Steel Authority of India Limited (SAIL) : Project Topic-Training and Development of RDCIS (SAIL), Ranchi
Steel Authority of India Limited (SAIL) : Project Topic-Training and Development of RDCIS (SAIL), Ranchi
Steel Authority of India Limited (SAIL) : Project Topic-Training and Development of RDCIS (SAIL), Ranchi
LIMITED
(SAIL)
Project Topic-
Training and development of RDCIS (SAIL), Ranchi
SUBMITTED BY-
1
CONTENT
1. Executive Summary 1
3. About Company 3
Market % of SAIL
4. RDCIS (Research and development Centre for Iron and Steel) 14-16
Introduction
Training process
Training calendar
KP Model
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TRAINING AND DEVELOPMENT
Executive Summary
In today’s corporate and competitive world, it is mandatory to have highly efficient and effective
workforce in the organization, so the same is possible, if we will adopt and implement the most
effective and latest methods of Training and Development while preparing the workforce for the
organization.
The present report is prepared to give a deep insight to the present situation of Training and
Development.
The project focused on finding out the Effective Method of Training and Development. The stated
objective of the study was further broken down to secondary objectives which aimed at finding
information regarding the frequency of the training program to be designed with-in a year, usual
methods of Training and Development, length of training and development module, use of
audio/video aids etc.
The exploratory research was carried out with 20 respondents with a set of 13 questions. A survey
was concluded in the corporate offices with the employees based on the questionnaire to know the
situation.
The exploratory findings helped us in determining the key factors which needed to be further
explored for making training program more effective .Each of the questions was designed to satisfy at
least one of the secondary objectives of the research. The response format was of a mixed variety
which also helped in better determination of outcomes.
The results are based on the percentage share of the sample for each question of the questionnaire.
The Pie Chart is used to display the result.
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OBJECTIVE OF THE PROJECT
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ABOUT COMPANY
Headquarter : Delhi
Industry : Steel
Products : steel, flat steel products, long steel products, wire products,
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SAIL: AN OVERVIEW
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Formation of Steel Authority Of India Limited
The Committee of Public Undertaking of the Fifth Lok Sabha was the first Parliamentary
Committee to undertake a significant review of the question of setting up a Holding Company for
steel. It was first considered in the Department of Steel in 1971 with the following two
Objectives:
Rapid growth of the industrial sector, of the economy, of the state as a leading agent ofthe
growth process; and
Ability of the Government to divert investment into areas which are strategic from thepoint of
view of future development.
In this context, it was recognized that the Public Sector had to be made more efficient in order
that it might be able to contribute far more than it had to the common pool of investible surplus in the
economy. Further, such a holding company could perform a number of other important functions like
coordination and control of constituent units, planning long term programs, introduction of necessary
technological changes, setting up of an R & D organization and training of managerial personnel for
the Public Sector as a whole. Based on the above considerations, the proposal to set up a holding
company for Steel and associated input an industry was approved by the Government in January
1972. Accordingly, the formation of Steel Authority of India Limited was approved by the
Government in December, 1972. The company was incorporated on January 24, 1973 with an
authorized capital of Rs.2, 000 crores. In 1978 SAIL was restructured as an operating company.
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The Government of India owns about 75% of SAIL's equity and retains voting control of the
Company. However, SAIL, by virtue of its Maharatna status, enjoys significant operational and
financial autonomy.
To be a respected world Class Corporation and the leader in India or all over the world steel business
in quality, productivity, profitability and customer satisfaction.
Credo of SALE
We build lasting relationships with customers based on trust and mutual benefit.
We uphold highest ethical standards in conduct of our business.
We create and nurture a culture that supports flexibility, learning and is proactive to change.
We chart a challenging career for employees with opportunities for advancement and
rewards.
We value the opportunity and responsibility to make a meaningful difference in people's
lives.
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VISION/MISSION
STRATEGIES/GOALS
SYSTEM STRUCTURE
CULTURE
COREVALUES
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SWOT ANALYSIS OF THE COMPANY
The strengths, weaknesses, opportunities and threats for the Indian steel industry have been tabulated
below. The national steel policy lays down the broad roadmap to deal with all of them.
Strengths
Weaknesses
1. Unscientific mining
2. Low productivity
6. Inadequate infrastructure
Opportunities
3. Exports
4. Consolidation
Threats
3. Dumping by competitors
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Market share of sale
RNIL 3.5 8%
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Bokaro steel plant
Bokaro Steel Plant (BSP) is located in the Bokaro district of Jharkhand. It is the fourth
integrated public sector steel plant in India. It was incorporated as a limited company in 1964. It was
later merged with the state-owned Steel Authority of India Limited (SAIL) special product of bokaro
steel plant are hot rolled and cold rolled sheet and plates The modernization of the Hot Strip Mill saw
addition of new features like high pressure de-scalars, work roll bending, hydraulic automatic gauge
control, quick work roll change, laminar cooling etc. New walking beam reheating furnaces are
replacing the less efficient pusher type furnaces.
Durgapur Steel Plant is one of the integrated steel plants of Steel Authority of India Limited,
located in Durgapur, in the eastern Indianstate of West Bengal. It was set up with the help of United
Kingdom. Special product of this unit is Merchant products, structural, skelp, wheels and axles,
semis.
Rourkela Steel Plant (RSP), in Rourkela, Odisha is the first integrated steel plant in the public
sector in India RSP was the first plant in India to incorporate LD technology of steel making. It is also
the first steel plant in SAIL and the only one presently where 100% of slabs are produced through the
cost-effective and quality-centric continuous casting route. It is SAIL’s only plant that produce silicon
steels for the power sector and high quality pipes for the oil & gas sector. Its wide and sophisticated
product range includes various flat, tubular and coated products.
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IISCO Steel Plant of Steel Authority of India at Burnpur has a crude steel production capacity
of 2.5 million tones per year establishedin 1918 in the heart of West Bengal. The Indian Iron & Steel
Company, once the flag ship of the Martin Burn group was amalgamated with SAIL in 2006 and
renamed IISCO Steel Plant. The special product of this steel plant are Wire & Coil, TMT Rods, Z
section, I section, Angles, Channels, Pig Iron etc.
Subsidiary
Joint Ventures
SAIL has promoted joint ventures in different areas ranging from power plants to e-commerce.
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The Research & Development Centre for Iron & Steel (RDCIS) at Ranchi is the corporate
R&D unit of SAIL. Set up in 1972, the Centre has ISO: 9001 certification to its credit. It
undertakes R&D projects in diverse realms of Iron & Steel Technology under the categories of
Plant Performance Improvement (PPI), Product Development (PD), Scientific Investigation
and Development (SID), Basic Research (BR) and Technical Services (TS).
RDCIS has around 236 dedicated and competent scientists and engineers and its laboratory is
equipped with around 300 sophisticated diagnostic research equipment and 5 pilot plant
facilities.
RDCIS provides customers with prompt, innovative and cost-effective R&D solutions;
develop and commercialize improved processes and products; continually enhance the
capability of its human resources to emerge as a center of excellence. The major efforts are
directed towards cost reduction, quality improvement and value-addition to products of SAIL
plants and providing application engineering support to SAIL’s products at customers’ end.
RDCIS, along with steel plants, takes initiatives to develop special steel products utilizing the
modernized production facilities at steel plants.
RDCIS also offers technological services to various organizations in the form of Know-how
transfer of technologies developed by RDCIS; Consultancy services; Specialized testing
services; Contract research; Technology Awareness Programmes.
Technology Marketing
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RDCIS offers technological services in the form of
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ABOUT PROJECT
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INTRODUCTION
TRAINING
It’s a planned process to modify attitude, Knowledge or skill behavior through learning experience to
achieve effective performance in an activity or range of activities. Its purpose, in the work situation is
to develop the abilities of the individual and to satisfy the current and future manpower needs of the
organization. What is Training in terms of organization? Transferring information and knowledge to
employers and equipping employers to translate that information and knowledge into practice with a
view to enhancing organization effectiveness and productivity, and the quality of the management of
people.
DEVELOPMENT
Definition of Training
“Training is the process by which the attitudes, skills and abilities of employees to perform specific
jobs are increased.”
“It is any attempt to improve current or future employee performance by increasing an employee’s
ability to perform through learning, usually by changing the employee’s attitude or increasing his or
her skills and knowledge.”
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An individual obviously needs training when his or her performance falls short of standards,
that is, when there is performance deficiency. Inadequacy in performance may be due to lack
of skills or knowledge or any other problem. The problem of performance deficiency caused
by absence of skills and knowledge can be remedied by training. Faulty selection, poor job
design, improving quality or some personal problem may also result in poor performance.
Assessment of training needs must also focus on anticipated skills of an employee coping up
with the technology change, increasing variety in challenging tasks in their career path.
Individuals may also require new skills because of possible job transfers. Assessment of
training needs occurs at the group level too. Any change in the organization‘s strategy
necessitates training of group of employees. The root of the TNA is the gap analysis. This is
an assessment of the gap between the knowledge, skills and attitudes that the people in the
organization currently possess and the knowledge, skills and attitudes that they require to meet
the organization’s objectives.
“Training is an act of increasing the knowledge and skill of an employee for doing a particular
job. Training is a short-term educational process. Training bridges the difference between job
requirements and employees present specification.
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Distinction between Training and Education
Training Education
Training Development
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OBJECTIVES OF TRAINING
Improve quality –
Trained worker are less likely to make operational mistakes therefore they are able to maintain the
quality of the product.
Increase productivity-
Training can help employee to increase level of performance on their assignment. Increased human
performance directly leads to increased company profit.
Proper training can help to prevent industrial Accidents. Safer environment can lead to more stable
mental attitudes on part of the employees.
when the need arise organizational vacancies can more easily be staffed from internal sources if a
company initiates mountain an adequate training programmed for both its non-supervisory level and
managerial level.
Training programmed seems to give participants a wider awareness and an enlarged skill.
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Reduce learning time for an employee starting in new jobs an appointment, transfer and promotion.
Better performance and increased innovation in strategies and product. It helps the employees to
increase their performance level.
Training and development help employees to have high moral rate and the level of satisfaction from
their job is also high.
Help in assuming high responsibilities and adapt themselves to new job & technologies- it helps
employees to be more skilled in their work so as to handle greater responsibilities and adapt them to
new development technologies being changed.
The employee who receives the necessary training is more able to perform in their job. The
training will give the employee a greater understanding of their responsibilities within their role, and
in turn build their confidence. This confidence will enhance their overall performance and this can
only benefit the company. Employees who are competent and on top of changing industry standards
help your company hold a position as a leader and strong competitor within the industry.
The investment in training that a company makes shows employees that they are valued. The
training creates a supportive workplace. Employees may gain access to training they wouldn’t have
otherwise known about or sought out themselves. Employees who feel appreciated and challenged
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through training opportunities may feel more satisfaction toward their jobs.
Addressing weaknesses –
Most employees will have some weaknesses in their workplace skills. A training program
allows you to strengthen those skills that each employee needs to improve. A development program
brings all employees to a higher level so they all have similar skills and knowledge. This helps reduce
any weak links within the company who rely heavily on others to complete basic work tasks.
Providing the necessary training creates an overall knowledgeable staff with employees who can take
over for one another as needed, work on teams or work independently without constant help and
supervision from others.
Consistency –
A robust training and development program ensures that employees have a consistent
experience and background knowledge. The consistency is particularly relevant for the company’s
basic policies and procedures. All employees need to be aware of the expectations and procedures
within the company. Increased efficiencies in processes results in financial gain for the company.
Ongoing training and up skilling of the workforce can encourage creativity. New ideas can be
formed as a direct result of training and development.
Reduced employee turnover –
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Staffs are more likely to feel valued if they are invested in and therefore, less likely to change
employers. Training and development is seen as an additional company benefit. Recruitment costs
therefore go down due to staff retention.
Having a strong and successful training strategy helps to develop your employer brand and
make your company a prime consideration for graduates and mid-career changes. Training also makes
a company more attractive to potential new recruits who seek to improve their skills and the
opportunities associated with those new skills.
Training can be of any kind relevant to the work or responsibilities of the individual, and can be
delivered by any appropriate method.
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TRAINING PROCESS
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An effective training program is built by following a systematic, step-by step process. Training
initiatives that stand alone (one-off events) often fail to meet organizational objectives and participant
expectations. In today’s post we outline the five necessary steps to creating an effective program.
The first step in developing a training program is to identify and assess needs.
Employee training needs may already be established in the organization’s strategic, human
resources or individual development plans. If you’re building the training program from
scratch (without predetermined objectives) you’ll need to conduct training needs assessments.
The training needs assessments (organizational, task & individual) will identify any gaps in
your current training initiatives and employee skill sets. These gaps should be analyzed and
prioritized and turned into the organization’s training objectives. The ultimate goal is to bridge
the gap between current and desired performance through the development of a training
program. At the employee level, the training should match the areas of improvement
discovered through 360 degree evaluations.
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4) Create Training Action Plan:
The next step is to create a comprehensive action plan that includes learning theories,
instructional design, content, materials and any other training elements. Resources and
training delivery methods should also be detailed. While developing the program, the level of
training and participants’ learning styles need to also be considered.Many companies pilot
their initiatives and gather feedback to make adjustments before launching the program
company-wide.
The implementation phase is where the training program comes to life. Organizations need to
decide whether training will be delivered in-house or externally coordinated. Program
implementation includes the scheduling of training activities and organization of any related
resources (facilities, equipment, etc.). The training program is then officially launched,
promoted and conducted. During training, participant progress should be monitored to ensure
that the program is effective.
As mentioned in the last segment, the training program should be continually monitored. At
the end, the entire program should be evaluated to determine if it was successful and met
training objectives. Feedback should be obtained from all stakeholders to determine program
and instructor effectiveness and also knowledge or skill acquisition. Analyzing this feedback
will allow the organization to identify any weaknesses in the program. At this point, the
training program or action plan can be revised if objectives or expectations are not being met.
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•After taking all evaluated comments, trainers should modify the programs to keep good things and
make suggested improvements
• Even with the same topic for different trainees, trainers should address many parts of the training
process again and consider new approaches
The choice of method of training depend upon cost, time available, number of person to be trained,
depth of knowledge required, background of trainees etc.
Lecture
Conferences
Group discussion
Case study
Role playing
Programmed instruction
T-group training
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The significance of needs assessment can be better understood by looking at the consequences
of inadequate or absence of needs assessment. Failure to conduct needs assessment can
contribute to:
Higher labor turnover
Increased overtime working
Poorer-quality applicants
Higher recruitment cost, including advertising, time and incentives
Greater pressure and stress on management and staff to provide cover
Pressure on job-evaluation schemes, grading structures, payments systems, and career
structures
Additional retention costs in the form of flexible working time, job-sharing, part-time
working, shift-working, etc
Need for job redesign and revision of job specification
A rise in workplace accidents
Lower performance than competitors
Benchmarking figures do not match or exceed competitors
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1. Organization Analysis
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•Profit and Loss statements by department
•Employee turnover
•Downtime
2.Operational Analysis
At the operational analysis we will be concerned with what Knowledge, Skills and Abilities are
required to perform certain jobs/tasks.
3.Person Analysis
This is where we analyze how well the team or individual performs the task/job. Again a range of
tools are available to evaluate the extent of teams and individuals skills, knowledge and abilities.
These include:
•Observation 'On-the-job'
COMPETENCY MAPPING
A. DEFINITION
Competency can be defined as the process of identifying key attributes and skills for each position
and process with in the company.
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B. OBJECTIVES OF COMPETENCY MAPPING
To identify and describe the factors which are critical to the functioning of a particular job-
work so that a match can be established between the skills required to perform a job and
actual talent of job holder.
•To hire the right kind of people for right job by establishing standards.
•To identify the training and development needs of individual or organization.
•To do job evaluation & formulation of appropriate incentive plans.
•To identify the competency gap that exists between the employee’s current performance level
and the expected level of the employees.
•To develop and enhance the overall team work performance of the organization.
To provide the valuable suggestion and improve the existing competencies in organization.
C. TYPES OF COMPETENCIES
COMPETENCY
Technical or
Managerial Generic
Functional
MANAGERIAL :
Competencies which are considered essential for staff with managerial or supervisory responsibility
in any service or program area, including directors and senior posts.
GENERIC:
Competencies which are considered essential for all staff, regardless of their function or level.
TECHNICAL OR FUNCTIONAL:
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Specific Competencies which are considered essential to perform any job in the organization within a
defined technical or functional area of work.
•Increase in the effectiveness of training and professional development programs because of their link
to success criteria.
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•Provides a common understanding of scope and requirements of a specific role.
For Managers
•Identify performance criteria to improve the accuracy and ease of the selection process.
•Provide a clear foundation for dialogue to occur between the managers and employees and
performance development and career-oriented issues.
For Employees
F..CHALLENGES OF COMPETENCIES
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•Interviews
•Group Work
•Task Focus
•Questionnaire
•Experts
•HR Specialists
•Job Analysis
•Psychologists
Set a goal:
Specific goals to meet each training need which is identified and set targets which is to be achieved at
the end of the training session.
Allocation of Funds:
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Collection of funds from financial institutions or from banks and from that funds training
programmes are arranged.
Faculties Members:
Training Schedules:
Proper schedules are to be planned according to budget or training conducted for this month or this
year.
Company Policies:
Rules and norms are made by the organizations which are to be followed by the employees during
training programmers.
Questionnaire:
This method is effective for training or for new training areas in which programs is to begin.
Stationaries:
To use more than one training method for each topic flexible plans and suitable methods of learning
should be adopted.
TRAINING PROGRAMS
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TITLE:
AIM:
•To communicate in a clear, objective and systematic manner.
•To improve interpersonal communication skills.
•To deliver different types of presentations confidently.
•To enhance body language and voice modulation.
•To give and receive of effective feedback in an organization.
• To inform, educate, motivate and persuade internal and external audiences.
BASIC OVERVIEW:
•Presentation Skills for Business is developed specifically for Business Owners and Managers
who are required to make business presentations, both to external audiences and for internal
use. This course is focused on the particular needs of the individuals and group, whether they
are totally new to the area of public speaking or already have extensive experience and
capability with business presentation skills. The course is focused on providing participants
with a wide range of skills and abilities to assess and improve their presentation skills.
•On completion of the Presentation Skills course, you will have an understanding of the basics
of presentation and communication skills, both in general and specific to you. The course is
fully participative and the opportunity is taken to “learn by doing” This enables you to analyze
and improve business presentation skills for yourself and for your colleagues
•Each Presentation Skills Course is amended and customized so that it best meets the needs of
the host group. Participants are encouraged and expected to develop and use their own
material so that the skills learnt and developed are of maximum immediate benefit for
application.
•The ideal number of participants ranges from eight to twelve, though larger and smaller
groups can be catered for. Course Duration runs from a half day Workshop to two full days.
Courses can be run on or off site as required.
COURSE CONTENT:
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iii. Making a positive impact on your audience
•The Presentation.
•Good organization:
The manager is responsible for organizing their department, implementing processes and
guides and outlining what needs doing.
•Delegation:
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Managers should learn to delegate work where necessary to share responsibility and
accountability.
•Communication:
Managers are the main line of contact between the frontline staff, senior management and
clients. They are responsible for keeping everybody informed.
•Problem-solving:
Managers may encounter problems in their work. They have to be able to think on their feet
and solve problems as soon as they happen. To do this they will need to be experts in their
field and be able to remain calm and focused while they come up with solutions.
•Leadership:
Being a leader involves persuading others to follow the direction.
DURATION:
1 DAYS
TITLE:
Business finance for non-finance manager.
AIM:
•Analyzing financial statements
•Understanding costs and methods to reduce the them
•Taking decisions regarding the price of the products or services, or both
•Deciding the best product mix and opting for a viable option to meet the need
•In communicating more effectively with key sources of financing such as bankers,
lenders, and investors of their organizations
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•Utilizing the core terms, concepts, and techniques of finance and accounting for
decision making
BASIC OVERVIEW:
Finance is a lifeline for organizations, and Individuals with a background in finance have been
considered to be extremely efficient at managing day-to-day financial operations of any
organization. Finance for non- finance Managers or executives who manage or executive their
organizational operations must have an understanding of various financial aspects, which
would help them in making important decisions to attain their firms’ business objectives.
The managers or executives working in an organization need to regularly interact with finance
professionals of their organizations, and therefore they need to understand what these finance
professionals are saying and their financial jargon in addition to understand how their actions
(non-finance managers) would influence their numbers. The ability to interpret the financial
information would help executives in understanding the resource acquisition and allocation
for communicating more effectively with their firms’ finance managers.
COURSE CONTENT:
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Majority of training courses on finance being offered by the universities and
institutions, both in terms of online and offline training, are in the form of
workshops or day programmers, with much emphasis being laid on
understanding the financial statements and analysis.
The other area of learning involves knowing about financial tools for
evaluating operating and strategic investments. The finance and accounting
programmers would help non-finance executives in understanding the Key
Performance Indication (KPI) of their organization.
The financial KPIs are the key indicators for top management, and executives
with financial knowledge would be able to develop KPIs, which help in the
growth of the business of their organizations across the globe. The key areas of
financial topics that non-finance executives should learn or have a grip on
include as follows:
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The basic finance-training programmes, as mentioned above, helps non-finance
executives in enhancing as well as applying their knowledge on finance for making
business decision.
Profitability Ratios.
Stability and Liquidity Ratios.
Budgeting and Financial Planning.
Breakeven Analysis.
Budgeting Process.
Contribution and Profit.
Investment Appraisal for Capital Projects.
Issues for Investment.
Financial Appraisal
Matching Assets and Funding.
Key Questions to Ask & Answer.
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STUDY OF KP MODEL
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REACTIONS
Measure participants initial reactions to gain an understanding of the training
program and valuable insights into material, quality, etc.
LEARNING
Measure how much information was effectively absorbed during the training and
map it to the program or individual learning objectives.
BEHAVIOUR
Measures how much training has influenced the behavior of the participants and
evaluates how they apply this information on the job.
RESULTS
Measures and analyze the impact of training has had at the business level and to
the individual or program.
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FEEDBACKS
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Q2.Are you satisfied with the overall content of course?
Q3. Does the training course content provided was relevant to daily job?
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Q4.Did the method of teaching of instructor was interesting and informative?
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Q6.Does the instructor was active towards the participant’s queries?
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Q8.Are you satisfied with the level of training program?
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Q9.Did the training program was success in enhancing the skills and attitudes?
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Q10.Which is the best evaluation activities to improve knowledge, skills and attitudes?
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Q12.Which is the appropriate learning process during training session?
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