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TRAINING EFFECTIVENESS
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.
DATE
4
DECLARATION
Place:
Signature
Date:
(…………………)
5
PREFACE
MEGHA SHARMA
6
ACKNOWLEDGEMENT
MEGHA SHARMA
7
CONTENT LIST
1. Preface 5
2. Acknowledgement 6
3. Content List 7
4. Executive Summary 8
Training 38-61
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
8
9
EXECUTIVE SUMMARY
• 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:
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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
12
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.
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.
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.
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.
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:
People Development:
• Continuously improve and upgrade the skills and competencies of our people
• Support people to realize their potential
Team Work:
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CHAIRMAN’S & VICE CHAIRMAN’S
DESK
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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.
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.
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.
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.
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
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.
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:
• Highlight:
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:
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.
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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.
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.
• 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.
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.
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.
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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.
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
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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:
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.
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• Financial Services: Provides access to modern retail banking & farm credit
through simplified and transparent processes as also other financial services
like insurance etc.
• 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.
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.
35
The Agri-Business is leveraging modern management practices to realize significant
value:
• Over 3 decades of direct relationship with the farming community with supply
of agri-inputs, education, training and community development programs.
• 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.
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.
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.
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.
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.
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Polytech is focused on providing enhanced value to the customers in diverse
application areas through customized solutions and quick and interactive response.
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.
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.
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.
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.
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Business Team
BOARD OF DIRECTORS
Shri D. Sengupta
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AWARDS AND TESTIMONIALS
2008 Best Assesses Award - Excise" Received by E.D & R.H " "Excise Trophy"
1996-97 NPC Award for "Second Best Productivity Performance in Fertilizers Industry"
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 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 "
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1990-91 NPC Award for “Best Productivity Performance in Fert. Industry "
INDEX
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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
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.
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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
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.
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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.
ORGANISATIONAL DESIGN
Analyse work processes and recommend improvements where necessary.
Recommend options for organisational design & structure.
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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
.
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Decide whether recruitment will take place externally or internally.
Select methods of the recruitment (for example job posting,
personnel agencies & advertising)
Engage in recruitment.
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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
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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.
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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.
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Define the HRM sub-field in the Business, Commerce and Management
context and, more specifically, in the context where HRM is practised.
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.
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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.
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The nature of Human Resource Management Roles
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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).
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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.
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INTRODUCTION OF TRAINING
TRAINING
TRAINING DEFINED
• 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 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.
ROLE OF TRAINING
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INPUTS IN TRAINING AND DEVELOPMENT
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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 –
IMPORTANCE OF TRAINING
• 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.
• Health and Safety – Training helps in improving the health and safety of
the organization thus preventing obsolescence.
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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
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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.
METHODS OF TRAINING
LECTURES
DEMONSTRATIONS
DISCUSSIONS
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COMPUTER BASED TRAINING (CBT)
o VIRTUAL REALITY
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.
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.
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
SENSITIVITY TRAINING
TRANSACTIONAL ANALYSIS
SIMULATION EXERCISES
MODELS OF TRAINING
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THE TRAINING SYSTEM
TRAINING EFFECTIVENESS
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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.
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.
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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
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:
Ask trainees, their team leaders and supervisors what improvements have
been made and to what extent the training has been responsible for them
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
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.
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.
The issue with average talk time is trying to decide whether training
should make talk time go up or down.
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.
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.
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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.
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:
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.
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
Level 1 - Reaction
Level 2 - Learning
Level 3 - Behaviour
Level 4 - Results
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.
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.
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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
• Personal Productivity.
1] Selection of research topic--: The research topic was given and the
purpose of the research was decided.
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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.
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.
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INTRODUCTION TO THE TRAINING TOPIC
Key Benefits
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ANALYSIS AND INTERPRETATION
PERSONAL PRODUCTIVITY
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4. Did the training programme facilitate your work in an effective
manner?
0% said V.Good
70% said Good
30% said Average
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60% said Low
13.Are you able to fully practice the concepts learnt, at your work
place?
83
14.Any improvements in your professional knowledge?
15.Extent of satisfaction?
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.
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THINGS THEY DID NOT LIKE
SUGGESTIONS
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FINDINGS AND ANALYSIS
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.
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CONCLUSION
87
RECOMMENDATIONS
88
BIBLIOGRAPHY
Books consulted -:
Websites consulted -:
• www.dscl.com
• www.google.com
• www.wikipedia.com
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