tata still hr project

7/30/2019 Tata Still Hr Project

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PROJECT ON

CRITICAL SKILL MAPPING OF EMPLOYEES BASED

ON FOUR-QUADRANT MODEL

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OBJECTIVE

Setting an Objective is the first and one of the most important stages of any report. This is

because poorly defined problem will not yield useful results and causes confusion. Theaim of our study is to study and analyze the Debt and Capital Structure of Orient Paper

and Industries Ltd. and find out its financial strengths and weaknesses.

The objectives of our study are:

Critical skill mapping of employees of operation of G Blast Furnace.

Preparation of quadrant chart for every employee working in operation section

Analysis of quadrant chart

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COMPANYPROFILE

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TATA STEEL- AN INTRODUCTION

FOUNDER: JAMSHETJI NUSSERWANJI TATA

(1839-1904)

Jamshetji Nusserwanji Tata ranks among the greatest visionaries of industrial

enterprise of all time. Gifted with the most extraordinary imagination and prescience he

laid the foundations of Indian industry, contributed to its consolidation and became a keyfigure in Indias industrial renaissance. Born on 3rd March 1839, in a family descended

from Parsi priests in Navsari, a centre for age-old Parsi culture, he was educated in

Elphinstone College, Bombay.

Initiated early into the techniques of trade by his father, he traveled wide, gained a

scientific outlook and first set up textile business in India, introducing new machinery

that vastly improved the production of cotton yarn in the country. He however realized

that Indias real freedom depend upon her self-sufficiency in scientific knowledge, powerand steel and thus devoted the major parts of his life and fortune to three great

enterprises- Indian Institute of Science at Bangalore, Hydro-electric schemes and the ironand steel work at Jamshedpur.

Wealth to him was not the end, but the means to an end- the increased prosperityof India. His attitude to labour was remarkably ahead of his times, constantly reinforcing

the norms that the success of the industry depended upon sound and straightforward

business principles, the interest of the shareholders, the health and welfare of the

employees. As early as 1892, he established J.N. Tata endowment for higher educationabroad of outstanding Indian students.

A pioneer in town planning, he was mainly responsible for modernizing Bombay;he envisaged and conceived a steel town to the very last detail, the town that was later to

be named Jamshedpur after him.

The first stake for the steel plant was driven on a forest-covered plateau in Sakchi

on 27th February 1908. The dream had come alive, but the dreamer himself was no more

for. Jamshetji had died at Nauheim in Germany in 1904 after his successors to preservethe family name. His spirit continued to inspire his sons to carry their fathers dreams to

fruition well after his death.

He is one of the most widely traveled Indians of his time, said to possessknowledge that was encyclopedia. Not only did he have a great love for it, he also had a

passion to impart it to others, for, as early as 1892, he established the J.N. Tata

endowment for higher education abroad of outstanding Indian students.

Jamshetji Tata won himself an enduring place in Indias history with his unique

courage, commitment and vision.

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TATA STEEL was established in 1907 by its founder JN Tata, Asias first and

Indias largest integrated private sector steel company. The companys four- phasemodernization programme has enabled it to acquire the most modern steel making

facilities in the world. The highly productive blast furnaces along with the LD converters

and its downstream continuous casting facilities provide a distinct edge that will enableTata Steel to achieve its vision of becoming the worlds lowest cost producer of steel.

The coke ovens with stamp charging technology have helped it to produce coke at the

least cost in the world and drastically reduce wastage and also emission of pollutants.

As Tata Steel commissioned its 1.2 million tonne cold rolling mill complex at

Global Speed and Cost in April 2000 it re-christened the future as Steelenniumreiterated its belief in- Steel is the essence of life. The tie-up with Nippon SteelPosdata, Flour Daniel etc. To establish the mill is a reaffirmation of the immense faith

that the international partners repose in Tata Steel. The fifth phase of the modernization

programme launched recently seeks to leverage the intellectual capabilities of theemployees. Thus Tata Steel by better knowledge management initiatives hopes to shift

focus of its employees from creating new physical assets to utilizing them with ingenuity

and a sturdy business sense.

As a web enabled enterprise, Tata Steel is rapidly linking up with its customers

and suppliers. The implementation of SAP, an enterprise resource planning software

package, has changed the process of conducting the business. It will ensure bettercustomer order management and fulfillment.

At Tata Steel the internet is the opportunity to enhance productivity and improvebusiness effectiveness. This is being done through robust B2B market places and has,

among others, created one for Steel, jointly with SAIL and Kalyani Steels.

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The companys community based activities far exceed its business mandate. Its

numerous socially responsible activities are aimed at those living in and around the

vicinity of its area of operations, including the ore mines and collieries. The companyscommunity development and social welfare, rural and tribal services, centre for family

initiatives and sports departments run programmes, which are designed to improve the

living conditions of the socially and economically under privileged. The initiatives takenby the company are self-sustaining and involve the maximum participation of the total

population.

The balance between growth and sustainable development of the environment at

the Tata Steel is manifest in ISO-14000 certification to the four critical units of the

company- the Sukinda Chromite Mines, Noramundi and Joda Iron Ore Mines and West

Bokaro Collieries and the steel works in division.

Envisioned by the great patriot, Jamshetji Nusserwanji Tata, founded in 1907,

Tata Steel has played a pioneering role in integrating sound professional business practice

with exemplary corporate citizenship programmes in India.

The companys steel works, located in Jamshedpur is Asias first and the largestintegrated private sector steel plant in the country. Set up with an initial capacity of 200-

tonne blast furnaces, four 4- tonne steam driven blooming mills and a rail and structural

mill, it is now a state-of-the-art plant with a rated capacity of 3 million tones of crudesteel. At present it produces steel mainly in the form of flats, wire rods and bars. In

addition to steel, the company is in the business of diverse products, such as bearings,

capital steel plant equipment and spares, cement, tubes etc. The captive mines and

collieries located mainly in Bihar and Orissa, supply the finest grades of feedstock to thesteel plant. Customer satisfaction of Tata Steel begins with raw material preparations and

is meticulously interlinked by a quality chain at every stage of its operations. The

ongoing fourth phase of modernization programme and the 1.2 million tonne world classcold rolling mill project, scheduled to be completed by June 2000 will add value to the

present product mix, strengthen market leadership and enable it to penetrate new markets

by constantly upgrading, improving and fine tuning its marketing, sales global network,Tata Steel strives to meet its customer requirements and expectations, in the country and

overseas.

Its sales of product and services stood at Rs.64, 334.9 million in 1997-98. Thetotal export turnover, in spite of the financial crisis in South East Asia and sluggish

demand in national as well as international market, at Rs.7, 220 million was higher by 9%

than the previous year.

For a company fully mindful of its social responsibilities the universe of

stakeholders extends beyond the realm of customers, shareholders and employees. In tunewith the vision of its founder, Tata Steel is a role model in fulfilling corporate social

responsibilities. Tata Steel is also committed to sustainable development and recognizes

the need to pursue progressive environment management policies to preserve ecological

balance and biodiversity in areas in the vicinity of its operations. A recent and unique

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initiative in this direction was the launch of the green millennium countdown programme,

which seeks to ensure that a million healthy new trees survive in the next millennium by

planting 1000 trees each for the next 1000 days.

The quest for scaling new heights of excellence in the area of its key business

responsibilities has yielded rich dividends for Tata Steel. The National EnergyConservation Award from the Ministry of Steel, CSI National Award for best usage of

information technology, SAIL Gold Medal, Coal India Productivity Award. The

Economic Times outstanding corporate citizen, etc point in this direction. Over the yearsthe company has transited seamlessly as a globally competitive enterprise by a constantly

benchmarking against the best operating practices, adopting cutting-edge technologies

and implementing modern and innovative management practices. More recently Tata

Steel has sought to accelerate the pace of transformation through the TOP (TotalOperating Programme) which recognizes and addresses the attributes of judicious

anticipation of rapid adaptability to market forces in the emerging connected economy.

Mission

Consistent with the vision and values of the founder Jamshetji Tata, Tata Steel

strives to strengthen Indias industrial base through the effective utilization of men andmatters. The means envisaged to achieve this are high technology and productivity

consistent with modern management practices.

Tata Steel recognizes that while honesty and integrity are the essential ingredientsof a strong and stable enterprise and profitability provides the main spark for economic

activity.

Overall, the company seeks to scale the heights of excellence in all that it does in

an atmosphere free from fear and thereby reaffirms its faith in democratic values.

Values

1. Respect for individuals

2. Integrity

3. Credibility4. Trusteeship

5. Excellence

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HR POLICY OF TATA STEEL

Tata Steel recognizes that its people are the primary source of its competitiveness.

It is committed to equal employment opportunities for attracting the best available talent

and ensuring cosmopolitan workforce.

It will pursue management practices designed to enrich the quality of life of its

employees, develop their potential and maximize their productivity.

It will aim at ensuring transparency, fairness and equity in all its dealing with its

employees. Tata Steel strives continuously to foster a climate of openness, mental trustand team work.

HR GUIDING PRINCIPLE

The focus of Human Resources Management will be to give Tata Steel a

competitive advantage by strengthening its position through various HR systems and

interventions. All efforts would be aimed at maximizing the contribution of employeesand directing them towards the achievement of organizational goals.

HR STRATEGIES

Rightsizing the organization

Continuous training & development of all employees for performance

effectiveness

Enhancing flexibility & versatility of manpower

Maintaining & promoting harmonious employee relation

Selection, retention & career advancement of human capital

Relying on performance based reward system

Continuous improvement of processes for greater responsiveness

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G BLAST FURNACE PROFILE

G blast Furnace department is a part of coke, sinter and iron group of newly

formed RM & IM cost center. It is located within the works area of the Tata Iron & Steel

Company Ltd, Jamshedpur.

PRODUCT AND/OR SERVICE AND DELIVERY

G Blast Furnace produces hot metal, which is primary input for steel making at

LD#2 and slab caster. There are two by-products--- slag and BF gas, which are generated

in the process of hot metal making, are also reused. The slag which comes out with hotmetals is granulated at G Blast Furnace and sent to slag granulation and drying plant.

The dried granulated slag serves as input for cement making at Lafarge India Ltd. The BF

gas generated in the process is used as fuel in the works division. Thus the process notonly helps in maintaining the environment but also results in cost saving to the company.

The hot metal is delivered to the internal customer, LD#2 and slab caster throughtrack mounted torpedo ladles of 200 tones capacity. The granulated slag is sent to slag

granulation and drying plant by belt conveyer. The BF gas generated in the process is

cleaned and sent to gas ring main for distribution in the works division.

TECHNOLOGIES, EQUIPMENT AND FACILITIES

The G Blast Furnace was originally designed by Itliampianti, for M/s S.N.Portugal. It was not uncrated in Portugal because of EE restrictions and subsequently

bought second hand by Tata Steel. g blast furnace was set with a part of

modernization phase-111 and commissioned in the year 1992. Construction was startedon 6th December 1989 and the furnace was blown on 18 th November 1992. Its main

features after upgradation in 2005 are as follows:

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Production capacity 1.8mt p.a

Designed capacity 1.8 mt p.a

Hearth dia 11050 mm

Working volume 2308 m3Iron notches 2

Tuyeres 30

Charging system Paul Wurth Bell less top

Furnace top pressure 1.5

Coal injection 160 T/ 180 T

REGULATORY ENVIRONMENT

G blast furnace is governed buy the Central and State Pollution Control Board

requirement and the department proactively fulfills all the regulatory requirements. Thedepartment is accredited with ISO 14001-certification for sound environmental

management system. Under this department all the legal/ statutory requirements related topollution control, waste disposal and safety are met.

The department has a dedicated team to monitor and improve safety, health andenvironmental processes with the support of central team. A safety, health and

environmental committee have been constituted at the department level, which ensures

implementation of all statutory and non-statutory needs. G blast furnace adheres to allthe financial disciplines and prescribed under various acts, such as income tax, sales tax

etc. all employees have voluntarily sign the Tata code of conduct, emphasizing corporate

ethical behavior. Apart from this the department also has an annual safety plan andenvironment plan which forms the part of this AOP document to address issues involvingsafety and occupational health needs.

KEY CUSTOMER AND ITS REQUIREMENTS

There is only one key customer who G Blast Furnace serves- LD #2 & slabcaster. The customer is captured through the established system of Memorandum of

Understanding (MOU). The performance against these requirements is reviewed on the

monthly basis. The relevant MOUs are part of this AOP document apart from the MOU

parameters certain basic requirements are enumerated below:

REQUIREMENTS:

According to the technical delivery conditions as enumerated in the process chart for thespecification with regard to hot metal composition and other parameters.

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EMPLOYEE PROFILE:

G Blast Furnace has skilled and technically competent and committed work force of

261 personnel (as on 18.07.2007). These are classified as officers and non-officers. Thecategory wise/section wise strength of the department is given below:

Section Officers Supervisors Workers TotalEstablishment 2 0 0 2

Operation 6 28 60 94

Mechanical 2 15 56 73

IEM 3 30 21 54

RMHS 1 4 0 5

Supply Chain 1 0 0 1

HR/IR 1 0 0 1

Training 1 1 0 2

Office 0 2 0 2

Check-house 0 3 0 3

Total 17 83 137 237

Minimum qualification and experience for each position up to the officer is defined andpersons are selected based on selection criteria comprising of written test and/or

interview. The education level of worker is mainly trade apprenticeship. The segment

also comprises of unskilled work force, which is steadily reducing due to cluster manningand positional training. The supervisors mainly possess a diploma in various technical

areas. All officers hold a degree or diploma in engineering. Contract labour is used in

areas of project execution and other low value adding activities.

SUPPLIER MANAGEMENT

G Blast Furnace has initiated measures to control and effectively monitor bothits internal as well as external suppliers, which affect the quality of products and services.

For all vital internal suppliers a system of MOU exists which is periodically reviewed

against parameters decided at the beginning of the financial impact. The details areshown as enclosure of this document. For external suppliers, there is a central supply

chain unit to cater to the requirements. Key vendors and contractors have been identified

and vendor performance is evaluated by a vendor rating system abased on quality ofproduct, timeliness of delivery and cost. Supply executed has been appointed in the

department to coordinate all activities of the department with respect to supply

management. Formal way of communication with the supplier is via dialogues with them.

COMPETITIVE POSITION AND KEY SUCCESS FACTORS

Since G Blast Furnace is the integral part of steel making process, thecompetitive environment of LD #2 and slag caster determines the competitive position of

G Blast Furnace. The competitive analysis done on the basis of process capabilities,

productivity, cost competitiveness and utilization of by-products form the critical inputduring finalization of key initiatives for the long/short term plans of the department.

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The principles that determine the department success are

Technology

Production/Productivity

Cost competitiveness

Utilization of by-products

Furnace campaign life

Well trained and motivated work force

PERFORMANCE IMPROVEMENT SYSTEM:

G Blast Furnace is committed to extend full support towards driving the

organization wide efforts of designing, implementing and institutionalizing new andintegrated HR processes which will ultimately help in performance improvement.

In performance management system, Key Result Areas (KRAs) are aligned to VP(RM & IM) and chief G Blast Furnaces balanced score card, defines clear measures of

performance and targets and regularize performance review which will foster a

meritocratic system that identifies reward and nurtures strong performers and provides

development opportunities for every one. In the new system, the KRAs have beendeveloped for each employee. These targets are both achievable and stretched.

Performance feedback based on achievement of these targets will be linked to every

employees development and compensation. Besides this, every individual is also a partof a team performance that would partially determine the individual incentive pay.

Motivation refers to the forces within a person that affect his or her direction,intensity and persistence of voluntary behavior. During these times of uncertainty and

global competitiveness, motivating employees have become more important than ever.

Motivated employees are willing to exert a particular level of effort(intensity), for acertain amount of time (persistence), toward a particular goal (direction). As a new

generation of employees enters the work place and as globalization creates a more

diverse work force, companies need to rethink their motivational practices.

Direction refers to the fact that motivation is goal oriented, not random. People

are motivated to arrive at work on time, finish a project a few hours early, or aim formany other targets. Intensity is the amount of effort allocated to the goal. For example,

two employees might be motivated to finish their project a few hours early (direction),

but only one of them puts forth enough effort(intensity) to achieve this goal. Finally

motivation involves varying levels of persistence, i.e. continuing the effort for a certainamount of time. Employees sustain their effort until they reach their goal or give up

beforehand.

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STRATEGIC OBJECTIVES OF G BLAST FURNACE

Ensure Zero accidents

Improving furnace campaign life

Achieve the targets on conversion cost and cost reduction initiatives Ensure compliance to MOU with LD #2 and SC

Reaching sigma level of 2.7

Achieve TS 13001 certification

Maintain ISO 14001 certification

Ensure 100% employee involvement in improvement activities

Sustain employee satisfaction level of 4

ORGANISATION CHART OF G BLAST FURNACE

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Chief

G Blast Furnace(115)

Head, Operation(92)

Head, Mechanical(68)

Head, IEM(48)

Vice President

Raw Materials and Coke Sinter & Iron

ChiefCoke Sinter & Iron

Senior Manager(RMHS & Aux)

Shift Managers

(92)

Senior Manager (HR)(6)

Sr. Mgr CIP(12)

SupplyExecutive

(4)

TrainingManager (1)

Manager Aux

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INTRODUCTION

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INTRODUCTION

In todays competitive business scenario and era of flatter organization, structures

enabling high quality performance/contribution from each individual have becomeessential.

The leaders role in motivating, guiding and facilitating employees in raising theirperformance and realizing their potential has assumed greater significance. Further,

managers are called upon to develop the softer skill, attitudes and behaviors so as to

ensure that each individual integrates well with the team and the overall organization

culture. Also, employees today expect their manager to play an active and effective role

in their career planning and professional development.

Thus for knowing the needs of the training and development of the employees,Toyota Motor, Japan has introduced the concept of Critical Skill Mapping by Four-

Quadrant Model. By the use of this model managers are able to evaluate and analyze the

progress of skill index of a group of employees of same profile.

Critical Skill Mapping of Employees of g Blast Furnace Based on Quadrant Model

Critical skills are those minimum skills required to successfully accomplish theassigned work/job. If skill of worker or employees lies below the critical skill, then the

productivity of workers is hampered and the organizational output will be affected.

Non-critical skills are those skills, which help in enhancing the efficiency and

effectiveness of an organization. It helps in achieving the benchmark of productivity of

an organizational output.

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QUADRANT MODEL OF CRITICAL SKILL MAPPING

Toyota Motor, Japan recently developed the four-quadrant model of critical skill

mapping. The skill of workers is mapped on quadrant of a circle from 0 to 4. Eachquadrant defines the level of skills of a worker. The specification of each quadrant is

given below:

Definition of Quadrants

No ofquadrants to

be filledSymbol Definition

0 Is not trained on the subject

1Has been given basic training on thesubject.

2Has the working knowledge of thesubject and can work undersupervision.

3Has adequate knowledge of the subjectand can work independently on the job.

4Is an expert of the subject and can givetraining to others.

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RESEARCHMETHODOLOGY

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RESEARCH METHODOLOGY

DEFINITION OF RESEARCH

Research means scientific and systematic search for pertinent information on a

specific topic. According to Clifford Woody, research comprises defining and redefining

problems, formulating hypothesis or suggesting solution, collecting, organizing andevaluating data; making deduction and reaching conclusion and at last carefully testing

the conclusions to determine whether they fit the formulation hypothesis.

OBJECTIVES OF A RESEARCH:

To gain familiarity with a phenomenon or to achieve new insights into it. To portray accurately the characteristics of a particular individual, situation or

group.

To determine the frequency with which something occur or with which it is

associated with something else.

To test a hypothesis of a casual relationship between variables.

Research methodology is a way to systematically solve the research problem. It

may be understood as a science of studying how research is done scientifically. Init we study the various steps that are generally adopted by researcher in studying

his research problem along with the logic behind them. It is necessary for the

researcher to know not only the research method or technique but also themethodology.

OBJECTIVES OF OUR STUDY:

1. Critical skill mapping of employees of operation of G Blast Furnace.

2. Preparation of quadrant chart for every employee working in operation section

3. Analysis of quadrant chart

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DATA COLLECTION METHOD

For the survey, we have taken the help of primary and secondary data.

Primary data

For primary data collection we have used the following methods

1. Questionnaire in form of job modules

We have developed a questionnaire for section head and supervisor for job

module evaluation of workers critical skills. The number of modules to successfully

accomplish the job is same for similar designation or group of similar kind of jobs.The evaluation was done from 0 to 4 quadrants.

2. Observation method

Observation and scaling (from 0 to 4) of critical skill on quadrant was given by

the sectional head and supervisor of workers. The scale defines the competency of

employee in particular job modules.

For Example: Mr S N Mitra, Foreman of Operation section, G Blast Furnace got

second quadrant scale in Coal Injection Process, TPM, OHSAS 18000 and ISO 9001-2. Itmeans that he has working knowledge of these modules but he cant work independently.

He needs supervision for working on this module.

Secondary Data

For secondary data we referred to the company profile, previous years report,

literatures, journals, periodicals, internet, intranet, etc.

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PROCEDURE

1Give the names of all employees to be covered under Positional Training in

column "B" under the heading "Names".

2Write the topics of all the "Training Modules / Topics" to be covered under

Positional Training in row "9" under the heading "Training Modules / Topics".

3 Select the cell to be filled e.g. "H11" for 'PLC drives' for 'Ram'.

4Decide the competency of the person (Ram) on the subject (PLC Drives). Theabove said matrix to be used for this.

5Based on the above, click on the appropriate 'Quadrant Button' given on the top of

the 'Data' sheet.

6 Select next cell and continue.

SAMPLE SIZE

The sample size of our survey consisted of 87 employees of Operation Section of G

Blast Furnace

This sample size consists of 100% of total employees of Operation Section of G Blast

Furnace.

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DATA ANALYSIS

&

FINDINGS

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DATA ANALYSIS & FINDINGS

There are 87 employees in the Operation Section of G Blast Furnace with

different designations. The HR department has identified different modules or criticalskills for each designation. The designations and the respective number of modules are

given below:

DESIGNATION NO. OF EMPLOYEES NO.OF MODULES

Foreman 19 11

Technician 02 10

Jr, Technician 07 10

Sr. operator 36 09

Operator 23 10

According to the above data we have analyzed the skills of the employees of the

Operation Section by Four Quadrant Model which are given in the following tables. We

have mapped the critical skills of the employees according to modules identified by theHR Department. These data, when analyzed, provide clearly the skill levels of the

employees, the modules in which they are lacking or they are good in.

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DESIGNATION WISE BREAK UP OF OPERATION SECTION

EMPLOYEES

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COMPARISION OF DESIGNATION WISE PREVIOUS SKILL INDEX WITH

CURRENT SKILL INDEX

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OPERATION DESIGNATION WISE ANALYSIS 0F TRAINING INDEX

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OPN FOREMAN MODULE-WISE TRAINING INDEX

OPN foreman are laking in the following training modules:

Coal injection process

OHSAS 18000

ISO 9001-02

TPM

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OPN TECHNICIAN COAL INJECTION PROCESS MODULE WISE TRAINING

INDEX

OPN Tech CIP are lacking in following training index Blast Furnace OPN

OHSAS 18000

ISO 9001-2

Team Building

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OPN JR. TECHNICIAN (CIP) MODULEWISE TRAINING INDEX

OPN Jr Tech. Are lacking in following modules of training

MS Word Excel

Blast Furnace Operation Experion PKS

OHSAS 18000

ISO 9001-2

Gas Safety, gl. Safety and emergency Situation Handling

TPM

Team Building

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OPN SR. OPERATOR MODULEWISE TRAINING INDEX

OPN Sr. Operator are lacking in following modules of training

Shut down jobs

Lancing and Jam Removals

Safety in Belt Conveyor EOT Crane, Fork lift and Mini Excavator Operation

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OPN OPERATOR MODULEWISE TRAINING INDEX

OPN Operator are lacking in following modules of training

DC and Cyclone Evacuation

Shut down jobs

Gas and general safety

Lancing and Jam Removals

Safety in Belt Conveyor

EOT Crane, Fork lift and Mini Excavator Operation

Coal injection process

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CONCLUSION

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CONCLUSION

Tata Iron & Steel Co. Ltd., today stands proud as a modern integrated steelproducing company. It is more than a company; it is an institution concerned with the

interest of its all stakeholders as well as its employees.

The future of an organization largely depends upon its productivity; productivity

depends upon its employees. Thus employees should be trained in best possible way to

increase the productivity. For this purpose, Tata Steel possesses an effective training

center that takes the responsibility of training the employees. The responsibility of a

training organization does not end at imparting training but also it is extended to theevaluation of the training program, which is most neglected factor in every organization.

So every organization should conduct the training effectiveness survey like critical skillmapping each time.

Critical skill mapping helps to indicate the image of management in the mind ofemployees as well as their capabilities and attitudes. As it has been found out from the

survey and its analysis that the training programme in this department is effective, still

some weaknesses have been discovered for which some suggestions have been given. Butmost of the employees demand that they should be given more technical training, which

can be applied in a more practical way in their work. They also demand training

programmes from national and international companies. So step should be taken towardsit fulfillment.

One of the reasons for our project was to discover the skills possessed by the

employees. The evaluation of these data would help the company to critically analyze theskills in their employees and recognize the need of training. Research into all these

factors would provide clues to improve the quality of work.

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RECOMMENDATION

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RECOMMENDATION

After critical skill mapping of the employees of operation section of the G Blast

Furnace department, the following are our recommendations to this department:

1. The critical skill mapping study reveals the various skills of workers in which

they are expert or they are lacking. Special training programme should be

arranged for those employees who are lacking in their respective modules.

2. We have found from our study that the Jr. Technician are lacking in various

modules. Thus special attention must be given to these employees.

3. The mapping is done by the senior officers of the department. Thus it should be

shared with all the employees so that they come to know about their skill level

and try to improve it.

4. There should be provision for sending the employees outside the company for

training programme.

5. All training modules should be evaluated at proper time and this activity should

be carried out regularly.

6. Training should be as per work requirement and should be given at the right time.

7. The prior information for the training programmes should be given to the

workers. So care must be taken in this matter and prior notice that is before 2-3days should be given to all the employees for training.

8. There should be transparency in organizing training programme and should be

arranged for employees according to the work requirement.

9. More emphasis on ON-THE-JOB training should be given.

10. The selection criteria for training should be suitable. It should match with the

qualification of the employees. For example if he is less qualified and sent to

higher technical training programme, it will prove ineffective. Hence, training

should be provided by taking into account the platform and background of theemployee.

11. Many a times workers are given training on a particular module; later on they aretransferred to other job, which does not have any relation to the training attended

by them. They dont even get a chance to perform what they have learnt from

previous training programme.

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12. Training schedules should be prepared according to the availability of candidate.

13. Advance skill programme for personnel should be conducted.

14. The concerned faculty should come and understand the working condition and

environment before the programme.

15. It must have equal proportion of technical and managerial inputs.

16. More and more outside party and consultants should be invited to improve the

quality of inputs.

17. Programme can be made more interesting during the theoretical sessions bydiscussions of actual case study.

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LIMITATIONS

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LIMITATIONS

1. Time is the most important constraints in carrying out this project.

2. The busy schedule of section-heads and supervisors is also a limitation.

3. Problem in skill mapping of worker arises due to inter-departmental transfer of

workers.

4. The section-heads and supervisors are uncomfortable in assessing skill level of

some employees.

5. Working knowledge of software used in critical skill mapping is also a limitationfor our study.

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BIBLIOGRAPHY

Human Resource Management

-Gary Dessler, Prentice Hall EEE

Human Behavior at Work

-David K, Tata McGraw Hill

TMDC Library

www.tatasteel.com

tata still hr project

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