Summer Training Project On Acc Cements

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2009

LAKHERI CEMENT WORKS Submitted by

Miss. Alka Singh Chauhan MBA 2008-2010 Annamalai University 1

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AKNOWLEDGEMENT

I am deeply indebted to my esteemed HOD Dr. N. Panchanathan Annamalai.University, Chennai (TN) for his kind and constant encouragement. My gratitude is also due to Mr. M. K. Mishra, Mr. Rajendra Khinwasara, Mr.J.P.Mandaviva and Mr.Wilson David, Mr. Yogesh Mishra Deputy Manager CSR for coordinating and providing all assistance of guidance through out my work. I also express my thanks to my teachers Mrs. Sujatha for boosting me to complete the project. I would like to extend my thanks to all the respondents who patiently answered to all my queries and cooperated with us and provided me with all the valuable information that, I needed for my project study.

Alka Singh Chauhan MBA – 20082010 Annamalai University Tamil Nadu 2

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DECLARATION This is to certify that dissertation entitled

‘Training and

Development’

at LAKHERI CEMENT WORKS , Lakheri has been prepared by Miss. Alka Singh Chauhan in the partial fulfillment of the requirement of Masters degree in Human Resources at Annamalai University Chennai (T.N.) I here by declare that all the information and fact produced here are based on my own findings and studies at LAKHERI CEMENT WORKS are original in nature. The contents of report are a true expression of my efforts on the said topic. Any resemblance to earlier project or research is purely co-incidental.

Alka Chauhan

Singh

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–

2008-

2010 Annamalai University

CONTENTS CHAPTER-:1

INTRODUCTION ABOUT COMPANY • • • • • • • • •

INTRODUCTION OF COMPANY HISTORY OF ACC LIMITED OLD VISION OF ACC NEW VISION OF ACC MISSION MILESTONE & ACHIEVEMENT & AWARDS OVERVIEW OF LAKHERI CEMENT WORKS & PLANT HISTORY INTRODUCTION OF HUMAN RESOURCE MANAGEMENT OCCUPATIONAL HEALTH AND SAFETY

CHAPTER-:2 INRODUCTION OF TOPIC (TRAINING&DEVELOPMENT) • • • • • • • CHAPTER-:3

DEFINITION OF TRAINING NEED AND IMPORTANCE METHODS AND TECHNIQES OF TRAINING STEPS IN TRAININGS TRAINING NEED ASSESSMENT TRAINING & DEVELOPMENT EVALUATION

RESEARCH METHODOLOGY

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MBA

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CHAPTER-:5

CONCLUSION

CHAPTER-:6

SUGGESTIONS AND RECOMMENDATION

CHAPTER-:7

ANNEXURE (QUESTIONNAIRE)

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CHAPTER-:4

• UNIVERSE • SAMPLE SIZE&SAMPLE TECHNIQE • SOURCE OF DATA COLLECTION • PARAMETERS • SCALING TECHNIQES USES ANALYSIS OF DATA

Introduction of the Company ACC (ACC Limited) is India's foremost manufacturer of cement and concrete. ACC's operations are spread throughout the country with 14 modern cement factories, 19 Ready mix concrete plants, 19 sales offices, and several zonal offices. It has a workforce of about 9000 persons and a countrywide distribution network of over 9,000 dealers. ACC's research and development facility has a unique track record of innovative research, product development and specialized consultancy services. Since its inception in 1936, the company has been a trendsetter and important benchmark for the cement industry in respect of its production, marketing and personnel management processes. Its commitment to environment-friendliness, its high ethical standards in business dealings and its on-going efforts in community welfare programs have won it acclaim as a responsible corporate citizen. ACC has made significant contributions to the nation building process by way of quality products, services and sharing its expertise. In the 70 years of its existence, ACC has been a pioneer in the manufacture of cement and concrete and a trendsetter in many areas of cement and concrete technology including improvements in raw material utilization, process improvement, energy conservation and development of high performance concretes.

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The company's various businesses are supported by a powerful, inhouse research and technology backup facility - the only one of its kind in the Indian cement industry. This ensures not just consistency in product quality but also continuous improvements in products, processes, and application areas.

ACC has rich experience in mining, being the largest user of limestone, and it is also one of the principal users of coal. As the largest cement producer in India, it is one of the biggest customers of the Indian Railways, and the foremost user of the road transport network services for inward and outward movement of materials and products. ACC has also extended its services overseas to the Middle East, Africa, and South America, where it has provided technical and managerial consultancy to a variety of consumers, and also helps in the operation and maintenance of cement plants abroad. ACC is among the first companies in India to include commitment to environmental protection as one of its corporate objectives, long before pollution control laws came into existence. The company installed pollution control equipment and high efficiency sophisticated electrostatic precipitators for cement kilns, raw mills, coal mills, power plants and coolers as far back as 1966. Every factory has stateof-the art pollution control equipment and devices. ACC demonstrates the practices of being a good corporate citizen undertaking a wide range of activities to improve the living conditions of the under-privileged classes living near its factories.

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ACC’s brand name is synonymous with cement and enjoys a high level of equity in the Indian market. It is the only cement company that figures in the list of Consumer Super Brands of India.

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History & Profile of ACC Cement Works ACC was formed in 1936 when ten existing cement companies came together under one umbrella in a historic merger – the country’s first notable merger at a time when the term mergers and acquisitions was not even coined. The history of ACC spans a wide canvas beginning with the lonely struggle of its pioneer F E Din Shaw and other Indian entrepreneurs like him who founded the Indian cement industry. Their efforts to face competition for survival in a small but aggressive market mingled with the stirring of a country’s nationalist pride that touched all walks of life – including trade, commerce and business. The first success came in a move towards cooperation in the country’s young cement industry and culminated in the historic merger of ten companies to form a cement giant. These companies belonged to four prominent business groups – Tatas, Khataus, Killick Nixon and F E Din Shaw groups. ACC was formally established on August 1, 1936. Sadly, F E Din Shaw, the man recognized as the founder of ACC, died in January 1936. Just months before his dream could be realized. ACC stands out as the most unique and successful merger in Indian business history, in which the distinct identities of the constituent companies were melded into a new cohesive organization – one that has survived and retained its position of leadership in industry. In a sense, the formation of ACC represents a quest for the synergy of good business practices, values and shared objectives. The use of the plural in ACC’s full name, The Associated Cement Companies Limited, itself indicates the company’s origins from a merger. Many 7

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The ACC Board comprises of 13 persons. These include executive, non-executive, and nominee directors. This group is responsible for determining the objectives and broad policies of the Company consistent with the primary objective of enhancing long-term shareholder value. The Board meets once a month. Two other small groups of directors comprising Shareholders'/Investors' Grievance Committee and Audit Committee of the Board of Directors - also meet once a month on matters pertaining to the finance and share disciplines. During the last decade, there has been a streamlining of the senior management structure that is more responsive to the needs of the Company's prime business. A Managing Committee - comprising, in addition to the Managing Director and the two executive directors, the presidents representing multifarious disciplines: finance, production, marketing, research and consultancy, engineering and human resources – meets once a week. Besides these bodies, there are senior executives and other regional managers - based at the Company's corporate office and at its marketing offices and manufacturing units -who contribute to the development and operation of the various functions. While these groups form the core management team that frames and guides corporate policy, ACC is proud of its manpower strength of about 9,000 people, who comprise experts in various disciplines assisted by a dedicated workforce of skilled persons. Quite a number of them have logged many years of service with the organization. They come from all parts of the country and belong to a variety of ethnic, cultural and religious backgrounds. Because of such a cosmopolitan make-up, ACC can rightly be said to embrace within its fold a family that forms a 'mini-India'.

A Strategic Alliance: The house of Tata was intimately associated with the heritage and history of ACC, right from its formation in 1936 up to 2000. The Tata 8

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years later, some stockbrokers in the country’s leading stock exchanges still refer to this company simply as ‘The Merger’

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group sold all 14.45% of its shareholdings in ACC in three stages to subsidiary companies of Gujarat Ambuja Cements Ltd. (GACL), who are now the largest single shareholder in ACC. This enabled ACC to enter into a strategic alliance with GACL; a company reputed for its brand image and cost leadership in the cement industry.

Holcim – A New Partnership: A new association was forged between ACC and The Holcim group of Switzerland in 2005. In January 2005, Holcim announced its plans to enter into long – term alliances with Ambuja Group by acquiring a majority stake in Ambuja Cements India Ltd. (ACIL),which at the time held 13.8% of total equity shares in ACC. Holcim simultaneously announced its bid to make an open offer to ACC shareholders, through Holdcem Cement Pvt. Ltd. and ACIL, to acquire a majority shareholding in ACC. An open offer was made by Holdcem Cement Pvt. Ltd. along with ACIL, following which the shareholding of ACIL increased to 34.69% of Equity share capital of ACC. Consequently , ACIL has filed declarations indicating their shareholding and declaring itself as a promoter of ACC. Holcim is the world leader in cement as well as being large supplier of concrete, aggregates and certain construction related services. Holcim is also a respected name in information technology and research and development. The group has its headquarters in Switzerland with worldwide operations spread across more than 70 countries. Considering the formidable global presence of Holcim and its excellent reputation, the broad of ACC has welcomed this new associati

Plants & Their Capacity: S. No.

Units

State

Capacity (MTPA)

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Bargarh

2

Chaibasa

3

Chanda

4

Damodhar

5

Gagal

6

Jamul

7

Kymore

8

Lakheri

9

Madukkarai

10

Sindri

11

Wadi

12

New Wadi Plant

13

Tikaria

Bargarh Cement Works

0.96

Chaibasa Cement Works

0.87

Chanda Cement Works

1.00

Damodar Cement Works Gagal Cement Works

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1

0.53 4.40 (Gagal I and II)

Jamul Cement Works

1.58

Kymore Cement Works

2.20

Lakheri Cement Works

1.50

Madukkarai Cement Works

0.96

Sindri Cement Works

0.91

Wadi Cement Works

2.59

Wadi Cement Works

2.60

Tikaria Cement Grinding and Packing Plant

2.31

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Old Vision of ACC:

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New Vision:

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Mission of ACC

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Profitability Growth Quality Equity Pioneering Responsibility

Maintain our leadership of the Indian cement industry through the continuous modernization and expansion of our manufacturing facilities and activities, and through the establishment of a wide and efficient marketing network. Achieve a fair and reasonable return on capital by promoting productivity throughout the company. Ensure a steady growth of business by strengthening our position in the cement sector. Maintain the high quality of our products and services and ensure their supply at fair prices. Promote and maintain fair industrial relations and an environment for the effective involvement, welfare and development of staff at all levels. Promote research and development efforts in the areas of product development and energy, and fuel conservation, and to innovate and optimize productivity. Fulfill our obligations to society, specifically in the areas of integrated rural development and in safeguarding the environment and natural ecological balance.

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Leadership

Milestones of ACC Limited

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Achievement of ACC Limited: 2009

YEAR 1936

The Associated Cement Companies Limited incorporated on August 1

1947

India's first entirely indigenous cement plant installed at Chaibasa.

1955

ACC Sindri uses waste material - calcium carbonate sludge -from fertilizer factory at Sindri to make cement

1956

Bulk Cement Depot established at Okhla, Delhi

1961 1961

Blast furnace slag, (a waste by-product from steel) from TISCO used at ACC Chaibasa to manufacture Portland Slag Cement. Oilwell Cement manufactured at ACC Shahabad for cementation of oil wells up to adepth of 6,000 feet.

1961

Manufacture of Hydrophobic (waterproof) cement at ACC Khalari.

1965

Manufacture of Portland Pozzolana Cement using naturally available materials. An Eco-friendly cements using an eco-friendly process.

1966

ACC inducts use of pollution control equipment and high efficiency sophisticated electrostatic precipitators for its cement plants and captive power plants decades before it becomes mandatory to do so.

1978 1982 1984 1987 1992 1993

Introduction of the energy efficient pre-calcination technology for the first time in India. Commissioning of the first 1 MTPA (million tonne per annum) plant in the country at Wadi, Karnataka. ACC achieves a breakthrough in import substitution by developing and supplying a special G type of oil well cement to ONGC. ACC develops a new binder, working at sub-zero temperature, which is successfully used in the Indian expedition to Antarctica. Incorporation of Bulk Cement Corporation of India, a JV with the Government of India. Commercial manufacture of ready-mixed concrete at Mumbai.

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Commissioning of the new Wadi plant of 2.6 MTPA capacity in Karnataka, the largest in India, and among the largest sized kilns in the World.

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2001

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Awards & Accolades

2009

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IMC Ramkrishna Bajaj National Quality Award - – Gagal wins Commendation Certificate and New Wadi Plant wins Special Award for Performance Excellence in the Manufacturing Sector, 2007.

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National Award for outstanding performance in promoting rural and agricultural development – by ASSOCHAM

•

Sword of Honour - by British Safety Council, United Kingdom for excellence in safety performance.

•

Indira Priyadarshini Vrikshamitra Award --- by The Ministry of Environment and Forests for "extraordinary work" carried out in the area of afforestation.

•

FICCI Award --- for innovative measures for control of pollution, waste management & conservation of mineral resources in mines and plant.

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Subh Karan Sarawagi Environment Award - by The Federation of Indian Mineral Industries for environment protection measures.

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Drona Trophy - By Indian Bureau Of Mines for extra ordinary efforts in protection of Environment and mineral conservation in the large mechanized mines sector.

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Indo German Greentech Environment Excellence Award

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Golden Peacock Environment Management Special Award - for outstanding efforts in Environment Management in the large manufacturing sector.

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Indira Gandhi Memorial National Award - for excellent performance in prevention of pollution and ecological development

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Excellence in Management of Health, Safety and Environment : Certificate of Merit by Indian Chemical Manufacturers Association

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Vishwakarma Rashtriya Puraskar trophy for outstanding performance in safety and mine working

•

Good Corporate Citizen Award - by PHD Chamber of Commerce and Industry

•

Jamnalal Bajaj Uchit Vyavahar Puraskar - Certificate of Merit by Council for Fair 18

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Decades later, PHD Chamber of Commerce and Industry selected ACC as winner of its Good Corporate Citizen Award for the year 2002. Over the years, there have been many awards and felicitations for achievements in Rural and community development, Safety, Health, Tree plantation, A forestation, Clean Mining, Environment Awareness and Protection.

Map of ACC Network Corporate office: Overseeing the company’s rang of business, the Corporate Office is the central head quarters of all business and human resource function located in Mumbai. ACC Subsidiaries: 1. Bulk Cement Corporation India Ltd (BCCI) 2. ACC Machinery Company Ltd (AMCL) 3. ACC Nihon Casting Ltd (ANCL) Cement Plant: 1. 2. 3. 4. 5. 6.

Bargarh Cement Works Chaibasa Cement Works Chanda Cement Works Damodar Cement Works Jmul Cement Works Gagal Cement Works 19

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ACC was the first recipient of ASSOCHAM’s first ever National Award for outstanding performance in promoting rural and agricultural development activities in 1976.

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7. Kymore Cement Works 8. Lakheri Cement Works 9. Madhukkarai Cement Works 10.Mancherial CEMENT Works 11.Sindri Cement Works 12.Wadi Cement Works 13.Tikaria Cement Works

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Regional Marketing Office: • • • • • • • • • •

BANGALORE BHOPAL CHNDIGARH COIMBATORE KANPUR KOLKATA MUMBAI NEW DEHPATNA PUNE SECUNDERABAD

Area Office: • • • • • • •

ALLAHABAD ASANSOL AURANGABAD BELLARY COCHIN CHENNAI FAZABAD GULBARGA GUWAHATI

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JAMMU BHUBANESHWAR JALANDHAR KOCHI KOZHIKODE KOLHAPUR LUCKNOW MANGALORE NAGPUR PATIALA RAIPUR SHIMLA VELLORE

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• • • • • • • • • • • •

RMX Office: • • • • • • • • • • • • •

Mumbai- Kalamboli Mumbai- Sion Mumbai- JVLR Project Chennai Delhi- Faridabad Greater Noida Bangalore- Whitefield Bangalore- Peenya Bangalore- Hosur Road Bangalore- betta Halsoor Kolkata- Sonapur Goa- Panaji Gurgaon- Haryana

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Overview of Lakheri Cement Works Unit Profile: Lakheri Lakheri is a city and a municipality in Bundi district in the Indian state of Rajasthan. Mostly surrounded by agricultural lands & villages the most distinct feature of Lakheri is a cement manufacturing unit of ACC [Associated Cement Companies] Ltd. This plant is the oldest running cement plant in Asia. But with the passage of time the plant has undergone expansions to incorporate the latest technology in cement producing. The latest expansion project is being completed in April 2007. ACC Limited is India’s foremost manufacturer of cement and ready mix concrete with a countrywide network of factories and marketing offices. Established in 1936, ACC has been a pioneer and trend-setter in cement and concrete technology. ACC’s brand name is synonymous with cement and enjoys a high level of equity in the Indian market. 22

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Location of Lakheri Cement Works

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Among the first companies in India to include commitment to environment protection as a corporate objective, ACC has won several prizes and accolades for environment friendly measures taken at its plants and mines. The company has also been felicitated for its acts of good corporate citizenship. Presently ACC is a part of the “Holcim Group”, one of the largest multinational Cement manufacturers. ACC Lakheri Cement Works is located between Kota & Sawai Madhopur of Western-Central Railway. Place known for ACC Cement. The oldest cement plant in India which has still preserved its 1905 lime kilns. Plant has already been modernized and the capacity being further increased to 1.5 M.T.P.A.together with 25MW Coal based Power Plant during the year 2006-2007.

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Founder Of Lakheri……The Great Lakha 2009

• In the folklore of Rajasthan, a Gujjar named Lakha, is credited with establishing the town of Lakheri several hundred years ago. • It was an ideal grazing spot. Well protected from storms, and nestling in the hills of the north-eastern span of the Aravalli range in Bundi District. • This patch of green, covered thick with babool trees attracted Lakha who raised two temples as a prelude to building the town. •

The temples have endured – silent spectators to the changing destiny of the town. • Deserted by the nomadic Gujjars after Lakha’s death, the town was resettled centuries latest by His Highness of Bundi, who gifted 12 bighas (eight acres) of land to the new settlers, for every source of water built by them. • Today, the bavadis, kunds, and wells of that era are found dotted all over the area.

A journey from 1905………till date

Lakheri with Old lime kilns in 1905

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Lakheri 2007 • Since the beginning of this century, other structures have come up to challenge Lakheri’s traditional skyline of rugged hills and embattled walls. • A cluster of four cylindrical, pillbox-shaped vertical Kilns of a plant set up in 1905 to produce hydraulic lime, stand like grizzled sentinels on a Cliffside. • It was this primitive plant, which was converted in to a cement factory in 1917 owned by Killick – Nixon , that makes Lakheri Cement Works the oldest running cement factory in India. • Lakheri Works is also credited with manufacturing popular cement of the times and knows as “BBB Cement” or Bundi Bagh Brand Cement. • Commencing operations with two 100 TPD wet process Kilns, there after Lakheri Works has three Kilns with an aggregate capacity 3.2 Lakh tonne per annum • During The year 1997 and 2007 Lakheri was upgraded to 1200 and 3200 tpd respectively with dry process kiln with preheater, Calciner. 25

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Plant History:

2009

• 1905 : Foundation of Lakheri started with four cylindrical, •

•

•

•

•

pillbox-shaped vertical Kilns to produce hydraulic lime 1917 : Installation of India’s first cement plant at barren foot hills of Arawali mountain installed capacity of 0.32 mtpa using wet process of manufacturing from 3 nos. of kilns. 1997 : Modernization and Expansion by replacing wet process kilns with a single dry process kiln of capacity 1200 TPD and raising its cement manufacturing capacity to 0.60 MTPA. 2000 : By adopting Kaizens as a way of life, Total productive maintenance (TPM) philosophy, employees innovations and dedications, The plant could achieve production to a level of 0.7 mtpa from the same establishment. 2007 : The capacity of the plant is raised by more than two folds to a level of 1.5 mtpa by adding second string of preheater with calciner to the existing kiln with replacement of grate cooler and addition of new close circuit cement grinding system. 2007 : Installation of 25 MW capacity Thermal power plant. The manufacturing process is supported by an economical and reliable captive thermal power source.

Product (Cement):Quality Product development has always been an important activity at ACC, arising out of a focus on quality and process improvement. It has been a constant partner, driving research, innovation and evaluation. In 1964, a centralized research facility – the Central Research Station (CRS) was established in Thane. The research complex now renamed as ACC Thane Complex, spread over an area of 8000 sq m has modern labs with the latest equipment and manned by highly qualified scientists and technologists who carry out product development work in cement and allied fields.

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ACC manufactures the following types of cement, in addition to which, it provides Bulk Cement and Ready Mix Concrete. Ordinary Portland Cements •

OPC 43 Grade

Blended Cements •

Fly-ash based Portland Pozzolana Cement

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ACC has effectively pledged its reputation as the market leader in quality of cement. Maintaining this lead calls for harnessing the resources and expertise of the company – from applied research and production to marketing. Accordingly, all ACC factories are equipped with state- of- the- art process control instrumentation and associated quality control and testing laboratories. Trained engineers, chemists and technicians staff these. The Central Laboratory at ACC Thane Complex is used as a reference laboratory for diagnosis and resolving specific trouble – shooting cases. As a result of this focus on quality, ACC cement specification exceeds those set by BIS by wide margin. Today, all ACC cements plants have the ISO 9001 Quality Systems Certification. This demonstrates our tradition of providing reliable and consistent quality through the application of modern technology, and justifies the preferences of a nationwide customer base.

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ACC Cement is the most commonly used cement in all constructions including plain and reinforced cement concrete, brick and stone masonry, floors and plastering. It is also used in the finishing of all types of buildings, bridges, culverts, roads, water retaining structures, etc. What is more, it surpasses BIS Specifications (IS 8112-1989 for 43 grade OPC) on compressive strength levels. ACC Cement is marketed in specially designed 50 kg bags. ACC in other plants also manufactured 53 Grade Cement This is an Ordinary Portland Cement which surpasses the requirements of IS: 12269-53 Grade. It is produced from high quality clinker ground with high purity gypsum. ACC 53 Grade OPC provides high strength and durability to structures because of its optimum particle size distribution, superior crystalline structure and balanced phase composition. It is available in specially designed 50-kg bags.

Blended Cement: Fly-ash based Portland Pozzolana Cement This is special blended cement, produced by inter-grinding higher strength Ordinary Portland Cement clinker with high quality processed fly ash - based on norms set by the company's R&D division. This unique, value-added product has hydraulic binding properties not found in ordinary cements. It is available in specially designed 50-kg bags.

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Ordinary Portland Cement 43 Grade Cement (OPC 43 Grade):

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Pioneer & Trendsetter: 2009

ACC has a unique track record of innovative research, product development and specialized consultancy services. It is a important benchmark for the cement industry in respect of its production, marketing and personal management process. ACC is proud of its many innovation over the years and realizes that innovativeness is an essential characteristic of leadership.

ACC Cement: ACC’s brand name is synonymous with cement . its marketing, sales and distribution processes are industry standards. The brand building approach to marketing cement which was first adopted by ACC has proved to be exceptionally successful in respect of blended cements in terms of providing more effective communication with customers and has been emulated by other companies in the industry.

Ready- Mix Concrete: ACC established the country’s first commercial ready-mix concrete (RMX) in Mumbai. ACC’s pioneering efforts in this respect along with the introduction of bulk cement handling facilities have been responsible for redefining the pace and quality of construction activity in metropolitan cities and in mega infrastructure projects. The JJ flyover in Mumbai was the first mega construction project in India to use High Performance Concrete of M-75 grad.

Research & Development: ACC is the only cement producer in India with its own in-house Research and Development facility. The sprawling Research and Consultancy Directorate (RCD) complex at Thane near Mumbai has a unique track record of innovative research and specialized technological services.

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The services of concrete group at RCD have been utilized in the striation of several heritage buildings across the country, such as the CST terminus at Mumbai, churches and royal palaces in Goa, Mysore and Hyderabad.

Sharing Knowledge: Following the massive earthquake in Gujarat, ACC’s civil engineers trained over 1500 unemployed youth from remote villages in the fundamentals of building stronger, more earthquake resistant structures. This was the first formal training effort of its kind for masons. Many of these youth are now gainfully employed.

Environmental Protection: ACC is among the first companies in India to include commitment to environmental protection as one of its corporate,long before pollution control norms and regulatory act came in to existence. The company inducted the use of pollution control equipment and hig efficiency sophisticated electrostatic precipitators for cement kilns, raw mills, coal mills, power plants and coolers as for as 1966. Today each ACC factory has high efficiency state-of-the art pollution control equipment and devices. Each of our manufacturing units has a separate environment section manned by a qualified environmental engineer and supporting staff. Our plants, mines and township demonstrate the company’s successful endeavors in greening activities such as Afforestation, tree planting, horticulture, vegetable and cultivation apart from basic landscaping designed to enrich and beautify the environment. 30

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RCD has helped introduce some unique special projects of immense value to the concrete and construction sectors. These include repair products and grouts and Ancones, a non explosive demolition agent. RCD has developed Accmarg, a revolutionary new product and grouting composition for the construction and repair of new roads and highways.

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ACC has achieved spectacular results in the utilization of two hazardous and pollutant industrial wastes – namely slag from steel plants and fly ash from thermal power stations – to make blended cements that help conserve limestone resources. Over the years, ACC has won several prizes and certificates of merit for environmental measures undertaken at its various plants and mines. In particular, for programs involving greening, Afforestation, rehabilitation of mines, noise abatement and other visible measures like tree plantation and water management. A forestation and Greening the Environment. Tree plantation is a regular and committed activity at ACC. Vacant land in plant, mines and colony at each factory is used to develop greenery of various species. Some ACC plants (viz. Gagal, Jamul, Kymore and Chaibasa) have developed as much as 40% area for green belts as compared to statutory requirement of 30 %. Every cement plant has its own success story of tree plantation, greening activities, horticulture, flower and fruit cultivation and water conservation. Tree plantation and green belt development programs have been extended to cover areas in vicinity of our plants for the benefit of local community. Rocky areas in mines have been rendered suitable for plantation by overspreading topsoil obtained from mining activity. A forestation programs have helped transform the once barren and dry ambience into lush greenery.Each One – Plant One has been an inspiring message practiced by many of our employees. The total plantation undertaken across ACC is more than 3.3 million numbers of trees, with an average survival rate of 85% and spread over an area of 1000 acres in mines, factories and residential townships.

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Cleaner mining techniques have helped safeguard and conserve mineral resources. In addition, we have taken other positive measures such as top – soil conservation, efficient water management systems and the treatment of the wastage, sewage and effluents. Some of our plants have become near self – reliant in their water requirements.

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Water Conservation: 2009

Water conservation is a noteworthy contribution in a water scarce country like ours. ACC cement units maintain a norm of Zero Water Discharge. All the water used in plants for industrial cooling is recycled through cooling towers, water ponds and tanks. ACC cement plants have converted old abandoned mines into huge reservoirs by collecting rainwater from catchments around mines. Water from these reservoirs is treated to make it potable. As a result of these initiatives, we have several examples of outstanding achievements in water harvesting and in the creation of reservoirs in abandoned mines and quarries. Some of our Works have become near self – reliant in respect of their water requirement for industrial and domestic consumption.

Transforming and Managing Waste: ACC has achieved spectacular results in the utilization of two hazardous and pollutant industrial wastes – namely slag from steel plants and fly ash from thermal power stations – to make blended cements that offer unique advantages to concrete. ACC also pioneered the use of waste sludge from the fertilizer industry to make cement. The company is actively engaged in the promotion of alternate fuels and raw materials and in co – processing waste materials through the effective use of cement kilns as co – processing units. These include agro – wastes like rice – husk and other husks, bagasse, used tyres, domestic and hospital waste. ACC takes pride in extending its waste management services to help minimize the discharge of wastes. Human Resource Management at ACC Limited: Human Resource Management may be defined as that specialized branch of management which is concerned with solving the human problem of an organization intelligently and equitably in a manner that not only the employees, potentials are developed but maximum satisfaction is also achieved by the individual 32

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Role of Personal Manager/HR Manager:

• • • •

2009

•

Recruitment Performance Management System Training & Development Employee welfare & perquisites Employee Satisfaction

ACC has a large workforce of about 9,000 people, comprising experts in various disciplines assisted by a dedicated workforce of skilled persons. ACC employees, referred to as the ACC Parivar, come from all parts of the country and belonging to a variety of ethnic, cultural and religious backgrounds. ACC employees display a strong sense of loyalty to the Company and their special stellar qualities as ‘valueadding’ human capital are well known in the industry. ACC has clearly stated guidelines concerning recruitment, termination, career advancement, performance appraisal, professional and employee ethics and code of conduct. The Company’s personnel policies and processes enshrine equal opportunities to all and nondiscrimination with regard to gender, caste, creed, ideology or other opinion, whether social, political or religious. Also ensured is a due process for employee consultation and participation in organizational development and policy formulation.

Recruitment: Recruitment in ACC is a very fair and transparent process with adequate opportunities to look for suitable candidates internally as well as from outside. Applicants are generally invited on the basis of specific advertisements in newspapers and websites.

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2009

A Committee of officers called the Central Recruitment Committee handles the entire recruitment process comprising screening of applications, preliminary short-listing, interviews and final selection. Every attempt is made to make the selection process as objective as possible by incorporating tests of competence. In some cases, outside consultants are retained. All decisions of the recruitment committee are recorded in respect of each candidate. Candidates are informed of their short-listing and selection immediately after the interview or at the earliest thereafter.

Perfomance Management System: The Company’s performance management system is in itself a benchmark that provides ample opportunities and motivational incentives to employees so as to reward and retain good talent within the Company. These incentives include Performance Linked Incentives, Good Work Awards, Letters of Appreciation, Special Increments, Promotions, Nomination to external training programs in India and abroad, public felicitation and appreciation. Some plants have Best Employee and Employee of the Month Awards and recognition. Competent employees and those who display aptitude are invited to become Trainers themselves and receive Train the Trainer facilitation.

Occupational Health & Safety: Occupational Health & Safety (OHS) is a vital part of ACC’s journey towards Sustainable development. Safety Audits are being carried out in ACC since 1995 by National Safety Council based on the 5 Star Auditing System of British Safety Council. There is a continuous effort to measure and improve Safety Management Systems to avoid accidents. We have an Apex OH & S Committee headed by the Managing Director. This committee oversees implementation of our OH & S policy Each of our plants and manufacturing units have Professional Doctors and medical facilities for continuous monitoring and observation of workplace hygiene

34

[ Training & Development ]

and occupational health.

2009

The following are some OH & S initiatives at our plants: • • • •

• •

OH & S brochures, signages, posters and mailers used extensively Monthly Safety Gate Meetings held at all our plants. Safety Audit and TPM Audits carried out annually Safety Professionals meets twice a year to discuss and share knowledge on Safety Statistics and implementation of safety measures at each unit. Safety Observation Tours (SOT) conducted weekly by all line managers Behavioural Safety Training programmes for workers at all plants

Incident investigations for all incidents including near misses (with potential for injuries). The findings and recommendation are shared across the company. OUR OH & S VISION •

“NO HARM ANYWHERE TO ANYONE ASSOCIATED WITH ACC” “NO HARM” means: No fatalities No disabling Injuries No Lost Time Injuries No Medical treatment Injuries No First Aid Injuries No Occupational Illness “ANYONE” means: Employees Contractors personnel on site Ready-mix drivers on job Third party contractors on site Visitors to ACC site 35

[ Training & Development ]

2009

OUR OH & S POLICY We manage our activities in a responsible manner to avoid causing any harm to the health and safety of our employees, contract personnel and visitors. We apply OH&S standards and guidelines; provide the necessary resources, training and education and measure performance for continuous improvement. FIVE CARDINAL RULES FOR SAFETY 1. Do not override or interfere with any safety provision nor allow anyone else to override or interfere with them. 2. Personal Protection Equipment (PPE) rules, applicable to a given task, must be adhered to at all times. 3. Isolation and Lock Out procedures must always be followed. 4. No person may work if under the influence of alcohol or drugs. 5. All the injuries and incidents must be reported.

36

[ Training & Development ]

OH & S Organization Chart

2009

Lakheri Plant OH & S Organization Chart Mr. M. K. MISHRA (Plant Head) Chairman

Dr.B.M.Ghule (Manager-HS) Occupational Health & Hygiene Coordinator

First Aiders

Mr.R.KHINWASRA (Manager-HRA) OH & S Training Coordinator

Mr.S.BHATNAGAR (Dy.Manager-Safety) Plant OH & S MANAGER

Mr.D.D.Rathore (AM-Safety) OH & S TRAINING

OH & S INSPECTION

Safety Patrollers

37

[ Training & Development ]

Introduction of Topic

2009

Training is an organized procedure which brings about a semipermanent change in behavior, for a definite purpose. The three main areas involved are skill, knowledge and attitudes but always with definite purpose in mind. Every organization needs to have welltrained and experienced people to perform the activities that have to be done. If current or potential job occupants can meet this requirement, training is not important. When this is not the case, it is necessary to raise the skill levels and increase the versatility and adaptability of employees. Training makes the employees versatile in operations. All rounders can be transferred to any job. Training programme is important as it lends stability and flexibility to an organization, besides contributing to its capacity to grow. Accidents scrape, and damage to machinery and equipment can be avoided or minimized through training. Furthermore, future needs of employees will be taken care by training. As jobs have become more complex, the importance of employee training has increased. When jobs were simple, easy to learn, and influenced to only small degree by technological changes, there was little need for employees to upgrade or alter their skills. But the rapid changes taking place during the last quarter-century in our highly sophisticated and complex society have created increased pressures for organizations to readapt the products and services produced, the manner in which products and services are produced and offered, the types of jobs required, and the types of skills necessary to complete there jobs. In a rapid changing society, employee training is not only an activity that is desirable but also an activity that an organization must commit resources to if it is to maintain a viable and knowledgeable work force.

38

[ Training & Development ]

Definition of Training: 2009

Training is a learning experience in that it seeks a relatively permanent change in an individual that will improve his or her ability to perform on the job. We typically say training can involve the changing of skills, knowledge, attitudes, or social behavior. It may mean changing what employees know, how they work, their attitudes towards their work, or their interactions with their co-workers or their supervisor.

Need and Importance: Effective training enables employees to learn to do their jobs better and perform more proficiently with increasingly advanced technology, continuous training of personnel has become essential to the success of the organization. Companies increasingly need to provide opportunities for the continuous development of employees not only in their present job, but also to develop their capabilities for jobs with which they may be entrusted in the future. Training is the systematic process of enhancing the job-related skills, attitudes and knowledge of personnel for the purpose of improving individual and organizational performance. It is fundamentally important for the continued growth and development of both the individual employee and the organization. From the point of view of the individual, learning and absorption go on continuously throughout life. Training provides the direction and guidance for this perpetual learning process. Security and confidence are additional attributes that a well-trained employee acquires. Training contributes to employee’s stability in at least two ways. Employees become efficient after undergoing training. Efficient employees contribute to the growth of the organization. From the organizational view point, training shortens the time required for employees to reach peak efficiency levels.

39

[ Training & Development ]

Training objectives: • The primary purpose of training is to establish a sound relationship between the worker and his job – the optimum man – task relationship; • To upgrade skills and prevent obsolescence. The jobs that employees do are not static; they change, sometimes without necessary awareness since technology advances are getting increasingly more rapid. To keep pace with changing technology, mechanization, automation, electronic data processing etc., training becomes mandatory for employees in order to update them, teach them newer skills and increase their efficiency. • To offer firm competitive advantage by removing performance deficiencies; making employees stay long; minimizing accidents, scrap and damage; and meeting future employees needs.

40

2009

The cost of training is considerably less than the cost of gaining experience particularly in the context of advanced technology and expensive equipment. Essentially, training contributes significantly in increasing the quality and quantity of work processed, and reducing waste and idle time. It is now widely acknowledged that the collective influence of a group of well-trained employees can largely determine the success of the firm. An effectively planned and well managed training program is the key to higher productivity, cost control, lower employee turnover and better human relations with the firm.

[ Training & Development ]

Methods and Techniques of Training:

2009

Training methods are categorized into two groups:• On-the-job • Off-the-job (1) On-the-job – On-the-job methods refer to methods that are applied in the workplace, while the employee is actually working. Often, it is informal, as when an experienced worker shows a trainee how to perform the job tasks. It is the most effective method as the trainee learns by experience, making him or her highly competent. Further the method is least expensive since no formal training is organized. The trainee is highly motivated to learn since he or she is aware of the fact that his or her success on the job depends on the training received. Finally the training is free from an artificial situation of classroom. This contributes to the effectiveness of the program. Following are the On-the-job training methods: •

Orientation training – Used for orienting New Employees, introducing innovations in products and services.

•

Job-instruction training – Special Skills Training.

•

Apprentice training - Orienting New Employees, introducing innovations in products and services, Special Skills Training.

•

Internships and assistantship – Used for creative, technical and professional education and also used for

41

[ Training & Development ]

supervisory

and

managerial 2009

sales, administrative education. •

Job rotation - Used for sales, administrative supervisory and managerial education and orienting New Employees, introducing innovations in products and services.

•

Coaching – Safety education, Special Skills Training, Creative, technical and professional education and also used for sales, administrative supervisory and managerial education. (2) Off-the-job – Off-the-job methods are used away from the workplaces. Following are the off-the-job methods:

•

Vestibule - Used for orienting New Employees, Introducing Innovations in Products and Services and Special Skills Training.

•

Lecture - Used for Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training, Safety Education, Creative, Technical and Professional Education and also used for Sales, Administrative Supervisory and Managerial Education.

•

Special study – Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training, Safety Education, Creative, Technical and Professional Education and also used for Sales, Administrative Supervisory and Managerial Education.

•

Films - Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training, Safety Education, Creative, Technical and Professional Education and also used for Sales, Administrative Supervisory and Managerial Education. 42

[ Training & Development ]

Television - Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training, Safety Education, Creative, Technical and Professional Education and also used for Sales, Administrative Supervisory and Managerial Education.

•

Conference or Discussion - Orienting New Employees, Introducing Innovations in Products and Services, Safety Education, Creative, Technical and Professional Education and also used for Sales, Administrative Supervisory and Managerial Education.

•

Case study - Sales, Administrative Supervisory and Managerial Education.

•

Role Playing - Creative, Technical and Professional Education.

•

Simulation - Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training, Safety Education, Creative, Technical and Professional Education.

•

Programmed instruction - Orienting New Employees, Introducing Innovations in Products and Services, Special Skills Training, Safety Education, Creative, Technical and Professional Education

•

Laboratory training – Safety Education and Creative Technical and Professional Education.

43

2009

•

[ Training & Development ]

2009

Techniques of training: Training techniques represent the medium of imparting skills and knowledge to employees. Training techniques are the means employed in the training methods. Following are the most commonly used techniques: • Lectures • Films • Audio cassettes • Case studies, Role playing, Video-tapes, Simulations

Steps in Training: Identifying your training need is the first step in a large training process that takes you from your initial inquires all the way to deliver and evaluation of the final training package. This training process is called High Impact Training model. It has six phases process that focuses on providing effective targeted training. If it followed, will have positive impact on the origination.

44

[ Training & Development ] Identifying Training Need

Calculate Measurable Result

2009

Track ongoing follow through

Map the approach

Produce Learning Tools

Appling Training Technique

The following table will illustrate the activities in each phase and the product that will be produced. Phase

Action

Product

1. Identify Training need

Gather and analyze appropriate information

2.Map the approach

Define what needs to be learned to improve job performance.

A description of the specific training needed to improve job performance. Detail objective of the program.

Choose the appropriate training approach.

A design plan for the training program.

45

[ Training & Development ]

Create the actual training materials.

4. Apply training technique

Deliver the training as designed to ensure successful results.

5. Calculate Measurable Result.

Assess whether your training/coaching accomplished actual performance improvement; Communicate the results and redesign(if needed) Ensure that the impact of training does not diminish.

6. Track Ongoing Follow-Through.

Training manuals, facilitators guide , audio visual aid job aids etc. Instructor – led training computer based training one – on-one coaching, etc. An evaluation report. A redesign course, if needed. Ongoing suggestions and ideas that support the training.

Training Need Assessment: Need assessment diagnoses present problems and future challenges to be meet through training. Organizations spent vast sum of money (usually as a percentage on turnover) on training. Before committing such huge resources, organizations would do well to asses the training needs of their employees. Organizations that implement training programmes without conducting needs assessment may be making errors. For example, a needs assessment exercise might reveal that less costly interventions (e.g. selection, compensation package, job redesign) could be used in lieu of training. Needs assessment occurs at two levels- group and individual. An individual obviously needs training when his or her performance falls short of standards, that is, when there is performance deficiency. 46

2009

3. Produce learning tools.

[ Training & Development ]

Assessment of training needs must also focus on anticipated skills of an employee. Technology changes fast and new technology demands new skills. It is necessary that the employee be trained to acquire new skills. This will help him/her to career path. Training is essential to prepare the employee to handle more challenging tasks. Individual may also require new skills because of possible job transfer. Although job transfers are common as organizational personnel demands vary, they do not necessarily require elaborate training efforts. Employees commonly require only an orientation to new facilities and jobs. Assessment of training needs occurs at the group level too. Any change in the organizations strategy necessitates training of groups of employees. For example, when the organization decides to introduce a new line of products, sales personnel and production workers have to be trained to produce, sell and service the new products. Training can also be used when high scrap or accident rates, low morale and motivation, or other problems are diagnosed.

47

2009

Inadequate in performance may be due to lack of skill or knowledge or any other problem. The problem of performance deficiency caused by absence of skills or knowledge can be remedied by training. Faulty selection, poor job design, uninspiring supervisor or some personal problem may also result in poor performance. Transfer, job redesign, improving quality of supervision, or discharge will solve the problem.

[ Training & Development ]

Need Assessment Methods: 2009

Following methods are useful for organizational-level needs assessment and individual needs assessment. Methods Used in Training Needs Assessment Group or Organizational Individual Analysis Analysis Organizational goals and Performance appraisal objectives Work sampling Personnel/skills inventories Organizational climate indices Interviews Efficiency indices Questionnaires Exit interviews MBO or work planning systems

Attitude survey Training progress

Quality circles Customer survey/satisfaction data

Rating scales

Consideration of current and projected changes

48

[ Training & Development ]

Training Effectiveness: 2009

Any training implemented in an organization effort must be cost effective. That is, the benefits gained must outweigh the costs of the learning experience. Only analyzing such programs determines effectiveness. It is not merely assume that any training an organization offers is effective; substantive data must be developed to determine whether our training effort is achieving its goals – that is, if its correcting the deficiencies in skills, knowledge, or attitudes we accessed as needing attention. It is easy to generate a new training program, but if the training effort is not evaluated, any employee training efforts can be rationalized. Trainees’ reactions to the training may, in fact, provide feedback on how worthwhile the participants viewed the training. Beyond general reactions, however, training must also be evaluated in terms of how much the participants learned, how well they use their new skills on the job (did their behavior change?) and whether the training program achieved its desired results (reduced turnover, increased customer service, etc.). Effective training should provide the trainee with a given model to follow, specific goals to achieve, an opportunity to perfect the skill, feedback on how well the trainee is progressing, and praise for transferring the acquired skills to the job. Training should focus on ways of orienting new employees, giving recognition, motivating a poor performer, correcting poor work habits, discussing potential disciplinary action, reducing absenteeism, handling a complaining employee, reducing turnover, and overcoming resistance to change.

Evaluation: Evaluation literally means the assessment of value or worth. It would simply mean the act of judging whether or not the activity to be evaluated is worthwhile in terms of set Criteria. According to Hamblin (1970) defined evaluation of training as: “Any attempt to obtain information (feedback) on the effects of training program and to assess the value of training in the light of that information for improving further training”. 49

[ Training & Development ]

Evaluation helps management to weigh up and take a view on the following questions: a) How relevant are the programmes to the organizations needs and objectives? b) What changes are necessary in the existing programmes in order to realign them to the organizational goals? c) Which are the areas where training is of real and lasting value? d) What are the opportunity costs? Could money have been better spent on any other activity that would have yielded better results in terms of organizational effectiveness? e) Is the investment in terms of time and money inadequate or too much? How can an optimum standard be evolved?

50

2009

Evaluation is of crucial importance in ascertaining whether or not the training program is proving to be effective and its objectives are being achieved. This is a most critical phase that assesses not only the quality of training imparted but also the training plan in order to see whether future changes can make it more result-oriented. As with any activity, evaluation is important since in evaluating, one tries to judge the value or worth of the activity, using the available information. An attempt is made to obtain information and feedback on the effects of a training program and to assess the value of the training in the light of that information. Evaluation also enables the effectiveness of an investment in training to be appraised. Given the quantum of time and money that is put into training programmes, managements require knowing about the methods of instruction being employed, whether training inputs are having an impact on improved productivity and how efficiently and usefully training courses are being conducted.

[ Training & Development ]

Principles of Evaluation:

2009

Training evaluation is the process of establishing a worth of something. The worth (the value) merit or excellence of the things. Evaluation is a state of mind, rather that a set of techniques. To achieve the desired results, evaluation has to based on sound principles such as: 1. Evaluation specialist must be clear about the goals and purposes of evaluation. 2. Evaluation must be continuous. 3. Evaluation must be specific. 4. Evaluation must provide the means and focus for trainers to be able to appraise themselves, their practices, and their products. 5. Evaluation must be based on objective methods and standards. 6. Realistic target dates must be set for each phase of the evaluation process. A sense of urgency must be developed, but deadlines that are unreasonably high will result in poor evaluation.

Methods of Evaluation: Five distinct approaches leading to a comprehensive evaluation of training program. 1. Observation - Here the trainees are closely observed during

the programme in order to assess their behavioral strength and 51

[ Training & Development ]

2. Ratings – The training programme or system is broken into its

various components parts such as presentation, educational matter or content, audio-visual aids, trainee interaction etc. These individual elements are then rated according to a predetermined scale by experienced and qualified raters who assess each aspect independently. Based on their rated assessments, management can take decisions on future changes/ modifications. 3. Trainee surveys – This refers to the reactions of the

participants as to how they have found or reacted to a particular training programme. This is usually done at the end of the last session where participants are asked to fill up a form. The form contains information on the objectives of the programme and how well they have been achieved during the course of the training. It also seeks information on contents, reading material, presentation, trainer’s ability and relationship with other participants. Additionally, participants are required to indicate their experience with classroom facilities, boarding, lodging etc. and provide suggestions for improvement. Since trainees may feel apprehensive or embarrassed to reveal their true perceptions, they are usually given the option of not disclosing their identities. The feedback received from the participants is of immense value in obtaining ideas, pinpointing weaknesses and shortcomings and improving upon the problem areas. The use of the form facilitates work of caution. Too much reliance must not be placed on their opinions since they cannot always be relied upon to be objective. 52

2009

weaknesses in different situations. The observation must, however, be specific, systematic, quantitative and recorded. It must be conducted by trained experts who know what they are looking for. This method, the manner of assessing the quality of training and identifying improvements and deficiencies is the most direct.

[ Training & Development ]

previous one with one major difference – the views and opinions of the participants are determined individually or in groups by skillful questioning instead of in writing. Here the expert is usually able to obtain more precise information and gauge the strengths and weaknesses of the programme. Interpretational ambiguities can thus be removed and objective and useful recommendations can be formulated. 5. Instructor

interviews – Finally the observations and recommendations of instructors can be collected and tabulated. This may be done both in writing as well as orally; i.e. by the method of filling up forms or by speaking to them. Their views on various components provide a valuable source of feedback in ensuring that the system is consistent with the needs of both trainees and the organization.

53

2009

4. Trainee interview – This method is some what similar to the

[ Training & Development ]

Points to be remembered during evaluation process: 2009

a) Care must be taken to see that the data collected is pertinent, objective and error free. b) Tabulation and summarization must be accurate, c) It is advisable to use as many strategies as can possibly and conveniently be employed, d) Where tests are used, there must be valid and reliable, e) In order to save costs, only that information must be collected which is vital for production evaluation.

Analytical skills development programs (ASDP): After the initial common induction programmes the management trainees are given intensive training in expanding thought process & analyticl ability in order to uncover & examine problems and there be able to take decisions in the best interestof the company.

Following topics are covered in the programmes; Industry Engineering & Analytical techniques in productivity management • Materials management • Process engineering • Environment engineering & management •

Managerial skills development programmes (MSDP): •

Managerial skills development programmes are to be held for deputy manager. 54

[ Training & Development ]

competency

development

programmes

These are to be held functions wise for• Manufacturing • Finance • Marketing • Corporate human resources • Projects • Materials • Information’s technology & system

Cross functional skills development programmes (CFSD): CFSD Programmes like finance for non-finance programmes & HR for Non- HR Progrrammes are held to provide the partcipants with an overall perspective of the company’s business for achieving competitive advantage in the global information age.

General management course (GENMANCO) : • General management course will be held for senior managers. • Strategic leadership development programs (SLDP). • The strategic leadership development programmes are to be held for vice-presidents, Sr. Presidents. RESEARCH METHODOLOGY Study Area:

55

2009

Management (MCDP):

[ Training & Development ]

Universe: The universe of the study comprise of all the Managers of ACC Lakheri. Sample Size: For the purpose of the study, the selection of the Managers is done with the help of department. The samples are selected randomly. The following table summarized the sample size in terms of units in nature of job. NATURE OF JOB Manager Total

ACC LAKHERI WORKS 30 30

CEMENT

Sources of data collection: The data was collected using both primary sources and the secondary sources. 1. Primary sources: The researcher collected the primary data by

means of structured questionnaire along with personal interviews, since a few open ended questions require clarification.

Questionnaire and Interview:

56

2009

The study area is confined to the various departments of ACC Lakheri. The organization which is covered for the purpose of the study pertains to cement industry.

[ Training & Development ]

2. Secondary Data: The researcher has also collected the secondary data by means of the documentary sources such as: • • • • •

Company records Registers files booklets Magazine Journals Booklets

57

2009

The data is collected from managers, supervisors with the help of questionnaire generated for this purpose. The questionnaire consists of single parts. The questionnaires have been thoroughly discussed with the respondent to clarify doubts, if any, regarding what has been asked. It had taken the researcher nearly six weeks to complete the survey work. The respondents have been required to give their answer by putting tick mark across the multiple choice questions and in open ended questions the respondents were asked to express their views in their own words. Almost all the respondents have been contracted and interviewed personally at the time of filling up the questionnaire. Then their replies have been received and further clarification and supplementary information considered to be necessary have been secured. Overall, I have completed 30 questionnaires from managers group respectively. All managers are supplied with a copy of the set of questionnaire for filing up.

[ Training & Development ]

2009

Analysis of Data MANAGERS ANALYSIS & FINDINGS TABLE - 1 Q .1 Do you agree that the training and development programmes are effective in ACC? Parameter No of Respondent % STRONGLY AGREE AGREE UNDECIDED DISAGREE STRONGLY DISAGREE

03 21 01 00 05

10 70 3.3 00 16.66

80 70 60 50 40 30 20 10 0 Strongly Dis Agree

Dis Agree

Undecided

Agree

Strongly Agree

Through the survey we found that 21 managers agree that the training program in ACC delivered as an effective way to learn the matters. 58

[ Training & Development ]

TABLE - 2 Q.2 Do you agree that enough time was provided to learn about the subject covered in the training program ? Parameter

No of Respondent

STRONGLY AGREE AGREE UNDECIDED DISAGREE STRONGLY DISAGREE

03 20 02 03 01

% 13.33 66.66 6.66 10 3.33

70 60 50 40 30 20 10 0 Strongly Disagree

Disagree

Undecided

Agree

Strongly Agree

Through the survey 20 managers agree that the enough time is provided to learn the subject matters covered in training programme 59

2009

Where as, 5 managers strongly disagree while 3 managers strongly agree and 1 managers didn’t give any response.

[ Training & Development ]

TABLE - 3 Q.3 Do you think that the training leads to enhancement of your skill? Parameter

No of Respondent

STRONGLY AGREE AGREE UNDECIDED DISAGREE STRONGLY DISAGREE

11 16 00 01 02

% 36.66 53.33 00 3.33 6.66

60 50 40 30 20 10 0 SA

Agree

Undecided

Dis Agree

SD

16 managers agree that the training leads to enhancement of skills and 11 managers strongly disagree but 1 of them disagree and 2 of them strongly disagree.

60

2009

but 3 managers disagree with the statement .4 managers strongly agree while 1 managers strongly disagree and 2 managers didn’t give any response.

[ Training & Development ]

2009

TABLE - 4 Q.4

Do you think that the knowledge and skills gained from the training programme directly apply to your work? Parameter

No of Respondent

STRONGLY AGREE AGREE UNDECIDED DISAGREE STRONGLY DISAGREE

09 16 03 00 02

% 30.00 53.33 10.00 0.00 6.66

60 50 40 30 20 10 0 SA

Agree

Undecided

Dis Agree

SD

16 managers agree that the knowledge and skills gained from the training programme directly apply to work. Whereas 9 managers 61

[ Training & Development ]

Q. 5 To what extend change in moral attitude and behavior was noticeable as a result of the training function? Parameter

No of Respondent

STRONGLY AGREE AGREE UNDECIDED DISAGREE STRONGLY DISAGREE

07 15 03 02 03

% 23.33 50.00 03.33 06.66 10.00

60 50 40 30 20 10 0 SA

Agree

Undecided

dis Agree

SD

15 managers agree that the change in moral attitude and behavior was noticeable as result of training function 7 managers strongly agree with the statement .2 managers disagree, while 3 managers strongly disagree and 3managers didn’t give any response.

62

2009

strongly disagree while 2 managers strongly disagree and 3 managers didn’t respondent. TABLE - 5

[ Training & Development ]

TABLE - 6

2009

Q. 6 To what extend training program contribute to the company goal and employees individual goals? Parameter

No of Respondent

STRONGLY AGREE AGREE UNDECIDED DISAGREE STRONGLY DISAGREE

04 18 05 00 03

% 43.33 60.00 16.66 0.00 10.00

70 60 50 40 30 20 10 0 SA

Agree

Undecided

Dis Agree

SD

18 managers agree that the training programme contribute to the company goal and employees goals.4 managers strongly agree ,3 managers are strongly disagree with the statement and 5 managers didn’t give any response.

63

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TABLE – 7 2009

Q. 7 Do you think that freedom is given to you to show your skills and knowledge during training program? Parameter

No of Respondent

STRONGLY AGREE AGREE UNDECIDED DISAGREE STRONGLY DISAGREE

08 15 06 01 00

% 26.66 50.00 20.00 3.33 00.00

60 50 40 30 20 10 0 SA

Agree

Undecided

Dis Agree

SD

15 managers agree that freedom is given to you to show your skills and knowledge but 8 managers strongly agree with the statement.1 manager disagree and 6 managers didn’t give any response.

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[ Training & Development ]

TABLE – 8 2009

Q. 8 Do you have a good cooperation / support from your superiors during training program? Parameter

No of Respondent

STRONGLY AGREE AGREE UNDECIDED DISAGREE STRONGLY DISAGREE

10 12 06 01 01

% 33.33 40.00 20.00 03.33 03.33

45 40 35 30 25 20 15 10 5 0 SA

Agree

Undecided

Dis Agree

SD

12 managers agree that a good cooperation from your superiors during training programme but 10 managers strongly agree with the statement, 1 manager disagree while 1 manager strongly disagree and 6 managers didn’t give any response. TABLE – 9

65

[ Training & Development ]

Parameter

No of Respondent

STRONGLY AGREE AGREE UNDECIDED DISAGREE STRONGLY DISAGREE

11 12 03 02 02

% 36.66 40.00 10.00 06.66 06.66

45 40 35 30 25 20 15 10 5 0 SA

Agree

Undecided

Dis Agree

SD

12 managers agree that ACC develop employees through need based training programme but 11 managers strongly agree with the statement. 2 managers disagree while 2 managers strongly disagree and 3 managers didn’t give any response.

TABLE – 10

66

2009

Q. 9 Do you think that ACC develop employee through need based training program?

[ Training & Development ]

Q. 10 Do you think that ACC is a learning organization for the employee? No of Respondent

STRONGLY AGREE AGREE UNDECIDED DISAGREE STRONGLY DISAGREE

18 10 00 01 01

2009

Parameter

% 60.00 33.33 00.00 03.33 03.33

70 60 50 40 30 20 10 0 SA

Agree

Undecided

Dis Agree

SD

10 managers agree that ACC is a learning organization for the employee but 18 managers strongly agree with the statement.1 managers disagree while 1 manager strongly disagree. TABLE – 11 Q. 11 Do your performance has changed after the training program? 67

[ Training & Development ]

No of Respondent

STRONGLY AGREE AGREE UNDECIDED DISAGREE STRONGLY DISAGREE

07 16 02 02 03

%

2009

Parameter

23.33 53.33 06.66 06.66 10.00

60 50 40 30 20 10 0 SA

Agree

Undecided

Dis Agree

SD

16 managers agree that performance has changed after the training programme but 7 managers strongly agree with the statement.2 managers disagree while 3 managers strongly disagree and 2 managers didn’t give any response. TABLE – 12 Q. 12 Do you agree that the program would have been more beneficial if some more material was provided in advance?

68

[ Training & Development ]

Parameter

No of Respondent

% 2009

STRONGLY AGREE AGREE UNDECIDED DISAGREE STRONGLY DISAGREE

07 18 03 00 02

23.33 60.00 10.00 00.00 06.66

70 60 50 40 30 20 10 0 SA

Agree

Undecided

Dis Agree

SD

18 managers agree that the training programme would have been more beneficial if some more material was provided in advance but 7 managers strongly agree with the statement.2 managers strongly disagree and 3 managers didn’t give any response.

TABLE – 13 Q. 13 Are you aware of the objectives of the program at the time of your nomination for this program? Parameter

No of Respondent

% 69

[ Training & Development ]

03 24 02 00 01

10.00 80.00 06.66 00.00 03.33

90 80 70 60 50 40 30 20 10 0 SA

Agree

Undecided Dis Agree

SD

24 managers agree that the objective of the programme at the time of your nomination for this problem but 3 managers strongly agree with the statement .1 manager agree while 2 managers didn’t give any response.

Suggestion & Recommendation The researcher had used questionnaire method as a tool for collecting data and information pertaining to the study .The questionnaire includes the closed ended and open ended questions, basically to get there views on the techniques adapted to measure training

70

2009

STRONGLY AGREE AGREE UNDECIDED DISAGREE STRONGLY DISAGREE

[ Training & Development ]

Difficulties faced during training by Employees/Supervisors: • • • • •

More theory less practical. Miss match of training with work. Language problem. Less time provided for training. Too much instruction by the instructor during training. • Some times objective of training given has to application at the work place. The following suggestions received from the respondent: • • • • •

Training should be more practical based. Training should be given as per the needs of the employees. Training should be given in simple language. Training objective should be clear. Time to time follow-up of the training program. • Supporting documents should be provided to the employees. Recommendation For Making Training Effective: As already concluded that the training program is effective in LAKHERI CEMENT WORKS to a great extent however, the researcher had recommended the following suggestion for making the training program successful. They are as a under:

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development and the difficulties faced by them during and in relation to training.

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• Make learning one of the fundamental values of the company. Let this philosophy percolate down to all employees in the organization. • Create a system to evaluate the development of training. • There must be a sound communication between trainer and trainee. • During the training worker should be totally released from there work. • There should be a proper need analysis for training. • As per the requirement of the job training should be imp.

[ Training & Development ]

NAME………………………………………………………… AGE………………….. DESIGNATION………………….. UE. NO/T.NO……….. DEPTMENT CATEGORY- Management Staff Q.1

………………………

Do you agree that the training program in ACC delivered to you is an effective way to learn the matters? (a) STRONGLY AGREE (b) AGREE (c) UNDECIDED (d) DISAGREE (e) STRONGLY DISAGREE

Q.2

Do you agree that enough time was provided to learn about the subject covered in the training program ? (a) STRONGLY AGREE (b) AGREE (c) UNDECIDED (d) DISAGREE (e) STRONGLY DISAGREE

Q.3

Do you think that the training leads to enhancement of your skill? (a) STRONGLY AGREE (b) AGREE (c) UNDECIDED (d) DISAGREE (e) STRONGLY DISAGREE

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QUESTIONNAIRE OF TRAINING & DEVELOPMENT IN ACC. KYMORE CEMENT WORKS:

[ Training & Development ]

Do you think that the knowledge and skills gained from the training program directly apply to your work? (a) STRONGLY AGREE (b) AGREE (c) UNDECIDED (d) DISAGREE (e) STRONGLY

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Q.4

DISAGREE

Q. 5 To what extend change in moral attitude and behavior was noticeable as a result of the training function? (a) STRONGLY AGREE (b) AGREE (c) UNDECIDED (d) DISAGREE (e) STRONGLY DISAGREE Q. 6 To what extend training program contribute to the company goal and employees individual goals? (a) STRONGLY AGREE (b) AGREE (c) UNDECIDED (d) DISAGREE (e) STRONGLY DISAGREE Q. 7 Do you think that freedom is given to you to show your skills and knowledge during training program? (a) STRONGLY AGREE (b) AGREE (c) UNDECIDED (d) DISAGREE (e) STRONGLY DISAGREE Q. 8 Do you have a good cooperation / support from your superiors during training program? (a) STRONGLY AGREE (b) AGREE (c) UNDECIDED (d) DISAGREE (e) STRONGLY DISAGREE

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[ Training & Development ]

(a) STRONGLY AGREE (b) AGREE (c) UNDECIDED (d) DISAGREE (e) STRONGLY DISAGREE Q. 10 Do you think that ACC is a learning organization for the employee ? (a) STRONGLY AGREE (b) AGREE (c) UNDECIDED (d) DISAGREE (e) STRONGLY DISAGREE Q. 11 Do your performance has changed after the training program? (a) STRONGLY AGREE (b) AGREE (c) UNDECIDED (d) DISAGREE (e) STRONGLY DISAGREE Q. 12 Do you agree that the program would have been more beneficial if some more material was provided in advance? (a) STRONGLY AGREE (b) AGREE (c) UNDECIDED (d) DISAGREE (e) STRONGLY DISAGREE Q. 13 Are you aware of the objectives of the program at the time of your nomination for this program? (a) STRONGLY AGREE (b) AGREE (c) UNDECIDED (d) DISAGREE (e) STRONGLY DISAGREE

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Q. 9 Do you think that ACC develop employee through need based training program?

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Q. 14 What are the problems faced by you during the training program? Ans: ________________________________________________________ ________________________________________________________ ________________________________ Q. 15 What changes you would like to suggest for improvement in the training program? Ans: ___________________________________________________ ___________________________________________________ ______________________________

Date: - ………………… Signature:-……………..

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Conclusion It is concluded from the survey on “Training & Development” that training program conducted in ACC Ltd, Lakheri Cement Works is very effective in improving the skill and knowledge of the employee to meet the present and future requirement of the organization. It’s found that training place a crucial role in not only the development of employees but also in achieving the overall organizational goals. Through the research work it was found that employees were very satisfied by the training provided to them and strongly agreed that after training their confidence have increased and their skill and knowledge has also been increased and hence, their was remarkable improvement in their performance.

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