A STUDY OF THE TRANING & DEVELOPMENT WITH SPECIAL REFERENCE TO TATA STEEL

In the partial fulfilment of the requirement for the award of MBA degree

Submitted by:

Shikha kumari CUJ/I/2010/MBA/32

DECLARATION

I Shikha hereby declare that this Industry project titled A STUDY OF THE TRANING & DEVELOPMENT WITH SPECIAL REFERENCE TO TATA STEEL is a bona fide work out by me. I state that no portion of this project report is published or submitted to any other organization. This study is done with the help of my guide, for the fulfilment of my internship project. I hereby acknowledge that the information is genuine to the best of my knowledge and has been collected from reliable sources, the Internet, and the annual reports and corporate sustainability reports of the TATA STEEL.

Certificate of Guide
This is to certify that Miss SHIKHA, Enroll No: CUJ/01/2010/MBA/32, student of Semester VII of the IMBA Program has undertaken the project titled A STUDY OF TRANING & DEVELOPMENT WITH SPECIAL REFERENCE TO TATA STEEL under guidance OF MISS DEEBA ABMAD, Sr. Manager/IR of Wire Rod Mill. No portion of this project report is published or submitted to any other University or organization. This study was done for the fulfillment of the requirements of an internship project for the IMBA Program. The information in the report is genuine to the best of my knowledge and has been collected from reliable sources, the Internet, and the annual reports and corporate sustainability reports of the Tata STEEL. The analysis and compilation was the original work of the student based on secondary data. She has completed his project satisfactorily. This certificate is being issued for academic purpose.

Acknowledgement
There are times when one feels a sense of accomplishment combined with a sense of gratitude. Writing the acknowledgement page in this project is one among them. I would like to thank Prof. Tapas Ghoshal (Dean, School of Management Sciences) who provided us a golden chance for doing an internship. MISS DEEBA ABMAD MAM & B.K MISHRA SIR He constant help throughout the project and there guidance was a key reason for the success of this project. . I am also very grateful to all the members whose constant motivation and support has helped me to complete this project. Last but not the least I thank all my team members whose constant hard work and brainstorming sessions has led to the successful completion of this project work. My project has become a reality only because of cooperation of these among many other people who had helped me in successfully completing this project.

Table of contents
Topic
Introduction Scope of study Objective of study Executive summary Overview of Tata steel - Introduction -Company history -Operation of Tata steel -Vision & mission -Policy of Tata steel Wire road mill -introduction -Department chart -procedure of training -wire mill flow chart -Training flow chart Training and development -Traditional & modern approach -Importance &objective - model of training 19-20 21-22 23-34 14 15 16 17 18 8 9 10 11 12-13 7

Page no.
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INTRODUCTION
Employee training tries to improve skills, or add to the existing level of knowledge so that employee is better equipped to do his present job, or to prepare him for a higher position with increased responsibilities. However individual growth is not and ends in itself. Organizational growth need to be measured along with individual growth. Training refers to the teaching /learning activities done for the primary purpose of helping members of an organization to acquire and apply the knowledge skills, abilities, and attitude needed by that organization to acquire and apply the same. Broadly speaking training is the act of increasing the knowledge and skill of an employee for doing a particular job. In todays scenario change is the order of the day and the only way to deal with it is to learn and grow. Employees have become central to success or failure of an organization they are the cornucopia of ideas. So it high time the organization realize that train and retain is the mantra of new millennium.

SCOPE OF THE STUDY

The scope of the study covers in depth, the various training practices, modules, formats being followed and is limited to the company Reliance Money and its employees. The different training programmes incorporated/facilitated in Reliance Money through its faculties, outside agencies or professional groups. It also judges the enhancement of the knowledge & skills of employees and feedback on its effectiveness.

OBJECTIVE OF THE STUDY

The broad objective of the study of training policies in Reliance Money is to study the impact of training on the overall skill development of workers. The specific objectives of the study are: 1. To examine the effectiveness of training in overall development of skills of workforce. 2. To examine the impact of training on the workers. 3. To study the changes in behavioural pattern due to training. 4. To measure the differential change in output due to training 5. To compare the cost effectiveness in implanting training programmes.

EXECUTIVE SUMMARY
Every organization needs to have well trained and experienced people to perform the activities that have to be done. If current or potential job occupants can meet this requirement, training is not important. When this not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees. It is being increasing common for individual to change careers several times during their working lives. The probability of any young person learning a job to day and having those skills go basically unchanged during the forty or so years if his career is extremely unlikely, may be even impossible. In a rapid changing society employee training is not only an activity that is desirable but also an activity that an organization must commit resources to if it is to maintain a viable and knowledgeable work force. The entire project talks about the training and development in theoretical as well as new concepts, which are in trend now. Here we have discussed what would be the input of training if we ever go for and how can it be good to any organization in reaping the benefits from the money invested in terms like (ROI) i.e. return on investment. What are the ways we can identify the training need of any employee and how to know what kind of training he can go for? Training being covered in different aspect likes integrating it with organizational culture. The best and latest available trends in training method, the benefits which we can derive out of it. How the evaluation should be done and how effective is the training all together. Some of the companies practicing training in unique manner a lesson for other to follow as to how to train and retain the best resource in the world to reap the best out of it. Development is integral part of training if somebody is trained properly and efficiently the developments of that individual and the company for whom he is working. Here we discussed about development of employee, how to identify the needs, and after developing how to develop executive skill to sharpen their knowledge. Learning should be the continuous process and one should not hesitate to learn any stage. Learning and Developing is fast and easy at TATA STEEL.

TATA STEEL
Tata Steel (BSE: 500470), formerly known as TISCO and Tata Iron and Steel Company Limited, is the world's sixth largest steel company, with an annual crude steel capacity of 31 million tones. It is the largest private sector steel company in India in terms of domestic production. Ranked 258th on Fortune Global 500, it is based in it is based in Jamshedpur, Jharkhand , India. It is part of Tata Group of companies. Tata Steel is also India's second-largest and second-most profitable company in private sector with consolidated revenues of Rs 1,32,110 crore and net profit of over Rs 12,350 crore during the year ended March 31, 2008. Its main plant is located in Jamshedpur, Jharkhand, with its recent acquisitions; the company has become a multinational with operations in various countries. The Jamshedpur plant contains the DCS supplied by Honeywell .The registered office of Tata Steel is in Mumbai. The company was also recognized as the world's best steel producer by World Steel Dynamics in 2005. The company is listed on Bombay Stock Exchange and National Stock Exchange of India, and employs about 82,700 people (as of 2007).

COMPANY HISTORY
Tata Iron & Steel Company Ltd. (TISCO) is the iron and steel production company associated with the Tata group of some 80 different industrial and other business enterprises in India, founded by members of the Tata family. TISCO operates as India's largest integrated steel works in the private sector with a market share of nearly 13 percent and is the second largest steel company in the entire industry. Its products and services include hot and cold rolled coils and sheets, tubes, construction bars, forging quality steel, rods, structural, strips and bearings, steel plant and material handling equipment, Ferro alloys and other minerals, software for process controls, and cargo handling services. Through its subsidiaries, TISCO also offers tinplate, wires, rolls, refractorys, and project management services.Tata's Early Beginnings in the 1800s Jamsetji Nusserwanji Tata was born into a wellto-do family of Bombay Parsees in 1839. Tata Steel was established by Indian Parse businessman Jamsetji Nusserwanji Tata in 1907 (he died in 1904, before the project was completed). Tata Steel introduced an 8-hour work day as early as in 1912 when only a 12-hour work day was the legal requirement in Britain. It introduced leavewith-pay in 1920, a practice that became legally binding upon employers in India only in 1945. Similarly, Tata Steel started a Provident Fund for its employees as early as in 1920, which became a law for all employers under the Provident Fund Act only in 1952. Tata Steel's furnaces have never been disrupted on account of a labor strike and this is an enviable record.

OPERATIONS OF TATA STEEL

Tata Steel is one of the ventures of the Tata Group but it has many successful companies under one umbrella. Some of the other notable Tata concerns and their line of business is as follows:-

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VISION AND MISSION

Vision
We make the difference through: Our people, by fostering team work, nurturing talent, enhancing leadership capability and acting with pace, pride and passion. Our offer, by becoming the supplier of choice, delivering premium products and services, and creating value for our customers.
Our innovative approach, by developing leading edge solutions in

technology, processes and products.

Mission
Consistent with the vision and values of the founder Jamsetji Tata, Tata Steel strives to strengthen Indias industrial base through the effective utilization of staff and materials. Tata Steel recognizes that while honesty and integrity are the essential ingredients of a strong and stable enterprise, profitability provides the main spark for economic activity. Overall, the Company seeks to scale the heights of excellence in all that it does in an atmosphere free from fear, and thereby reaffirms its faith in democratic values.

VALUES
1. Respect for individuals.
2. Integrity.
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3. Credibility. 4. Trusteeship 5. Excellence

POLICY OF TATA STEEL

Overall, the Company seeks to scale the heights of excellence in all that it does in an atmosphere free from fear, and thereby reaffirms its faith in democratic values. Corporate social responsibility Tata Steel believes that the primary purpose of a business is to improve the quality of life of people. Tata Steel shall conduct its business ever mindful of its social accountability, respecting applicable laws and with regard for human dignity.

Tata Steel shall positively impact and influence its partners in fostering a sense of social commitment for their stakeholders.

Quality policy
Consistent with the group purpose, Tata Steel constantly strives to improve the quality of life of the communities it serves through excellence in all facets of its activities. We are committed to create value for all our customers and key stakeholders by continually standardizing, improving and innovating our offerings, systems and processes involving all our employees.

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 This policy shall form the basis of establishing and reviewing the Business Objectives and Strategies and shall be communicated across the organization. The policy will be reviewed to align with business direction and to comply with all the requirements of TQM Principles.

Human Resource Policy

Tata Steel is an equal opportunity employer. Tata Steel recognizes that its people are the primary source of its competitiveness. It will pursue management practices designed to enrich the quality of life of its employees, develop their potential and maximize their productivity. It will aim at ensuring transparency, fairness and equality in all its dealings with its employees. Tata Steel shall strive continuously to foster a climate of openness, mutual trust and teamwork. In the process Tata Steel shall strive to be the employer of choice by attracting the best available talent and ensuring a cosmopolitan workforce.

Safety Policy Tata Steels safety and occupational responsibilities are driven by our commitment to ensure zero harm to people we work with and society at large and are integral to the way we do business. Safety Principles
Safety is a line management responsibility. All injuries can be prevented.

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 Felt concern and care for the employee on 24 hours safety shall be demonstrated by Leaders. Employees shall be trained to work safely. Working safely shall be condition of employment. Every job shall be assessed for the risk involved and shall be carried out as per authorized procedures/checklist/necessary work permit and using necessary work permit and using necessary personal protective equipment. We are committed to continual improvement in our S&OH performance.
We shall set objective-targets, develop, implement and maintain management

standards and systems, and go beyond compliance of the relevant industry standards, legal and other requirements. .

INTRODUCTION OF WIRE ROD MILL

Wire Rod Mill is a flagship and haring single strand continuous Mill. Commissioned on 2 March 1987 with a capacity of 300000 tonnes per annum with a mill availability of 68% presently this Mill is producing 421000 tonnes with a mill availability of 84%.
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Wire Rod Mill certified according to the ISO:9002 Standards by Indian Register Quality in the year 1995. This has ensured consistent performance through a documented quality system. Location & Unit size: Wire Rod Mill is situated of south east of Tata Steel works adjacent to LD#1. Total area of WRM is 14500 Sqmt. & it has well laid railway network to facilitate of smooth inflow of billets and out flow of coils (Finished product) and also as well connected with the Road Highways. Market Segment WRM has its major market segment both in domestic as well as in the international area with the key customers mainly in the domestic market. WRM is principally producing Wire Rod of two different categories. 1. Plan Rod : 5.5 to 13 mm 2. Rebar (TMT) 8 TO 16 mm Overview
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Table : 1 Specification of WRM Mill Capacity Range of Section Mill Speed Inputs Billets 4,21,000 tonnes per annum on specified product mix. Round 5.5 mm to 13.0 mm dia Re-bare 8.00 mm to 12 mm dia 100 m/sec for 5.5 mm dia Size : 130 mm x 130 mm x 12.25 m Weight : 1590 Kgs.

DEPARTMENTAL CHART
Chief WRM T K Chakraborty

Head Process/ Rolling Ramesh Shankar Manager Mill Providing & Heating

Senior Manager F&S A K P Singh

Head Maint. Binod Kumar

Manager HR/IR Deeba Ahmad

Sr.Mgr. Maint. A N Jha

Sr.Manager Technical Services V Sridhar

Sr.Mgr. (IEM) A N Jha

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Sr.Manager, Mech.Maint. I Sengupta

Manager IEM

Asst.Manager IEM

Asst Manager Mechanical D K Singh

Manager Mechanical

PROCEDURE 0F TRAINING IN WRM

STEP 1: Training Executive, Training coordinator and all sectional heads are responsible for the implementation of this procedure. STEP 2: Identification of training needs of all designations for workers and supervisors are done by concerned sectional heads in the Form. STEP 3: Training requirements of officers are identified based on the managerial and functional competency by Chief/ Head of the section and recorded as Personal Development Plan (PDP). Such records are maintained at V.P. (LP) office. STEP 4: Skill gap matrix is prepared for training identification of each individual. STEP 5: An Annual training plan is prepared based on skill gap matrix. STEP 6: A monthly training plan is prepared by Training coordinator in consultation with concerned sectional heads. STEP 7: The records of all training imparted at SNTI are maintained at TATA Intranet. Records of internal training are maintained by Training coordinator. STEP 8: The Training coordinator monitors the compliance of training.
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STEP 9: It assess the effectiveness of training through an interview of a sample of trainees and findings are recorded on Form. This exercise is carried out once in a year. STEP 10: Training coordinator in the M.R. Meeting for review reports a monthly status of training. STEP 11: Training procedure is reviewed once in a year for its continuing suitability and effectiveness. Records of such review are maintained.

WRM TRAINING FLOW CHART

Employee Cluster Officers

TNS Formation

Training need (PDP)

Plan

Training Plan

Department (Positional)

SNTI / TMDC (Vocational)

Others

SNTI

TMDC & Others

Outside Agency

Acceptan ce

Recombination

Acceptan ce

Y Training Execution Training Execution Training Effectiveness Evaluation Y Y

Training Effectiveness Evaluation

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END

WIRE ROD MILL OPREACTION

TRANING NEED SURVEY

Pain Area / KPI

Knowledge and Skill requirement

Training module development

Theoretical

Practical Hands on training and use of training under mentor

Above 60% Less than 60%

Class room training and site demonstration Post-test

Less than 60%

Evaluation
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Performance evaluation by Experts

4Q index: 2
Above 60%

4Q index: 3
PERFORMED AS MENTOR

4Q index: 4

TRAINING AND DEVELOPMENT

It is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioural change takes place in structured format.
TRADITIONAL AND MODERN APPROACH OF TRANING AND DEVLOPMENT

Traditional Approach Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing. The modern approach- of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results.
TRAINING DEFINED

It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance the performance of employees. Training is activity leading to skilled behaviour Its not what you want in life, but it knows how to reach it. Its not where you want to go, but it knows how to get there. Its not how high you want to rise, but it knows how to take off. It may not be quite the outcome you were aiming for, but it will be an outcome.
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 Its not what you dream of doing, but its having the knowledge to do it. It's not a set of goals, but its more like a vision. Its not the goal you set, but its what you need to achieve it. Training is about knowing where you stand (no matter how good or bad the current Situation looks) at present, and where you will be after some point of time. Training is about the acquisition of knowledge, skills, and abilities (KSA) through Professional development.

Importance of Training and Development

Optimum Utilization of Human Resources Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. Development of Human Resources Training and Development helps to provide an opportunity and broad structure for the development of human resources technical and behavioural skills in an organization. It also helps the employees in attaining personal growth. Development of skills of employees Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees Productivity Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal Team spirit Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees Organization Culture Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. Organization Climate Training and Development helps building the positive Perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers.

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Quality Training and Development helps in improving upon the quality of work and work-life. Healthy work-environment Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal. Health and Safety Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. Morale Training and Development helps in improving the morale of the work force. Image Training and Development helps in creating a better corporate image. Profitability Training and Development leads to improved profitability and more positive attitudes towards profit orientation. Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organizational policies.

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the .Availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal. Individual Objectives help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization. Organizational Objectives assist the organization with its primary objective by bringing individual effectiveness. Functional Objectives maintain the departments contribution at a level suitable to the organizations needs. Societal Objectives ensure that an organization is ethically and socially responsible to the needs and challenges of the society.

Importance of Training Objectives

Training objective is one of the most important parts of training program. While some people think of training objective as a waste of valuable time. The counterargument here is that resources are always limited and the training objectives actually lead the design of training. It provides the clear guidelines and develops the training program in less time because objectives focus specifically on needs. It helps in adhering to a plan. Training objectives tell the trainee that what is expected out of him at the end
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of the training program. Training objectives are of great significance from a number of stakeholder perspectives. 1. Trainer 2. Trainee 3. Designer 4. Evaluator Trainer The training objective is also beneficial to trainer because it helps the trainer to measure the progress of trainees and make the required adjustments. Also, trainer comes in a position to establish a relationship between objectives and particular segments of training.

Trainee The training objective is beneficial to the trainee because it helps in reducing the anxiety of the trainee up to some extent. Not knowing anything or going to a place which is unknown creates anxiety that can negatively affect learning. Therefore, it is important to keep the participants aware of the happenings, rather than keeping it surprise. Secondly, it helps in increase in concentration, which is the crucial factor to make the Training successful. The objectives create an image of the training program in trainees mind that actually helps in gaining attention. Thirdly, if the goal is set to be challenging and motivating, then the likelihood of achieving those goals is much higher than the situation in which no goal is Set. Therefore, training objectives helps in increasing the probability that the participants will be successful in training. Designer The training objective is beneficial to the training designer because if the Designer is aware what is to be achieved in the end then hell buy the training package according to that only. The training designer would then look for the training methods, training equipments, and training content accordingly to achieve those objectives. Furthermore, planning always helps in dealing effectively in an unexpected situation. Consider an example; the objective of one training program is to deal effectively with
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Customers to increase the sales. Since the objective is known, the designer will design a training program that will include ways to improve the interpersonal skills, such as verbal and non verbal language, dealing in unexpected situation i.e. when there is a defect in a product or when a customer is angry. Therefore, without any guidance, the training may not be designed appropriately. Evaluator It becomes easy for the training evaluator to measure the progress of the trainees because the objectives define the expected performance of trainees. Training objective is an important to tool to judge the performance of participants.

Training and Human Resource Management

The HR functioning is changing with time and with this change, the relationship between the training function and other management activity is also changing. The training and development activities are now equally important with that of other HR functions. Gone are the days, when training was considered to be futile, waste of time, resources, and money. Now-a-days, training is an investment because the departments such as, marketing & sales, HR, production, finance, etc depends on training for its survival. If training is not considered as a priority or not seen as a vital part in the organization, then it is difficult to accept that such a company has effectively carried out HRM. Training actually provides the opportunity to raise the profile development activities in the organization To increase the commitment level of employees and growth in quality movement (concepts of HRM), senior management team is now increasing the role of training. Such concepts of HRM require careful planning as well as greater emphasis on employee development and long term education. Training is now the important tool of Human Resource Management to control the attrition rate because it helps in motivating employees, achieving their professional and personal goals, increasing the level of job satisfaction, etc. As a result training is given on a variety of skill development and covers a multitude of courses.

Role of HRD Professionals in Training

This is the era of cut-throat competition and with this changing scenario of business; the role of HR professionals in training has been widened. HR role now is: 1. Active involvement in employee education 2. Rewards for improvement in performance 3. Rewards to be associated with self-esteem and self-worth 4. Providing pre-employment market oriented skill development education and postemployment support for advanced education and training 6. Flexible access i.e. anytime, anywhere training.

Models of Training
Training is a sub-system of the organization because the departments such as, marketing & sales, HR, production, finance, etc. depends on training for its survival.
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Training is a transforming process that requires some input and in turn it produces output in the form of knowledge, skills, and attitudes (KSAs).

THE TRAINING SYSTEM

A System is a combination of things or parts that must work together to perform a particular function. An organization is a system and training is a sub system of the organization. The System Approach views training as a sub system of an organization. System Approach can be used to examine broad issues like objectives, functions, and aim. It establishes a logical relationship between the sequential stages in the process of training need analysis (TNA), formulating, delivering, and evaluating. There are 4 necessary inputs i.e. technology, man, material, time required in every system to produce products or services. And every system must have some output from these inputs in order to survive. The output can be tangible or intangible depending upon the organizations requirement. A system approach to training is planned creation of training program. This approach uses step-by-step procedures to solve the problems. Under systematic approach, training is undertaken on planned basis. Out of this planned effort, one such basic model of five steps is system model that is explained below. Organization are working in open environment i.e. there are some internal and external forces, that poses threats and opportunities, therefore, trainers need to be aware of these forces which may impact on the content, form, and conduct of the training efforts. The internal forces are the various demands of the organization for a better learning environment; need to be up to date with the latest technologies. The three model of training are: 1. System Model 2. Instructional System Development Model 3. Transitional model

System Model Training

The system model consists of five phases and should be repeated on a regular basis to make further improvements. The training should achieve the purpose of helping employee to perform their work to required standards. The steps involved in System Model of training are as follows: 1. Analyse and identify the training needs i.e. to analyse the department, job, 2. Employees requirement, who needs training, what do they need to learn, estimating training cost, etc. The next step is to develop a performance measure on the basis of which actual performance would be evaluated. 3. Design and provide training to meet identified needs. This step requires developing objectives of training, identifying the learning steps, sequencing and Structuring the contents. 4. Develop- This phase requires listing the activities in the training program that will
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Assist the participants to learn, selecting delivery method, examining the training Material, validating information to be imparted to make sure it accomplishes all the goals & objectives. 5. Implementing is the hardest part of the system because one wrong step can lead to the failure of whole training program. 6. Evaluating each phase so as to make sure it has achieved its aim in terms of Subsequent work performance. Making necessary amendments to any of the Previous stage in order to remedy or improve failure practices.

Instructional System Development Model (ISD) Model

Instructional System Development model was made to answer the training problems. This model is widely used now-a-days in the organization because it is concerned with the training need on the job performance. Training objectives are defined on the basis of job responsibilities and job description and on the basis of the defined objectives individual progress is measured. This model also helps in determining and developing the favourable strategies, sequencing the content, and delivering media for the types of training objectives to be achieved. The Instructional System Development model comprises of five stages: 1. ANALYSIS This phase consist of training need assessment, job analysis, and Target audience analysis.
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2. PLANNING This phase consist of setting goal of the learning outcome, Instructional objectives that measures behaviour of a participant after the training, Types of training material, media selection, methods of evaluating the trainee, Trainer and the training program, strategies to impart knowledge i.e. selection of content, sequencing of content, etc. 3. DEVELOPMENT This phase translates design decisions into training material. It consists of developing course material for the trainer including hand-outs, Workbooks, visual aids, demonstration props, etc., course material for the trainee including hand-outs of summary. 4. EXECUTION This phase focuses on logistical arrangements, such as arranging Speakers, equipments, benches, podium, food facilities, cooling, lighting, parking, and other training accessories. 5. EVALUATION The purpose of this phase is to make sure that the training Program has achieved its aim in terms of subsequent work performance. This phase Consists of identifying strengths and weaknesses and making necessary amendments to any of the previous stage in order to remedy or improve failure practices.

The ISD model is a continuous process that lasts throughout the training program. It also highlights that feedback is an important phase throughout the entire training program. In this model, the output of one phase is an input to the next phase. Transitional model focuses on the organization as a whole. The outer loop describes the vision, mission and values of the organization on the basis of which training model i.e. inner loop is executed. Vision focuses on the milestones that the organization would like to achieve after the defined point of time. A vision statement tells that where the organization sees itself few years down the line. A vision may include setting a role mode, or bringing some internal transformation, or may be promising to meet some other deadlines. Mission explain the reason of organizational existence. It identifies the position in the community. The reason of developing a mission statement is to motivate, inspire,
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and inform the employees regarding the organization. The mission statement tells about the identity that how the organization would like to be viewed by the customers, employees, and all other stakeholders. Values is the translation of vision and mission into communicable ideals. It reflects the deeply held values of the organization and is independent of current industry environment. For example, values may include social responsibility, excellent customer service, etc. The mission, vision, and values precede the objective in the inner loop. This model considers the organization as a whole. The objective is formulated keeping these three things in mind and then the training model is further implemented.

LEARNING AND TRAINING

Irrespective of the type or method of training, a trainer has to keep in mind some of the principles of learning or motivation, which would enhance internationalization of what is taught. Motivation A trainee needs to have a desire to learn and benefit from the programme. If the is not interested, or is de-motivated, the learning outcome is going to be insignificant and the company will have spent its money badly. On the other hand, being too intense about learning and outcome may result in setting over ambitious goals for the individual.
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Reinforcement Following on the concept of motivation is that of reinforcement. For learning to take place and be internalized to the desired extent, a trainee is rewarded or given some encouragement. This reinforcement, or the acknowledgement that what has been acquired is desirable, can be either an extrinsic or intrinsic reward-external praise or some tangible reward, or the individuals feeling of a sense of progress. Current stress is on positive support and helpful behaviour, even when mistakes are made. Feedback During the training process, it is useful for the trainee to be told how he is progressing. Several researchers have confirmed that knowledge of results is an effective motivator. Constant and periodic feedback has positive effects on the trainees learning. Unless the trainee knows how close his performance comes to the desired standard, he will not have an opportunity to improve. Feedback therefore provides a basis for correcting oneself. Secondly, feedback helps to sustain the trainees interest in the task, or in each learning that is taking place, by bringing greater involvement with the learning process. If feedback is to be meaningful, it should follow a learning segment as quickly as possible.

TRAINING INPUTS
There are three basic types of inputs; (I)Skills (ii)Attitude (iii)Knowledge. The primary purpose of training is to establishing a sound relationship is at its best when the workers attitude to the job is right, when the workers knowledge of the job is adequate, and he has developed the necessary skills. Training activities in an industrial organization are aimed at making desired modifications in skills, attitudes and knowledge of employee so that they perform their jobs most efficiently and effectively.

BEST TIME TO IMPART TRAINING TO EMPLOYEE

1. NEW RECRUITS TO THE COMPANY These have a requirement for induction into the company as a whole in terms of its Business activities and personnel policies and provisions, the terms, conditions and Benefits appropriate to the particular employee, and the career and advancement Opportunities available. 2. TRANSFEREES WITHIN THE COMPANY These are people who are moved from one job to another, either within the same work area, i.e. the same department or function, or to dissimilar work under a
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different management. Under this heading we are excluding promotions, which take people into entirely new levels of responsibility. 3. PROMOTIONS Although similar to the transferee in that there is a new job to be learned in new Surroundings, he is dissimilar in that the promotion has brought him to a new level of Supervisory or management responsibility. The change is usually too important and Difficult to make successfully to permit one to assume that the promotes will pick it up as he goes along and attention has to be paid to training in the tasks and the responsibilities and personal skills necessary for effective performance. 4. NEW PLANT OR EQUIPMENT Even the most experienced operator has everything to learn when a computer and Electronic controls replace the previous manual and electro-mechanical system on the process plant on which he works. There is no less a training requirement for the Supervisors and process management, as well as for technical service production control and others. 5. NEW PROCEDURES Mainly for those who work in offices in commercial and administrative functions but also for those who we workplace is on the shop floor or on process plant on any occasion on which there is a modification to existing paperwork or procedure for, say the withdrawal of materials from stores, the control of customer credit the approval of expense claims, there needs to be instruction on the change in the way of working in many instances, a note bringing the attention of all concerned the change is assume to be sufficient, but there are cases, such as when total new systems in corporation IT up dates are installed, when more thorough training is needed. 6. NEW STANDARDS, RULES AND PRACTICES Changes in any one these are likely to be conveyed by printed note or by word of mouth by the manager to his subordinates, and this can be the most satisfaction way of dealing with the change from the point of view of getting those affected to understand their new responsibility. However not all changes under this heading can be left to this sort of handling. Even the simplest looking instruction may be regarded as undesirable or impracticable by whoever has to perform it he may not understand the purpose behind the change and lose confidence in a management which he now believes to be messing about, or he may understand the purpose and have a better Alternative to offer if it is not too late. 7. NEW RELATIONSHIP AND AUTHORITIES These can arise, as a result of management decisions, in a number of ways. In examples, the recognition of the accounts department can result in a realization of responsibilities between the section leaders of credit control, invoicing and customer records, although there is no movement of staff between the sections (i.e. no transfers). Although the change in work content for each clerk and supervisor is defined clearly for each person in the new procedures, there is nevertheless a need for each person to know where he stands in the new set up, which is responsible for what, and where to direct problems and enquiries as they arise in the future.
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8. MAINTENANCE OF STANDARDS We are here concerned with maintenance of standards through training, for it must be remembered that supervision and inspection and qualify control are continuously responsible for standards and exercise their own authorities to this end. Although it is generally agreed that some retraining from time to time, taking varied forms even for the one group of employees, does act as both a reminder and a stimulus, there is not much agreement on the next frequency and form that such retraining should take, of there is as yet little scientific knowledge on this subject which is of much use in industrial situations. 9. THE MAINTENANCE OF ADAPTABILITY Again, whilst there is little scientific study of the loss of ability to learn new skills in Those cases where people spend a long time without change, and without the need to learn, there is increasing evidence in current experience to suggest that this is the case in industrial employment. Add, of course, there is the inference arising from the laboratory experiments of psychologists. 10. THE MAINTENANCE OF MANAGEMENT SKILLS & STANDARDS Skills in supervising, employee appraisal, communications, leadership etc are important in all companies. Some of these skills are seen to be critical to major developments in company organisation, culture, employee empowerment and so on. Initial training in these skills is not uncommon in the largest companies on appointment into management and supervision. But continuous training and performance monitoring is rare, despite the common knowledge that standards are as varied as human nature. 11. RETIREMENT AND REDUNDANCY Employees of any position in the company who are heading towards retirement will Benefit from learning about health, social life, work opportunities money management etc. Internal or external courses are best attended a year or two before retirement date, in a few companies a member of Personnel will act as a counsellor as required. BENEFITS OF TRAINING Employees and the organization need to realize the importance of contribution and Learning for mutual growth and development. Training is the answer to deal with Stagnation stage by constantly updating it in every field. Other benefits of training Include: Hiring appeal: companies that provide training attract a better quality Workforce. Assessing and addressing any performance deficiency. Enhancing workforce flexibility. Cross-cultural training is essential for them for better adjustment in the new environment. Increasing commitment: Training acts as a loyalty booster. Employee motivation is also enhanced when the employee knows that the organization would provide them opportunities to increase their skills and knowledge.

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It gives the organization a competitive edge by keeping abreast of the latest changes; it acts as a catalyst for change. Higher customer satisfaction and lower support cost results through improved service, increased productivity and greater sufficiency. Training acts as benchmark for hiring promoting and career planning. It acts act as a retention tool by motivating employee to the vast Opportunities for growth available in an organization.

THE EVALUATION OF TRAINING

There are a number of expressions used to describe steps taken by management and by training offices at the conclusion of training and during the days or weeks afterwards. These expressions include validation, evaluation, follow-up and implementation, as well as cost benefit, which have appeared in more recent years. We are interested in all of these and have already tackled one of the, implementation, and we start by giving our definitions in order to establish a clearer picture of what each is, and how they relate to each other. Evaluation of training, or, indeed of anything, consists simply of putting a value to it. To evaluate training means undertaking a search for the effect that it has had on the people and the situations, which it influences, and then trying to measure or estimate whether this is advantageous or disadvantageous. We shall see that at the level of pure training there is an evaluation to be made, but that the principal evaluation is at a higher level in the chain. First the chain of intentions is clear at the outset 1. The forecourt attendants were to receive training to a defined level of Competence. 2. They were then to apply their new capability correctly during the service that they gave to motorists. 3. The motorists would respond to this with a reaction of pleasure and would tend to use that particular station rather more, thus increasing the amount of gasoline sold. 4. The increased sales, and negligible increased costs, would improve the revenue and the profits.

A TRAINING TOOL: INSPIRING OTHERS

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In the new era new era, challenges for the trainer are to create learning environment. Trainer needs to innovate new ways design and deliver the training inputs. Wide range of technique like interactive methods like teaching, experiential learning cases inventories games, including humour. Whereas we have the ancient way of storytelling as a powerful tool to create learning for adult managers of industry. Sharing ones own perception, experience and ideas learning value can be increased exponentially. Methods of Training There are various methods of training, which can be divided in to cognitive and Behavioral methods. Trainers need to understand the pros and cons of each method, also its impact on trainees keeping their background and skills in mind before giving training. Cognitive methods are more of giving theoretical training to the trainees. The various methods under Cognitive approach provide the rules for how to do something, written or verbal information, demonstrate relationships among concepts, etc. These methods are associated with changes in knowledge and attitude by stimulating learning. The various methods that come under Cognitive approach are: LECTURES A Method of Training It is one of the oldest methods of training. This method is used to create understanding of a topic or to influence behaviour, attitudes through lecture. A lecture can be in printed or oral form. Lecture is telling someone about something. Lecture is given to enhance the knowledge of listener or to give him the theoretical aspect of a topic. Training is basically incomplete without lecture. When the trainer begins the training session by telling the aim, goal, agenda, processes, or methods that will be used in training that means the trainer is using the lecture method. It is difficult to imagine training without lecture format. There are some variations in Lecture method. The variation here means that some forms of lectures are interactive while some are not. Straight Lecture: Straight lecture method consists of presenting information, which the trainee attempts to absorb. In this method, the trainer speaks to a group about a topic. However, it does not involve any kind of interaction between the trainer and the trainees. A lecture may also take the form of printed text, such as books, notes, etc. The difference between the straight lecture and the printed material is the trainers intonation, control of speed, body language, and visual image of the trainer. The trainer in case of straight lecture can decide to vary from the training script, based on the signals from the trainees, whereas same material in print is restricted to what is printed. A good lecture consists of introduction of the topic, purpose of the lecture, and priorities and preferences of the order in which the topic will be covered. Main Features of Lecture Method Some of the main features of lecture method are: Inability to identify and correct misunderstandings Less expensive Can be reached large number of people at once Knowledge building exercise
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 Less effective because lectures require long periods of trainee inactivity

Demonstration Training Method

This method is a visual display of how something works or how to do something. As an example, trainer shows the trainees how to perform or how to do the tasks of the job. In order to be more effective, demonstration method should be should be accompanied by the discussion or lecture method. To carry out an effective demonstration, a trainer first prepares the lesson plan by Breaking the task to be performed into smaller modules, easily learned parts. Then, the trainer sequentially organizes those modules and prepares an explanation for why that part is required. While performing the demonstration, trainer: Demonstrates the task by describing how to do, while doing Helps the focusing their attention on critical aspects of the task Tells the trainees what you will be doing so they understand what you will be showing them Explains why it should be carried out in that way The difference between the lecture method and the demonstration method is the level of involvement of the trainee. In the lecture method, the more the trainee is involved. The financial costs that occur in the demonstration method are as follows: Cost of training facility for the program Cost of materials that facilitate training Food, travel, lodging for the trainees and the trainers Compensation of time spent in training to trainers and trainees Cost related to creating content, material Cost related to the organization of the training After completing the demonstration the trainer provide feedback, both positive and or Negative, give the trainee the opportunity to do the task and describe what he is doing and why.

Discussion Training Method

This method uses a lecturer to provide the learners with context that is supported, elaborated, explains, or expanded on through interactions both among the trainees and between the trainer and the trainees. The interaction and the communication between these two make it much more effective and powerful than the lecture method. If the Discussion method is used with proper sequence i.e. lectures, followed by discussion and questioning, can achieve higher level knowledge objectives, such as problem solving and principle learning. The Discussion method consists a two-way flow of communication i.e. knowledge in the form of lecture is communicated to trainees, and then understanding is conveyed back by trainees to trainer. Understanding is conveyed in the form of verbal and non-verbal feedback that enables the trainer to determine whether the material is understood. If yes, then
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definitely it would help out the trainees to implement it at their workplaces and if not, the trainer may need to spend more time on that particular area by presenting the information again in a different manner. Questioning can be done by both ways i.e. the trainees and the trainer. When the trainees ask questions, they explain their thinking about the content of the lecture. A trainer who asks questions stimulates thinking about the content of the lecture. Asking and responding questions are beneficial to trainees because it enhance understanding and keep the trainees focused on the content. Besides that, discussions, and interactions allow the trainee to be actively engaged in the material of the trainer. This activity helps in improving recall.

Computer-Based Training (CBT)

With the world-wide expansion of companies and changing technologies, the demands for knowledge and skilled employees have increased more than ever, which in turn, is putting pressure on HR department to provide training at lower costs. Many organizations are now implementing CBT as an alternative to classroom based training to accomplish those goals.

Some of the benefits of computer-based training are:

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