CONTENTS

Chapter-I

Introduction
Company profile
Organization structure
Schemes and guidelines
HR sub systems

Chapter-II

Identification of Training & Development Needs

Collating of Training needs
Preparation of Training Plan
Finalisation with Faculty
Nomination to Training Programs
Organising training programs
Taking Feedback
Summarising feedback

Chapter-III

Evaluation of training feedback

Sponsoring to outside training programs
ISO Records
Observing one training at conference hall

Chapter-IV
Plant visit and study of Production Process
Chapter-V

Report writing and Finalisation of the same/ obtaining certificate

CHAPTER-I

INTRODUCTION:
Training often has been referred to as teaching specific skills and behaviour. It is
usually reserved for who have to be brought up to performing level in some
specific skills. The skills are almost always behavioural as distinct from conceptual
or intellectual.
Development, is considered to be more general than training and more oriented to
individual needs in addition to organisational needs and it is most often aimed
toward management people. There is more theory involved with such education
and hence less concern with specific behaviour than is the case with training. The
intent of training is to provide knowledge and understanding that will enable
people to carry out non-technical organisational functions more effectively such as
decision making and relating to people.
OBJECTIVES OF THE STUDY
To find out various Training and development programmes conducted in
OCL.
To find out how an employee implementing the ideas that are imparted in
training sessions.
To study the effectiveness of the training policy and attitude oftrained
executives towards the training policy implemented in OCL.
To explore the current scenario of the training programmes and to give
suggestions to increase the effectiveness of the training system

Oraganistion selected for undergoing project

For fulfilling my study of research work for training and development I
have chosen OCL India Ltd, Rajgangpur as my study place.

Company profile
Sjt. Jaidayalji Dalmia, an industrialist of farsighted vision set up a cement plant at
Rajgangpur during 1950 - 51 at the request of government of Odisha to
manufacture super grade cement for use in the construction of Hirakud dam.
The origin of OCL was seeded in the time that signaled Indias independence. A
dream unleashed. A blue print of growth was drawn. Endeavors to reconstruct
economy set in. Indian industry woke up to the key challenge of self- reliance.
Agriculture took a turn to modernity with construction of dams across the country.
Against such a bubbling background Sjt. Jaidayalji Dalmia, an industrialist of
farsighted vision set up a cement plant at Rajgangpur during 1950 - 51 at the
request of government of Odisha to manufacture super grade cement for use in the
construction of Hirakud dam. The plant that went on steam as Orissa cement
limited during 1952 transformed itself into OCL India Limited during 1996 to
better reflect its multifarious activities.
From a modest 500 TPD capacity imported single wet process Kiln of FL Smidth
make of Denmark, the house of 'Konark' brand cement has journeyed a long way.
To cater the growing demand the company enhanced its installed capacity with
addition of its second wet process 600 TPD kiln in 1957.

Keeping a steady process in time and technology, OCL has produced the first
clinker through modernized and fully Automated dry process plant in 1988 and
further enhanced its installed capacity by adding its 2nd clinkerization unit in 2009.
In the early fifties OCL has installed four numbers of Ball mills of FL Smidth for
cement grinding purpose. Later on, to keep pace with the technological
advancement and facilitating manufacture of blended cement, three giant Vertical
Roller Mills with combined and separate grinding systems were installed during
the period of 1997 to 2005.

To ensure easy availability and timely supply of cement to the customers in the
coastal area of Odisha, a split level cement grinding unit Kapilas Cement Works
was set up near Cuttack in 2008 . The urge to modernize and continuously upgrade
technology has gone beyond the plant and transformed OCL's limestone mines into
one of totally mechanized operations from the earlier system of manual
mining. The drive for excellence through continuous technological up-gradation
has resulted in many 'Firsts' for OCL. A few of them are, The first auto kiln control
system based on fuzzy logic in India, The world's largest cement and slag grinding
Vertical Roller Mill during 1997,The second such Cement Vertical Roller Mill
during 2001, The third Cement Vertical Roller Mill again with 60% additional
capacity and first in the world market in 2005.

In 2003 OCL became the first Cement manufacturer in eastern India and one
amongst the only four Indian Cement manufacturers who are accorded with the
right to use American Petroleum Institutes (API) monogram for its Oil Well grade
cement, approved for use in various Oil Well constructions.
The target centric investments in R&D and application specific product
development have both enabled OCL to enlarge and include in its product range
various grades of Ordinary Portland Cement(OPC) like 43 and 53 grades; 53S
Grade cement for use in the manufacture of railway sleepers; Portland Slag
Cement (PSC); Fly Ash based Portland Pozzolana Cement (PPC), Sulphate
Resisting Portland Cement (SRPC); OIL Well Cement (Class G Type HSR/MSR)
and Masonry Cement.
For a brief spell OCL also ventured into manufacture of a wide range of cement
allied products including spun pipes etc., in early sixties of the last millennium and
became a prime source of high strength reinforced spun pipes and pre-stressed
concrete poles. It was the first manufacturer of pre-stressed concrete railway
sleepers. Decades later, the company still reigns supreme as a supplier of railway
sleeper grade cement in India.
Industrial Research & Development had always been the backbone of OCL's
product supremacy. Apart from harnessing the fruits of in-house research for direct
application to product and process development related spheres, OCL regularly
commissions the services of Dalmia Institute of Scientific and Industrial Research
(DISIR) in carrying out application oriented specific research projects. This
immensely helps OCL to draw upon the knowledge of scientific community as
well and use it for the betterment of both the industry and the consumer to whom
the benefits of such research ultimately reach.

A company is primarily known for the products it makes and the services it
renders. In the ultimate count it is quality that holds the key.
Konark' Brand cement of OCL has been extensively used in the construction of
the prestigious Hirakud Dam in Odisha and in building some of India's largest
roads, bridges and Industrial plants - including the
Vidyasagar Setu in Kolkata ,the Gandhi Sagar Bridge in
Patna , as well as in the construction of port facilities at
Haldia and Paradip. OCL is proud that it was 'Konark'
cement, which was exclusively used in essential
restoration repairs by Archeological Survey of India in Lord Jagannath Temple at
Puri. To name a few remarkable Projects where Konark Cement has been recently
used are Modernisation of TISCO/Jamshedpur plant , 2.2 Million ton Integrated
Steel plant of Electro Steel Integrated in Bokaro, Jharkhand , A 3 Million ton
Integrated Steel Plant of Jindal Steel and Power at Angul, Odisha An all weather
new private Port at Dhamara near Bhadrak in Odisha built jointly by TISCO and
L&T placed confidence on Konark in using its cement. A first all concrete road
connecting the busiest commercial town of Odisha with its only Port Paradip in
underway with all its requirement met from Konark cement A 3 Million ton
integrated steel plant of Bhushan Steel and Power alongwith 500mw of power
plant placed its confidence on Konark for its vital installations and used maximum
quantity for installation of BF and other systems. Vedanta Aluminium, Jharsuguda
building a world class Aluminium Refinary and a 2400MW IPP is another
testimony of the confidence placed in Konark. Besides these, numerous Large and
medium projects of Irrigation, Power, Sponge Iron and Steel have used Konark
cement in shaping up their dream which shows the confidence the brand enjoys in
the minds of its consumers.

As on date Konark Brand Cement enjoys rock solid customer satisfaction across
the country and is very popular in the state of Odisha where for the last almost 60
years it is the most demanded premier lead brand. It is a name 'Cemented to
Quality'.
After its recent upgradation and enhancement of its capacity, Konark Cement has
entered into the states of Bihar where it has been so well received that it commands
a substantial market share immediately after its entry in the markets.

OCL is proud of its dedicated team of people - its employees, its ever-increasing
list of satisfied customers, its dealers, its Bankers and Financial Institutions, its
representatives and associates who have all immensely contributed to making what
OCL is today.

Oraginsational Structure in OCL:

Board of Directors
Executive Directors
General Manager
Deputy General Manager
Chief Manager
Senior Manager
Deputy Manager
Executive Engineers
MBA
Diploma Engineers
Functional Executives

Schemes and Guidelines:

1. Health related
2. Accommodation related
3. Perks and benefits
4. Recognition related
5. Transport related
6. Loan related
7. Retirement related
8. Safety
9. General

HR SUB-SYSTEMS OF OCL INDIA LIMITED

1.Performance Management System
The performance management system helps in achieving organizational growth
and employee development by providing relevance of organizational goals and
objectives to all departments, teams and individuals.
The performance management system also helps in creating desired culture and
values in the organistion in the line with the organisations vision and mission.
The system broadly deals with the followings:
Annual business plan
Divisional objectives
Departmental/team objective
Individual objectives
Periodic review(monthly) and assessment of achievements of all these
objectives(Team objectives annually & individual objective half yearly)

 ABC analysis on the basis of achievement of both team & individual

objectives
Payment of performance based reward (Ratio 50% each. Team & Individual)
2.Qualitative Assessment
Qualitative Assessment is being done once in year in respect of each individual
covered under performance management system who are rated A in their
Individual Objectives Achievemnet. The prescribed format contains the guidelines
to rate each managerial competence as mentiond below.
Customer Orientation
Achievement Orientation
People Leadership
Subordinate Development
Excellence/ Quality
Change Leadership
Cost Consciousness
Strategic Mindset
The Qualitative Assessment will be utilized to determine the consistently high
performance, worth to the organization, the current market value of the individual.
This is also being used for training and development, career planning, promotion
etc.
3. Training and Development
The appraise while finalizing team action plan, individual improvement objectives,
subordinate development objectives and annual qualitative assessment, finds
opportunity to identify the training and development needs of each appraise.

Training & Development includes the followings:

Identification of Training needs by Appraiser in consultation with the
Appraisee
Preparation of training calendar by HRD
Finalization of Faculty members for imparting In house Training
Programmes
Imparting In house Trainings and also sponsoring employees to outside
institutes for training where in house training is not possible.
Collecting feedback on trainings
Assessment of training & review by HOD after 6 months.
4. Recruitment Policy
The objectives is to fill-up the vacancys and to bridge the critical competencey
gaps in accordance with the manpower plan to enable OCL India to achieve its
mission.
5.Exit Interview
We obtain an Exit Report from those Executives who are leaving the organization
before attaining the age of superannuation.
The primary purpose of conducting the exit interview is to probe deeper into the
sentiments of people, to know the exact causes of dissatisfaction and to invite
their feedback/ suggestions which will go a long way in helping us to take care to
build a better organization.
After obtaining the filled in prescribed format, the same is being forwarded to
Divisional heads with comments of HRD personnel for an interaction if any for
knowing details / for clarification.

6. 360 Degree Feedback Appraisal

An Executives deals on regular basis with a number of persons who create a pool
of information and perspective about the executive. These persons may include top
management , superiors , subordinates, colleagues, representatives from other
departments, clients/customers, suppliers, consultants, government officials and
community and union representatives. Any one who has useful information on how
the executive interacts, behaves and responses may be a good source to identity
areas for improvement.
7.Internal Customer Feedback
In the organization there is always a customer- supplier relationship among
departments. With a purpose to bring improvement in this relationship a survey is
being conducted half yearly.
Each customer department is required to fill up a grid giving their rating on the
performance of their supplier department. This rating is summarized and the
feedback is given to concerned supplier department for improving upon the areas
where the rating is low.
8.Climate Survey
This HR tool is being designed to determine the Organisations health.
A questionnaire consisting of about 120 questions on various aspects of
functioning of the management has been prepared to do the survey. The
questionnaire is made in English, Hindi, Odia. Employees are requested to respond
to the questions based on their own perception and not what they think the
perception of others or what they think is the correct response.

Initially this survey was conducted with the help of M/s Eicher Consultancy
Services Ltd., New Delhi and now OCL has designed its own computer package to
conduct this survey.

Training and development includes the following

Identification of training needs by appraiser in consultation with the
appraise.
Preparation of training calendar by HRD
Finalization of faculty members for imparting in house training programs.
Imparting in house training and also sponsoring employees to outside
institute for training where in house training is not possible
Collecting feedback on training
Assessment of training and review by HOD after 6 months

CHAPTER-II

TRAINING PROCESS IN OCL

Identification of Training and Development Needs

Collating of Training needs

Preparation of Training Plan

Finalization with Faculty

Nomination to Training Program

Organising training program

Taking Feedback

Recording Training

Summarising Feedback

INTRODUCTION TO TRAINING AND DEVELOPMENT

Training can be introduced simply as a process of assisting a person for
enhancing his efficiency and effectiveness to a particular work area by getting
more knowledge and practices. Also training is important to establish specific
skills, abilities and knowledge to an employee. For an organization training and
development are important as well as organizational growth because the
organizational growth and profit are also dependent on the training. But the
training is not a core of organizational development. It is a function of the
organizational development.
Training is different from education; particularly formal education. The
education is concerned mainly with enhancement of knowledge, but the aims of
training are increasing knowledge while changing attitudes and competences in
good manner. Basically the education is formulated within the framework and to
syllabus, but the training is not formed in to the frame and as well as syllabus. It
may differ from one employee to another, one group to another, even the group in
the same class. The reason for that can be mentioned as difference of attitudes and
skills from one person to another. Even the situation is that, after good training
program, all different type skilled one group of employees can get into similar
capacity, similar skilled group. That is an advantage of the training.
In the field of Human Resource Management, Training and Development is
the field concern with organizational activities which are aimed to bettering
individual and group performances in organizational settings. It has been known by
many names in the field HRM, such as employee development, human resources
development, learning and development etc. training is really developing
employees capacities through learning and practicing.
Training and Development is the framework for helping employees to
develop their personal and organizational skills, knowledge and abilities. The focus
of all aspects of Human Resource Development is on developing the most superior
workforce so that organization and individual employees can accomplish their
work goals in service to customers.
All employees want to be valuable and remain competitive in the labour
market at all times, because they make some demand for employees in the labour
market. This can only be achieved through employee training and development.

Hence employees have a chance to negotiate as well as employer has a good

opportunity to select most suitable person for his vacancy. Employees will always
want to develop career- enhancing skills, which will always lead to employee
motivation. There is no doubt that a well trained and developed staff will be a
valuable asset to the company and thereby increasing the chances of his efficiency
in discharging his or her duties.
Training in an organization can be of two types: Internal and External
training sessions. Internal training involves when training is organized in-house by
the human resource department or training department using either a senior staff or
any talented staff in the particular department as a resource person.
On the other hand external training is normally arranged outside the firm and
is mostly organized by training institutes or consultants. Which ever training, it is
very important for all staff and helps in building career positioning and preparing
staff for greater challenges in developing world. However the training is costly.
Because of that, people who work at firms do not receive external trainings most of
times. The cost is a major issue for the lack of training programs in Sri Lanka. But
now a days, a new concept has come with these trainings which is Trainers
through trainees.
While training their employees in large quantities, many countries use that
method in present days to reduce their training costs. The theory of this is sending
a little group or an individual for a training program under a bonding agreement or
without a bond. When they come back to work, the externally trained employees
train the employees who have not participated for above training program by
internal training programs.
Employers of labour should enable employees to pursue training and
development in a direction that they choose and are interested in not just in
company assigned directions. Companies should support learning, in general, and
not just in support of knowledge needed for the employees current or next
anticipated job. It should be noted that the key factor is keeping the employee
interested, attending, engaged, motivated and retained.
For every employee to perform well, especially supervisors and Managers,
there is a need for constant training and development. The right employee training,
development and education provides big payoffs for the employer in increased

productivity, knowledge, loyalty, and contribution to general growth of the firm. In

most cases external trainings for instance provide participants with the avenue to
meet new set of people in the same field and network. The meeting will give them
the chance to compare issues and find out what is obtainable in each others
environment. This for sure will introduce positive changes where necessary.
It is not mentioned in any where that the employers, managers and
supervisors are not suitable for training programs. They also must be highly trained
if they are expected to do their best for the organization. Through that they will
have best abilities and competencies to manage the organization. Training
employees not only creates a more positive corporate culture, but also add a value
to its key resources.
Raw human resources can make only limited contribution to the
organization to achieve its goals and objectives. Hence the demands for the
developed employees are continuously increasing. Thus the training is a kind of
investment.

Definitions of Training and Development:

Training:
Training is defined as follows by many expertise and literature.
It is concerned with the knowledge, skill, attitude, techniques and experiences
which enables as individual to make his most effective contribution to the
combined effort of the team of which he is a member.
Training is the process of assisting a person for enhancing his efficient and
effectiveness at work by improving and updating his professional knowledge; by
developing skills relevant ot his work and cultivating appropriate behavior, attitude
towards work and people. Training could be design either for improving present
capabilities at work or for preparing a person for assuming higher, responsibilities
in future which would call for additional knowledge and superior skills.
Training is the formal and systematic modification of behavior through learning
which occurs as a result of education, instruction, development and planned
experience.

Training is a method whereby people get hold of abilities to aid in the

accomplishment of organizational objectives. It occupies planned learning
activities premeditated to develop an employees performance at her /his recent
job.
Development:
Development is any learning activity, which is directly towards future, needs
rather than present needs, and which is concerned more with career growth than
immediate performance.
Development is a wide ranging enduring multifaceted position of behaviors to
bring an employee or an organization up to another entrance of presentation.
Development also suggests achieving several jobs or new role in the upcoming.

When Training & Development is conducted

Training and development is applied when there is a need of:

Increasing productivity
To make the employee skillful when they are not well trained
To improve the quality
To improve the organizational climate
Personal growth

Where Training & Development is conducted

Training and development is given in the place where the employees work i.e. in
the work place or either it may be outside the work place i.e. somewhere else in
other institute away from the workplace.

Who is trained
It is a process given by the trainer and taken by the trainee.
Training is given to:
Newly recruited employee.
Employee who gets promotion.
Employee who moves from one job to another.

Trainer is one who gives the training and development the skill of the employee.
Trainee is the one who takes the training.

Why training & Development is conducted

It is needed because of:

To increase job satisfaction & morale among employees.

To increase employee motivation.
To reduce employee turnover.
To increase innovation strategy & products.
To increase efficiency in process, resulting in financial gain.

How Training & Development is conducted

Training & Development is a process which is given by different methods.
They are as follows:

On the job Training

Off the job Training
Grid Training
Sensitivity Training
Apprenticeship Training
Transactional Analysis

IDENTIFY TRAINING & DEVELOPMENT NEED

The first step of the process of training and development is identification of
the organizational needs for trained manpower, both present and future. Basically
some questions can be used in this step.
a) What specifically must an employee learn in order to be more productive?
b) Where is training needed?
c) Who needs to be trained?
The productiveness of an employee is the important factor for the employer,
because the income or profit of the organization and employer is depends on the
employees productivity.

Begin by assessing the current status of the company; how it does, what it does
best and the abilities of your employees to do these tasks. This analysis will
provide some benchmarks against which the effectiveness of a training program
can be evaluated. The organization or an employer should know where it wants to
be in its long range strategic plan and organizational need is a training program to
take the organization from current situation to developed upped step.
Secondly, consider whether the organization is financially committed to support
the training efforts. If not, any attempt to develop a solid training program will fail.
Next, determine exactly where training is needed. It is foolish to implement a
company wide training effort without concentrating resources where they are
needed most. An internal audit will help point out areas that may benefit from
training. Also, a skills inventory can help determine the skills possessed by the
employees in general. This inventory will help the organization determine what
skills are available now and what skills are needed for future development.
In summary, the analysis should focus on the total organization and should identify
where training is needed and where it will work within the organization.
When the organization has a clear idea to where training is needed, concentrate on
the content of the program. Analyze the characteristics of the job based on its
description, the written description of what the employee actually does. Training
based on job descriptions should go into detail about how the job is performed base
on a task-by-task. Actually doing the job will enable you to get better feel for what
is done.
Individual employees can be evaluated by comparing their current skill levels or
performance to the organizations performance standards or anticipated needs. Any
discrepancy between actual and anticipated skill levels identifies a training need.
All above details and descriptions will helps to find the gap between standard or
expected performances and the actual performances. In simply,
Training and
performance

development

need=

Expected

performance

Actual

OBJECTIVES OF TRAINING PROGRAMMES:

One major objective of the training is problem solving in ongoing processes.
Training can solve a variety of manpower problems including operational
problems involving manpower component. If not solved, these problems may lead
to the reduction of optimum productivity. Those problems can emerge within any
group, such as except non except, line and staff, unskilled, skilled, lower, middle
and upper management. These problems are according to natures and all are having
a common denominator, the solution required individual to their appreciative
backgrounds specific identifiable items of additional knowledge skill or
understanding. Organization wide, these problems includes needs to
a)
b)
c)
d)
e)
f)
g)
h)
i)
j)
k)

l)

Increase productivity
Improve the quality of work, work life and raise morals.
Develop new skills, knowledge, attitudes and understandings.
Correct use of new tools, machines, processes, methods or modifications
thereof.
Reduce wastage, accidents, turnover, lateness, absenteeism, and other
overhead costs.
Implement new or changed policies or regulations.
Fight obsolescence in skills, technologies, methods, products, markets,
capital management etc.
Bring incumbents to that level of performance which meets the standard of
performance for the job.
Develop replacements, prepare people for advancement, improve manpower
deployment and ensure continuity of leadership.
Ensure the survival and growth of the organization.
Optimum utilization of human resources at the organisation can be
considered as an objective of training programs. The training and
development programs further help the employee to achieve the
organisational goals as well as their individual goals.
Training and development is inculcating the sense of team work, team spirit
and inter-team collaborations. It helps in including the zeal to learn with in
the employees.

m) Training programs can be used to building the positive perception and

feeling about the organisation. The employees get these feelings from
leaders, subordinators and peers.
n) Health and safety is a major factor at the organisation. Training programs in
the sense of health and safety helps in improving the health and safety helps
in improving the health and safety of the organisation thus preventing
obsolescence; and it will helps to create healthy work environment through
changing attitudes of the both employees and employers.
o) Finally the training programs are objected to develop human resources at the
organisation in technically and behaviourally in an organisation. It also helps
to development of an organisation through more effective works, decision
making and problem solving too. Training programs reduces the stress of
management and employer; because when employees receive good training,
they are able to solve their problems and make effective decisions even
under limited resources.

ACHIEVING TRAINING OBJECTIVES:

Training objective should be specific for the particular segment of the even
or an organization. As mention above, the training objectives may different from
the one organization to another; but the objective should be specific for that
organization and or specific to part of that organization. i.e. implement ISO
9000:2001 quality system for Research and Development Division.
The above objective is specific, and the employees should be trained for
achieve that objective. Even the above objective can be different from a Testing
service division. R & D is trial and error method or product development basis and
testing services is based on evaluation methods or quality assurance of developed
product basis. It definitely may different from marketing and sales division of an
organization.
Another important thing of the establishing training objectives is it should be
measurable. From a specific method or a process or generally, the objective can be
measured. If the objectives cannot be measure, the evaluation of training is
difficult. Therefore a good training objective is should be measurable.

If the training cannot be measure then it will go in to wide area rather than
expected and the trainees may confused because of that. The confusion of a trainee
in a training program may be a reason of lack of participation of the next training
program; and also if the training did not develop the trainee, that will be waste the
time of both trainee and trainer. Even that will not make confusion in trainee, but
also it happens in the trainer. So the training objectives should be established in
measurable way bye any one.
The training objective should be achievable by trainees. If the training
objectives cannot be achievable by trainees, it is also an error of setting training
objectives.
The training program should be motivating employees of an organization;
not makes frustration in them. For motivate people and training them in correct
way, there should the objectives are achievable. i.e. Implementing ISO 9000:2001
quality system among R & D division that should be achievable.
If the R & D divisions cannot implement the quality system anyhow, that
objective is not achievable for R & D institutes rather than production oriented
organization. When setting will not effect for them; and it may only time
consuming thing.
In organizational level time consuming for non profitable thing is not good.
It may reason for profit losses and destroy skillful employees skills too.
Competence employees may not like to spend their valuable time for non
achievable things and it may make stress in their minds too.
Then the absenteeism, accidents and less concerning to work may increase
in the organization. So there must to set achievable training objectives when the
training is allocating for employees.
The training program should relevant to an organization or to the employee.
Sometimes employees may receive some of training programs which are not
directly relevant to their current fields; but it may have a good opportunity to adapt
to new potential field to the employee. Also some kind of general trainings has
involved making employees as Generalists not specify to a particular field.
That is suitable for most of firms, organizations; but such as medicine,
surgeons and research officers, that is not relative mostly. Those specific job titles

have to have a specialization and special abilities. The generalist concept is most
suitable to most of organizations because then the employer can rotate employees
among the organization in to several types of job responsibilities. To reduce
individual stress in an organization, the job rotation is suitable process.
To rotate jobs, employees must have general knowledge and abilities to do
assigned tasks well. Training and development programs can bring the employees
up to that standard. In the case of specialized job titles, there have to be a direct
relationship between training and the job responsibilities. i.e. to a research officer
who is specialized in inorganic chemistry, training related to handicraft or
carpentry will not be useful for his research field. That training is useful for a
carpenter.
When considering Nano technology, there is no direct relationship between
Nano technology and inorganic chemistry, but there is a good potential to apply
Nano technology in inorganic chemistry such as making free radical coatings with
certain materials giving them special properties.
Nano technology is related not only to inorganic specialists, but also its
related to the specialists in organic chemistry. For example Nano technology is
used in inorganic chemistry to produce high efficiency hydrocarbons by converting
hydrocarbons to Nano particles ultimately making high efficiency fuel source.
Also, Nano technology is not related to administrative work. Administrative works
should have trainings such as PR handling etc. So the relatedness of the training
program for employee is an important thing when setting training objectives.
The employer or trainer must concentrate on these functions when he or she
establishes training objectives to the training programs. In both on-the-job and offthe job training methods, training objectives should be time bound, because the
trainee takes time to develop skills in him. When considering off-the-job type
training, there is low contribution from the employee to organization during the
training periods.
Therefore to minimize the additional time consumption, the trainings should
be time bounded. For an employee to achieve a given period of time there can be
great efficient automatically. Training programs and training objectives should be
oriented in efficiently. For that purpose, there should be a specific time period to
end up the training and develop the trainee.

SETTING TRAINING OBJECTIVES:

WHAT ARE THE TRAINING OBJECTIVES:
Training objectives are some kind of statements of what training is expected
to achieve at the beginning. Setting training objectives must be in according to
SMART theory; because of the training is one of important function in human
resources management and also it is a costly process. So the training objectives
should be expected level of an employee by employer.
Identification of the training needs correctly is most wanted thing for setting
training objectives. For setting training objectives, there can be done some of
analysis of employees. This also is important to the designing of the training
program. An employer can do a task analysis, fault analysis and skill analysis at
the beginning of setting training objectives. Task analysis is a systematic analysis
of the behavior required to carry out a task with a view to identifying areas of
difficulty and the appropriate training techniques and learning aids necessary for
successful instruction. By task analyzing there can be identify what kind of
difficulties the employee is facing while doing the given task.
Where the incidence of errors of faults in a job can be fairly high, the faults
analysis method can be useful for identify the actual faults. Identifying the faults
and the frequencies of faults are doing important job on the setting training
objectives. May be the most common method of analyzing the skills required in
work of a non-supervisory nature in industry or commerce is that and abilities by
skill analyzing. Knowing of skills of an employee is important to set objectives on
trainings.
As a major function of human resource management process, training and
development is giving higher contribution to the organization when recruiting new
employees to organization. After recruit new employee, training programs are
important to induction part of HRM process. Not only for the induction of HRM
has process, but also for other parted of the process, such as performance appraisal
etc. When establishing training objectives these kinds of specific things should be
conceder, as same as other things.
In setting objectives of training, is depends on the organization. It may differ
from an organization to organization. In an organization again the objectives are

basically depends on its vision mission and corporate objectives. These have to
achieve without any argument. But in operational level, there can be identify most
of times employees makes lots of mistakes because the lack of training. Even they
are highly paid, highly motivated people; this cannot be decrease in large amount.
For these types of situations are the indicators of the training needs and the
training objectives. Training objectives are should be achieves and fulfill training
needs of an organization. Also training objectives are should have a power of
motivation. Otherwise if the training objectives make stress on the employee, then
the outcome of training may not be achieves the objectives.

TRAINIG PROCESS
The training process:
The training is not a single task. It is a kind of process which is in the
organizations. The training process has several steps and that steps can be
mentioned as follows.
a)
b)
c)
d)
e)
f)
g)

Organisational objectives
Needs assessment
Identify the gap between standard and actual performances
Establish training objectives
Select the trainees
Select a training methods and mode
Evaluate the training

(1)Organisational objectives:
First the organization has to understand whether their objectives are achieved
by employees. If not organization should establish its objectives in employees;
and the training also have to helps above activity.

(2)Needs Assessment:
Then the employer or organization should estimate the need of the training.
There organization can use many of methods such as questionnaires, income
expenditure ration etc. The training program is based on this training needs
assessment.

(3)Identify the gap between expected and actual performance:

After training needs assessment there have to identify the gap between excepted
and actual performance of employee. This will helps to identify the weight of
training that employee needs. Otherwise even after training the organizational
expectation may not be achieved.

(4)Establishing training objectives:

This is also an important step of training process. To earn what is needed
actually is based on this step. After identify the gap between expected and
actual performances they have to identify how to establish the missed objectives
in to employees and what would be the objectives that have to be established.
The process of this step is helpful for that.

(5)Select the trainees:

There should be a correct procedure to select the employees for training
programs so that the person who really needs the trainings can be select.
Otherwise if the trained and well skillful employees were selected for the same
training which has no contribution to their improvement, it will cost only
money and time.

(6)Select the training methods and mode:

The training method and mode should be trainee friendly. If the education level
of trainee is not in the standard of the training program, the trainee will be
unable to understand the core of the training, and then again the time of both
employer and employee will be wasted. Employer should have a sense to
identify the methods which are effective for the training program. The methods
and mode can differ from one training program to other.

(7)Evaluating of training:
Once after the training, there should be procedure or a method to evaluate the
training. That will help for further developments and training programs. After a
good training program, the trainee should be developed. Development after
training shows the effectiveness of the training program.

CHAPTER-III