STEEL AUTHORITY OF INDIA

LIMITED
(SAIL)

Project Topic-
Training and development of RDCIS (SAIL), Ranchi

UNDER THE GUIDANCE OF-

KUMAR SIDDHANT
(Dept. HRD SAIL)

SUBMITTED BY-

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 CONTENT

1. Executive Summary 1

2. Objective of the project 2

3. About Company 3

SAIL: An overview 4-13

Vision and Mission of SAIL

Market % of SAIL

4. RDCIS (Research and development Centre for Iron and Steel) 14-16

5. Project topic: Training and Development 17-48

Introduction

Objective and Importance of Training and Development

Training process

Training calendar

KP Model

6. Survey of Training and Development 49

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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

To study the process and to understand the importance of training and

development of RDCIS, SAIL that synchronizes the performance of the employees so
as to make the work effective.

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 ABOUT COMPANY

Name : SAIL (Steel Authority of India Limited)

Native name: Hindustan Steel Limited

Regulated BY : Central government of India

(Public sector undertaking in India)

Headquarter : Delhi

Industry : Steel

Founded : 24thJanuary 1953

Products : steel, flat steel products, long steel products, wire products,

Wheel and axle for Indian railways, plates.

Revenue :₹57,560,71crore (US$8.6billion)

Net Income : ₹ 2,833.24 crore (US$−420 million)

Total asset :₹106,539.47 crore(US$16 billion)

Number of : 76,100 (as on 1 June 2018)

Employees
Website : www.sail.co.in

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SAIL: AN OVERVIEW

 Formation of Hindustan Steel Limited

When the Government of India decided to enter into the field of Iron and Steelproduction, it broadly
envisaged not to run the firm as a departmental undertaking. Althoughinitially steel project
administration was directly under a Ministry of the CentralGovernment, Hindustan Steel was formed
as a Limited Company, with President of Indiaowning the shares on behalf of the people of India.
Thus Hindustan Steel Limited was set up onJanuary 19, 1954.

 Growth of Hindustan Steel Limited (1959-1973)

To start with, Hindustan Steel was designed to manage with only one plant that was coming up
atRourkela. For Bhilai & Durgapur plants, the preliminary work was done by officials in Iron &Steel
Ministry. From April 1957, the supervision and control of the Bhilai & Durgapur Plants were also
transferred to Hindustan Steel. The registered office was originally in New Delhi,moved to Calcutta
in July 1956 and ultimately shifted to Ranchi in December 1959. InitiallyBokaro Project was also
under HSL.A new steel company Bokaro Steel Limited was incorporated in January 1964 to construct
and operate the steel plant at Bokaro.

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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.

 Ownership and management

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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.

 Vision and mission of company

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

1. Availability of iron ore and coal

2. Low labor wage rates

3. Abundance of quality manpower

4. Mature production base

 Weaknesses

1. Unscientific mining

2. Low productivity

3. Coking coal import dependence

4. Low R&D investments

5. High cost of debt

6. Inadequate infrastructure

 Opportunities

1. Unexplored rural market

2. Growing domestic demand

3. Exports

4. Consolidation

 Threats

1. China becoming net exporter

2. Protectionism in the West

3. Dumping by competitors

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  Market share of sale

COMPANY Production of steel Market Share (in percentage

(in million tone’s) terms)

SAIL 13.5 32%

TISCO 5.2 11%

RNIL 3.5 8%

ESSAR,ISPAT,JSWL 8.4 19%

OTHERS 14.5 30%

TOTAL 45.1 100%

 MAJOR STEEL PLANTS IN INDIA

Bhilai steel plant

Eleven times winner of Prime Minister's Trophy for Best Integrated Steel Plant in the country,
Bhilai Steel Plant (BSP) is India's sole producer & supplier of world class rails for Indian Railways
including 260 meters long rails, and a major producer of large variety of wide and heavy steel plates
and structural steel. The plant also specializes in other products such as wire rods and merchant
products. The entire range of TMT products (Bars & Rods) produced by the Plant is of earthquake-
resistant grade and superior quality. The plant also produces heavy structural including channels and
beams.

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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

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

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.

IISCO Steel plant

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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.

 SPECIAL STEeL Plants

 Alloy Steels Plants (ASP) in West Bengal

 Salem Steel Plant (SSP) in Tamil Nadu
 Visvesvaraya Iron and Steel Plant (VISL) in Karnataka

 Subsidiary

 Maharashtra Elektrosmelt Limited (MEL) in Maharashtra

 Joint Ventures

SAIL has promoted joint ventures in different areas ranging from power plants to e-commerce.

 NTPC SAIL Power Company Pvt. Ltd

 Bokaro Power Supply Company Pvt. Ltd
 SAIL-Bansal Service Center Ltd.
 Bhilai JP Cement Ltd

Research and development Centre for Iron and Steel

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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

 Know-how transfer of technologies developed by RDCIS

 Consultancy services / Contract research
 Specialized testing services
 Training

RDCIS Clientele includes :

 Bhabha Atomic Research Centre, Mumbai

 Vikram Sarabhai Space Centre, Thiruvananthapuram
 Nuclear Fuel Complex, Hyderabad
 RDSO,Lucknow
 Southern Railway, Chennai
 CIL, Kolkata
 Indian Oil Corpn.,R&D, Faridabad
 Balmer Lawrie & Co. Ltd., Kolkata
 Hindustan Petroleum Corp., Mumbai
 MECON Ltd., Ranchi
 BHEL-WRI, Tiruchirappalli
 RINL, Visakhapatnam
 Tata Steel Ltd., Jamshedpur
 Uttam Galva Metallics Ltd., Wardha
 Jindal Steel & Power Ltd., Raigarh
 Ispat Industries Ltd., Dolvi
 NTPC-Alstom, New Delhi

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ABOUT PROJECT

TRAINING AND DEVELOPMENT

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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

Development is a systematic use of Knowledge or understanding gained form search, directed

towards the production of useful materials, devices, system or method including process.
Development is a long term educational process utilizing a systematic and organized procedure by
which managerial personnel learn conceptual and theoretical knowledge for general purpose.

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.”

Needs Assessment occur at two levels – Group and Individual Level

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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.

Training and Development Need = Standard Performance – Actual Performance

 Training and Development offer competitive advantage to a firm by removing performance

deficiencies; making their employees stay long; minimizing accidents, scrap and damage; and
meeting future employee needs. There is a greater stability, flexibility, and capacity for growth
in an organization Training contributes to employee stability in at least two ways. Employees
become efficient after undergoing training. Efficient employees contribute to the growth of the
organization which intern renders stability to the workforce. Needs assessment diagnoses
present problems and future to be met through training and development.

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  Distinction between Training and Education

Training Education

Application orientedJob experience Theoretical OrientationClassroom learning

Specific Task in mind Covers general concepts
Narrow Perspective Has Broad Perspective
Training is Job Specific Education is no bar

 Difference between Training and Development

Training Development

Training is skills focused Development is creating learning abilities

Training is presumed to have a formal Development is not education dependent
education
Training needs depend upon lack or Development depends on personal drive and
deficiency in skills ambition
Trainings are generally need based Development is voluntary
Training is a narrower concept focused on Development is a broader concept focused on
job related skills personality development
Training may not include development Development includes training wherever
necessary
Training is aimed at improving job related Development aims at overall personal
efficiency and performance effectiveness including job efficiencies

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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.

 Improve health and safety-

Proper training can help to prevent industrial Accidents. Safer environment can lead to more stable
mental attitudes on part of the employees.

 Improve organizational climate-

Chain of positive reaction can result from a well-planned training programmed.

 To help company fulfill its personnel needs-

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.

 For personal growth-

Training programmed seems to give participants a wider awareness and an enlarged skill.

 Develop competencies of employees and improve their performance.

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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.

 Job satisfaction and increased employees moral

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.

IMPORTANCE OF TRAINING AND DEVELOPMENT

Improved employee performance –

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.

Improved employee satisfaction and morale –

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.

Increased productivity and adherence to quality standards –

Productivity usually increases when a company implements training courses. Increased

efficiency in processes will ensure project success which in turn will improve the company turnover
and potential market share.

Increased innovation in new strategies and products –

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.

Enhances company reputation and profile –

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.

1) Assess Training Needs:

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.

2) Set Organizational Training Objectives:

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.

3) Designing the Training Program

•Program duration
•Program structure
•Instruction methods
•Trainers qualification
•Nature of trainees
•Support resources – materials, classrooms
•Training location & environment
•Criteria & methods for assessing participant learning and achievement
•Criteria & methods for evaluating the program

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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.

5) Implement Training Initiatives:

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.

6) Evaluate & Revise Training:

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.

7) Planning Future Training

Last step in the training process:

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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

METHODS OF TRAINING AND DEVELOPMENT

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.

The methods are categorized into two categories:-

ON THE JOB TRAINING METHODS:

 Job instruction training (JIT)

 Vestibule training (training center training)
 Training by experienced workmen
 Demonstration and examples
 Simulations
 Apprenticeship

OFF THE JOB TRAINING METHODS:

 Lecture
 Conferences
 Group discussion
 Case study
 Role playing
 Programmed instruction
 T-group training

CONSEQUENCES OF ABSENCE OF TRAINING NEEDS ASSESSMENT

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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

STRUCTURE OF TRAINING AND DEVELOPMENT

TRAINING NEED ANALYSIS

TRAINING NEED ANALYSIS PROCESS

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1. Organization Analysis

The organization analysis allows viewing the performance of the organization. It

indicate a specific training need of an individual it can highlight performance

Problems in specific departments within the organization.

The following areas assist in analysis:

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•Profit and Loss statements by department

•Employee turnover

•Downtime

•Organizations Business Plan (Objectives and Goals)

2.Operational Analysis

At the operational analysis we will be concerned with what Knowledge, Skills and Abilities are
required to perform certain jobs/tasks.

This information can be gained through:

•Quality Assurance Procedures

•Interviewing Heads of Departments

•Obtaining Job Descriptions

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:

•Interviewing staff (about the job)

•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.

D. PROCESS OF COMPETENCY MAPPING

E. ADVANTAGES OF COMPETENCY MAPPING

For the Company

•Establishes expectations for performance excellence.

•Improved job satisfaction and better employee retention.

•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.

•Easier communication of performance expectations.

•Provide a clear foundation for dialogue to occur between the managers and employees and
performance development and career-oriented issues.

For Employees

•Identify the behavioral standards of performance excellence.

•Provide more specific and objective assessment of their skills.

•Enhances clarity on career related issues.

•Helps each understand how to achieve expectations.

F..CHALLENGES OF COMPETENCIES

•Competency management is treated as an HR process, rather than a business imperative.

•Identification of critical competencies is difficult.

•Alignment of competency development with business goals is weak.

•Investment in competency management is deprioritized.

•Competency models are exclusive of technical competencies.

•Competencies are too often paper-based.

G.METHODS USED IN COMBINATION FOR COMPETENCY MAPPING

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•Interviews

•Group Work

•Task Focus

•Task Analysis Work Shops

•Questionnaire

•Use of Job Description

H. Who Can Identifies The Competencies?

•Experts

•HR Specialists

•Job Analysis

•Psychologists

STUDY OF TRAINING PROGRAMS AND RESOURCES

RESOURCES NEEDED FOR TRAINING

 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:

Choose appropriate faculties for different topics and subjects.

 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:

Proper arrangements of stationaries as per requirements.

 Appropriate Learning Methods:

To use more than one training method for each topic flexible plans and suitable methods of learning
should be adopted.

TRAINING PROGRAMS

COMMUNICATION AND PRSENTATION SKILLS FOR YOUNG MANAGER

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TITLE:

Communication and Presentation Skills of Young Manager

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:

•Understanding and overcoming the fear of presenting.

i. Controlling your nerves.

ii. Gaining confidence.

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 iii. Making a positive impact on your audience

•Understanding Your Audience.

i. What the audience want, think and expect.

ii. Defining your objectives.
iii. Tailoring your presentation.

•The Presentation.

i. The opening: getting their attention.

ii. The body: keeping their attention.
iii. Maintaining credibility and the right tone.
iv. Summary and closing.
v. Exceeding expectations.

•Assessing and Developing Presentation Skills

i. Particular strengths and style.

ii. Areas to develop and improve.
iii. Continuous improvement.

SKILLS REQUIRED FOR A MANAGER

•Good organization:
The manager is responsible for organizing their department, implementing processes and
guides and outlining what needs doing.

•Good time management:

Managers are often expected to complete work to deadlines. They must therefore manage the
time of their teams and themselves and prioritise work so that projects are completed to
deadline.

•Interpersonal and relationship-building skills:

Managers work closely with people in their team, assigning them work and ensuring they get
appropriate training to do their jobs. As well as keeping staff motivated, they are also
responsible for hiring and firing them. In order to do all of this, managers must be
approachable, compassionate, and diplomatic and have good communication skills to listen to
and reward their staff.

•Delegation:

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 Managers should learn to delegate work where necessary to share responsibility and
accountability.

•Forward-planning and strategy:

The manager puts the strategy in place to achieve the team’s vision and missions.

•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.

•Administrative and financial skills

Managers will usually be expected to set budgets, manage them and carry out other admin
such as writing reports. They will need good numeracy, literacy and computer literacy skills.

•Leadership:
Being a leader involves persuading others to follow the direction.

DURATION:

1 DAYS

2. FINANCE FOR NON-BUSINESS MANAGERS

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.

 Executives should have a greater understanding of financial information, especially for

managing any operating scenario requiring good decision making. The term ‘finance’ as such
is generally related with the study of investments, and in nonprofessional terms, it is the
science of money management.

 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:

Importance of Learning Financial Concepts for Non-Finance Managers

 For non-financial executives, to learn the financial concepts is a great way to

improve the skills and abilities of managing the financial aspects of a business
entity in addition to helping them in understanding about the various financial
reports for making important business decisions.
 There are educational institutions, universities, and training institutes that are
helping non-finance executives in enrolling for various types of finance-related
courses being offered by them on finance and accounting subjects.

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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:

a.Financial Statement Analysis

b.Cost Accounting and Management Accounting
c.Evaluation of Projects
d. Financing, Leverage, and Options
e.Preparing and Presenting Financial Forecasts
f.Financial Tools for Evaluating, Operating, and Strategic Investments
Budgeting Processes and Audit

Process of Conducting Finance Training Programmers/Courses

Some institutes are offering practical training courses and workshops for
participants, often non-finance executives without financial background, to understand
and be able to apply their financial knowledge when performing their management
role. These training sessions may be in the form of interactive presentations, group
case studies, and discussion sessions through both online or offline mode.
Some of the key topics that are covered under the finance training programmes, or
courses, include as follows:
 Topic on relationship between business management and financial management
 Reading and understanding of basic financial statements
 Reviewing periodic financial performance by interpreting key financial
performance statements pertaining to profits and expenses
 Topics on cost accounting for effective cost control of business expenditure

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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.

Finance For The Non-Financial Manager: Course Content

Understanding the basics of accounts.
 Assets and Liabilities.
 Accounting principles and conventions.
 Management and audited accounts.
How to read and understand a Balance Sheet.
 Fixed Assets.
 Current Assets.
 Current Liabilities.
 Long-term Debt.
 Equity Employed.
How to read and understand a Profit & Loss Statement
 Sales and Revenue.
 Gross Profit and Operating Profits.
 Direct and Indirect Expenses.
 Impact of Accruals and Prepayments.
How to read and understand a Cash Flow Statement.

 Cash versus Profit.

 Cash generated from Operations.
 Sources and Uses of Funds.

Analysis and Interpretation of Accounts using key ratios.

 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.

 Key questions that should be asked and why.

 Key questions that you should be able to answer and why.

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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

SURVEYS ON TRAINING AND DEVELOPENT

Q1.What is the % of expectations that meets the training needs?

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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?

Q5. Was the mix of presentation style versus activities suitable?

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Q6.Does the instructor was active towards the participant’s queries?

Q7.Was the training schedule organizes and follows well?

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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?

Q11.Which components will boost the trainees after training program?

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Q12.Which is the appropriate learning process during training session?

Q13.How much % of information was effectively absorbed during the training?

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