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MAHARISHI ARVIND INTERNATIONAL INSTITUTE OF

TECHNOLOGY , RANPUR KOTA

TRAINING EFFECTIVENESS
AT
DSCL

A SUMMER TRAINING PROJECT FOR THE PARTIAL FULFILLMENT


OF
MASTER OF BUSINESS ADMINISTRATION

TRAINING FROM 18.05.2009 TO 26.06.2009

SUBMITTED TO: SUBMITTED BY:

DR.M.S RAU MEGHA SHARMA


ADDL..GENERAL MANAGER MBA 2nd SEMESTER
DSCL, KOTA RTU, KOTA
EFFECTIVENESS OF TRAINING
PROGRAMS AT DSCL

2
MAHARISHI ARVIND INTERNATIONAL INSTITUTE OF
TECHNOLOGY, KOTA
(Affiliated to Rajasthan Technical University, Kota, Approved by All-India Council
for Technical Education-Government of India)

CERTIFICATE
This is to certify that Megha Sharma student of MBA II sem at Maharishi
Arvind International Institute of Technology, Kota has submitted summer
training Project Report entitled “EFFECTIVENESS OF TRAINING
PROGRAMS AT DSCL”
The Project Report has been completed after studying for one year in
MBA course and for partially fulfilling the requirements for award of
degree of Master of Business Administration of Rajasthan Technical
University, Kota.
The Project Report has been completed under the guidance of Mr. Sohan
Lal Sharma HOD of MBA of MAIIT and is as per norms and guidelines
provided.

H.O.D (MAIIT)
Mr. Sohan L. Sharma
KOTA
Date:

3
MAHARISHI ARVIND INTERNATIONAL INSTITUTE OF
TECHNOLOGY, KOTA
(Affiliated to Rajasthan Technical University, Kota, Approved by All-India Council
for Technical Education-Government of India)

CERTIFICATE
This is to certify that Megha Sharma student of MBA II sem at Maharishi
Arvind International Institute of Technology, Kota has submitted summer
training Project Report entitled “EFFECTIVENESS OF TRAINING
PROGRAMS AT DSCL”
The Project Report has been completed after studying for one year in
MBA course and for partially fulfilling the requirements for award of
degree of Master of Business Administration of Rajasthan Technical
University, Kota.
The Project Report has been completed under the guidance of Mr. Sohan
Lal Sharma HOD of MBA of MAIIT and is as per norms and guidelines
provided.

Internal examiner External examiner

DATE

4
DECLARATION

I MEGHA SHARMA, D/o Mr. K. K. SHARMA, Student of MBA I


Year, hereby declare that for the purpose of Summer Training Project
Report, I have conducted study on “EFFECTIVENESS OF TRAINING
PROGRAMS AT DSCL” for the partial fulfillment of M.B.A degree. It
is my original work.

Place:
Signature

Date:
(…………………)

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PREFACE

It is well evident that work experience is an indispensable part of every


professional course. In the sane manner practical training in any
organization is a must for each and every individual the management
course. This training gives more knowledge about present corporate
world. It also helps the individual to improve his skills to a great extent
and assess his personality in corporate life.

Classroom study is no doubt quite important for gaining theoretical


knowledge, but practical is equally for who wants to provide herself the
real working environment in any field of study this true of management
studies well.

We generally get theoretical knowledge of management. But this


knowledge doesn’t prove to be adequate. In future management student
have to work in an organization. By merely knowing theoretical what
management is, we are not capable of applying it.

Being a management student, I also had to undergo 8 weeks of summer


training. I under took training at DSCL, KOTA.

I have much pleasure in submitting the Project Report on


EFFECTIVENESS OF TRAINING IN PERSONAL
PRODUCTIVITY.

MEGHA SHARMA

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ACKNOWLEDGEMENT

On completion of my project on the topic ‘Effectiveness of Training


Programmes’ in employees of DSCL, Kota, I would like to say that it was
an absolute privilege for me to work under such a prestigious and
professional organization.

I sincerely thank Dr. M.S.RAU, Addl. General Manager, (Training) for


providing me an opportunity to work on this project. I am very obliged to
receive his invaluable guidance, which he spared for me from his busy
schedule.
I am extremely grateful to Mr. K.R.S. KHINCHI, Addl. Manager
(Training) without whose help my project could not have taken shape.

I appreciate the spontaneity and willingness of all the employees,


management and staff of DSCL who helped me by giving their valuable
feed back so that I could complete my survey on effectiveness of training
programmes as observed in this organization.

I take this opportunity in my career to express my sincere gratitude and


indebt ness to all those who made this project a success. I would like to
mention that this sentiment will linger on through out my life.

Undergoing training here gave me a good insight into the functioning of


an organization.

I would also like to thank my teachers for giving me a platform to learn


so much.

MEGHA SHARMA

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CONTENT LIST

S. No. Particulars Page No.

1. Preface 5

2. Acknowledgement 6

3. Content List 7

4. Executive Summary 8

5. Objective / Need For Study 9


Introduction
6. 10-70

 Company profile (DSCL) 10-24

 Introduction To The Topic

Human Resource Management 25-37

Training 38-61

Training Effectiveness 62-70

Research Methodology
7. 71-72
Limitations
8. 73
Introduction to the Training Topic
9. 74
Interpretations
10. 75-79

Analysis
11. 80

Conclusion
12. 81

Recommendations
13. 82

14. Bibliography 83

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EXECUTIVE SUMMARY

My project includes a feedback survey on the following training programme held in


DSCL, Kota.

• Personal Productivity
It consists of a thorough study on the requirement of special training programmes for
the employees’ of this firm.

I have also mentioned the need for training effectiveness and how the organizers
should check these programmes continuously so that the employees can avail the best
of it .Only then can an employee improve his performance from his as well as the
organization’s point of view.

I conducted a study on how the training programmes held on the above topic have
really been able to serve their motive and my analysis is based on the feedback forms
that they filled up for my survey.

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OBJECTIVE / NEED FOR STUDY

I got an opportunity to work with DSCL Kota for my project with the objective to
study and analyze:

• The training and development procedure at DSCL.

• The need, methods and steps of training programs.

• Effectiveness of these training programs.

• To explain the linkage between the training activities and organizational


objectives and purpose.

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CHAPTER 1

Company Profile

 Our Founders
 Introduction About DSCL, Kota
 DSCL’s Core Values
 Company Philosophy
 Our Businesses
 Business Team
 Awards and Testimonials

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DCM SHRIRAM
CONSOLIDATED
LIMITED

Company Profile

 OUR FOUNDERS:-
Sir Shri Ram
Nothing can better sum up the homage paid to great son and philanthropist of Delhi,
Barey Lalaji, Sir Shri Ram who began as a humble worker and went on to set up one
of India's largest business houses - the DCM Group. Not only did Lalaji achieve great
height in business enterprise; he also participated in full measure in the crucial early
stages of nation building. Everyone is familiar with the name of multiple facets of the
industries and institutions on which he left his imprint - be it the DCM Limited,
Bengal Potteries, Jay Engineering Works, many sugar mills, Sindri Fertilizers, the
Lady Shri Ram College, Shriram College of Commerce, Delhi School of Economics
and umpteen others. But who is this Barey Lalaji?

Born into a family of Agarwal banias of modest means, Shri Ram, in the 79 years of
his life, built an industrial empire manufacturing a vast variety of goods like - textiles,
sugar, alcohol, heavy, chemicals, vanaspati, pottery, fans, sewing machines, electric
motors and capacitors. The industrial legacy that he left behind was valued at Rs 600
million at the time of his death. Reared in milieu, which graft nepotism, black

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marketing and tax evasion were considered a must for success in business, Shri Ram
set for himself rigid standards of morality in his dealings with the public and
government and made no compromises in order to earn more money or gain a favor.
While he deprived of opportunities for higher education, he nevertheless understood
how, important such education was in building the future of a nation. As a result he
helped to finance a network of schools, colleges, industrial institutes and research
laboratories. He was also the founder chairman of the Industrial Finance Corporation
and Chairman of Sindri Fertilizers, the first national venture in the public sector in
free India.

Little is known of Shri Ram's ancestors. Khuswant Singh writes in his "Shri Ram: A
Biography" of the oldest family name on records, is the one of Kanji Mal. Nothing
more is known about him. One of Kanji Mal's descendants was Rattanchand who was
a confectioner.

He was the grandfather of Shri Ram's grandfather. Rattanchand was a man of


influential means. He was able to secure for his son Badri Das, the post of treasurer in
the Karnal Commissariat of the British Army.

Badri Das was very mature for his age and he fared well by saving and investing in
buying real estate in Firozpur and Delhi. He died in 1874 leaving behind four sons of
whom the youngest, Bishambar Das was somewhat more distinguished. Bishambar
Das had three sons - Gopal Rai, Girdhari Lal and Madan Mohan Lal. Shri Ram was
born to Madan Mohan Lal and his wife Chando Devi on April 27, 1884.

While Shri Ram lacked formal education he read extensively. His reading included
religious scriptures, Sanskrit classics, Urdu and Persian poetry and some English
biographies. He assiduously cultivated men of learning and culture.

But most of all he admired scientists on whom he pinned his hopes for the salvation of
his country. One of his lovable eccentricities was that he carried out experiments to
produce new varieties of food in his own room and then subjected his none too robust
digestive system to his new recipes.

The secret of Shri Ram's enlightened approach to people of different faiths lay in his
basic patriotism, making money was of little consequence to him; not once did he

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succumb to the temptation of netting an extra buck or two in the black market or by
evading tax.

He was an idealist who believed in raising India into an industrial nation. His love of
India did not make him dislike or distrust Pakistan. Many of his friends were the
members of the Muslim League. At the behest of his friend in Lyallpur Cotton Mills
in Pakistan, Khan Sahib Ahmed Islam Khan, he laid the foundation of a mushaira
what in the later years came to be known as the Shanker-Shad Mushaira.

Shri Ram had this uncanny ability to spot the right man for the right job a rare quality
that contributed to his success. He made many mistakes in the choice of friends but
seldom did he err in the selection of a business executive.

Shri Ram's choice was not based on the scrutiny of a "Curriculum Vitae" but on an
inborn gift, a sort of built-in Geiger counter, which ticked when he came across the
man he was looking for.

This helped him to pick up a humble mystery and make him a work manager, to
convert an engineer into an administrator, to mould a perfume-seller into the

overall head of a vast enterprises producing precision instruments and so on. So sure
was Shri Ram with this instinct that once he made up his mind about the man, he gave
that man every latitude, there after his sole concern was with the results.

Shri Ram, described by his umpteen friends, was indeed a true friend. He refused to
believe that any of his friends exploited him.

And many did quite blantantly. He made friendship into an article of faith. "His house
was like a dharamshala,” remarks 90 years old freedom fighter Aruna Asaf Ali. He
was unable to eat food unless every seat at the table was occupied.

This indiscriminate hospitality at times caused great strain to the members of his
family. But his principle was, "the more, the merrier."

While just in his thirties, Shri Ram got himself known in the industrial as well as the
educational circles. He was nominated to the Delhi Municipal Committee. Through
his business connections with Ram Bahadur Lala Sultan Singh and more to with that

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of his son, Raghubir Singh, who had started the Modern School in Delhi, Shri Ram
began to think of problems of education in India.

He ensured that his sons Murli Dhar, Bharat Ram and Charat Ram went to the
Modern School where children of more advanced Indian families were studying.

Introduction About DSCL,


Kota
In this era of industrialization, Rajasthan Sate is also one of the leading Sate in
industry. Kota being an ideal situation for industrial location, as there is ample water
from Chambal River, proper Electric Supply from RAPP, Rana Pratap Sagar, Jawahar
Sagar, Gandhi Sagar & Kota Thermal Power Station, link with broad gauge line and
easy availability of skilled labour.

The DSCL Ltd. Company was established in Kota in 1962, with its Head Office at
New Delhi. At present there 5000 employees in the company and the total investment
in this project is Rs. 1085 Crores.

P r e s e n t l y Company is m a i n l y manufacturing Urea, Cement, and PVC Resigns


Caustic Soda & L i q u i d C h l o r i n e .

The company is exporting its product too many countries and currently in 2008-09
earned Rs. 0.01 Crores as foreign exchange. The company maintaining good q ua li ty
control, ISO Certification awarded for all its major products.

Other unique feature of this company is State-of-the-art-Technology for Process


Control and Instrumentation, computerized System and close Circuit TV monitoring
to ensure fail-safe system and optimized operational efficiency.

DSCL continues to move ahead with further strengthening of its competitive position
and building for sustained growth in future. Currently in 2009-10 its sales over 10
million and increasing day to day.

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DSCL’s Core Values
DSCL’s core values and beliefs are a reflection of its commitment to build a world
class, learning organization, to excel and win in all its endeavors:

Customer Focus:

• Be sensitive to the needs of the customer; develop superior customer insight


• Commitment to surpass expectations and deliver superior value

Innovation and Excellence:

• Think differently and promote creativity


• Make continuous improvement a way of life; drive excellence

People Development:

• Continuously improve and upgrade the skills and competencies of our people
• Support people to realize their potential

Team Work:

• Work closely as a cohesive, well – knit team


• Inculcate a spirit of openness and collaboration

Relationships and Human Dignity:

• Value people and partnerships


• Nurture understanding, compassion, trust and respect in all relationships

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CHAIRMAN’S & VICE CHAIRMAN’S

DESK

The Road Ahead

We are an integrated business conglomerate, with a group turnover of Rs. 3253crores.


Our business portfolio comprises of primarily two types of business i.e.

(i) Energy Intensive products

(ii) Agri products (inputs as well as outputs) and services. We have


manufacturing facilities at Kota (Rajasthan), Bharuch (Gujarat), and
Ajbapur, Rupapur, Hariawan and Loni (UP). Our hybrid seed operations
are at Hyderabad (India), Vietnam, Philippines and Thailand. The
Company also has its windows fabrication units at Bhiwadi, Bangalore,
Mumbai, Hyderabad and Chennai.

Our strengths are:

• Strong energy management expertise both in the area of generation as well as


effective utilization of energy.

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• Deep understanding and knowledge of Indian rural milieu developed with over
40 years of close work with farmers to improve his economics.

• Well-established presence and strong brand across the entire agri-space in


India.

• Integration through Integrated manufacturing facilities and thru utilization of


competencies/resources across businesses is a major value enhancer.

We are building on the above strengths to develop a business profile which enjoys
strong cost competitive position and delivers superior value to our customers
simultaneously.

We are further integrating our business portfolio to add value added products/services
and solutions to the commodity businesses.

We have implemented plans resulting in significant volume growth in past 2-3 years
in most of our existing commodity businesses and expect significant value/growth
through value add businesses in longer term.

The company has invested Rs.1300 crores in the past three years and plans to invest
approximately Rs. 500 crores in the next two years, to expand its business operations.

DSCL is a Rupees 15.50 billion, public listed company, based in North India with a
core sector business portfolio comprising fertilizers, Chlor alkali, chemicals, plastics,
cement, textiles and sugar.

A leading Indian organization, DSCL aspires to become a world-class enterprise that


is responsive to change, outward looking, competitive, delivers superior quality at low
cost, with focused businesses and robust financials.

DSCL has been built on core values of being caring, credible and fair with all
stakeholders, committed to continuous improvement; and being a responsible
corporate citizen.

DSCL has built an enabling work culture and believes in releasing human energy
within the organization through participation, teamwork, professionalism,
entrepreneurship, openness and upholding human dignity.

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The Company is committed to enhancing the employability of individuals through
competence building via continuous training and development activities.

DSCL believes in a pro-active Industrial Relations policy and has an enviable track
record in this field. Employee welfare is given utmost priority and is institutionalized
across the organization. DSCL has initiated several management initiatives in the
recent past for upgrading the organization, the major ones being Institution Building,
Quality Management.

COMPANY’S PHILOSOPHY
DSCL has strong brand equity reflective of credibility, ethical values and consistent
high quality product image. With over 30 years of experience in managing large
scale process industries with sustained high level of performance, DSCL meets
the needs of a wide range of customers from farmers to industrial users, from
house builders to business owners. Fostering enduring relationships is at the core
of DSCL's business philosophy - with vendors, business partners, and customers
and within the organization between employees.

The company operates in a range of energy intensive businesses in the Chlor-Vinyl


and agri-sectors. We are always seeking to produce multiple downstream products in
a manner that we derive the maximum earnings accrual from every unit of power that
we generate in a sustainable way and in varied market conditions. We follow this
model across our manufacturing operations at different locations with an endeavor to
add value while we curtail operating costs. Such an approach allows us to direct
resources and inputs to various downstream businesses in the most efficient manner
and also become a cost competitive producer in our chosen area.

As a leading equal opportunity employer in India, DSCL has a motivated and


dynamic management team of highly qualified professionals and dedicated workmen
and staff whose work has shown the way towards creating “Team Excellence ".

DSCL has a long history of accessing and employing the best technologies for its
projects and has worked successfully with renowned international and domestic

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technology partners. As a learning organization DSCL has worked regularly with the
national and international consultants of repute, in diverse areas of Business Strategy,
Quality, Organizational Development etc. In a major IT initiative the company has
networked all its locations on a Wide Area Network (WAN) and implemented SAP
R/3 Enterprise Resource Package (ERP) across the Company. Other key IT enabling
initiatives are Customer Relationship Management (CRM) and Business Information
Warehousing (BIW).

Founded by Sir Shriram in 1889 (as DCM limited), today DSCL (which spun of as a
separate company in 1990) is managed by Mr. Ajay S. Shriram, Chairman and Senior
Managing Director and Mr. Vikram S. Shriram, Vice Chairman and Managing
Director along with a highly professional executive team.

DSCL has strong brand equity reflective of credibility, ethical values and consistent
high quality product image.

With over 30 years of experience in managing large scale process industries with
sustained high level of performance, DSCL meets the needs of a wide range of
customers from farmers to industrial users, from house builders to business owners.

Fostering enduring relationships is at the core of DSCL's business philosophy - with


vendors, business partners, and customers and within the organization between
employees.

OUR BUSINESSES

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DCM Shriram Consolidated Ltd. DSCL, A Company with Turnover of Rs.3253
crores and primary business interest in:

 Agri Businesses:

1. Urea
2. Fertilizers
3. Sugar
4. Hariyali Kissan Bazar
5. Agri inputs
6. Shriram Biosseds

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 Energy Intensive Businesses:

1. Chemicals (Chlor-Alkali)
2. PVC Resins
3. Calcium Carbide
4. Cement

 Value Added Businesses:

• Fenesta Building System


• PVC Compounds
• Energy Services

 Other Businesses:

1. Caustic soda
2. Textiles

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3. Bajra
4. Hydrogen
5. Hydrochloric Acid
6. Corn
7. Cotton
8. Sunflower

 Agri Businesses:—

We regard our agri business as a key growth driver for us. We believe that the
agricultural sector is a high potential area where we, with our expertise and strengths
accumulated over decades of presence in this sector, can add considerable value and
capitalize on emerging opportunities.

Over the years through our various agri-businesses we have developed extensive
working relationship and knowledge about the farmers.

Our agri business offerings comprise agricultural inputs, both manufactured and
merchandised, outputs, distribution and services. Our agri-inputs include Urea, Seeds
and Pesticides manufactured by us.

Additionally, we are also engaged in the marketing of a range of other agri inputs
SSP, and other nutrients such as Zinc Sulphate, soluble fertilizers etc.

In terms of agri outputs, we manufacture and market sugar and its by-products –
Molasses and Bagasse. With the objective to move towards providing total
“Solutions” to the farmers, we have initiated a “Rural Retailing” initiative recently,
which we believe holds immense promise in terms of untapped opportunities,
scalability and growth potential. Being implemented under our “Hariyali Kisaan

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Bazaar” initiative, we offer multiple products and services to the rural and farming
community, including agri inputs, diesel and petrol (under alliance with BPCL),
consumer goods, durables, apparels, insurance, agronomy advisory, credit, and
contract farming as a part of this initiative. It is proposed to extend the offerings to
other products and services over a period.

All of our agri business activities are supported by a strong “Shriram” brand equity
that our products enjoy in the marketplace.

All our agri business units are supported by a robust and extensive distribution and
retail network. From about 3,000 retail outlets five years ago, we now have more than
6,000 retailers where all our manufactured and merchandised products are available to
the country's farming community. We also have around 900 wholesalers to distribute
our agri products, a large number of these have been with us for 3-4 decades.

We offer online agronomy services to farmers through 100 centers – Shriram Krishi
Vikas Kendra’s – established by us across the country that operate with the objective
to increase farmer profitability by providing them effective agronomy services.

We have a team of 102 agricultural graduates, recruited from local institutions and
universities, and 15 development officers who work along with farmers to assist them
in their endeavors. To ensure that our agronomists provide knowledgeable and
unconditional advice, we have not assigned any sales responsibilities to our
agronomists.

The Shriram Krishi Vikas Kendra’s help upgrade farming methods and also provide
assistance to the farming and rural community in the educational, hygiene and
sanitation needs of the community as well as health care support for animal
husbandry.

Such initiatives have made us one of the most reliable and trusted partners of the
Indian agri community.

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1. UREA

We are amongst the first “urea” manufacturers in the country starting way back in the
1960's. Our fertilizer operations are characterized by highly optimized production
process delivering high capacity utilization & proven abilities in erection,
commissioning, and operation & troubleshooting of Ammonia/Urea plant.

Our Urea plant, commissioned in February has a Production capacity of 3, 30,000


TPA, which includes a capacity of about 700 TPD of ammonia, which is an ingredient
in the Urea manufacturing process.

We are the lowest cost naphtha-based urea manufacturer in the country. Our urea
operation has consistently earned production and productivity awards for its
performance.

Located within our Kota manufacturing complex, our urea plant benefits from access
to efficiently generated captive power and robust technical resources that reduce our
cost of manufacturing.

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For the past several years we have been able to manufacture urea in a profitable
manner with naphtha as the feedstock. In line with our intent to continuously explore
and adopt better manufacturing practices and feedstock options, we have converted
the plant into dual feed.

The facility can now accept dual feedstock of naphtha and gas in any proportions. The
necessary infrastructure for transporting gas from the source to the plant has also been
put in place. Meanwhile, the Company has started running the plant on gas from Sep
’07 onwards. This will further reduce our cost of production.

Over the last 4 decades of operations, our brand ‘SHRIRAM' has developed a strong
presence in the rural market and is identified with premium quality reliability and
high trust. The Company has also built up an extensive distribution network over the
entire northern and central India.

We have recently made a successful entry into the Southern region where our
products are gaining acceptance. Encouraged by the initial feedback from the farming
community there, we plan to further strengthen our presence in that market.

2. FERTILIZERS:

DSCL fertilizer operations are characterized by highly optimized production process


delivering high capacity utilization & proven abilities in erection, commissioning.

Operation & troubleshooting of Ammonia / Urea Plant.

• Highlight:

1. Date of Commissioning of plant February 1969

2. Present production capacity (Urea) 3,30,000 MT\Annum

DSCL's Urea operation has consistently earned production and productivity awards
for its performance. Its well-established distribution network in North and West India

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allows the unit to service farmer needs effectively with a consistently high quality
product. It is for these reasons that SHRIRAM UREA enjoys a premium position its
markets.

3. SUGAR:

Sugar is a key component of our agri-business portfolio. Our sugar operations


functioned as an independent company within our Group until March 2004 when they
were merged in DSCL.

These sugar operations commenced in 1998 in central Uttar Pradesh, where the first
sugar mill was established through a green field project at Ajbapur.

We later acquired an existing sugar mill in the same region, at Rupapur, in 2003
emerging as a major sugar producer in central Uttar Pradesh. Two new sugar mills at
Hariawan and Loni were commissioned this year.

We now have a combined installed capacity of 33,000 (tones crushed daily and a
power generating capacity (Bagasse based) of 70.5 MW. which is being further
expanded to 94.5 MW, with an exportable surplus of 51.5 MW for the grid. .All our
sugar plants are self-sufficient to meet their own power requirements from Bagasse.
We are also exporting power to the UP state grid.

• GOMTI SUGAR LIMITED :

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Gomti Sugar Ltd., a unit of Ghaghara Sugar Ltd., an enterprise of DCM Shriram
Consolidated Limited, New Delhi, is a 6000 tcd sugar mill situated at Ajbapur village,
JB Ganj, Kheri district, in central UP.

The plant was commissioned in November 1997 with a crushing capacity of 3125 tcd.
The continued efforts in the cane development front and growth thrust of the
Management have made possible to reach today’s crushing level of 6000 tcd.

• Manufacturing Overview:

We have four sugar production facilities at Ajbapur, Rupapur, Hariawan and Loni
located in central UP. All of our production facilities are completely self-sufficient
with access to reliable captive power, based on bagasse, which is a sugar by-product,
and are equipped with modern equipment and machinery.

These in turn have made us one of the most efficient crushers and producers of sugar
in the country.

We established our Ajbapur facility as a Greenfield project in 1998. It is a new and


modern plant with high levels of automation and process control systems similar to a
chemical plant. Resultantly, this plant's output is of premium quality, commanding the
highest prices in our market region.

It is also one on India's fastest growing factory in terms of cane area, crushing and
recovery, and capacity.

At the time of inception, this plant had a capacity of 3,125 TCD, which has since
been expanded, to 10,500 TCD.

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The plant has a captive power capacity of 38 MW which is used for meeting its own
requirements as well as export to the UP state grid. In addition to having in place a
technologically superior factory, we also have strong business processes in place for
continuous improvement of operating efficiency parameters. Our Ajbapur plant is
supported by ERP resources (SAP R/3) as well as TQM and institutional bidding
initiatives. It is the first sugar factory in the country to receive ISO 9000, ISO 14000,
and OHSAS 18000 certifications simultaneously.

We acquired our Rupapur unit in 2003. This factory had been established in 1996,
with its main machinery and plant supplied by Krupp, which is well regarded for
superior technology. This plant's capacity was increased after acquisition from 3500
TCD to 6500 TCD.

Two new sugar mills were commissioned in February 2007 at Hariawan and Loni
(8000 tcd and a 12 mw co-gen plant each), taking our total capacity to 33,000 TCD
and making us the fifth largest player in UP.

The expansion of Co-gen is being undertaken at these two units by additional 12 MW


each to be commissioned by November 08.

• Raw material:

Sugar cane procured from growers around our factories is the primary input for our
sugar operations. Over 2, 00,000 farmers supply us with cane.

In order to facilitate the procurement of sugarcane, we have set-up over 250 cane
centers at our sugar mills. This has significantly reduced the time taken in getting
cane to our manufacturing facilities.

The average distance covered by growers is around 5-7 kilometers and within 48 to 72
hours cane reaches our factories after harvesting.

In order to ensure sustainable supply of high quality sugarcane, we invest time and
resources towards training farmers and helping them in improve their yields as well as
recovery. We also assist farmers with soil fertility mapping for judicious fertilizer
usage.

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Our team of experts has also been engaged in popularizing the use of bio-fillisters,
modern agricultural inputs, and other plant protection measures among cane growers,
resulting in improved yields per hectare.

With a view to improve post-harvest recovery, we help farmers with varietals


propagation and replacement of low yield/low recovery varieties.

We have also implemented an assured irrigation scheme in our cane areas, providing
irrigation means to ensure irrigation to the entire cane crop that we ultimately procure
and use for sugar production.

This is also helping us popularize cost-effective irrigation methods within the farming
community.

Our efforts towards ensuring long-term, good quality cane supply are augmented by
our participation in infrastructure development for facilitating cane supplies, including
construction of road networks, providing means of transportation of cane, and
assisting in the computerization of the local banking operations.

Recognizing farmers as our principal partners in progress, our operating philosophy is


to enhance the economic status of sugarcane farmers while pursuing our own growth
objectives.

We believe that our trust-based relations with farmers built on mutual respect and
understanding is an intangible asset that strengthens the overall operating profile of
our sugar business and allows us to also extend to them our other agri-business
offerings.

4. HARIYALI KISAAN BAZAAR:

31
On 16th July 2002, the first retail outlet was inaugurated at village Del Pandarva
(Distt. Hardoi) on the Delhi-Lucknow highway near the DSCL's Gomti Sugar
complex.

This 10,000 sq ft store is a one-stop shop providing the farmer with a range of multi-
brand agri inputs such as fertilizers, seeds pesticides, micro-nutrients, bio-fertilizers,
agricultural implements, tools and farm fuels.

The store is also geared to provide farmers with expert agronomic guidance and
services like soil testing, water testing, pesticide application services etc. Other value
added farm services are to be added in due course.

After the initial pilot phase comprising of 4 stores in different parts of the country, it
is proposed to roll out the concept nationally.

In the future, Hariyali Kisan Bazaars plans to move beyond agri into other categories
like durables, furniture, electrical, fast-moving consumer goods, to cater to other
needs of farmers as customers.

"Hariyali Kisaan Bazaar" - a rural business centre, is a pioneering micro level effort,
which is creating a far-reaching positive impact in bringing a qualitative change and
revolutionizing the farming sector in India.

It is also an example of how well meaning corporate can contribute to development


of agriculture by building sustainable business models.

DCM Shriram Consolidated Ltd. (DSCL), capitalizing its over 35 years of experience
in the Agri-input markets & first hand knowledge of Indian farmers, is setting up a

32
chain of centers aimed at providing end-to-end ground level support to the Indian
farmer & thereby improving his "profitability" & "productivity".

The key constraints of the Indian farming sector, being addressed by "Hariyali" are:

• Lack of last mile delivery mechanism of modern agriculture know-how &


practices.

• Lack of availability of critical good quality agri-inputs.

• "Middlemen" driven farmer interface.

• High cost credit.

• Lack of direct access to buyers of varied & high value crops.

The "Hariyali Kisaan Bazaar" chain, seeks to empower the farmer by setting up
centers, which provide all encompassing solutions to the farmers under one roof.

Each "Hariyali Kisaan Bazaar" centre operates in a catchments of about 20 kms. A


typical centre caters to agricultural land of about 50000-70000 acres and impacts the
life of approx. 15000 farmers. Each centre is engaged in:

• Bridging the last mile: Provides handholding to improve the quality of


agriculture in the area. Provides 24x7 support through a team of qualified
agronomists based at the centre.

• Quality Agri-Inputs: Provides a complete range of good quality, multi-brand


Agri inputs like fertilizers, seeds, pesticides, farm implements & tools,
veterinary products, animal feed, irrigation items and other key inputs like
diesel, petrol at fair prices.

33
• Financial Services: Provides access to modern retail banking & farm credit
through simplified and transparent processes as also other financial services
like insurance etc.

• Farm Output Services: Farm produce buyback opportunities, access to new


markets & output related services.

• Other Products and Services: Fuels, FMCG, Consumer Goods and Durables,
Apparels etc.

These centers provide the much-needed respect/dignity and freedom to the Indian
farmer. In the near future, Hariyali Kisaan Bazaars plan to move beyond agri to meet
the other needs of farmers as customers.

• Technology as an important enabler:

IT has been a critical backbone to the chain of centers. It is being used to provide
online support on latest technical advancements, weather forecasts, mandi (market)
prices, fair & transparent billing to farmers as well as in maintaining extensive farmer
databases with micro information about the farmers' field to provide customized
service to the farmers.

• Farmer Response:

So far, over 185 "Hariyali" outlets have been set up in different states across India,
which we plan to scale up to 300 by March 10. The ground-level agri-support is
already yielding results in the farmer's fields. Whether it is adoption rate of high
yielding seeds, right doses of fertilization, productivity of cattle-feed, moisture
conservation measures, adoption of new crops/allied occupations or adoption of new

34
technologies like zero tillage, the farmers in catchments of Hariyali centers are
already way ahead of the national averages.

• Future Plans:

Hariyali Kisaan Bazaar has plans to rapidly scale up the operations & create a national
footprint covering all the major agricultural markets of the country. This would mean
catering to cultivable land of over 30 million acres and touching the lives of over 10
million farmers.

• AGRI INPUTS

• Overview:
Leveraging a wide distribution network to build major agri-based business. The
agriculture sector is recognized a strategically important part of the economy and
India is today the world's second largest producer of food after the United.

DSCL agri-inputs business produces Urea fertilizer, is engaged in marketing of a


range of other fertilizers, pesticides and other agri-related products.States.

35
The Agri-Business is leveraging modern management practices to realize significant
value:

• A strong "Shriram" brand equity.

• Over 3 decades of direct relationship with the farming community with supply
of agri-inputs, education, training and community development programs.

• Operations spanning the North, West & South of India.

• Infrastructure of over 30 sales offices, 12 distribution warehouses, 200


wholesales and 4800 retail outlets.

• Shriram Bio Seed Genetics India Ltd that produces high quality hybrid seeds
at Hyderabad, AP, India.

DSCL's strategic focus is to build on its existing activities & infrastructure in agri-
inputs, while also exploring opportunities in agri-outputs, food processing and agri-
based end use products.

We offer online agronomy services to farmers through 107 centers – Shriram Krishi
Vikas Kendra’s – established by us across the country that operate with the objective
to increase farmer profitability by providing them effective agronomy services.

We have a team of 102 agricultural graduates, recruited from local institutions and
universities, and 15 development officers who work along with farmers to assist them
in their endeavors.

36
To ensure that our agronomists provide knowledgeable and unconditional advice, we
have not assigned any sales responsibilities to our agronomists.

The Shriram Krishi Vikas Kendra’s help upgrade farming methods and also provide
assistance to the farming and rural community in the educational, hygiene and
sanitation needs of the community as well as health care support for animal
husbandry.

Such initiatives have made us one of the most reliable and trusted partners of the
Indian agri community.

6. HYBRID SEEDS

• Overview:

DSCL offers a range of hybrid seeds in the country via its 100% subsidiary Shriram
Bio Seed Genetics India Ltd. The Company also operates its seeds business in
Vietnam, Philippines and Thailand and proposes to expand to other locations in Asia

37
Pacific region. At present, the Company deals in Corn, Bajra (Pearl Millet), Jowar,
Paddy, BT Cotton, Vegetables and Sunflower seeds.

Our seeds business is a strong R&D-led operation that develops, produces and
markets high quality hybrid seeds.

Currently, hybrid corn seeds account for most of our sales from this business. The
other hybrid seeds in our portfolio include cotton, sunflower, Bajra, Jowar, SSG, and
paddy.

Having established ourselves as one of the country's top three players in the hybrid
corn seeds market, we are now actively engaged in conducting R&D towards the
development of new hybrids that possess robust disease resistance properties and
offer a high and stable yield performance across varying climate conditions, while
ensuring high grain quality.

We have invested in establishing a robust R&D infrastructure in Hyderabad and


Philippines. Our team consists of qualified professionals and scientists working in the
areas of genetics, plant breeding, and seed technology who leverage modern
biotechnology tools and technologies to develop new and better value-added products.

The Company, keeping with best practices has also created a comprehensive physical
infrastructure encompassing a seed conditioning plant, a cold-storage facility besides
quality assurance facilities and multiple parent seed farms.

That along with an able workforce and process competencies allows DSCL to market
its products more profitably.

Furthermore, the company's existing marketing and distribution set up provides a


ready platform to sell the hybrid seeds, thus substantially lowering the cost of
operations and time-to-market for new products

The overseas operations for hybrid seeds are gaining traction, with the operations at
Vietnam already supplying to a fifth of the market.

38
 Energy Intensive Businesses:—

1. CHLOR ALKALI:

The Chemical Business derives its core strength from its Chlor-alkali operations with
an installed capacity of approx. The strategic thrust of the business is to use it existing
infrastructure and market presence to build value added products and services.

DSCL has two location plants for Chlor-alkali manufacturing facilities. First at Kota
(Rajasthan) and Second at Bharuch (Gujarat). Total production capacity of both plants
is 1, 76,250 TPA. In Kota (1, 13,750 TPA) and in Bharuch (62,500 TPA).

As a first step, DSCL has moved aggressively to enter the water treatment area by
setting up a state-of-the-art plant situated at Kota, Rajasthan for a latest 3rd generation
Poly aluminum Chloride (capacity 39,000 TPA).

Marketed under the brand name Ecorite these products provide outstanding
coagulation/flocculation properties.

39
DSCL’s Chemical Business provides total customer solutions with its nationally
accredited Shriram Environment and Allied Services (SEAS) operations and
laboratories.

2. PVC Resin:

Based on the Calcium carbide based process and closely linked with the Carbide and
Chemicals operations at Kota, DSCL’s PVC resin plant enjoys unique cost advantages
with a built in flexibility to quickly respond to customer needs.

• SHRIRAM POLYTECH LIMITED:

Shriram Polytech Limited (SPL) is a wholly owned new subsidiary company of


DSCL, is India’s largest integrated facility for manufacture of PVC Compounds.

It is the only plant in India to be integrated back to raw materials and to an R&D
facility (IPAC) for customized product development matching international standards.
This allows the company to service customer specific requirements both for bulk as
well as in small volumes.

Shriram Polytech a company that is here to perform, to lead.

DSCL's core philosophy is of a caring, credible and ethical organization. We believe


in building lasting relationships. The working philosophy is one of continuous
improvement through learning initiatives, technology and process up gradation. This
has created exciting new opportunities of growth and diversification for the group.

With its pioneering efforts in the area of plastics business, DSCL is today poised on
the threshold of creating a distinct position for itself in the field of providing
innovative solutions to consumers of Polymers.

40
Polytech is focused on providing enhanced value to the customers in diverse
application areas through customized solutions and quick and interactive response.

Backed by a highly qualified team of capable industry / professionals and a state-of-


art application development center, iPAC, Polytech is all set to establish new
standards in customers’ satisfaction in the plastics industry.

Polytech’s world class manufacturing facility at Kota (Rajasthan), which started in


1964 as a pioneering venture today ranks amongst one of the most advanced plants in
the country. Polytech is certified by UL India for ISO 9001, IS0 14001 and OHSAS
18001 certifications and the facilities are fully equipped to meet the demanding needs
of diversified customer applications.

Marching ahead with the philosophy of the parent group DSCL, Polytech believes
strongly in achieving excellence through people. The continuous training and
development programme further enhances the capabilities of the highly professional
workforce.

Polytech’s wide portfolio of products meets the performance requirements of a broad


range of industries. The company's PVC compounds, sold under the brand name
, reach all consumption centers of the country and are now poised to reach a
new focal point - the global market.

3. CEMENT:

DSCL’s Cement Business is India’s only plant that converts waste generated at Kota
in to consistent quality, premium grade cement products. Shriram Cement is produced

41
in a computer process controlled highly automated plant. The product has created for
itself strong brand equity and is a recognized market leader in its areas of distribution.

• Converting waste in to premium-grade


products:

Our cement business allows us to create wealth from waste generated from our
calcium carbide plant. DSCL is the only manufacturer in the country that converts
waste into consistent quality, premium grade cement.

We have recently expanded our capacity to 4, 00,000 TPA to profitably utilize


additional sludge that is expected to be generated from the planned expansions of our
calcium carbide and PVC capacities.

The use of sludge and access to economic captive power makes this business a very
efficient and competitive operation.

The key quality parameters that differentiate cement are its high degree of whiteness,
superior strength, and quick-setting features that have translated into premium pricing.

Cement manufactured by us is marketed under the “Shriram” brand. Shriram cement


has created for itself strong brand equity, enjoying a premium over competitors brand,
and is recognized as a market leader in its areas of distribution.

42
Business Team
BOARD OF DIRECTORS

Shri Ajay S. Shriram Chairman & Senior


Managing Director

Shri Vikram S. Shriram Vice- Chairman & Managing Director

Shri Rajiv Sinha Dy. Managing Director

Shri Ajit S. Shriram Director (Sugar)

Dr. N.J.Singh Whole Time Director (EHS)

Dr. S.S. Baijal Chairman

Shri Arun Bharat Ram

Shri Pradeep Dinodia

Shri Vimal Bhandari

Shri Sunil Kant Munjal

Shri D. Sengupta

Shri S.C. Bhargava L.I.C. Nominee

43
AWARDS AND TESTIMONIALS

2008 Best Assesses Award - Excise" Received by E.D & R.H " "Excise Trophy"

1998 Star Award "SAP R-3/SAP Star Customer Award 1998"

1996-97 NPC Award for "Second Best Productivity Performance in Fertilizers Industry"

1996-97 Energy Conservation Award in "Chemical Sector"

1995-96 FAI’s Runner Up Award for "Best Production Performance of Nitrogenous Fertilizer Unit"

1994-95 NPC Runner Award for "Best Productivity Performance in Cement Industry"

1993-94 NPC Award for "Best Productivity Performance in Fertilizers Industry"

1993-94 FAI Award for "Best Productivity Performance of Nitrogenous Fertilizers Unit"

National Council of Cement and Building Materials Award for "Best Improvement in
1992-93
Electrical Energy Performance and 2nd Best in Energy Performance"

National Award for " Public Recognition of Out-standing Activity for Prevention & Control of
1991-92
Pollution"

Indian Bureau of Mines Best Award for " Environment Conservation in Air and Noise
1990-91
Pollution "

1990-91 RPCB’s Award for " Excellence in Pollution Abatement Measures "

44
1990-91 NPC Award for “Best Productivity Performance in Fert. Industry "

HUMAN RESOURCE MANAGEMENT

INDEX

DEFINITION OF HUMAN RESOURCE MANAGEMENT


THE SCOPE OF HUMAN RESOURCE MANAGEMENT
CORE ROLES IN HUMAN RESOURCE MANAGEMENT
UNPACKING ROLES
PLANNING AND ORGANISING FOR WORK, PEOPLE AND HRM
PEOPLE ACQUISITION AND DEVELOPMENT
ADMINISTRATION OF POLICIES , PROGRAMMES & PRACTICES
THE STANDARD-SETTING CYCLE
PROCESS FOR INITIAL FIELD ANALYSIS AND STANDARD
GENERATION
INFLUENCES OF A CHANGING ENVIRONMENT

DEFINITION OF HUMAN RESOURCE MANAGEMENT

It is proposed that we take human resource management to be that part of


management concerned with:
all the decisions, strategies, factors, principles, operations, practices,
functions, activities and methods related to the management of people as
employees in any type of organisation (including small and micro to
ensure continuous organisational success in transformative environments.
enterprises and virtual organisations);
all the dimensions related to people in their employment relationships,
and all the dynamics that flow from it (including in the realisation of the
potential of individual employees in terms of their aspirations);

45
all aimed at adding value to the delivery of goods and services, as well as
to the quality of work life for employees, and hence helping

THE SCOPE OF HUMAN RESOURCE MANAGEMENT

The scope of human resource management outlined below includes an


outline of transformation and development issues, tentative generic skills
required in performing HRM roles, as well as the roles of a human
resource management practitioner (line management and HRM
professionals).

With regard to the latter, the assumption is made that roles are inter-
linked and interdependent, even though these relationships may not be
expressly stated in each case.

Transformation and development issues


 Knowledge management which entails accumulating & capturing
 Knowledge in large organisations for future application & use
(organisation memory)
 Reconciliation management
 Work creation as opposed to job creation
 Manage the transfer of HRM functions and skills to line
management
 Marketing of HRM to line management
 Development of contextual approaches to HRM
 Multi-skilling and /or multi-tasking
 Increased societal responsibility
 Managing people in virtual work environments
 Focus on deliverables rather than doables
 Develop additional means of assessing HRM
 Appreciation and assessment of intellectual capital
 Take HRM from a business partner to a business itself / Managing
HRM as a business unit
 Adviser / consultant to line management
Supportive generic skills

46
This is not intended to be final outline of human resource skills but the
following have emerged during the process as important skills for human
resource practitioner to possess.
These are:
 Project management
 Consulting skills
 Entrepreneurship
 Self management
 Communication skills
 Facilitation skills
 Presentation skills
 Skills for transforming groups into self-directed mutually
controlled high performing work teams
 Trans-cultural skills
 Mediation & arbitration skills
 Financial skills
 Problem-solving
 Diagnostic skills

CORE ROLES IN HUMAN RESOURCE MANAGEMENT

The core roles of human resource management are grouped below into
four categories. The titles of the clusters are tentative, and are open for
comment.

 PLANNING AND ORGANISING FOR WORK, PEOPLE AND HRM


 Strategic perspective
 Organisation design
 Change management
 Corporate Wellness management

 PEOPLE ACQUISITION AND DEVELOPMENT


 Staffing the organisation
 Training & development
 Career Management
 Performance Management
 Industrial relations

 ADMINISTRATION OF POLICIES , PROGRAMMES & PRACTICES


 Compensation management

47
 Information management
 Administrative management
 Financial management

UNPACKING ROLES

The roles listed above are now described in terms of broad functions, activities and
outcomes to illustrate more or less what the descriptions will look like once the
Standard Generating Groups begin to work with each role in detail.

PLANNING AND ORGANISING FOR WORK, PEOPLE AND


HRM
STRATEGIC PERSPECTIVE

Develop Human Resource plans and strategies aligned to the


organisation’s strategic direction and business strategy. Provide tools and
tactics to enhance execution of these strategies

Integrate HRM with current and pending legislation and socio-political


changes.
Integrate Human Resource Management with general organisational
management.
Manage the interface between HRM processes and systems.
Formulate and communicate HRM policies.

Act as the conscience of employer with respect to people issues.


Scan the environment (both international and national) and identify
emerging trends that will affect the organisation and the management of
people therein.
Assess the long-term impact of short-term decisions on people.

Manage people related issues accompanying mergers, alliances and


acquisitions.
Express (embody) the philosophy and values regarding people
management in the organisation.

ORGANISATIONAL DESIGN
Analyse work processes and recommend improvements where necessary.
Recommend options for organisational design & structure.

48
CHANGE MANAGEMENT
Advise management on implications of change for employees.
Co-ordinate & facilitate the change process.
Facilitate changed relationships.
Provide support structures for employees during change.
Deliberate and proactive management of the changing environment and
its implications for work and the organisation
.

CORPORATE WELLNESS MANAGEMENT


Develop and communicate policies and procedures with regard to the
management of wellbeing
Manage occupational health and safety
Manage wellbeing (Employee Assistance programs & Health Promotion
programs)

PEOPLE ACQUISITION AND DEVELOPMENT


STAFFING THE ORGANISATION

As an example, each of the functions of this role is further unpacked in


terms of activities.
Human Resource Planning (linked to strategic perspective)
 Determine long-term human resource needs.
 Assess current resources.
 Identify areas of need.

Determining requirements of jobs


 Appoint a representative committee with the task of conducting the
job analysis.
 Decide on the use of job analysis information.
 Decide on the sources of job analysis information.
 Decide on the method for job analysis.
 Review the information.
 Based on the outcomes of the job analysis, write job descriptions
and job specifications

Recruitment of staff for the organisation


 Develop & implement recruiting strategy bearing in mind relevant
legislation.

49
 Decide whether recruitment will take place externally or internally.
 Select methods of the recruitment (for example job posting,
personnel agencies & advertising)
 Engage in recruitment.

Selection of human resources


 Develop and implement selection strategy in line with relevant
legislation.
 Select appropriate tools for selection.
 Validate selection tools in line with legislation.
 Provide selection short list for line management to make a
decision.
Placement of staff
 Place staff in ways that will have the potential to benefit both
organisation and employee.

Induction and orientation


 Act as a facilitator for induction and orientation of new employees

Management of a-typical employment situations.


Management of termination
 Advise management regarding the strategic implications of
terminating employment relationships.
 Conduct exit interviews.
 Develop a plan to replace competence lost.
 Analysis of staff turnover and advise management on pending
problems and corrective action (where necessary).

TRAINING & DEVELOPMENT


Develop a training & development strategy according to the requirements
of legislation and with the improvement of productivity and delivery as
outcome.
Conduct a training needs-assessment including the assessment of prior
learning and write training & development objectives based on the
outcome thereof.
Conduct training & development.
Evaluate training & development with regard to the return on investment.
Promote training & development in the organisation.

50
CAREER MANAGEMENT
Design and implement a career management program aimed at
integrating individual aspirations and organisational needs & realities.
Manage career-related issues in the organisation for example women,
affirmative action and management of diversity with attention to
legislation in this regard.
Manage career-related issues surrounding organisational restructuring,
downsizing & outplacement including provision of support.

PERFORMANCE MANAGEMENT
Design and implement a performance management system linked to
relevant HRM systems and aimed at contributing directly to the business
strategy.
Assess performance.
Use outcome of performance assessment as the basis for decision-making
in areas mentioned in point 1.
The of the Management of individual as well as collective labour
(organisational) performance.

INDUSTRIAL RELATIONS
Develop and communicate industrial relations policies and procedures in
line with legislation.
Involvement in grievance and disciplinary hearings
Lead negotiations (where necessary).
Implement termination procedures
Assessment and management of organisational climate and employee
relations
Liaison with trade unions
Implementation of outcomes of collective bargaining and negotiation

ADMINISTRATION OF POLICIES, PROGRAMMES &


PRACTICES
COMPENSATION MANAGEMENT

Develop compensation strategies and policies in line with legislation and


the organisation’s business strategy.
Attach meaningful monetary values to posts in the organisation ensuring
that the organisation’s compensation is in line with market forces (this

51
may be by means of traditional job evaluation or other methods such as
skill or competency based pay).
Develop appropriate compensation systems for the organisation.
Manage overall labour costs.

INFORMATION MANAGEMENT
Provide current information regarding employees to be used in the
decision-making process and measurement of HRM’s contribution to the
organisation.
Advise management regarding trends emerging from the data.
Conduct HRM research with the aim of solving problems in the
organisation.
ADMINISTRATIVE MANAGEMENT
Provide integrated HRM administration that is speedy & cost effective to
receiver & administrator.
Integrated employee data management.

FINANCIAL MANAGEMENT
Manage the budget for HRM functions (Training and development, IR
compensation, Employment Equity).
Negotiate maximal funds for HR.
Add value to the organisation by demonstrating a sound understanding of
the complexity of business.
Measure the financial impact of human resource systems.

THE STANDARD-SETTING CYCLE

The standard-setting methodology developed by the Education, Training


and Development Practices Project is taken as a departure point to devise
an appropriate process for generating human resource management
standards and qualifications.
The model has eight components:
 establishing the political and technical processes for standard-
setting;
 undertaking a field analysis.
 developing the qualification structure.
 developing the progression paths.
 determining the standards required.
 writing the standards.
 designing uses for the standards.
 Revising the standards and qualifications.

52
Figure 1
The components may be seen as a cycle (see Figure1): they follow one
after the other and the last component returns to the first. However, many
components run in parallel once they have been started. For example, the
first component - establishing the political and technical processes to
undertake standard-setting - is present throughout the cycle.

Also, there is a view in the sub-committee that work on components 5


and 6 could precede or run in parallel with work on components 3 and 4.
The work of the Standard Setting Groups proposed in this document will
clarify this through action research.

The next section discusses the steps to devise a framework through an


initial field analysis (component 2), and to prepare for the work required
for components 3 to 7.

PROCESS FOR INITIAL FIELD ANALYSIS AND STANDARD


GENERATION

The sub-committee decided to undertake an initial field analysis through


the following actions (which are not necessarily to be done in sequential
order):

53
Define the HRM sub-field in the Business, Commerce and Management
context and, more specifically, in the context where HRM is practised.

Analyse the current HRM field.


Analyse the potential HRM field taking into account Transformation and
Development issues. This activity is likely to include national and
international research to determine Transformation and Development
issues and best or preferred practice.

Identify stakeholders and role-players for the listed activities.


Pragmatically, it is not that all stakeholders and role players will be
involved in all activities, however, it is suggested that the whole HRM
scope, in terms of stakeholders or role players, is covered in carrying out
all the activities.

Identify HRM roles (current and potential) requiring unit standards.


Generalist and specialist roles should be identified at various levels and
within the different domains of HRM. This activity should keep in mind
career paths in the various domains of HRM and the potential to move
from one HRM domain to others

Identify supportive HRM roles (ancillary) requiring unit standards.


Describe the shift from current to future roles and the supportive
competencies that HRM practitioners should master.
Develop a work flow analysis (project management) for the activities
listed.

INFLUENCES OF A CHANGING ENVIRONMENT

To define and describe the scope of human resource management requires


an understanding of the influences that the changing environment in
which human resource management is situated have on human resource
management systems and roles.

For this reason, a brief survey is given of aspects of the environment that
were taken into account when compiling the definition and scope of
human resource management. The process followed in arriving at the
definition and scope will also be outlined.

The organisational context in which HRM finds itself at present is one of


rapid change and considerable uncertainty. As various views of HRM

54
were placed on the table and discussed, it became apparent that this sub-
field of management is in a phase of transition.
In the context of traditional organisational structures, HRM was placed
as a function within a "silo", as were other organisational functions; for
example finance, production and marketing.

However, a turbulent environment has brought a concurrent change in


organisational structures and the nature of HRM and its functions are in
the process of change.
Many organisations are now structured around multi-disciplinary project
teams with the HRM professional as one member of the team or as
consultant to the team, and where line managers take on various HRM
roles.

Figures 2 & 3 illustrate these developments.

55
The nature of Human Resource Management Roles

Human resource management is also in the process of change with regard


to the nature of the role performed. In the past many functions were
performed by HRM professionals themselves, the role they are taking on,
is one of consultant to line management, where line managers perform
many of the functions traditionally handled by HRM professionals.

Similarly there is a trend in which businesses are shedding all functions


that are not directly related to core business, and in the process many
HRM functions are being outsourced. Hence the change in the nature of
services provided.

56
The activity of generating unit standards and designing qualifications can
be used as an opportunity to catapult HRM practices into the future. To
do this, those issues which are going to shape the future for HRM
practices (termed transformation and development issues) need to be
identified and analysed, especially in relation to current roles that will
still be required of HRM practitioners.

These issues are central to the activity of generating unit standards (e.g.
outsourcing, societal responsibility) and their impact on HRM roles (e.g.
staffing, performance management).

In addition, supportive roles or functions required by HRM practitioners


will also have to be identified in order to complete the HRM practitioners
qualifications design package (e.g. Financial, IT). This description may
be depicted as in Figure 4.

Dimensions of Human Resource Management involvement


As part of the overall change in the nature of HRM, the extent of
involvement by the HRM function in the lives of individuals and the
community is increasing. Traditionally the focus was limited to
employees in the organisation.

57
However with a greater awareness of the importance of well-being and
the role of family and community in determining well-being, the Human
Resource Management function needs to be involved more widely than
before.

This impact reaching the broader community and includes involvement in


socio-economic activities and legislation issues. Figure 5 illustrates the
greater involvement required of human resource managers.

58
INTRODUCTION OF TRAINING

TRAINING

Successful candidates placed on the job need training to perform their


duties effectively. Apart from workers even the supervisors, managers
and executives need to be developed in order to enable them to grow and
acquire maturity of thought and action.

Training is emerging as a new discipline focusing attention on the totality


of an organization. It is as much concerned with the individual as with the
environment with in which he operates. The whole purpose of training is
to improve the effectiveness of an organization and to enable it to achieve
its objectives.

It requires humility to accept and advocate that training. Training cannot


be treated as a panacea for all industrial ills. If the culture of an
organization is unsatisfactory, best of the training programmes have a risk
of being nullified. The need for training and development is determined
by the employees’ performance deficiency, computed as follows:-

TRAINING AND DEVELOPMENT NEED = STANDARD


PERFORMANCE - ACTUAL PERFORMANCE

TRAINING DEFINED

It is a learning process that involves the acquisition of knowledge,


sharpening of skills, concepts, rules, or changing of attitudes and
behaviours to enhance the performance of employees.

Training is activity leading to skilled behavior.

• It’s not what you want in life, but it’s knowing how to reach it

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• It’s not where you want to go, but it’s knowing how to get there

• It’s not how high you want to rise, but it’s knowing how to take off.

• It may not be quite the outcome you were aiming for, but it will be an
outcome

• It’s not what you dream of doing, but it’s having the knowledge to do it

• It's not a set of goals, but it’s more like a vision

• It’s not the goal you set, but it’s what you need to achieve it

Training is about knowing where you stand (no matter how good or bad
the current situation looks) at present, and where you will be after some
point of time.

Training is about the acquisition of knowledge, skills, and abilities (KSA)


through professional development.

ROLE OF TRAINING

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INPUTS IN TRAINING AND DEVELOPMENT

A training & development programme must contain inputs which enable


the participants to gain skills, learn theoretical concepts and help acquire
vision to look into the distant future. In addition to these, there is a need
to impart ethical orientation, emphasize on attitudinal changes and stress
upon decision making and problem solving abilities.

SKILLS--: Training is imparting skills to employees. A worker needs


skills to operate machines and use other equipments with least damage
and scrap.
Employees, particularly supervisors and executives need interpersonal
skills. They are needed to understand oneself and others better and act
and behave accordingly.

EDUCATION--: The purpose of education is to teach theoretical


concepts and develop a sense of reasoning and judgement. It is well
understood by HR specialists that any training programme must contain
an element of education.

Organizations must encourage part time basis programmes and other


refresher courses conducted by various institutes and business schools.

DEVELOPMENT--: Another component of training and development


programmes is development which is less skill oriented but stresses on
knowledge. Knowledge about businesses environment, management
principles and techniques, human relations, specific industry analysis and
the like is useful for better management of a company.

ETHICS--: There is a need for imparting greater ethical orientation to a


training and development programme. There is no denial of the fact that
ethics are largely ignored in businesses. Unethical practices abound in
various spheres in a organization. They are less seen in personnel
functions. It is the duty of the HR manager to enlighten all the employees
in the organization about the need for ethical behavior.

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ATTITUDINAL CHANGES--: Attitudes represent feelings and beliefs
of individuals towards others. Attitudes affect motivation, satisfaction
and job commitment. Negative attitudes need to be converted into
positive attitudes. Changing negative attitudes is difficult because –

• Employees refuse to change


• They have prior commitments
• Information needed to change attitudes may not be sufficient.

DECISION MAKING AND PROBLEM SOLVING SKILLS--: They


focus on methods and techniques for making organizational decisions and
solving work related problems. This kind of learning seeks to improve
trainees’ abilities to define and structure problems, collect and analyze
information, generate alternative solutions and make an optimal decision
among alternatives.

IMPORTANCE OF TRAINING

• Optimum Utilization of Human Resources – Training helps in


optimizing the utilization of human resource that further helps the
employee to achieve the organizational goals as well as their individual
goals.

• Development of Human Resources – Training helps to provide an


opportunity and broad structure for the development of human resources’
technical and behavioral skills in an organization. It also helps the
employees in attaining personal growth.

• Development of skills of employees – Training helps in increasing the


job knowledge and skills of employees at each level. It helps to expand
the horizons of
Human intellect and an overall personality of the employees.

• Productivity – Training helps in increasing the productivity of the


employees that helps the organization further to achieve its long-term
goal.

• Team spirit – Training helps in inculcating the sense of team work, team
spirit, and inter-team collaborations. It helps in inculcating the zeal to

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learn within the employees.

• Organization Culture – Training helps to develop and improve the


organizational health culture and effectiveness. It helps in creating the
learning culture within the organization.

• Organization Climate – Training helps building the positive perception


and feeling about the organization. The employees get these feelings from
leaders, subordinates, and peers.

• Quality – Training helps in improving upon the quality of work and


work-life.

• Healthy work-environment – Training helps in creating the healthy


working environment. It helps to build good employee, relationship so
that individual goals aligns with organizational goal.

• Health and Safety – Training helps in improving the health and safety of
the organization thus preventing obsolescence.

• Morale – Training helps in improving the morale of the work force.

• Image – Training helps in creating a better corporate image.

• Profitability – Training leads to improved profitability and more


positive attitudes towards profit orientation.

• Training aids in organizational development i.e. Organization gets more


effective decision making and problem solving. It helps in understanding
and carrying out organisational policies

• Training helps in developing leadership skills, motivation, loyalty,


better attitudes, and other aspects that successful workers and managers
usually display.

IMORTANCE OF TRAINING OBJECTIVES

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Training objective is one of the most important parts of training program.
While some people think of training objective as a waste of valuable
time. The counterargument here is that resources are always limited and
the training objectives actually lead the design of training. It provides the
clear guidelines and develops the training program in less time because
objectives focus specifically on needs. It helps in adhering to a plan.

Training objectives tell the trainee that what is expected out of him at the
end of the training program. Training objectives are of great significance
from a number of stakeholder perspectives,

1. Trainer
2. Trainee
3. Designer
4. Evaluator

Trainer – The training objective is also beneficial to trainer because it


helps the trainer to measure the progress of trainees and make the
required adjustments. Also, trainer comes in a position to establish a
relationship between objectives and particular segments of training.

Trainee – The training objective is beneficial to the trainee because it


helps in reducing the anxiety of the trainee up to some extent. Not
knowing anything or going to a place which is unknown creates anxiety
that can negatively affect learning. Therefore, it is important to keep the
participants aware of the happenings, rather than keeping it surprise.

Secondly, it helps in increase in concentration, which is the crucial factor


to make the training successful. The objectives create an image of the
training program in trainee’s mind that actually helps in gaining attention.
Thirdly, if the goal is set to be challenging and motivating, then the
likelihood of achieving those goals is much higher than the situation in
which no goal is set. Therefore, training objectives helps in increasing the
probability that the participants will be successful in training.

Designer – The training objective is beneficial to the training designer


because if the designer is aware what is to be achieved in the end then
he’ll buy the training package according to that only. The training
designer would then look for the training methods, training equipments,
and training content accordingly to achieve those objectives.
Furthermore, planning always helps in dealing effectively in an

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unexpected situation. Consider an example; the objective of one training
program is to deal effectively with customers to increase the sales. Since
the objective is known, the designer will design a training program that
will include ways to improve the interpersonal skills, such as verbal and
non verbal language, dealing in unexpected situation i.e. when there is a
defect in a product or when a customer is angry.
Therefore, without any guidance, the training may not be designed
appropriately.

Evaluator – It becomes easy for the training evaluator to measure the


progress of the trainees because the objectives define the expected
performance of trainees. Training objective is an important to tool to
judge the performance of participants.

METHODS OF TRAINING

There are various methods of training, which can be divided in to


cognitive and behavioral methods. Trainers need to understand the pros
and cons of each method, also its impact on trainees keeping their
background and skills in mind before giving training.

Cognitive methods are more of giving theoretical training to the trainees.


The various methods under Cognitive approach provide the rules for how
to do something, written or verbal information, demonstrate relationships
among concepts, etc. These methods are associated with changes in
knowledge and attitude by stimulating learning.

The various methods that come under Cognitive approach are:

 LECTURES

 DEMONSTRATIONS

 DISCUSSIONS

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 COMPUTER BASED TRAINING (CBT)

o INTELLEGENT TUTORIAL SYSTEM(ITS)

o PROGRAMMED INSTRUCTION (PI)

o VIRTUAL REALITY

Behavioral methods are more of giving practical training to the trainees.


The various methods under Behavioral approach allow the trainee to
behavior in a real fashion. These methods are best used for skill
development.

The various methods that come under Behavioral approach are:

GAMES AND SIMULATIONS

BEHAVIOR-MODELING

BUSINESS GAMES

CASE STUDIES

EQUIPMENT STIMULATORS

IN-BASKET TECHNIQUE

ROLE PLAYS

Both the methods can be used effectively to change attitudes, but through
different means.

Another Method is MANAGEMENT DEVELOPMENT METHOD –

MANAGEMENT DEVELOPMENT

The more future oriented method and more concerned with education of
the employees. To become a better performer by education implies that

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management development activities attempt to instill sound reasoning
processes.

Management development method is further divided into two parts:

ON THE JOB TRAINING –

The development of a manager’s abilities can take place on the job. The
four techniques for on-the job development are:

COACHING

MENTORING

JOB ROTATION

JOB INSTRUCTION TECHNIQUE (JIT)

OFF THE JOB TRAINING –

There are many management development techniques that an employee


can take in off the job. The few popular methods are:

SENSITIVITY TRAINING

TRANSACTIONAL ANALYSIS

STRAIGHT LECTURES/ LECTURES

SIMULATION EXERCISES

MODELS OF TRAINING

Training is a sub-system of the organization because the departments


such as, marketing & sales, HR, production, finance, etc depends on
training for its survival. Training is a transforming process that requires
some input and in turn it produces output in the form of knowledge,
skills, and attitudes (KSAs).

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THE TRAINING SYSTEM

This will bring people together both physically and psychologically.


Also, right amount of space should be allocated to every participant.

Establishing rapport with participants – There are various ways by


which a trainer can establish good rapport with trainees by:
• Greeting participants – simple way to ease those initial tense moments
• Encouraging informal conversation
• Remembering their first name
• Pairing up the learners and have them familiarized with one another
• Listening carefully to trainees’ comments and opinions
• Telling the learners by what name the trainer wants to be addressed
• Getting to class before the arrival of learners
• Starting the class promptly at the scheduled time
• Using familiar examples
• Varying his instructional techniques
• Using the alternate approach if one seems to bog down

Reviewing the agenda – At the beginning of the training program it is


very important to review the program objective. The trainer must tell the
participants the goal of the program, what is expected out of trainers to do
at the end of the program, and how the program will run.

The following information needs to be included:

• Kinds of training activities


• Schedule
• Setting group norms
• Housekeeping arrangements
• Flow of the program
• Handling problematic situations

TRAINING EFFECTIVENESS

At a basic level, evaluation consists of defining objectives, specifying


those objectives measurably, and then assessing the extent to which
learners have mastered those objectives. To determine the results of

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training, management must establish baseline performance metrics based
on the needs assessment. That is, "What measurement is used to identify
the gap?" After the training has been conducted, these performance
metrics can be evaluated to determine the effect of the training. Of
course, other influences (e.g., a change in procedures, new technology)
should be noted to ensure the positive or negative effect was due to
training.

Training programs should be evaluated on four levels:

Reaction: What are the participants’ feedbacks on the training? This is


typically measured through a survey and usually covers such items as
program methodology, group and individual exercises, quality of
materials and media, facilitator capabilities, facilities, etc.

Learning evaluation: This is the process of collecting, analyzing and


reporting information to assess how much the participants learned and
applied in the learning environment.

Application to the job: This step assesses the degree to which the
knowledge, skills and abilities taught in the classroom are being used on
the job.

Evaluating the impact and ROI: This is the process of determining the
impact of training on organizational productivity, improved customer
satisfaction and the organization's strategic business plan.

What is the change in business metrics attributable to training? What is


the return on the training investment (typically calculated by dividing the
net dollar value of the benefit by the costs of training)?

Training evaluation is always a challenging area, especially when


training new recruits because it is necessary to have a clear understanding
of their baseline before the training starts; otherwise you cannot be sure
how far they have progressed as a result of their participation in training.
Therefore, return on investment works much better when a full training
needs analysis is undertaken at the beginning.

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A comprehensive evaluation system might consist of the following
process that as far as possible reduces subjectivity and inconsistency in
this way you should be able to achieve accurate and credible results:

1) Decide which programmes you are going to measure and consider why
you are assessing them. It may be that you want to check that a
programme is meeting its objectives, or identify how a programme can be
further improved. Deciding this should help you consider which
information you need to collect and how you will collect it. In most cases
a return on investment (ROI) calculation is likely to be based on
information about the impact of the programme on the business but you
should really collect data at all levels for a full assessment, including:

The trainees' reaction to the training and what they plan to do, or can now
do, as a result

Changes in knowledge, skills and attitude

How the training is actually applied on-the-job

Measurable business results (e.g., increased first point of contact


resolution, increased quality monitoring scores, reduced escalations to
management)

The calculated return on investment

More intangible measures that cannot be converted into financial values.

2) Next you need to make sure that your evaluation methods are
appropriate to the programme you are measuring and to your time /
budgetary constraints. Organisations typically use such things as
observation in the workplace, surveys or questionnaires, focus groups,
interviews, performance monitoring and collection of financial data. It is
important during your evaluation to incorporate hard measures such as
results and costs, as well as the softer measures like changes in work
habits and attitude.

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3) The timing of evaluation is also key best practice suggests that a two-
part approach should be taken. In the first place, trainees' reactions and
learning during the programme should be considered. Secondly, you
should take into account how training is applied in the job and what the
benefits are afterwards. For best results the evaluation process should be
planned into the training right from the start and, for many organisations,
this includes a rigorous pre-course briefing before participation in
training. As well as timing, duration is important how long after the
programme/s are you going to track benefits? There is no single correct
answer to this because it depends if the programme is likely to yield
benefits over the longer term or whether results will be evident quickly.

4) In order to achieve full credibility; as far as you can you need to aim to
isolate the effects of training from other factors. This is a really tough job
but there are a number of ways, including:

Analyse pre-training performance trends to predict what would have


happened without the programme

Ask trainees, their team leaders and supervisors what improvements have
been made and to what extent the training has been responsible for them

Seek input from customers

Look at anything else that may have caused a change (for example, ad
hoc coaching and mentoring from team leaders or peers, self-directed
learning).

5) Having got this far, you need to convert hard and soft data into
financial terms. Typically this is done by:

Working out the value of quality, perhaps in terms of time for rework or
management time dealing with escalations or complaints

Measuring the contribution of improved performance to bottom line


(profits, customer retention and lifetime value)

Converting staff time to costs using pay and benefits figures and applied
to time spent in training (a cost) and to benefits such as time gained
through reduced sickness and absence levels. Include something in your

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calculation for the more intangible benefits such as job satisfaction or
commitment to the organisation.

Referring to external sources, such as industry estimates of the costs of


staff turnover

Seeking the view of participants and managers.

6) Against these you will need to establish the costs of the training
programme. This might include the pay and benefits costs of the trainer,
materials, room and equipment hire, refreshments, pay and benefits costs
of the trainees and training department administration.

I hope this gives you a useful starting point. It is quite a long process, but
necessary if you want to ensure you are providing for staff requirements
whilst getting value out of your investment.

We measure first contact resolution (FCR) by call type. Examples of our


call types include LAN connectivity, MS Outlook, proxy setting and
password resets. We know what the FCR is prior to training and then we
compare it to FCR after training. Secondarily, you can also examine
customer satisfaction (if problems are being solved then satisfaction
should go up) and average talk time.

The issue with average talk time is trying to decide whether training
should make talk time go up or down.

Here are the two theories:

1) Talk time should decrease after training because the agent will know
how to solve the problem more quickly.

2) Talk time should increase because prior to training the agent would
just say, "sorry, I can't solve this, let me assign your ticket to tier 2
supports." Assigning tickets is faster than solving problems.

Hope this helps. -- Mark S. Roberts, N.B.I. Area Americas Service Desks

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One way to measure effectiveness of training, in this case, would be to
monitor some incoming calls. Design a call quality form based on desired
behaviors. Make note of some actual assistance requests. Then, based on
realistic scenarios, place mock calls to your agents to see if they are
responding in the manner you desire. You will get immediate feedback
on areas where coaching and/or additional training is required. You
should let the agents know in writing that monitoring will take place. For
better buy in, roll it out with two goals: to promote employee
development and to measure training effectiveness. Make it clear that this
is not to be used as a performance measure. -- Elizabeth Rattray

Measuring training output is always tricky. The first step is to ensure that
all modules delivered to your agents have an adequate assessment tool to
measure whether the learning outcomes have been achieved.

The second step is to evaluate the learning outcomes. Ask yourself as the
manager of the call centre how these learning outcomes are going to
improve the performance of your agents and how you can measure this.

An easy one is dealing with difficult customers or customer service


training. A team leader should be aware of where an agent is in relation to
call quality so when one of their agents attends a course there should be a
measurable improvement in the agent's performance.

You should also ensure team leaders conduct interviews with agents prior
to a course and then after a course. -- Julia McIntyre, United Customer
Management Solutions

Measuring the effectiveness will be two-fold. First you need to test the
individuals at the end of the training session. Second, you need to test
how well they are applying their leanings out on the floor. -- David Byrd,
Stevens Communications.

There are multiple ways of measuring training effectiveness.

A feedback form at the end of every training session administered to your


agents will help.

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A quiz at the end of every training program is a must - the scores of your
agents will indicate to you the success of the training program.

Training is hard to measure if you specifically intend to set goals against


the department. Instead, you can use the target performances of your call
centre staff. Generally speaking, you need to assess and evaluate the

effectiveness of the training -- can the staff do the job? Did they transfer
the skills learned in the class to the job?

You need to determine a reasonable time frame for new staff to reach
goals and establish a reasonable place for them to be outside of training.
This should be done in consultation with your supervisors / team leaders
and your training staff.

For example:

After training they should average 90 seconds or under Average Talk


Time (ATT) with 90% accuracy. After 80 hours of exposure (or 4 weeks
full-time), the staff should average 40 seconds or under ATT with 90%
accuracy.

You need to allow for individual staff that will be either extremely fast at
reaching targets or extremely slow. You also need to be conscious that
sometimes the staff that you employ -- despite intensive interviewing
processes -- won't be a good match for the job. And you need to allow for
any staff that may be attitudinally out of whack with your organisation.

Therefore, you need to measure the training group norm. Also, you need
to ensure that systems you use to measure them are valid, reliable, fair
and flexible.

In Australia, we use a standard called Competency Based Training (I'm


not sure whether this standard is used in the US or not). The concept is
that training should target the competencies required on the job and the
required background knowledge. Staff should then be assessed to
determine if they are competent to do the job as a result of training.

Here's link to

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an extract from a document that I wrote for my training diploma - it
covers assessment techniques for training and evaluating the
effectiveness of training.

- Another thing to keep in mind is that most call centre trainers tend to
spend too much time on theory or too much time on navigation. It is my
belief that that training time should roughly be spent the way staff will
spend their time on the job.

For example, for most call centre staff one-third of their role is theory
(product information, client profiles, etc.), one-third of their role is
knowing how to navigate the systems that they use, and one-third is call
handling techniques. Training should reflect a similar breakdown. If your
trainer is spending too much time on navigation or theory it will be hard
for new staff to translate the skills directly across to their job and their
on-the-job learning time will take longer. --Jennifer Mason

An excellent way of measuring training effectiveness is using the book


Evaluating Training Programs by Donald Kirkpatrick. This book is
readily available and can easily be purchased over websites like
Amazon.com or Barnesandnoble.com.

In it, he suggests there is a sequence of ways to evaluate programs. The


four levels are:

Level 1 - Reaction
Level 2 - Learning
Level 3 - Behaviour
Level 4 - Results

Along with Kirkpatrick's Four-Level Model are many examples and


detailed case studies.

It's an excellent resource and can be tailored to fit your needs. -- Sara
Duncan, First Federal Capital Bank

In my view the KP model is the best fitted model for measuring training
effectiveness. First / second stage: reaction / learning is captured at end of
program.
Third Stage of Behaviour is judged by his immediate superior and his
peers.
Fourth Stage: results are quantified by the individual. His appraisal is
clubbed with performance in reference to that training.

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Also, IT systems play an important role in integrating this effectiveness
score. We have recognition for: “Best Learning to Doing" which is built
in for the fourth stage where employees enter into the IT system their
achievements and ROI. An audit committee validates the savings, etc.
SAP HR is one of the IT systems which has made this possible.
-- Rajiv Oza, Tata Chemicals Ltd

I have been in the training business for over 20 years, and the biggest
issue with training effectiveness that I have observed is that evaluators do
not know what to look for in regards to changes in performance. They do
not know this because no one made an effort to fully analyze the on-the-
job performance goals that the training was supposed to support.

Also, when an effort is made to obtain this information, it is often


gathered from sources who lack a true understanding of the tasks being
trained (managers, technical people, product specialists, etc.) or from
interviewing people who are available at the time the information is
needed. It is critical that only true "accomplished performers" be
interviewed. Designing your training based on inputs from average
workers is going to result in you training people to be average workers,
which isn't in the best interests of your company.

After working with 27 training groups, I've seen that in the absence of
detailed job analysis, the tendency is to analyze the work environment to
develop training. This usually results in job training that focuses on the
tools the student will use, but not on the processes they must follow to
accomplish something of value to the company. This results in training
effectiveness being based on how well a student can use a tool, not on
how well the student can do a job using the tool. This is why a thorough
analysis of the process flows the student must accomplish on the job is so
critical, and in our call center we have about 120 flows that we track.

For me, measuring training effectiveness has nothing to do with student


critiques, "happy sheets", or other student-generated criteria. Students are
not masters of training, nor of the performance of tasks on the job, so
their opinions hold little empirical value. This is why I focus my attention
on the line managers, quality assurance reps, and others who can provide
me with actual empirical data to judge the performance of students while
on the job. I meet with these people 7 days, 30 days, and 90 days after
training has been completed. I check for student accuracy, adherence to
call handling quality measures, and performance metrics like call cycle

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times, queue times, etc., that are captured by various software. All of this
reveals a much more holistic view of a student's performance on the job,
and by looking for trend issues I can usually factor out personal shortfalls
that some students may have. -- Bruce Reynolds, Blue Cross Blue Shield

RESEARCH METHODOLOGY

RESEARCH PURPOSE --: The project aims to find the ‘Effectiveness


of Training Programmes’. The effectiveness was surveyed for the
following training programmes:

• Personal Productivity.

RESEARCH METHODOLOGY--: By keeping the purpose of research


in mind a questionnaire was prepared to measure the effectiveness of
training programme at SFC. There were four main stages in the research
method--:

1. Designing the questionnaire.


2. Sampling.
3. Collecting data.
4. Analysis and Findings.

To conduct my research effectively and systematically, I used the


following process which consist of these steps.

1] Selection of research topic--: The research topic was given and the
purpose of the research was decided.

2] Review of literature--: Before getting started with the survey I went


through various journals and publication of the company, i.e. ‘NEWS
LETTER’ of DSCL which is published every month. This newsletter
consists of all the activities which took place the previous month.
The information about the company’s history, other products and
business dealing areas were taken from the company’s website
www.dscl.com.
All this was preserved as the secondary data.

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The primary data was gathered by getting the forms filled and conducting
the survey and by discussion and interaction with the employees.

3] Preparation of research design--: A research design is a systematic


plan to coordinate archaeological research to ensure the efficient use of
resources and to guide the research according to scientific methods.
Research design can be divided into these parts:
• Sampling design
• Observational design
• Statistical design
• Operational design

SAMPLING DESIGN--: The procedure by which a few subjects are


chosen from the universe to be studied in such as way that the sample can
be used to estimate the same characteristics in the total is referred to as
sampling. The advantages of using samples rather than surveying the
population are that it is much less costly, quicker and, if selected
properly, gives results with known accuracy that can be calculated
mathematically. Even for relatively small samples, accuracy does not
suffer even though precision or the amount of detailed information
obtained might. These are important considerations, since most research
projects have both budget and time constraints.
Sampling can be divided into 2 parts--:

I. Random Sampling II. Non-Random Sampling

(i) Simple random sampling. (i) Judgement non


random
sampling.
(ii) Stratified random sampling. (ii) Quota non random
sampling
(iii) Systematic random sampling. (iii) Convenience non
random
sampling.
(iv) Multi-stage sampling.

For this project the method of Systematic Random Sampling was adopted
and a Sample Size of 50 employees was taken.

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METHOD OF DATA COLLECTION--: The data was collected by the
questionnaire method. A questionnaire was prepared which consisted of
18 questions to be filled by the employees.

LIMITATIONS

Though I had a very cordial relation with people at S.F.C., but there were
certain constraints that came my way during the training period.
The major hurdles that I came across were –

1] The organization was very big, so I could not cover every part of it.

2] A major constraint was the time duration as it was just 8 weeks,


therefore I was not able to do a in depth study of the topic.

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INTRODUCTION TO THE TRAINING TOPIC

The project aims at measuring the effectiveness of the following training


programme--:

PERSONAL PRODUCTIVITY: The Personal Productivity Workshop


is designed to teach how to achieve more with the available time. Tried
and tested tools for improving efficiency and discover new ways of
thinking that will improve one’s effectiveness is taught.

The workshop provides skills in both traditional and emerging


productivity topics including memory techniques, mind mapping,
effective communication techniques, neuro-linguistic programming,
speed and flexible reading, humour in the workplace and prioritisation
skills.

Key Benefits

• Understand key productivity and efficiency tools.


• Develop new thought processes and mindsets that will help you
achieve more.
• Fit more into your working day without increasing your stress
levels.
• Know your limits and know how to extend them comfortably.
• Be more effective at work and at home.
• Rediscover how clever you really are.

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ANALYSIS AND INTERPRETATION

PERSONAL PRODUCTIVITY

My analysis on PERSONAL PRODUCTIVITY is based on a survey of


50 employees of DSCL, Kota.

HOW THE EMPLOYEES’ RESPONDED

1. Has the basic objective of the training programme been achieved?

To this question the answer was:-

70% said Yes


10% said No
20% said Can’t Say

2. Was there a proper linkage among organizational, operational and


individual training needs?

To this question the answer was:-

50% said Yes


50% said No

. 3. Were there a comprehensive and a systematic approach towards


training during all the stages?

To this question the answer was:-

70% said Yes


30% said Can’t Say

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4. Did the training programme facilitate your work in an effective
manner?

To this question the answer was:-

100% said Yes

All the employees answered favorably to this question.

5. How was the extent of opportunity provided to air your frank


opinions, view and problems during the entire training programme?

To this question the answer was:-

0% said V.Good
70% said Good
30% said Average

6. How often did the trainer find time to listen to employees’


questions?

To this question the answer was:-

30% said V.Often


70% said Often

7. Was the training programme influenced from any of the following?

Most of the employees didn’t find the programme influenced by


the mentioned factors
This can be seen in their response

90% said None of the Above


10% said There were Miscellaneous reasons for that.

8. What was the level of satisfaction derived?

To this question the answer was:-

40% said High

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60% said Low

9. What were the principles of learning?

To this question the answer was:-

60% said Employee Motivation.


30% said Practice Opportunities.
10% said Transfer of Learning
0% said Feedback

10.Level of positive behavioral change observed?

To this question the answer was:-

10% said Absolute Change


90% said Moderate Change

11.Level of personal productivity increased?

To this question the answer was:-

10% said To Great Extent


90% said To Some Extent

12.Whether the topic coverage was adequate?

To this question the answer was:-

60% said Yes


40% said Can’t Say

13.Are you able to fully practice the concepts learnt, at your work
place?

To this question the answer was:-

70% said Yes


20% said No
10% said Can’t Say

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14.Any improvements in your professional knowledge?

To this question the answer was:-

20% said Yes


30% said No
50% said Can’t Say

15.Extent of satisfaction?

To this question the answer was:-

10% said Fully Satisfied


70% said Satisfied
20% said Moderately Satisfied

The last 3 questions were the open ended one’s in which I asked them the
things they liked and disliked. I also asked them to give their suggestions
to improve the training programme.

THINGS THEY LIKED

1. It was a well explained programme.

2. Programme had well explained examples.

3. Easy approach and positive thinking was encouraged.

4. Helped in increasing the workers personal productivity at work as


well as at home.

5. Trainer was well qualified.

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THINGS THEY DID NOT LIKE

1. There were certain concepts they did not understand.

2. Not much feedback was taken from the workers.

3. It was for a very short span of time.

4. It was a little monotonous.

SUGGESTIONS

1. The programme should be conducted on regular intervals.

2. More examples related to work should be given.

3. Frequency of the programme should be increased.

4. More simplified language should be used.

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FINDINGS AND ANALYSIS

The result thus obtained, on a careful scrutiny show that there is a


general awareness about the training programmes amongst the
employees of S.F.C.
The organization understands the need and importance of training
programmes and conducts them on regular intervals to cater to the
needs of officers and workers.

The programmes are conducted on technical, behavioral and general


topics and are well organized.

The results and interpretation show that employees are well aware of
training programmes and attend them from time to time to gain
insight and more knowledge in their field.

The responses from the selected sample indicate that the employees
have been benefited by these programmes as a result of which they
have been able to perform their work in an effective manner. These
employees have also noticed a positive behavioral change in them
which has been observed by their colleagues and other people
surrounding them.
Therefore most employees do not feel any need of change in the
existing procedure, which proves that the training programme has
really been effective.

Thus, according to the given responses we can conclude that there is


proper and broader coverage of training programmes and meets their
expected needs.

In the employees’ opinion the faculty for training programmes is


good; the area in which training programmes are more required is self
development and effectiveness of training programme is satisfactory.

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CONCLUSION

Finally I would like to conclude that I had an extremely interactive


session with all the employees I surveyed and I was able to know
their valuable suggestions on the training programmes conducted by
S.F.C, KOTA.

The organization’s main strong point is the programmes carried out in


the training centre to improve the efficiency of employees working in
various departments by implementing various activities and training
sessions to update in order to compete with today’s scenario.

At the end of my project report I must say that it was a very


knowledgeable experience for me to work on this project and in this
organization. I am sure that the work experience I gained here will
help me throughout my life.

Once again I express my sincere thanks to Dr. M.S. Rau and


Mr.K.R.S. Khinchi for their valuable guidance.

I extend my sincere thanks to all the employees who helped me


during my project as they gave me their precious time to fill my forms
and gave their valuable suggestions for the fulfillment of my report.

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RECOMMENDATIONS

1. Some literature should always be provided to the trainees to refer


to it from time to time.

2. Evaluation of these training programs should be done after their


completion to know that what employees gained after attending it.

3. Training related to Personality development is recommended.

4. More use of simple language and easy well explained examples


should
be given.

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BIBLIOGRAPHY

Books consulted -:

• K.Ashwathapa , Human Resource and Personnel Management


Tata M.C Graw Hill Publishing Company Limited, New Delhi.

• C.B. Memoria, Personnel Management, Himalaya publishing


house, Bombay.

Websites consulted -:

• www.dscl.com
• www.google.com
• www.wikipedia.com

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