A STUDY ON TRAINING AND DEVELOPMENT WITH REFERENCE TO

INDIAN RARE EARTHS LIMTED

Thesis submitted in partial fulfillment of the requirements of the degree of

Master of Business Administration

by
D. Sanjay
Registration No.- 1806289011

Assistant Professor, Department of Business Administration,

Trident Academy of Technology, Bhubaneswar, Odisha, India

DEPARTMENT OF BUSINESS ADMINISTRATION

TRIDENT ACADEMY OF CREATIVE TECHNOLOGY
BHUBANESWAR, ODISHA, INDIA
2019

1
EXTERNAL GUIDE CIRTIFICATE

2
INTERNAL CERTIFICATE

Guide Name: Mrs. SONAM SUBHADARSHINI

Designation: Faculty HR

This is to certify that the project report entitled “TRAINING AND DEVELOPMENT IN
IREL” has been prepared by D. Sanjay under my supervision and guidance, for the fulfilment of
Bachelor in Business Administration. Her field work is satisfactory.

Signature Of Guide

Signature and Seal of Principal Signature and Seal of HOD

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EXTERNAL EXAMINER CERTIFICATE

This is to certify that Miss. Monika Mishra, bearing the UTKAL Regd. no. 56324UT11043
of the college TRIDENT ACADEMY OF CREATIVE TECHNOLOGY, BBSR,has successfully
completed her summer project work on the project report entitled “TRAINING AND
DEVELOPMENT” at OMC, Bhubaneswar for the partial fulfillment of Bachelor in Business
Administration. Her field work is satisfactory.

INTERNAL EXAMINER EXTERNAL EXAMINER

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DECLARATION

I, D. Sanjay , hereby declare that the work presented in this thesis entitled “A STUDY ON
TRAINING AND DEVELOPMENT AT INDIAN RARE EARTHS LIMITED” being submitted
to TRIDENT ACADEMY OF TECHNOLOGY, BHUBANESWAR, ODISHA, is the result of my
own work and it has not been submitted wholly or in part, for any other degree. Due
acknowledgement for the sources of referred information has been made wherever applicable.

D.SANJAY
Registration No.

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CHAPTER- 1
Introduction

The fundamental goals of organization are to promote and improve effectiveness. It is a

continuous process where managers and employees work together to plan, monitor and review an
employee’s work objectives or goals and his or her overall contribution to the organization. Before
you embark on the development of an effective performance management system, you should take a
moment to consider whether or not your organization has HR management practices in place to
support the performance management process. These include:
 Well designed job and written job descriptions
 Effective supervision
 Comprehensive employee orientation and training
 A positive and supportive work environment

Training and development includes activities which ensure that goals are consistently being
met in an effective and efficient manner . Training and development can focus on the
performance of an organization, a department , employee , or even the processes to built a
product or service, as well as many other areas.
This is used most often in the workplace , can apply wherever people interact schools, churches,
community meeting ,sports teams , health setting , governmental agencies , social events , and even
political setting – any where in the world people interact with their environment to produce desire
effect . Armstrong and baron (1998) defined it as a “strategic and integrated approach to increase the
effectiveness of companies by improving the performance of the people who work in them and by
developing the capabilities of teams and individual contribution”
It may be possible to get all employees to reconcile personal goals with organization goal and
increases the productivity and profitability of an organization using this process. It can be applied by
organizations or a single department or section inside an organization, as well as individual person.
The performance process is appropriately named the Self Propelled Performance Process (SPPP).
First, a commitment analysis must be done where a job mission statement is drawn up for each
job. The job mission statement is a job definition in terms of purpose, customer, product and scope.

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The aim with this analysis is to determine the continuous key objective and performance standards
for each job position.
Following the commitment analysis is the work analysis of a particular job in terms of the
reporting structure and job description is not available, then a system analysis can be done to draw up
a job description. The aim with this analysis is to determine the continuous critical objective and the
performance standard for each job.
Werner Erhard, Michael C. Jensen, and their colleagues have developed a new approach to
improving performance in organizations. Their model stress how the constraints imposed by one’s
own worldview can impede cognitive abilities that would otherwise be available. Their woke delves
into the source of performance, which is not accessible by mere linear cause-and-effect analysis.
They assert that people achieve correlates with how assert that the level of performance that people
achieve correlates with how work situations occur to them and that language (including what is said
and unsaid in conversation) plays a major role in how situation occur to the performer. They assert
that substantial gains in performance are more likely to be achieved by management understanding
how employees perceive the world and encouraging and implementing changes that make sense to
employee’s worldview.

PURPOSE OF THE STUDY

The main purpose of the study at IREL was to have an overall idea about the organizational
function, the various factors that are being operated in the organization and there by gain on the short
training and experience regarding Training and Development carried by the organization to prepare
me as a future manager.

Scope Of The Study

To study and to know about the organizational structure along with their day to day function, I
had to cover the following department at IREL. The scope of employee welfare can’t be limited,
since it differs according to social customs and the degree of industrialization in different countries
and the different times .They have to be elastic and flexible enough to suit the condition of the
workers and to include all the essential prerequisites of life of the minimum basic amenities. The
laws of every country highlight direction to specific application to the working class, the necessity of
securing just and humane conditions of the work, for them. However, what these conditions actually
imply can’t be specified in rigid terms for all times and situations.
Thus, the subject of labour welfare is fairly wide and is not limited to anyone country, region or
industry. Writers and institutions have described its scope in different ways and from different angles.
The line of demarcation can’t be very precise. But what should be common is that a welfare measure
should enhance the working and living conditions of the workers and their families and make their
lives better worth living. In other words, labour welfare policies should “Enable workers to live a
richer and more satisfactory life”.

IMPORTANCE OF STUDY
These are five prime factors seen in industrial organization. They are describes as the five M’s.
From the five M’s most important one is human resource management.
HR department is more valuable than others resources in a organization’s learnt a lot about HRM
in my theory but without any practically i have undergone study program about the human resource
management at IREL which helped me a lot in acquiring the practical knowledge.

TECHNIQUE OF THE STUDY

The information is collected during my four weeks under study programmer at IREL from
official documents, record manuals of different departments and sections of the organization and also
through observations of functioning and discussion about it with officers of various departments of

7
the organization. Some information is collected directly through the personal meet and some are
form official documents, journals, newspapers available in annual report.

RESEARCH DESIGN
In my research work, I have adopted diagnostic type of research design because it will help me
for description, classification and explanation of the topic and above all it will help me for the future
prediction.

SAMPLE SIZE
Selection of representative sample size is not a easy task which it is necessary to have
information about the universe however, due to lack of time, 50 respondents could be interviewed.

LIMITATION OF THE STUDY

The time period was very short to gain some practical knowledge as the executives were very
busy in their official task and they didn’t have enough time for us. So we could not afford much time
for discussion.
 Duration of the project was only for 45 days which is not sufficient for a detail study
 Confidentiality matter restricts for an in-depth study.
 Personal bias of the respondent and their busy schedule also was a limiting factor in the
collection of data.
 The perception bias or attitude of the respodents may also as a hurdle to the study.
 Some of the employees had not co-operated in filling up and answering the questionnaire.
 Some employees didn’t answer fair.
 There was limitation of time constraints.

Chapter-2
Company profile

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The Indian Rare Earths Limited (IREL) is a public sector undertaking under the department of
atomic energy of the government of India since 1952 which is concerned with the extraction of Rare
Earths minerals. It was registered as a private company on 15 th august 1950 with an authorized
capital of RS. 1 crore only.It is an ISO 9001, ISO 14001 and OHSAS 18001 certified company.
Indian Rare Earths Ltd (IREL) was incorporated on august 18, 1950 as a private limited
company jointly owned by the Government of India and the Govemment of Travancore, Cochin
subsequently in year 1963; it became a fully fledged government of India undertaking under the
administrative control of department of atomic energy.
IREL is a pioneer in the field of mining and processing of beach sand minerals such as
illuminate, Rutile, Zircon, Monazite, Garnet and Sillimanite etc. It is operating three mining and
mineral processing units viz, At Chavara (Kerala), Manavalakurchi (Tamil Naidu) and Chatrapur
(Orissa). It is also operating a chemical plant, rare earth division at Udyogamandal (Kerala) for
processing monazite and producing rare earths compounds with several diversification plans in
progress, including modernization of existing plant and machinery, the company is poised for further
growth from its current level of sales turnover of approx.Rs.2900 Million with foreign exchange
earnings of approx.Rs.1000 Million.
The management of the company is interested with a group of highly qualified and experienced
directors down from different field's technical marketing finance R&D and mining aspects of its
operations.
Established as Rare Earths Company, beach sand minerals business continued to be the main
stay of IREL and is expected to remain so in the current changing environment of liberalization
which has promoted global participation and entry private entrepreneurs' into the field of beach sand
minerals.

GROWTH OF IREL:
The IREL started its commercial operation with commissioning of rare earths chemical plants
(RECP) in 1952 at the industrial belt of udyogmandal near the harbour city of Cochin in Kerala. It
also operates a mineral division (MD) with head quarter at Qulin and a Rare Earths Division with the
head quarter and plant at Always (Both are in Karla). The mineral Division (MD) plants (MSSP) one
at Manavarlakurchi, Tamilnadu and other at Chaw are, Kerala. A Thorium plant at Tomboy and the
Orissa Sand complex (OSCOM) at Matikhalo, Odisha.

UNITS OF IREL:
CHAVARA:

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Located 10 km north of Kollam, 85 km from Thiruvananthapuram capital of Kerala and1
35 km by road from Cochin is perhaps blessed with the best mineral sand deposit of the country. The
plant operates on a mining area containing as high as 40 % heavy minerals and extending over a
length of 23 km in the belt of Neendakara and Kayamkulam.The deposit is quite rich with respect to
limonite, Rutile and Zircon and the mineral-illuminate happens to be of weathered variety analyzing
60 % TiO2. The Present-annual production capacity of Chavara unit engaged in dry as well as wet
(dredging/ up-gradation) mining and mineral separation stands at 1, 54,000 of Ilmenite, 9500t of
Rutile, and 14,000 of Zircon and 7000t of Sillimanite
This plant is located in Kollam district of Kerala state.It is located at a distance of 15 km
from Kollam.
MANAVALAKURCHI:
Plant is situated 25 km north of Kanyakumari (Cape Comorin), the southernmost tip of the
Indian sub-continent. All weather major seaports Toticorin and the nearest airport at
Thiruvananthapuram are equidistant, about 65 km from the plant site. Nagercoil at a distance of
about 18km from the plant is the closest major railway station. MK plant annually produces about
90,000 Ilmenite of 55 %. TiO2 grade, 3500t Rutile and10, 000 Zircon in addition to 3000t Monazite
and 10,000t Gamete based primarily on beach washing supplied by fishermen of surrounding five
villages. IREL has also mining lease of mineral rich areas where in raw sand can be made available
in large quantities through dredging operation. In addition to mining and minerals separation; the
unit has a chemical plant to add value to Zircon in the form of Zircon frit and other Zirconium based
chemicals in limited quantities.
This plant is located at the Arabian Sea Coast of Kanyakumari district in Tamilnadu
state.

ORRISA SANDS COMPLEX (OSCOM):

The mineral belt running over a coastal length of nearly 18km with a total area of over
26sq.km/ between Gopalpur in the South and Rushikulya River in the north is estimated to contain
about 230 million tons of raw sand with20-25% heavy minerals and is expected to last for about 100
years. To exploit these natural resources, IREL has built an integrated industrial complex, unknown
as OSCOM(Orissa Sands Complex)near Matikhalo village about 8km,South of Chatrapur
town(ORISSA)in the year 1984.
RARE EARTH DIVISION (UDYOG MANDAL):
RED is an exclusively value adding chemical plant wherein the mineral monazite produced
by MK, is chemically treated to separate Thorium as Hydroxide upgrade and rare earths in its
composite chloride form. It is located on the banks of river Periyar at a distance of 12 km by road
from Cochin. This plant was made operational way back in 1952 to take on processing of 1400t of
Monazite every year. However over the years, the capacity of the plant was gradually augmented to
treat about 3600t of Monazite. Elaborate solvent
Henceforth, RED proposes to treat this hydroxide upgrade rather than fresh Monazite to
convert thorium into pure oxalate and rare earth as two major fractions namely Ce oxide and Ce
oxide free rare earth chloride.
IREL (OSCOM), MATIKHALO:
Atomic minerals division of IREL had carried out investigation during 1958 and found out
extreme sand deposit over a stretch of 150 K.M along the coast of Bay of Bengal of south Orissa of
the several deposits located, the one close to village Matikhalo near Chatrapur is the most extensive
single deposits of the highest content of heavy mineral. To exploit these natural resources IREL
established a mineral sand complex near to the village Matikhalo which was named as OSCOM

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(Orissa Sand Complex) with total capital outlay of over Rs135 crores established in 1976. It started
its commercial production in October 1986.
It is the leading producer of beach sand minerals and rare earth chemicals in the country
such as:
 Ilmenite
 Rutile
 Zircon
 Monazite
 Sillimanite
 Garn

A thorium plant for production of thorium nitrate and thorium nitrate is also working at
OSCOM.A Zirconia plant for production of various grades of zirconia and its products is also
functioning at OSCOM.OSCOM is a profit making unit of IREL with a sales turnover of about Rs.
1400-1500 million.

USES OF MINERALS OF OSCOM, IREL:

GARNET:
It is used in the manufacturing if abrasives,grinding wheels for polishing glass/TV tubes, as
sand blasting media,in water filtration,water jet cutting and in antiskid surface and alternate to
granite floor tiles,cleaning pipes.It is also used for forester and polishing of picture tubes.The
chemical composition of this mineral is that it is a complex silicate mineral.
ILMENITE:
It is used in the manufacture of titanium dioxide (a white pigment), which is used in the paint
plastic and rubber industries and also for the manufacture of titanium alloys.The chemical
composition of Ilimenite is TiO2 (50%) and Fe oxides (47%).
ZIRCON:
It is used in foundries, ceramics and refractory, also used in the manufacture of Zirconium
chemicals/metal and an alloy in nuclear applications.It is used in nuclear reactor.The chemical
composition of this mineral is 65%ZrO2+33%SiO2.

RUTILE:
It is used in coating of welding electrodes for the production of titanium dioxide and titanium
tetrachloride,used for the production of titanium metal/sponge.It is used for making paint
warnish,automobile shipping industry.The chemical composition of this mineral is 94%TiO2.

MONAZITE:
It is used as raw material for production of rare earths,thorium and uranium compounds.It is
used in aerospace industry and in high technology industry.Ihe chemical composition of this mineral
is(Ce,La,Y,Th)Po4(Uranium 0.03%).

SILLIMANITE:
It is used in the manufacture of high temperature refractories.It is used in steels,glass
industry,cement industry for hest treatment.The chemical component of this mineral is
65%ZrO2+33%SiO2.

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USES OF BEACH SAND:
Ilmenite & Rutile:
As TiO2 white pigment for:
 Paints/Varnishes
 Plastic
 Paper
 Rubber
 Printing Ink
 Coated Fabric Textiles
 Cosmetics, Sun Protection creams
As titanium sponge/metal:
 Different alloys
 Aerospace industry
 Surgical equipments
 Electrical turbine tubing
 Bullet proof vests.
 Welding electrodes

Zircon:
 Ceramics
 Foundry
 Refractory
 Computer monitors
 Television screen
 Yttrium Zirconia for oxygen sensors
 Cutting tools
 Scratch resistant bracelets
 American diamond
 Nuclear reactors in alloy form
Sillimanite
 High grade refractory bricks.
 High alumina refractory.
 Steel and glass industries.
 Cement kilns.
 Heat treatment furnaces etc.
Garnet
 Sand blasting
 Abrasives
 Water filtration
 Water jet cutting
 Cleaning of casings/pipes in petroleum industry
 Oil wells
As powder for:
 Ceramics
 Glass polishing and anti skid surfaces
 Polishing of picture tubes

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USES OF RARE EARTH
RARE EARTH CHLORIDES:
These are used in the manufacture of misch metal, used for making lighter flints, in the
production of catalysts for cracking petroleum, in the manufacture of metallic shops which find use
as driers in paints, as starting material for the production of pure rare earths and rare earth
compounds, for the removal of organic impurities and decolourisation of paper mill effluents, and in
the manufacture of special ferrous casting.
RARE EARTH FLUORIDES:
These are used in the manufacture of arc carbon electrodes to increase the arc intensity, rare earth
alloys, production of nodular cast iron special steels.
RARE EARTH OXIDES:
These are used in the arc carbon industry to increase the arc intensity by factor 10; the emitted
light is identical to natural sunlight, used for glass polishing in optical glass composition and
refractory materials.
CERIUM OXIDE:
It is used in the polishing of optical lenses, plate, glass, television tube, face plates; prism etc.It
also finds application in the solid state devices, ultra violet absorption glass, radiation protective
glasses, decolonization etc.
CERIUM HYDRATE:
It is used in the manufacture of polishing composition in the decolurisation of glass,as pacifiers,as
ingredients in the ultraviolet absorbers in special glasses,as catalyst component of paint and printing
ink drivers,as an alloying agent for gaining growth control and in ferrous metallurgy.
GADOLINIUM:
It is used in the manufacture of gadolinium-gallium-gamete(GGG)substrates per magnetic
bubbles,also used in the nuclear reactors as a neutron absorbers, medical imaging, nuclear
industry(neutron absorption),optical magnetic records, ceramics for electronics, glass lasers, single
crystal scintillate.
TRISODIUM PHOSPHATE:

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Widely used as decaling and degreasing agent in hollers as in filler in the manufacturer of
detergent powders to improve classification of sugarcane juice and to decrease the quality at
molasses also used in textile, paper and food industry for cleaning.
EUROPIUM OXIDE:
It is used as an activator for preparing phosphorus for colour TV tubes and fluorescent lights.
TERBIUM:
It is used in luminescence applications.
DYSPORIUM:
Used in lumniscence, phosphorus applications for nuclear industry.ceramics.
HOLMIUM:
Has an application in nuclear industry.
ERBIUM:
Applications in nuclear reactors, ceramics, glass colouring, optic fibre, medical application and
lasers.
THORIUM NITRATE AND THORIUM OXIDES:
Used in gas mantle industry and for starters in fluorescent tubes, and for making fuel elements
for nuclear reactors.
RESERVES:
In the OSCOM site reserve of rare sands is 230 million Tones. Heavy minerals content is
15-20%of which
Ilmenite 65%
Garnet is 17%
Sillimanite is 7%
Rutile is 3%
Zircon is 3%
Monazite is 2%
Quartz and other is 3%
Integrated management system at IREL (oscom):

 ISO 9000-2008 SINCE 1998(Quality)

 ISO 14001-2004 SINCE 2004(Environment).
 OHSAS 18001-2007 since 2005(Occupational health and safety performance).
QUALITY SYSTEM (OSCOM):
 To get certification on OHSAS 18001 -2007.
 To get certification on environment system 14001-2004(New unit).
 STYLE OF MANAGEMENT:
 Primarily, the organization of OSCOM believes in the democratic style of management.
 However, in many occasions, the organization also adopts the participative style of
management.

SECTION WISE MAN POWER STATEMENT

 CATEGORY-WISE MAN POWER STATEMENT

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SL CATEGORY TOTAL TECHNICAL NON-
NO. TECHNICAL
1 OFFICERS 183 130 53
2 GETS/MGMT TRAINEES 7 5 2
3 DY. OFFICER/DY.ENGINEERS 65 48 17
4 STAFF 17 0 17
5 SKILLED WORKMAN 384 384 0
6 UNSKILLED WORKMAN 286 0 286
7 SECURITY GUARDS 45 0 45
8 HELPER (SANITATION) 23 0 23
GRAND TOTAL 1010 567 443

 TRADE UNION:
At present, rare earths employees union is the one and only trade union operating in the
organization of OSCOM. It is affiliated to INTUC. It is a recognized union. The union was
established on 1st may 1980. This union has been registered under the Trade Union Act, 1926.
It was registered on 11th September 1980 under the name and style of Rare Earths Employees
having registration number of 1298/80.90% of the employees are member of the union. Arun
Kumar Nahak as the president of the existing union. Thus, there is always internal leadership

So far as the officers of the union are concerned. The activities of the union are confined
within the organization only.

ENVIRONMENTAL POLICY:
OSCOM has its own pollution control. The organizational so has its own environment
development policy. With regard to environment development, OSCOM has received different
awards trophy in the form of shield from different bodies. OSCOM has also received the inter
unit best
Environmental/greenery award from the CMD (Chairman cum Managing Director).

SANDS COMPLEX (OSCOM) :

 LOCATION
 ACCESSIBILITY
 IMPACT ON ENVIRONMENT
 MINERAL PROCESSING
 MINERAL SEPARATION PLANT (MSP)
 PRODUCTS OF IREL
 AREAS OF OPERATION
 EXCERISABLE OPERATIONS
 MISSION OF IREL
 CORPORATE OBJECTIVE
 NEW PERFORMANCE APPRAISAL SYSTEM
 FUTURE VISION
ORISSA SANDS COMPLEX (OSCOM) MINE:
(INDIAN RARE EARTHS LIMITED)
LOCATION:
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The Chatrapur deposit is situated along the eastern coast in Ganjam district of Orissa
state (toposheet no: 74a/15 and 74e/3). The area is bound on the four sides by Rushikulya River on
the northeast, the coastline of Bay of Bengal on the south –east, Kandla River (Gopalpur creek) on
the north-west. The coordinates of the area along the coast are as follows:
DIRECTION LATITUDE LONGITUDE
0
North-East 19 21’ 30” 840 03’ 23”
0
Central Portion 19 18’ 33” 840 58’ 36”
South-West 190 15’ 38” 840 55’ 00”

ACCESSIBILITY:
Railway:
The broad gauge main line of South Eastern Railway connecting Howrah and Madras
passes through Chatrapur railway station at a distance of 9.0 Kilometers from the plant. The major
railway station is Berhampur at a distance of 22.0 kilometers from the plant. Private railway siding
linked with Chatrapur railway station is available up to loading platform inside the mine premises.
Road:
There are two all weather roads connecting plant site to NH-5 (Calcutta and Madras). One road
of 4.0 kilometers length connects directly to NH-5 at kaliabali village and the other of 5.0 kilometers
length at Chatrapur.

Airport:
The nearest airport is at Bhubaneswar at a distance of 150 kilometers by road. From
Bhubaneswar flights are available to Calcutta, Vishakhapatnam, Hyderabad, Mumbai etc.

Sea port:
The nearest all weather sea port is at Paradeep approximately 250 kilometers away by road
from the plant. Calcutta, Madras and Vishakhapatnam are the other major ports with suitable road
and rail connection. The Gopalpur
port adjacent to plant is presently working as seasonal port and is under development as an all
weather port.

IMPACT ON ENVIRONMENT:
The mining and processing activities in OSCOM mine are completely wet method and
generation of dust during handling and transport is completely eliminated. The maintenance of haul
road and regular sprinkling of water in the haul road does not arise as the transport of the product is
done in slurry form through the pipelines. The entire mining operation is free from air pollution.
More over all the equipment installed in the mining unit are either electric or hydraulic power
operated and they produce very less noise compared to the conventional mining equipment which is
diesel power operated and are noisy. Hence, chances of noise pollution in the environment are
greatly reduced.
QUALITY AND ENVIRONMENT MANAGEMENT
IREL, OSCOM has been an ISO 9001 Company since 1998 and ISO 14001 since 2002. It has an
excellent system of quality management to meet the needs of the customers. The analytical
laboratory is well equipped. With modern sophisticated instruments and equipments like XRF, XRD,
Atomic Absorption Spectrophotometer, UV-Vis Spectrophotometer, Orion Specific Ion Analyzer,
Microwave Digester, Particle size Analyzer, pH meters, High Temperature Furnace, Thermo
Gravimetry Differential Scanning Calorimeter(TG-DSC), Surface area Analyzer, BOD Incubator,
Precision Balances, Pycnometer, Bomb Calorimeter, Carbon Sulphur determination Apparatus,

16
Viscometer Flash Point meter, Moisture Analyzer Resizable Dust Sampler, round the Clock weather
Monitoring station etc.
Laboratory provides round the clock backup services to all process plants and utility services
to produce quality products. The well equipped environmental laboratory of Technical services Dept.
Regularly monitors effluents, stack gases & ambient air quality.

OSCOM Environmental Policy:

We are a leading producer of beaches and minerals and associated value added products
committed to demonstrate excellence in environmental performance on a continued basis.
Objectives:
Pollution control and legal complaint and endeavor for continual improvement towards
pollution prevention and compliance with applicable environment regulation.
Resource Conservation:
Pursuit of technological excellence and monitor process/ operational practices to minimize
source consumption in particular in raw sand, water, furuace oil, electricity and control waste
generation.
Training and Competence:
Strength awareness, skills and competence of our employees and contractor personnel to care
for prevention of the environment.
We shall make this policy available to all over employees and interacted party.
LOCATIONAL ADVANTAGES:
The location of the factory has got many advantages like Transport, Electric, Manpower and
water etc. The factory gets its raw material (sand) form the sea. The factory also gets its power and
water supply easily. One more advantages communication: N.H. Roads 5km away from the factory.
MINERAL PROCESSING
Dredge and Wet Up gradation Plant (DWEP):
This is the mining plant and comprises of three floating structures,dredge unit,the surge
bin unit and the upgradation unit.The floating units are inter-connected with one another by flexible
hinged joints.All these units float in a pond,which is artificially created by excavating at a suitable
location.As the dredge advances in a pre-determined dredge path,the dredge pond gradually moves in
the direction of cutting and thereafter occasionally water is added in the pond to compensate for the
losses due to evaporation.
Heavies Up gradation Unit (HUP):
The up gradation unit consists of various equipments like pumps,spiral and tank of various
capacities to collect minerals of different spiral circuits.Most important equipment of the upgradation
unit is the spiral.Spirals use the gravity
Separation technique for separation of heavy minerals from the rest of the sand mixture.A number of
stage separations are necessary to obtain the desired grade of the product with higher recovery of
heavy minerals.A number of spiral circuits with different types of spirals are installed for this
purpose.
The spiral circuits are tested at regular intervals for proper metallurgical balance to ensure that
the desired grade and recovery is achieved on continuous basis.Various instrumentation systems with
automatic for monitoring the feed rate, density of the feed etc. so that spirals are also adjusted from
time to time to ensure better grade and recovery of the heavy minerals in the concentrate.
The output produced is collected in a bin and is pumped to mineral separation plant located at
a distance of about 6kms.(approx.) through 150 mm diameter pipelines in the form of slurry.A

17
number of booster pumps have been installed along the pipeline at an interval of about 600m for
pumping output without any blockage due to drop in pressure. Processing of mineral is done in
Mineral Separation Plant (MSP)
Mineral Separation Plant (MSP):
The heavy mineral concentrate obtained from dredge and wet concentrator plant is fed to the
concentrator upgradation plant (CUP) which consists of several circuits of spirals and wet tables for
further up gradation of heavy minerals to 95 to 97%. Thereafter the CUP concentrate is fed to MSP
for separation of individual minerals. The separation of individual minerals is done based upon their
physical properties. The heavy mineral concentrate mixture which is fed to MSP contains Ilmenite
(65-68%), Rutile (2.5-3%), Zircon (2.5-3%), Monazite (1.5-2%), Sillimanite (8-12%) and Garnet
(12-16%). The physical properties of the above minerals are as follows:

PRODUCT PROPERTIES SPECIFIC

MINERAL GRAVITY
Ilmenite Conducting and strongly magnetic 4.54
Rutile Conducting and non-magnetic 4.25
Zircon Non-conducting and non-magnetic 4.68
Monazite Non-conducting and weakly magnetic 5.25
Sillimanite Non-conducting and non-magnetic 3.25
Garnet Non-conducting and moderately magnetic 4.11

THORIUM PLANT:
This plant processes thorium oxalate, produced, at the Rare Earths Division of IRE,
Udyogamandal. The process is based on solvent extraction techniques to produce thorium nitrate
(mantle grade), thorium oxide etc. Sodium Nitrate solution is by product of this plant.

ZIRCONIA PILOT PLANT (ZPP):

A pilot plant for producing high pure zirconium oxide and various other products like
calcia/magnesia/ceria/yttria stabilized Zirconia, other zirconium chemicals was commissioned in the
year 2000.
A Spray Drying Unit has been added to this plant in January, 2005 for producing non- agglomerated,
narrow size range, and spherical powder controlled conditions.

Dredge and wet up-gradation plant (DWUP):

Activities:
 Dredging
 Clearing and sizing
 Rejecting unwanted minerals and up-gradation
Capacity:

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 Sand mining capacity in slurry form is 500 meters per hr with dredging
 Depth of around 6mts.
Machineries:
 Dredge consists of:
 Bucket wheel Cutter used for cutting the sands
 Ladder lifter-Helps to place the cutter
 Side winch
 Spuds
 Man pump
Trammel:
 It is a revolving screen used for removing unwanted materials
Specification-2557 Pd
Head feed bin:
 Used to maintain sand and water ratio
 Used to store
 Slurry and uniforms supply
 Capacity 21L cubic mt.
Spirals:
 lt is an up-gradation device totally made in fibre glass.

Stages:
 Rougher, Sub rougher, cleaner, releaser consist of 144, 96, 72 spirals respectively.
SUPPLEMENATRY MINING PLANT (SMP) :
 As like DWUP it is another plant for mining with a capacity of 150 times/hr.
 It is installed in OSCOM in 2002 unlike DWUP its dredge unit is only floating unit where as
its up-gradation unit is fixed on land.
 The output of DWUP and SMP transfers upgrading plant (HUP) through pumps.
 HUP is installed nearby mineral separation 97% and send that to MSP.
 Up-gradation of minerals are possible only of Having higher specific gravity s compared to
rejected minerals known as quartz.
Products:
 Ilmenite
 brown Ilmenite
 Ilmenite ‘MK’ grade
 Ilmenite ‘OR’ grade
 Ilmenite ‘Q’ grade
1. Mainly used in the manufacture of Titanium dioxicle (a white pigment) this is used in paints,
rubbers, textiles etc.
2. It is used as raw material for manufacture of Titanium alloys which is used in aerospace and
chemical industries.
3. Used for production of synthetic Rutile.
 Garnet
 Garnet ‘MK’ grade (normal)
 Garnet ‘OR’ grade

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1. It is used in the manufacture of abrasives, grinding wheels, for polishing glass/TV tubes, as
sand blasting media, in water filtration, water jet cutting.
 Monazite
‘MK'Grade
1. Extraction of Thorium concentrates and earths compounds used in various chemical and
electronic industries.
2. Used for the manufacture of Thorium Nitrate used in gas mantels.
3. lt is also a source of Thorium and Uranium in nuclear reactors.
 Rutile
 Rutile ‘MK’ grade
 Rutile ‘OR’ grade
 Rutile ‘Q’ grade
It is used for coating of wielding electrodes and also for the production of Titanium Dioxide and
Titanium Tetrachloride used for the production of Titanium material\sponge.

 Sillimanite
 Sillimanite ‘OR’ grade
 Sillimanite ‘Q’ grade
It is mainly used in the manufacture of high temperature refractory and insulators.

 Zircon
 Zircon sand ‘MK’ grade
 Zircon sand ‘Q’ grade
 Zircon ‘OR’ grade

1. It is used in foundries, ceramics and refractory

2. It is used as the raw material for the manufacture of zirconium oxide, its compound metal
and alloys of zirconium which find application in many chemical electronic and nuclear
industries.

 Zirflor (zircon flour)

Used in the foundries for high temperature castings and for manufacture of zirconium
opacifier.

 Zircon opacifier:
It is used as an opacifier in ceramics.

Units Products Capacity

Orissa sands Ilmenite 2875 t/annum

Complex Rutile 31000 t/annum

(oscom) Zircon 36000 t/annum

Sillimanites 86000 t/annum
Garnet 65000 t/annum

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AREAS OF OPERATION:
 Mining of beach sand minerals
 Separation of following 6 heavy minerals
(1)Ilmenite (2) Rutile (3) Zircon
(4) Monazite (5) Sillimanite (6) Garnet
EXCERISABLE OPERATIONS:
 Value addition on ZIRCON by chemical processing
 Value addition on ILMENITE by chemical processing
 Chemical processing of MONAZITE TO TH. CONC. & RECL
 Separation of individual RE SALTS
 Production of mantle GR. THORIUM NITRATE

MISSION OF IREL:
To harness beach sands in an environmentally and socially responsible manner for
efficiently producing minerals and their traditional and innovative value-added products of world-
class quality, that are used to make increasingly superior/novel products required by customers.
To play a dominant role in developing domestic rare earths market by producing and/or
marketing the quality value-added products to realize maximum potential of rare earths in a range of
applications.
To built a professional, creative and committed workforce and nature an environment that
fosters learning, sharing and development.
To emerge as an international leader in the area of mining & separation of beach sand minerals as
well as production of value added materials
CORPORATE OBJECTIVE:
1. To optimize the extraction of heavy minerals
2. To enable the company in optimum utilization of resources.
3. To maintain financial soundness of the company by managing the financial operation in
accordance with good commercial utilities practices.
4. To develop appropriate commercial policy leading to remunerative tariffs and minimum
receivables.
5. To function as responsible citizen and discharge social responsibility in respect of
environment protection and rehabilitation.
6. To adopt human resource development policy trading to creation of a team of motivated and
component power professionals.
7. To develop research and development for achieving improved plants reliability.

NEW PERFORMANCE APPRAISAL SYSTEM:

 The process is to be transparent and objective.
 Evaluation against specific mutually agreed targets (KRAs) and time schedules.
 Assess managerial/leadership skills under performance and potential parameters. For
executives up to manager level, higher weight age given for performance factor. For sr.
managers and above, potential factor has higher weightage.

Oscom governed under various act and Rules:

 Mines act 1957

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 Mines and Mineral development Act: 1957
 Mines concessional rule
 Mines conservation & development rule
 Automatic energy factories Rule : 1996
Various department of OSCOM:
 Production department: mining, mineral separation plant, thorium plant.
 Service department: utility central workshop, central store auto cell, fire station, security,
medical health physics unit, ware housing.
 Administration department: human resources, internal audit, purchase market.
 Technical& research department: safety and training, technical service project cell
FUTURE VISION
 New business policy adoption,
 Expanding the plant capacity,
 Break through R&D innovative technology etc.
To be a leading supplier of beach sand minerals from Asia by supplying l0 % of the world
demand for beach sand minerals over the next 7-10 year. It would be achieved by maximum
utilization of existing capacity, new capacity addition, and capturing major portion of the incremental
growth in the global TiO2 feedstock demand and by developing competitive value added Zircon,
Rutile, Sillimanite & Garnet products that make handsome contribution to revenue & profits.
To become the preferred rare earth products supplier (Producer/marketer) for domestic
customer to ensure long-term sustenance and profitability of rare earths business and to achieve
adequate efficiency in Monazite processing as long as it is necessary worthwhile.

CHAPTAR – 3

22
According to Flippo, “training is the act of increasing the Knowledge and skills of an employee for
doing a practical job”.

Training and development progress perform vital functions with in public organizations. Few new
employees in an agency or department can immediately perform the task for which they were hired.
Also employees must acquire new skills and abilities to meet new demands and
responsibilities

Training and development programs include any planned efforts by the organization to poster and
enhance the learning of job – related behavior by employees. Training efforts generally have specific,
short – term task –related goals. In contrast, development programs have broad, long – term,
organization – related goals.

Training and development are related to personal functions such as:- Firstly Recruitment
and Selection procedures affect the amount of training Required for new employees and the
capacity of employees to benefit from training. If recruitment and Selection provide good hires,
there is less demand for training. Second, job analysis is directly related to training and
development.Thirdly, performance appraisals are very important in designing and evaluating training
and development efforts.

Finally, Training and development are related to organizational development, which is concerned
with the organizational over all health and effectiveness.

A study of training and development in the IREL brings out various dimensions of building up
skilled manpower in the field of management as well as technology in the country, which made a
very nebulous in the technology.
At its most basic form, a piece of information about something is a “unit of awareness” about the
thing. (A field of philosophy, epistemology, includes analysis of what is really information and
what isn’t. This field might visit the question: “If a tree falls in the forest, does it make a sound?”)
Some people think that this awareness occurs only in the brain and, therefore, usually comes from
some form of thought. Other people also accept information as a form of realization from other
forms of inquiry, e.g., intuition.
Knowledge
Knowledge is gleaned by organizing information. Typically, information evolves to knowledge
by the learner’s gaining context, perspective and scope about the information.
Skills

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Skills are applying knowledge in an effective and efficient manner to get something done. One
notices skills in an employee by their behaviors.
Task
A task is a typically defined as a unit of work, that is, a set of activities needed to produce some
result, e.g., vacuuming a carpet, writing a memo, sorting the mail, etc. complex positions in the
organization may include a large number of tasks, which are sometimes referred to as functions.
Job
A job is collection of tasks and responsibilities that an employee is responsible to conduct. Jobs
have titles.
Role
a role is the set of responsibilities or expected results associated with a job. A job usually includes
several roles.
Learning
Typically, learning is viewed as enhancing one’s knowledge, understanding or skills. Some
people see learning as enhancement to one’s knowledge, awareness and skills. Some professionals
view learning as enhancing one’s capacity to perform. Some view learning as a way of being that
includes strong value on receiving feedback and increasing understanding. It’s important to note that
learning is more than collecting information – more than collecting unreferenced books on a shelf.
Depending on the needs of the learner, knowledge is converted to skills, that is, the learner knows
how to apply the knowledge to get something done. Ideally, the skills are applied to the most
appropriate tasks and practices in the organization, thereby producing performance – results needed
by the organization.
Continuous Learning
Simply put, continuous learning is the ability to learn to learn. Learning need not be a linear
event where a learner goes to a formal learning program, gains areas of knowledge and skills about a
process, and then the learning ceases. If the learner can view life including work as a “learning
program”, then the learner can continue to learn from almost everything in life. As a result, the
learner continues to expand his or her capacity for living, including working

Training
Term is often interpreted as the activity when an expert and learner work together to effectively
transfer information from the expert to the learner (to enhance a learner’s knowledge, attitudes or
skills) so the learner can better perform a current task or job.

Education
This term seems to be the most general of the key terms in employee training. Some
professionals view education as accomplishing a personal context and understanding of the world, so
that one’s life and work are substantially enhanced, e.g., “Go get an education.” Others view the term
as the learning required to accomplish a new task or job.

DEVELOPMENT:
This term is often viewed as a broad, ongoing multi-faceted set of activities (training activities
among them) to bring someone or an organization up to another threshold of performance. This
development often includes a wide variety of methods, e.g., orienting about a role, training in a wide
variety of areas, ongoing training on the job, coaching, mentoring and forms of self-development,
some view development as a life-long goal and experience.

TRAINING & DEVELOPMENT

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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 resources development. Employee training is the most important sub-system of human
resources development. Training is a specialized function and is one of the fundamental operative
functions for human resources management.

SOCIAL SKILLS: -
The employees are provided opportunities to acquire and sharpen such behavioral and human
relation skills as are necessary for improved interpersonal relationship better teamwork and effective
leadership.

TECHNIQUES: -
This involves teaching of applications of knowledge and skill to dynamic situations.

ATTITUDES: -
This involves attitudinal change in the direction of increased work commitment and positive
orientation towards the organization and the society in general. The bases of attitudes and the
knowledge and skill with which to change them have to be carefully diagnosed.

EXPERIENCE: -
It cannot be taught in the classroom. It is the result of practicing the use of knowledge, skills,
techniques and attitudes over a period of time in different work situations.

OBJECTIVES:-
The objectives of this study is to bring out the man power profile of the industry and a
range of varying inputs which determine the development and growth of human resources in the steel
industry in India.

Activities of T&D
1. Adopt a planned approach towards Training and development in IREL.
1. Design and conduct suitable training package for freshers at various intake levels
incorporating concepts of job enrichment and multiskill approach to work.
2. Design and conduct suitable training package for the employees as per need to develop
skills, knowledge and attitude.
3. Assist in developing standard operating/maintenance practices for technological areas of
the plant/unit.
4. To expose selected employees to latest technologies and work practices abroad.
5. Motivate and develop internal training faculty.
6. Knowledge sharing and giving adequate opportunities to the employees for self-development.
7. To make training productive and cost effective.
8. Organize training of apprentices as per act obligations.
9. Constantly enrich the quality of training and upgrade training facilities to meet the
requirement.
10. "Sell" training to outside organizations on commercial terms and generate revenue for RINL.
11. To have interaction with academic institutions and fulfill social obligations.

TRAINING OBJECTIVES
 Identifying training needs
 Providing training input
 Monitoring training effectiveness

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 Creating learning environment
 Facilitating self-development
 Innovativeness & self-expression
 Enabling employees to assume higher responsibility
 Meeting the Statutory requirements & Social Obligations
 The integrated steel plant is being fully managed now by Indian technicians and engineers.
 Workers have developed sufficient skill even to put up steel plant abroad.
 The construction of power plants equipment and factories has enabled the human resources
even in ancillary area to develop a sufficient reservoir of talent to operate even in
changing environments and different circumstances.
 The steel industry is now training a number of developing nations in the operation and
management of steel plants.

MEANING:
After an employee is selected, placed and introduced in an organization he/she must be
provided with training facilities in order to adjust him to the job. 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 employees learn technical
knowledge and skills for a definite purpose. Date S Beach defines the training as The organized
procedure by which people learn knowledge and/or skill for a definite purpose.”

In other words training improves changes and moulds the employee’s knowledge, skill,
behavior and aptitude and attitude towards the requirements of the job and the organization. Training
refers to the teaching and learning activates carried on for the primary purpose of helping members
of an organization to acquire and apply the knowledge, skills, abilities and attitudes needed by a
particular job and organization.

Thus, training bridges the differences between job requirements and employee’s present
specifications.

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FLOW CHART FOR TRAINING PROCESS

START

Establish/modify criteria for each post/cadre covering Knowledge & Skills

Receive & Compile data on individuals in the Personal Files

Do a gap analysis and document/establish the training needs

Identify training topics and Plan for the training/other

activities and prepare training plan

Identify faculty, venue and material for the training

Identify courses for external training

Schedule and organize training or other activities

Conduct Training

Is
The
training
Effective?

Update training records &

END
Goal of Training:
Training has certain goal, where the main aim is to train the employees with the best of the
knowledge available so that performance is achieved to the maximum and as well it leads to higher
job satisfaction. The questions in this section are designed to training implements for the employees.
Help the owner-manager define the objective or goal to be achieved by a training program.
Whether the objective is to conduct initial training, to provide for upgrading employees, or to retrain
for changing job assignments, the goal should be spelled out before developing the plan for the
training program.

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 Do you want to improve the performance of your employees?
 Will you improve your employees by training them to perform their present tasks better?
 Do you need to prepare employees for newly developed or modified jobs?
 Is training needed to prepare employees for promotion?
 Is the goal to reduce accidents and increase safety practices?
 Should the goal be to improve employee attitudes especially about waste and spoilage practices?
 Do you need to improve the handling of materials in order to break production bottlenecks?
 Is the goal to orient new employees to their jobs?
 Will you need to teach new employees about overall operations?
 Do you need to train employees so they can help teach new workers in an expansion program?
What should the Employees Learn:
Once the objective or goal of the program, is set, you will need to determine the
course or the subject. The following questions will help us to decide what the employee needs is
terms of duties, responsibilities, and attitudes.
 Can the job be broken down into steps for training purposes?
 Are there standards of quality which trainees can be taught?
 Are there certain skills and techniques that trainees must learn?
 Are there hazards and safety practices that must be taught?
 Have you established the methods that employees must use to avoid or minimize waste and
spoilage?
 Are there materials handling techniques that must be taught?
 Have you determined the best way for the trainees to operate the equipment?
 Are there performance standards that employees must meet?
 Are the attitudes that need improvement or modifications?
 Will information on your products help employees to do better job?
 Will the employee need instruction about departments other than his or her own?
Type of Training:
The type of training to be offered has an important bearing on the balance of
the program. Some types lend themselves to achieving all of the objectives or goals, while others are
limited. Therefore you should review the advantages of each type in relation to your objective or
goal.
 Can you train on-the-job so that employees can produce while they learn?
 Should you have classroom training conducted by a paid instructor?
 Willa a combinations of scheduled on-the-job training and vocational classroom instruction
work best for you?
 Can your goal be achieved with a combination of on-the-job training and correspondence
courses?
Method of Instruction:
One or more methods of instruction may be used. Some are better for on type
of training than another. For example, lectures are good for imparting knowledge, and
demonstrations are good for teaching skills.
 Does the subject matter call for a lecture or series of lectures?
 Should the instructor follow up with discussion sessions?
 Does the subject matter lend itself to demonstrations?
 Can operating problems be simulated in a classroom?
 Can the instructor direct trainees while they perform the job?
Type of Audio Visual Aids:

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Audiovisual aids help the instructor to make points and enable the trainees to grasp and retain
the instructions.
 Will a manual of instruction – including job instruction sheets – be used?
 Will trainees be given an outline of the training program?
 Can outside textbooks and other printed materials be used?
 If the training lends itself to the use of motion pictures, filmstrips or slides, can you get ones
that show the basic operations?
 Do you have drawings or photographs of the machinery. Equipment or products that could be
enlarged and used?
 Do you have miniatures or models of machinery and equipment that can be used to
demonstrate the operation?
Training and Development
Employee training is distinct from management development or executive
development. While the former refers to training given to employees in the areas of operations,
technical and allied areas the latter refers to developing an employee in the areas of principles and
techniques of management, administration, organization and allied areas.

Differences between Training and Development

Sl. No Area Training Development

1. Content Technical skills and Managerial and behavioral

knowledge skills and knowledge

2. Purpose Specific job-related Conceptual and general

knowledge

3. Duration Short-term Long-term

4. For whom Mostly technical and non- Mostly for managerial
managerial personnel personnel

Importance of Training:

The importance of human resources management to a large extent depends on human

resources development and training is its most important technique. No organization can get a
candidate who exactly matches with the job and the organization requirements. Hence, training is
important to develop the employee and make him suitable to the job. Training works towards value
addition to the company through HRD

Job and organizational requirements are not static, they are changed from time to time
in view of technological advancement and change in the awareness of the Total Quality and
productivity Management (TQPM). The objectives of the TQPM can be achieved only through
training, which develops human skills and efficiency.

Trained employees would be a valuable asset to an organization. Organizational efficiency,

productivity, progress and development to a greater extent depend on training. If the required training
is not provided, it leads to performance failure the employees. Organizational objectives like

29
viability, stability and growth can also be achieved through training. Training is important, as it
constitutes a significant part of management control. Training enhances 4Cs for the organization viz.

BENFITS OF TRAINING

How Training Benefits the Organization:

 Leads to improved profitability and/or more positive attitudes towards profits organization
 Improves the job knowledge and skills at all levels of the organization
 Improves the morale of the workforce
 Helps people identify with organizational goals
 Helps create a better corporate image
 Fosters authenticity, openness and trust
 Improves the relationship between boss and subordinate
 Aids in organizational development
 Learns from the trainee
 Helps prepare guidelines for work
 Aids in understanding and carrying out organizational policies
 Provides information for future needs in all areas of the organization
 Organization gets more effective in decision-making and problem solving
 Aids n development for promotion from within
 Aids in developing leadership skill, motivation, loyalty, better attitudes and other aspects
that successful workers and managers usually display.
 Aids in increasing productivity and/ or quality of work

Helps keep costs down in many areas, e.g. production, personnel, administration etc.

 Develops a sense of responsibility being to the organization for competent and

knowledgeable.
 Improves labour-management relations
 Reduces outside consulting costs by utilizing competent internal consulting
 Stimulates preventive management as opposed to putting out fires.
 Eliminates sub-optimal behavior (such as hiding tools)
 Creates an appropriate climate for growth and communication
 Aids in improving organizational communication
 Helps employees adjust to change
 Aids in handling conflict, thereby helping to prevent stress and tension Benefits to the
Individual, Which in Turn Ultimately Should Benefit the Organization
 Helps the individual in making better decisions and effective problem solving
 Through training and development, motivational variables of recognition, achievement,
growth, responsibility and advancement are optimized.
 Aids in encouraging and achieving self-development and self-confidence
 Helps a person handle stress, tension, frustration and conflict
 Provides information for improving leadership knowledge, communication skills and
attitudes

30
 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 a say in his/her own future
 Develops a sense of growth in learning
 Helps a person develop speaking and listening skills: also writing skills when exercises are
required.
 Helps eliminate fear in attempting new tasks.
 Improves communication between groups and individuals
 Aids in orientation for new employees and those taking new jobs through transfer or
promotion
 Provides information on equal opportunity and affirmative action
 Provides information on other governmental laws and administrative policies
 Improves inter-personal skills
 Makes organization policies, rules and regulations viable
 Improves morale
 Builds cohesiveness in groups
 Provides a good climate for learning, growth, and co-ordination
 Makes the organization a better place to work and live.
NEEDS OF TRAINING

The need for the Training arises due to the following reasons:
I, To March the Employee Specifications with the Job Requirements and Organizational
Needs
Management finds deviations between employee’s present specifications and the job
requirements and organizational needs. Training is needed to fill these gaps by developing and
molding the employee’s skill, knowledge, attitude, behavior etc. to the tune of the job requirement
and organizational needs.
II, Organizational Viability and the Transformation Process
The primary goal of the organizations is that their viability is continuously influenced by
environmental pressure. If the organization does not adapt itself to the changing
III, Technological Advances
Every organization in order to survive and to be effective should adopt the latest technology
i.e. mechanization, computerization and automation. Adoption of latest technological means and
methods will not be complete until they are named by employees to enrich them in the areas of
changing technical skills and knowledge from time to time.
IV, Organizational Complexity
with the emergence of increased mechanization and automation, manufacturing of
multiple products and by-products or dealing in services of diversified lines, extension of operations
to various reigns of the country or in overseas countries, organization of most of the companies has
become complex. This creates the complex problems of co-ordination and integration of activities
adaptable for and adaptable to the expanding and diversifying situations. This situation alls for
training in the skills of co-ordination, integration and adaptability to the requirements of growth,
diversification and expansion.
v.human Relations:
trends in approach towards personnel management has changed from the commodity
approach to partnership approach, crossing the human relational approach. So today management of
most of the organizations has to maintain human relations besides maintain should industrial
relations although hitherto the managers are not accustomed to deal with the workers accordingly.

31
So, training in human relations is necessary to deal with human problems (including alienation,
interpersonal and inter-group conflicts etc.)

vi. changes in the job assignment

Training is also necessary what the existing employee is promoted to the higher level
in the organization and when there is somenew job or occupation due to transfer. Training is also
necessary to equip old employees with the advanced disciplines, techniques or technology.
The need for the training also arises to :
 Increase productivity
 Improve quality of the product/service
 Help a company to fulfill its future personnel needs
 Improve organizational climate
 Improve health and safety
 Prevent obsolescence
 Effect personal growth
 Minimize the resistance to change and
 To act as mentor

Training Objectives:
Generally line managers ask the personnel manager to formulate the training polices. The
personnel manger formulates the following training objective in keeping the company’s goals and
objectives:
 To prepare the employee, both new and old to meet the present as well as the changing
requirements of the job and the organization.
 To prevent obsolescence.
 To impart the new entrants the basic knowledge and skills they need for an intelligent
performance of a definite job.
 To prepare employees for higher level tasks.
 To assist employees to function more effectively in their present positions by exposing them to
the latest concepts, information and techniques and developing the skills they will need in their
particular fields.
 To build up a second line of competent officers and prepare them to occupy more responsible
positions.
 To broaden the minds of senior managers by providing them with opportunities for an
interchange of experiences within and outside with a view to correcting the narrowness of
outlook that may arise from overspecialization.
 To develop the potential abilities of people for the next level job.
 To ensure smooth and efficient working of a department.
 To ensure economical output of required quality.
 To promote individual and collective morale, a sense of responsibility, cooperative attitudes and
good relationships.
Assessment of Training Needs:
Training needs are identified on the basis of organizational analysis, job analysis and
manpower analysis. Training programme, training methods and course content are to be planned on
the basis of training needs. Training needs are those aspects necessary to perform the job in an
organization in which employee is lacking attitude/aptitude, knowledge and skill.
Training Needs =(Job and Organizational requirements – Employees Specifications)

Assessment Methods
The following methods are used to assess training needs:

32
 Requirements/weakness.
 Departmental requirements/weaknesses.
 Job specifications and employee specifications.
 Identifying specific problems
 Antic Organization repeating future problems.
 Management’s requests.
 Observation.
 Interviews.
 Group conferences.
 Questionnaire surveys.
 Test of examinations.
 Check lists.
 Performance appraisal.
Methods used in Training Needs Assessment
Group or Organizational Analysis Individual Analysis
Organizational goals and objectives Performance appraisal
Personnel/Skills inventories Work sampling
Organizational climate indices Interviews
Efficiency indices Questionnaires
Exit interviews Attitude survey
MBO or work planning systems Attitude survey
Quality circles Rating Scales
Customer survey/satisfaction Observation of Behavior
Consideration of current and projected changes

Individual Group Organizational

Training Needs Training Needs training Needs

Training Methods
The training programmers commonly used to train operative and supervisory personnel in the
organization. These training programmers are classified into on – the job and off –the –job
programmers.
Training Methods

On-the-job Methods Off-the-job Methods

- Job rotation -vestibule training
- Coaching - Role Playing
- Job instruction - Lecture Methods
- Training through step-by-step - conferences or discussions
- Committee Assignments - programmed Instruction

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On-The-Job Training Methods
This type of training also known as job instruction training is the most commonly use
method. Under this method, the individual is placed on a regular job and taught the skills necessary
to perform that job. The trainee learns under the supervision and guidance of a qualified worker
instructor. On-the-job training has the advantage of giving first hand knowledge and experience
under the actual working conditions. While the trainee learns how to perform a job, he is also a
regular worker rendering the services for which he is paid. The problem of transfer of trainee is also
minimized as the person learns on-the-job. The emphasis is placed on rendering services in the most
effective manner rather than learning how to perform the job. On-the-training methods include job
rotation, coaching, job instruction or training through step-by-step and committee assignments.
1. Job Rotation:
This type of training involves the movement of trainee from on job to another. The trainee
receives job knowledge and gains experience from his supervisor of trainer in such of the different
job assignments. Though this method of training is common in training managers for general
management positions, trainees can also be rotated from job to job in workshop jobs. This method
gives an opportunity to the trainee to understand the problems of employees on other jobs and
respect them.

2. Coaching:
The trainee is place under a particular supervisor who functions as a coach in training the
individual. The supervisor provides feedback to the trainee on his performance and offers him some
suggestions of improvement. Often the trainee share
Some of the duties and responsibilities of the coach and relieves him o his burden. A limitation of
this method of training is that the trainee may not have the freedom or opportunity to express his own
ideas.

3. Job Instruction:
This method is also known as training through step by step. Under the method, the trainer
explains to the trainee the way of doing the jobs, jobs, job knowledge andskills and allows him to do
the job. The trainer appraises the performance of the trainee, provides feedback information and
corrects the trainee.

4. Committee Assignments:

Under the committee assignment, a group of trainees are given and asked to solve an actual
organizational problem. The trainees solve the problem jointly. It develops teamwork

Off-the-Job Methods.

Under this method of training, the trainee is separated from the job situation and his attention is
focused upon learning the material related to his future job performance. Since the trainees is not
distracted by job requirements, he can place his entire concentration on learning the job rather than
spending his time in performing it. There is an opportunity for freedom of expression for the trainees.
Companies have started using multimedia technology and information technology is training off-the-
job training methods are

Vestibule Training:

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In this method actual work conditions are simulated in a class room, Material, files and
equipment which are used in actual job performance are also used in training. This type of training is
commonly used for training personnel for clerical and semiskilled jobs. The duration of this training
ranges from days to a few weeks. Theory can be related to practice in this method.

Role Playing:

It is defined as a method of human interaction that involves realistic behavior in imaginary

situations. This method of training involves action, doing and practice. The participants play the role
of certain characters such as the production managers, mechanical engineer, superintendents,
maintenance engineers, quality control inspectors, foremen, workers and the like. This method is
mostly used for developing inter-personal interactions and relations.

Lecture Method:

The lecture is traditional and direct method of instruction. The instructor organizes the material
and gives it to a group it to a group of trainees in the form of a talk. To be effective, the lecture must
motivate and create interest among the trainees. An advantage of the lecture method is that it is direct
and can be used for a large group of trainees. Thus, costs and time involved are reduced. The major
limitation of the lecture method is that it does not proved off transfer of training effectively.

Conference or Discussion:

It is a method in training the clerical, professional and supervisory personnel. This method
involves a frump of people who pose ideas, examine and share facts, ideas and data, test assumptions
and draw conclusions, all of which contribute to the method, in that the discussion involves tow-way
communication and hence feedback is provided. The participants feel free to speak in small groups.
The success of this method depends on the leadership qualities of the person who leads the group.

Programmed Instruction:

In recent years, this method has become popular. The subject matter to be learned is presented in
a series of carefully planned sequential units. These units are arranged from simple to more complex
levels of instruction. The trainee goes through.These units by answering questions or filling the
blanks. This method is expensive and time consuming.

THE TRAINING PREDCEDURE

The following training procedure is essentially an adoption of the job instruction training course,
which has been proved to have great value

The important steps in the training procedure are :-

i. Preparing the Instructor:

The instructor must know both the job to be taught and how to teach it. The job must
be divided into logical parts so that each can be taught at a proper time without the
trainee-losing plant. For each part, on should have in mind the desired technique of
instruction, that is, whether a particular point is best taught by illustration, demonstration
or explanation.
A serious and committed instruction must:

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 Know the job or subject he is attempting to teach.
 Have the aptitude and ability to teach
 Have willingness towards the profession.
 Have a pleasing personality and capacity for leadership
 Have the knowledge of teaching principles and methods.
 Be a permanent student, in the sense that he should equip himself with the latest
concepts and knowledge.
ii. Preparing the Trainee:
As in interviewing, the first step in training is to attempt to place the trainee at ease.
Most people are somewhat nervous when approaching an unfamiliar task. Though the
instructor may have executed this training procedure, many times he or she never forgets its
newness to the trainee. The quality of empathy is a nark of the good instructor.

iii. Getting Ready to Teach:

This stage of the programme is class hour teaching involving the following activities:
 Planning the program me
 Preparing the instructor’s outline
 Do not try to cover too much material
 Keep the session moving along logically
 Discuss each item in depth
 Repeat, but in different words.
 Take the material from standardized texts when it is available
 When the standardized text is not available, develop the program me and
course content biased on group approach, Group consists of employer, skilled
employees, supervisors, trade union leaders and other
 Familiar with job requirements. Group prepares teaching material.
 Teach about the standard for the trainee like quality, quantity, waste or scrap,
ability to work without supervision, knowledge or procedure, safety rules,
human relations etc.
 Remember your standard, before you teach.
iv. Presenting the Operation:
There are various alternative ways of presenting the operation viz. Explanation,
demonstration etc. an instructor mostly uses these methods of explanation. In addition, one
may illustrate various points through the use of pictures, charts, diagrams and other training
aids.
V. Try out the Trainee’s Performance:
As a continuation of the presentation sequence given above, the trainee should be asked
to start the job or operative procedure. Some instructor prefers that the trainee explain each
step before doing it, particularly if the operation involves any danger. The trainee, through
respective practice, will acquire more skill.
Vi. Follow-up:
The final step in most training procedures is that follow-up. When people are involved in
any problem or procedure, it is unwise to assume that things are always constant. Follow-up
can be adapted to a variable reinforcement schedule as suggested in the discussion of learning
principles. Every training programme should have a follow-up; otherwise the training
programmers in the future cannot be improved.

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TRAINING WITHIN INDUSTRY:
Training to the employees can be provided both within the industry and outside the industry.
Training within the industry is provided through both on-the-job methods and off-the-job methods.
Normally supervisors, foremen and supervisors provide the training to the employees.
Supervisors in coach the employees initially how to handle the machines, materials, accounts, files,
records etc., and also clarify the issues and doubts raised by the employees.
Supervisors observe the employees when they carry-out the job on their own, identify the
mistakes that the employees commit, performance of the employee etc. supervisors have to
appreciate the employees publicly and counsel them privately regarding their mistakes. Like this, the
supervisors, teach, coach and instruct the employees until they do the job perfectly.
In addition, some supervisors deliver the lectures to group of employees, take them surround
the factory or work place and ask them to observe when the supervisor is handling a machine or
material or files. The supervisors also arrange exhibitions of carrying activities by different
employees. In addition to coaching and step-by-step training, managements also provide training
through job rotation and committee assignments.
Some industrial units establish their own training institutes or colleges and arrange for
training within the industry. These institutes or colleges use off-the-job-training methods like lecture,
role-plays, vestibule training, conferences and programmed instructions.
Advantages
Almost all organizations prefer training within industry due to its advantages.
They are:
 Less cost, less time-consuming, High appropriate as the supervisors coach
 Familiarity of the employees to the work place and work environment of the industry
 Loss of time due to employee absence to this work in minimum
 Employee’s progress an be judged easily and immediately.
 Employees can implement the training inputs effectively.

Advantages of training

The contributions of imparting training to a company should be readily apparent. The major values
are

i. Increased Productivity:An increase in skill usually results in an increment in both quality and
quantity of output. However, the increasingly technical nature of modern jobs demands
systematic training to make possible even minimum levels of accomplishment.
ii. Heightened Morale:Possession of needed skills helps to meet such basic human needs as
security and ego satisfaction. Collaborate personnel and human relations programmes can make a
contribution towards morale, but they are hollow shells if there is no solid core of meaningful
work down with knowledge, skills and pride.
iii. Reduced Supervision:More accidents are caused by deficiencies in people than by deficiencies
in equipment and working conditions, proper training in both job skills and safety attitudes
should contribute towards a reduction in the accident rate.

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iv. Reduced accidence:More accidents are caused by deficiencies in people than by deficiencies in
equipment and work in conditions. Proper training inBoth job skills and safety attitudes should
contribute towards a reduction in the accident rates.
v. Increased Organizational Stability:The outcomes of training help for organizational stability
by enhancing organizations human capital. The ability of an organization to sustain its
effectiveness despite the loss of key personnel can be developed only through creation of a
reservoir of employees, Flexibility, the ability to adjust to short-run variations in the volume of
work requires personnel with multiple skills to permit their transfer to jobs where the demand
highest.

EVALUATIN OF TRANING PROGRAMME

The specifications of values forms a basis for evaluation. The basis of evaluation and the
mode of collection of information necessary for evaluation should be determined at the planning
stage. The process of training evaluation has been defined as “any attempt to obtain information on
the effects of training performance and to assess the value of training in the light of that
information”. Evaluation leads to controlling and correcting training program me. Hamblin
suggested five levels at which evaluation of training can take place. Viz. reactions learning, job
behavior, organization and ultimate value.

i. Reactions
Training program me is evaluated on the basis of trainee’s reaction to the usefulness of
coverage of the matter, depth of the course content, method of presentation, teaching methods
etc.
ii. Learning
Training program me, trainer’s ability and trainee ability are evaluated on the basis of
quantity of content learned and time in which it is learned and the learner’s ability to use or
apply the content he learned.
iii. Job Behavior
This evaluation includes the manner and extent to which the trainee has applied his
learning to his job.
iv.Organization
This evaluation measures the use of training, learning and change in the job behavior of
the department/organization in the form of increased productivity, quality, morale, sales
turnover and the like.
v.Ultimate Value
It is the measurement of the ultimate result of the contributions of the training programme
to the company goals like survival, growth, profitability etc. and to the individual goals like
development of personality and social goals like maximizing social benefit.
The various methods of training evaluation are :
 Immediate assessment of trainees’ reaction to the programme.
 Trainee’s observation during the training programme.
 Knowing trainees expectations before the training programme and collecting their
view regarding the attainment of the expectations after training.
 Seeking opinion of the trainee’s superior regarding his/her job performance and
behavior before and after training.
 Evaluation of trainee’s skill level before and after the training programme.
 Evaluation of trainee’s skill level before and after the training programme.
 Measurement of improvement in trainees on the job behavior.

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 Examination of the testing system before and after sometime of the training
programme.
 Measurement of trainee’s attitudes after the training programme.
 Cost-benefit analysis of the training programme.
 Seeking opinion of trainee’s colleagues regarding his/her job performance and
behavior.
 Measurement of levels in absenteeism turnover, waste/scrap, accidents, breakage of
the machinery during pre and post period of the training programme,

Recent Development in Training

Employee Self Initiative:

Employees have realized that change is the order of the day and hey have started playing the
role of an change agent. Consequently, employees identify their own training needs, select
appropriate training programmes organized by various organizations and Undergo the training
programmes. Thus, employees in recent times started taking proactive learning measures on their
own.
On-line training:
Companies started providing on-line training. Trainees can undergo training by playing at the
place of their work. Participants complete course work from wherever they have access to computer
and Intranet/Internet. Different types of media are used for on-line training.
Management Development
Organization provides managerial skills to its employees at all levels, in addition to technical
skills, Managerial skills are provided through management development programmes whereas
technical skills are provided through training.
Management Development is a systematic process of growth and development by which the
managers develop their abilities to mange. So, it is the result of not only participation in formal
coursed of instruction but also of actual job experience. It is concerned with improving the
performance of the managers by giving them opportunities for growth and development, which in
turn depends on organization structure of the company.
Role of the Organization:

“The role of the company in management development is to establish the programme and the
development opportunities for its present and potential managers.”

“Executive development is eventually something that the executive has to attain himself. But
he will do this much better if he is given encouragement, guidance and opportunity by his company.”

Objectives of Management Development:

The management development programmes are organized with a view to achieving specific
objectives they are :
 To overhaul the management machinery
 To improve the performance of the managers
 To give the specialists on overall vie of the functions of an organization and equip them to
co-ordinate each other’s efforts effectively.
 To identify persons with the required potential and prepare them for senior positions.
 To increase morale of the members of the management group.
 To increase versatility of the management group.
 To keep the executives abreast with the changes and developments in their respective
fields.
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 To create the management succession, which can take over in case of contingencies.
 To improve thought process and analytical ability.
 To improve thought process and analytical ability.
 To broaden the outlook of the executive regarding his role positions and responsibilities.
 To understand the conceptual issues relating to economic, social and technical areas.
 To understand the problems of human relations and improve human relations skills and
 To stimulate creative thinking.
 To stimulate creative thinking.
 Achievement of the above stated objectives is very difficult as some factors inhibit the
management development process.

Need for Management Development Programme:

The need for management development programme arises due to the following reasons:
 Techno-managers like basic chemicals engineers, mechanical engineers,
information/systems engineers need to be developed in the areas of managerial skills,
knowledge and abilities.
 Efficient functioning of public utilities, transport, communications etc. depends on
professionalization of management in the sectors
 Professionalization of management at all levels particularly in service organizations need
the development of managerial skills and knowledge particularly at lower and middle
levels.
 Transmission of communist/socialistic societies into capitalistic economies changed the
structure of the principles of business. These changes along with liberalization,
privatization and globalization of business changed the principle. Hence, development of
the present managers in these new principles/ areas I highly necessary.
 Human resources development of the managers in multiple areas necessitates the
executive development programme.
 The need for management development raised due to providing technical skills and
conceptual skills to non-technical managers and managerial skills and conceptual skills to
technical managers.
 The intensive competition and consequently upon employment of various grand strategies
by various business organizations necessitates the development of managers.
 The emergence of new concepts in management like Total Quality Management,
Enterprise Resources Planning, and Business Process Reengineering Empowerment etc.
necessitates the management to offer developmental programmes.
 Entry of multinational and transitional corporations brought new trends and strategies for
the domestic companies also. These factors necessitated the domestic companies also.
These factors necessitated the domestic companies to undertake developmental
programmes.

Principles of Management Development:

The top management of a company should follow certain principals to make the management
development programmes effective. They are:

 The management should assess the development needs of its mangers at different
levels through performance analysis and development methods.

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 Management should decentralize the responsibility of developing the managers of
different departments/units and make the head of the department unit responsible for
it.
 Management should integrate career planning and development of the organization
with the management development programmes.
 Even managers of the organization should be motivated and empowered to take up
developmental programmes.
 Management development programme is a continuous process.
 Management should encourage the manager to take up programmes on their own in
addition to the company sponsored programmes.
 Management should make use of the management development programmes
organized by outside agencies like IIM. XLRI etc.
 The content of the programme should be need based for the individual manager and
the organization.
 The physical, social and psychological climate for the programmes should be
conductive.
 All managers should be encouraged to undergo development programmes in order to
avoid executive obsolescence.
Method of Management Development
There are mainly two types of methods by which mangers can acquire the knowledge, skills
and attitudes and make themselves compact managers.
1. Formal Training
2. On-the-job experiences.
On-the-job Techniques
The important on-the-job training techniques are:
1. Coaching
2. Job rotation
3. Under study and
4. Multiple Management
1. Coaching:
In coaching, the trainee is placed under a particular supervisor who acts as an instructor and
teaches job knowledge and skills to the trainee. He tells him what he wants him to do, how it can be
done and follows up while it is being done and corrects errors.The act of coaching can be done in
several ways. The executive apart from asking them to do the routine work may ask term to tackle
some example problem by giving them a chance to participate in decision-making.On of the
important limitations of this technique is that the individual cannot develop much beyond the limits
of his own boss’s abilities.
2. Job Rotations:
The transferring of executives from job to job and from department to department ina systematic
manner is called job Rotation. When a manger is posted to a new job as part of such a programmers,
it is no nearly an orientation assignment. He has to assume the full responsibility and perform all
kinds of duties. The idea behind this is to give him the required diversified skills and broader
outlook which are very important at the senior management levels. It is up to the management to
provide a variety of the experiences for those who have the potential for higher ranks before they are
promoted.
Job rotation increases the inter-departmental co-operation and reduces the monotony of work.
It makes the executives in general management and does not allow them to confine themselves to
their specialized field only.
3.Under Study:

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“Anunderstudy is a person who is in training to assume as a future time, the full responsibility of
the position currently held by his superior”. This method supplies the organization a person with as
much competence as the superior to fill his post which may fall vacant because of promotion,
retirement or transfer.
As an understudy may be chosen by the department or its head, he will then teach what his job is.
This under study also learns the decision-making as his superior involves him in the discussion of
daily operating problems as well as long-term problems. The leadership skills can also be taught by
assigning him the task of supervising two or three people of the department.

4 .Multiple Management:

Multiple Management is a system in which permanent advisory committees of managers study

problems of the company and makes recommendations to the higher management. It is also
called junior-board of executive system. These committees discuss the actual problems and
different alternative solutions after which the decisions are taken.

The technique of multiple management has certain advantages over the other techniques. They
are:

i. Members have the opportunity to acquire the knowledge of various aspects

of business.
ii. It helps to identify the members who have the skills and capabilities of an
effective manger.
iii. Members have the opportunity to participate in the group interaction and
thereby gain the practical experience of group decision-making.
iv. It is relatively an inexpensive method and
v. Considerable number of executives can be developed in a short span of
time.

Off-the-job Methods

On-the-job techniques have their own limitations, these off-the-job techniques are considered
important to fill those gaps. The following are some of the important off-the-job techniques

I. The Case Study

II. Incident Method
III. Role playing
IV. In basket method
V. Business game
VI. Sensitivity training
VII. Simulation
VIII. Grid training
IX. Conference
X. Lectures.
The Case Study:
The cases are prepared on the basis of actual business situations that happened in various
organizations. The trainees are given cased for discussing and deciding upon the case. Then they are
asked to identify the apparent and hidden problems for which they have to suggest solutions.
Incident Method:

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It aims to develop the trainee in the areas of intellectual ability, practical judgment and social
awareness, under this method, each employee develops in a group process. Incidents are prepared on
the basis of actual situations which happened in different organizations. Each employee in the
training group is to study the incident and to make short-term decisions in the role of a person who
has to cope with the incident in the actual situation. Later, the group studies and discusses the
incident and takes decisions relating to incidents, based on group interaction and decisions taken by
each member. Thus, this method is similar to a combination of cases method and in basket method.
Role playing:
A problem situation is simulated by asking the participants to assume the role of a particular person
in the situation. The participant interacts with other participants assuming different roles. The mental
set of the role is described but no dialogue is provided. The whole play may be tape-recorded and the
trainee may thus be given the opportunity to examine his or her own performance.
Role playing gives the participants various experiences which are of much use to understand
people better. This method teaches human relations skills through actual practice. The exemplary role
playing situations are: a Grievance discussion, Employment interview, A sales presentation etc.
In basket method:
The trainees are first given background information about a simulated company, its products, key
personnel, various memoranda, request and all date pertaining to the firm. The trainee has to
understand all this, make notes, delegate tasks and prepare memos within a specified amount of time.
Abilities that this kind of exercise develops are:
 Situationaljudgment in being able to recall details, Establish priorities, inter relate in terms
and determine need for more information.
 Social sensitivity in exhibiting courtesy in written notes, scheduling meetings with personnel
involved and explaining reasons for actions taken.
 Willingness to make decision and take action.

Business game:

Under this method, the trainees are divided into groups or different teams. Each team has to discuss
and arrive at decisions concerning such subjects as production, pricing, research expenditure,
advertising etc. assuming itself to be the management of a simulated firm. The other teams assume
themselves as competitors and react to the decision. This immediate feedback helps interaction
among participants and gives them the experience in cooperative group process.All this develops
organizational ability, quickness of thinking, leadership qualities and ability to adopt under stress.

Sensitivity training:

The main objective of the sensitivity training is the “development of awareness of and sensitivity of
behavioral patterns of oneself and others”. This development results in the

 Increased openness with others,

 Greater concern for other,
 Increased tolerance for individual differences
 Less ethnic prejudice
 Understanding of group processes
 Enhanced listening skills and
 Increased trust and support

The role played by the trainee here is not a structured one as in role play. It is a laboratory
situation where one gets a chance to know more about himself and the impact of his behavior on

43
others. It develops managerial sensitivity, trust and respect for others. One of the limitations of
sensitivity training is that it extracts a huge emotional cost form the manager.
Simulation:
Under this technique, the situation is duplicated in such a way that in carries a closer resemblance to
the actual job situation. The trainee experiences a feeling that he is actually encountering all those
conditions. Then he is asked to assume a particular role .in the circumstances and solve the problems
by making decision. He is immediately given a feedback of his performance.One of the limitations of
this method is that it is very difficult to duplicate the situation to the extent of making the trainee feel
the pressures and realities of actual decision-making on the job. The very fact that trainee knows that
it is an artificial situation prevents him from experiencing all that he experiences in a real job
situation.

Grid Training/Managerial Grid:

It is a six phase program me lasting from three to five years. It starts with upgrading managerial
skills, continues to group improvement; improves inter-group relations, goes into corporate planning,
develops implementation method and ends with an evaluation phase. The grid represents several
possible leadership styles. Each style represents a different combination of two basic orientations -
concern for people and concern for production.
Conferences:
A conference is a meeting of several people to discuss the subject of common interest. But
contribution from members can be expected as each on builds upon ideas of other participants. This
method is best suited when a problem has to be analyzed and examined from different viewpoints.It
helps the members develop their ability to modify their attitudes participants enjoy this method of
learning as they get an opportunity to express their views. The success of the conference depends on
the conference leader. In order to make the conference a success, the conference leader must be able
to see that the discussion
Is thorough and concentrate on the central problem by encouraging all the participants to develop
alternatives and present their viewpoints and by preventing domination by a few participants.
Lectures:
It is the simplest of all techniques. This is the best techniques to present and explain series of facts,
concepts and principles. The lecturer organizes the material and gives of trainees in the form of talk.
The main uses of lectures in executive development are:
 It is direct and can be used for a larger group of trainees
 It presents the overview and scope of the subject clearly
 It presents the principles, concepts, policies and experiences in the shortest time. Thus, it is a
time saving technique.
Evaluation of Management Development Programme
Management development programmes should be evaluated in order to find out whether the
objectives of the programmes are achieved or not. The development programmes would be effective,
if they contribute to the organizational group and individual goals.
Management should delegate the responsibility of evaluation to a senior manager in the HRD
department. The evaluation specialist should be a continuous process and specific. The evaluation
specialist should inform the trainees well in advance the content, objectives, areas and the method of
evaluation. Evaluation must be objective oriented. Evaluation must be realistic in terms of direction,
standards etc.
The areas of evaluation include different managerial skills, knowledge, technical skills and
knowledge and conceptual skills and knowledge. The areas should be specific for each MDP based
on the content proved. Further, the evaluation can also be conducted regarding the training
methodology, input/output/content, infrastructure and physical facilities, teaching aids etc.

44
Evaluation should not only immediately be after the completion of the programmes but also in
specific intervals in the long-run in order to find out the impact of the MDP in the job behavior and
efficiency of the trainee. Further, the evaluation army also measures the improvement in decision-
making skills, inter-personal relations, strategy asking and implementation skills, role modeling
skills etc, these areas depend upon the content of each MDP.
The evaluation results should be provided to the trainees, their superiors, subordinates and
HRD department of the organization. These results can be used of further improvement of the future
programmes in the company.

TRANING AND DEVELOPMENT AT IREL

IREL has a well-established Training and Development Center, which identifies the needs of the
employees and provides training based on the identified requisites.

 To train a minimum of 15000 employees in various Skill Development, technological and

Refresher Training programmes.
 To measure the Effectiveness of Training Programmes and report the same on quarterly basis
for at least 25 programs.
 To cover at least 150 officers under System orientation for audited.
 To implement at least 18 QC projects.
 To ensure generations of at least 2 suggestions per employee.
 To dub at least 2 video films in English language being used inskill development Program into
Telugu Language.
 To achieve Zero accident in the Department by effective implementation of OHSMS
The major training programs that are conducted by the training and development center
are:
FREESHERS TRAINING
Initially a small of trainees were recruited among the displaced persons in December 1991.
Since then a sea change has taken place. The novel feature of IREL manpower is that almost 90% of
The work force in the works division has been recruited through training in various schemes like
1. Management Trainees
2. Senior Trainees
3. Junior Trainees
Special schemes were worked out and implemented to facilitate induction of displaced persons as
well as SC and ST categories such as
 Special Trainees
 Asst. Technical Trainees
 Secretarial Asst. Trainees
The list of trainees and their training programmed is given below. The trainees were given
orientation training, which includes induction training, basic
lectures and workshop training with multi skilled approach for the junior trainees

S. Name of Trainees Training period Probati

No on
1. Management trainees 1 year 1 year
(M.T)s
2. a) senior Trainees(SOT) 11/2 years 1 year
b) special SOT’s 2 years 1 year
3. Assistant Steno’s 11/2 years 1 year
(Ast’s) Trainees

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4. Junior Trainees (JOT’s) 11/2 years 1 year
5. a) Special Trainees 2 years (6 months+ 11/2 years. 1 year

b) Super Special Trainees 30 months (12 months + 18 months) 1 year

7. Khalasis 1 year 1 year

There is a wing called Training Administration, which helps in taking care of the administration
aspects in smooth functioning of the training programs .

The main function of this wing:-

 To see that the trainees are paid the stipend properly.
 Their leave accounts are maintained.
 Advances like T.A., Cycle, and Medical etc. that are required for the trainees are extended to
the rules functioning.
 Their characters and incidents clearances are obtained from the district head before
regularization.
 Any disciplinary actions that are required are taken on the recommendations of the
concerning officers.
 Providing Audio, visual aids for imparting effectively. The period of training for MT’s
(Administration) of VSP is 1 year

VOCATIONAL TRAINING:-
The main aim of the vocational training in IREL is to train the students from educational
institutions and to impact knowledge and skill pertaining to the activities in the organization.
The concept of vocational training is to make the students accustomed to the work culture of the
organization. The vocational training will not only enhance the abilities of the trainees but also
inculcate organizational awareness in the minds of the trainees.

Types of vocational training are two types:-

1. PROJECT WORK
2. INDUSTRIAL TRAINING
PROJECT WORK:-
The duration of this training period is 1 to 3 months and given to all the technical
personal regarding the work culture and to impact the knowledge and skills in performing the
jobs. Those entrants who are already studying in the educational institution mainly utilize this
training thus they can utilize their leisure or vocation period to gain knowledge and also have a
practical experience in working environment.
INDUSTRIAL TRAINING:-
In this training period ranges from 5 to 8 weeks and this training is given to technical
students. It allows the students to be aware of the organizational climate. The main essence of this
training period is to create awareness among the trainees regarding prevailing industrial relations in
the organization.
Vocational training is only for those students who are in courses like engineering, M.SC (IS),
MSC (IT), MCA , MBA and BCA, & BBM students.

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MANAGEMENT OF TRAINING AND DEVELOPMENT IN I.R.E.L

TIME MANAGEMENT:-A special study was undertaken to not patterns of time management,
and the workshop aim at improving the quality of time utilization by managers of
Visakhapatnam Steel Plant.

PERFORMANCE APPRAISAL:-To improve the quality of managerial appraisal, a program

was devised to disseminate a better understanding of appraisal principles and procedures.

COMMUNICATION:-Plant conduct seminar to help managers improve their skills of written

and oral communication.

CONFERENCE LEADERSHIP:-Since many of our manners spend a considerable period

of time attending meetings and conferences, this seminar was developed to help them analyze
conference participation modes and improve their own contributions.
TRAINING NEEDS ANALYSIS

ORGANIZATIONAL LEVEL:-
Every organization need to have well – trained and experienced people to perform the activities
that have to be done. In a rapidly changing society employees training and development is not only
an activity that desirable but also an activity that on organization must commit resources to it is to
maintain a viable and knowledge work force.
Organization level involves several kinds of investigations. One aspect of original analysis is
the estimation of how many people need to be trained to accomplish the future goals of the
organization. Training will improve the performance standard and skill of an employee.

JOB PROFESSIONAL LEVEL OR OCCUPATIONAL LEVEL:-

To do work effectively occupational level is useful by which the employees can
perform their job more efficiently. Inadequate job performance or a decline in productivity
or changes remitting out of job redesigning or a technological break through require some type of
training and development efforts.
INDIVIDUAL LEVEL:-
Individual level uses performance appraisals of employees as guide to their need for training
and development. Individual level not only the performance of the individual on the current jobs
but also bring growth of the personality, progress towards maturity and actualization of their
potential capacities to become better employee.

HOW THE TRAINING PROGRAM IS DESIGNED:-

A sound training program must processes the following characteristics:
→ Training program should be designed so as to achieve the predetermined objectives, goals
and needs of organization. It should be less expensive.

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→Training program should be developed for all in the organization and not for a particular
group.
→Training program should be preplanned and we organized, taking in view the objectives
of training program. For this purpose, the whole task should be divided in various sub activities and
such activities should be arranged in a systematic order.
→Training program should be designed according to size, nature and financial position of the
concern. A small-scale enterprise cannot afford much to the training program.
→Training program must be flexible enough.
→A senior and experienced officer of the concern must conduct the program. In large-
scale enterprises, the training director who is in charge of the training sector under personnel
department conducts training.
→Theoretical and practical aspects of training must be given due consideration while
preparing a training program. Theory and practice must go in hand. Teaching of theory without the
knowledge of its application will be liable to lose the interest of trainees. On the other hand, practice
without theoretical knowledge mat not enables the trainees to think for themselves.
→It should be designed in such a fashion as to incorporate the recent trends developed in the
industrial field. The main purpose of training program should be to enable the employee to pick up
training.
→Training program should be designed taking in view the interests of both employer and the
employee. Their group interests should not be suffered.
The above characteristics must be developed in designing a social training program.

TRAINING NEED IDENTIFICATIONAT

The identification of the training mainly depends upon the proper identification of the individual for
a particular training program. Proper methodology is being followed for the training need
identification well in advance at the beginning of the year in the following manner.
1. At the very first stage to have a systematic guidance, the training Advisory Committees
which are constituted to guide the Training Department in conducting the training program.
Members of the Training Advisory Committees are at the level of ED (W), GMs of Works
and Non-works and this committee meets once in a quarter to discuss various aspects of
training.
2. Before Training Department starts the training needs identification process, guidelines are
prepared and are briefed to the Training Advisory Committees.
The procedure for identification of training needs is as follows:
 A survey is conducted at all cross sections in all major production departments through a
questionnaire.
 Discussions are held with HOD's and with section in charges of the Shop Floors.
 Workshops are conducted by inviting different cross-functional departmental officers and
opinions obtained from the workshops are also taken into consideration.
 Training needs projected in the appraisal forms are also taken into consideration. Training
needs projected by the individuals in the Reaction level feedback forms also taken into
consideration.
 A survey is also conducted with different control ling officers of various
departments to know the skills required for the employees working under their jurisdiction.
The skills are divided into 2 categories viz., Basic skills and Special skills.
 The controlling officers are asked to indicate the basic skills and special skills required for their
employees and also the other skills in which their employees are lagging.
 After obtaining the committee’s opinion, the thrust areas are identified and accordingly the
types of programmers to be conducted are decided.
 After deciding the type of programmes to be conducted, the draft list of programmes are
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prepared and circulated to the entire HOD's to indicate their requirement against each program.
The list is as below:

1. The program-wise requirement is collected from the departments and consolidated.

2. The total number of programmers to be conducted in a calendar year is decided based on

the requirement projected by the departments, as well as the availability of resources in
view.

3. The average in take in a training program will be ranging 15-40 no’s.

ORGANISING THE TRAINING PROGRAMMES

In case there is any deviation in the program dates indicated in the annual Training Calendar,
the same is also being communicated to the departments well in advance. Usually this situation arises
in case of the programs conducted with the help of external faculty/agencies.
After sending the confirmation letters to the respective departments, the departmental
heads/controlling officers should ensure giving communication to the participants and release them
in the following procedure.
The training program details are being entered in the attendance cards of the participants so
that the individual did not forget the program dates. Communication is also being sent to the faculty
for taking the sessions as per schedule.
The program’s coordinators of training department are guiding the internal faculty in preparation
of course material, session plan etc., in order to meet the program objective.

TRAINING PROGRAMME NOMINATIONS

Based on the requirement projected by the departments for each program, seats allotment list
is prepared for different dates for a particular department.
To identify the right person for a right program, the list of the persons who are already
attended training program till date is also being prepared for a particular department.
For obtaining nominations, letters are sent by T &D centre to the departments along with the
following documents:
 Annual Training Calendar
 Course Objectives &Course Contents
 Seats Allotment List
 List of employees who have already attended the training program till date
 Training needs projected by the individuals in reaction level feed back forms.

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TRAINING INFORMATION SYSTEM

Training information system is envisaged to computerize most of the training and

development activities of T & D centre department. There has been dramatic shift in competition
globally. Changes in the international/domestic business environment, the growing competitive
intensity and complexity of firms are becoming increasingly important. This is forcing firms, nearly
everywhere, to reconsider traditional strategies, policies and routine methods of doing business.
Operating in the· new environment requires computerization in training, marketing and
manufacturing.
In this competitive world to be the best it is necessary to upgrade the technology. Now-a-days
all the organizations are being computerized to get information accurately and as fast as possible.
After receiving the Annual Training Calendar along with course objectives, respective departments
have to nominate the employees for various programs as per the seat allotment on monthly basis.
 All the departments can nominate their employees through computer, which is connected to IBM
3090 by using TRAINS Package.
 Department has to complete their nominations activity by 15th of every month.
 Training department will down load the nominations by 20th of every month. After downloading,
all the nominations are checked for if any employee has already attended during last 3 years or
not. If the employee has already attended the message is given to the respective department to
delete his nomination.
 Further T &D centre also check the level of the participants to find out his suitability for a
particular programs.
 The total strength of the nominations for a particular program also checked and in case more
nominations are there, they are advised to come in the subsequent programs.
 All the above checks completed by 25th of every month for the subsequent months and
confirmation is given by T &D centre.
 All the respective departments will download the nominations by 30th of the month and further
communication is done by respective departments to the concerned participants.
 After conducting the program the attendance particulars are fed in the computer and departments
can browse this information through their terminal.
 Monitoring of defaulters and HOD level.
 Departments can also change the nominations till the last date of the program.
 Every HOD has access to Training Information system where in they can nominate, view and
modify the proposed nominations of his employees.
 HOD can also view the attendance details of his employees as well as attendance status of his
department as a whole against nominations.

The benefits from these TRAINS are:

1. Easy tracking of Training attendance.
2. Provision for accommodating last minute substitution.

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3. Correspondence is reduced.
4. Time for nomination finalization is reduced.
5. Duplication of nominations is eliminated for the same program.
6. Availability of every employee Training history on IBM network.

In case of PC related training the respective T &D centre Coordinator confirm the
nominationsand only confirmed employees are to be allowed for attending the programs. This is
done because more employees are being nominated for PC programs and it is difficult to
accommodate all the employees due to limited PC lab facilities.

METHODS OF TRAINING EVALUATION AT IREL

A variety of evaluation methods are used at different levels in the pertaining. Training and
post-training phases of evaluation.

Some of them are given below:

1. Immediate assessment of trainee’s reactions on the program.
2. Trainee’s observation during the training program.
3. Selecting trainee’s expectations before the program begins.
4. Seeking opinion of trainee’s boss regarding his/her job performance and behavior.
5. Measuring the improvement in trainee’s on-the-job behavior.
6. Evaluation the trainee’s skill improvement after the training program is over. Cost-benefit
analysis of the program.
7. Evaluation of trainee’s skill before and after the training program.
8. Measurement of trainee’s attitude after the program.
9. Seeking opinion of trainee’s colleagues his/her job performance and behavior.
10. Seeking opinion of trainee’s sub-ordinates regarding his/her job performance and behavior.

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CHAPATER 4

 DATA ANALYSIS & INTERPRETATION

QUESTIONNAIRE A study on
‘TRAINING AND DEVELOPMENT’ at
INDIAN REAR EARTH LIMTED
1. What motivated you to attend the training programs?
(A) To update job knowledge. (B) To enhance skills.
(C) To contribute more on the job. (D) Because I was asked to attend.
2. Which one of the following methodologies do you find are more effective in training?
(A) Lectures & Demonstration.
(B) Lectures & Discussions.
(C) Lectures, Discussions & demonstration.
(D) Lectures, Demonstration, Discussions, Case studies & Hand on practice.
3. List the factors which influence the effectiveness of the training programs?
(A) Participants involvement. (B) Performance of the faculty
(C) Relevance of program contents (D) Course materials (E) All the above.
4. Please indicate whether employees participate in the training programmes and share
their experiences during the programmes.
(A) To some extent (B) To full extent (C) Not at all
5. List the factors which are required for an organization to be called as learning
organization?
(A) Employee exchange knowledge in work area.
(B) Employee attend the training programs voluntary
(C) Cordial relations among the employees.
(D) All the above.
6. Will the pre-training and post-training test influence the learning?
(A) To some extent. (B) To full extent. (C) Not at all.
7. Will the training programs contribute towards safe work environment?
(A) Yes (B) No
8. Do you think that training is one of the pre-requites for higher productivity/ for taking
higher responsibilities?
(A) To some extent (B) To the full extent (C) Not at all.

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9. Do you notice continuous improvements in training programmes conducted in VSP?
(A) Yes (B) No
10. How do you feel after attending the training programs?
(A) Feeling higher responsibility (B) Getting more recognition (C) Able to perform
better
[Please indicate your level of satisfaction with the learning environment in VSP]
11. Usefulness of Program booklets / course material / CDs.
(A) Low (B) Fair (C) Good (D) Excellent
12. Effectiveness of Audio Visuals like LCD projector etc..
(A) Low (B) Fair (C) Good (D) Excellent
13. Performance of faculty:
(A) Low (B) Fair (C) Good (D) Excellent
14. Class room arrangements:
(A) Low (B) Fair (C) Good (D) Excellent
15. Which type of training programs you have undergone from time to time?
(A) Technical (B) Behavioral (C) Both technical and behavioral
16. Are the training programs helpful in your work life?
(A) Yes (B) No
17. By whom do you want to be trained?
(A) Superior (B) Outside executive
(C) Co-employee (D) All of the above
18. Do you feel that the training program contribute towards better performance of
equipment /plant by reducing maintance costs & breakdowns?
(A) To some extent (B) To the full extent (C) Not at all.

19. To what extent Pc related training programs are meeting your expectations?
(A) To some extent (B) To the full extent (C) Not at all.
20. How do you rate the safety and health related training programs?
(A) Excellent (B) Good (C) Satisfactory (D) Poor
Give your valuable suggestions for improving Training activities:

Thank for giving valuable opinions

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ANALISYS OF QUESTIONAIRE
DATA ANALYSIS
Feedback is collected through survey from the participants of various development programs
are tabulated below. The size of the sample taken is 200.
To study the training development of various development Programs organized by T &
D Centre, The data thus obtained by the survey for 15 aspects of evaluation is presented in a
graphical form.

Development Project

1. What motivated you to attend the training programs?

(A) To update job knowledge. (B) To enhance skills.
(C) To contribute more on the job. (D) Because I was asked to attend.

INTERPRETATION: The above graph represents that 30 % of the employees says that
training programs is important for improving the motivatedupdated job knowledge in IREL. 20
% of the employees to enhance skills, 16% are improve to contribute more on the joband 5% are
showing there own interest attending for training in IREL.

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2. Which one of the following methodologies do you find are more effective in training?
(A) Lectures & Demonstration.
(B) Lectures & Discussions.
(C) Lectures, Discussions & demonstration.
(D) Lectures, Demonstration, Discussions, Case studies & Hand on practice.

INTERPRETATION:Fromthe above chart, 6 % of the employeesfeel that (A), 9% of the

employees feel that (B), 12% employees are feel that (C) and nearly 50% employees are feel that
(D) options are better methodologies. Which is vote by employees in survey.

3. List the factors which influence the effectiveness of the training programs?
(A) Participants involvement. (B) Performance of the faculty
(C) Relevance of program contents (D) Course materials (E) All the above
.

INTERPRETATION:From the above chart, half of the employees feel that participants
involvement, performance of the faculty, relevance of program contents and course materials are
all factors influence effectiveness in training. 8%are select option (A),6% are select option
(B),7% are select option, (C) 3% are select option, (D) and 49% are select option (E) in IREL .

55
4. Please indicate whether employees participate in the training programmes and share their
experiences during the programmes.
(A) To some extent
(B) To full extent
(C) Not at all

INTERPRETATION: From the above chart, 38% of the employees feel that the training
will help some extent in work life,18 % of the employees feel that the training will help to full
extent in work life and 3% are feel not at all help in work life of done by T&D

5. List the factors which are required for an organization to be called as learning
organization?
(A) Employee exchange knowledge in work area.
(B) Employee attend the training programs voluntary
(C) Cordial relations among the employees.
(D) All the above.

INTERPRETATION: From the above chart, 38% of the employees feel that the training
will effectiveness to improve the quality of work life at employees exchange knowledge in work
area, employee attend the training programmers’ voluntary, cordial relation among the
employees.20% are select option (A),6% are select option (B) ,3% are select option(C) and 38%
are select option (D).

6. Will the pre-training and post-training test influence the learning?

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(A) To some extent. (B) To full extent. (C) Not at all.

INTERPRETATION: The above graph represents 40% of employees feel to some extent, 20%
feel to full extent and 6% feel none about pre-training and post-training for learning.

7. Will the training programs contribute towards safe work environment?

(A) Yes (B) No

INTERPRETATION:The above represents 50% of employees feel yes and 8% feel no about
training program towards safe work environment.

8. Do you think that training is one of the pre-requites for higher productivity/ for taking
57
higher responsibilities?
(A)To some extent (B) To the full extent (C) Not at all.

INTERPRETATION:The above graph represents 40% of employees feel to some extent, 30%
feel full extent and 5% feel none about training is one of the pre- requites for higher productivity/ for
taking higher responsibilities.

9. Do you notice continuous improvements in training programmes conducted in IREL?

(A) Yes (B) No

INTERPRETATION:The above graph represents 50% of employees feel yes and 10% feel no
about continuous improvements in training programmers’ conducted in IREL.

10. How do you feel after attending the training programs?

(A) Feeling higher responsibility (B) Getting more recognition (C) Able to perform better

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[Please indicate your level of satisfaction with the learning environment in IREL]

INTERPRETATION: The above represents 20% feel higher responsibility, 10% feel getting
more recognition and 50% employees feel better to perform about attending the training programs.

11. Usefulness of Programmers booklets / course material / CDs.

(A) Low (B) Fair (C) Good (D) Excellent

INTERPRETATION:The above represents 7% feel low 9% feel fair, 50% employees feel good
and 30% feel excellent about Programmers booklets / course material / CDs.

12. Effectiveness of Audio Visuals like LCD projector etc..

(A) Low (B) Fair (C) Good (D) Excellent

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INTERPRETATION: The above represents 10% feel low,7% feel fair,60% feel good and 20%
feel excellent about Audio Visuals like LCD projector.

13. Performance of faculty:

(A) Low (B) Fair (C) Good (D) Excellent

INTERPRETATION:The above graph represents 10% feel low,10% feel fair, 50% feel and
20% feel excellent about the performance of faculty.

14. Class room arrangements:

(A) Low (B) Fair (C) Good (D) Excellent

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INTERPRETATION:The above graph represents 10% feel low,7% feel fair,40% feel good and
25% feel excellent about Class room arrangements.

15. Which type of training programs you have undergone from time to time?
(A) Technical (B) Behavioral (C) Both technical and behavioral

INTERPRETATION:The above graph represents 10% feel technical,10% feel behavioral and
50% feel both technical and behavioral about training programs undergone from time to time.

16. Are the training programs helpful in your work life?

(A) Yes (B) No

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Interpretation:The above graph represents 50% feel yes and 10% feel no about training
programs helpful in your work life.

17. By whom do you want to be trained?

(A) Superior (B) Outside executive
(C) Co-employee (D) All of the above

INTERPRETATION:The above represents 10% feel superior,10% feel outside executive, 7%

feel co-employees and 50% feel all the above about to be trained.

18. Do you feel that the training program contribute towards better performance of
Equipment /plant by reducing maintance costs & breakdowns?

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(B) To some extent (B) To the full extent (C) Not at all.

INTERPRETATION:The above represents 40% feel to some extent use full,32% feel to full
extent use full and 7% feel not at all use full about to be trained

19. To what extent Pc related training programs are meeting your expectations?
(A) To some extent (B) To the full extent (C) Not at all.

INTERPRETATION:The above represents 46% feel to some extent use full,23% feel to full
extent use full and 6% feel not at all use full about to be trained

20. How do you rate the safety and health related training programs?
(A) Excellent (B) Good (C) Satisfactory (D) Poor

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INTERPRETATION:The above represents 14% feel Excellent,45% feel outside good, 9% feel
satisfactory and 8% feel poor about to be trained

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