1.

The particulars of SAIL-MTIs organization, functions and duties

Management Training Institute of SAIL


The Management Training Institute (MTI), founded in 1962, is the Apex Management Institute of Steel
Authority of India Limited (SAIL). MTI caters to the managerial training needs of corporate cadre
executives (E6-E8) of the company. MTI is an ISO: 9001:2008 Institute since 1994 re-certified in the
year 2008 with 2008 standards. It operates as a Unit of Directorate of Personnel of SAIL and organizes
over 100 training programmes every year to meet the needs of managerial training of senior executives
of SAIL. A birds eye view of these programmes is given in Figure-1


In the last 48 years of its existence, MTI has played its part in re-examining management initiatives and
reassessing SAILs training requirements. The Institute has also changed, investing substantially in the
new premises extending its training and accommodation facilities. As in-house training center, it has
SAIL as its main customer. The Institute is known for its unique contribution towards management
education, training, consultancy & research.

Fig 1

Programme Portfolio: A Snapshot



Skill
Enhancement
Programmes
Management of Systems & Monitoring
Negotiation Skills
Communication & Presentation Skills
Counseling Skills
Creativity &Innovation
Problem-solving & Decision-making
Training of Training Officers (TOTO)
Marketing Decision-making
HRM at Shop-floor
Presentation Skills for Marketing Executives
First Things First and
Managing Self & Team

Functional
Management
Programmes
Cost Control by Design
Business Finance & Investment Planning
Training of Training Officers
Human Resource Management
Learning to Manage with Optimum Manpower
Contract Management
Total Quality Management and
Customer Relationship Management
Retail Management

Special
Programmes
Leadership for Young Managers
Leadership through Principle
Developing Global Managers
Leading for Innovation & Creativity
Learning from Each Other Workshops
Benchmarking
Programme for Heads of Deptts.
Corporate Social Responsibility
Strategic Brand Management
Retirement Planning
Corporate Governance

Programmes on
Computer
Applications of PC
Advanced Programme on Java
Advanced Programme on Oracle 9i
Advanced Programme on Visual Basic
Advanced Programme on WebPages Design

Project
Management
Programmes
Project Management
Contract Management for Project Executives
Integrated Approach to Project Management
Human Side of Project Management
MS Project


General
Management
Programmes
Advanced Management Programme (AMP)
Senior Management Programme (SMP)
Holistic Management
Enhancing Managerial Effectiveness (EME)
Creating Future
Strategic Management and
Resource Management
HT| Tra|n|ng
Programmes
Reputation and Contribution of MTI

While SAIL is pioneer in Human Resource Development (HRD), the Institute is known for its unique
contribution towards management education, training and consultancy. There are three components
complementing each other:

The Corporate HRD
Management Training Institute, and
Plant Training Centres

These together embody the total HRD setup of SAIL.

MTI concentrates on in-house development of senior executives of SAIL and contributes towards
transfer of learning to the actual job thereby giving tangible results towards increasing profitability of
the Company. In sustaining during bad times and for turnaround, the Institute has played a significant
role by providing a forum for deliberations and brainstorming for identifying the required strategies and
action plans for the company.

Services Offered by MTI

MTI provides the following services:

Diagnosing organizational issues
Assessment of training needs
Design and execution of need-based training
Preparation of training manuals/ case studies/ exercises
Providing consultancy
Research and consultancy in developing effective HRD Systems, and
Disseminating management knowledge through publications
General Information and Data on Training

The training activities are steered and guided by the Training Advisory Board (TAB). This Board is
headed by Chairman, SAIL and Managing Directors of Steel Plants and Functional Directors of SAIL
are members of TAB.

MTI caters to the training need of Corporate Cadre (Asstt. General Manager and above) and for other
levels for some selected programmes.
MTI conducts number of programmes in a year. The statistics for 2009-10 is given below:

Number of programmes : 139
Number of participants : 2991

Objectives

With following specific objectives, MTI is committed to enhance managerial competence of its
customers:
To provide need based managerial training to customers
To facilitate the process of solving managerial problems of customers
To create and maintain an ambience that is conducive to learning
To enrich and disseminate management knowledge through research and publications
To enhance competence of in-house employees for continually improving the performance of MTI
through training and development
To achieve the above-mentioned objectives, MTI has a well laid down organizational structure as given
under:


SP Patnaik
ED (HRD)
VK Sharma
DGM (CHRD )
& SFM
MR Panda
GM (HRD

J N Hembrom
SM (CHRD) &
SFM
T Purty,Dy.Mgr
(Co-ord)

B Chowdhury
AGM(A) & SFM
A Mukherjee, AGM (A)
& SFM
P Kumar,
Sr Mgr. (Acad) & SFM

Dr P K Banerjee
DGN (P8A) 8 P!O

Personnel

S K Singh,SM
(Pers)
K Ansari, AM (P)
PK Chawla,
AM(Per)
P Kumar, JM (Per)
Catering,Hospitality,
Horticulture &
Housekeeping
AK Mohanty,SM (C&H)
Ajay Kr, M (H)
J K Thakur,DM(H)
R Ram, JO
Prog, Despatch,
Repro., Transport,
Security
RP Mukherjee,
M (Prog)
AK Chandra
JO
Library, AV, &
Stores
N K Vidyarthi,
M (Lib)

TK De,SM (F)
SK Chanda,
SM (F)
H K Ram
M (Coord.)
Dr Hari Haran
DGM (Acd)

Dr SK Bhattacharya,
DGM (A) & SFM
S Jha, DGM (A) & SFM
Dr S Datta
DGM (Acad)
Dr T Ghoshal
DGM (A) & SFM
A Kumar, AGM (Pur)
HK Bhagat,SM (Pur)


S Jena
AGM (A) & SFM
B Kundan,
AM(Maint)

S Dhar
SM (Acad)
& SFM
P Soni
AM (IT)


Our People

With 85 people as on 30th June10, the Institute provides all required services. Since all services are in-
house, the Institute is able to meet the changing demands of its customers. Popularly, this Institute is
known as Home away Home for its customers.

MTI has 10 full-time in-house faculty with at least one Faculty having a specialization in the following
areas:

Finance Management
Human Resource Management
Information Technology
Marketing Management
Materials Management
Operations Management
Organizational Behavior
Project Management
Strategic Management
Mining Engineering

The grade-wise details of manpower are given in Table-1

Table-1: Number of Employees in different grades as on 30-06-10

Designation Grade No.
1 EXECUTIVE DIRECTOR E-9 01
2 GENERAL MANAGER (HRD) E-8 01
3 DY.GENERAL MANAGER/SR.FM E-7 07
4 ASSTT.GENERAL MGR/SR.FM E-6 04
5 SR.MANAGER (ACAD)/SR. MANAGERS E-5 08
6 MANAGER/FACULTY MEMBER E-4 04
7 DY.MANAGER E-3 02
8 ASSTT.MANAGER E-2 04
9 JR.MANAGER E-1 01
10 Jr Officer E-0 02
11 SR.DRIVER/S.O/Sr AVEO S-11 01
12 Section Officer S-10 01
12 S.O./SR.COOK/SR. PARI./SR DRIVER S-9 14
13 SR.PARICHARAK S-8 2
14 SR.COOK S-7 1
15 SR.PARICHARAK S-6 1
16 SR.PARICHARAK/DRIVER/COOK S-5 25
17 SR.PARICHARAK S-4 4
18 SR.PARICHARAK S-3 2
TOTAL 85




Classification of Clients

All Plants and Units of SAIL are clients of MTI.

External organizations who received Training from us during the last three years are:

UNDP
NALCO
NTPC
Balmer Lawrie Ltd
Mesco Steel Ltd
MECON LTD
NINL
HEC

Details of Training

For last three years, the number of programmes with duration and total number of participants covered
are given in Table 2 :

Table 2: Training Statistics
Programmes Year
Less than 1 week More than 1 week
Total Number of
Participant
2007-08 113 7 1973
2008-09 123 -- 1786
2009-10 139 -- 2991
Total 376 6750


In last three years, 6750 executives have been trained in MTI. There are 10 in-house permanent faculty
members and 69 guest faculty who have taken sessions in the last three years.

Overall Feedback

One of the greatest strength of training system developed over the years for the programs conducted at
MTI is that the system is able to capture the voice of the customer. This is done at various levels. At
reaction level participants are required to submit a feedback form, which is all encompassing. This form
is continually revised and updated keeping in view the customers requirement and is evident from the
revision number. The feedback form on program effectiveness has been revised eleven times since 1993.

Participants rate the following criterion on a four-point scale:

Overall effectiveness of the program
Each individual session
Overall effectiveness of services
Effectiveness of individual services like travel assistance, room upkeep etc.

The Program Coordinator analyses the feedback and makes a summary report. The Management Review
Committee (MRC) deliberates and decides immediate Corrective and Preventive actions.

Faculty Development

Like any other executives, the training needs of members of faculty are assessed through TNA system of
the company.

In addition to annual training the faculty competence is up graded through:

Training with foreign associates
Advanced courses in National level Institutes
Attending International and National Seminars/ Workshops
Presenting papers in various fora

In past, our faculty members received training in British Steel, UK, VAIS, Austria, BHPE Kenhill,
Australia, and IRD, USA.

In the beginning of year, Functional Facilitator holds a discussion with individual Faculty Member to
decide his tasks and targets.

To meet the required targets, the competency level of each Faculty Member is assessed through a
Format. A plan is drawn to bridge the competency gap of the Faculty Member.

Two members of faculty are currently enrolled for Ph. D in IIT Kharagpur.

MTI Faculty is networking with other Organizations by visiting them and collaborating on projects. e.g.

IIM, Indore
ISMU, Dhanbad
MDI, Gurgaon
IIM, Ahmedabad
SKF India
BOSCH Rexroth
Siemens India
BITS, Pilani
BIMTECH, NOIDA
IIIT, Bangalore
IMT, Ghaziabad
Veltech University, Chennai

For existing trainers as well as for development of Line Managers as Trainers, MTI has specific modules
of Training of Training Officers out of which the module on Manager as Trainer is designed
specifically for Line Managers.

Programmes Conducted through External Agency

Some programs of specialized nature that have been conducted at MTI through external agencies are
given below:

Advanced Programmes in Computers
E-Commerce
Accounting Standard
Administrative Vigilance
Corporate Governance
ISO & Management Systems

Major Achievements
In addition to regular MDPs, MTI has initiated a number of innovative training interventions focused on
key organizational issues. Some important initiatives are:

Learning from Each Other (LEO) Workshops:
These workshops conducted at MTI provide a structured process for sharing of best practices between
Plants by facilitating learning from experience. A series of eight workshops titled Learning from Each
Other were organized at MTI during the year. The aim of these workshops were to share the best
practices, methods and techniques followed by SAIL Plants in specific identified areas and learn tools
and techniques to sustain these practices through interaction with each other. Senior executives of SAIL
Plants and Units and experts in related areas interacted with participants in these workshops.

Other Achievements

In addition to above major achievements, some of the other initiatives that have given significant results
in SAIL are in the area of igniting young minds who are the future of the organization, facilitating major
change initiatives and setting the ground for organizational changes by bringing critical issues to the
surface. Some of the initiatives that addressed these issues in a focused manner are:
Figure 3 Standard Methodology for Competency Mapping in SAIL
Evaluate the Skill Through
on-the-job Performance
Evaluate the Knowledge Through
Test
Collate Results and Prepare the
Capability Matrix
Reassess After Training
Send the list of Employees
Identified for Training to
HoD/HoT
Whether
Competent
Maintain Records of Individual Employees
Reassessing their Competence at least once in two years
Select the Departments
Identify Key Functions /Areas /Job Clusters / Quality
Positions / Work Platform
List the Competency required in each area of the above
Identify employees occupying the positions
Design the format & prepare the test questions
Yes
No

Some of our Programmes
Advanced Management Programme: The programme is organized for newly promoted General
Managers of SAIL. The programme aims at enabling the participants to develop understanding of the
emerging business opportunities and challenges and the organization with entrepreneurial approach and
values based management.
Business Finance & Investment Planning: The programme enables participants to appreciate the
financial challenges of business so that they can identify their role in meeting them by acquiring the basic
knowledge of the various aspects of finance and applying it to manage costs and to make more effective
business decisions to improve the performance and profitability of the company
Cost Control by Design: The programmes enables participants to realize the increasing significance of
profitability as an strategic toll for competitive advantage, understand and interpret the cost information
available to the department for identification of key areas for cost reduction and plan innovative measures
for cost reduction in their departments
Customer Relationship Management: The aim of this programme is to enhance customer value through
managing customer relationships more effectively.
Communication & Presentation Skills: The programme is aimed at enabling the participants to manage
the work situations effectively through adept communication and enhance presentation skills.
Holistic Management: The aim of this programme is to bring in change in the focus of senior executives
from a functional orientation to a hopistic one to meet the newer challenges of todays competitive
business environment.
Creating Future: The aim of the programme is to develop newer insight for future under changing
business environment and impart necessary competence to visualize and create future by managing
change.
Marketing Decision Making: The programme aims at enabling marketing executives to respond to
market uncertainties more effectively through better application of modern marketing tools and
techniques and superior marketing decision-making ability. The learning in this programme is reinforced
through a sophisticated marketing simulation game designed to reflect the complexities, uncertainties and
challenges inherent in marketing decision-making and analysis process.
Time Management: The programme aims at developing skills in managing self and time effectively and
harness skills in time planning required to achieve organisational goals as well as life objectives
Enhancing Managerial Effectiveness: The programme focuses on making participants aware of the
changing business scenario and their role to achieve organisational goals and acquire the managerial skills
essential for their role transition.
Managing Self & Team: The aim of this programme is to enable the participants to develop self-
capability and strong orientation to work in teams.
Negotiation Skills: The programme aims at helping participants to appreciate the significance of
negotiation and enable them to develop / enhance effective negotiation strategies and skills for delivering
results in the workplac.
Problem Solving & Decision Making: The programme aims at helping the participants in improving
their problem-solving and decision-making skills under increasingly demanding nature of managerial
jobs.
Project Management : The course concentrates on imparting an integrated approach the management of
projects and in this way helps the individual members develop their managerial skills and their ability to
work in teams for accomplishment of projects in time.
Retail Management: The aim of this programme is to develop knowledge and skills of participants
essential to manage retail business and equip them with tools and techniques so that they can manage
retail business most effectively.
Strategic Management: This programme will enable the participants to orient themselves
towards strategic thinking, understand key issues w.r.t. formulation and implementation of
business strategies that will affect the future Identify issues for achieving corporate goals
effectively.
Training of Training Officers: The aim of this programme is to develop the managers as trainers
through systematic approach to training so as to enable them to carry out training needs analysis
and develop relevant training situations to meet the training objectives.
Programme for HoDs : The aim of the programme is to appreciate issues that affect their role as HoDs,
identify processes for effective multilateral communication within the department and develop and
leverage the capabilities of people in the department for organizational effectiveness.
Brand Management : The aim of the programme is to create understanding about the significance of
brand management and provide tolols and techniques for effective management of brands.


Learning from Each Other
A series of five workshops titled Learning from Each Other were organized at MTI during the year.
The aim of these workshops was to share the best practices, methods and techniques followed by SAIL
Plants in specific identified areas and learn tools and techniques to sustain these practices through
interaction with each other.
The senior executives of SAIL Plants and Units and experts in related areas interacted with participants in these
workshops so that parallel sharing of knowledge and best practices can take place. Experts in the field provided
the faculty support for the programme. The participants have implemented feasible improvements and solved
bottlenecks at their workplace after getting the opportunity to learn the best practices.
Executives from Different SAIL Plants in a LEO
Workshop
Publications

To disseminate knowledge, MTI brought out the following
publications:

Growth (a quarterly journal). This Journal is well-
circulated and well read. The journal seeks to enrich and
disseminate management knowledge through its
publications and is widely circulated. It provides learning
opportunities, stimulates discussion on achieving
performance excellence and delivers the means by which
individuals, organizations and society can improve. For
interested readers, it is also available on SAILs website
www.sail.co.in.
Compendium of Select Papers submitted for the
Chairmans Trophy for Young Managers titled Building Competencies for Meeting the Challenges
of Growth, the articles are based on field research on contemporary managerial issues in the
organization.
Case Book is released on the Foundation Day, 25th June, of MTI every year. So far, 13 volumes have
been published. MTI is the one of the few Institutes in the country, which brings out Case Book
every year.
Members of the Faculty have contributed Articles, Book
Reviews, Case Studies and Article Digests for Growth,
Management Journal of MTI on a regular basis as with other
journals
Competency Mapping
Competency mapping is a very useful process for assessing
developing the competency levels of the employees.
Competency mapping was conducted in the major integrated steel
plants for ISO accredited departments as per the internally
developed methodology to assess employees job-wise
competencies and bridge identified gaps through relevant training
interventions. This potent HRD tool also helped in preventing
recurrence of critical skill gaps.
Evaluation of Training effectiveness
The Evaluation of Training Effectiveness was conducted for Basic Engineering Skills & Hi-Tech
Programmes, PC & Computer Based Programmes, Unit Training and Performance Improvement
Workshops (PIWs) in major Plants and units. These programmes have been selected taking into
consideration the duration, frequency, organisation-wide programmes, and usefulness in imparting
critical skills. The programmes are being evaluated for training effectiveness at Reaction level/ Learning
level, Application level, while assessment of PIWs is done at Results level also.

In-house development of training resources: For developing Training resources in-house, a case book
was compiled and comprehensive self contained Trainer Manuals were prepared for programs like
Resource Management and HRM at Shop-floor, CRM.

Training Infrastructure
The Training infrastructure consists of four centrally air conditioned Conference Halls for main sessions,
four syndicate rooms for group discussions, a Computer Lab, Video Conferencing Facilities, library with
nearly 15,000 books and 126 journals. Training aids like over 240 Video Cassettes/CDs of management
films, LCD/DLP projection systems, facilities for audio/video recording and playing back of
proceedings, business exercises or role-plays are available. Yoga classes are also held for benefit of
participants.
For residential purposes, the hostel has centrally air-conditioned 51 double-bed rooms for participants
and 10 rooms for visiting faculty members. Running hot water is ensured to all the rooms through Solar
heating system. Every room is provided with an intercom and CTV Sets. The Institutes Fitness Centre
is equipped with a Multi-gym, vibrator, Trade Mill, a body trimmer, a rowing machine, static cycle, etc.
A 585 meter long and 1.2 meter wide Fitness Path running through the green trees invites the
participants to jog or walk. Furnished to accommodate about 250 persons, the Institutes Auditorium is
also centrally air-conditioned
For recreation, the Participants Lounge in the hostel has newspapers, magazines and a television set.
Participants can enjoy playing badminton, lawn tennis, volley ball and also indoor games such as table
tennis, carom board and chess.
Medical help is available round the clock at the companys hospital in the vicinity of the institute.

Learning Strategy:
MTI believes in andragogy and it follow SAT approach . All programmes in MTI have structured input
as per requirement of the participants. The structured input and participative approach through syndicate
work, cases, role-play, simulation, out-door exercises etc. ensure that learning is effective. As mentioned
earlier, learning sheet is used to record learning not only from programme but from each session. Action
plan for application of learning is also part of the learning sheet. Post training contacts with participants
and studies of post-training effectiveness facilitates application of learning.

Figure 4: SAT approach





















Evaluation of Training:
MTI conducts training related to management subjects and such training influences thought and
behavioral process of the participants. There is no full-proof, well-accepted methodology through with
Examine Company Plans &
Objectives
Set
Assess Overall
Training Needs
Define Mgt.
Responsibilities
Appoint and Train
Training Staff
Assess Trg. Need in
Detail
Prepare Trg.
Programme
Commence Trg. Prog.
and keep Records
Compare Results with
Objectives
SAT
impact of management training at performance and result level can be evaluated. MTI, therefore,
evaluated its programme at three levels:

Reaction
Learning
Application

But, evaluation of training is of no value if training has not been conducted systematically. MTI,
therefore, gives due importance to quality of training.
Quality of Training
To assess relevance and process of training, the Training Department has Quality Management System
(QMS) in place. The QMS at MTI is certified to the ISO 9001:2008 Standard. The audit of quality of
training is done every quarter by internal auditors. Annual audits are conducted by external auditors and
certifying agency conducts surveillance audit once in a year. The Management Review Committee
(MRC) meets every quarter to look into deviations and thereby decides about corrective action. Using
various indices, the committee also reviews the trend and variation over a period of each quarter.

Effectiveness of Training at Reaction Level: For assessing training at reaction levels following three
indices are used:
(i) Customer Satisfaction Index (CSI)
(ii) Support Service Index (SSI)
(iii) Content and Process Rating (CPR) of individual sessions

After each programme, the reaction level assessment is obtained from the participants on a prescribed
format. Based on responses, the CSI on a four-point scale is obtained. Similarly SSI is also calculated.
Each session of the programme is assessed by the participant for its content and the process adopted by
the concerned Faculty. The minimum acceptable level is 3 and there are efforts for continual
improvement by progressively increasing the minimum limit every year.
Effectiveness of Training at Learning Level: A lot of importance is given to the second level of
assessment that is, learning. What do they learn and what learning they intend to apply at work place is
important piece of information to assess effectiveness of any Management Training Programme.
A system of Learning Sheet has been introduced in every training programme. A well-structured format
of Learning Sheet is distributed to all participants . Participants are requested to record learning points
against each session of the programme. They are also expected to specifically list down those proposed
applications for which the progress can be monitored by them. Copies of this sheet are retained by MTI
and the Participant. A copy is also sent to the Head of Department (HOD) of the participant with request
to guide and support the participant in applying his learning points at the workplace.
Application of Training at Application Level: Assessing effectiveness of training at result is a long
drawn process. There are various methodologies but each methodology requires collection of primary
data from the workplace of the participants.

Steps Taken to Align Training Strategies with Organizational Goals/ Business Plan

The following steps have been taken in MTI to align training strategies with goals and plans of SAIL:

Generating awareness and commitment to future plans
Identifying shortfall in critical skills and conducting Competency Mapping Exercises.
Extending necessary support for company wide interventions relating to Project
Management, Knowledge Management, Total Productivity Maintenance, Enterprise
Resource Planning, Economic Value-added, E-business etc.
Learning from each other Workshops to get synergistic effect.
Performance Improvement Workshops at Plant locations
Reviewing Policy and system of Training Needs and evaluation of training effectiveness.



As shown in Figure 5 the priority areas for training are:

Figure 5: Focus Areas of Training





















System of Training Need Assessment
Training Need Assessment (TNA) in SAIL is an annual exercise. TNA for corporate cadre executives is
done by MTI. Reporting Officers are given TNA form some time in the month of October to write the
job profile, required technical and managerial competencies of the job and to identify gap in
competencies of the jobholder for each executive under his span of control. On the basis of previous
training records and consultation with the representative of Training Department, training need of
executives are identified. The comments of the Reviewing Officer are obtained on the identified training
needs. The filled-in forms are then submitted to MTI by November of each year.
The representatives from MTI visit Plants and Units to verify training needs and find out Organizational,
Departmental and Individual training needs from Heads of Department, CEO of Plants, Directors of
SAIL and other members of Top Management are also contacted to find out Organizational Training
Needs.
All these needs from multiple sources are compiled and analyzed. This analysis is used for preparing
ATP and earmarking executives for different training programmes. Based on the training needs
assessed, the Annual Training Plan is prepared which becomes operational for the ensuing financial year
i.e. April March.
Figure 6 depicts the complete cycle of SAT adopted by MTI and the role of Training Need Analysis in
the whole process.

Training
Prompt decision
making
Leadership at all
levels
Sustaining
growth
Implementation of
projects


Training Methodology
All training programmes at MTI being targeted towards practicing and experienced managers are
participative by design. The theoretical inputs are backed up by practical examples and syndicate
discussions. Business Cases are used in all programmes. The programmes, which contain behavioral
inputs, are often supported by role-play, instruments and outbound exercises conducted in a serene
atmosphere. Yoga and physical exercises are also integral part of some development programmes aimed
at enhancing individual effectiveness and group dynamics. Role Play and Hands on Exercises support
skill related programmes. Computer simulated games and exercises help the participants to hone their
newly learned skills in a competitive environment. Video Conferencing sessions are being organized for
interaction with Directors and Senior Executives.

Over the years, MTI has developed expertise in writing cases. So far, 15 volumes of cases have been
published. These cases are not only used in MTI but in other organizations also. To meet this demand
Sterling Publisher, New Delhi has brought out a priced edition of cases of MTI entitled Management
Cases for Business Managers and Trainers.

Factors to be Considered Prior to Training
Before acceptance of customer requirements, MTI ensure that:
The requirements of the customers, stated and implied, are understood and established.
The profiles of trainees are obtained.
The resources and infrastructure at MTI meet the requirements of the customer.
The deviation or difference, if any, is resolved.
The record of agreed customer requirements is maintained.
The new programme is not launched unless the design of the programme based on training needs is
verified by the customers.

Training Process Manual
Management Training Institute has two kinds of customers Customers in SAIL and Customers
external to SAIL. About 6500 senior executives and their training needs are assessed through system of
EPMS. The needs of customer external to SAIL are either assessed directly or through SAILCON the
consulting wing of SAIL.

Training Linked to Career Progression and New Roles
Training for the Corporate Cadre is dovetailed with growth through a set of General Management
Programmes linked with hierarchical progression, as shown in Figure 7
Maintenance
Personnel & Training
Library
Hospitality
Purchase
Services From
Programme Office
Product Delivery
Management Programmes
Performance Improvement
Workshops
Management Consultancy
Workshops and Seminars
Program related services
Management Research
Publications
Feedback
HoTs feedback
External customers feedback
Effectiveness study
Coordinators report (including
participants feedback)
Learning Sheet
Customers Needs Identification
SAIL
Heads of Training
CEs/ EDs of Plants/ Units
Training Advisory Board
Training Needs Analysis
Published Documents
External to SAIL
Direct requests from customers
Through SAILCON
Review
Analysis
Design
Figure 6: Training Process Flow Chart at MTI
E1/E2 MDP I
E3/E4- MDP II
E5 - EME
E6- HM
E7- SMP
E8
AMP
Figure 7: MDPs linked with Career Progression

In addition to these, MTI organizes programs for specific roles, as they arise from organizational
strategies. Some examples are
Programs on Project Management
Teamwork at CMO
Positive Attitude at RMD

Blend of Faculty
The institutes faculty represents a unique blend of academicians and successful practicing managers.
They are backed up by a large number of senior line managers, professors from knowledge institutions
and foreign and Indian consultants. Thus, there is a judicious mix of theory and practice forms the core
and its experience and expertise is geared to conduct a range of need-based training programmes in all
the training programmes at MTI.

Training competency models for Faculty

At MTI the different roles of a Trainer are structured through the allocation of tasks and targets and the
role definitions are clarified through the Quality Management System where the role expectations are
delineated. The different role expectations and operating mechanisms for trainers are given in Table 3




Table 3: Role expectations and operating mechanisms

Role Expectation/ Activity Operating Mechanism
Faculty role
Taking session: The Faculty is expected to
have a good grounding in the theory and
Practice of the subject.

Empanelment in Faculty
panel
Minimum number of
sessions indicated in tasks and
target
Trainers Manual
Administrator role
Program Co-ordination task includes the
complete cycle of running a program, all the
way from ensuring participants get the
invitation letter, arranging Faculty, conducting
the program, collecting feedback and preparing
the program coordinators report.

Reflected in the Program
Calendar
Detailed procedures for
Program coordination in
QMS, including checklist
Research Role
Publish papers, carry out research studies and
develop cases.
Book Reviews
Article digests of Articles in Leading Journals

Publication as a measure of
Academic Function in the
QMS

Consultant Role
Conducting workshops: Performance
Improvement Workshop (PIW), Learning
from Each Other(LEO)
Process consultancy for launching new
initiatives like Knowledge Management

LEO workshops indicated
in Training plan

Based on request from
Plants/Units

Training for the different roles is provided during the induction training process. In addition to that
specific training is also provided through special modules of TOTO (Training of Training Officers).
That includes Project work in addition to the structured inputs. Some of the projects done by TOTO
participants are given in Annexure J The different modules in TOTO, which collectively address all the
trainers roles are given in Table 4
Table 4: Different TOTO Modules
Module Programme
Module-1 Systematic Approach to Training (Phase I)
Module-2 Systematic Approach to Training (Phase II)
Module-3 Training Techniques
Module-4 Dealing with People (Interpersonal Skills for Trainers)
Module-5 Appreciation Programme on Systematic Approach to
Training
Module-6 Trainer as Internal Consultant
Module-7 Programme for Manager as Trainer (Phase-I & II)
Module-8 Instructional Skills for Occasional Trainers
Module-9 Computer as an Aid to Trainers

Extra-mural Activities
In addition to the structured time for the sessions, which normally is from 9:00 AM to 5:15 PM, the
participants have a number of options for extra-mural activities, which include

Yoga classes.
The library.
A fitness center
Indoor and outdoor games
A fitness path.
CTV with cable connection in each room
A recreation lounge
Internet Facilities
Video Conferencing Facilities