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Table of Content1. Introduction
2. Training Held in SCL and variousTopics3. Objectives4. Researc !etodolog" #. $nal"sis and Interpretation o% &ata'. (inding ). Li*itation
+. Suggestion,. Conclusion -ibliograp" $nneure /arious Training Topics
IntroductionIntroduction to Industry:-
Introduction
Te Indian ce*ical industr" is a*ong teestablised traditional sectors o% te countr"0 pla"ingan integral role in te countr"s econo*icdevelop*ent. Tis sector0 %or*ing part o% te basicgoods industr"0 is a critical input %or industrial andagricultural develop*ent. Te industr" as a eigto% 14 in te Inde o% Industrial roduction 5-ase
"ear 1,,36,4 7 18890 giving an indication o% tei*portance te sector olds in te countr"s
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industrial grot. $ robust ce*ical industr" is aarbinger o% signi:cant econo*ic and strategicbene:ts to te nation.
Te ce*ical industr" is a*ong te *ost diversi:edindustrial sectors0 including basic ce*icals and its
products0 petroce*icals0 %ertilisers0 paints0 gases0 par*aceuticals0 d"es0 etc. Te sector covers over)80888 co**ercial products0 and provides tebuilding bloc; %or *an" donstrea* industries0 sucas :nised drugs0 d"estu d"estu
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Sources: Department of Chemicals & Petrochemicals,Gol
Industry Sub-segmentsTe annual production o% basic ce*icals beteen(@826(@8# as been groing at ) per "ear0 ileconsu*ption as been rising at # per annu*.I*ports and eports ave also been rising at ).2#and 3).' respectivel"0 i*pl"ing tat India as beena net eporter o% ce*icals. $s per te &epart*ento% Ce*icals0 on te largest i*ports0 in value ter*save been %or organic ce*icals %olloed b" d"es >d"estu
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and co*binations tereo%0 and is do*inated b"*ediu* and s*all pla"ers0 it specialised %ocus in
particular product seg*ent. -eing largel" atecnolog" driven seg*ent0 tese *anu%acturersave eibited te co*petence to producece*icals o% ig Bualit" standards. Tis seg*ent
too is concentrated in estern India.
Sources: Department of Chemicals &Petrochemicals,Gol
Inorganic ChemicalsTis seg*ent co*prises o% products suc asalu*inu* ?uoride0 calciu* carbide0 carbon blac;0
potassiu* clorate0 sodiu* clorate0 titaniu*dioide and red posporous0 etc. Dnd6users o% tesece*icals include *anu%acturers o% soaps >detergents0 glass0 %ertilisers and al;alis.
Sources: Department of Chemicals & Petrochemicals,Gol
Pesticidesesticides are one o% te *ost i*portant constituento% te agro6ce*icals sub6seg*ent0 ic as
pla"ed an al*ost revolutionar" role in te Indianagricultural sector. $ccording to esti*ates0 India iste second largest *anu%acturer o% agroce*icals inte orld it 1'# pesticides registered in tecountr" .
Sources: Department of Chemicals &
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Petrochemicals,Gol
Introduction to Company :-
Dstablised in te earl" ,8s SCL o
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Introduction toProject:-'raining:-Training is a critical in an" organiAationMs strateg"0
but organiAations donMt ala"s evaluate te businessi*pact o% a training progra*. Jiven te largeependitures %or training in *an" organiAations0 it isi*portant to develop business intelligence tools tatill elp co*panies i*prove te *easure*ent o%training e
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progra**es are o
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eperience on te job. (or instance0 engineeringstudents are sent to big industrial enterprises %orgaining practical or; eperience and *edicalstudents are sent to ospitals to get practical;noledge. Te period o% suc training varies %ro*si *onts to to "ears.
/$ +.0+.S.+ '+I(I(, $s te na*e i*plies0 te re%reser training is*eant %or te old e*plo"ees o% te enterprise. Tebasic purpose o% tis training is to acBuaint teeisting or;6%orce it te latest *etods o%
per%or*ing teir jobs and i*prove teir eNcienc"%urter. In te ords o% &ale @oder0 Retraining
progra**es are designed to avoid personnelobsolescence.P Te s;ills it te eistinge*plo"ees beco*e obsolete because o%tecnological canges and o% te u*an tendenc" to
%orget./i$ '+I(I(, 0O+ P+OMO'IO(
Te talented e*plo"ees *a" be given adeBuatetraining to *a;e te* eligible %or pro*otion toiger jobs in te organiAation. ro*otion *eans asigni:cant cange in te Responsibilities and duties.Tere%ore0 it is essential tat e*plo"ees are providedsuNcient training to learn ne s;ills to per%or* teir
jobs *ore eNcientl". Te purpose o% training %or pro*otion is to develop te eisting e*plo"ees to*a;e te* :t %or underta;ing iger job
responsibilities. Tis serves as a *otivating %orce tote e*plo"ees
'+I(I(, M.'O)STraining *etods are usuall" classi:ed b" telocation o% instruction. On te job training is
provided en te or;ers are taugt relevant;noledge0 s;ills and abilities at te actualor;placeQ o< 6 te6job training0 on te oter and0reBuires tat trainees learn at a location oter tan
te real or; spot. So*e o% te idel" used training*etods are listed belo.
%12$3 O( '. O% '+I(I(,:-i$ O% I(S'+*C'IO( '+I(I(,
Te EIT *etod is a %our step instructional processinvolving preparation0 presentation0 per%or*ance tr"out and %ollos up. It is used pri*aril" to teac
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or;ers o to do teir current job. $ trainer0supervisor or co6or;er acts as te coac.
ii$ COCI(,
Coacing is a ;ind o% training *etod
given dail" it %eedbac; given to e*plo"ees b"i**ediate supervisors. It involves a continuous process o% learning b" doing. It *a" be de:ned asan in%or*al0 unplanned training and develop*entactivit" provided b" supervisors and peers.
iii$ M.('O+I(,
!entoring is a relationsip in ic a senior*anager in an organiAation assu*es teresponsibilit" %or groo*ing a junior person. $*entor is a teacer0 spouse0 and counselor0developer o% s;ills and intellect0 ost0 guide0
ee*plar. Te *ain objective o% *entoring is to elpan e*plo"ee attain ps"cological *aturit" ande
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co**onl" used %or training personnel %or clerical andse*i6s;illed jobs. Te duration o% tis trainingranges %ro* a %e da"s to a %e ee;s. Teor" canbe related to practice in tis *etod.
ii$ +O5. P56I(,
It is de:ned as a *etod o% u*an interactiontat involves realistic beavior in i*aginar"situations. Tis *etod o% training involves action0doing and practice. Te participants pla" te role o%certain caracters0 suc as te production *anager0*ecanical engineer0 superintendents0 *aintenanceengineers0 Bualit" control inspectors0 %ore*an0or;ers and te li;e. Tis *etod is *ostl" used %or developing interpersonal interactions and relations.
iii$ 5.C'*+. M.'O) Te lecture is a traditional and direct *etod o%instruction. Te instructor organiAes te *aterialand gives it to a group o% trainees in te %or* o% atal;. To be e
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Training is i*portant not onl" %ro* te point o%vie o% organiAationQ but also %or te e*plo"ees.Training is valuable to te e*plo"ees because itill give te* greater job securit" and opportunit" %or advance*ent. Te need o% training arises in anenterprise due to %olloing reasonG6
i$ C(,I(, '.C(O5O,6 Tecnolog" is canging at a %ast pace. Teor;ers *ust learn ne tecniBues to *a;e use o% advanced tecnolog". Tus0 training sould betreated as a continuous process to update tee*plo"ees in ne *etods and procedures.
ii $ 7*5I'6 CO(SCIO*S C*S'OM.+S
Custo*ers ave beco*e Bualit" conscious andteir reBuire*ents ;eep on canging. To satis%"te custo*ers0 Bualit" o% products *ust becontinuousl" i*proved troug training o% or;ers.
iii) ,+.'.+ P+O)*C'I4I'6It is essential to increase productivit" and
Reduce cost o% production %or *eeting co*petitionin te *ar;et. D
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in an organiAation. It also elps te e*plo"ees inattaining personal grot.
iii$ ).4.5OPM.(' O0 S9I55S O0.MP5O6..S
Training and &evelop*ent elps in increasing te job ;noledge and s;ills o% e*plo"ees at eac level.It elps to epand te oriAons o% u*an intellectand an overall personalit" o% te e*plo"ees
i/$ P+O)*C'I4I'6
Training and &evelop*ent elps in increasing te productivit" o% te e*plo"ees tat elps teorganiAation %urter to acieve its long6ter* goal.
/$ '.M SPI+I' Training and &evelop*ent elps in inculcating te
sense o% tea* or;0 tea* spirit0 and inter6tea*collabourations. It elps in inculcating te Aeal tolearn itin te e*plo"ees.
/i$ O+,(I'IO( C*5'*+.
Training and &evelop*ent elps to develop andi*prove te organiAational ealt culture ande
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it organiAational goals. 9 .5' () S0.'6
Training and &evelop*ent elps in i*proving teealt and sa%et" o% te organiAation tus preventingobsolescence.
9 MO+5.
Training and &evelop*ent elps in i*proving te*orale o% te or; %orce. ;i$ Image
Training and &evelop*ent elps in creating abetter corporate i*age.
;ii$ P+O0I'%I5I'6
Training and &evelop*ent leads to i*proved pro:tabilit" and *ore positive attitudes toards pro:t orientation.
;iii$ Training and &evelop*ent aids inorganiAational develop*ent i.e. OrganiAation gets*ore e
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K !edical cec;6up
K Social Securit"
K Co**unication
K ersonal H"gieneK House;eeping
.S ".n/ironment ealth & Safety$K Sa%et" *easures during dut"
K (ire :gting
K sages o% :re eBuip*ents
K Training %or protect te environ*ent
,MP 'rainings ",ood ManufacturingPractice$
K Leadersip
K J! guidelines
K DBuip*ent cleaning and use records
K &ocu*entation and records
K Training and Dvaluation
K Cange control
K /alidation
K #s Training
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Ob$ecti%e ofTraininK To acBuire a toroug ;noledge base on
subject o% Training and &evelop*ent.K To stud" o Training and &evelop*ent
progra**es are underta;en in te organiAation.
K To ;no process o% Training and &evelop*entat Saurav Ce*ical Li*ited $t Saidpura0&erabassi.
K To stud" te induction progra**e at SCL..
K To stud" te e
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(OLLOS Identi:cation o% proble* Researcobjective Sources o% data collection Sa*ple SiAe&ata interpretation &ata anal"sis (inding andobservation Conclusion Reco**endation
+.S.+C ).SI,( Researc design can be tougt o% as testructure o% researc. It is te glue tat olds all teele*ents in a researc project togeter. Researcdesign is a vital part o% te researc stud". It is telogical and s"ste*atic planning and directing o%
piece o% researc. It is te *aster plan and blue print o% te entire stud".
SO*+C.S O0 )' Te sources o% te data are as %ollos
P+IM+6 )' K Internal data about or;ing o% HR depart*entgatered %ro* organiAation.
K Intervie
. K Observation.
K SuNcient data collected troug %eedbac; %or*sb" te e*plo"ees. UuestionnairesV.
S.CO()+6 )':
K !agaAines0 journals0 brocures0 etc. K ebsite o% te co*pan". .irsl.co* V.
K -oo;s. K Darlier researces on si*ilar topic.
SMP5.Se ala"s ave to or; it a sa*ple o% subjects
rater tan te %ull population. -ut people areinterested in te population0 not te sa*ple. TogeneraliAe %ro* te sa*ple to te population0 tesa*ple as to be representative o% te population.Te sa%est a" to ensure tat it is te representative
is to use a Rando* selection procedure. M.'O) O0 SMP5I(, *S.)i$+()OM SMP5I(, M.'O) In te rando* sa*pling *etod0 all ite*s aveso*e cance o% selection tat can be calculated.Rando* sa*pling tecniBue ensures tat bias is notintroduced regarding o is included in te surve".
http://www.irsl.com/http://www.irsl.com/
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ii$ SMP5. SI. Te sa*ple siAe ta;en is 28 e*plo"ees %ro* te
Hu*an Resource &epart*ent o% Indora*a s"ntetics5India9 ltd. -utibori0 Fagpur.
)' CO55.C'IO( Surve"6BuestionnaireG 6 -eaviors0 belie%s andobservations o% speci:c groups are identi:ed0reported and interpreted.
K !ost o% te e*plo"ees ants to te or;place tobe redesigned ere te training sessions are beenconducted.
K D*plo"ees %elt te ti*e astage during trainingsession. -ut trainees ere satis:ed it activitiesconducted during training progra* because it asrelated to teir job.
D"T" "#")YSIS "#DI#TE!P!ET"IO#
1. @our organiAation consider as a part o%organiAation strateg".
@ourorganisation isconsider as a
Response Response
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part o%organiAationStrateg"
Fo
• $gree 38 '8
• Strongl" $gree
18 28
3.&isagree 18 28
Conclusion
Training is considered as part o% organiAationstrateg".
2. Ho !an" Training rogra* @ou $ttendWHo *an"Trainingrogra* @ou $ttend
Response
Fo.
Response
1. X18 # 18 2. 18628 ) 14
3. 28648 1# 38
4. Y48 23 4'
Conclusion
!ost o% te e*plo"ee attends *ore tan 48training progra*s.
3. To o* training is given *ostWTo o*training is given
Response
Fo.
Response
1. Senior # 18
2.Einnior ' 12
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3.Fe Sta< 18 28
4.-ased on
ReBuire*ent
2, #+
Conclusion
Training progra*s are need base.
4. at are all i*portant barrier to T>& inOrganisationW
I*portant barrierto raining in org.
Response Fo. Response
1. Ti*e 12 24
2. !one" 18 28
3. Lac; o% interest
b" te sta<
' 12
4. Fon6availabilit" o% S;illed Trainers
22 44
Conclusion
!ost i*portant barrier to training is non6availabilit" o% s;illed trainers.
#. Training TecniBue usedW
TrainingTecniBue sed
Response Fo. Response
1. O< te Eob 1' 32
2. On te Eob 14 2+
3. -ot 28 48
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Conclusion
-ot on te job and o< te job *etod areused during training.
'. Training !etod used W
Training !etodsed
Response Fo. Response
1. Eob Rotation
!etod
13 2'
2. DternalTraining !etod
1# 38
3. Con%erenceor &iscussion
14 2+
4. rogra*Instruction
+ 1'
Conclusion!ostl" all te *etods o% training are %olloedb" te co*pan" or organiAation.
). Dnoug Training is givenW
Dnoug Trainingis Jiven
Response Fo. Response
1. $gree 3' )2
2. &isagree # 18
Strongl"&isagree
, 1+
Conclusion
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Dnoug training is given in te organiAation.
+. Training session conduct in "ourorganiAation is use%ulW
Training sessionconduct inorganiAation
Response Fo. Response
1. $gree 34 '+
2. &isagree ' 12
3.Strongl"agree 18 28
Conclusion
Training session conduct in te organiAation isuse%ul at all levels.
,. T>& do "ou need to *a;e "our carrierspirationW
T>& do "ouneed to *a;e "our carrieraspiration
Response Fo. Response
1. Leadersip 1+ 3'
2. Dternal&egree 18 28
3. (or*al*eeting process
, 1+
Oter 13 2'
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Conclusion
Training *a;es e
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12. er%or* oter job in organiAation0 attraining and eperience do "ou reBuiredW
at training or eperiencereBuired
Response Fo.
1. Sa%et"aareness
2' #2
2. FegotiationS;ills
18 28
3. !acine
operations
, 1+
4. Occupationalealt
# 18
Conclusion
!ost o% training progra*s are based on sa%et"aareness.
13. Jeneral co*plaints about te training
sessionWCo*plaintsabout training
Response Fo. Response
1. Ta;e aa" previous ti*e o% e*plo"ee
1# 38
2. Too *an"gap beteente session
24 4+
3. Trainingsession areunplanned
# 18
4. -oring andnot use%ul
' 12
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Conclusion'here is too many gap in training programs32
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I#DI#G1. $ttitude o% or;er toards training is good.
2. Training is need base. !eans training is givenen it is reBuired.3. Training is given to bot old and ne Sta
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!ECO((E#D"TIO#S
"#DS*GGESTIO#S K So*e advanced training is reBuired in
tecnolog" depart*ent.
K Te co*pan" sould adopt so*e oter a"s%or no*inating te trainees li;e training needidenti:cation surve"0 sel% no*ination0 personalanal"sis0 organiAational anal"sis0 etc.
K Training sould be a continuous process i.e.0 itsould be i*parted at regular intervals.
K Te duration o% training progra* sould beless and details sould be precise and accurate.
K HR depart*ent sould conduct se*inars onso*e vital topics so tat e*plo"ees are ala"s*otivated and encouraged to or;.
CO#C)*SIO#S On te basis o% te anal"sis *ade0 te %olloingconclusions are dranG
K !ai*u* nu*ber o% te e*plo"ees :ndsealt" environ*ent at te or; place.
K Lac; o% interest in e*plo"ees act as a barrierin training progra**ers.
K !ai*u* e*plo"ees said tat te" get elpenever te" reBuire.
K D*plo"ees are satis:ed it te training anddevelop*ent progra**ers given to te*.
K Te training progra**ers as elped in
developing s;ills o% te e*plo"ees.K $%ter attending te training progra**ed *osto% te or;ers :nd teir attitude better toardste job.
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ANNEXUEU.1 @our organiAation is considered as a part o% organiAationW
a9 Strong agree
b9 $gree
c9 &isagree
U.2 Ho *an" training progra*s "ou aveattendW
a9 X18
b9 18628
c9 28648
d9 Y48
U.3 To o* training is givenW
a9 Fe sta<
b9 -ased on reBuire*ents
c9 Senior
d9 Eunior U.4 at are all i*portant barrier to T>& inorganiAationW
a9 Ti*e
b9 !one"
c9 Lac; o% interest b" te sta<
d9 Fon6availabilit" o% s;illed trainer
U.# Training tecniBue usedW
a9 On te job
b9 O< te job
c9 -ot
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U.' Training *etod usedW
a9 Eob rotation
b9 Dternal training
c9 Con%erence or &iscussiond9 rogra* Instruction
U.) Dnoug practice is givenW
a9 $gree
b9 &isagree
c9 Strongl" disagree
U.+ Training session is conduct in "our
organiAation is use%ulWa9 $gree
b9 &isagree
c9 Strongl" $gree
U., T>& do "ou need to *a;e "our carrieraspirationW
a9 Leadersip
b9 Dternal &egreec9 (or*al *eeting process
d9 Oter
U.18 o provides training to or;erW
a9 &eptt. Supervisor
b9 Dpert
c9 $n" oter U.11 S;ills tat te trainer sould possess to*a;e te training e
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U.12 er%or* oter job in "our organiAation0at training or eperience ould "oureBuiredW
a9 Sa%et" aareness
b9 Fegotiation s;illsc9 !acine operations
d9 Occupational ealt
U.13 Jeneral Co*plaints about te trainingsessionW
a9 Ta;e aa" previous ti*e o% e*plo"ee
b9 Too *an" gaps beteen te sessions
c9 Training sessions are unplannedd9 -oring > not use%ul
U.14 On ic %actor training i*pact *ostl"W
a9 DNcienc"
b9 roductivit"
c9 !oral
d9 Eob satis%actione9 noledge
U.1# &o "ou tin; training elp to reduceic o% te %olloingW
a9 $ccident
b9 -rea;don
c9 Labour turnover
d9 $bsenteeis* +I+)OG!"P'Y