wealth Creation

The Directors and Senior Executives shall be committed to enhance the shareholders worth/ value and shall strictly comply with all regulations and laws that aspects about the companys business and disclose such information as may be required, from time to time, in accordance with the applicable rules and regulations.

14. Corporate Social Responsibility

The Company is committed to serve the community around its area of operations. The Company believes that no organization can survive in isolation and it has a responsibility towards the public at large.

15. Safety, Health and Environment

The Companys vision envisages no compromise in its commitment to safety, health and responsible care for the environment. Health and safety of the people in and around its area of operations are of paramount importance to the Company.

16. Financial and Operational Integrity

The Company is committed to disclose in its financial statements all the information required to be disclosed under the relevant accounting standards or under any laws or regulations. It is essential to record all the transactions fully and properly in the financial statements.

17. Implementation
Directors and senior executives are accountable for full compliance with this Code of Conduct. Sanctions for breach of this Code shall be determined by the Board of Directors in the case of Directors and the Managing Director in the case of senior executives.

18. Interpretation
Any question relating to how this Code should be interpreted or applied should be addressed to the Company Secretary

HR POLICIES

HR Policies at CFCL

CFCL has well defined written HR policies covering various aspect of employees welfare and benefit:

Regularity: a)Employment. b)Leave and attendance. Type of Leave: 1)Casual leave All empolyees on the roll of the company 10 days in a financial year CL is for personal unforeseen reasons or emergency and is at managements discreation Cl can not be combined with any other leave. Maximum CL of three days may be granted at a time. Barring xeceptional circumstances, employees should obtain prior approvel for CL Unavailed CL at the end of the year gets encashed automatically.

2)Privilege Leave All confirmed employees. 30 days per financial year Fresh recruits 30 days after 1 years and pro-rata thereafter Created on April 1st of each tear, to the extent employee has earned PL up to March 31st of the previous year. PL is granted depending up on exigencies of companys work. PL is not taken in piecemeal. Can be availed in three installments in a year .Minimum four days PL is permitted. Can be suffixed to SL(Sick Leave). Can be accumulated up to 300 dats Can be encashed over 90 days.

3)Sick Leave All regular employees on the roll of the company confirmation 10 days in a financial year Pro-rata from the date of joining for fresh recruits confirmation Medical certificate required in a case of SL is in excess of two days Employee required to submit fitness certificate in case of SL beyond one weel, before resuming duty. SL can be prefixed/suffixed to weekly offfs/Holidays SL can be prefixed to PL Suffixed opf SL with PL would be allowed only in case of Hospitalisation SL beyond 60 days encashable on written request.

4)Maternity Leave Maternity leave is granted as per law in force time to time.

Attendance RecordFor the Atendance record Punch is provided to every employee to record his or attendance.

d)Periodic health check up & safety. The salient feature of periodic health Check up Sheme are as under: 1) The scheme covers all confirmed employees. 2) The frequency of health checkup is as follows: Employees 45 years of age and above Employees below the age of 45 years

Every Year Once in 2 year

3) The exexpenses under the scheme will be borne by the company. 4) All records of investigations/observatios will be maintained in the Health centre at Gadepan.

Welfare: a) Picnic for employees. b) Family Planning c) Uniform

d) Travel and transport e) Insurance schemes 1) Group health Scheme a)Coverage Self, spouse and dependent children up to 21 years age.

b)Optional coverage Dependent Parent up to the age of 85 years and children above 21 and up to 25 years

Clubbing the benefit available unde the scheme for 3 Years i.e. carry forward of benefit in the following year of the block. Block commencing from 31.03.2004 to 30.3. 2005 and so on.

c)Sum Insured Amount For self, spouse & dependent children up to 21 years of age Rs.50,000 For dependent Parents & children above 21 & up to 25 tears of age Option I Option II 27,000/50,000/-

2) Group Personal accident scheme a)Coverage All employees 24 hours at any place in India

b)Premium c)Coverage Temporary totle disablement Permanent partial disablement Permanent disablement Death Born by the company

f) Retirements benefit g) Out of pocket expenses 1)Out of Pocket Expences- Group MO5 to MO7 & are eligible for working beyond normal duty hours on weekly- off days OPE are on applicable rate Compensatory of based on working hours.

About The Topic

TRAINING AND DEVELPOMENT

Training and Development

Meaning and Definitions of Training

Training is imparting knowledge to the person so as to improve his performance in his present job .Training is from scratch, i.e. it is to provide such knowledge to the trainees by which they are not familiar. Training brings out the real life situations in front of the trainees, and also it provides the knowledge of facing them in much more efficient manner. CFCL makes constant efforts to provide the training to its employee, by conducting training programs regularly.

Meaning and definition of Development

Development is a preparing person to take higher responsibility. Development basically brings out the advancement in the person. That is Development provide more knowledge on a given topic.

Training Defined: It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviors to enhance the performance of employees. Training is activity leading to skilled behavior. Its not what you want in life, but its knowing how to reach it. Its not where you want to go, but its knowing how to get there. Its not how high you want to rise, but its knowing how to take off. It may not be quite the outcome you were aiming for, but it will be an outcome.

Training is about knowing where you stand (no matter how good or bad the current situation looks) at present, and where you will be after some point of time. Training is about the acquisition of knowledge, skills, and abilities (KSA) through professional development.

Types of Training

Classification of training

ClassRoom Method

Vestibule

Slimulation

Apprenticeship

Other Method

On the Job

Demonstration & Example

Role Playing Associations Lectures

Case Study

Audiovisual Aids

Conference

Programmed Instruction

Types of Training

1. A)On the Job Training : Virtually every employee, from the clerk to company president, gets some on the job `training,when he joins firm. The most common, the most widely used and accepted, and the most necessary, method of the training employees in the skills essential for acceptable for job performance.

Merits:

a) The main advantage of the on job training is that the trainee learns on the actual equipment in use and in the true environment of his job. b) It is highly economical since no additional personnel or facilities are required for training. c) The trainees rule and regulations of the organization and face real d) challenges.

Demerits:

a) Instruction is often highly disorganized and haphazard and not properly supervised. b) Low productivity, especially when the employee is unable to fully develop his skills. B).Job Instruction Training: This training follows four step process, beginning witha) b) c) d) The preparation of the trainee for instruction. Presentation of the instructions, giving essential information in a clear manner. Having the trainee try out the job to show that he has understood the instructions. Encouraging questions and allowing the trainee to work along and the trainer follows up regularly.

2).Vestibule Training: This training attempts to duplicate on the job situation in a company classroom. It is a classroom training which is often imparted with the help of the equipment and machines which are identical with those in use in the place of work.

Merits: a) Training is given in a separate room, distractions are minimized. b) A trained instructor, who knows how to teach, can be more effectively utilized.

Demerites: a) The training situation is somewhat artificial. b) This method is of limited value for the job which utilize equipment which can be duplicated.

3). Demonstrations and example: In the demonstrations method , the trainer describes and displays something, as when he teaches an employee how to do something by actually performing the activity himself and by going through a step by step explanation of why and what he is doing. 4). Simulation: Stimulation is a technique which duplicate, as nearly as possible, the actual conditions encountered on a job. The vestibule training method or the business game method is example of business stimulations. Simulation techniques have been most widely used in the aeronautical industry.

5).Apprenticeship: For training in craft, trades and in technical areas, apprenticeship training is the oldest and commonly used method, especially when proficiency in a job is the result of a relatively long training period of 2 years to 3 years for persons of superior ability and from 4 years to 5 years for others.

6). Class-Room or of the job Method: Off-the job training simply means that training is not a part of everyday job activity. There are some method of Class-Room method: a) b) c) d) e) f) g) Lectures Conferences Group Discussions Case studies Role-Playing Programmed Instructions Laboratory training

h) Laboratory Training

I.Sensitivity Training:

Training Needs:

Training is needed because of the undermined factor 1. Gapes in knowledge In a constantly changing environment learning has to be never ending process. Thus to keep up to date and to fill the gap on knowledge, training is a good solution. Gapes in knowledge may be following type:

a) b) c) d) e)

Gapes in Technology information. Gapes about information on the job processes. Gapes in Knowledge on current development. Gapes of knowledge on overall future development. Gapes in adequate knowledge about professional management.

2. Gapes in Skills A skill is the efficiency in handling a certain task with as much deftness as possible. Though skills, also called talents are innate and inborn, yet most activities can be performed with the help of the training. Thus training helps to fill the gaps in the skills i.e. allows for attainment of skills.

3. Gapes in Attitude The man behind the machine is a very crucial input in the production function of any organization and the crucial point behind the man is the attitude towards the work. Gape in attitude may be because of the following reasons:

a) b) c) d) e) f)

Highly bureaucratic attitude. Lack of the open mind. Self-defeating attitude-lacking courage and optimism. Assumption of know all attitude. Individualistic-misanthropic Attitude of subservience and sycophancy.

4. Gaps in performance There may be ambiguity in job related activities, lack of accountability and deficiency in the feedback system. All these many such flaws lead to an adverse effect on the level of performance. A training program must lay emphasis on the need for accountability, more clearly setting of target etc.

Training may also required because of the following reasons:

1).To increase productivity: Training can help the employee to increase their level of performance on the current assignment. Increased human performance often directly leads to increased operational productivity and thus increased company profit. Again these are most evident on the part of new employees who are not fully aware of the most efficient and effective ways of performing the job.

2). Economic development: In times of recession are particularly concerned about reducing costs and maximizing productivity, which implies having better trained staff who have a range of skills so that they can be used flexibly by the organization. 3).To improves qualit

Better- informed workers are less likely to make operational mistake.

4).Personal growth: Employees on a personal basis gain individually from their exposure to educational experience. Management development programs give greater awareness, an enlarged skill level and enlightened altruistic philosophy and make enhanced personal growth possible.

5). Obsolescence prevention: Training and development programs foster the initiative and creativity of employees and help to prevent manpower obsolescence, which may be due to age, temperament or the inability of a person to adapt him self to technological change.

6).To brings about safety: Proper training can help prevent incidental accidents and create a safer work environment which leads to more stable mental attitude of the employees.

7). Increased Morale: An endless chain of positive reactions may result from a well- planned training program. It may improve organizational climate the supervisory pressures.

8) Anticipating impending and future problems: Bearing on the expansion of business, introduction of new products, new services, new designs, and new technology and of organizational changes concerned with manpower inventory for present and future needs.

Actual Performance

Gap

Desired Performance

Need of training

Current level of skills and knowledge

Gap knowledge

Required level of skills and knowledge

Training needs analysis:

Training need analysis is partly concerned with defining the gap between that what is performance and what is requirement, how it is filled by the training and what people know and what they can do? However, it not necessary to avoid falling is to trap of adopting the deficiency module, approach which implies the training is not only about putting things right but it is more than it. It is more concerned with indentifying and satisfying developing needs.

Objectives of Assessment of training need Analysis: The main objective: 1). To discover the article area where training is to be given on priority basis. 2). To provide suitable opportunities to the employee for their own betterment. 3). To indicate the organization intentions to develop its personal, to provide guidance for training and implementing of program and to provide information concerning them.

Identification of training Needs must include this type of analysis: 1) Task Analysis: Focused on the task or Job. This analysis includes the determination of what the worker must do the specific worker behavior required-if the job is to be performed effectively 2) Organization Analysis: The analysis of the organizations goal establish to form in which training needs can be identified. 3) Human Resource Analysis:

Reviews the knowledge, attitude or skill he must acquire and the alteration in his behavior.

Importance of Training

Some importance are given bellow:

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 team work, 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 worklife. Healthy work-environment Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns 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.

Assessment of training needs of employee/orga.

Setting Training objectives

Select trainees

Select training method

Establish Evaluation procedures

Develop Budget

Select trainers

The Broadening of Trainings Role:

Focus on Teaching Skills and Knowledge

Link Training to Business Needs

Use Training to Create and Share Knowledge

Models of Organizing the Training Department:

The Faculty Model:

Director of Training

Safety Training

Quality Training

Technology and Computer Systems

Leadership Development

Sales Training

Training Specialty Area

The Customer Model:

Director of Training

Information Systems

Marketing

Production and Operations

Finance

Business Function

The Matrix Model:

Director of training

Sales training

Qualiy trainin g

Tech& com. science

Safety trainin g

Marketi ng

Producti on &Opera tion

Business Function

Purpose of Training:

Main reason for undertaking training for the organization is to ensure that achieves the best possible return from its investment in its most frequently expected result. To this effect the main aim of any training will be to achieve some kind of change in knowledge, skills, experience behavior or attitude, which enhances the effectiveness of the employees. More specifically, the training is used to: 1). Develop individual skill and abilities to improve job performance and familiarize employees with new system, procedures and method working. 2). Help employees and new starters to become familiar with the requirement of the job and of the organization.

Training Design Process

Conducting Needs Assessment

Ensuring EmployeesReadine ss for Training

Creating a Learning Environment

Developing an Evaluation Plan

Ensuring Transfer of Training

Select Training Method

Monitor and Evaluate the Program

Mentoring principles and techniques Rather than simply give the answers, the mentor's role should be to help the 'mentoree' find the answers for him/herself. While giving the answers is usually better than giving no help at all, helping the mentoree to find the answers for him/herself provides far more effective mentoring, because the process enables so much more for the mentoree in terms of experience of learning. Give someone the answers and they learn only the answers; instead mentors need to facilitate the experience of discovery and learning. Accordingly, many of the principles of mentoring are common to those of proper coaching, which are particularly prominent within life coaching. You should also refer to aspects of NLP (Neuro-Linguistic Programming), and Sharon Drew Morgen's Facilitative Questioning methodology. Mentors need to be facilitators and coaches, not tutors or trainers. Mentorees need simply to open their minds to the guidance and facilitative methods of the mentor.

If a mentor tells a mentoree what to do, then the mentoree becomes like the mentor, which is not right nor sustainable, and does not help the mentoree to find his/her own true self. The mentor's role is to help the mentoree to find his/her own true self; to experience their own attempts, failures and successes, and by so doing, to develop his/her own natural strengths and potential. We can see parallels in the relationship between a parents and a child. If a parent imposes his or her ways, methods and thinking upon a child, the child becomes a clone of the parent, and in some cases then falsifies his or her own true self to please and replicate the model projected by the parent. When we mentor people, or when we raise children, we should try to help them develop as individuals according to their natural selves, and their own wishes, not ours.

Training Evaluation

The process of examining a training program is called training evaluation. Training evaluation checks whether training has had the desired effect. Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces, or to the regular work routines. Objective of training evaluation is to determine the ability of the participant in the training programme to perform jobs for which they are trained. Principle of Evaluation Evaluation of training programme must be based on the folllowing principles:

a) b) c) d) e)

Evaluation specialist must be clear about the goals and purposes of evaluation. Evaluation must be continous . Evaluation must be specific. Evaluation must be based on objective method and standards. Evaluation must provide the means and focus for trainers to be able to appraise themselves, their practices and their products.

Purposes of Training Evaluation: The five main purposes of training evaluation are: 1.Feedback: It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes. 2.Research: It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and training..

4.Power games: At times, the top management (higher authoritative employee) uses the evaluative data to manipulate it for their own benefits. 5.Intervention: It helps in determining that whether the actual outcomes are aligned with the expected outcomes. Feed back

Control

Purpose of training evaluation

Research

Power

Intervention

Process of Training Evaluation

Before Training: The learners skills and knowledge are assessed before the training program. During the start of training, candidates generally perceive it as a waste of resources because at most of the times candidates are unaware of the objectives and learning outcomes of the program. Once aware, they are asked to give their opinions on the methods used and whether those methods confirm to the candidates preferences and learning style.

What the learners skill & knowledge before training?

The point at instruction is started

What the learners skill & knowledge after training?

Training is a waste of Training causes resources Organization Chart of CFCL

K.K.Birla Chairman

H.S. Bawa Vice Chairman

Anil Kapoor Managing Director

Abhay Baijal VP -Corp. Finance

VP - Marketing

Vinod Mehra VP Operations

Alok Dayal VP -Corp. HR

M S Rathore VPSecretaria, Legal/Corp Com

Role of Training and development Department at CFCL:

a). Identifying training needs of the employee globally This is done through annual performance system. b).Process of performance management system is done for management as well as nonmanagement. c). Prepare annual training calendar according to the needs. d). Organize training program according calendar program. e).Try to make it successful and cost minimize whether it is external as well as Internal or In house training program. Process of Training and Development Program in CFCL:

Qualification for Apprentices: A person1) Is not less than 14 years of age. 2) Satisfies such standaeds or education abd physical fitness as may be prescribed.

Training and Development process at CFCL has Following steps:

1). Identify the training needs: The first step of Training and development is to Indetify the needs of training and development program. Identify the training needs play a major role in Training and development program because according to needs training and development program are organized. Needs of training is indentify by the following approaches:

Performance of the Employee

GAP

Requirements of the Organization

a). Performance management system: Basically PMS is the system to evaluate the performance of the employees. It is done for the management as wel las for non-management employees. In CFCL HR department maintain a specific Performa for performance appraisal.

It consist basically KRA means key result area it is the short term goal which is given to the employee for a specific time. It has also many managerial attributes and many technical attributes to evaluate performance According to their performance can be evaluate and training needs indentified. Every department has different- different KRAs. a) Each KRA for the job should distinction observation the job and make it different from other job. b) KRA should help distinguish between an effective and less effective job performance. c) KRA can be change time to time over year. d) KRA should indicate those critical group of task for which the job holder can be held responsible.

b).Observation: If the officer of the respective department feels that a specific program improves the performance of the employee or the employee has less knowledge about the particular topic certain program can improve the performance of the employee.

c).Change in work pattern: If the work pattern is changed and employees are not able to getting it then training program will organized. SAP program and another need Personality department then according to their needs groups are made. So after identification of training needs T&D department make groups of different-different 2) Training Evaluation Principle of Evaluation Evaluation of training programme must be based on the folllowing principles: a) b) c) d) Evaluation specialist must be clear about the goals and purposes of evaluation. Evaluation must be continous . Evaluation must be specific. Evaluation must be based on objective method and standards.

e) Evaluation must provide the means and focus for trainers to be able to appraise themselves, their practices and their products.

Method of Training Evaluation Feedback: Feedback is the one of the important method of training evaluation by this method we can evaluate the performance of the employee. In this method there is a feedback form which have to fill by the trainees.

Procedure adopted the T&D department while sending a employee for training: 1). The DGM, GM &VP of the concern department are informed about the training program and then nominated employees , thus seeking their approval . Information provided also includes the program fees. 2). Nominated employee is informed through department need by the T&D department about the training details ,which include:a) Title of the program. b) Duration c) Conducted by. d) Venue e) Residential/non residential f) fees 3).A request letter is forwarded to finance department for the issue DD of requisite fees through DGM-HR and GMHR. This letter also carries details relating to the training.

4) The employee along with demand draft is sent for the training program. 5) After the completion of the training program employee have to fill an evaluation form, this evaluation form help to the management to know whether the program meet its objective or not. It gives the answer of following question: a) What is the relevance of the program for day today working?

b) Delivering by the faculty it includes quality and clarity of ideas. c) Program characteristics pace, duration, and complexity.

6) Addition or change in the type. 7) Suggestion from the employees.

Training and Development Manager

Responsibilities: * Provide professional internal consulting that creates measurable performance solutions and long-term growth and development for all Company employees. * Confer with management to gain knowledge of specific work. * Maintain training records of the staff. * Consult with management to conduct training and development needs analysis that identifies what knowledge and skills of officers, staff and crew need to perform at or above our brand performance standards. * Full accountability for the execution and delivery of the New Hire Welcome and Orientation programs for all new shipboard employees joining the company.

* Audit and prepare reports for shore side and shipboard management of employee training. * Conduct training sessions covering specified areas such as on-the-job training, diversity, harassment, ethics, guest service, sales techniques, health and safety practices, public relations, refresher training, leadership and managerial training, and promotional development. * Monitor and report employee progress during training periods.

Finally some general training tips:When we planning about training think about: a) b) c) d) e) f) g) Your objectives-keep them in mind all the time. How many people you are training. The method and format you will use. When and how long graining lasts. Where it happens. How you will measure its effectiveness. How you will measure the trainees reaction it.

When you give someone skills training use the simple five step approach: 1) Prepare the trainee- take care to relax them as lots of people find learning things stressful. 2) Explain the job/task, skill, project, etc- discuss the method and why; explain standards and why; explain necessary tools, equipments or systems. 3) Provide the demonstration-step-by-step. 4) Have the trainee practice the job we all learn best by actually doin 5) Give positive feedback, encourage. Coach and adapt according to the pace of development

FINDING AND LIMITATIONS

Finding: 1)Training is play a important role to acquire the KAS (Knowledge, Attitude and skill)so that an organization can meet their future goals. 2) Training programs are organized when there is difference between performance of the employee and the requirements of the organization. 3) These differences are notified by the training need analysis. 4)This training need analysis is indentify by the PMS ,observation and change in work pattern. 5). Basis on the training need analysis Annual training colander is designed and Training programs are organized.

Limitations:

1)Objective of the training should be clear. 2)The pattern and the format of the training is should be proper so the employee can easily understand it. 3)Training and development program should be entertaining and interesting. 4)Motivate and encourage the employees for the training programs. 5)Make healthy and friendly environment for the Trainees.

SUGGESTION

1. Obtain commitment from trainees for development process. Commitment is essential for the development. If possible link this with appraisals and career development systems.

2. Involve trainees in identifying leadership qualities and create 'skill/behaviour-set' that you seek to develop. Training and development workshops are ideal for this activity.

3. Assess, prioritise and agree trainee capabilities, gaps, needs against the skill/behaviourset; individually and as a group, so as to be able to plan group training and individual training according to needs and efficiency of provision. Use the skill/behaviour-set tool for this activity. Use the training needs analysis tool for assessing training needs priorities for a group or whole organization.

4. Design and/or source and agree with trainees the activities, exercises, learning, experiences to achieve required training and development in digestible achievable elements - ie break it down. Use the training planner to plan the development and training activities and programmes. Record training objectives and link to appraisals.

5. Establish and agree measures, outputs, tasks, standards, milestones, etc.

6 .The top management hardly rewards supervisiors for carrying out effective training.

BIBLIOGRAPHY
BOOKS

AUTHOR: TITLE: PLACE OF PUBLICATION: PUBLISHER:

C.B. MAMORIA & S.V. GANKAR PERSONNEL MANAGEMENT MUMBAI-400004 (2004) MEENA PANDEY

CITES

NAME OF THE SITE: ARTICLE NAME: &

www.businessballes.com Training and Development, Performance appraisal Training and development Manager