A MANAGEMENT THESIS REPORT ON

A Study of training need analysis at ACC Cement, Lakheri Cement Works

Submitted by:

Mudita Bhatt

ACC Cement, Lakheri Cement Works

Acknowledgement

Preface1. INTRODUCTION

COMPANY PROFILE

A) ACC Ltd.: An Overview

B) Vision C) Subsidiaries and Associates D) Heritage

E) Company Profile

F) Human Resource of ACC Ltd.

2. THEORETICAL CONCEPT

3. OBJECTIVE

4. RESEARCH METHODOLOGY

5. PERFORMANCE APPRAISAL AT ACC Cement Ltd.

6. LIMITATION

7. ANALYSIS

8. CONCLUSION

9. REFERENCES

I hereby take the golden opportunity to express my sincerity and gratitude to

all of them who helped me in completing the management thesis.First and the foremost I would like to thank Mr. Suresh Gupta sr. manager

(P&HRD) of ACC for providing me the opportunity to be a part of the

organization and contribute to its operations in my own capacity.I wish to express my sincere gratitude to Dr. Geeta Gupta for sharing vital information towards the accomplishment of the report objectives and providing direction in my report.I would also like to thanks Mrs. Minakshi Chauhan my faculty guide.

Management trading has gained rapid importance only recently. Management was previously considered as an inborn art or talent. But in todays fast developing world this view has been abandoned .To develop managerial capabilities and to supplement their theoretical knowledge with practical experience, the management students are required to go for training in business organization.

This study would not only help us as a management student to gain a deep insight of how an organization works but also to put practical usage of all the management techniques that we have learnt during the course of our study. This project helped us analyze the difference between the organizational realities and the theories that have been taught in our academic sessions and also gave us a real experience of the corporate world.

This project also helped us in understanding the working/functioning of the organization in a better way. It also taught us how to take every experience in the right way and learn from each one. Finally the analysis of the report and the recommendation made by us should be practically feasible to be put to test in real life situation.

ACC LIMITED : AN OVERVIEW

ACC (ACC Limited) is India's foremost manufacturer of cement and concrete. ACC's operations are spread throughout the country with 14 modern cement factories, 19 Ready mix concrete plants, 19 sales offices, and several zonal offices. It has a workforce of about 9000 persons and a countrywide distribution network of over 9,000 dealers. ACC's research and development facility has a unique track record of innovative research, product development and specialized consultancy services. Since its inception in 1936, the company has been a trendsetter and important benchmark for the cement industry in respect of its production, marketing and personnel management processes. Its commitment to environment-friendliness, its high ethical standards in business dealings and its on-going efforts in community welfare programmes have won it acclaim as a responsible corporate citizen. ACC has made significant contributions to the nation building process by way of quality products, services and sharing its expertise.

In the 70 years of its existence, ACC has been a pioneer in the manufacture of cement and concrete and a trendsetter in many areas of cement and concrete technology including improvements in raw material utilization, process improvement, energy conservation and development of high performance concretes.

ACCs brand name is synonymous with cement and enjoys a high level of equity in the Indian market. It is the only cement company that figures in the list of Consumer Super Brands of India.

The company's various businesses are supported by a powerful, in-house research and technology backup facility - the only one of its kind in the Indian cement industry. This ensures not just consistency in product quality but also continuous improvements in products, processes, and application areas.

ACC has rich experience in mining, being the largest user of limestone, and it is also one of the principal users of coal. As the largest cement producer in India, it is one of the biggest customers of the Indian Railways, and the foremost user of the road transport network services for inward and outward movement of materials and products.

ACC has also extended its services overseas to the Middle East, Africa, and South America, where it has provided technical and managerial consultancy to a variety of consumers, and also helps in the operation and maintenance of cement plants abroad.

ACC is among the first companies in India to include commitment to environmental protection as one of its corporate objectives; long before pollution control laws came into existence. The company installed pollution control equipment and high efficiency sophisticated electrostatic precipitators for cement kilns, raw mills, coal mills, power plants and coolers as far back as 1966. Every factory has state-of-the art pollution control equipment and devices.

ACC demonstrates the practices of being a good corporate citizen undertaking a wide range of activities to improve the living conditions of the under-privileged classes living near its factories.

ACC is one of the first Indian companies to realize the potential and importance of information technology and adopt automation and IT. We started computerizing our systems as early as 1968 - a commitment to progress through the harnessing of relevant available technologies, a habit that continues even today.

We have traveled a long way from the days in 1968 when we were using simple keypunching machines. Significant improvements have been made in the application systems and infrastructure. From Batch processing to on-line systems, from IBM1401 to the latest UNIX and Windows 2003 based machines we have made timely transitions determined by available technologies and business requirements.

We are currently in the process of making a quantum jump from our current in-house developed systems using Oracle 9i and Developer 6i to an ERP based solution. This decision was solely based on our strategic objectives and the business benefits that we expect to derive from implementing such a solution. With this move we will also align people, business processes and technologies across the country.

As part of the objective of providing uninterrupted service to the business, we are setting up a primary data centre and a disaster recovery centre to house all the servers related to the ERP solution. These data centers are inter-connected using high speed data links so that the data is always current at both these locations.SUBSIDIARIES and ASSOCIATES:

Subsidiary companies of ACC include the country's first bulk cement distribution terminal in Mumbai. Our experience of several decades in manufacturing and engineering has helped us acquire skills that have proved useful in other areas. Through subsidiaries, technical collaborations and associations, ACC offers products and services in fields such as cement machinery, tyre machinery, and bulkers.

Bulk Cement Corporation (India) Ltd. (BCCI)ACC Machinery Company Ltd. (AMCL)Bulk Cement Corporation (India) Limited (BCCI)Situated at Kalamboli, in Navi Mumbai (formerly New Bombay), this company caters to bulk cement requirements of the city of Mumbai and its environs. It has two cement storage silos with a capacity of 5,000 tons each. The plant receives cement in bulk from ACC plants at Wadi. The plant has its own special purpose railway wagons and rakes and its own railway siding. The first of its kind in India, BCCI is equipped with all the facilities required by increasingly sophisticated construction sites in a bustling metropolis, including a laboratory, a fleet of specialized trucks and site silos for the convenience of customers and is capable of offering loose cement in bulk-tanker vehicles as well as packed cement in bags of varying sizes from 1 tonne down to 25 kg bags. BCCI is situated strategically on the outskirts of Mumbai, just off the new Mumbai-Pune Expressway. It is a landmark structure spread over 30 acres of land.

ACC Machinery Company Limited (AMCL)

Located in the Butibori Industrial estate near Nagpur, AMCL manufactures machinery and equipment for use in chemicals and cement industries such as bulk transporters, vertical pre-grinding roller mills and blowers and tyre and rubber-manufacturing machinery such as presses, mixers and extruders.

INTERNATIONAL ASSOCIATIONS

Saudi Arabia - Yanbu Cement CompanyNigeria - Dangote Industries

ACC AbroadWith its large pool of skilled scientists, engineers and technocrats who keep abreast of the latest international trends and developments in cement, ACC has successfully handled a diverse range of assignments in different parts of the world, mainly in Asia and Africa. Our project engineering consultancy and project management expertise has been tested against the best in the world.

Saudi Arabia - Yanbu Cement Company

Since 1979 ACC has been operating and managing a large cement plant owned by Yanbu Cement Company (YCC) and located near the port city of Yanbu in the Kingdom of Saudi Arabia. The Yanbu plant incorporates sophisticated process control systems. YCC today has a capacity of over 3.30 million tonnes per annum. Cement production at this plant has continued to exceed the guaranteed quantum stipulated in the contract year after year.

Nigeria - Dangote IndustriesACC has been retained by M/s Dangote Industries, a leading diversified industrial group of Nigeria, to provide comprehensive engineering consultancy for setting up their proposed new green field cement plants of capacity 3 x 7000 TPD (tonnes per day) and for optimization and up gradation of their existing plants from 2x2000 TPD to 2x3500 TPD.

HERITAGE

Ours has been an interesting story one that inspired a book. ACC was formed in 1936 when ten existing cement companies came together under one umbrella in a historic merger the countrys first notable merger at a time when the term mergers and acquisitions was not even coined. The history of ACC spans a wide canvas beginning with the lonely struggle of its pioneer F E Dinshaw and other Indian entrepreneurs like him who founded the Indian cement industry. Their efforts to face competition for survival in a small but aggressive market mingled with the stirring of a countrys nationalist pride that touched all walks of life including trade, commerce and business.

The first success came in a move towards cooperation in the countrys young cement industry and culminated in the historic merger of ten companies to form a cement giant. These companies belonged to four prominent business groups Tatas, Khataus, Killick Nixon and F E Dinshaw groups. ACC was formally established on August 1, 1936. Sadly, F E Dinshaw, the man recognized as the founder of ACC, died in January 1936. Just months before his dream could be realized.

F. E. Dinshaw the founder of ACC

ACC stands out as the most unique and successful merger in Indian business history, in which the distinct identities of the constituent companies were melded into a new cohesive organization one that has survived and retained its position of leadership in industry. In a sense, the formation of ACC represents a quest for the synergy of good business practices, values and shared objectives. The use of the plural in ACCs full name, The Associated Cement Companies Limited, itself indicates the companys origins from a merger. Many years later, some stockbrokers in the countrys leading stock exchanges still refer to this company simply as The Merger.

ACC's First Board Meeting in 1936 at The Esplanade

Sir Nowroji B Saklatvala was the first chairman of ACC. The first Board included distinguished luminaries of the Indian business world of the time names like J R D Tata, Ambalal Sarabhai, Walchand Hirachand, Dharamsey Khatau, Sir Akbar Hydari, Nawab Salar Jung Bahadur and Sir Homy Mody among others.

A strategic alliance

The house of Tata was intimately associated with the heritage and history of ACC, right from its formation in 1936 upto 2000. Between the years 1999 and 2000, the Tata group sold all 14.45 per cent of its shareholding in ACC in three stages to subsidiary companies of Gujarat Ambuja Cements Ltd (GACL), who are now the largest single shareholder in ACC. This has enabled ACC to enter into a strategic alliance with GACL, a company reputed for its brand image and cost leadership in the cement industry.

Holcim - a new partnership

A new association was forged between ACC and the Holcim group of Switzerland in 2005. In January 2005, Holcim announced its plans to enter into a long-term strategic alliance with the Ambuja Group by acquiring a majority stake in Ambuja Cements India Ltd. (ACIL), which at the time held 13.8 per cent of the total equity shares in ACC. Holcim simultaneously announced its bid to make an open offer to ACC shareholders, through Holdcem Cement Pvt Limited and ACIL, to acquire a majority shareholding in ACC. An open offer was made by Holdcem Cement Pvt. Limited along with Ambuja Cements India Ltd. (ACIL), following which the shareholding of ACIL increased to 34.69 per cent of the Equity share capital of ACC. Consequently, ACIL has filed declarations indicating their shareholding and declaring itself as a Promoter of ACC.

Holcim is the world leader in cement as well as being large suppliers of concrete, aggregates and certain construction-related services. Holcim is also a respected name in information technology and research and development. The group has its headquarters in Switzerland with worldwide operations spread across more than 70 countries. Considering the formidable global presence of Holcim and its excellent reputation, the Board of ACC has welcomed this new association.

ACCs Head Office - Cement House, 121 Maharshi Karve Road, Mumbai.

ACCs registered office was first located at Esplanade House in South Mumbai, a graceful edifice that still stands out in its neighbourhood. The head office then shifted to its own premises in Cement House shown here. The address of this stately building was then Number 1, Queens Road, Churchgate. An all-India

competition in 1938 had invited leading architects of the time to send in their designs of which this elegant design made by Ballardie Thompson & Mathews was chosen as the winning entry. Work on its construction began in 1939 and was completed during the War period. The building was occupied by the Royal Air Force and vacated only in 1946.ACHIEVEMENTS

Year Achievement

1936 The Associated Cement Companies Limited incorporated on August 1

1947 India's first entirely indigenous cement plant installed at Chaibasa.

1955 ACC Sindri uses waste material - calcium carbonate sludge -from fertilizer factory at Sindri to make cement

1956 Bulk Cement Depot established at Okhla, Delhi

1961 Blast furnace slag, (a waste by-product from steel) from TISCO used at ACC Chaibasa to manufacture Portland Slag Cement.

1961 Oilwell Cement manufactured at ACC Shahabad for cementation of oilwells upto a depth of 6,000 feet.

1961 Manufacture of Hydrophobic (waterproof) cement at ACC Khalari.

1965 Manufacture of Portland Pozzolana Cement using naturally available materials. An eco-friendly cement using an eco-friendly process.

1966 ACC inducts use of pollution control equipment and high efficiency sophisticated electrostatic precipitators for its cement plants and captive power plants decades before it becomes mandatory to do so.

1978 Introduction of the energy efficient pre-calcination technology for the first time in India.

1982 Commissioning of the first 1 MTPA (million tonne per annum) plant in the country at Wadi, Karnataka.

1984 ACC achieves a breakthrough in import substitution by developing and supplying a special G type of oil well cement to ONGC.

1987 ACC develops a new binder, working at sub-zero temperature, which is successfully used in the Indian expedition to Antarctica.

1992 Incorporation of Bulk Cement Corporation of India, a JV with the Government of India.

1993 Commercial manufacture of ready-mixed concrete at Mumbai.

2001 Commissioning of the new Wadi plant of 2.6 MTPA capacity in Karnataka, the largest in India, and among the largest sized kilns in the world.

2002Supply of High Performance Concrete of M -75 grade to JJ Flyover in Mumbai becoming first time in India to supply concrete of such high strength level for use in a mega construction project.

2005Commissioned Asias largest Tube Conveyor of 2.5 kms for transportation of Limestone from mines to plant at the newly modernized Chaibasa Works in Jharkh

COMPANY PROFILEACC (ACC Limited) is India's foremost manufacturer of cement and concrete. ACC's operations are spread throughout the country with 14 modern cement factories, 19 Ready mix concrete plants, 19 sales offices, and several zonal offices. It has a workforce of about 9000 persons and a countrywide distribution network of over 9,000 dealers. ACC's research and development facility has a unique track record of innovative research, product development and specialized consultancy services. Since its inception in 1936, the company has been a trendsetter and important benchmark for the cement industry in respect of its production, marketing and personnel management processes. Its commitment to environment-friendliness, its high ethical standards in business dealings and its on-going efforts in community welfare programmers have won it acclaim as a responsible corporate citizen. ACC has made significant contributions to the nation building process by way of quality products, services and sharing its expertise.

In the 70 years of its existence, ACC has been a pioneer in the manufacture of cement and concrete and a trendsetter in many areas of cement and concrete technology including improvements in raw material utilization, process improvement, energy conservation and development of high performance concretes.

ACCs brand name is synonymous with cement and enjoys a high level of equity in the Indian market. It is the only cement company that figures in the list of Consumer Super Brands of India.

The company's various businesses are supported by a powerful, in-house research and technology backup facility - the only one of its kind in the Indian cement industry. This ensures not just consistency in product quality but also continuous improvements in products, processes, and application areas.

ACC has rich experience in mining, being the largest user of limestone, and it is also one of the principal users of coal. As the largest cement producer in India, it is one of the biggest customers of the Indian Railways, and the foremost user of the road transport network services for inward and outward movement of materials and products.

ACC has also extended its services overseas to the Middle East, Africa, and South America, where it has provided technical and managerial consultancy to a variety of consumers, and also helps in the operation and maintenance of cement plants abroad.

ACC is among the first companies in India to include commitment to environmental protection as one of its corporate objectives; long before pollution control laws came into existence. The company installed pollution control equipment and high efficiency sophisticated electrostatic precipitators for cement kilns, raw mills, coal mills, power plants and coolers as far back as 1966. Every factory has state-of-the art pollution control equipment and devices.

ACC demonstrates the practices of being a good corporate citizen undertaking a wide range of activities to improve the living conditions of the under-privileged classes living near its factories.

DETAIL ABOUT LOCATION OF THE HEAD OFFICE WORKS AND BRANCHES OF DIVISIONS OF ACC LTD.Bargarh Cement WorksChaibasa Cement WorksChanda Cement WorksDamodhar Cement WorksGagal Cement WorksJamul Cement Works Kymore Cement WorksLakheri Cement WorksMadukkarai Cement WorksSindri Cement WorksWadi Cement WorksTikaria Cement Works

Corporate Office

Overseeing the company's range of businesses, the Corporate Office is the central headquarters of all business and human resource functions.

ACC Limited Cement House 121, Maharishi Karve Road Mumbai - 400 020India

Tel: 91-22-66654321Fax: 91-22-66317440

BOARD OF DIRECTORS

BOARD OF DIRECTORS

Mr. N. S. SekhsariaChairman

Mr Paul Hugentobler Deputy Chairman

Mr. Sumit BanerjeeManaging Director

Mr A L KapurMr S M PaliaMr Naresh ChandraMr Markus AkermannMr M L Narula Mr D K MehrotraMr R A ShahDr Nirmalya KumarMr Shailesh Haribhakti Ms Shikha Sharma

INFRASTRUCURE

ACC is one of the first Indian companies to realize the potential and importance of information technology and adopt automation and IT. We started computerizing our systems as early as 1968 - a commitment to progress through the harnessing of relevant available technologies, a habit that continues even today.

We have traveled a long way from the days in 1968 when we were using simple keypunching machines. Significant improvements have been made in the application systems and infrastructure. From Batch processing to on-line systems, from IBM1401 to the latest UNIX and Windows 2003 based machines we have made timely transitions determined by available technologies and business requirements.

We are currently in the process of making a quantum jump from our current in-house developed systems using Oracle 9i and Developer 6i to an ERP based solution. This decision was solely based on our strategic objectives and the business benefits that we expect to derive from implementing such a solution. With this move we will also align people, business processes and technologies across the country.

As part of the objective of providing uninterrupted service to the business, we are setting up a primary data center and a disaster recovery center to house all the servers related to the ERP solution. These data centers are inter-connected using high-speed data links so that the data is always current at both these locations.We are a large organization with centers of manufacturing, marketing and R&D spread across the length and breadth of the nation. We have, therefore, invested in the creation of a comprehensive infrastructure that allows free flow of information across the organization. This enables almost instant communication between all levels in the organization. This, we achieved by installing a hybrid WAN network to connect each of our 275 plus locations. A judicious mix of VSAT and VPN links ensure adequate connectivity between these locations. Each manufacturing location has a well designed LAN to meet the needs of that location. Significant enhancements to this network, with in-built redundancies are being achieved as a part of making this quantum jump in our objectives of providing uninterrupted service to the business.

PRODUCTS

ACC manufactures the following types of cement, in addition to which, it provides Bulk Cement and Ready Mix Concrete.

ORDINARY PORTLAND CEMENTSOPC 43 GradeOPC 53 Grade

BLENDED CEMENTS

Fly-ash based Portland Pozzolana CementPortland Slag Cement

ORDINARY PORTLAND CEMENTS43 Grade Cement (OPC 43 Grade)

ACC Cement is the most commonly used cement in all constructions including plain and reinforced cement concrete, brick and stone masonry, floors and plastering. It is also used in the finishing of all types of buildings, bridges, culverts, roads, water retaining structures, etc.

What is more, it surpasses BIS Specifications (IS 8112-1989 for 43 grade OPC) on compressive strength levels.

ACC Cement is marketed in specially designed 50 kg bags.

53 GRADE CEMENT

This is an Ordinary Portland Cement which surpasses the requirements of IS: 12269-53 Grade. It is produced from high quality clinker ground with high purity gypsum.

ACC 53 Grade OPC provides high strength and durability to structures because of its optimum particle size distribution, superior crystalline structure and balanced phase composition.

It is available in specially designed 50-kg bags

BLENDED CEMENTS

Fly-ash based Portland Pozzolana CementThis is a special blended cement, produced by inter-grinding higher strength Ordinary Portland Cement clinker with high quality processed fly ash - based on norms set by the company's R&D division. This unique, value-added product has hydraulic binding properties not found in ordinary cements.

It is available in specially designed 50-kg bags.

PORTLAND SLAG CEMENT

This is a slag-based blended cement that imparts strength and durability to all structures. It is manufactured by blending and inter-grinding OPC clinker and granulated slag in suitable proportions as per our norms of consistent quality. PSC has many superior performance characteristics, which give it certain extra advantages when compared to Ordinary Portland Cement

HUMAN RESOURES OF ACC LTD.

ACC has a large workforce of about 9,000 people, comprising experts in various disciplines assisted by a dedicated workforce of skilled persons. ACC employees referred to as the ACC Parivar, come from all parts of the country and belonging to a variety of ethnic, cultural and religious backgrounds. ACC employees display a strong sense of loyalty to the Company and their special stellar qualities as value-adding human capital are well known in the industry.

ACC has clearly stated guidelines concerning recruitment, termination, career advancement, performance appraisal, professional and employee ethics and code of conduct. The Companys personnel policies and processes enshrine equal opportunities to all and non-discrimination with regard to gender, caste, creed, ideology or other opinion, whether social, political or religious. Also ensured is a due process for employee consultation and participation in organizational development and policy formulation.

RECRUITMENT

Recruitment in ACC is a very fair and transparent process with adequate opportunities to look for suitable candidates internally as well as from outside. Applicants are generally invited on the basis of specific advertisements in newspapers and websites. A Committee of officers called the Central Recruitment Committee handles the entire recruitment process comprising screening of applications, preliminary short-listing, interviews and final selection. Every attempt is made to make the selection process as objective as possible by incorporating tests of competence.

In some cases, outside consultants are retained. All decisions of the recruitment committee are recorded in respect of each candidate. Candidates are informed of their short-listing and selection immediately after the interview or at the earliest thereafter.PERFORMANCE MANAGEMENT

The Companys performance management system is in itself a benchmark that provides ample opportunities and motivational incentives to employees so as to reward and retain good talent within the Company. These incentives include Performance Linked Incentives, Good Work Awards, Letters of Appreciation, Special Increments, Promotions, Nomination to external training programmers in India and abroad, public felicitation and appreciation. Some plants have Best Employee and Employee of the Month Awards and recognition. Competent employees and those who display aptitude are invited to become Trainers themselves and receive Train the Trainer facilitation.

TRAINING AND DEVELOPMENT

Our new Performance Management System incorporates a process called Competency Assessment and Training and Developmental Needs wherein appraisers are specifically called upon to identify and assess training needs of employees at specific intervals that do not coincide with Performance Appraisals. This is so that training needs can be assessed objectively. Training is imparted to take care of an individuals career development as well as functional and skill enhancement. Competency and Development training inputs include Skill and general performance enhancement, communication skills and Career development. Functional training needs are identified and conducted by functional departments while Corporate HR organizes competency and developmental inputs.

EMPLOYEE WELFARE AND PERQUISITES

Employee welfare receives prime attention at ACC. We have several schemes for general welfare of employees and their families. These cover education, healthcare, retirement benefits, loans and financial assistance and recreation facilities.

ACC townships have excellent schools that are often the best in the district. Education at these schools is subsidized for employees wards. We offer attractive scholarship allowances for children studying at places away from their parents, merit scholarships for outstanding children and financial assistance for employees children to pursue higher professional education.

Liberal medical benefits are made available to employees and their family members by way of reimbursements towards normal medical treatment, domiciliary treatments and special sanctions for serious illness. Each of our townships has well-equipped health care centers with qualified medical staff and facilities, ambulance, referrals and tie-ups with reputed hospitals for specialized treatment. In addition, there are regular health checkups, camps and programmers.

Employees are eligible to apply for loans and financial assistance for various purposes such as purchase of assets, residential premises as well as a scheme that provides for supply of cement at subsidized rates to those building their own houses.

At our cement plants and factories, employees are provided furnished and unfurnished accommodation based on their entitlements. At many locations, the employees are given free electricity, free water supply and free bus facility for nearby places and schools. These houses are well maintained and periodically.

EMPLOYEE SATISFACTION

In addition to periodic internal Employee Satisfaction Surveys, we participate in Employee Satisfaction and Work Places Surveys conducted by reputed external agencies and organisations like Hewitt Associates Grow Talent. And from time to time, ACC has also retained reputed firms like Mercer and Boston Consulting Group to study our internal work environment and employee policies and suggest areas of improvement. We share below salient points of the latest survey of employees:

People are treated fairly regardless of religion and gender

ACC is a safe place to work

Management is competent in running business

Employees feel good about what we do for society

Proud to tell others I work here

Management thinks positively

The overall findings show significant job satisfaction at all levels as also deep respect for the company, its performance management system and its overall business performance.

The main objective of this thesis is to find out that how far the training need analysis program conducted are helpful to the employees in improving their productivity which is helpful for the employees and the company both.

The first step towards carrying out training need analysis is to find the requirements of employees for their development. It is to evaluate personal skills for the tasks assigned to an employee during the period of appraisal. To evaluate the training needs, different criteria like timeliness, quality, customer satisfaction etc. Personal skills of employees are also evaluated on the basis of analytical abilities, communication skills, decision-making etc. Training need analysis is a part of PMS (Performance Management System)

OBJECTIVES OF TRAINING NEED ANALYSIS1) To manage performance and align individual objectives to business objectives.

2) To help appraisee to give his best performance by focusing on major value adding results

3) To promote objectivity in Performance Assessment & Rewards

4) To help him become aware of his strengths and to build on these. To bring some weakness to attention for improvement.

5) To find out the gap between actual performance and standard n

performance.

Management:

It is the process of planning, organizing, staffing, leading and controlling the efforts of organizations member and use of other organizational resources in order to attain stated organizational goal.

Staffing:

Determining what type of people should be hired; recruiting prospect employee, setting performance standard, evaluating performance; training and developing employee.

Training: It is the method used to give new or present employee the skills they need to perform their job.

Necessity for training and development

The present scenario revels that there is continuous change in the market, business diversification, economic transformation and cyclic changes in manufacturing of product as well as updating the technology. So to exist in the market a firm, be it small scale or large scale it needs to update to survive in the market and it is done through human resource training and development. It acts as a strategic tool and helps it in different ways. Like:

Achieve goals.

Profitability.

Improve labor relation.

Improvement in goodwill.

Makes employee aware of organizational goal.

Enable employee to adjust with changes in organization.

Education, Training and development are three different concepts. The difference between Education and Training is as follows:

Serial No.Points of Distinction EducationTraining

1Content & ScopeBroad & generalNarrow & job specific

2NaturePure & theoreticalApplied & Practical

3DurationLongShort

4ResultDelayed & inapparentQuick & apparent

They both are complementary & both involve development of talent & human potential.

Serial No.Point of DistinctionTrainingDevelopment

1ContentsTechnical & Mechanical operation Conceptual & philosophical concepts

2ParticipantsNon- managerial personnelManagerial personnel

3Time PeriodShort-term one shot affairLong term continuous process

4PurposeSpecific, job related skillsTotal personality

5InitiativeFrom management- external motivationFrom individual himself- internal motivation

6Nature of processReactive process-to meet current needProactive process- to meet future needs

Development complements training because HR can exert their full potential only when the learning process goes far beyond simple routine.

Training need analysis Training need analysis is a process of comparing the actual performance with the standard performance and finding out the deviation, if any. It is a method of analyzing and evaluating the weaknesses of employees and finding out the areas where the employees performance can be improved.

ACC has a large workforce of about 9,000 people, comprising experts in various disciplines assisted by a dedicated workforce of skilled persons. ACC employees, referred to as the ACC Parivar, come from all parts of the country and belonging to a variety of ethnic, cultural and religious backgrounds. ACC employees display a strong sense of loyalty to the Company and their special stellar qualities as value-adding human capital are well known in the industry.

ACC has clearly stated guidelines concerning recruitment, termination, career advancement, performance appraisal, professional and employee ethics and code of conduct. The Companys personnel policies and processes enshrine equal opportunities to all and non-discrimination with regard to gender, caste, creed, ideology or other opinion, whether social, political or religious. Also ensured is a due process for employee consultation and participation in organizational development and policy formulation.

Training

Our new Performance Management System incorporates a process called Competency Assessment and Training and Developmental Needs wherein appraisers are specifically called upon to identify and assess training needs of employees at specific intervals that do not coincide with Performance Appraisals. This is so that training needs can be assessed objectively. Training is imparted to take care of an individuals career development as well as functional and skill enhancement. Competency and Development training inputs include Skill and general performance enhancement, communication skills and Career development. Functional training needs are identified and conducted by functional departments while Corporate HR organizes competency and developmental inputs.Primary Data:

To get the required information I made two surveys in the Human Resource Department of ACC Cement . The method used to conduct the survey was personal interviews. I interviewed Mr.Suresh Gupta (Sr. Manager P&HRD), the head of the department and got the questioners filled on his observation about performance appraisal.

The second survey which I conducted was the other way round. In this survey I tried to get the feedback of the employees about the performane appraisal program . Through this survey I tried to evaluate that how the employees felt about the performance appraisal program. I also consulted Mr. Suresh Gupta (Sr. Manager P&HRD) and Mrs. Meenakshi Chauhan (Faculity Guide) .Secondary Data: Internet

Books:

(i)How to plan & Design Performance Appraisal Programmes by Leslie Rae (Published by INFINITY BOOKS).

(ii) Human Resource Management by H.L. Kumar

(iii) Human Resource Management by Ramaswamy

(iv) Human Resource Management Book of the curriculum of INC MBA Program (2nd Semester).

1) Time Constraints- Sometimes the respondents fail to give the feedback due to lack of time as they are busy with their work.

2) Biasness- Sometimes the respondents are bias in answering the questions due certain reasons.

3) Policy Restrictions- Sometimes due to certain norms and policies of the company we as a surveyor are not able to exhibit certain facts.

3) Distance The ACC Cement, Lakheri plant is situated very far from Kota.

Theoretical conceptTraining Needs Analysis (TNA) is an essential first step in management development if you wish to achieve the greatest improvement in performance and best value from your investment in training, development, practical experience or networking. A comprehensive training needs analysis is the basis for designing a cost effective management or talent development programme. This can incorporate a 360 feedback survey, or an analysis of current corporate needs. For senior individuals an intensive interview programme, including work shadowing can be justified.Automate your 360 feedback Training Needs Analysis (TNA) with on-line services using independently benchmarked competencies.

Buddy Coach - a no cost option for individuals, with suggestions of how to improve performance. Get feedback from your colleagues and use it to develop a personal development plan.

Corporate Feedback - a fully customizable system that allows you to specify your own job roles, competencies and template. Essential for 360 surveys of more than 10 people, when manual administration gets too complicated.How do you design a TNA?

First set your context. Before starting on a training needs analysis, it is desirable to carry out an audit of the current situation, desired changes in job or responsibility, and probable technological and organizational developments. This will provide the information needed to determine what is required of the individual, team or organization.

Then you can determine performance standards in terms of skills, contacts and practical experience. There are many published management competencies and standards for directors that can be helpful here. You will find many useful forms and questionnaires in our learning resources section.

Simple questionnaires help you identify where individuals stand on a range of competences in management, corporate governance and director behaviour, and corporate culture. Both the process of answering the questions, and the feedback will contribute to self awareness, especially if the results include contributions from line manager, peers and direct reports. The training need is the difference between the current performance and the required performance.

Brefi Group can help you design a training needs analysis and also provide the tools and administration for an independent confidential exercise. As well as interview and paper based systems, we provide on-line computer based systems. This is particularly helpful as the number of candidates increases.

360 feedback surveys

A 360 feedback survey helps the organization obtain quality information about performance and relationships by posing a set of standard questions to an individual's line manager, peers and direct reports. This all around (360) approach identifies any variation of behavior in different roles and minimizes personal bias. The information can be collected on paper forms or using computer systems; the print-out in either case acts as a third party report which managers or coaches and their clients can discuss in a non-emotional manner.

Brief group recommends that a 360 survey should precede any developmental coaching programmed. When reviewing an individual it is often best to ask open questions such as: -

Keep doing: What are the things which 'name' currently does which help you and which you hope (s)he will continue to do?

Do more of: What are the things you would like 'name' to start doing or do more of?

Do less of: What are the things which 'name' does which get in the way and which you would like to be done less often?

Development needs: What are the areas upon which you feel 'name' should really concentrate in order to improve the managerial performance of the organization? You may wish to highlight aspects of how (s)he manages or specific objectives or accountabilities which you feel need attention.

Personal strengths: What do you see as the key strengths which 'name' brings to his/her job?

This information can then be consolidated by an independent consultant and fed back in a relatively unattributed manner.

However, for a larger or organization-wide survey it is better to get numeric information that can be analyzed and presented by computer. Brief Group has developed two on-line TNA analysis programs for this purpose.

Buddy Coach is a low cost on-line service for individuals - the basic service is free. Using standard questions based on competencies in personal effectiveness, managing communications, managing people, effective directorship and corporate culture an individual can obtain an analysis of personal strengths and development needs. For a small charge up to ten others - line manager, peers and direct reports for instance - can be invited to comment too. The graphical results contrast the results from the different categories of feedback and also compare them with the norm for our international database. For each competence result there are suggestions of how to improve.

Corporate Feedback is a powerful tool for organizations to identify individual and corporate training needs. It is a fully customizable on-line 360 feedback program which draws on a reservoir of independently benchmarked competencies for managers and directors. The software is hosted on our servers but can be fully integrated into your website or intranet within a template of your design.

Corporate Feedback offers a choice of job role, that can either be specified by the client or draw on our standard list. Within each job role there is a choice of modules, such as managing people or managing finance. Again, these can be specified by the client or draw on our existing selection. Each module comprises a number of competencies.

Brief Group has evolved a large selection of competencies, many based on international standards. Clients can draw on these and also include specific competencies relevant to their own organization. Each competence is represented by four statements which are included randomly in the questionnaires with options to agree or disagree.

The results are presented graphically, with options for department heads and HR departments to view consolidated results and for learning recommendations to be included within each category.

Personal interviews

A personal interview by a trained interviewer who is independent of the organization is a means of obtaining high quality information about an individual or members of a team. Not only can the interviewer collect standard information, but he/she can ask penetrating questions to identify the reasons for the feedback.

The information can be fed back to the subject in a non-attributable manner, but with much more information, including not only actual quotes but the appropriate voice tone and emphasis of the original quote. If the interviewer is also commissioned to coach the individual or team, this quality information will ensure that real issues are properly dealt with.

Work shadowing

Work shadowing involves a coach spending time with an individual while he or she is carrying out their normal work. The coach sits in on meetings and observes the individual's behavior in different circumstances. Feedback can then be immediate, or compiled into a formal report. The instant feedback is a valuable part of the coaching process.

What to do next

There are lots of detailed pages on this site, so if you have a specific interest, please use the search box at the top of the page. If you would like to know more about us please complete our contact form, or visit our photo gallery to discover the range of activities and locations that we can arrange, or ...

What Training is Right for Your Business?

Begin with a Training Needs Analysis

Choosing the correct training solution for your business is not a simple process. Should you focus on e-learning, instructor-led courses, distance learningor should you choose a mixture of these offerings? Does training need to be customized to your companys specific needs? A training needs analysis can help you clarify the project's goals and evaluate possible solutions. This phase allows project leaders, subject matter experts, and training specialists to evaluate the situation and make informed decisions. Intulogys Optimal Learning Solution (OLS) methodology can help you analyze your needs and select the best training solution.

Understand the First StepsHere are five basic steps that Intulogy uses, and examining them in depth can help you analyze your current environment and make an informed and sound needs assessment decision.

Analyze Your Situation

Evaluate the Training in Place

Identify Gaps

Assess Your Options

Choose Your Solutions

Intulogy will guide your organization through the needs analysis process to produce solutions best suited to your customized needs.

Plan for the FutureYou can conduct a training needs analysis for a single project, a class of employees, or even your entire company. In our case studies section, we show how the Alaska Department of Transportation conducted web-based surveys of its managers and supervisors to create a comprehensive training needs assessment.

If you would like help with a training needs assessment, please contact one of our training experts. An analysis of training need is an essential requirement to the design of effective training. The purpose of training need analysis is to determine whether there is a gap between what is required for effective performance and present level of performance.

Why training need analysis?

Training need analysis is conducted to determine whether resources required are available or not. It helps to plan the budget of the company, areas where training is required, and also highlights the occasions where training might not be appropriate but requires alternate action.Training Need arises at three levels:

Corporate need and training need are interdependent because the organization performance ultimately depends on the performance of its individual employee and its sub group.

Organizational Level Training need analysis at organizational level focuses on strategic planning, business need, and goals. It starts with the assessment of internal environment of the organization such as, procedures, structures, policies, strengths, and weaknesses and external environment such as opportunities and threats.

After doing the SWOT analysis, weaknesses can be dealt with the training interventions, while strengths can further be strengthened with continued training. Threats can be reduced by identifying the areas where training is required. And, opportunities can be exploited by balancing it against costs.

For this approach to be successful, the HR department of the company requires to be involved in strategic planning. In this planning, HR develops strategies to be sure that the employees in the organization have the required Knowledge, Skills, and Attributes (KSAs) based on the future KSAs requirements at each level.

Individual Level Training need analysis at individual level focuses on each and every individual in the organization. At this level, the organization checks whether an employee is performing at desired level or the performance is below expectation. If the difference between the expected performance and actual performance comes out to be positive, then certainly there is a need of training.

However, individual competence can also be linked to individual need. The methods that are used to analyze the individual need are:

Appraisal and performance review Peer appraisal Competency assessments Subordinate appraisal Client feedback Customer feedback Self-assessment or self-appraisal

Operational Level Training Need analysis at operational level focuses on the work that is being assigned to the employees. The job analyst gathers the information on whether the job is clearly understood by an employee or not. He gathers this information through technical interview, observation, psychological test; questionnaires asking the closed ended as well as open ended questions, etc. Today, jobs are dynamic and keep changing over the time. Employees need to prepare for these changes. The job analyst also gathers information on the tasks needs to be done plus the tasks that will be

Training need analysis in ACCThe first step in the TNA is to ensure that the organization has clear, focused business objectives. These should be agreed by top management (usually the owners in a dental practice and senior managers in other organizations) so that a clear idea of what the organization is trying to achieve is understood by everyone in it.In this part, we will discuss:

Identifying the objectives of the organization

Appointing a training co-ordinator

Gathering information about the skills and abilities of the individuals that are needed now and will be needed in the future

Analyzing that information

Identifying the gaps that exist between the current situation and what is/will be required

A training needs analysis (TNA) is the process of identifying the areas where both individuals and groups in an organization would benefit from training in order to become more effective at achieving their own objectives and the objectives of the organization.

A TNA involves five basic steps:

1. Identifying the objectives of the organization

2. Appointing a training co-ordinator

3. Gathering information about the skills and abilities of the individuals that are needed now and will be needed in the future

4. Analyzing that information

5. Identifying the gaps that exist between the current situation and what is/will be required

Each of these steps will be the subject of separate articles in the series. This second article looks at the whole process in outline and how a TNA links into the overall management of the organization.

The training planSometimes training is not really planned at all. Rather than being a proactive process training tends to be much more reactive. So, when a dental nurse is overheard on the telephone talking to a patient in an inappropriate manner some kind of training is then perceived as being needed, or may be provided there and then.

Most dental organizations have a basic plan for the clinical training staff, whether a dental nurse or junior clinician. However, an integrated training plan for the whole organization may be lacking, leaving individuals to train others in a different fashion. In a group practice, for example, different dentists may well be providing very different levels of training for their dental nurses and even for the receptionists.

A training plan should prevent the confusion and ultimate inefficiency that tends to result from these ad hoc approaches, because a training plan should cover the whole organization and should be consistent. That consistency starts with agreement of what the organization is trying to achieve and what the priorities are at the moment.

Without this coherence training usually consists of individuals attending courses without the realization that it might be cheaper and more effective to engage a trainer to provide training within the organization; or that money is being spent on training without any clear idea of what that training is trying to achieve. Different people will often be attending courses on the same subject unnecessarily, or going to courses in areas they are already competent at (but enjoy) or are interested in rather than in areas that are required in order for the organization to meet its current objectives.

For example, imagine a dental practice that has decided that one of its main priorities at the moment is to increase gross income by 20%. In order to achieve this objective everyone in the practice needs to be better at selling (improving patient acceptance of treatment plans that are clinically required). However the principal of the practice has received a brochure in the mail describing a local course on implant dentistry, and because this is an areas he is interested in he decides this course is exactly what is needed to help increase gross income. So the training budget (if there is one) is spent on the dentists attending this course rather than on everyone in the practice being trained (by an external trainer perhaps) in effective ethical selling.

Clear objectivesThe first step in the TNA is to ensure that the organization has clear, focused business objectives. These should be agreed by top management (usually the owners in a dental practice and senior managers in other organizations) so that a clear idea of what the organization is trying to achieve is understood by everyone in it.

Usually this requires a mission statement (ideally a single sentence describing the chief aim of the organization) and a set of strategic objectives. These objectives should tell everyone what the organization thinks is important (its values) and what people should be focusing on (their jobs).

Based on these objectives it is possible to assess which areas of the overall business plan take priority at the moment, and which areas link with other areas. In our example of increasing gross income by 20% (which is a financial objective) we will obviously need to consider both selling and marketing objectives as well as possibly customer care and clinical care. There may well be topics in all of these areas that will need to be considered in order for the overall objective to be achieved.

Appointing a training co-ordinatorEven in the smallest organization (such as a dental practice containing one dentist and one receptionist/nurse) it is worth appointing a training co-ordinator.

The reason is that training needs to be part of someone's job. If it is not, it tends to get left out and that is one of the reasons why training is so often poorly planned and implemented.

Often the training co-ordinator can also be the training administrator (the person who books the courses or organizes the training sessions). It can be the practice owner in a dental practice, or another member of staff. Whether the dentist takes on the role or it is delegated to someone else, commitment to organized training from 'top management' should be both visible and real. Time and money should be available to plan training for people according to their needs, and some involvement in the process is essential from the senior managers or owners.

Gathering knowledge

What do people need to do in order that the objective is achieved?

What skills and knowledge do people already possess?

What skills and knowledge may be required in the future to continue to achieve future objectives?

Once we are clear on our objectives and have a training co-ordinator appointed then we can begin to gather knowledge about what needs to be done, what is being done and how well the people involved are doing it.

We can divide the knowledge required into three areas:

1. What do people need to do in order that the objective is achieved?

2. What skills and knowledge do people already possess?

3. What skills and knowledge may be required in the future to continue to achieve future objectives?

Not all information will relate to training. For example, an objective to improve the dcor of the patient's waiting area might well be important, but if an outside contractor is likely to be involved in providing the design and overseeing the implementation (or in the case of a small dental practice you are going to ask the receptionist's boyfriend to paint the waiting room) then no training is needed. However, sometimes a decision to involve outside help may well identify the need for training in order that the job can be properly commissioned. For example a marketing consultant may well be commissioned to increase the number of patients registering with the practice, but someone needs to understand how to ensure that the consultant is appropriately briefed.

There are a wealth of places where knowledge exists already or can be collected, and these will be covered in more detail in the fourth article in the series. Thus information can be gathered from CVs or application forms, job descriptions, staff and patient surveys, appraisal forms, interviews and self assessment forms. All of these will form a rich base from which an analysis can be made.

Analyzing the information

The analysis

The analysis should be answering the basic questions:1.What gaps exist in both knowledge and ability of the current people in the organization to carry out their jobs now?2.What gaps exist in both knowledge and ability of the current people in the organization to carry out their jobs in the future?

This stage in the TNA is both stimulating and challenging. Analytical skills are required, and time to carry out the analysis is essential. If the organization is to benefit from the effective use of resource in training then the person carrying out the TNA must be free to carry out a full and proper analysis. If not, the whole process is self-defeating and often the process is blamed for failure rather than the lack of resource to carry it out properly.

The analysis should be answering the basic questions:

1. What gaps exist in both knowledge and ability of the current people in the organization to carry out their jobs now?

2. What gaps exist in both knowledge and ability of the current people in the organization to carry out their jobs in the future?

Thus the TNA allows for both current gaps relating to current job descriptions and possible gaps assuming some form of future development. For example a dental practice might be considering converting to a private capitation plan, which would require specialized training in the particular plan plus possible selling and marketing training (if applicable).

The analysis leads naturally into the final stage of the TNA.

Identifying the gapsThis final stage is really indistinguishable from the analysis in practice, but is given a separate heading because the way you actually record the gaps can be important for the application of the TNA. Some method is required of recording those gaps in a way that facilitates the next stage following a TNA - drawing up a training plan.

The training planI started this article with a training plan, and I shall end with a training plan as well. This is because the whole point of the TNA is the actual planning and implementation of relevant training for the people in the organization.

Training plans should be documents the organization uses to plan the training of everyone, costed out and budgeted for. They are working documents (in other words they keep changing as events and circumstances change) and form the core of investment in the development of the people. They are also the end result of the TNA, as it is hardly worth investing all that time and effort in identifying training needs if nothing happens as a result.Training need analysis is a part of Performance Management System (PMS) at ACC

The Performance Management system operates in two parts:

Part A- Performance planning & Periodic Review with Feedback (For this the appraisal year will coincide with the Financial Year (Oct- Sept) of a company)

Part B- Potential Assessment & Development Planning (This will be done in six monthly review. The aim is to give serious attention to individual development planning. Based on this and business needs the Annual Training Plan will be developed for approval and implementation during the following year)

BOOST MODEL B-BALANCE

O-OBSERVE

O-OWNERSHIP

S-SPECIFIC

T-TIME

A short written questionnaire was formed to interviewees to collect quantitative data about the

training needs of each audience identified in the interviews.

Table 1Key Priority:

E= Essential,

D= Desirable,

N= Not necessary.Level: 1= Basic,

2= Intermediate,

3= Advanced

Priority and level of training required for each audience

Include in which syllabus

Senior

Management

Practitioner/

Middle

ManagementAdministror/operational Staff

Data Creator

Skill Management

Basic

Intermediate

Advanced

Short-term action

Collection and information audits

E1E2NNN

Risk assessment and triage

E1E2E2D1E2

Applying existing skills

D1E1E1E1E1

Advocacy and guidance

E2E2D1D1D2

Long-term Framework

Policy Frameworks

E1E3D2E3E2

Technical Frameworks

D1D2E2D1E3

Awareness

Awareness training

E2E2E2E2E2

Based on the responses of SMEs and potential training suppliers, our main conclusions are that:

Training should be offered according to level of expertise (basic, intermediate, and advanced);

The intermediate and basic courses should be planned for five days each, such that each day can additionally be offered as a separate session; Development of the training should be separated from its delivery; A traininsteering committee should be set up to guide the training development; Estimates of development costs varied in an unusually wide range; therefore a Competitive procurement is advised to obtain the best balance of quality and cost.

CONCLUSION

This thesis has looked at the basics of a training needs analysis, considering the broad model itself. Thus a TNA is quite simply a way of identifying the existing gaps in either knowledge or ability of the people in the organization to carry out the tasks that enable them to do their jobs. The process assumes that the jobs people carry out have been defined in order that the business objectives of the organization will be achieved. Thus training needs analysis will ensure people are better able to do their jobs because they have improved their knowledge and their skills in relevant areas.

The references taken from the following:

1. Business Research Methods Book of the curriculum of INC MBA Program (2nd Semester).

2. Website of ACC Cement and other websites related with Human Resource Management and performance appraisal i.e. www.acccement.com , www.hrm.com.

3. Books :

(i) How to plan & Design Performance Appraisal Programmes by Leslie Rae (Published by INFINITY BOOKS).

(ii) Human Resource Management by H.L. Kumar

(iii) Human Resource Management by Ramaswamy

(iv) Human Resource Management Book of the curriculum of INC MBA Program (2nd Semester).

4. HR Manual at ACC Cement.

Introduction

Body of Thesis

OBJECTIVE

LIMITATIONS

RESEARCH METHODOLOGY

REFRENCES

PREFACE

FINDINGS AND SUGGESTIONS

Table of Contents

ACKNOWLEDGEMENT :

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