PROJECT REPORT ON

NAME OF STUDENT ABHAYA NAND CHATURVEDI REGISTRATION NUMBERACADEMIC YEAR-2008-09

SYMBIOSIS CENTRE FOR DISTANCE LEARNING SYMBIOSIS BHAVAN, 1065B, GOKHALE CROSS ROAD MODEL COLONY , PUNE 411016.

PREFACE
Human Resources play a vital role in shaping a healthy and growing organization. Without doubt, human resources development has hence been aptly described as the soul of a vibrant and dynamic organization. The increasing complexity and problems of managing human resources places heavy demands on ensuring equal emphasis on all the sub-systems which play a crucial part in ensuring holistic development of the human resources. Human Resources Management has gained immense importance in todays environment of global competition to meet future challenges in the new millenium. In these days of rapid advancement in Information Technology and Techno-Commercial aspects of business, it would be eventually the Man behind the Machine who would determine which way / direction an organization goes. Human Resources Development systems have an important task in achieving the required dynamics to enable any organization to perform at its peak. The right recruitment and selection to start with, progressive training and development thereafter, and, a fair performance appraisal system gives an impetus to professional and proficient management of HR. There is yet another dimension of HRM which is directly related to, and falls within the ambit of organizational development that deserves major attention because the character & culture of an organization is formed by HR of the organization and that will finally decide the future of the organization. After said all this, it is imperative to consolidate on the available human potential and check HR wastages to ensure organizational effectiveness as it has become a key to sustain excellence and achieve competitive advantage over others. This project study on ROLE OF HR SUBSYSTEMS IN THE ORGANIZATIONAL EFFECTIVENESS thus assumes an even greater relevance in the existing changing business scenario especially so when there is a paradigm shift in the Organizations approach towards Human Resources Management in outlining specific roles. Without defining HR vision, roles & objectives, an organization would jeopardize its growth and survival therefore it is all the more necessary to indigenise the HR sub-systems for ones own benefit after a close microscopic scrutiny. It has been my best and sincere effort to collect information from as many departments and sections as possible in the given time period, to maximize the viability of the results. Though the time limit was short but I have tried my level best to do justice. Any errors and omissions that might have occurred are totally unintentional and unfortunate. I shall always be obliged to everybody whoever put his/her valuable comments on this report.

ACKNOWLEDGEMENT
With a deep sense of gratitude I express thanks to all those who have been instrumental in the development of the project report. I am also indebted to all lecturers, friends and associates for their valuable advice, stimulated suggestions and overwhelming support without which the project would not have been a success.

TABLE OF CONTENT PREFACE ACKNOWLEDGEMENT INTRODUCTION6-12 Company overview OBJECTIVE OF THE PROJECT13-16 OBJECTIVE OF STUDY SCOPE OF STUDEY LIMITATIONS OF STUDY METHODOLOGY AND PROCEDURE OF WORK 17-18 RESEARCH DESIGN18 THEORETICAL AND PRACTICAL PERSPECTIVE19-61 HR POLICIES OF HINDALCO..20-23 TRAINING & DEVELOPMENT....................................................24-54 INTRODUCTION...................................................................25-19 TRAINING AND DEVELOPMENT IN HINDALCO.......30-37 TRAINING POLICY.38-40 TRAINING & DEVELOPMENT PROCCESS IN HINDALCO.40-47 MANAGERIAL ASSESSMENT OF PROFICIENCY (MAP) 48-49 ORGANISATION DEVELOPMENT.55-59 SWOT ANALYSIS - TRAINING AND DEVELOPMENT...60-61 QUESTIONNAIRE RESULT.69-71

RECOMMENDATION...................................................................71 SUMMARY OF PROJECT REPORT..72-73 ANNEXURES74-78 PROPSAL..75-77 REFERENCE.78

CONCLUSION..............................................................................70

INTRODUCTION
ADITYA BIRLA GROUP OVERVIEW
GENESIS: Aditya Birla Group traces its origin back to the tiny village of Pilani in the Rajasthan desert, where, late Shri Seth Shiv Narayan Birla started cotton-trading operations in 1857. Then one visionary the late shri G.D Birla set up Indias first integrated aluminium manufacturing unit at Renukoot, in 1962, backed by captive power plant at Renusagar in 1967. It further evolved under the dynamic leadership of the late shri Aditya Vikram Birla a prominent figure in the Indian industry, under whose stewardship Hindalco attained its leadership position in aluminium. Today our Group chairman, Dr. Kumar Manglam Birla has put together the building blocks to make Indian business a global force. INTRODUCTION: The Aditya Birla Group is Indias first truly multinational corporation global in vision, rooted in indian values, A US $24 billion corporation with a market cap of US $31.5 billion and in the league of Fortune 500, the Aditya Birla Group is anchored by an extraordinary force of 100,000 employees, belonging to 25 different nationalities. In India, the Group has been adjudged "The Best Employer in India and among the top 20 in Asia" by the Hewitt-Economic Times and Wall Street Journal Study 2007. Over 50 per cent of its revenues flow from its overseas operations. The groups products and services, offer distinctive consumer solutions. Its 66 state-of-the-art manufacturing units and sectoral service span throughout the world. The Group operates in 20 countries: India, Thailand, Laos, Indonesia, Philippines, Egypt, China, Canada, Australia, USA, UK, Germany, Hungary, Brazil, Italy, France, Luxembourg, Switzerland, Malaysia and Korea which make it Indias first truly multinational conglomerate.

The name "Aditya Birla" evokes all that is positive in business and in life. It typifies integrity, quality, performance, perfection, and above all, character. Our corporate logo, 'The Rising Sun', symbolizes these traits. ('Aditya' is the Hindi word for sun). The logo consists of an inner circle, symbolizing the internal universe of the Aditya Birla Group, an outer circle, symbolizing the external universe, and a dynamic meeting of rays converging and diverging between the two. Commited to being a global benchmark group, the aditya birla group reaches out to the core sector in india in industries integral to the nations growth .

Aluminium, cement, fertilizers, viscose staple fibre, textiles, petroleum refining, power, software, tele communication, industrial chemicals and financial services. Globally the Aditya Birla Group is: A metals powerhouse, among the world's most cost-efficient aluminium and copper producers. Hindalco-Novelis from its fold, is a Fortune 500 company. It is the largest aluminium rolling company. It is one of the three biggest producers of primary aluminium in Asia, with the largest single location copper smelter. No.1 in viscose staple fibre The fourth largest producer of insulators The fourth largest producer of carbon black The 11th largest cement producer globally Among the world's top 15 BPO companies and among India's top three Among the best energy efficient fertiliser plants

In India: A premier branded garments player The second largest player in viscose filament yarn The second largest in the chlor-alkali sector Among the top five mobile telephony companies A leading player in life insurance and asset management Among the top three supermarket chains in the retail business

Rock solid in fundamentals, the Aditya Birla Group nurtures a culture where success does not come in the way of the need to keep learning afresh, to keep experimenting. Beyond business Reaching Out A value based, caring corporate citizen the Aditya Birla Group inherently believes in the trusteeship concept of management. A part of the groups profits is ploughed back in to meaningful welfare driven initiative that make a qualitative difference to the lives of marginalized people. These activities are carried out under the aegis of the Aditya Birla Center for community initiatives and Rural Development spearheaded by Mrs. Rajashree Birla. Beyond business the Aditya Birla Group is: Working in 3,700 villages Reaching out to seven million people annually through the Aditya Birla Centre for

Community Initiatives and Rural Development, spearheaded by Mrs. Rajashree Birla Focusing on: health care, education, sustainable livelihood, infrastructure and espousing social causes Running 41 schools and 18 hospitals

Transcending the conventional barriers of business to send out a message that "We care".

A leap in to the future:

Hindalco Ind. Ltd. and Novelis Inc. announced an agreement for Hindalcos acquisition of Novelis for nearly US$ 6 billion in May 2007.

GROUP PHILOSOPHY
RESTS ON FOUR PILLARS: CUSTOMERIZE PEOPLE- IZE STRATEGIZE INSTITUTIONALIZE

GROUP VALUES
OUR VALUES ARE NON NEGOTIABLE, THEY ARE NEVER TO BE JETTISONED, FOR US OUR VALUES ARE OUR WELLSPRING. THESE ARE: INT EGRITY CO MMITMENT PAS SION SEA MLESSNESS SPE ED

GROUP VISSION
TO BECOME A PREMIUM CONGLOMERATE WITH CLEAR BUSSINESS FOCUS AT EACH CORPORATE LEVEL

GROUP MISSION
TO DELIVER VALUE FOR OUR CUSTOMERS, SHAREHOLDERS, EMPLOYEES AND SOCIETY AT LARGE

Aditya Birla Management Corporation Ltd. (ABMCL)

In a strategic move to institutionalize its management process, the Aditya Birla Group has set up Aditya Birla Management Corporation Limited (ABMCL) It is headed by Board of Directors with Mr. Kumar Mangalam Birla as a Chairman. It is a Groups apex decision making body and provides strategic direction to group companies. The Group has following Achievement to its credit The worlds no.1 in viscose staple fiber. The third largest producer of insulator. The worlds third largest producer of carbon black. The worlds eighth largest producer of cement and the largest in a single geography. Asias largest integrated aluminum producer. A globally competitive, fast growing copper producer. Indias premier branded garments player. Among Indias most energy efficient private sector fertilizer plants. Indias second largest producer of viscose filament yarn. Indias second largest private sector insurance company. Among the worlds top 15 and Indias top three BPO companies. The group has also made successful forays into it and IT sector and has a significant presence in the Financial Sector and telecommunications sectors in tie-ups with giants like Sun Life insurance (Canada) and At &T (USA) respectively.

HINDALCO AN INTROUCTION
Hindalco Industries Limited, the metals flagship company of the Aditya Birla Group, is an industry leader in aluminium and copper. A metals powerhouse with a consolidated turnover of Rs.600,128 million (US$ 15 billion), Hindalco is the world's largest aluminium rolling company and one of the biggest producers of primary aluminium in Asia. Its copper smelter is the world's largest custom smelter at a single location. Established in 1958, Hindalco commissioned its aluminium facility at Renukoot Renukoot in Eastern U.P. in 1962. Later acquisitions and mergers, with Indal, Birla Copper and the Nifty and Mt.Gordon copper mines in Australia, strengthened the company's position in value-added alumina, aluminium and copper products, with vertical integration through access to captive copper concentrates. In 2007, the acquisition of Novelis Inc. a world leader in aluminium rolling and can recycling, marked a significant milestone in the history of the aluminium industry in India. With Novelis under its fold Hindalco ranks among the global top five aluminium majors, as an integrated producer with lowcost alumina and aluminium facilities combined with high-end rolling capabilities and a global footprint in 12 countries outside India. Its combined turnover of US$ 15 billion, places it in the Fortune 500 league. Hindalco, at Renukoot, houses a fully integrated plant, comprising of 3 main plants i.e. the Alumina, Smelter & Fabrication Plants. Each plant employs varying Technology. With integrated facilities, output from various plants is used by next, along with varying raw materials. Company has its own captive power plant at Renusagar (30 Km away from Renukoot ) with installed capacity of 741.7 MW and 78 MW of Co Generation Plant at Renukoot itself. Alumina Plant: - It was commissioned with an initial capacity of 40,000 MTPA, which has now increased, to 700000 MTPA. The plant has been expanded in phases using new technology from time to time for energy efficiency and capacity enhancement. It employs the basic Bayers process and the major raw materials for the plant are Bauxite, Steam, Caustic Soda and Furnace oil. Aluminium Smelter: - It has 11 Pot lines with 2067 Pots installed with annual production capacity of 3,75,000 MT. The Smelter employs the Hall Heroult Electrolysis Process for the extraction of Aluminium from Alumina. Basic raw materials for the smelter are Alumina, Power, Anodes and Aluminium Fluoride. Fabrication Plant (Value Added Products): - The Fabrication Plant at Renukoot comprises of 4 Main Sections Remelt Shop, Cast House, Rolling Mills, Extrusion & Conform which produce Wire Rod, Sheets, Coils and Extruded Products. Hindalco, an ISO 14001, ISO 9001:2000 and OHSAS 18001 Company. Recently these three system have integrated as IMS (Integrated Management System).

HINDALCO INDUSTRIES LIMITED RENUSAGAR POWER DIVISION

HINDLCO is among the most efficient power user per-ton of aluminum produced, their electricity consumption 15326 kwh. as against world average of the 16107 kwh. innovation and constant upgradation have led to these energy efficient plant operations. Hindalco has been the recipient of the energy conservation Award instituted by the ministry of power in 1991,1995 and 1996 and the race of the quality the organization has obtained the ISO-9000 in the year 1994 and also achieved ISO-14001 for the preservation of environment. Out of various contributors the result in the significant low cost aluminum production, one of the major contribution is made by captive power plant of HINDALCO-RENUPOWER established at Renusagar, RENUSAGAR DIVISION has major contribute in its success. RENUSAGAR POWER is the brain child of the great visionary the LATE SRI G.D. BIRLA who foresaw the power storage in the company long before the other could visualize about it and established a captive thermal power plant at Renusagar, merely 40 km. From aluminum plant (HINDALCO- RENUKOOT) utilizing low-grade coal of Singrauli coal belt, in the vicinity of Rihand Lake in Sonebhadra district of U.P. Power is the most cost driver for the aluminum industry. In the Indian context, self-sufficiency in the power is mot important achievement. HINDALCO-Renusagar rapidly moving towards self-sufficiency on this critical front. The recent capacity of power plant is 742 MW.consisting of ten units and meets the entire power requirement of Hindalco. Thee first Turbo-Generator of 67 MW.was commissioned and on full load in September 1967 in the record time of 23 months from excavation of foundation. The second unit was commissioned in 1968. Adding two Tests of 70 MW.each in 1981-83 and fifth unit of 68 MW.in1989 subsequently expanded the power plant. With the commissioning of an additional power generator turbine of 74 MW. In march 1997 two more units of 74 MW. And 76 MW. Each in March 1998. In 2002 unit 9 was commissioned with capacity of 80 MW. And recently the tenth unit also has been commissioned with capacity of 80 MEW. The installed capacity of Renusagar power plant has increased to 741 MW. This renders Hindalco Industries Limited not only self sufficient in power but also provides them with surplus power that they can supply to the grid.

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OBJECTIVE OF THE PROJECT OBJECTIVE OF STUDY

To determine the effectiveness of HRD systems and assess their contribution to the organizational Traning &development effectiveness of Hindalco Industries Limited. In todays dynamic environment, the most important resource needed by an organization to enable its survival is knowledge. Knowledge is needed to generate customer-oriented products and services, to adopt world class technology, to modernize the systems and processes, to innovate continuously and to gain a competitive edge. The only source of this knowledge to any organization is people. It is only through people that an organization can acquire knowledge in order to be effective. Here the role of HRD comes in. In order to make knowledge acquisition a continuous and never-ending process, HRD has to facilitate the learning and development of its people. It is mostly true that organizational effectiveness depends on a number of variables like environment, technology, competitors, and the management philosophy. However, an organization that has competent, satisfied, committed and dynamic people is likely to do better than an organization that scores low on these attributes. This project is an attempt towards studying the linkages between the HRD outcomes and the effectiveness of the organisation. For this purpose, five critical subsystems of human resource development were identified, viz., Human Resource Information, Reward and Welfare, Performance Appraisal, Training and Development, and Organisational Development Interventions. Efforts were made to determine how effectively each of these subsystems were functioning independently and how they were contributing to the effectiveness of the organisation under consideration, i.e. Hindalco Industries Limited.

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SCOPE OF STUDEY
HRD cell working system Comparison between current activity and improved activity HRD employee really performs their job or not. Employee opinion for effectiveness of HRD cell. Organization really need or not of HRD DEPARTMENT. Need of training and development program. Access the success of training program.

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LIMITATIONS OF STUDY The large structure of the organization makes it difficult to gather all the information required, hence the source of the information is limited. Employee do not take interest to attend time taking program Low satisfaction level among junior employees. HRD system working on set pattern. HRD not take interest to arrange regular basis YOGA and meditation class, because this type class is more required today industrial environment. Time is bigger factor of detail study.

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METHODOLOGY AND PROCEDURE OF WORK RESEARCH DESIGN

The study is carried out on the basis of information and data collected from Training and development center of Hindalco Ind. Ltd. The following procedure is followed The research includes interpretation of training and development process at Hindalco. Understanding the HR policies of Hindalco. Determining the training plan. Analyzing the training process. Evaluation and conclusion.

DATA COLLECTION
Both primary and secondary data are collected for the purpose of completion of this project report.

DATA COLECTION METHOD

The data is collected through both primary and secondary methods.

PRIMARY METHOD
Information gathered by feedback forms filled by and interview and discussions with the employees of various departments.

SECONDARY METHODS
Secondary data is being collected through following methods; Hindalcos training planner and induction guide. Training report and manuals available in the training centre. Information from HR USER software used by hindalco.

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Company annual report and other publication. Other training documents available at the training centre. Company Website

Data Analysis
Data is analysed on the basis of available information. Different statistical tools like Bar charts, Pie Charts, and Tables were used for the analysis of the data.

THEORETICAL AND PRACTICAL PERSPECTIVE HR POLICIES OF HINDALCO

INTRODUCTION TO HRD What is HRD ? HRD is the process of helping people to acquire competencies. In an organisational context HRD is a process by which the employees of an organisation are helped in a continuous and planned way to : Acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles. Develop their general capabilities as individuals and discover and exploit their inner potential for their own and/or organisational development purposes. Develop an organisational culture in which supervisor-subordinate relationships, team work and collaboration among sub-units are strong and contribute to the professional well-being, motivation and pride of employees. HRD process is facilitated by mechanisms (instruments or sub-systems) like performance appraisal, training, organisational development (OD), feedback and counselling, career development, potential development, job rotation and rewards. Employees are continuously helped to acquire new competencies through a process of performance planning, feedback, training, periodic review of performance, assessment of the development needs and creation of development opportunities through training, job rotation, responsibility definition and such other mechanisms.

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The problem of evaluation of HRD is compounded by the treatment of the concept by users. The HRD concept is differently treated and interpreted by different people. For some HRD is the new avtar of the personnel function. Others have treated HRD as a programme which has distinct objectives and time boundaries. Some people treat it as a system. Sometimes, HRD is considered as an OD intervention, being co-ordinated by HRD personnel. A few people treat it as a management philosophy which emanates from the values of top management. The different conceptions of HRD boil down to the question What are we trying to measure a function, a programme, a system, an intervention or a management philosophy. An HRD professional is clear in his mind as to what and why he is evaluating the How aspect of evaluation is simpler to handle. We define HRD as training, performance appraisal, career planning and succession planning and personal and organisational development. These activities are geared towards the development of people, their role effectiveness and the accomplishment of organisational goals. The Concept of HRD HRD is a process, not merely a set of mechanism and techniques. The mechanisms and techniques such as performance appraisal, counselling, training and organisation development interventions are used to initiate, facilitate and promote their process in a continuous way. Because the process has no limit, the mechanism may need to be examined periodically to see whether they are promoting or hindering the process of development by planning for it, by allocating organisational resources or the purpose and by exemplifying on HRD philosophy that values human-beings and promotes their development.

HR POLICIES
Hindalco Powered by People My objective has been to build a meritocracyan organization is about people who make it and it would continue to be my focus. : Kumar Mangalam Birla At the heart of Hindalcos processes, products, growth and success lies the endeavor and dedication of the Hindalco team. A multilingual, multicultural cross functional team of people bound by the strong organizational values and pursuing a common mission to create superior value, realize full potential and steer the company towards a position of a global metal major. An achievement focused and development-oriented work culture embedded in high standards of business ethics supported by sound management practices and good HR policy is the defining characteristics of the Hindalco work ethos. Hindalco has made its HR policy keeping all the things in the mind and in the favor of its human capital. Overview of Human capital: (as on 1st Jan 2008) Category of employee Total employee strength

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Managerial staff Supervisory staff Work men Total strength

1029 1211 8159 10399

HR VISION To provide an enabling environment where employees competencies are nurtured and harnessed towards sustainable business growth & leadership. HR MISSION To proactively assess and provide services for the HR needs of the business & customers for the attainment of organizational goals. HR OBJECTIVES To collaborate with and support internal customers of HR in achieving business objectives through services viz . effective manpower planing ensuring harmonious industrial relations etc. To review and redesign the structure of the organization with clarity of roles, responsibility and accountability for overal organizational effectiveness and speedy response to the emerging business challenges. To develop knowledge and skills of the employees and groom leaders with functional and business competencies to meet future demands of the organization ( viz. Flexibility & change management) To benchmark best HR practices in order to enhance human resource efectiveness. To enhance employee productivity through rationalization of jobs and manpower optimization. To promote emploee involvement in decision-making, team working, creatively and empowerment. To institutionalise transparency by farming, updating & communicating systems and processes. To maintain good liaison with government/ external agencies in order to better serve the organizational cause.

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To provide a safe and healthy work enviornment and continuously benchmark and upgrade the standerds of safety and hygiene; and To work towards improving the quality of work life of employees and their families.

HRD ACTIVITIES
MANPOWER PLANNING MANAGERIAL MANPOWER REDUCATION PLAN (MMRP) RECRUITMENT AND PLAN MENTOR SYSTEM BMC-TRANINING MODULES CONTINUOUS TRAINIG & RETRAINING INDUCATION LEAVEL TRAINING & INDUCATION REPORT SUCCESSION PLANNING PERFORMANCE APPRAISAL & POTENTIAL APPRAISAL POTENTIAL IDENTIFICATION(HPFT) EMPOWERMENT THROUGH DLEGATION AND PARTICIPATION DELAYERING

HRD ACTIVITIES ON SHOP FLOOR

HRD TASK FORCE QUALITY CIRCLES SHOP FLOOR COMMITTEES TOTAL PRODUCTIVE MAINTENACE COMPUTERIZED HR SYSTEM (MIS/PIS) HRD AUDIT BY OUTSIDE COSULTANCY

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TRAINING & DEVELOPMENT TRAINING & DEVLOPMENT AN INTRODUCTION

Every organisation needs to have well-trained and very experienced people to perform the activities that have to be done. If the current or potential job occupant can meet this requirement, then also training is important for any oranzation. Empoyees traning is the pricess where learn the skills , knowledge, attitude and behaviour necessary to perform the job effectively. A newly employed person is introduced to his department, its relation to other departent and its place in the whole organization. The organization objective philosophy and practice. Trining is required at every assignment to an other one of different nature. As the job has become more and more complex, the importance of employees training has increased. When jobs were easy to learn, simple and influenced to only a small degree by technological changes, there was little need for the employees to upgrade or alter their skills. The management devlopment on the other hand is designed to over all effectiveness of manager to their present position and them to preapair for greater responsibility when they are promoted. Management development has become more prevalent in recent year because of increasingly complex demand, being made on manager and training the manager only through experience is a time consuming and unreliable process . Training is linked with performance appraisal career devlopment Employees are trained on jobs are through in house training programs. For some employees including manager outside training may be utilized to enhance, upgrade or develope specific skills. Thus it can be concluded that training and devopment is an essential tool in human resource devopment. A society is facing a rapid rate of technological social changes management need to be developed as they have to tackle problem arising out of automation intense market competition growth of new market, enlarge labour participation in management and greatest interest taken by the public government in various activities of business. The participants also have opportunity to improve their knowledge base by learning the theme related to concept and building their skills and attitudes through various practical exercise. Besides above the small group exercises, Role-play, interface/ panel dicussion also promote participante culture and break the psychological barriers.

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Some programs have a common methodology like knowledge sharing, group Discussion and presentation etc. however a judicious mix of lecture/ Discussion/ case studies/ role play/ business game etc. is used to make absorption learning spontaneous and instant.

CONCEPT OF TRAINING AND DEVELOPMENT Definition:

Traning is the process of the learning a sequence of programmed behavior. It is application of knowledge. It is attempts to improve their performance on the current job and prepare them. Training is essentially a process of developing skills, knowledge, attitude or behavior of the people through instruction, practice domestic demostration or other techniques, either on the job or in the class room. it aims at ensuring the effective use of peple at all levels and in all types of employment and creating such individually or collectively, enable people to make the best contribution to the success of helping emplayees to be more effcetive in present or future work. Well-trained emplyees will not only do the job efficiently but also get more satisfaction from work.

ROLE OF TRAINING AND DEVELOPMENT IN ORGANISATIONAL EFFECTIVENESS

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OBJECTIVES

RESULTS

To provide technical training required for the respective jobs. To upgrade these skills as per technological changes. To substitute lack of experience in case of new employees through on-the-job training. To improve interpersonal skills of the employees To have a multi-skilled workforce To prepare employees to face challenges To have ready substitutes for key positions

Improves quality in every function

Prevents manpower obsolescence Facilitates personal growth of employees Reduces wastages, increases productivity Enables the organisation to fulfil future manpower needs Improved human relations

Creation of learning environment in the company

Organizational effectiveness

OBJECTIVES OF TRAINING AND DEVELOPMENT

Training helps the trainees to accquire the subject matter.

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Training helps to the brings about a change of attitude and behavior. Training helps to bring about a change of attitude and behaviour towards a particular problem. Training aims at enhanching the capabilities of the trainees so as to enable them to increase their probem solving capacity. Traing aims at bridging the gap between the expected levels of performance and actual performance. To assure the organization the availibility of required number of manager with requisite skills to meet the present and anticipated future needs of business. To encourage manager to grow as efficient person and increased their capacities and handling more responsibility. To improve the performance of managers at all levels of job they hold. To sustain good performance of manager through out their career. To prepare managers with forward-looking approach.

PRINCIPLES OF TRAINING
A sound program of operative training is based on the following principle: Every human being is capable of being trained . An adequate interest and motive for training is essential . People achieve more of their training when they are informed of their achievements. Training is an active process . Training is related to attention concentration process . Trainees learn better when they learn at their own place . Training technique and process should be directly related to the needs of the organization .

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Training should be conducted in the actual job environment to the maximum possible extent . There is always some gap beetween actual performance and the capacity to perform , which provide opportunities for improvement . Feedback from subordinate to superiors and group to individual is necessary for recognition of shortcomings and for keeping oneself in touch with the progress .

TRAINING AND DEVELOPMENT IN HINDALCO

Introduction:

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Hindalco seeks to create an environmet where each employee can give his best, through the acquisition of the needed competencies and skills. The Training and Development Centre of Hindalco has taken up a comprehensive, innovative, real world approach to employee education, training and development that mirror the multi disciplinary nature of todays business and opportunity. This approach expands the scope and reach of training programs to clarify challenges, identify opportunities, develop relevant competencies and deliver effective training solution. T & D Centre offers the training services to the individual, departments/ functions. The Training Programs are designed to support employees at various levels from High Potential, Young Achiever, to Middle level to Supervisor including workers. The Training is being offered broadly in following categories. A. Behavioral & Managerial Training:

Competencies Development: The various modules addressing development of competencies have been planned and customized on the basis of TNI. Feedback/ inputs from employees and their superiors have been incorporate to develop the training solutions. The focus is to develop competencies that are particularly necessary in the changing environment.

Talent Management: These programs are focused to address the competencies identified under Talent Management initiatives across the Aditya Birla Group. General Management: Through these programs, the focus would be to provide general management skills required to take up the higher challenges for the managers aspiring to go higher up in the organization.

Supervisory Skills: The programs under this category add value in terms of enhancing skills and changing the behavior and attitudes of supervisors and front line managers, while improving the treatment and morals of workers. As supervisory roles are continuously changing and the role requirement is much more than ever before.

Change Management: The objective of such programs is to build the readiness of the managers to appreciate the emerging changes in the business and enable them to take necessary steps to implement changes at shop floor.

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 E-learning: It is a unique opportunity provided to the employees; to select a course of choice at their convenience. There are about 200 courses in areas like; MAP related competencies, Q12 related competencies, Finance, First Time Managers, Leadership, Operations, Business Strategy, HR, Sales, Marketing and Customer Service, Personal Effectiveness, Innovation & Creativity, System Thinking, IT, Problem Solving and Decision Making.

Workers Development: Under this category a wide array of programs are being conducted. The principle objective of these programs is the overall development of workers. The programs conducted in the past have had positive impact, which has been reflected in the incidents like changing habits, increased confidence, better problem solving and improved work-place through WCM, ISO, QCs.

B. Job oriented technical training:

These programmes cover the training needs related to functions to improve skills required for present/ future roles.

Special focus on technology programmes.

Most of the programmes done with the help of internal trainers.

C. Quality circle and world class manufacturing:

To promote a culture of total quality

WCM practices are adopted in all manufacturing facilities

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 Training modules for TPM/ Kaizen and QC activities.

All programmes are done with the help of in-house trainer and corporate WCM cell. In addition to this, training programmes pertaining to Quality Systems improvement i.e. ISO 9002 and ISO 14000 and OHSAS-18000 are conducted for all cross section of employees in the company. Different categories and process modules: Competency & Management Development There is a notion , which is deceptively simple. Employee behavior influences customer (internal & external) behavior, which directly affects productivity, profitability and revenue growth among others. So its critical to shape the behavior of the individuals at the begenning of the chain: employee. That means identifying perspective required to support the desired behavior and high level of engagement. The various modules addressng development of competencies and MDP has been planned and customized on the basis of the training needs identified through: Poornata-IDP OHS Feedback Competency Mapping through MAP Talent Management Interactions with HODs/ Plant Heads

Process Modules for Competency & Management Development: Leadership for stategic advantage Management process for superior performance Counseling for Enabling Performance Honing listening skills for effective managerial communication Developing managerial excellence (problem solving & decision making) Unleashing synergy through team work Targeting bulls eye : Result orientation foe managerial effectiveness / achievement orientation . Developing Entrepreneurship through initiative and risk taking Customer orientation for service excellence Time management

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Empowering through effective delegation Relationship skills for managers Enhancing efficiency through motivation Competency mapping through MAP Re-assessing MAP Competencies Perfecting Presentation Skills Skill shop for internal Trainers Negotiation for success finance for non finance HR for Line Managers

SELF DEVELOPMENT THROUGH e LEARNING

BRIEF CONTEXT: E learning was started as a revolutionary means of self development on 27th june 2002 in the Aditya Birla Group an array of unmatched benefits is brought to the desktop of learner : 1) Learning at ones own place of work 2) Learning at ones at convenience 3) Learning at ones own speed 4) High quality course content 5) High degree of user friendliness 6) Opportunity for continious revision of past learning 7) Opportunity of obtaning timely feedback about ones progress Method of accessing e learning course : Please register on aditya disha using your e- mail id on aditya- birla . com. Thereafter, please follow the path mentioned here : Aditya disha HR Learning Virtual campus My PlanMy Training plan Select a new course . This process is extermely user friendly and can be easily practiced . List of currently available e learning courses on aditya disha : The boundryless manager Coaching and mentoring Creativity in work place Customer service First manager

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Going global Managerial effectiveness Performance mgt. System Personal effectiveness Problem solving and decision making Communication series Functional training series Sales Marketing Finance

SUPERVISORY DEVELOPMENT
Supervisory roles are continuously changing . For effective supervision , competencies such as communication , thinking , learning , positive attitudes , responsibility , adoptability , leadership and working with others have been identified . The supervisory development modules are as follows : Effective communication skills Building attitude and motivation Enhancing interpersonal skills Team working Presentation skills Customer orientation for service excellence System orientation for effective working Time mgt. For better supervision

WORKER DEVELOPMENT PROGRAM

Workers are a vital part of the organization. Upon there development depends the growth of any organization, big or small. For developing and training the workers, wide array of raining programmes have been designed . These programmes are aimed to impart education , create awareness and facilatate self - development of workers .

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The programmes under WDP are : Workers general development program Awareness and interface on welfare and services Planning a new life after retirement Absenteeism implications and preventions Improving job relation through interface Enhancing productivity and work enviornment SUPPORTIVE TRAINING PROGRAMS Supportive training program is provided under following categories. 1. World Class Manufacturing (WCM) 2. Environmental Management System 3. Quality Management System 4. Safety

Steps taken to align Training Strategies with organizational goals/ business plan Flow chart:
Organizational Objectives/ Business Plan HR Vision/ HR Mission HR Objectives

Training Objectives Feedback/ Review Training Plans

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Training Implementation

Analysis of Training Effectiveness

Nomination Procedure
Training & Development centre will announce the exact dates of the program to be organized in a particular month and will issue necessary circular to plant/ departmental heads will in advance. The plant Head/ Dept. Head should: Select the candidates on priority according to training needs. Send nomination to training centre. Upon confirmation of nomination from Training Centre, talk to the individual, stating the objectives of the programs and what changes are expected from him. Asking the candidate to take the issues to session concerning to the theme of the program for discussion. On returning from Program, the HOD should take feedback on training and facilitate in refining of Individual Development Plan (IDP) of the employee and provide necessary help in implementing the same.

For some position specific/ job specific programs the invitation will be sent to the individual directly with information to the HOD.

Learning organization

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In collaboration with corporate HR, the following programmes (acquired from top consultancy firms in the world) are conducted by Hindalco: MAP (Managerial Assessment of proficiency) 360 degree Feedback Assessment/ Development centre Mentoring Tapping creativity Managerial Grid Time management etc. Value Drivers analysis for CVA Goal setting for value creation Building future together Job analyst for Hay Methodology

TRAINING TARGET 2007-2008 BEHAVIOURAL & MANAGERIAL TRAINING No. of Prog A- Competency Building & MDP B- SDP C- WDP 42 24 73 No. of Persons 1050 600 1610 Total Trg. Man Hrs. 16800 8400 34780

Grand Total No. of Prog. 139 No. of Persons 3,260 Total Trg. Man Hrs. 59,980

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SUPPORTIVE TRAINING Program Name WCM SAFETY EMS ISO 9000* Sub Total: WCM+IMS Facilitated by WCM Secretariat Safety Deptt. Environment Cell ISO Cell Individual Plant Training Centers GRAND TOTAL 592 6746 19582 71400 No. of Programs 325 111 106 50 592 No. of Persons 395 2511 2840 1000 6746 Total Trg. Man Hours 28570 14768 5680 2800 51818

* ISO 9000 Training being conducted as per requirement.

TRAINING POLICY
At hindalco, we are commited to develop and maintain the training culture through the grass root to apex level . the training shall equip the employees with modern technological innovation for manufacturing facilities along with the development on social and behavioral aspects . Training shall also be to maintain a positive work culture with a skilled and motivated workforce with a sense of pride .

TRAINING METHODOLOGY
Selection of methodology has been done very carefully keeping the sensitivity and objectives of the programs in mind. Fine blend of theoretical & practical approach is used to make programs more learning oriented. The simulations of real life situations during program help learners to understand the finer aspects of a concept and build a deeper understanding of a particular competency. Most of our programs have been designed based on experiential learning technique. The Experiential Learning technique facilitates learning by reflecting and then drawing conclusions from own experiences of participants in order to apply them to similar situations in

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the future. The Experiential Learning Cycle is a powerful and effective way to promote learning because it enables learners to move through various phases where they can internalize and apply their learning. It encourages learners to actively transform information into knowledge, which is useful/ meaningful to them. The four phases of experiential learning are: Experience: An activity, exercise, event or participatory presentation in which useful information is elicited for discussion and learning. Reflection: Time when learners ponder over and analyze new information and develop their ideas and feelings about a topic or experience. Generalization: Allows learner to draw broader conclusions and lessons about the new information or experience. Application: Enables learners to apply their generalizations to a new situation or think about how they might apply their new skills and knowledge in the future. The participants get opportunity to improve their knowledge base, learn the theme related concepts and build skills and attitude through various practical exercises. Besides above, small group exercises, role-plays, interface/ panel discussions facilitate learning and break the psychological barriers. Although some programs have a common methodology like knowledge sharing, group discussion, presentations etc, however a judicious mix of lecture/ discussion/ case studies/ role plays/ business games etc. is used to make absorption of learning spontaneous and instant. Different Training Methodology/ Learning Channels: 01. Intrapersonal Method Self Learning Modules E-Learning Modules Guided Video

Individual Projects

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02.

Interpersonal Method On the job Training Mentor System of Learning Project under Supervision

03.

Group Methods Class Room Training Experimental Learning Out Bond Learning

Group Projects & Presentation TRAINING - PURPOSE

We live in a time where our prospects for the future increasingly depend on our ability to respond to the changing environment. Successful organizations today are learning organizations. Globally, the rules of work is changing, we are being judged by new yardstic; not by ability to manufacture more and more and by training in a particular area, but by how we handle ourselves as an organization & quickly adapt to the emerging business needs. Forcing the future challenges we have continuously upgrade our learning events. begning from general nature of program to lay a strong foundation and understanding of the human dynamics we moved on to the specific needs based training modules which helped the employees to accquire various skills to improve on their role efficiency & learn the traits of success in the organization. During last few years there has been a considerable growth in learning events. The average man-hour training delivered per employees has also been increased. simultaneously the number of training program conducted have increased by 248 in the year 1999-2000 covering 5000 participants to 515 in year 2001 2002 by covering 7500 participants to 1050 in year 2004 2005 there by increasing the man hours to 229003 in year 2005-2006 there by covering 8000 participants and In the year 2007-2008 including behavioral and managerial training and supportive training total number of program has reached to 731 with number of person 10006 attending the program with total training man hour of 131380. This upward swing in the number reflection to the fact that Hindalco has responded vigorously to its need of accquring/ honing new skills and meeting challenges of the time.

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TRAINING & DEVELOPMENT PROCCESS IN HINDALCO

TRAINING & DEVELOPMENT PROCCESS IN HINDALCO

Framework:

TRAINING NEED IDENTIFICATION (TNI)

SETTING TRAINING OBJECTIVES

TRAINING MODULE PREPRATION

IMPARTING TRAINING

PREPRATION OF DEVELOPMENT PLAN

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EVALUATION AND FEEDBACK

TRAINING NEED IDENTIFICATION PROCESS (TNI)

PERFORMANCE

OHS

COMPETENCY GAP ANALYSIS TRAINING NEEDS INPUTS SOURCES 360 DEGREE FEEDBACKS

COMPETEN CY

PROGRAM FEEDBACK

Collation of training needs by training centre

Collated data send to department for validation

Confirmation of training needs to participants selected for Validation by plant head/ functional head Finalization of training needs by training centre program with information to plant head

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TRAINING ACTIVITIES IN HINDALCO INDUSTRIES LTD.

Training

Technical
Behavioral

Skill

GETs,
MBAs

Development Program

Need Based
Program

Management Division

Supervisor Division Interface programme

Workers Division

Vocational 37

Training & Development Needs

Training & Development needs identification (TNI) provides the basis on which all training activities are conducted. This process is undertaken with care and sensitivity to maximize return on investment. Following are the inputs for TNI process. Individual training needs captured from performance appraisal forms and MPDP Competencies identified under group wide Talent management initiative In-house competencies survey done by HR department Organizational Health Survey (OHS) feedback Generic Training needs arising out of MAP and 360 degree feedback workshop etc. Emerging business trends and challenges Internal customer satisfaction survey under HR Disha Exit analysis Competencies gap identified through MAP program Analysis of feedback taken for various programs conducted in the past

TRAINING NEED IDENTIFICATION IS DONE BY THE FOLLOWING METHODS:

PERFORMANCE APRAISAL:

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It is the systematic evalution of the individual with the respect to his or her performance on the job and his or her potential for development, assessed by the appraiser once in a year . It is a formal, structured system of measuring and evaluating employees job behaviors and out comes to discover how and why the employee is prensently performing on the job and how the employee can perform more effectly in the future so that the employee, organization and society all benefits. COMPETENCY MAPPING: Human behavior anywhere including workplaced is shaped by what one, feel and what one does i.e. knowledge, skills, and attitude and the combination of these are known as competency. Thus competency is defined as cluster of related knowledge, skills and attitude working together to produce outstanding performance in a given area of responsibility. COMPETENCY BUILDING FOR MANAGER Generic modules - includes MAP, 360 - feedback and, OHS. need based modules - includes performance appraisal. PROGRAM FEEDBACK: Feedback is essential part of any training program to understand how well the ideas have been communicated. it helps in making further improvement in the training program and making it more effective. It is done at the end of every training program to check its effectiveness. 360 - DEGREE FEEDBACK: This feedback method has been proved to be powerful for organizational and personal development. A technique that has gained momentum over the last one decade is called 360degreeback. It consists of reaciving feedback from multiple sources: superiors, peers subordinate and custmoers. this feedback enable a manager to understand how his style role behavior impact organizational climate. It helps individuals to understand how others perceive them and it also uncover blind spot.

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Fig. 360-degree feedback method

EXMPALE PERFORMANCE APRAISAL FORM----HINDALCO

TRAINING & DEVELOPMENT PLAN 2008-09 (M1-M5) (To be filled in by the appraiser during the course of discussion with the Appraisee) While identifying training needs appraisers may include strength area of the Appraisee, which can be harnessed further for organizational benefit. These may relate to functional, behavioral or competency aspect. Appraisers also need to take care of development areas based on Self Appraisal & Performance Feedback in POORNATA, MAP-IDP, Talent-IDP etc. *Name: Emp. Code: JB: Grade: Department: * Name and Emp. Code are mandatory to be filled. I - TECHNICAL TRAINING & DEVELOPMENT AREAS IDENTIFICATION Based on the performance review discussion please indicate the identified functional/technical trainings: Training / Development Area, Timeline and Responsibilities Comments

II MANAGEMENT DEVELOPMENT PROGRAMS Please identify training area from [A] Management Development Programs & [B] Supportive Training areas as listed below: [A] Competencies & Competency Enablers [B] Supportive Training Areas (please prioritize & tick mark only three) (please tick mark)

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1. Team Work

( )

9. 10. 11. 12. 13. 14. 15. 16.

1. 2. 3. 4. 5. 6. 7. 8. 9.

2.Planning, Organizing, Co-coordinating & Monitoring 3. 4. 5. 6. 7. 8.

SAMPLE FEED BACK FORM

Employee code: Training date: Faculty name: Trg. & Dev. Centre

Name: Department: Training Title:

Rating Area To what extent was the workshop relevant to your job? To what extent did the workshop meet the learning objectives? What do you feel about the time allotted to each session? What do you think about the use of different training methods? What do you feel about the duration of the workshop? Rating Area Rating Scale Excellent (4)

Rating (Tick Appropriate) To a great To some extent extent

To little extent

Not at all

Good (3)

Fair (2)

Poor (1)

Content

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Facility Instructor Materials Presentations

MANAGERIAL ASSESSMENT OF PROFICIENCY (MAP) Other tool to asscess the need of traning evaluation for the upper level officer or manager.
COMPETENCY GAP ANALYSIS THROUGH MAP: Managerial assessment of proficiency (MAP) is conducted by training centre. It is an assessment tool for assessing the Competency of managers, which are generic in nature. It focuses on competencies (not just skills) that include knowledge, skills and attitude. which lead to superior performance in a given area of responsibility. This workshop has been designed to facilitate to individual to directly aceess, interpret their competencies and based on that prepare a development plan. The workshop will aim to enable the participants on a refrence based of 60,000 global managers.

MAP-An Innovative Practice for Competency Building at HINDALCO MAP Assessment Performance Appraisal System

MAP IDP

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MAP Training Need Identification MAP Reassessment Module Design

Impart Training

Feedback

Post Training Evaluation

MAP Assesses Twelve Managerial Competencies:

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PEOPLE ORIENTED COMPETENCIES

RELATING TO OTHERS

Communication 1. Listening & Organizing 2. Giving Clear Information 3. Getting Unbiased Information

Administrative 1. Setting Goals & Standards 2. Time Management & Prioritizing 3. Planning & Scheduling Work

MANAGING YOUR JOB

TASK RELATED COMPETENCIES

BUILDING THE TEAM

Supervisory 1. Disciplining and Counseling 2. Appraising People & Performance

3. Training Coaching

Cognitive 1. Identifying & Solving Problem 2. Making Decisions, Weighing Risk 3. Thinking Clearly and Analytically

THINKING CLEARLY

& Delegating

. SETING TRAINING OBJECTIVE

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The obective of training should be clear since the very beginning to make the program efficient and result oriented. The trainees should be clear about the topic to be discussed and have through knowledge about the same. The training obective should be set as per the training needs of the organization, keeping in mind organizational strategies, size and growth prospects .

TRAINING MODULE PREPARATION Training module should be prepared by addressing certain vital issues : Who participates in the program ? Who are the trainers ? What methods and techniques are to be used for training ? What should be the level of training ? What learning principles are needed ? Where is the program conducted ?

. IMPARTING TRAINING A multitude of methods of trainig are used to train employees. The most common used methods are following: On the job training Off the job training Audio-visual Computer assisted instruction (C A I ) Simulation, case-study, role-playing, vertibute training, sensitivity training.

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. PREPARATION OF DEVELOPMENT PLAN A development plan should be made before the final implementation of the training program. program implementation involves action on the following steps : Deciding the location and organising training and other facilities Scheduling the training program Conducting the training program

EVALUTION AND FEEDBACK The last stage in the training and development process is the evalution of results. Since huge sums of money are spend on training and development, how for the program has been useful must be judged/ determied. Evalution helps determine the results of training and development program. In practice however, organizations either overlook or lack facilities for evalution. PRINCIPLES OF EVALUTION: Evalution specialist must be clear about the goals and purpose of the evalution Evalution must be continuous Evalution must be specific Evalution must provide the means and focus for trainees to be able to appraise themselves, their practices and their products Evalution must be based on objectives, methods and standards Realistic target dates must be set for each phase of the evalution process

Training Evaliation policy and systems: Evaluation of Training is done at two levels in, i.e. Reaction Level

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 Job Behaviour Level At reaction level:- Structure questionnaire is administrated at the end of each workshop. Reaction level score is identified in respect to training input, trainers effectiveness and physical facilities. Plotted on a five point scale based on percentage of excellent rating.

At Job Behaviour level :-Methodology practiced for measurement of training effectiveness includes : Finalising the sample group from the participant list (universe) on random sampling basis. Identification of senior and 3 subordinates for each participant of the sample group. Model used to administrate the questionnaire designed on the basis of expected behaviour outcome of each module.

Superiors Self Subordinates

1 Questionnaire 1 Questionnaire 3 Questionnaires

Collection of data is done and effectiveness of a program is measured using the following formula and steps :

Step 1: For each filled questionnaire by each Superior calculated X which is the sum total of the difference in pre and post training columns and divided by the number of questions responded the range of X would be form 0-4 Step 2: For each filled questionnaire by each self calculated Y which is the sum total of the difference in pre and post training columns and divided by the number of questions responded .the range of Y would be form 0-4 Step 3: For each filled questionnaire by each Subordinate calculated Z which is the average of sum total of the difference in pre and post training columns and divided by the number of questions responded. The range of Z would be form 0-4 Step4 : Training Effectiveness Index (TEI) is calculated using the formula TEI =(X+Y+Z)/3

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REACTION LEVEL EVALUTION FOR MANAGER: Reaction level feedback: The response should be taken at the end of program. Methodology: At the end of the training, feedback form has been field by trainee. Question is made according to lecture and training need. Data Analysis Procedure: FIRST -Single average of trainee has been find out calculated as Summation of all program that they are given then divided by number of question . this way we find single average of trainee feedback . SECOND -To find out whole program average we sum all trainee average And divided by number of trainee. THIRD -We calculate average percentage (Average percentage )(100) FORMULA: Scale (4 ) FORTH : To find out overall programmes percentage , we sum all whole average percentage and divided by number of program.

REACTION LEVEL EVALUTION FOR SUPERVISORS: Methodology/ Analysis procedure: Step-1: Single average of trainee Step-2: Overall program average Step-3: Single average percentage Step-4: Converted in 4 point scale REACTION LEVEL EVALUTION FOR WORKMEN: Step-1: Single average for trainee feedback Step-2: Whole program average Step-3: Overall program average

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Step-4: Overall program average in % Step-5: Conversion in 4 point scale To find out the reaction level feedback for overall Hindalco different scale is convert to 7 point scale because there is same scale for Managers, Supervisors & Workmen .

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ORGANISATION DEVELOPMENT

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Organisation development is an intervention strategy that uses group processes to focus on the whole vulture of an organisation in order to bring about planned change. It seeks to change beliefs, attitudes, values, structures, and practices so that the organisation can better adapt to technology and live with the fast pace of change. It increases organisational effectiveness and health through a planned intervention in the organisational processes, using knowledge of behavioural sciences.

CHARACTERISTICS OF ORGANISATION DEVELOPMENT 1. Focus on the entire organisation. OD is a comprehensive programme that is intended to ensure that all parts of the organisation are well co-ordinated and working together to solve the problems and utilize opportunities that are brought by change. Systems orientation. OD is concerned with various structures, processes as well as attitudes in an organisation as they affect each other. Use of a change agent. Change agents are people who act as catalysts and manage the change process. Usually the primary change agent is a consultant from outside the company, or the organisations own in-house professional consultant who works with the management. Internal managers may also work as change agents. Problem solving. OD seeks to solve problems rather than to discuss them theoretically. The problems are real once encountered by participants in their actual work life. Experiential learning. The participants learn by experiencing in the training environment the kinds of problems they face on the job. They discuss and analyse their own immediate experience and learn from it. Group processes. OD relies on group processes such as group discussions, inter-group conflicts, confrontations and procedures for co-operation to improve interpersonal relations, open communication, trust and responsiveness to others. Feedback. OD relies heavily on feedback to participants so that they will have concrete data on which to base decisions. Contingency orientation. OD has a flexible and pragmatic approach, adapting actions to fit particular needs. Team building. OD aims to build better teamwork throughout the organisation. It attempts to tie all the different groups and sub-groups into once integrated and cooperative group.

2. 3.

4. 5.

6.

7. 8. 9.

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To sum up, the entire OD process attempts to integrate into an effective unit the four elements of people, structure, technology and environment to result into improved organisational performance.

THE ORGANISATION DEVELOPMENT PROCESS A general model for the implementation of OD may be as follows: 1. 2. 3. 4. Planning the change process done primarily by trained consultants (behavioural scientists) advising the top management which approves the programme. Changing the attitudes and habits of the individuals the way people treat one another. Changing the group climate or culture (the collective attitudes and habits of individuals) Working out new structures such as: a) Sub-goals (products, type of customer care, allocation of budget money) b) Who does what (a new specialisation pattern), and c) Who has the final authority over whom Solve day to day problems involving: a) New demands from outside the organisation, and b) New discoveries or demands from inside the organisation

5.

ORGANISATION DEVELOPMENT IN HINDALCO Organisation development interventions in Hindalco broadly take the following forms: 1. HRD task forces. Separate HRD task forces have been formed for each department, comprising of the departmental heads, the different sectional heads, and one HRD representative. The basic objective of these task forces is to take HRD to the shop floor, to disseminate knowledge and awareness about HRD systems and practices through regular interaction with line managers on monthly basis and further implementation of action plans. The areas of action of these task forces are, manpower planning, recruitment and selection, performance appraisal, training and development, succession planning, career planning, OHS activities etc. Regular interactions between the HRD representative and the line managers are aimed at better understanding and increased commitment of the line managers towards the HRD systems and objectives.

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2.

3.

4.

5.

6. 7. 8.

9.

10.

Interface programmes. Regular intra-departmental interface programmes are conducted which are chaired by the plant heads and the sectional heads. The staff is invited in these programmes to come out with their grievances, personal and job related problems and suggestions to improve their area, as well as other areas of functioning. These programmes are aimed at removing the communication barriers between superiors and the subordinates, so that they may discuss and understand their mutual problems, and increasing the spirit of co-operation and co-ordination. The HRD representative act in these programmes as moderators so that the desired objective is achieved, without backfiring by resulting into increased friction. Knowledge integration programmes. Periodic inter-departmental presentations are organised to share the best practices in each department with the other departments so that the successful practices may be adopted organisation-wide. Inter-sectional knowledge integration programmes are also organised on fortnightly basis to facilitate knowledge sharing. Small group activities. Regular training on TPM/WCM. ISO & EMS is provided to the employees, Key performance areas/KRAs on quality of output, cost consciousness etc., have been identified for different operations. In-house newsletters. In-house newsletters are published in the plants and circulated among the employees for providing a medium for knowledge-sharing, upward communication and continuous learning. Suggestion schemes leading to participation in decision making ultimately resulting in empowerment. Interactive learning sessions of target groups on behavioural sciences. Work and job satisfaction. Performance review counselling is done for identifying specific training needs and scope of job rotation of an individual. Job rotation is done for job enrichment and skill development, incident files and motivation charts are maintained and a mentor-mentee system is being implemented. Internal HRD audit. It maximises the participation level of production people in the HRD systems and leads to effective implementation through mass awareness and synergistic approach towards problem-solving. Customized training and feedback for identified target groups involved in the change process.

ROLE OF ORGANISATION DEVELOPMENT IN ORGANISATIONAL EFFECTIVENESS

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OBJECTIVES

Preparing the organisation for change through systematic and holistic approach. Bringing dynamism and openness in the organisation through flexibility and adaptability Building up a learning organisation Orienting the entire workforce towards creating a visionary organisation Potential development of each individual in the organisation

RESULTS

Empowerment and autonomy to individuals Sharpened problem-solving skills Management of employee stress Participation in decision making Increased quality-consciousness Information-sharing micro and macro

Conflict resolution Cooperation and co-operation among employees Openness in communication-upward, downward, and lateral Increased participation in small group Activities like quality circles, TQM, etc.

Individual effectiveness

Team effectiveness

Development of intrinsic motivation among employees Increased commitment towards the organisation and its goals Elimination of resistance to change Improved quality of work life Opportunities of self-renewal to employees Opportunities for innovative management Atmosphere of trust, openness and harmony in the organisation

Organisational effectiveness

SWOT ANALYSIS - TRAINING AND DEVELOPMENT

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STRENGTHS
Induction training given to newcomers giving a complete and comprehensive orientation towards the organisation Induction Training is planned with objective of overall acquaintance of the organisation. The training calendar for the entire year is planned in advance. The trainers are provided training in the art of training. Financial incentives and sponsorships provided in some cases to employees to facilitate higher education. Considerable resources invested on training and development of employees.

WEAKNESSES
Identification of training needs not objective. The training programmes do not take into account impending changes in work culture and technology. The classroom training not supplemented by practical training methods. Training evaluation not done objectively. Training not taken seriously by the managers Existing mentor system not effective in providing guidance and emotional support to the new entrants Training budget not properly planned No efforts are made to spread the learning derived from already trained people among other employees

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OPPORTUNITIES More emphasis on objective identification of training needs to be placed.

The trainees to be developed so as to become well equipped to handle their future roles in the organisation Inclusion of a variety of training methods in the training programmes Specific criteria to be evolved to evaluate the changes in the level of performance of the trainees before and after training Managers to be provided training in mentoring Self learning on the part of the employees to be encouraged

Planning training budget for each year to ensure proper utilization of resources invested in Training and Development Knowledge sharing to be arranged to ensure that the benefit derived from training accrues to even those who did not attend the training. Training to be integrated with tangible objectives and results of the organisation

THREATS
Wrong candidates may provided training leading to wastage of time and resources Training activities becoming mostly routine in nature No marked improvement in the performance in the performance of trainees after training New entrants learn by trial and error resulting in wastage of efforts and frustration Heavy costs incurred on training and development not effectively utilized Wastage of human resources

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QUESTIONNAIRE

57

TRAIN THE TRAINERS PARTICIPANT EVALUATION QUESTIONNAIRE:-

FIRST FILL UP THE FORM AND READ INSRTUCATION CAREFULLY.

NAME- DEGSIGNATION DATE COURSE TITLE.. LOCATION INSTRUCTOR

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RESULT

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CONCLUSION
Gone are the days when training was a 2 hour process on the first day of the job. Training & Development has transformed from an add-on function to a core function of companies. It has become more of a science with systematic rules and formats guiding the companies on how to go about training and development. And that is the way it should be. Training and development is a necessity for both the trainer and the trainee. The trainer (the company) would want to make its staff more efficient in this highly competitive world. It would want its employees to know the latest trends and technologies and use them according to the companys principles and objectives. The trainees (staff) on the other hand, view training and development as a stepping stone for enriching their career and fulfilling their personal needs. Training and development is another round of education for them, the knowledge from which is to be applied later. So, its more of a mutual necessity and agreement between the companies and their respective employees when it comes to training and development. The future would demand more from the employees as well as the companies in terms of productivity. New technology, multi-tasking, group culture, etc. will be more emphasized upon. This means training and development is going to be even more important, complex and rigorous. Companies already foresee this and are already in preparations to make their staff better equipped. On this we conclude our report with the following words Education ends with school but learning ends with life.

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RECOMMENDATION
The training program should be conducted in such a way that it gives a trainees practical view or on the job training should be conducted. The duration of training program should be increased from two days, so that the trainees get a clear understanding of the subject matter taught. The participants of the training programs should be divided in to different groups according to their level of knowledge and grasping power. The groups to be made in the training programs should be made on the basis of a pretraining evalution test. Either the training should be conducted after working hours or it should be conducted on leave days, so that the trainees are free from carrying the work pressure to the training centre. There should be clear cut written instructions that the trainees are free from any sort of work accountability or responsibility at the time of training. The training program should be organized in such a way that every employees gets training once in a year. More stress should be laid on role-plays at the end session of training program. Some film show should be arranged on the teaching topics as learning by observing the things is better than by merely listening. Some employees should be sent to some leading industries of India for more exposure and sessions should be held for them to share their experiences with other employees. Recognition and reward should be provided to the employees who perform very well. Making them an example would motivate others to put in more efforts.

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SUMMARY OF PROJECT REPORT

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In simple words, training and development refers to the imparting of specific skills, abilities, knowledge to an employee. A formal definition of training and development is determined as follows: It is any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge. The need for training and development is determined by the employees performance deficiency, computed as follows: Training and development needs = Standard performance Actual performance

We can make a distinction among training, education and development. Such distinctions enables us to acquire a better perspective about the meaning if the term training. Which refers to the process of imparting specific skills, Education, on the other hand is confined theoretically learning in classroom To distinct more, the training is offered in case of operatives whereas development programs are conducted for employees at higher levels. Education however is common to all the employees. By this report we understand that Need of training and development. Aware to area identification of training. We have also understood various type of training and its evaluation . And studies the manpower development process in details.

Data is it shelf show how the training program becomes effectiveness for employee and organization. its only can be success HRD cell take to interest to motivate employee .

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ANNEXURES

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PROPSAL NAME OF LEARNER - A.N. CHTURVEDI REGISTRATION NOPROGRAM NAME- SYMBIOSIS CENTER FOR DISTANCE LEARNING HUMAN RESOURCE MANAGEMENT ADDERESS- .. .. .. INFORMATION OF GUIDE GUIDE NAME-................................................................................ QUALIFICATION-. DESIGNATION-.. SPECIAL FIELD OF WORK- EXPERIENCE-.. ADDERESS-..

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TITAL OF PROJECTROLE OF HRD SYSTEM IN ORGANISATION TRANING & DEVELOPMENT EFFECTIVNESS

OBJECTIVETo determine the effectiveness of HRD systems and assess their contribution to the organizational Traning &development effectiveness of Hindalco Industries Limited.
NEED FOR TOPIC-

TO meet competitiveness in globalization environment .

METHODOLOGY AND PROCEDURE OF WORKRESEARCH DESIGN

The study is carried out on the basis of information and data collected from Training and development center of Hindalco Ind. Ltd. The following procedure is followed The research includes interpretation of training and development process at Hindalco. Understanding the HR policies of Hindalco. Determining the training plan. Analyzing the training process. Evaluation and conclusion.

DATA COLLECTION
Both primary and secondary data are collected for the purpose of completion of this project report.

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DATA COLECTION METHOD

The data is collected through both primary and secondary methods.

PRIMARY METHOD
Information gathered by feedback forms filled by and interview and discussions with the employees of various departments.

SECONDARY METHODS
Secondary data is being collected through following methods; Hindalcos training planner and induction guide. Training report and manuals available in the training centre. Information from HR USER software used by hindalco. Company annual report and other publication. Other training documents available at the training centre. Company Website

Data Analysis
Data is analysed on the basis of available information. Different statistical tools like Bar charts, Pie Charts, and Tables were used for the analysis of the data.

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REFERENCE: Hindalcos training planner and induction guide. Training report and manuals available in the training centre. Every Trainers Handbook : Devendra Agochiya Human Resource Management : V S P Rao Encyclopadeia of Management (Trg. & Dev) : Edited by John Prior Information from HRUSER software used by hindalco. Company annual report and other publication. Other training documents available at the training centre. Company Website

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