Human Resource Development Department Western Coalfields Limitedwesterncoal.gov.in/sites/default/files/userfiles/SURVEY... · · 2014-01-21Human Resource Development Department

1

Human Resource Development Department

Western Coalfields Limited

REPORT

ON

TRAINING NEED SURVEY ANALYSIS

( Dec 2013)

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ACKNOWLEDGEMENT

I would like to express my sincere gratitude to all those who participated

in the survey. Without their contribution, it would not have been possible

to conduct the training needs assessment and address the priority needs

identified by our executives. It provides a base to HRD department to

design training programmes for executives which will go a long way to

strengthen the competencies of our executives.

Ritu Singh

Assistant Manager ( HR)

HRD Dept, WCL

06th Jan 2014

Submitted to:

M K Singh

GM HRD, WCL

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OBJECTIVES OF STUDY

To analyse the training needs of the executives of Western Coalfields

Limited in order to:

a) segregate the skill sets into managerial, technical and behavioural

skills of different disciplines and grades.

b) prepare the training module based on the survey analysis so as to

cater to the needs of the executives of different grades and disciplines of

Western Coalfields Limited.

c) shift the focus of training materials on service provision to users.

d) develop the training programmes into a relevant & contemporary

initiative.

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METHODOLOGY

The survey has been done electronically. The participants filled up the

survey questionnaire available on the WCL website. The survey process

relied upon free & frank, self reporting initiative by the individuals who

completed the training need questionnaire. 10% executives of the total

population participated in the survey. Using the feedback and

questionnaire input, the analysis has been done discipline wise, grade wise

and skill-set wise requirement. The analysis was conducted to identify

training needs of the executives so that HRD department is able to

customise its training initiatives with better insight.

Easy Steps to Participate in Training Need Survey:

1) Open WCL website

2) Click- Open About WCL

3) Click- Open HRD

4) Click- Open Training Need Survey

5) Fill the form at your convenience

6) One can resubmit the form as well

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ANALYSIS

1. Total 282 responses were received. Out of total responses, 106

responses received from Junior Management (E-1 to E-3), 146 responses

from Middle Management (E-4 to E-6) and 29 from Senior Management

(E-7 to E-8). This indicates an appropriate sample size from all categories

of executives.

10%

52%

38%

Participation in Training Need Survey

Senior Management Middle Management

Junior Management

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2. The maximum responses were received from Chandrapur Area i.e 142

responses, followed by Wani Area 28 responses, WCL HQ 26 and Nagpur

Area 17 . Participation was there from all areas except CWS Tadali.

Area/ Department Responses %

Ballarpur Area 21 7%

Chandrapur Area 142 50%

Majri Area 4 1%

Kanhan Area 9 3%

Nagpur Area 17 6%

Pathakhera Area 11 4%

Pench Area 12 4%

Umrer Area 4 1%

WCL HQ 26 9%

Wani Area 28 10%

Wani North Area 8 3%

Central W/S Tadali 0 0%

8%

50%

2%3%

6%

4%

4%

1% 9%10%

3% 0%

Area wise Response

Ballarpur

Chandrapur

Majri

Kanhan

Nagpur

Pathakhera

Pench

Umrer

WCL Hq

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3. During the period 24/01/2013 to 13/12/2013, the response rate

has been faster and better in the initial period . The participation is

expected to improve as per the strength of executives in the next survey.

4. The response rates were maximum from the Graduate(133) and

Post Graduate(76) executives.

64%

36%

Participant's Education Level

Graduate Post Graduate

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Discipline Wise Analysis

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a) Personnel Discipline: 22 reponses were received, 8 from Middle

Management level executives (E4 to E6) and 14 from Junior

Management level executives (E1 TO E 3). Senior Management level

executives (E 7 & E8) abstained from participating.

The Middle Management level executives urged the need for training in IT

Skills, legal matters pertaining to Coal Industry and General Management

Skills.

The Junior Management level executives reflected a greater need for

technical skills training with respect to their day to day jobs in personnel

department, such as CDA Rules, PMS, CVC, CSR, RTI, R&R policy etc.

They also proposed managerial skills training to deal effectively with

unions and soft skills training.

10

8

14

0

5

10

15

Senior (E7-E8) Middle (E4-E5) Junior (E1-E-3)

Number of Participants- Personnel

Discipline

0 0

5

01

2

0

7

12


Topic wise Differentiation

Behavioural Managerial Technical

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b. Finance Discipline: 14 responses were received, 6 from Middle

Management level executives and 8 from Junior Management level

executives.

The Middle Management level executives felt the need for technical

skills training like training on IFRS, Corporate Indirect Taxation and more

of behavioural skills like Personality Development, Stress Management,

Attitude Building, Team Building, Leadership skills and Strategic thinking

skills.

The Junior Mangement level executives indicated more of technical

skills training like training on Materials Management Manual, Purchase

Manual, Contract Management Manual, Gratuity, Pension, CMPF,. They

also felt the need for language development programme and soft skills

training like communication skills , interpersonal skills and emotional

intelligence.

12

6

8

0

5

10


Number of Participants- Finance

Discipline

01

00 0 00

6

12




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c. E&M Discipline: 34 responses were received, 6 from Senior

Management level executives, 10 from Middle Management level

executives and 18 from Junior Management level executives.

The Senior Management level execuitives proposed training in new

mining technologies and advanced management programme.

The Middle Management level executives proposed technical skills

training regarding automation in hydraullics and computer awareness.

They also put forth the requirement of managerial skills development

programme and behavioural skills like stress management programme.

The Junior Management level executives proposed more of technical

skills training like training on SDL, LHD, pumps, gear box, conveyor belt,

Industrial relations, tendering process, rain water harvesting etc. They also

put forth the requirement of soft skills training.

14

6

10

18

0

5

10

15

20


Number of Participants- E&M Discipline

0

32

4 4 43

8

16




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d. Excavation Discipline: 30 responses were received, 5 from

Senior management level executives, 8 from middle management level

executives and 17 from junior management level executives.

The Senior Management level executives felt the need for technical

skills training like computer maintenance of HEMM, Finance for non

finance, Material management, computer awareness, welding technology

etc and management development programmes for efficient team building

and to develop leadership skills. They also put forth the requirement of

behavioural skills development programmes like stress management.


upgradation on whistleblowing, RTI, IT, maintenance of electrical shovels

and advanced maintenence training on HEMM. They also put forth the

requirement of management development programme like conflict

management, interpersonal management and personality development.

The Junior Management level excutives proposed more of technical

knowledge on mining machineries, vigilance, finance, safety, ISO 9001

&14001, HEMM, Electrical circuitry of EKG shovel, welding technology,

lubrication, CBM, TPM, IT etc. They also proposed training to develop

managerial effectiveness and skill development.

16

5

8

17

0

5

10

15

20


Number of Participants- Excavation

Discipline

12

0

32

34

6

14




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e. Mining Discipline: Total 123 responses were received, 12 from

Senior management level executives, 92 from Middle management level

executives and 19 from Junior management level executives.

The Senior Management level executives reflected the need for more

of managerial and behavioural skills like competency mapping,

behavioural science, leadership development, management development

programme, work motivation, organization behaviour etc. Regarding the

technical skills training they urged the need for training on Project

management, computer Awareness, contract management and glimpses of

modern mining equipments


training on Contract management, tendering, AWS, Safety Management

system, SIMTRAS Training, inquiry proceedings, and most importantly,

the need for training on computer softwares for mine planning. They felt

need for developing communication skills, leadership skills and

personality development.

The Junior Management level executives proposed more of technical

skills training programmes related to all disciplines like finance, personnel,

coal trading, coal block estimation, automotive machinery, training to learn

mining softwares like Surpac, data mine,minex for proper planning.

18

12

92

19

0

25

50

75

100


Number of Participants- Mining

Discipline

3

19

56

21

76

78

17




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f. Civil Discipline: 8 responses were received, 1 from Senior management

level executives, 3 from Middle management level executives and 4 from

Junior management level executives.

The Senior Management level executives proposed technical skills

training on Project management, contract management and computer

awareness.

The Middle management level executives proposed technical

training like e- tendering, construction management and advanced

managerial skills and behavioural skills.

The Junior management level executives proposed technical skills

training on foundation of structure, concreting, road construction, disaster

management, advanced environmental training and motivational lectures.

20

1

3

4

0

5


Number of Participants- Civil Discipline

0

1 1

0

1 11

2

4




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g. Environment Discipline: Total 2 responses were received, both

from Middle Management. The responses reflect the need for technical

skills training like Environment impact assessment, hazardous waste

management, GIS for environment function, lead auditor course for ISO

14001 and general management programmes to develop managerial skills.

2

00

5


Number of Participants- Environment

Discipline

0 0 00

1

00

2

0




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h. Medical Discipline: Total 2 responses were received, 1 from Senior

management level executive and the second from Middle management

level executive. The responses reflect the need for technical skills training

for doctors like critical care medicine, advanced management of cardio-

diabetic emergencies etc.

1 1

00

5


Number of Participants- Medical

Discipline

0 00 0

1 1




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i. Systems Discipline: Total 5 responses were received, 2 from

Senior management level executives and 3 from Junior management level

executives.

The Senior Management level executives felt the technical skills

need like web page designing, network management including VPN,

Corporate affairs, finanace for non finance, IT applications in mining

industry. They also put forth the requirement of management development

programme for developing their managerial skills.

The Junior management proposed more of technical skills like

CCNA, Oracle auditing, Oracle DBA, Firewall implementation.

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2

0

3

0

5


Number of Participants- System

Discipline

0 0 0

1

0

11

0

3




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j. Security discipline: Only one response from Middle Management

has been received. The need was felt for more of managerial skills

training.

1

00

5


Number of Participants- Security

Discipline

0 0 00

1

00 0 0




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k. Survey Discipline: 9 responses were received, 6 from Middle

management level executives and 3 from Junior management level

executives.

The Middle management level executives felt the need of technical

skills training like Autocad, modern surveying software, new techniques

and new equipments of survey, tendering procedures, land aquisition

procedures,financial technicalities, surpac training programme. They also

put forth the requirement of programmes for developing their leadership

skills.

The Junior Management level executives proposed more of computer

awareness in surveying and personality development programmes.

27

6

3

0

5

10


Number of Participants- Survey

Discipline

0 01

0

2

00

6

3




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l. Sales and Marketing Discipline: Only 1 response has been

received from Junior Management. This level of management felt the need

more for technical skills training like training on Powers and Role of Area

Sales Manager, road sales integrated procedures etc.

01

0

5


Number of Participants- Sales & Marktg

Discipline

0 0 00 0 00 0

1




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m. Secretarial discipline: 2 responses from Junior Management level

executives have been received, proposing skill development programmes

for secretaries.

0

2

0

5


Number of Participants- Secretarial

Discipline

0 0 00 0 00 0

2




30

n. Material Management Discipline: 1 response from Middle

Management level executive was received. Technical skills training like e-

procurement, technical exposure like HEMM and Advanced soft skills

training was the need felt at this level.

1

00

5


Number of Participants- Material

Management Discipline

0

1

00 0 00

1

0




31

o. Public Relations Discipline, 1 reponse from Middle Management

level executive has been received which proposed self development

training programmes.

1

00

5


Number of Participants- Public Relations

Discipline

0

1

00

1

00 0 0




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FINDINGS

Some results of the training needs assessment were not unexpected, while

others provided new and useful insights for the next years training module

design and planning, to focus on developing appropriate training materials

and conducting training programmes for capacity building of executives.

The key findings are as under:

1. Most of the executives at Senior Management level rated the level of

their information technology knowledge as weak or average.They are still

unfamiliar with their new roles in the information technology age in terms

of collecting, storing and transferring information/ data.

2. The Middle Level Executives proposed the need for both technical, and

managerial skills training. These level executives requires technical skill

training for upgradation and awareness of modern technical

developments to keep pace with the changing needs and requirements

and also want to develop their managerial skills to serve in a better,

effective and efficient manner.

3.The Junior Management level executives felt the more need for technical

and professional skills training especially on different mannuals prevalent

in the company as they are new entrants to the company and require more

professional guidance in order to strengthen their capabilities in

discharging their duties.

4. Respondents highlighted improvement areas in leadership, noting that

many lacked the skills to clearly define strategic objectives, establish a

shared vision among all subordinate and prevent or mitigate crisis.

5. Managers also indicated to enhance their communication skills,

managerial skills, leadership and IT/computer skills.

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RECOMMENDATIONS

1. There should be cohesive mission-approach for participation in

different training programmes of the executives of WCL. The

responsibility for providing on the job training on substantive or technical

topics should rest with the institutes like WTI, STI and HEMMTI. HRD

will coordinate with units to ensure training work plans are established and

that these are incorporated into an overall training work plan for 2014-15.

2. We should develop and make available an on-line training tool-box

with flexible learning tools like case studies and scenario, videos,

photos ,testing and evaluation tools,e-learning tools etc to enable better

learning.

3. Induction training should remain mandatory for executives of all

grades in headquarters as well as fields on being recruited or transferred

from other subsidiaries.

4. Mock sessions of inquiries and role plays should be included in

training materials.

5. New entrants MTs and Asstt. Managers should be included in

frequent interactive sessions.

6. All disciplines should have equal weightage in training programme

module.

7. Pre training and Post training tests should be conducted for

participants to evaluate the effectiveness of the training programme.

8. Feedback of the Organiser or Faculties should also be taken.

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CONCLUSION

The findings indicate that there is a need for a change in the approach

and priorities for training. The survey demonstrated a strong belief among

personnel that training is essential in carrying out their tasks effectively,

but that there is gap in the training that they receive, which needs to be

addressed. The need for harmonization of induction and on-the job training

is also essential.

As the industry shifts towards more automation, employees will also

need specialised skills in remotely controlled and automated systems. As

one of the largest users of high-technology equipment and applications,

our industry requires practitioners who have the skills necessary to keep up

with these advances. Virtually more of technical jobs within mining and

mineral exploration, including geology, engineering, environmental

assessment, surveying etc requires sound and efficient technical and

managerial training programmes to be a global business player.

Documents

Human Resource Development Department Western Coalfields Limitedwesterncoal.gov.in/sites/default/files/userfiles/SURVEY... · · 2014-01-21Human Resource Development Department