St.

Peters University
Avadi, Chennai
(2009-2011)

Training is an effective tool of organization

development:
A study with reference to Hindustan Copper
Limited

Project submitted to St. Peters University, in partial

fulfillment of the requirements for the degree of
Master of Business Administration

BY

SANGITA MONDAL

(Registration Number: SP09BAP312)

Name and official address of the Guide:

Mr. Tamal Taru Roy
 Naba Ballygaunj Mahavidyalaya
27 E, Bosepukur Road, kol-42

CERTIFICATE

Certified that this project report titled Training is an effective tool

of organization development: a case study base on Hindustan
Copper Limited, Kolkata is bonafide work of Ms.Sangita Mondal
(Registration Number: SP09BAP312) who carried out the research
under my supervision. Certified further, that to the best of my
knowledge the work reported herein does not form part of any other
project report or dissertation on the basis of which a degree or
award was conferred on earlier occasion on this or any other
candidate.

Place: Kolkata

Signature of the Guide

 ACKNOWLEDGEMENT

It is with pleasure that, I record my indebtedness to my Research

Guide, Mr. Tamal Taru Roy selection grade lecture for his counsel
and guidance during the preparation of this project and making this a
successful one.

I also express our heartiest thanks to our professor and

Head of MBA Department Ms. Pallavi Sarkar of our institute,
Kolkata.

I also thank my external guide Mr. P. Raj Ganesh whose

valuable suggestion have helped me to complete the project
successfully. Last but not the least I extend our sincere thanks to all
our batch members who have contributed their ideas for the
betterment of the project.
 ABSTRACT

Training is the provision of guided experience to change behavior,

attitude or opinions. Training needs analysis identifies specific gaps
which training is designed to fill benefits of training of training. It
enhances confidence, commitment & motivation in oneself, which
leads to recognition, greater responsibility, pay improvements,
personal satisfaction, and achievement and enhanced career
prospects. It improves availability & quality of staff also enhances
mobility from the trainee’s perspective. Training takes place either
on or off- the job.

Development is the need to enhance competencies beyond those

required by the immediate job, for example, values & ethics of
organization and professional group. It is a source of enthusiasm.

So training and development must help the organization to equip

each employee with knowledge and skill needed to perform his / her
job effectively at present and in future. The project was undertaken
to evaluate the effectiveness of training and development programs
at Hindustan Copper Limited, Kolkata.
 CONTENT

Chapter

1. Introduction
i) Need of the study
ii) Objective of the study
iii) Hypothesis
iv) Limitation of the study
v) Methodology
vi) Review of literature

2. Concept of training

3. Company profile

4. Analysis and interpretation

i) Interview (HCL)
ii) Chi-square method

5. Findings and suggestions

6. Conclusion

Annexure
a. Questionnaire
b. Bibliography
 LIST OF TABELS

Table no. Title of the Table

2.1 difference of training and education

2.2 Needs Assessment Methods

2.3 Techniques of Training methods

3.1 Women Employees in HCL

3.2 Physically Challenged Employee in HCL

4.1 Remuneration in HCL

4.2 Analysis of profit and loss account

4.3 Satisfaction in levels of organization

4.4 Chi-square table

Figure No. Title of the Figure

2.1 Steps in Training

2.2 Assessment of Training need

2.3 Evaluation of Training

 Chapter-1

Introduction

Organization and individual should develop and progress

simultaneous for their survival and attainment of mutual goals.
Therefore, every modern management has to develop the
organization through human resource development. Training is the
important subsystem of human resource development. Training is a
specialized function. It is one of the fundamental operative functions
for human resource development. Employee training improves the
relationship between boss and subordinates.. it aids in organizational
development. Organization gets more effective decision making and
problem solving aids in development of promotion. So successful
candidates placed on the jobs need training to perform their deities
effectively. Workers must be trained to operate machines, reduce
scarp and avoid accidents. It is not only the workers who need
training, but supervisor, managers and executives also need to be
developed in order to enable them to gross and acquire maturity of
taught and action. Training is an ongoing process in any organization.
Training creates a better corporate image faster authenticity
openness and trust.
Training aids in increasing productivity or quality of work and
develops a sense of responsibility to the organization for being
competent and knowledgeable. It improves labour management
relation and reduce outside consulting costs by utilizing competent
internal consulting centers. So effectiveness of training policy creates
an appropriate climate for growth, communication helps employees
adjust to change aids in handling conflict thereby helping to prevent
stress, tension and frustration.

Training policy provides information and improving leadership,

knowledge, communication skill and attitudes, increases job
satisfaction and recognition moves a person towards personal goals
while improving interactive skills, satisfies personal needs of the
trainer and trainee provides the trainee an avenue for growth and
say his/her own future, develops a sense of growth in learning, helps
to eliminate fear in attempting new tasks.

Since further needs of employees will be met through training and

development programme, organization take fresh diploma
holders/management trainees after course completion. So training
serve as an effective source of recruitment. Training is an investment
in Human Resource with a promise of better returns in future i. e –
white collar crime as it is viewed in finding of the KPNG’S fraud
survey for 1996 which confirms the prevalence’s of white collar
Crimes in Corporate India. Among management frauds, window
dressing of balance sheet is not favorite, followed by more creative
 ones like fudging MIS and giving working information. Employees
training are distinct from management development or executive
development. This effective training policy bridges the difference
between job requirements and employees present specification.
Action on the following lines needs to be initiated to make training
process effective.

Ensure that the management commits itself to allocate major

resources and adequate time to training. For employee Xerox
corporation in the U.S invests about $300 meter annually or about
2.5% of its revenue or training. Similarly Hewelet Packard spends
about 5% of its annual revenue to train its 87,000 workers.

A. Ensure that training contributes to competitive strategies of the firm.

B. Ensure that a comprehensive and systematic approach to training
exists and training and retraining are done at all levels on a
continuous and ongoing basis.
C. Make learning one of the fundamental values of the company.
D. Ensure that there is proper linkage among organizational,
operational and individual training needs.

Need for the study

Human Resource is one of the key elements of the organization

development and growth. The efficiency and effectiveness of human
resource are influenced by the training and recruitment policy of the
organization from micro point of view, the organizational efficiency
 should be measured in terms of the human resources which
ultimately creates an opportunity for growth and development of the
economy as whole. So an intensive study needed to analyze the
effectiveness of the training and recruitment people in reference to
few companies.

Objective to study:-

1. Theoretical analysis of Training and Recruitment policy prevailing in

the modern business world.
2. To measure the effectiveness of different Training and Recruitment
policy- an empirical analysis.
3. To come out with conclusion and suggestion.

Hypothesis:-
Cost of employees and profit of the company a co- relation and
comparative analysis with references to company’s Training and
Recruitment policy.
 Limitations

Although it has been my endeavor to take all- necessary precautions

to ensure that the information gathered is authentic and maximum
facts are presented the report has few handicaps.

(1) Lack of time

The nature of the report required detailed and meticulous

information gathering. In this sense time was a limiting factor and a
major constraint to accomplish the given task. The busy schedule of
the contact person is each of the Division of the company failed to
provide enough time to me to discussion.

(2) Confidentiality

The company withheld a lot of information, which they termed as

confidential, as a result of which secondary data had to be reviled
upon.

The work is based only on the information gathered from different

issues, journals, magazines & websites.

(3) Time consuming

 The exhaustive nature of the thesis comprising of 3 division of the
company took plenty amount of time in analyzing and prosecuting
the reports.
(4) Lack of secondary data
it has been problem collecting secondary data on division like HR
and Public relation- as there were no release in any publication or
was there a mention of it on the company web site. It was not easy to
retrieve all data, as the major player in the market are not new
comers, they are old & long run player.
(5) Not many competitor
There are only two major player of soft drinks industry so data field
was very limited.
(6) Location of the office
It have been very difficulty to go every time to the factory which is
located in Gurgaon.
(7) Human error
The feedback provided by the company executives, consumers and
others approached has been assumed to be correct. But there might
have been wrong and biased facts given. The opinion of the few
cannot be generalized in any manner. The reader has to discount
these fallacies with regard to small scale on which it has been
prepared.
Source and methodology:-

The work is based on theoretical and empirical part. In theoretical

part the researcher will draw heavily from the available literature in
this subject. Moreover different books periodically are also consulted
for theoretical perspective. In empirical part the work is based on
personal interview with official designated as HCL (Mr. Kamalesh
Soni) Astt. General Manager (HR),. To complete the entire work,
different information to be gathered from internet, annual report of
respective companies. In addition to secondary data a questionnaire
was prepared for the effectiveness of training policy to the
organizational development. After collecting the information from
different interviewee, statistical tools are used for analyzing,
interpretation and clarification of the data to come out with logical
conclusion and suggestion with the random hypothesis chosen.
Review of literature:-
We have sought to indicate the range of effectiveness of training
policy and development possibility arising from researches and
observation of different field of management.

Training process involved different activities directed for optimizing

the goal of the organization. Effective training process reduces the
training cost which leads to maximization of output as well as profit.
The possibilities are yet enormous and, as more and more data and
observational results are available and as the need for sophistication
in training methods are felt by business units, many of these are
bound to fill the training needs as powerful psychological weapons of
change.
Training is designed to develop managers who constitute the core of
the human resource of an enterprise. Cost of developing resources is
indeed an investment which conceivably yields the highest return.

The training programme – its concept and content need to be

empirically valid, comprehending the fundamentals and the logic of
the enterprise system –its organizational and human dynamics.

Profiting from management development programme is a two way

process and there is a meeting ground to promote high morale and
job satisfaction, to stimulate productivity and growth of employees.
So without training the knowledge and skill of executives become
obsolete. Executives loss their drive and punch without training.
Rapid advancements are taking place in technology and in markets in
order to harness new technology and to exploit new markets;
manager needs greater knowledge and skills. An organization can
not survive and grow unless it is able to develop new leaders to
replace the present ones. Training should produce change in
behavior which is more in keeping with the organizational goal than
its previous behaviour which is more in keeping with the
organizational goal than its previous behaviour. Hence the research
is based on a relation between profitability and employee cost that
leads to better productivity, greater flexibility, introduction of latest
technology to reduce cost of production, better use off resources,
reduction in accidents, reduced supervision and stability and growth.
A company having a pool of trained personnel can maintain its
effectiveness of training despite the loss of key personnel.
 Chapter-2

Concept of training

Organization and individual should develop and progress

simultaneously for their survival and attainment of mutual goals. So
every modern management has to develop the organization through
human resource development. Employee training is a specialized
function and is one of the fundamental operative functions for
human management.

Meaning :-
After an employee is selected placed and introduced he or she must
be provided with training 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
technical knowledge and skills for a definite purpose Dale S. Beach
defined the training as the organized procedure by which people
learn knowledge and/or skill for a definite purpose.

In other words training improves, changes, moulds the employees

knowledge, skill behaviour, aptitude and attitude towards the
requirements of the job and organization. Training refer to teaching
and learning activities carried on for the primary purpose of helping
members of an organization to acquire and apply the knowledge skill
abilities and attitudes needs by a particular job and organization.

The training bridges the differences between job requirements and

employees present specifications.

Nature of training
Training and development refer to the imparting of the specific skills,
abilities and knowledge to an employee. A formal definition of
training and development is, “its an attempt to improve current or
future employee performance by increasing an employee’s ability to
perform through usually by changing the employees attitude or
increasing his/her skill and knowledge.

We can make a distinction among training and education which will

enable us to acquire a better perspective about the meaning of the
terms. Training as was stated refers to the process of imparting
specific skills. Education on the other hand is confined to theoretical
learning in class rooms. The table below draws a distinction between
training and education more clearly.
 Difference of training and education:

Training Education
Application oriented Theoretical oriented
Job experiences Class room learning
Specific task General concepts
Narrow perspective Board perspective
Table 2.1

But organization must consider elements of both education and

training while planning their training programme.

Steps in training
Organizational objective and strategies

Assessment of training needs

Establishment of training goal

Devising training programme

Implementation of training programme

Evaluation of result

Fig. 2.1

Organizational objectives and strategies

The first step of training in an organization is the assessment of its

and strategies. What business are we in? at what level of quality do
we wish to provide this product or service? Where do we want to be
in the future? It is only after answering these and other related
questions that the organization must assess the strength and
weakness of its human resources.

Needs assessment

Needs assessment diagnoses present problem and future challenges

to be met through training and development. Organization spends
vast sums of money (usually as percentage on turnover) on training
and development. Before committing such huge resources,
organization would do well to assess the training needs of their
employees. Organization that implements training programmes
without conducting needs. Assessment may be making errors.

For example a needs assessment exercise might reveal that less

costly intervention (e.g. selection compensation packages job
redesign) could be used in lieu of training.

Needs assessment occurs at two levels- group and individual. An

individual obviously needs training when his or her performance
falls short of standards that are when there is performance
deficiency. Inadequacy in performance may be due to lack of skill or
knowledge or any other problem. Te problem of performance
deficiency caused by absence of skill or knowledge can be remedied
by training. Faulty selection, poor job design, uninspiring supervision
or some personal problem may also result in poor performance.
Transfer, job redesign improving quality of supervision or discharge
will solve the problem.

The figure below illustrates the assessment of individual training

needs and remedial measures.

Performance deficiency

↓
Lack of knowledge or skill Other causes

↓ ↓

training Non-training measures

Fig. 2.2

Assessment of training needs must also focus on anticipated skills on

and employee. Technology changes fast and new technology
demands new skills. It is necessary that the employee be trained to
acquire new skills.

Assessment of training required at group level too. Any change in the

organization strategy necessitates training of group employees. For
example when the organization decides to introduce a new line of
products sales personnel and production workers have to be trained
to produce sell and service the new products. Training can also be
used when high scrap or accident rates low morale and motivation or
 other problems are diagnosed. Although training is not a cure all
such undesirable happenings reflect trained work force.

Needs assessment methods:

Group or organizational Individual

analysis analysis
Organizational goals and Performance appraisal
objective
Personnel/skill inventories Work sampling
Organizational climate indices Interviews
Efficiency indices questionnaires
Exit interviews Attitude survey
Work planning system or Rating scales
quality circle
Table 2.2

Benefits of needs assessment:

1. Trainers may be informed about the broader needs of the training

group and their sponsoring organization.
2. The sponsoring organization is able to reduce the perception gap
between the participants and his/her boss about their needs and
expectation from their training programme.
3. Trainers are able to pitch their course inputs closer to their specific
needs of the participants.

Training and development objectives:

Once training needs are assessed, training and development goals

must be established. Without clearly set goals it is not possible to
design a training and development programme and after it has been
implemented there will be no way of measuring its effectiveness.
Goal must be tangible, verifiable, and measureable. This is easy
where skill training is involved. For example the successful trainee
will be expected to type 55 words per minutes with two or three
errors per page. But behavioral objective like attitudinal changes can
be more difficult to state. Nevertheless clear behavioral standards of
expected results are necessary so that the programme can be
effectively designed and results can be evaluated.

Designing training and development

Every training and development programme must address certain

vital issues:

Who are trainees?

Trainee should be selected on the basis of self nomination,
recommendation of supervisor or by the HR department itself.
 Whatever is the basis it is available to have two or more target
audiences. For example rank and file employees and their supervisor
may effectively learn together about a new work process and their
respective roles. Bringing several target audience together can also
facilitate group process such as problem solving and decision making
elements useful in quality circle project.

Who are trainers?

Training and development programme may be conducted by several
peope including the following.
1. Immediate supervisor
2. Co-worker as in the buddy system
3. Members of the personal staff
4. specialist in other parts of company
5. outside consultants
6. industry association
7. faculty members at universities

Who among them are selected to teach often depends on where the
programme is held and the skill that is being taught. For example
programme teaching basic skills are usually done by the members.
On the other hand interpersonal and conceptual skill for managers is
taught at universities. Large organization generally maintain their
own training department whose staff conduct the programme.

Methods and techniques of training:

Training methods are categorized into two groups (i) on the job (ii)
off the job methods. On the job methods refer that are applied in the
workplace, where the employees are actually working. Off the job
training are used away from the work places.

The most commonly used training techniques are:

Lectures: lectures are verbal presentation of information by

an instructor to a large audience. The lecture is presumed to process
a considerable depth for very large groups and hence the cost per
trainee is low. This method is mainly used in colleges and
universities though its applications are restricted in training factory
employees.

Limitation of the lecture method account accounts for its low

popularity. The methods violate the principle of learning by practice.
It constitutes a one way communication. There is no feed back from
the audience. To break the boredom the lecturer often resorts to
anecdotes jokes and other attention getters. This activity may
eventually overshadow the real purpose of instruction. However the
lecture methods can be made effective if it is combined with other
methods of training.

Audio visuals: audio visual includes television, slides, overheads

video types, and films. These can be used to provide a wide range of
realistic examples of job condition and situations of the conserved
period of time. Further the quality of the presentation can be
controlled and will remain equal for all training groups.
 But audio visual constitute a one way system of communication with
no scope for the audience to raise doubts or clarifications. Further
there is no flexibility of presentation from audience to audience.

On the job training (OJT): it is the most effective method as the

trainee learns by experience making himself highly competent.
Further the method is least expensive since no formal training is
organized. The trainee is highly motivated to learn since he or she is
aware of the fact that his/her success depends on the training
received.

OJT suffers from certain demerits as well. The experienced employee

may lack expertise or inclination to train the juniors. The training
programme is not systematically organized. In addition a poorly
conducted OJT programme is likely to create safety hazards result in
damaged products or materials and bring unnecessary stress to the
trainees.

Programmed instruction: This is a training method where training

is offered without the intervention of the trainer. Information is
provided to the trainee in blocks either in a book or from or through
a teaching machine. After reading each block f material the learner
must answer a question about it. Feed back in the form of correct
answer is provided after each response. Thus programmed
instruction (PI) involves:

 Presenting question facts, or problem to the learner.

 Allowing the person to responds.

 Providing feedback on the accuracy of his or her answer.

If the answers are correct the learner proceeds to the text block. If
not he or she repeat the same.

The main advantage of PI is that it is self-placed, trainees can

progress though the programme at their own speed. Strong
motivation is provided to the learner to repeat learning. Material is
also structured and self contained offering much scope of practice.

Disadvantages are not to be ignored. The scope of learning is less to

the other methods of training. Cost of preparing book manuals and
machinery is considerable high.

Computer assisted instruction (CAI): This is an extension of PI

method. The speed memory and date manipulation capabilities of the
computer permit greater utilization of basic PI concepts. For example
the learner response may determine the frequency and difficult level
of the next frame.

CAI is an improved system when compared with PI method in at least

there respect. First, CAI provides at accountability at tests are taken
on the computer so that the management can monitor each trainee
progress and needs. Second, a CAI training programme can also e
modified easily to reflect technological innovations in the equipment
for which the employee is being trained. Third, the training also tend
to be more flexible so that trainees can usually use the computer
almost any time they want and thus get training when they prefer.

Not be ignored in the fact that the feedback from CAI is as rich and
colorful as modern electronic games complete with audio instruction
and displays. A deterrent with regards to CAI is its high cost, but
repeated use may justify the cost.

Simulation: a simulator is any kind of equipment or technique that

duplicates as nearly a possible the actual condition encountered on
the job. Simulation them is an attempt to problem situations and
decision alternatives to the trainee. For example activities of an
organization may be simulated and the trainee may be asked to make
a decision in support to those activities. The result of whose decision
is reported back to the trainee with an explanation of what should
have happened had they actually been made in the workplace.
The more widely held simulation exercise are case study, role
playing, vestibule training.
Sensitivity training: sensitivity training uses small members of
trainees usually fewer than 12 in a group. They meet with a passive
trainer and gain insight into their own and others behavior. Meeting
have no agenda are held away from the workplace and question
deals with the here and now of the group process. Discussion focus
on why participants behave as they do, how they perceive one
another and the feelings and emotion generated in the interaction
process.

E-LEARNING

E-learning refers to the use of Internet or an organizational intranet

to conduct training on-line. E-learning is becoming increasingly
popular because of the large number of employees, who need
training. Take Wipro, for example, out of its 17,500 employees, 2,500
are on site and 15,000 employees are in off-shore centers at
Bangalore, Hyderabad, Chennai, Pune and Delhi. How to organize
training for all these? Wipro also has a policy of subjecting any
employee for a two-week training every year. E-learning helps Wipro
considerably. Similarly, at Satyam nearly 80% of the 9,000
employees are logged into the in-house learning management system
for various courses. Infosys has almost 10% of its total training
through e-Learning.

E-learning has come a long way from its early days when it was used
extensively for technical education such as learning new languages
and familiarization with new technologies. Today, firms are
introducing soft skill modules as well. Satyam uses e-learning
modules on management provided by Harvard Manage Mentor Plus.
Satyam has even tied up with Universitas 21-a consortium of 16
international universities and Thomson learning-for an on-line MBA.
 It is not that e-learning replaces traditional training system. In fact, e-
learning becomes more effective when blended with traditional
learning methods. Many firms use e-Learning as a prerequisite
before classroom training popularly called blended training, a
combination of electric learning with classroom approach.

“E-learning can also be a disaster if it is not managed correctly. It is

not a panacea; it is a means to an end. To be successful, online
learning has to have the right fit with the organization. It should not
be chosen because it is fashionable,” Nasscom has said.

TECNIQUES OF TRAINING:

TECHNIQUES DESCRIPTION
Ice breaker Games to get learn member know each other.

Leadership games Exercise to teach different styles of leadership.

Skill games Test to develop analytical skills

Communication games Exercise to build bias free listening and talking.

Strategic planner Games to test ability to plan ahead.

Role reversal Exercise to teach plurality of views

Doubling tag team Brings out ideas that are often not expressed. One
role played alternatively by two participants.
Mirroring Training with an external perspective

Monodrama shifting physical Insight into a given interaction. Highlights of

position communication problem.
Structure role play Role play with predetermined objectives
Multiple role play Providing a common focus on discussion.

Built in tension Teaching the importance of resolving the matter.

Shadowing Working under a senior to watch and learn.

Outward bound training Adventure sports for teams.

Lateral thinking Thinking randomly to come up with new ideas.

Morphological analysis Listing of alternative solution to problems.

Gordon technique Steering a discussion of crystallized solution

Attribute listening Isolation, evaluation and selection of problem

Cross culture training Programmed to teach specifies of varied cultures.

Table 2.3

Effectiveness of training methods:

The corollary to Mary Follet’s work and the results of the Hawthrone
studies revealed the emphasis on the most effective methodology. On
the job training methods includes job rotation, coaching, job
instruction, or training through step by step and committee
assignments.

After discussing all the methods that is job rotation and other role
playing, off the job method added a new dimension to the study of
group dynamics has been the expansion of interest and research in
human relation and behavioral pattern. So the method of role playing
involves human interaction, which includes realistic behavior in
imaginary situations. This method of training involves action doing
and practice with a tool of higher efficiency followed as a direct
consequence. The quality of leadership is reformulated here. So, I
think role playing is one of the effective training methodologies out
of all methodologies.

HOW TO MAKE TRAINING EFFECTIVE?

Action on the following lines needs to be initiated to make training

practice Effective:

1. Ensure that the management commits itself to allocate major

resources and adequate time to training. This is what high-
performing organizations do. For example, Xerox Corporation, in the
US invests about $ 300 million annually, or about 2.5 per cent of its
revenue on training. Similarly, Hewlett-Packard spends about five
per cent of its annual revenue to train its 87.OC: workers.

2. Ensure that training contributes to competitive strategies of the

firm. Different strategies need different HR skills for implementation.
Let training help employees at all levels acquire the needed skills.

3. Ensure that a comprehensive and systematic approach to training

exists, and training and retraining are done at all levels on a
continuous and ongoing basis.

4. Make learning one of the fundamental values of the company. Let

this
Philosophy percolates down to all employees in the organization.
5. Ensure that there is proper linkage among organizational,
operational and individual training needs.
6. Create a system to evaluate the effectiveness of training.
(Evaluation of training has been discussed above.)
 Needs assessment
Organizational
support
Organizational
analysis
Task and KSA
analysis
Person analysis

Instructional Development Training validity

Objective of criteria
Selection
and design Transfer
of validity
instructional

Intra-
Training organizational
Use of
evaluation validity
models Inter-
organizationa
l validity

Fig. 2.3

Evaluation of the Programme:

The last stage in the training and development process is the

evaluation of results (see Fig. #1). Since huge sums of money are
spent on training and development, how far the programme has been
useful must be judged/ determined. Evaluation helps determine the
results of the training and development programme. In practice,
however, organizations either overlook or lack facilities for
evaluation.
Need for Evaluation: The main objective of evaluating the training
programmes is to determine if they are accomplishing specific
training objectives that are, correcting performance deficiencies. A
second reason for evaluation is to ensure that any changes in trainee
capabilities are due to the training programme and not due to any
other conditions. Training programmes should be evaluated to
determine their cost effectiveness. Evaluation is useful to explain
programme failure, should finally, credibility of training and
development is greatly enhanced when it is proved that the
organization has benefited tangibly from it.

Principles of Evaluation:
Evaluation of the training programme must be based on the
principles:
1. Evaluation specialist must be clear about the goals and purposes of
evaluation.
2. Evaluation must be continuous.
3. Evaluation must be specific.
4. Evaluation must provide the means and focus for trainers to be
able to appraise themselves, their practices, and their products.
5. Evaluation must be based on objective methods and standards.

6. Realistic target dates must be set for each phase of the evaluation
process. A sense of urgency must be developed, but deadlines that
are unreasonably high will result in poor evaluation
Criteria for Evaluation:
1. Training validity: Did the trainees learn during training?
2. Transfer validity: What has been learnt in training, has it been
transferred on the job enhanced performance in the work
organization?
3. Intra-organizational validity: Is performance of the new group of
trainees, for which the training programme was developed,
consistent with the performance of the original training group?
4. Inter-organizational validity: Can a training programme validated
in on organization be used successfully in another organization?
These questions often result in different evaluation techniques.
Techniques of Evaluation: Several techniques of evaluation are being
used in organization may be stated that the usefulness of the
methods is inversely proportional to the ease with which evaluation
can be done.

One approach towards evaluation is to use experimental and control

groups. Each group is randomly selected, one to receive training
(experimental) and the other not to receive training (control). The
random selection helps to assure the formation of groups quite
similar to each other. Measures are taken of the relevant indicators
of success (e.g. words typed per minute, quality pieces produced per
hour, wires attached per minute) before and after training for both
groups. If the gains demonstrated by the experimental groups are
better than those by the control group, the training programme is
labeled as successful.
Another method of training evaluation involves longitudinal or time-
series analysis. Measures are taken before the programme begins
and are continued during and after the programme is completed.
These results are plotted on a graph to determine whether changes
have occurred and remain as a result of the training effort. To further
validate that change has occurred as a result of training and not due
to some other variable, a control group may be included.

One simple method of evaluation is to send a questionnaire to the

trainees after the completion the programme to obtain their opinions
about the programmes worth. Their opinions could through
interviews. A variation of this method is to measure the knowledge
and/or skills that employee possess at the commencement and
completion of a training. If the measurement reveals that the results
after training are satisfactory, then the training may be taken as
successful.

In order to conduct a thorough evaluation of a training programme, it

is important to assess the cost and benefits associated with the
programme. This is a difficult task, but is useful in convincing the
management about the usefulness of training.

Implementation of training programme:

Once the training programme has been designed, it needs to be

implemented. Implementation is beset with certain problems. In the
first place, most managers are action-oriented and frequently say
they are too busy to engage in training efforts. Secondly, availability
of trainers is a problem. In addition to possessing communication
skills, the trainers must know the company's philosophy, its
objectives, its formal and informal organizations, and the goals of the
training programme. Training and development requires a higher
degree of creativity than, perhaps, any other personnel specialty.

Scheduling training around the present work is another problem.

How to schedule training without disrupting the regular work? There
is also the problem of record keeping about the performance of a
trainee during his or her training period. This information may be
useful to evaluate the progress of the trainee in the company.

Programme implementation involves action on the following lines:

1. Deciding the location and organizing training and other facilities.
2. Scheduling the training programme
3. Conducting the programme
4. Monitoring the progress of trainees.

Chapter -3
 Profile of HCL:

Hindustan Copper Limited (HCL), a public sector undertaking under the

administrative control of the Ministry of Mines, was incorporated on 9th
November 1967. It has the distinction of being the nation’s only vertically
integrated copper producing company as it manufactures copper right from
the stage of mining to beneficiation, smelting, refining and casting of refined
copper metal into downstream saleable products.

The Company markets copper cathodes, copper wire bar, continuous cast
copper rod and by-products, such as anode slime (containing gold, silver, etc.),
copper sulphate and sulphuric acid. More than 90% of the sales revenue is
from cathode and continuous cast copper rods. In concluded financial year
2006-07, as per provisional estimates, the Company has earned a all time
highest net profit pf Rs 331 crore (~USD 75 million ) against a sales turnover
of Rs 1800 crore (~ USD 420 million). HCL’s mines and plants are spread
across four operating Units, one each in the States of Rajasthan, Madhya
Pradesh, Jharkhand and Maharashtra as named below:

»  Khetri Copper Complex (KCC) at Khetrinagar, Rajasthan

»  Indian Copper Complex (ICC) at Ghatsila, Jharkhand
»  Malanjkhand Copper Project (MCP) at Malanjkhand, Madhya Pradesh
»  Taloja Copper Project (TCP) at Taloja, Maharashtra

November Incorporated to take over from National Mineral Development

1967 Corporation Ltd.
March 1972 M/S Indian Copper Corporation Limited, Private Sector
Company,  located at Ghatsila, Jharkhand with Smelter and
Refinery was Nationalized and made part of HCL.

February Fully integrated Copper complex  from mining to  refining  came
1975 on stream at Khetri ( capacity 31,000 tonnes of refined copper)

The largest hard rock open pit mine in the country came into
November
stream at Malanjkhand   in Madhya Pradesh of capacity  2 million
1982
tonnes ore 

December
Continuous Cast Wire Rod plant of South Wire Technology of
1989
capacity 60,000 MT was commissioned at Taloja in Maharashtra.

Development in human resource/industrial relation

Manpower:

Man power strength of the company as on 31/03/2007 was 5451 as

against 5583 on 01/04/2006. During 2006-2007, 44 employees were
released on voluntary retirement (V.R). Industrial relations in the
company were peaceful and harmonious.

Employee participation in management:

Over the years, employee participation in management has been the

back bone of harmonious industrial relation in the company. The
successful operation of various bipartite forum at all three levels,
 namely the apex level, the unit level and the shop floor level, has
immensely contributed to improvement in areas of production,
safety, welfare etc. During the financial year 2006-2007 quality
circles were introduced in all the production units of the company.

Reservation for appointment of S.C/S.T/O.B.C candidates:

The representation of S.C/S.T/O.B.C employees out of the total

manpower of 5451 were 16.38%, 12.58%, 12.20% respectively as on
31/03/2007.

Communal harmony and national integration:

The company’s township located at Khetri, Malanjkhand and

Ghatshila s well as other places of work, employees ad their family
members lives in a sprit of togetherness and celebrate all religious
and social festivals in full harmony irrespective of caste, creed,
religion and language.

Employment of women:

Group wise strength of women employees as on 31/03/2007 viz a

viz the man power is given below:

Group Total manpower Number of % of women

women employees to
 employee total manpower
A 687 24 3.49
B 109 5 4.59
C 3835 144 3.75
D 820 134 16.34
Total 5451 307 5.63
Table 3.1

In pursuance of the judgment of the Hon’ble Supreme Court of India

(Vishaka- vs. State of Rajasthan) a well as Govt. guidelines has set up
committees of all the units/ offices of the company for prevention of
sexual harassment of woman at the working place.

Implementation of the “Persons with Disability act, 1985”

During the last few years, the manpower of the company is being
rationalized, and consequently there has been little scope of fresh
recruitment, with the result that physically challenged persons could
be recruited. In addition, the mining operations of the company being
hazardous in nature.

The number off physically challenged persons employed in the

company as on 31/03/07 was as under:-

Group Number of physically

challenged employee
A 1
B 1
C 38
D 14
Total 54
Table 3.2
Human resource development:

Training and development of employees of all levels is given due

priority by the company to increase effectiveness. Special emphasis
was given to organizational development, shaping right attitudes,
team building and improving work culture, besides preparing
employees to understand the trends of the fast changing
technology/switch over to the latest technology for achieving higher
results in production, productivity and profitability.

Non executive:

Apart from statutory safety, technical and functional programmes,

non-executives were exposed to general education and development
programmes. Special programmes were also conducted for weaker
section i.e. scheduled caste and scheduled tribes. A total of 9832 man
days of training on various aspects were conducted in the training
establishments of the units.

Executives:

Based on systematic identification of training needs, development

programmes on productivity, safety, cost control, communication
and human relations besides in company management development
programmes were planned. A total of 3129 man days of executives
were exposed to either in company programmes or were sponsored
in prestigious programmes conducted by various establishments in
the company.

Industrial Relations
Industrial Relations in the Company remained peaceful and
harmonious. Various bi-partite with representatives of the
Management and the Unions at the Apex, Unit and Shop floor levels
functioned well. And it was reached with the recognized Trade
Unions after protracted discussions on Workmen’s Wage Revision
effective from 01/11/2007 which has since been implemented. The
Company also implemented Executive Pay Revision with effect from
01/01/2007 as per Government guidelines.

Redeployment and Rationalization of Manpower

The Company has been making continuous efforts to redeploy
manpower after suitable re-training wherever necessary to ensure
proper distribution and utilization of manpower and also to
minimize idle manpower on account of plant shutdowns. 118
personnel were redeployed at KCC.

Training
Based on identified needs, several in-house training programmes
were organized, with wider coverage of employees and issue-based
discussions. The Company selectively nominated employees for
specialized training programmes/ Workshops/ Seminars/
Conferences organized by reputed professional agencies and
Institutes. In the year 2009-10, against a training target of 5225 man
days, total of 6028 man days of training were imparted. The ratio of
trained to target man days of training is 1.15.

Recruitment
The recruitment process initiated in May/June, 2010 for inducting
young professionals at entry level was decided by the Board to be
replaced by limited recruitment in key areas of 136 Executives
spread over the 5 years 2010-2014 to meet critical requirements
arising out of skill depletion due to superannuation etc.

Employee turnover
Consequent upon rising of superannuation age from 58 years to 60
years w.e.f. 31/07/2007, 100 employees superannuated from the
Company during 2009-10, while 40 separated on other accounts
including death and resignation. Thus, total separation during 2009-
10 stood at 140, viz., Executives 53 and Non-Executive 87.

Tripartite Safety Committee (TSC) meeting attended by Officials of

HCL Units, DGMS and Trade Union Officials of MCP, KCC & ICC were
held at MCP on 9th December 2009 under the Chairmanship of
Director (Mining). Besides the above, special training, regular
refresher training programmes and on-the-job training are provided
to all employees. Safety Campaigns like “Annual Mines Safety Week”,
“Fire Services Day”, and “Industrial Safety Day” celebrations are
 being conducted regularly with active participation of employees in
all the Units of HCL

Chapter-4

INTERVIEW IN HINDUSTAN COPPER LIMITED

NAME OF THE PERSON- Ranajit Chatterjee (Astt. Manager

Secretarial)

1) What are the training methods followed by the company?

 Ans: Training method follows an appraisal system. On the basis of
reflection in appraisal system training is given to the employees.
There are several in house training programme conducted through
outside agency. They have their booklets, training calendars which
help the company to select the proper training methods for the
employees. These includes conference, seminars etc, pertaining
within the country. Other overseas countries have their training
programmes with a link to the company like Overseas Aided
Programme (OAP), UNDP programme and may other technical
collaboration plan is also prevail.

Mr. kamalesh Soni (AGM, HR)

Ans: Annually there is a survey of required competency of the work

force. The existing competencies are known according to the gap
analysis the annual training calendar is made and implemented.
Different training methods performed in the company are:
i) Class room training
ii) In house training
iii) On the job training
iv) External training

People are sponsored to management institute and various reputed

training is given viz. soft training and hard training. Soft training is
 given to the manager and hard training is given to the technical
person.

2) How employees are recruited?

Ans: Employees are recruited through advertisement, in leading

news paper, Graduate engineer trainee and management trainee are
recruited through leading newspaper, though a process of written
test, group discussion and interview.

Mr. Kamelesh Soni

Ans: There are three kinds of recruitment procedure through which

employees are absorbed in the company. According to Employment
Exchange Compulsory Notification Act, firstly the employees submit
their names, then the employees are called for the interviews, lastly
the selection is done.

On the other hand the regional recruitment is done when

employment exchange gave non availability certificate. If vacancy
published in regional newspaper, application is reviewed from the
employees and is scrutinized according to job specification. People
are called for interview or trade tests. On the basis of selection
procedure appointment letter is given to them for the post which is
not regionally available. For senior post All India advertisement is
given. As per the specification applications that are received are
scrutinized and candidates are called for trade tests. For senior
candidates, instead of trade tests written tests are taken. It fully
 depend on the selection committee that are based on Govt. of India
structure.

Mr. Ranajit Chatterjee

3) How they are remunerated?

Ans: A per the designated pay.

Mr. Abhijeet Ghosh

Ans: Based on the approval from the Board of Director and Ministry
of Mines the scale of pay of employees is revised. For the workmen,
the wage and emoluments are decided, based on negotiation with the
recognized unions in a bipartite forum which is known as National
joint committee for copper. For executives the scales of pay and
allowance are decided as communicated by the department of public
enterprise. The last pay revision has been nationally effective for
1997 for a period of 10 years.

Mr. Rnajit Chatterjee

4) How the quality of the work is assured?

Ans: Quality of work is assessed through performance appraisal

system, where employees are assessed through different work
related parameters.

Mr. Soni
 Ans : Quality of work is assured through performance appraisal
system.

Goutam Bannerjee (Asst Manager HR)

5) How the remuneration is related to the volume of work quality of

work?

Ans: Remuneration is a sort of fixed expenses. Even if no production

salary or wages is to be paid to the employees of the company. The
percentage of employee cost will be very high in case of low
production.

Mr. Ranajit Chatteerjee

Ans: In order to boost the moral of the employees an incentive

scheme is designed to improve thee productivity. In HCL the
maximum incentive given to the employees of Rs. 3200 per month in
case if all the parameter are maintained.

Mr.Goutam Bannerjee

6) How much quantity of remuneration is paid categorically during last

three years?
Ans:

200 2005- 2006-

Profit before 4- 2006 2007
 tax (crore) 200 100.2 3
5 2 31.83
52.0
6
Remuneratio 86.9 127.4 157.6
n (crore) 2 6 3
% increase 92.5% 23.1%
in profit
% increase 46.64 23.67
in % %
remuneratio
n
Table 4.1

Growth rate: 6% per annum.

7) Whether the result is satisfactory or not?

Ans: According to Goutam Bannerjee, as per the last three years

remuneration is concerned the rate of profit is increasing from the
year 2004-2007. So in his opinion the result is satisfactory.

Analysis of profit and loss account of HCL

Analysis of employees cost and profit before tax:

2005-06 2006-07(Rs)
(Rs)
Employee 1,274,562 1,576,321
remuneration
Net profit 1,002,163 3,318,289
before tax
Table 4.2

Activity ratio= (net profit)/(employee cost)*100

For the year2005-06 the activity ratio

=(Rs.1,274,562/1,002,163)*100
=78.83%

For the year 2006-07 the activity ratio

= (Rs. 1,576,321/3,318,289)*100
=210.51

From the above activity ratio it is seen that the percentage profit on
employee cost is 267.72% over in 2006-07 than that was in 2005-06
(210.51/78.83*100= 267.72). It implies that the company’s training
and recruitment policy is positively correlated to its profitability. It
follows growth potential and highly impressive in regards to the
company concerned.
CHI-SQUARE METHOD:
Ho= there is no significant difference between levels of employees
and satisfaction of training programs.

H1= there is significant difference between levels of employees and

satisfaction of training programs.

Levels of Satisfaction Un- Total

organization satisfaction
Team leader 14 12 26
Executives 9 8 17
Manager 5 2 7
total 28 22 50
Table 4.3

Observed frequency Expected frequency μ2=∑ {( O-E )2 / E }

‘O’ ‘E’
14 14.56 0.0215
12 11.44 0.0274
9 9.52 0.0284
8 7.48 0.0361
5 3.92 0.2976
2 3.08 0.3787
μ2=0.7897
Table 4.4

Critical Value: the table value of μ2= at α= 0.05 for degree of freedom
(3-1)(2-1)=2 is 5.991.

Decision: the calculated value of μ2= 0.7897< for 2 degree of

freedom= 5.991. Therefore, the null hypothesis that is no significant
difference between Levels of employees and Satisfaction of training
programs is accepted.

Chapter-5
 Findings of the study:
 36% of the employees refer to have classroom training.
 24% of the employees are referring on-the-job training.
 12% of the employees would like to have job rotation.
 8% for role-play and lectures respectively
 7% for audio visual media and 5% for others
 62% of the employees have attended employer paid training course
away from the work place recently.
 76% of the employees had the performance review and discussion
on training needs and /or career development with their higher
officials.
 72% of the employees have been satisfied by earlier training
progarmme.
 According to Chi-Square method there is no significant difference
between levels of employees and satisfaction of training programs.
 All training methods adopted are not equally effective.

Suggestions:

 Training should be conducted according to the employees needs.

 Training, training place, training method, trainee are the major
things that should be considered while conducting the training
program.
 More improvement in latest knowledge should be added in the
training program.
 The in house training programs can be improved by inviting
faculties. From various business schools and mostly from various
private agencies firm conducting training programs for the
employee.
 According to employees perception training program was well
designed and functioned in systematic way was some what extent, it
should be changed, to great extent.
 The employee’s feedback must be getting in a proper way.

Chapter-6
Conclusion:

The study conducted at Hindustan Copper Limited, Kolkata. Deals

with analyzing the training needs of employees of the organization.
The present study concluded that majority of the employees are
interested in attending training program and most of them agree that
they could transfer the learning by implementing new knowledge,
skill, ability and technology that they got from the training program.
In genera, the company provides a very well designed and widely
shared trained policy to its employees. However, there could be
improvement in the case of conducting feedback reviews so as to
analyze the status of the employees after training.
 BIBLIOGRAPHY

Books:
Aswathappa. K, Human resources and personnel management, Tata
McGraw Hill publishing Co. Ltd New Delhi.

Armstrong, M (2001) A Handbook of Human Resource Management

Practice. 8th edition, Kogan page, London.

Kothari C.R., Research methodology – Methods & technology, New

age international (p) Ltd,. New Delhi.

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 Annexure

TRAINING AND DEVELOPEMNT

Questionnaire
1. How important are the following training topics?

very Somewhat Not sure Not now Not

important important important
Grievance Handling
Employee
performance
management
Workplace ethics
Conflict
management
Strategic planning/
organizational skill

Presentation skill
Stress management
Retention

Supervisory skill

hat

2. What are all the method of training adopted in your

organization?

Class room audio visual media role play

 On the job job rotation lecture others

3. Please rate the method of training you feel would be most

effective to achieve your learning goals.

Excellent Very good Good Fair poor

Class room

Audio visual media

Computer based
training
Online

On the job

Programmed
learning
Job rotation

Role play

Lectures

Orientation
4. Would you or your department be willing to pay a fee to hire outside training groups?

Yes No

5. What are the three most important strengths the company brings to its employees?

a)

b)

c)

6. Have you been to conferences or workshops that you would recommended to other?

Yes No
7. What can HR Training and Development do to address your training need(s)?

8. Is your earlier training satisfies your requirements?

9. Please indicate your job level.

Associate senior associate manager team leader

Executive others

10. Please indicate how long you have been working in current company

Less than a year 1-2 year 3-4 year 5-10 year more than 10 year

Details of person completing this questionnaire (information will be confidential)

Name
Organization
Position
Country
Phone
Fax
Email address
comments

THANK YOU