Vst Project

8/9/2019 Vst Project

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Table of Contents

C H A P T E R 1

Introduction to Training and Development...............................1-12

C H A P T E R 2

Cigarette Induatry and profile of VST.....................................13-21

C H A P T E R 3

Training and Development at VST ..........................................22-24

C H A P T E R 4

Objectives of the Study..........................................................25-26

C H A P T E R 5

Research Methodology...........................................................27-29

C H A P T E R 6

Data Analysis.........................................................................30-43

C H A P T E R 7

Findings & Conclusions...........................................................44-47

C H A P T E R 8

Suggestions............................................................................48-49

1


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C H A P T E R 9

Questionnaire.........................................................................50-53

C H A P T E R 1 0

Bibilography...........................................................................54-55

2


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CHAPTER IIntroduction to Training

and Development

3


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Introduction to Training & Development

Organization and individual should develop and progress simultaneously for their

survival and attainment of mutual goals. So every modern management has to developorganization through human resource development. Employee training is a specialized

function and is one of the fundamental operative functions for human resource

management.

Meaning:

After an employee is selected placed and intersected he or she must be provided withtraining facilities. Training is the act of increasing the knowledge and skill of an

employee for doing a particular job. Training is a short-term educational process and

utilizing a systematic and organized procedure by which employee learns technicalknowledge and skill for a definite purpose.

According to Dale S. Beach

Training as The organized procedure by which people learn knowledge and/or skill for a

definite purpose

According to Hessking

(1971) Defined training as a sequence of experiences or opportunities designed to modifybehaviour in order to attain a stated objective.

According to oatey

Defines training as any activity, which deliberately attempts to improve a persons skill at

work. The training is defined as systematic development at attitude, knowledge andskilled behaviour pattern required by individual in order to perform adequately and

efficiently a given task or job.

According to O. Jeff Harris, Jr. Observes

Training of any kind should have as its objectives there direction improvement of

behaviour so that the performance of the trainee becomes more useful and productive forhimself and for the organization of either operative skills (the basic skills related to the

successful competition of a task) interpersonal skills (how to related satisfactory to

Chapter

1


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others) decision making skills (how to arrive to the mostly satisfactory causes of action)

or a combination these.

According to Wayne Monday, Robert Noe.

Activities which serve to improve an employee performance on a currently are one

related to it.

Training is defined as any attempt to improve employee performance on a currently held

job or one related to it.

Training is defined as any attempt to improve employee performance on a currently held

job or one related to it.

Self awareness , the content of which is not required on the current job.

TRAINING AND DEVELOPMENT

Employee training is distinct from management development or executive development.

While the former refers to training given to employees in the area of operations, technical

and allied areas, the later refers to developing an employee in the principles and

techniques of management, administration, organization and allied areas.

Differences between Training and Development

Area Training Development

Content Technical skills Managerial and behavioralskills and knowledge

Purpose Specific job-related

knowledge

Conceptual and general

Duration Short term Long term

For whom Mostly technical and non

managerial personnel

Mostly for managerial

personnel

Every organization has its viability as a main concern which can be achieved byefficiently and effectively utilizing as available resources it the maximum extent

possible The continuous pressures in the environment increases the need for efficiency

in all aspects. The organization should be able to aspect. The organization should be ableto expect it self to changing environment to develop and grow independently.

Aregeys contention is that the effectiveness of the organization on its ability to

accomplish the basic objectives.

1. To achieve its goal

2. To maintain itself internally


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Importance of Training

The importance of human resource management to a large extent on human resourcedevelopment. Training is the most important technique of human resource development.

As stated earlier, no organization can get a candidate who exactly matches with the job

and the organization can get a candidate who exactly matches with the job and theorganization requirements. Hence, training is important to develop the employee and

make him suitable to the job.

Job and organizational requirements are not static; they are changed from time to time

view of technological advancement and change in the awareness of the total quality and

productivity management (TQPM). The objective of the TQPM can be achieved only

through training as training develops human skills and efficiency. Trained employeeswould be a valuable asset to an organization. Organization efficiency, productivity,

progress and development to a greater extent depend on training. Organizational

objectives like viability, stability and growth can also be achieved through training.

Training is important, as it constitutes significant part of management control.

Benefits of Training

Leads to improved profitability and or more attitude towards profit orientation

Improves the job knowledge and skills at all levels of the organization

Improves the morale of the workforce

Helps people identify with organizational goals

Helps create a better corporate image

Fasters authenticity openness and trust

Improves the relationship between boss and subordinate

Aids in organizational development

Aids in understanding and carrying out organizational policies

Organization gets more effective decision making and problem solving

Aids in development for promotion from within

Aids in developing leadership skill, motivation, locality, better attitudes and aspectsthat successful workers and managers usually display

Improves tabor management relations

Helps employees adjust to change

Benefits to the individual which in turn ultimately should benefit the organization

Achievements, growth, responsibility and advancement are internalized and

operational zed

Aids in encouraging and achieving self development and self confidence Helps a person handle stress, tension in frustration and conflict

Develops a sense of growth in learning

Helps a person develops speaking and listening skills also writing skills whenexercise and required

Improves communication between groups and individual

Aids in orientation for new employees and those taking new jobs through transfer orpromotion


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The Elements of training are (ASK)

Attitude

SkillsKnowledge

A MODEL OF PLANNED TRAINING

Identifying the learning organization

Evaluate the learning Set learning objective

Implement the training Determine training strategy

Training design and plan the training

Principles of training

Providing training in the knowledge of different skills is a complex process. A number of

principles have been evolved which can be followed by the guidelines by the trainees.Some of them are as follows

Motivation, Progress information, Reinforcement, Practice, Full vs. part, Individual


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Areas of training:

Organization provides training to their employees in the following areas:

Company policies and procedures

Specific skills

Human relations

Problem solving

Managerial and superior skills

Apprentice training

TRAINING METHODS:

As a result of research in the field of training a number of programs are available. Some

of these are new methods, while others are improvements over the traditional methods.

The training programs commonly used to train operative and supervisory personnel arediscussed below.

Areas of training

Organization provide training to their employees in the following areas

TRAINING METHODS

On the job method Off the job method

Job rotation

Coaching

Job instruction

Training through step by step

Continuous assignment

Vestibule training

Role playing

Lecture methods

Conference or discussion

Programmed instruction


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The type of training, also known as job instruction training is the most commonly used

method.

Under this method the individual is place on a regular job and taught the skills necessary

to perform the job. The trainee learns under the supervision and guidance of a qualified

worker or instructor.

Off the job training methods

Under this method of training, trainee is separated from the job situation and his

attention is focused upon learning the material related to his future job performance.

OBJECTIVE OF TRAINING

Training begins with the very first day and employee starts work, training as a part of

staffing is done to aid employees in improving performance. Training is a learning

process that involves the acquisition of skills, concepts, rules or attitudes to increase theperformance of employees. Training is a continuous process and should be managed by

experts.

To be effective training programs accomplish a number of objectives. Training must be

based or organizational and individual needs. Training for trainings ASK is no its or

organization and individual needs be directed towards the accomplishment oforganizational objective such as more efficient production methods, reduced operating

cost and improved quality of production or services.

Training should address problems that need to be solved. Company reports and records

provide clause to the trouble spots with in an enterprise, records on tardiness

absenteeism.

Interviews conduct with individual employees, questionnaire, and group discussion can

be used to identify the problem area as well as training needs.

The following methods are used to assess the training needs:

1. organizational requirements/ weakness

2. deter mental requirements / weakness

3. job specification and employee specification4. identifying specific problems

5. management requests

6. observation7. interviews

8. group conferences

9. questionnaire surveys

10. test or examination


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11. check lists

12. performance appraisal

TRAINING ASSESSMENT METHODS

Identifying specific problems

Such problems are productivity, high costs poor material control, and poor qualityexcessive violation of rules of conduct, poor discipline, high employee turnover and

transfers, excessive absenteeism, accidents.

B M base identified three factors which necessitate the training in an organization theyare

1. Technological Advances:

To keep in pace with tremendous development in industrial technology and advance in

industrialization and organization has to train and develop its human resource wheneverneed arises.

2. Organization Complexity:

Simple organizations are being emerged to complex organizations due to development in

methodology, mechanization and automation. The complexity of the organization has toled to crisis in control mechanism of human resource i.e. coordination and integration of

activities eventually the need for training and development is felt at all levels in such

organizations from shop floor to top executives.

3. Human Relation

Training is human relation is necessary to take human related problem at work in anorganization.

Lining of typical activities involved in designing training

During the design phase which is usually closely integrated with the development phase)

trainers work from learning goals to design a training system that learners and trainerscan implement to meet the learning goals.


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This phase is also typically includes identifying learning objectives (which culminate in

reaching the learning goals), needed facilities, necessary finding, course content, lessons

and the sequence of lessons.

The various training media are selected media adder selected e.g. Instructor led computer

based, World Wide Web based self directed, interactive and computer based, ormultimedia/course content is often piloted during the development phase or initially

tested, to insure the content is understandable. Therefore this design phase can also

include identifying evaluation criteria to evaluate if course content is understandable bylearners.

Some considerations when during this phase are:

a) How complex is the training that is needed?

b) How much time do learners have to learn the new knowledge and skills?

c) How much money is available to pay for the training, whether in-house or using a

consultant?d) How capable are learners to undertake the training?

e) What are learners, learning preferences and styles?

Typical reasons for employee training and development

Training and development can be initiated for a variety for an employee or group ofemployees.

a) When a performance appraisal indicates performance improvement is neededb) To benchmark the status of improvement so far I a performance improvement effort

c) As part of an over all professional development program

d) As part of secession planning to help an employee be eligible for a planned change inrole in the organization

e) To pilot or test, the operation of a new performance management system

f) To train about a specific topic( see below)

INFORMAL AND FORMAL TRAINING

AND DEVELOPMENT

Informal training and development is rather casual and incidental, typically there are no

specified training goals as such nor are their ways to evaluate if the training actuallyaccomplished these goals or not. This type of training and development occurs so

naturally that many people probably arent aware that they/re in a training experience atall. Probably the most prominent form of informal training is learning from experience on

the job. Examples are informal discussions among employees about a cetin topic, book

discussion groups, and reading newspaper and journal articles about a topic. A morerecent approach is sending employees to hear prominent speakers, sometimes

affectionately called the parade of stars.


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Informal training is less effective than formal training if one should intentionally belearning specific area of knowledge or skill in a timely fashion. Hardly any thought is put

into what learning is to occur and whether that learning occurred or not. (However this

form of training often provides the deepest and richest learning because this form is whatoccurs naturally in life)

Formal Training and Development

Formal training are based on some standard form Formal training might include: A

declaring certain learning objectives nor an extent of knowledge, skills or attributes thatwill be reached by learners at the end of the training.

The methods and means of evaluation might closely associate with the learning

objectives, or might not. For example courses, seminars and workshops often have aform-but its arguable whether or not their training methods and evaluation methods

actually assess whether the objectives have been met or not.

Formal systematic Training and development

Systematic, formal training involves carefully proceeding through the following phases:a) Assessing what knowledge, skills and or abilities are needed by learners.

b) Designing the training, including identifying learning goals and means to carefully

evaluate whether the objectives have been reached or not.c) Developing the training methods and materials

d) Implementing the training and

e) Evaluating whether objectives have been readied or not, in addition to the quality ofthe training methods and materials themselves.

Self- directed and other directed training

Self directed Training

Self directed training includes the learner making the decisions about what training anddevelopment experiences will occur and how. Self directed training seems to be more

popular of late. Note that one can pursue a self directed approach to informal or formal

training for example, self-directed informal training might include examples of informaltraining listed about (book discussion group as ling as the learner choose the activities

and topics themselves either for professional or personal reasons, self directed formal

training includes the learners selecting and carrying out their own learning goals,objectives methods and needs to verifying that the goals were met (for additional

information about self- directed learning)

Other-Directed learning


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This form of course is where someone of the learner drives what training activities will

occur. Other-directed, informal training includes, e.g. Supervisors sending employees totraining about diversity, policies, sexual harassment in the workplace.

Other-directed journal training include where someone other than the learner specifies thetraining goals will be met in training how those goals will be met and how evaluation will

occur to very that the goals were met. This form of learning is probably the most

recognized because it includes the approach to learning as used in universities, collegesand training centers. This form of learning typically grants diplomas and certificates,

Note that this form of training although readily available in universities, etc. is usually

somewhat generic the program is geared to accommodate the needs of the most

learners and not be customized to any one learner. Therefore, a learner many pay tuitionfees to learn knowledge and skills that he or she may not really need.

Another form of other directed, formal training is employee development plants. The

plans identify performance goals, how the goals will be reached by when and who willverify their accomplishments.

Other directed formal training can be highly effective for helping learners gain desired

areas of knowledge and skills in a timely fashion. A drawback is the learners can become

somewhat passive, counting on the expert to show them what they should be doing andwhen.

OVERALL PURPOSE OF TRAINING ANALYSIS

A training analysis is conducted ultimately to identify training goals, that is what areas ofknowledge or skills that training needs to accomplish with learners in order that learners

can meet organizational goals (usually in terms of a performance standard)

Usually this phase means identifying when training should occur and who should attendas learners identify, criteria are established for a final evolution of training to conclude if

training goals were met or not.

Note that employees can require training for a variety of reasons, which usually fall into

two categories

1. Training to fill a performance gap as identified during the performance management

process.

2. Training to fill a growth gap that is to be promoted or be able to fill another openposition in the organization.


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At organizational level training is

i. Linked with business strategy

ii. Lined with corporate culture

iii. Linked with broader development and motivational issues in the organization

Department level is meant what is needed in terms of skills, knowledge and attitude to

carry out the various duties allotted to particular occupation of a department.

Individual level relates to determinants of who needs training in what i.e. it relates to

discovering deficiencies in particular skills, knowledge and attitude on part of theindividual.

Approach in training need analysis include evectional methods such as

Structured interviews Critical incidental interviews

Reported grid

Job analysis

Conventional self directed learning methods

Training methods: The training methods are classified into following categories:

Classification of training methods

Vestibule

Demonstration

Simulation Apprenticeship

Classroom method

On the job method

Conferences

Case study

Replay

THE EVALUATION OF TRAINING PROGRAM:

The basic steps involved in development programmed:

1. Ascertain the development need2. Appraisal of present management talent

3. Preparation of manpower inventory

4. Planning individual development program based on the need5. Establishment of training and development programmed


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6. Evaluation of management development programmed

EMPHASIS OF DEVELOPMENT AREAS

Technical competence

Managerial competence Process competence

Training

The faculties generally draw from internal resources each selection has a panel of 6 to 10officers. If the functional program is high specialized in nature which requires external

assistance, will be sought some of the workers and supervisors also good faculty resource

for in house training programmes.

Well-qualified experts in their respective professions from the reputed institutions areinvolved for managerial training and development programs

TRAINING TECHNIQUE

Different training techniques adopted are based on the level of participants and nature ofthe trainings. In addition to commonly used techniques like lectures and demonstrations

and the other methods talks and discussions, case study, role play, group raises are also

used in the case of demanding situations arise. One of the job training is used at theworkers level usually.

TRAINING AIDS

It is observed that the following training aids are commonly used in different training

situations in B.E Hyderabad

1. Blackboard

2. Charts and diagrams

3. Slide projector4. Movie projector

5. T.V/ V.C.R

Types of training programmes in Hindustan Coca-Cola beverages limited Mouala Ali,Hyderabad


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CHAPTER I IProfile of VST


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CIGARETTE INDUSTRY AN OVERVIEW

PRODUCT INFORMATION

Cigarettes are smoked all over the world; In fact cigarette is the most widely spread and

the most widely enjoyed semi-luxury item. For every social class, every culture, old andnew smoking is a part of every day life.

Our old tradition of using tobacco has been changed with the change in our civilization.With the increase in sophistication man started using pipes cigars and then shifted to

cigarettes instead of raw tobacco.

Smoking cigarette has become fashion and its usage is increasing day by day. A need for

having tobacco industry has attained a greater importance and is also one of the heavily

taxed consumer industries, which accounts for a lions in the revenue exchequer.

Every day more than a billion cigarette pecks are sold around the world. The main reason

of the increased consumption in the population through west is going towards antismoking; east is going in opposite direction by encouraging the cigarette smoking. The

global Tobacco Company is continuously facing lots of pressure from the national and

international lobbies, which are against the health hazards of smoking. Recently Indiangovernment has imposed ban on public smoking. Cigarette is not free from government

excessive duties.

The major cigarette producing companies in India are:

1. Indian tobacco company limited(ITC)

2. Vazir sultan tobacco industry Limited(VST)

3. Godfrey Phillips Limited4. Golden tobacco company Limited

I.T.C with brands like classic, gold flake, Wills, Berkeley, Bristol, Capston, India kings

etc.

V.S.T with brands like Charminar, Charms, Kingston and Charms Blue Kings, Maxus

etc.

G.P.I with brands like Four Square, Red & White and Originals etc.


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G.T.C with brands like chancellor, Panama, Burten and Esquire etc.

Market share of the Indian Cigarette companies

Company Market Share in Sticks

(Billion)

I.T.C 66.2V

V.S.T 12.7

G.P.I 12

I.T.C 8

Total 99.3

Company Profile

History and Growth of VST

The idea of training a cigarette manufacturing industry originated in 1920 by Mr. Vazir

and his son MD Sultan, Mr. Kazak started up his own industry at the outskirts of

Azamabad industrial area, with the help of his father-in-law i.e. MR. Vazir

VST was incorporated in 1920 at Hyderabad, A.P and has a factory at secundrabad, A.P

It started as a small company with Quail, High court, Charminar etc as its major

brands. It has collaboration with the BAT group, UK, which holds a 32.16% stake in thecompany. In 1990 the company entered the United Arab Emirates market launching

Kingston Mini Kings to develop the export business; it introduced fire-cured light-soil

Burley and other non-traditional varieties of tobacco followed by another brand, Kingstondual filter, In 1991 in the same year. It was accorded the status of an expert house. It also


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acquired an import license for two-sophisticated high-speed precision log max cigarette

manufacturing machines from France.

The company also exports agricultural products. VST introduced premium filter in July

1993 in 1992-93 it entered into a technical collaboration agreement with high valuehorticulture, UK. It has signed an agreement with science and technology ventures, Israel

in 1994, the company incorporated VST natural product formerly VST agro tech to

establish manufacturing facilities to process high value horticultural crops, for export. In1994-95 the company launched two brands Vijay deluxe and charminar standard.

VST is the largest cigarette exporter to Middle East from India. In 1999-2000 the

company recorded a significant increase of 24.2% in UN manufactured tobacco exports,however the prospects for the current year appear bleak, as there is a glut of tobacco in

the international markets also the tobacco board has declared a crop holiday for the 2001

FCV crop and its impact on the company. SEBI cleared the open offer of bright star

investment to acquire 20% equity stake in the company. The open offer made by Brightstar investment Ltd. at RS. 112 per share was revised to RS 151 per share and the counter

offer made by Russell credit Ltd. at RS 115 per share was also revised to RS 125 pershare respectively, Both the offer was closed during June 2001.

GROWTH OF THE COMPANY

In the beginning, charminar brand gained its popularity not merely by advertising, for in

those days applicability of advertising technique is rare. During the, world war II soldiers

carried this brand and were soon popular through out the country and gained nationalimportance.

The company set up an authorized shares capital of rupees one lakh. The (BAT) BritishAmerican Tobacco has 32.16% shares in VST.

As on 2000 VST Industries Ltd. has several subsidiaries most of which are investmentcompanies. They are

Hall marks Tobacco Ltd.

Hall mark Investment Ltd.

Tobacco Leaf Investment Ltd.

VST Distributors

Tobacco Diversification Investments Ltd

Technology

VST factory, which is located in Hyderabad, is the largest in India with advanced

technology. It is one of the largest and most modern factories. In India VST holds third

rank among cigarette making possible due to management dedication in upgrading ofquality of product.


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Modernization of plants includes development of sophisticated facilities for innovative

packaging styles, implementation of online quality monitoring system and introduction ofpackaging lines.

VST- An Agro Based Industry

VST being basically in Agro Business field with tobacco as a major raw material hasbeen deeply involved with farmers and agricultural extension programs.

At present over 2, 00,000 acres area covered by VST Industries Ltd, decided to expand its

production but its application was rejected as ore than the BAT Company held 50%share. It was then the company went for the public issue of 18 lakh shares after which

BAT companys share fell down to 335 with the ever-increasing times. Today its primary

manufacturing unit is considered as one of the most modern in the whole of Asia.

In 1993, it incorporated large machinery imported from Germany to its factory, which

produces around 7,500 cigarettes as against 3000 cigarettes per minute, which theexisting machines are manufacturing.

With the up gradation of technology the company has been working on reducing its

workforce for which many steps had been taken. One of which has been the reportedVRS scheme, which has been reduced the manpower to 1608 from 2065 in 1972.

The key machinery was important from Germany and UK in 1995. VST introducedanother premium brand cigarette Kingston, a dual filter cigarette.

VST- Place in Indian Industries

Vst is the 3rd largest industry in India producing cigarettes.

It is an organization known for the integrity of its business principles pioneering

agricultural activities, brand marketing and advertising, technological excellence, social

responsibility and promotion of sports and music as well as service to the customers. This

has enabled VST to maintain excellent relationships with the state and Nationalgovernment banks and financial institutions, trade unions, farmers and distribution

channels and consumers.

Departments in VST

Primary manufacturing department: Where as tobacco is cut and processed

Secondary manufacturing department: where cigarettes are made and packed

Technical training cell: where technical training is imparted to workmen and

technicians


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Engineering Department

Where machine maintenance is carried out

Electrical section

Mechanical section

Leaf Department

Where the tobacco leafs is purchased and stored for years.

Personnel Department

Where all industrial relations, human relations department and personnel matters are

taken care of commercial and finance department where all admistrative and financial

activities are carried out.

Marketing Department

Where all the various cigarette brands are marketed.

Purchase Department

Where the material of various cigarettes are purchased

Shipping Department

Where the pack cartoons are transported to the various outlets across the country. In

PMD no shift system is maintained, there is only general shift from 8:00am to 4:00pm

In SMD Boiler house- engineering and finishing department

1st shift 6:00am to 3:00pm

2nd shift 3:00pm to 11:00pm

3rd shift 11:00pm to 6:00am

DEPARTMENT STRENGHT

RESEARCH AND DEVELOPMENT 6PRODUCTION 23

SECURITY 13

PRIMARY MANUFACTURING DEPT. 54SECONDARY MANUFACTURING DEPT-A 339

SECONDARY MANUFACTURING DEPT-B 291

LOGA 5

SHIPPING 12


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ENGINEERING 12

BOILER HOUSE 12

ENGINEERING IN PMD 32ENGINEERING IN SMD 32

PERSONNEL CORPORATE 2

AMBULANCE ROOM 8CANTEEN 27

MATERIAL 2

MATERIAL WAREHOUSE 9FINANCE 7

GA SERVICES 1

LEAF ALMPUR 2

LEAF GUNTUR 5

TOTAL 940

SOUL OF VST

Abiding values:

Commitment to proved greater satisfaction the consumer

Commitment to share holders interest

Commitment to professionalism

Commitment to business ethics

Commitment to create better future for employees

Commitment to fulfill obligation to employees society

Vision of VST

A GLOBAL TOBACCO COMPANY

Continuously stimulating mark expansions by providing superior tobacco satisfaction

with emphasis on its core competency of blended mid range tobacco attaining the lowestcost manufacturing status.

Following from its economic competitive advantages to be in the business of value addedspecially Agro products with a global demand.

Mission of VST

A highly committed and well-organized team of professional managers with motivated

and skilled employee force

An excellent reputation with the states and central government

Financial sound with considerable funds

Nations wide distribution and marketing network


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A strong agricultural base with excellent standing among the farmers and the availability

of the proven team of agricultural extension staff.

VST achievements

The company was awarded the prestigious British safety councils national safetyaward 1993 for the lowest accident frequency rate.

The environmental and pollution control award for 1992-1993 was instituted by

international Greenlands society, Hyd.

Royal society for the prevention of Accidents-Qualification-Safety awards for 1992

was presented to the company in a special ceremony on June 1995, held at the

international exhibition center at Birmingham U.K

Charminar commercial farm won the prestigious advertising award for the best

advertising factory of the year 1996-1997

Gold safety awards for the year 1996-1997 from Royal society for prevention ofaccidents, ROSPA, U.K for the third time in succession has been received by the VST

The vision screening center setup in collaboration with the L.V Prasad Eye Institute for

the treatment of ocular diseases to community in the neighborhood of the factory has

treated. 18,716 cases since its inception in October 1992.


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AM -Assitant Manager

FD -Finance Director

SP -Supritendent

Exe - Executive

Mgr - Manager

Managing Director

Leaf

VP

Mgr Leaf

AM

SP

Exe

Technical

VP

MG

Shift

Shift

SP

Marketing

Trade Brand

Zonal

Regional

Circle

Area

Sales& Admin

Staff

Brand

Executive

Finance MIS HR

FD

GM(Fin)

AM

SP

Exe

System

System

V.P.Project

Head

HRHRHR

RetainerIRESE

Exe


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CHAPTER I I I

Training and Development at VST


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TRAINING PROGRAMMES CONDUCTED IN VST

The training programs have been conducting from the past two and half years focus on training,

people gas increased in the last one year.

In house programs on communication skills, managerial effectiveness, Finance for non-

finance managers was conducted.

A PD plan is drawn and based on the plan people are being sponsored for

internal/external programs.

Manave Sankalpa Sandhana training is given to the employees of VST. It is all about

the self-society and family life.

In house training programs for workmen every year where all the 903 employees are

covered. They are divided into batches of 24 members and each member is given 3 days

training. Training programmes in VST

1. Internal

2. External

Situations when T&D is done

1. When job requires2. When person enquires

Training calendar is obtained by IIMS, IFMSTraining period is from June to September every year

Training programmes to management staff

1. First programs to top management

Earlier named as Growth mission Leadership workshop training in first phase given

to M.D & V.P (Managing Director, Vice president) Training to marketing people where

they are divided into regional wise.

Appraisal for training

1. Self development appraisal2. Performance appraisal

3. Training also required when now software is introduced & new machinery is

introduced.


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What methodology is used?

The following methods are used in combination for training and development programmeat VST

Group workTask forces

Task analysis workshop

QuestionnaireUse of job description

How are they identified?

The process identification is not very complex some are the methods used mentioned

below

Simply asking each person who is currently performing the role to lost the tasks to be

performed by him one by one and identified the knowledge, attitudes and skills requiredto perform each of these consolidate the list present to the role set group or special task

force constituted for that role edit and finalized.

Appoint a workforce for each role

The process of training and development finally resulted in

Determination of technical, behavioral and managerial trails required for individualsuccess

Providing accurate specifications for recruitment and staffing

Providing a base for consistently measuring performance related to businessobjectives

RESEARCH PROCESS

Research process consists of series of actions or steps necessary to effectively carry out

research

The various steps, which provide useful guideline regarding research process:

1. Formulating research problems

2. Extensive literature survey3. Determining sample design

4. Collecting the data

5. Execution of the project6. Analysis of the data

7. Interpretation and suggestions

8. Conclusions9. Preparation of the project


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CHAPTER IV

OBJECTIVES


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Objectives of this study

1. To study the training and development methods and identify the loopholes that VST

employs for the development of their employees.

2. To know whether the training is the solution to the problems being faced by the

organization

3. To identify whether training is a good investment

4. To know how employees are motivated through training and development

programmes.

5. To identify various inputs that should to into training and development programmes.

6. To study the orientation procedure employed by the organization.

7. To increase the competency level of an individual.


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CHAPTER V

RESEARCH

METHODOLOGY


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Sample design:

A sample design is a definite plan determined before data were actually collected for

obtaining a sample from a given population. In this study random sampling is used.

Sample size:

The sample size taken for survey included 25 executives, the sample was collectedkeeping in view covering all the middle level and top level executives in the organization,

but I could cover only few employees because of time factor and year ending busy

schedules.

Sources of Data

Primary Sources:

Primary information was collected through questionnaire from various cadres of

personnel which include both permanent and temporary

Secondary Sources

Information was collected from organization records management journals and websites.

Data Collection:

In dealing with any problem it is often find that the data in hand are adequate and

therefore it becomes necessary to collect the data that are appropriate. These are severalways of collecting the appropriate data, which differ considerably in context of time and

other resources.

Here for the purpose of study two kinds of data has been used:

1. Questionnaire survey

2. Pilot survey

Questionnaire survey:

Data is gathered by distribution of questionnaire to executives. Questionnaire is a

structured one consisting of questions, which are close, ended having fixed response

pattern with multiple answers.


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Pilot survey:

The study also includes obtaining information from knowledge person. Such persons

could be competent and articulate, individuals, executives or professionals of the

organization.

Data analysis and interpretation:

Analysis was done on the basis of primary i.e. data obtained from the questionnaires and

these questionnaires were given to the member.

Data analysis and interpretation is done with the help of tables.

Scope of the study

The project report was prepared having its trust on the working of the manufacturing firm

particularly reference to the employees and workers opinion as training and developmentprogramme.

This present study was undertaken to project the employees and workers opinion

regarding training and development programme and various policies and problems facing

by them and benefits they are expecting etc.

Limitations:

Every effort has been made to attain accuracy in findings. It is imperative that somelimitations cannot be contained. Some of the limitations that could be traced as follow:

Due to constraints of time and much other resource, this study is confined to specific

activities

The study covers only those employees who have been chosen by the executive HR

The opinions,behaviours and attitudes of the respondents reflected in this study are

restricted to the duration at the research and are subjected to change with passage of

time

The study was restricted to particular organization

Sample selected in simple random sample restricted to 25 employees

The respondents were not available readily and the data were collected as per the

convenience of the respondents

For the above reasons the study cannot give the true representation of the entire

organization.


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CHAPTER VI

DATAANALYSIS


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1. How do you feel about training and development in your organization?

Opinion No of Respondents Percentage

Excellent 5 25%

Good 7 35%

Fair 5 25%

Poor 3 15%

FEELING ABOUT TRANING & DEVELOP MENT IN

25

35

25

15

Ex ce lle nt G ood F a ir P oor

Interpretation:

From the study it has been found that 35% of employees feel that training anddevelopment in organization is good, whereas 25% of employees say that training and

development is excellent. 25% agrees that training is fair and whereas 15% employees

says that training and development is poor.


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2. What are the methods that are followed for training and development in your

organization?


On the Job Training 13 65%

Off The Job Training 7 35%

M E T H O D S F O L L O W E D F O R T R

D E V E L O P M E N T IN T H E O R

6 5 %

3 5 %

O n th e J o b T r a in in gO ff T h e J o b T r a i

Interpretation:

The above data indicates that 65% on the job training is given in the organization where

as 35% off the job training on the whole the organization implements both on the off thejob training methods.

3. Does the organization consider the following measures for finalizing training

programmes?


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Task Analysis 5 25%

Man Analysis 9 45%

Equipment Analysis 4 20%

Brainstorming 2 10%

M E A S U R E S C O N S ID E R E D F O R F IN A L IZ

D E V E L O P M E N T P R O G R A M M E

2 5

4 5

2 0

1 0

T a sk A n a l y si sM a n A n a l ysi sE q u i p m e n t A n a l ysi sB r a i n s t o r m

Interpretation:

Based on the above data 45% of the employees said that organization considers mananalysis for finalizing training programs, 25% said that the organization considers task

analysis for finalizing training programs, 20% said that the organization considers

equipment analysis for finalizing training programs, 10% said that organization considers

brainstorming for finalizing training programs.


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4. What are the different inputs that are being used in training and development

programmes?


Skiils 7 35%

Education 4 20%

Development 7 35%

Ethics 2 10%

DIFFE RENT INPUTS US ED IN TRAINING & DEV EL

PROGRAMMES

35%

10%

35%

20%

Ski ils Educa tion Deve lopment Ethics

Interpretation:

From the study it has been found that 35% of respondents feel that skills are being usedin training and development programs, 20% feel education, 35% rated development as

the input used and followed by 10% of ethics.


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5.How far the organization has achieved its training and learning objectives?

Opinion No of Respondents PercentageTo a Great Extend 2 10%

To An Extent 15 75%

Partly 0 0%

Some what 3 15%

ORG A CHIVEMENT IN TRAINING & LERNING OBJECT

10%

75%

15%

0%

To a Great Ex tend To An Ex tent Part ly Some what

Interpretation:

From the study it has been found that 75% of respondents feel that organization has

achieved its training and learning objectives, 10% feel it is to a great extent, 15% feel

somewhat.


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6. How has the training and development programmes contributed in organizationaland employee development?


Excellent 2 10%Good 11 55%

Fair 5 25%

Poor 2 10%

CONTRIBUTION OF TRAINING & DEVEL

P R O G R A M M E I N O R G & E M P L O Y EE D EV

10

55

25

10

Ex ce lle n tG oo d Fa ir P oo r

Interpretation:

From the study it has been found that 55% of the respondents feel that training anddevelopment programmes are good in organizational and employee development,

whereas 25% feel that the contribution is fair, 10% feel excellent and 10% poor.


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7.How many training programmes have you attended so far?

Opinion No of Respondents Percentage1-2 0 0%

2-4 6 30%

4-6 7 35%

Above 10 7 35%

NO OF TRAINING PROGRAMMES ATTENDE

BY EMPLOYEES

0%30%

35%

35%

1-2 2-4 4-6 Above 10

Interpretation:

From the study it has been found that 35% of respondents have attended 4-6 training

programmes so far, 35% have attended more than 10 training programmes and 30% haveattended 2-4 programmes.


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8. Does training and development programmes of the organization help in brining the

gaps of the following?


Technical 9 45%

Behavioural 11 55%

ROLE OF TRAIN ING & DEV ELO

P R O G R A M M ES I N B R ID G I N G T

BETW EEN TECHNICAL & BEHAV

45

55

T e c h n i c a l B e h a v i o u r

Interpretation:

From the study it has been found that 45% of the respondents feel that it helps in brings

the gaps of technical aspects, 55% feel behavioral.


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9. Does the organization realize the investment done on training and development

programmes?


To a great Extent 7 35%

To an Extent 9 45%

Partly 4 20%

BENEFITS OF INVESTMENTS IN TRAINING

DEVELOPMENT PROGRAMMES

35%

45%

20%

To an Extent To an Extent Partly

Interpretation:

From the study it has been found that 35% of respondents feel that investment done on

training and development helps to a great extent, 45% feel that it helps to and extent, 20%feel partly.


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10. Does the organization training programs covers the following, If yes rank them?

Opinion GroupsNo ofRespondents Percentage

Need Analysis & InstructionalDesign 1-2 21 48%

Implementation & evaluation 3-4 23 52%

O R G C O N S ID E R A T IO N O N N E ED \ AN A L Y S I S \

D E S I G E \ I M P L M E N T A T I O \ E V A L U T I O

1 -2

N e e d A n a l

& I n s tr u c t i

D e s i g n

4 8 %

3 -4

I m p l e m e n t a

& e v a l u ti o

5 2 %

N e e d A n a l y si s & I n s tr u c ti o n a l D e si g n 1 - 2I m p l e m e n ta t io n & e v a l

Interpretation:

From the above data 52% of respondents feel that organization training programmes coverimplementation and evaluation and 48% said that organization covers need analysis and

instructional design.


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12. What measures are used to evaluate training programs?

13.

OPNIONS

No ofRespondents Percentage

Performance based evaluation 13 65%

Post training performance 5 25%

Pre-Post training performance methods0 0

Pre-Post training performance with controlled group

methods 2 10%

Interpretation:

From the study it has been found that 65% of respondents feel that performance based

evaluation is the measure used to evaluate training programme, 25% feel post trainingperformance followed by pre post training method with controlled group method which is

10%.

MEASURES USED TO EVALUATE TRAINING &

PROGRAMMES

65%

25%

0% 10%

Performance based evaluation

Post training performance

Pre-Post training performance methods

Pre-Post training performance with controlled group

methods


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14. Does the organization collect feedback on the training and development sessions from

the employees and implement changes for further programs?


YES 13 65%

NO 7 35%

Interpretation:

From the study it has been found that 65% of the respondents feel that organization

collect feedback on training and development sessions and implement changes and the

rest 35% of the respondents feel that feedback is not collected.

DOES T HE ORG. COLLECT FEEDBACK

EMP LOYEES O N TRAINING & DEVELO

PRO G RAMMES

YES

65%

NO

35%

YES NO


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CHAPTER VI I

Findings & Conclusions


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FINDINGS:

Almost all the employees have ranked their training programs as very satisfactory

Training programs helped them in improving skills, knowledge and as well as

organizational goals.

Organization provides training programmes to its employees every year.

Organization takes feedback from the employees on training and development

programs

Organization and development programs conducted in the organization have

contributed towards organizational development

The training and development programs have equipped the employees with the

knowledge essential required to use new technology.


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CONCLUSIONS


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CONCLUSIONS

The employee of the VST are satisfied with training programmes as it helps them in

training skills for performing skilled jobs.

It has empowered employees

Most of the employees feel that present level of training and development by the

organization is on par with the objectives of organization.

Organization uses all the sophisticated technology for training programmes.

Organization thoroughly plans the training programs after identifying the needs.


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CHAPTER VI I I

SUGGESTIONS


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SUGGESTIONS

The management should collect feedback from each and every employee

The organization should have separate training and development for overall employee

and organization development.

The no of training hours should be more for training programmes

Organization should benchmark strategies with the industry leader and they should

find out the variances.

To make training and development effective the management or HR should consider

the suggestions of employees from different departments for framing the training

programmes.

After completion of the training programmes, the concerned department should

observe the performance level at work, their growth and should give suggestions for

better prospects.


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CHAPTER IX

QUESTIONNAIRE


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1.How do you feel about training and development in your organization?

Excellent [ ]

Good [ ] Fair [ ]

Poor [ ]

2. What are the methods that are followed for training and development in

your organization?

On the job training [ ]

Off the job training [ ]

3. Does the organization consider the following measures for finalizing training

programmes? Task analysis [ ]

Man analysis [ ]

Equipment analysis [ ]

Brain storming [ ]

4. What are the different inputs that are being used in training and

development programmes?

Skills [ ]

Education [ ]

Development [ ]

Ethics [ ]

5. How far the organization has achieved its training and learning objectives?

To a great extent [ ]

To an extent [ ]

Partly [ ]

Somewhat [ ]

6. Has the training and development programmes contributed in organizational

and employee development?

Excellent [ ]

Good [ ]

Fair [ ] Poor [ ]

7. How many training programmes have you attended so far?

1-2 [ ]

2-4 [ ]

4-6 [ ]

Above 10 [ ]


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8.Does training and development programmes of the organization help in bringingthe gaps of the following?

Technical [ ]

Behavioral [ ]

9.Does the organization realize the investment done on training and development

programmes?

To a great extent [ ]

To an extent [ ]

Partly [ ]

10.Does the organization training programs covers the following, If yes rank them?

1-4

Need Analysis

Instructional design

Implementation

Evaluation

11. Rank the factors that influence long term association with the company:

(1 most important, 10 least important)

Salary

Interpersonal relations

Learning opportunities

Appreciation

Career growth

Responsibility

Recognition

Brand (company)

Mentoring

Work conditions


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12. What measures are used to evaluate training programs?

Performance based evaluation [ ]

Post training performance [ ]

Pre- post training performance methods [ ]

Pre- post training performance with controlled group methods [ ]

13. Does the organization collect feedback on the training and development sessions

from the employees and implement changes for further programs?

Yes [ ] No [ ]


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CHAPTER X

BIBILOGRAPHY


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1. Human Resource Management by Decenzo/Stephen Robbins

2. Human Resource Development and Management by Biswanth Ghosh

3. Human Resource Management by Gary Deseller

4. Human Resource Management and Personal Management by K.Aswathappa

5. Human Resource Management 3rd edition by Mirza Sayadain

Documents

Vst Project