CONTENTS

1) THEORITICAL FRAMEWORK 2-4

(1) Introduction

METHODOLOGY 4-5

2) (1) Need for the study

(2) Objectives of study

(3) Scope of study

(4) Limitations of study

COMPANY PROFILE 6-13

3) (1) Company profile

(2) Industry profile

ANALYSIS 14-27

4) (1) Data analysis & interpretation

FINDINGS , SUGGESTIONS & CONCLUSION 27-29

5) BIBLIOGRAPHY 30

6) ANNEXURE 31

pg. 1

Chapter - 1

IntroductionHuman Resource Management is defined as the people who staff and manage organization. It comprises of the functions and principles that are applied to retaining,training,developing,and compensating the Employees in organisation. It is also applicable to non business organisation, such as education, health care etc. HRM is defined as the set of activities, programs, and functions that are designed to maximize both organizational as well as Employee effectiveness Scope of HRM without a doubt is vast. The divisions included in HRM are Recruitment, Payroll, Performance Management, Training and Development, Retention, Industrial Relation, etc. Out of all these divisions, one such important division is training and development. Training is the most important function that directly contributes to the development of human resources but unfortunately it happens to be the most neglected function in most of the organizations.If human resources have to be developed , the organization should create condition in which people acquire new knowledge and skills and develop healthy patterns of behaviour and of styles.. Even the most careful selection dose not climate the need for training ,since people are not moulded to specifications and rarely meet the demands of their job adequately. Training is essential because technology is developing continuously and at very fat rate. Such development, however, needs to be monitored and has to be purposeful.Without proper monitoring,development is likely to increase the frustrations of Employees if when, once their skills are developed and expectation are raised, they are not given opportunities for the application of such skills. A good training sub-system would help greatly in monitoring the directions in which Employees should develop. In the best interest of the organization, a good training system also ensures that Employee develop in directions congruent with their career plans. Training and development encompasses three main activities: training, education, and development. Caravan, Costing, and Hearty, of the Irish Institute of Training and Development, note that these ideas are often considered to be synonymous. However, to practitioners, they encompass three separate, although interrelated, activities

TRAINING AND DEVELOPMENT OBJECTIVESThe principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal.

Individual Objectives– help Employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization.Organizational Objectives –assist the organizations with its primary objective by bringing effectiveness.

Societal Objectives – Ensure that an organization is ethically and socially responsible to the needs and challenges of the society.

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Research Methodology:

The methodology of this study consists of only primary data. The data collected from the respondents were through questionnaires. The primary data were collected from the respondents.

Sample Size: In this research only a few items can be selected from the population for the study purpose. The items selected constitute what is technically called sample. Here the sample size is 44 Employees from the total population.

Questionnaire: Questions are framed in such a way that reflects the ideas and thoughts of the respondents with regard to the level of satisfaction of various factors of job.

The questionnaire consists of the following scaling techniques have been used for each question:

Yes No

The following scaling techniques have been used for questions:

Strongly Agree Agree Good Average Bad

Introduction of the study and methodology

An organisation, whether public or private sector, exists or grows because it provides community with goods and services, the community sees as worthwhile. To do efficiently, the organisation must function at optimum level of productivity. The level is direct result of collective efforts of Employees. But the technical and mechanical inquisitiveness took a tremendous support after 1750 resulting in doubling of human knowledge in 150 years to about 1900. The single decade of 50’s witness the firing of technological rocket and information technology made the organisation more complex and vulnerable.

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Purpose and Significance of the study:

With the passage of time Nalco has emerged as a global leader in alumina and aluminium production. This has been possible through effective acquisition, development and utilisation of human resource to achieve organisational objectives where HRD department of the company has played a key role. Keeping the organisational objectives in view in an ever changing business scenario and falling in line with the spirit of adaptability to constant change, corporate HRD department is trying to fulfil the changing needs and expectations of the labourers through periodic review of HR Welfare facilities.

In the area of Human Resource Department, the company gave priority for developing and sustaining a highly motivated and energised work force. Attraction of talent, their retention and development of the required skills is a major challenge in human resource management in the emerging scenario. To address these challenges, the company is constantly re-moulding HR policies, implementing them efficiently, initialling cultural changes, establishing good human resources practices, increasing responsiveness and improving the quality of work environment etc, in a focused manner.

Scope and Purpose of the Study:

The scope of the study is very much confined to the Alumina Refinery Plant of NALCO. Hence the topic under study required in depth analysis of both positive and negative aspects and is usually wide as the research preferred to have thorough discussion about the “Level of Employees’ Overall Satisfaction” at Nalco (M&R Complex).

The purpose of the study was:

To determine the level of overall satisfaction of the respondents at M&R Complex, NALCO Damanjodi.

To study the various Training processes.

The survey also offered opportunities for respondents to provide their own ideas and comments.

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Importance of the Survey:

The present survey can be considered very important because of its academic and professional importance.

1) Academic importance Only few employeeirical surveys are made on the subjects in Indian background. So the researcher is interested to know more about the subject.

2) Professional importance The researcher being a student of 1st BBM, Gitam University requires some practical training combined with classroom theoretical teaching and to submit a dissertation for that the researcher performed this survey on the topic “Training and Development” at Nalco Refinery of M&R Complex.

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INDUSTRY PROFILE

Aluminium Industry in India

Aluminium Industry in India is a highly concentrated industry with the top 5 companies constituting the majority of the country’s production. With the growing demand of aluminium in India, the Indian aluminium industry is also growing at an enviable place. In fact, the production of aluminium in India is currently outpacing the demand.

Though India’s per capita consumption of aluminium stands too low (under 1 kg) comparing to the per capita consumption of other countries like US and Europe (range from 25 to 30kgs), Japan (15 kgs), Taiwan (10 kgs) and China (3 kgs), the demand is growing gradually. In India, the industries that require aluminium most include power (44%), consumer durables, transportation (10%-12%), construction (17%) and packaging, etc.

Background

Though the existence of Aluminium was first established in the year 1808, it looks almost 46 years to make its production commercially viable. The research work of several years resulted in extracting the aluminium from the ore. Aluminium is third most available element in the earth constituting almost 7.3% by mass. Currently it is also the second most used metal in the world after steel. Due to consistent growth of Indian economy at a rate of 8%, the demand for metals, used for various sectors, is also on the higher side. As a result, the Indian aluminium industry is also growing consistently. In financial year 2009, the aluminium industry in India saw a growth of about 9%.

The production of aluminium started in India in 1938 when Aluminium Corporation of India’s plant was commissioned. The plant which was set up with a financial and technical collaboration with Alcan, Canada had capacity of producing 2,500 ton per annum. Hindustan Aluminium Corporation (HINDALCO) was set up in UP in the year 1959; it had a capacity of producing 20,000 ton per annum. In 1965, a public sector enterprise Malco which had a capacity of producing 10,000 ton per annum was commissioned; by 1987, National Aluminium Company (NALCO) was commissioned to produce aluminium. It had a capacity of producing 0.218 million ton.

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The major players of aluminium Industry in India

The Indian aluminium industry is dominated by four or five companies that constitute the majority of India’s aluminium production. Following are the major players in the India aluminium industry:

Hindustan Aluminium Company (HINDALCO) National Aluminium Company (NALCO) Bharat Aluminium Company (BALCO) MALCO INDAL

Aluminium production in India

India is fifth largest aluminium producer with an aluminium production competence of around 2.7 million tonnes, accounting almost 5% of the total aluminium production in the world. India is also huge reservoir of Bauxite with Bauxite reserve of 13 billion tones.

Production

India lies at the eighth position in the list of leading primary aluminium producers in the world. India saw a significant growth in aluminium production in the past five years. In 2006-07, the production target of aluminium in India laid by the Ministry of Mines, Government of India was 1,153 KT, which was augmented to 1,237 KT in the next year (2007-08). Due to growing demand from the construction, electrical, automobiles and packaging industry, the production of aluminium in India was around 1.35 tonnes.

Consumption

After a stagnant consumption of primary aluminium in India from the end 1990s to 2002 (when the consumptions were between 500 KT – 600 KT), it started rising sharply since 2002. The consumption reached at 1,080 KT in 2006. The consumption of aluminium in India is dominated by the industries like power, infrastructure, transportation, etc.

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Company profile

Origin –history of NALCO:

The years of unseen a unsung of quest of prospects in the hostile wildness of Eastern Ghats led to momentous discovery of over 1000 million tonnes of bauxite reserve in1975 ,pushing the country in the 5th rank in the world bauxite map, with a total estimated reserve of 2900 million tonnes. As a major step towards exploiting these vast bauxite deposits, the government of India, in January 7, 1981, established the National Aluminium Company Limited (NALCO) with its registered office at Bhubaneswar. The foundation stone of the giant project was laid by the then prime Minister, late Smt. Indira Gandhi on 29th march 1981 in Damanjodi, dist. Koraput , Orissa. Aluminium perchinery of France who provided technical know-how and basic engineering for producing alumina and aluminium by NALCO prepared by feasibility report of the project. The technology provided by the Aluminium perchinery, France is considered latest in the world for bauxite mining and for the manufacture of Alumina and Aluminium.

National Aluminium Company (NALCO) is considered to be a turning point in the 50 years old history of Indian Aluminium industry. In the major leap forward NALCO has not only addressed itself to the country’s need for self sufficiency in aluminium, but has also given the country the technology edge in producing this strategic metal on the best of world standards. The project cost of Rs.2408 corers was partly financed by Rs.11,190 million equivalent Euro dollar loan (i.e. 980 million US dollars) from a consortium of international banks and equity of Rs.1289crores contributed by government of India.

Under extremely difficult logistics of managing a multi- location green field project, Nalco has started with initial mission of “constructing and commissioning each of its units as scheduled and within estimated cost”. This mission was successfully achieved and has only a few parallels in the Indian public sector units. The different segments of the company went into production from November 1985. Ever since the sitting up of the company and commencement of commercial production, the company has been growing by leaps and bounds including earning considerable foreign exchange for the country by export of its products namely alumina and aluminium and achieving a high degree of productivity and efficiency as well as financial performance. The company has bagged several awards Star Trading House Status, CAPEXIL awards etc. the profit of the company has steadily increased from Rs.18.92 corers in 1988-89 to Rs. 640 corers (PAT) in 2000-01.

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With this consistent track record in capacity utilization, technology absorption, quality assurance, exports performance and posting of profits NALCO has charted a course of international confidence in India’s industrial capability. Nalco is credited for its well-refining, Aluminium smelting, power generation and managing port facilities.

NALCO constantly produced high quality products at competitive prices for both cosmetic and overseas customers and established itself in national and international market in a short span of time. Thus in turn, helped in earning precious foreign exchange and profits for the company brought from its second year of commencement further.

Today as an ISO-9002 and 14001 companies, NALCO has emerged as largest integrated bauxite-Alumina- Aluminium complex in Asia. By 1998, the company not only achieved a zero debt status, but also is goings steady with an internally funded major expansion plan involving an investment of over Rs.3700 corers. The Company has five multi-locations, well integrated, segments viz. Bauxite Mine, Alumina Refinery, Aluminium Smelter, Captive Power Plant and Port Facilities.

Nalco’s R&D centres at Damanjodi and Angul are recognised by the department for scientific and industrial research, ministry of science and technology. The in-house R&D efforts in the directions of process improvement, energy conservation, promotion of indigenous technologies, and commercial utilization of industrial waste and development of value added products have paid handsome dividends.

Nalco’s collaboration with premier research laboratories has resulted in several research initiatives in alumina and aluminium .the development of indigenous technology for the production of detergent-grade zeolite has led to the establishment of a 10,000 tpa zeolite- A plant by the company. Nalco has set up , on the basis of collaborative research facilities for making 26,000 tpa special-grade alumina and hydrates. The company has obtained patents for certain special types of alumina and hydrates.

Nalco assigns high importance to the promotion and maintenance of a pollution free environment in all its activities. Its environment management systems in all production units conform to the ISO: 14001 norms. Two highest national awards- Indira Priyadarshini Vrikshamitra puraskar for afforestration and Indira Gandhi Paryavaran Puraskar for environment management- conferred on the company by the union ministry of Environment and forests bear testimony to its commitment to the environment.

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ALUMINIUM SMELTER

The 2,30,000 tpa capacity Aluminium Smelter is located at Angul in Orissa. Based on energy efficient state-of-the-art technology of smelting and pollution control, and Smelter Plant is in operation since early 1987. Presently, the capacity is being expanded to 3,45,000 tpa.

The salient features:

Advanced 180KA cell technology Micro-processor based pot regulation system. Fume treatment plant with dry-scrubbing system for pollution control and

fluoride salt recovery. Integrated facility for manufacturing carbon anodes, bus bars, anode tems etc. 4 x35 tone furnaces and 2 x15 tph and 2x20tph ingot casting machines. 4x45 tonne furnaces and 2x9.5 tph wire rod mills. 2x1.5tonne induction furnace with a 4tph alloy ingot casting machine. 26000 tpa strip casting machines.

With the acquisition and subsequent merger of international aluminium products limited (IAPL) with NALCO, the 50000 tpa export –oriented rolled products unit is all set to produce foil stock, fin stock, can stock, circles, coil stock, cable wraps, standard sheets and coils.

Captive Power Plant :

Close to the aluminium smelter at Angul, a captive power plant of 720MW capacity, comprising 6x120 MW clusters, has been establishing for firm supply of power to the Smelter.

Presently, the capacity is being expanded to 960 MW.

Its salient features :

Micro- processor based burner management system for optimum thermal efficiency.

Computer controlled data acquisition system for online monitoring. Automatic turbine runs up system. Specially designed barrel type high pressure turbine. Electronic precipitators with advanced intelligent controller. Wet disposal of ash.

The water for the plant is drawn from river Brahmani through a 7km long double circuit pipeline. The coal demand is met from a mine of 3.5 million tpa capacity

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opened up for NALCO at Bharatpur in Talcher by Mahanadi coalfields limited. The power plant is inter-connected with the state grid.

Bauxite mines

On Panchatmalli hills of Koraput district in Orissa, a fully mechanized opencast mine of 4.8 million tpa capacity is in operation since November, 1985, serving feedstock to alumina refinery at Damanjodi located on the foothills. Presently, the capacity is being expanded to 6.3 tpa.

Its salient features:

Area of deposit -16sq. km

Resourse-310million tones

Ore quality-alumina 45%silica 2%

Mineralogy -over 90%gibbsite

Over burden -3metres (average)

Ore thickness-14 metres (average)

Transport-14.6km long single flight multicore cable belt conveyor of 1800tph.

Alumina refinery:

The 15,75,000 TPA Alumina refinery, having three parallel streams of equal capacity, is located in the picturesque valley of Damanjodi in Koraput district. In operation since September 1986, the refinery is designed to:

Provide alumina to the company’s Smelter at Angul. Export the balance alumina to overseas market through Visakhapatnam port.

Presently, the capacity is being expanded to 22,00,000 TPA

The salient features:

Atmospheric pressure digestion process Pre –desalination and inter –stage cooling for higher productivity Energy efficient fluidized bed calciners Co –generation of 3x18.5 MW power by use of backpressure turbine in stream

generation plant. Advanced red mud disposal system.

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Port facilities:

On the northern arm of the inner harbour of Visakhapatnam port of the Bay of Bengal, Nalco has established mechanized storage and ship handling facilities for exporting alumina in bulk and importing caustic Soda.

The salient features:

Maximum ship size-35000DWT Alumina recepton-48x53 tonne pay- load wagons Alumina storage-3x25000 ton RCC silos Ship loading rate-2200tph

These facilities are being upgraded handle higher volumes of exports, following expansion of production capacities

NAVRATNA STATUS CONFERRED ON NALCO

Bhubaneswar: 29.04.2008: National Aluminium Company Limited (NALCO), the flagship PSU of the Ministry of Mines, and India’s largest manufacturer and exporter of alumina and aluminium has granted the Navratna status, according to an office memorandum released by the Department of Public Enterprises, Government of India.

Navratna status is conferred on select Central Public Enterprises (CPSE), on becoming significant players in the economic development of the country. On achieving the status, certain powers are delegated to those CPSEs that had comparative advantages and capacity to become global giants.

NALCO is presently undergoing its 2nd phase expansion with an investment of more than Rs.5000 crore, which is scheduled to be completed by this year end. At the same time, plans are afoot to set up Smelter and Power Plants in Indonesia and South Africa by the company.

Based on workshop conducted by MDI at various units of NALCO, brain storming session at Corporate Office and after the approval of Board of NALCO for vision, the new vision, mission, and objectives statements of NALCO may be read as

Vision:

“To be are a reputed global company in the metals and energy sectors.”

pg. 12

Mission:

To achieve sustainable growth in business through diversification, innovation and global competitive edge.

To continuously develop, human resources, create safe working conditions, improve productivity and quality, and reduce cost and waste.

To satisfy the customers and shareholders, Employees, and all other stakeholders.

To be a good corporate citizen, protecting and enhancing the environment as well as discharging social responsibility in order to ensure sustainable growth.

To intensify R&D for Technology development.

OBJECTIVES & GOALS

To achieve annual turnover of overRs.25, 000 Cores by 2020. To achieve annual production of 1.7 million ton Aluminium and 4 million ton

Alumina by 2020. Transform from being only an “aluminium producer” to become a metal

producer and energy provider. To venture into new fields of activity beyond Aluminium by setting p at least 2

nos. diversified projects by 2016. To target at least one 1000 MW IPP by 2016. To maximise value and long term return to share holders through a strategy of

new investments, cost competitive mines and business driven by the quality of products and services.

To develop long – term relations with domestic and foreign clients and Joint Venture partners.

To develop a power scientific and technical base. Apart from investments in volume growth, the company shall substantially finance R&D and modernisation of facilities, laboratories, achieving improvements in the quality of products and satisfying customer demands.

To adopt main strategic priorities aimed at end user orientation.

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DATA ANALYSIS AND INTERPRETATION1. The important barriers to training and development in your organization

Out of 41 employees 46% said that there is non-availability of skilled trainer are there, whereas 44% employee said that there is lack of interest in staff, whereas 7% said that time is most imp. Barrier and 3% of them said money is the barrier.

pg. 14

Parameters No. of respondents

Time 3

money 1

lack of interest by the staff 18

Non-availability of skilled trainer

19

2. Enough practice is given for us during training session

Out of 41 Employee, 49% said that they somewhat agree that they get enough practice during the training session, Whereas 29% of them only agreed upon this statement and 22% employee disagree upon this statement.

pg. 15

Parameters No. of respondents

strongly agree 0

Agree 12

somewhat agree 20

disagree 9

3. The training session conducted in your organization is useful

Out of 41 employee 52% of them said that the training session is useful, whereas 45% of them said that they somewhat agree on this and 3% of them said that they strongly agree on the above statement.

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Parameters No. of respondents

strongly agree 1

Agree 22

somewhat agree 19

disagree 0

4. Employees are given appraisal in order to motivate them to attend the training

Out of 41 employee 44% of them said that they agree appraisal are given in order to motivate to attend the training, whereas 39 % of them they said that they somewhat agree upon this statement, 6% of them disagree upon this statement and 2% of them were strongly agree on this above statement.

pg. 17

Parameters No. of respondentsstrongly agree 1Agree 18somewhat agree 16disagree 6

5. Time taken for implementing the trained process

Out of 41 employee 49% of them they said that 1-2 months’ time taken for implementing the trained process, whereas 20% of them said that more than 4 months’ time is taken for implementing, 19% of them said it takes 2-4 months and 12% of them said that It took less than one month.

pg. 18

parameters No. of respondentsless than 1 month 51-2 months 202-4 months 8more than 4 months 8

6. The physical view of workplace for training

Out of 41 employee 46% of them said that the physical view of workplace for training is average, whereas 37% of them said that it is in good condition, whereas 12% said it is excellent and 5% of them said it is Bad.

pg. 19

parameters No. of respondentsExcellent 5Good 15Average 19Bad 2

7. Skills that trainer should possess to make the training effective

Out of 41 employee 73% of them said that a trainer should possess all the skills which are mentioned, whereas 20% of them said that trainer should possess soft skills & fond of talking people and 7% of them said they require more technical skills.

pg. 20

parameters No. of respondentsTechnical skills 3Soft skills 4Fond of talking people 4all of the above 30

8. Training for performing other jobs

Out of 41 employee 37% of them said that they get training upon safety awareness, whereas 19% of them said that they get training upon machine operation whereas 17% of the employee said they get on occupational health, whereas 15 % said they also get negotiation skills and 12% of them said all of the above.

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Parameters No. of respondentsSafety awareness 15Machine operations 8occupational health 7negotiation skills 5All of the above 6

9. General complaints about the training session

Out of 41 employee 68% of them said that the training sessions are unplanned, whereas 22% of them said that there are too many gaps between the session, 7% of said that they take away precious time and 3% of them said that it is boring.

pg. 22

Parameters No. of respondentstake away precious time of employee

3

too many gaps between the session

9

Training sessions are unplanned 28Boring and not useful 1

10. Duration given for training period

Out of 41 employee 85 % of them said that the duration given for training period is sufficient and remaining 15% said it should be extended.

pg. 23

Parameters No. of respondentssufficient 35to be extended 6to be shortened 0manageable 0

11. The training Objectives are met during the training session

Out of 41 employee 93% of them said that during the training session some objectives are met whereas 7% of them said that the objectives are met according to need.

pg. 24

Parameters No. of respondentsAll the objectives are met 0Some objectives are met 38met according to their need 3none of the objectives are met 0

12. Mode of training normally used

Out of 41 employee 51% of them said that they get external training, whereas 29% of them said the get projects, 10 % of them said that they get coaching or discussion, 7% of them said that there mode of training is programmed instruction and 3% of them said all of the above.

pg. 25

parameters No. of respondentsprojects 12external training 21conference/coaching/discussion 4programmed instruction 3all of the above 1

13. Problem came across during the training session conducted

Out of 41 employee everyone said that they don`t face any problem during the training session conducted.

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parameters No. of respondentsyes 0no 41

Findings & Suggestions

Findings

NALCO has given stress on Employees development i.e. management take initiative to train the Employees to enhance their capabilities and adopt themselves for organizational competitiveness.

Employee seems to be somewhat satisfied with the HRD practices done by NALCO for the Employees.

Job rotation is not sufficiently encouraged in order to facilitate Employee development.

Every Employee suggests and strongly agrees with the fact that training is the foremost and most important activity in the organization.

Employees are satisfied with the training provided by NALCO.

Suggestions

Proper evaluated of training programs and trainees must be done

Certain development activities must be  done so that the company can know up to what extent the Employee’s performance will increase. So according to that training can be modified.

Systematic documentation of training and development. T h e o p e n s y s t e m o f a p p r a i s a l m e t h o d s h o u l d b e a d o p t e d i n o r d e r t o m a k e transparency, participative and proper feedback to the programmes conducted by the organization.

Retraining should be introduced.

Physical workplace have to be improve & Good trainers should be appointed

 

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Conclusion

Training is the process of learning a sequence of programmed behaviour. It gives an awareness of the rules and procedures to guide the behaviour of the Employees. Every organization seeks well skilled experience persons for the job. However sometime fresher Employees cannot perform satisfactorily, so that they need some extra support by which they can develop their skill, ability, attitude and knowledge in the job. Therefore to enhance all the above criteria training is essential. Training is the core stone of the sound management of an organization. An organization having well trained and experienced Employees can perform satisfactorily compared to other organization. They need to be designed and delivered with the aim of helping staff to achieve their departmental as well as personal goals, so the trend of increased involvement by line managers and Employees Isa positive development in terms of ownership of the training and learning. By adopting strategic approach to training and development rather than an unplanned and ad hoc one, training and development initiatives become more targeted, measurable and effective. However, increased flexibility in terms of training delivery may need to be expanded in the future to facilitate participant’s different learning styles as well as lifestyles. They also need to be assessed in terms of reaction, learning, behaviour change and results to determine the added value to the organisation.

Training and development is about making a difference to the bottom line, both in terms of how people feel about their jobs as well as in the area of Performance and productivity. Ultimately, it is about adding real value to the organisation and those who comprise it. With the development of global market and liberalization of national economy quality products and services and higher productivity have become crucial elements for corporate survival more than the sophistication, more is the recruitment of adherence to standard operating practices in an industry then more number of training facilities should be available. For NALCO all over the world consider Employees and their competencies as strategic resources that give them competitive advantages. With the increased emphasis on Employees creativity and autonomy the expectation of the Employees on the other hand are also fast changing. Due to training Employees’ performance level increases and it will increase the quality of the product. So NALCO should give emphasis on training and development activities

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BIBLIOGRAPHY

WEBLINKS

1. www.bing.com

2. www.wikipedia.com

3. www.nalco.org

4. www.google.com

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ANNEXURE

Questionnaire

1. What are the important barriers to Training and Development in your organization?a) Timeb) Moneyc) Lack of interest by the staffd) Non-availability of skilled trainer

2. Enough practice is given for us during training session. Do you agree?a) Strongly agreeb) Agreec) Somewhat agreed) Disagree

3. The training session conducted in your organization is useful. Do you agree? a) Strongly agreeb) Agreec) Somewhat agreed) Disagree

4. Employees are given appraisal in order to motivate them to attend the training. Do you agree?a) Strongly agreeb) Agreec) Somewhat agreed) Disagree

5. How long will it take to implement the trained process?a) Less than 1 monthb) 1-2 monthsc) 2-4 monthsd) More than 4

6. How well the workplace of the training is physically organized?a) Excellentb) Goodc) Averaged) Bad

7. What are the skills that the trainer should possess to make the training effective?a) Should possess only technical skillsb) Soft skills are more important than technical skillsc) Fond of talking to people

8. To perform other jobs in your organization, what training would you required?a) Safety awareness

pg. 30

b) Machine operationsc) Occupational healthd) Negotiation skills

9. What are the general complaints about the training session?a) Take away precious time of Employeesb) Too many gaps between the sessionsc) Training session are unplanned d) Boring and not useful

10. The time duration given for the training period is?a) Sufficientb) To be extendedc) To be shortenedd) Manageable

11. Comment on the degree to which the training objective are met during the training sessions:a) All the objectives are metb) Some objectives are metc) Met according to the needd) None of the objectives are met

12. What mode of training method is normally used in your organization?a) Projects b) External trainingc) Conference/discussiond) Programmed instruction

13. How you ever come across any problem during the training session conducted in your organization?a) Yesb) No

If yes, what is the problem?

pg. 31