training & development at jindal saw ltd
TRANSCRIPT
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Executive Summary
Training and development refers to the imparting of specific skills, abilities and knowledge to an
employee. A formal definition of training & development is that it is any attempt to improve current
or future employee performance by increasing an employee’s ability to perform through learning,
usually by changing the employee’s attitude or increasing his or her skills and knowledge. The
fundamental aim of training is to help the organization achieve its purpose by adding value to its key
resource – the people it employs. Training and development is also referred as employee
development, human resource development, and learning and development. The primary objective of
training and development is to make a skilled and willing workforce available to an organization.
In Chapter -1, An Introduction is made to the study. It includes an Overview of Origin or History of
the Organization, functions and objectives are generalized. It also includes the overall organizational
structure. Proper profile of the company with its operations and services offered are given.
In Chapter-2, Objectives of Training and Development at Jindal SAW Ltd are highlighted, keeping in
mind the merits and demerits, effectiveness, behavioural pattern of employees and the impact of
training and development program on employee performance.
In Chapter-3, Research Methodology, Research Design, type and Data Collection tools are defined
including Primary and Secondary Data. Sampling Scheme and Sample Size is provided.
In Chapter-4, Collected Data is analysed, interpreted and presented by using interpretation charts.
In Chapter-5, Findings and Conclusions of Training and Development are drawn.
In Chapter-6, Recommendations and suggestions are provided.
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Table of Contents
Executive Summary ............................................................................................................................... 1
Table of Contents ................................................................................................................................... 2
Chapter 1: Introduction ....................................................................................................................... 4
Introduction ......................................................................................................................................... 5
About the organization ........................................................................................................................ 6
Group Companies ............................................................................................................................... 6
Vision .................................................................................................................................................. 9
Milestones ......................................................................................................................................... 10
Core Values ....................................................................................................................................... 11
Culture at Jindal Saw Limited ........................................................................................................... 11
Corporate strategy ............................................................................................................................. 12
Clients ............................................................................................................................................... 13
Competition faced by Jindal SAW Ltd. In different Product lines ................................................... 13
About the Topic: Training & Development at Jindal SAW Ltd .................................................... 20
Training & Development .................................................................................................................. 21
Benefits from Employee Training & Development: .......................................................................... 21
Training Benefits to the Organization: .............................................................................................. 21
Benefits to the Individual: ................................................................................................................. 22
SWOT Analysis of Training Practices at Jindal SAW Limited ........................................................ 23
Training & Development in Jindal SAW Limited ............................................................................ 24
Objectives: .................................................................................................................................... 24
Induction Program ........................................................................................................................ 24
Data of the Organization ................................................................................................................... 27
Training need identification .......................................................................................................... 27
Training calendar .......................................................................................................................... 27
Training budget ............................................................................................................................. 27
Measuring training effectiveness .................................................................................................. 27
Average training man- days .......................................................................................................... 27
In house faculty development ....................................................................................................... 27
Process followed to ensure that the employees attend the training ........................................... 28
Training needs basket ................................................................................................................... 28
Trainings schemes for graduate engineer trainee (GET) & management trainee ........................ 28
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Chapter 2: Objectives ......................................................................................................................... 30
Objectives ......................................................................................................................................... 31
Scope of the study ............................................................................................................................. 32
Chapter 3: Research Methodology .................................................................................................... 33
Research Type ................................................................................................................................... 34
Sampling Method .............................................................................................................................. 34
Methods of Data Collection .............................................................................................................. 34
Primary Data: ................................................................................................................................ 34
Secondary Data: ............................................................................................................................ 34
Chapter 4: Analysis and Interpretation ............................................................................................ 35
Evaluation of the Questionnaire ........................................................................................................ 36
Chapter 5: Findings & Conclusions .................................................................................................. 55
Conclusions ....................................................................................................................................... 56
Chapter 6: Recommendations and Suggestions ............................................................................... 57
Recommendations/Suggestions ........................................................................................................ 58
Limitations of the study ...................................................................................................................... 59
Bibliography ........................................................................................................................................ 60
Appendix .............................................................................................................................................. 61
Questionnaire .................................................................................................................................... 62
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Chapter 1:
Introduction
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Introduction
Human resource management (HRM, or simply HR) is a function in organizations designed to
maximize employee performance of an employer's strategic objectives. HR is primarily concerned
with the management of people within organizations, focusing on policies and systems. HR
departments and units in organizations typically undertake a number of activities, including employee
recruitment, training and development, performance appraisal, and rewarding (e.g., managing pay and
benefit systems). HR is also concerned with industrial relations, that is, the balancing of
organizational practices with requirements arising from collective bargaining and from governmental
laws.
The study of Training and Development is very important for any industry. Training and
development refers to the imparting of specific skills, abilities and knowledge to an employee. A
formal definition of training & development is that it is any attempt to improve current or future
employee performance by increasing an employee’s ability to perform through learning, usually by
changing the employee’s attitude or increasing his or her skills and knowledge. The fundamental aim
of training is to help the organization achieve its purpose by adding value to its key resource – the
people it employs. Training and development is also referred as employee development, human
resource development, and learning and development. The primary objective of training and
development is to make a skilled and willing workforce available to an organization.
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About the organization
The $10 billion Jindal Organization is one of India's largest business groups, amongst the
Top Indian Business Houses in terms of assets. Established in 1970 by Mr. O. P. Jindal, the
Organization has expanded and diversified into varied business areas in a planned manner,
thereby ensuring the creation of a synergistic foundation for its various business ventures.
The Organization’s manufacturing facilities are spread across13 plants at ten pivotal locations
in India, with operations in USA also. The organization has always been technology driven,
leveraging its tech strengths as the bedrock for its diversified product portfolio.
Within the Jindal Organization, people have always played a key role. The Organization has
consistently picked highly experienced technocrats and skilled professionals from a variety of
disciplines. Today, the Jindal Team comprises one of the most coveted talent pools of
technological acumen available in the country. The knowledge base and hands-on expertise
of this Team has enabled the Organization to put up large scale projects in record time.
Jindal's commitment to its employees is as real as its commitment to its balance sheet. Jindal
has approached the task of employee welfare with imagination and single-minded focus.
The reason of Jindal’s welfare measure is not just industrial law, but its view of life that
considers an employee’s well-being as its foremost responsibility. The driving force at the
Jindal Organization is its skilled and result-driven workforce of over 45,000 people. The
work environment is professional, yet open and friendly. The corporate philosophy
encourages and nurtures individual talents.
Group Companies
Jindal SAW Limited
A Total Pipe Solutions company manufacturing and marketing Large Diameter
Submerged Arc Welded pipes, Seamless tubes & pipes and Ductile Iron pipes.
JSW Steel Limited
India’s largest integrated galvanizing facilities in the private sector, engaged in hot
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rolling, cold rolling and galvanizing. Has an environment-friendly integrated steel
plant manufacturing HR coils using the revolutionary Corex technology for iron-
making
Jindal Steel & Power Limited
Asia’s largest, and the world’s second largest coal-based sponge iron plant, also
manufacturing rails, blooms and power.
Jindal Stainless Ltd.
India's largest integrated manufacturer of stainless steel
Jindal United Steel Corporation
Manufacturing steel plates for use in large diameter pipes, and in the construction and
fabrication industries
Jindal SAW USA,LLC
Jindal Saw Limited, through its step down 100% subsidiary named Jindal Saw USA,
LLC, has commissioned a double jointing and coating facility near Baytown, Houston
Jindal Thermal Power Company Limited
Producing power from coal as well as gas
Jindal Praxair Oxygen Company Limited
The world’s largest Air Separation Plant, in joint venture with Praxair Inc, supplying
oxygen for the Group’s iron and steel making operations
Vijayanagar Minerals Private Limited
A joint venture for mining iron ore
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JINDAL SAW LIMITED
Jindal SAW Ltd. is a part of the O.P. Jindal Group, one of the country's topmost industry
houses and the foremost indigenous steel producers and exporters. It started operation in the
year 1984, when it became the first company in India to manufacture Submerged Arc Welded
(SAW) Pipes using the internationally acclaimed U-O-E technology. JSL is one of the
country's largest producers of SAW pipes, which is widely used in the energy sector for the
transportation of oil and gas. With integrated facilities at multiple locations and an ever
expanding market opportunity, JSL has diversified from a single product company to a multi-
product company, manufacturing large diameter submerged arc pipes and spiral pipes and
bends for the energy transportation sector; carbon, alloy and stainless steel seamless pipes
and tubes manufactured by conical piercing process used for industrial applications; and
Ductile iron (DI) pipes for water and sewage transportation. JSL has established itself as a
market leader, and a global major in providing total pipe solutions to the industry.
At JSL, the business operations are highly structured with four strategic business units: Large
Diameter Pipes, Seamless Tubes, DI (Ductile Iron) Pipes and the US Operations. Every SBU
has its own dedicated sales and marketing targets and operations. While the first three SBUs
manufacture and market Large Diameter Pipes, Seamless Tubes and Ductile Iron Pipes
respectively, the last SBU acts as a dedicated marketing arm catering to the American market.
The company is also, listed on BSE, NSE & Luxembourg stock exchange.
The primary product categories of Jindal Saw limited include:
1. Large diameter submerged arc welded (“SAW”) pipes
2. Spiral pipes
3. Hot induction bands
4. Carbon, alloy & stainless steel seamless tubes
5. Ductile iron & cast iron pipes
6. Steel plates
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Vision
This Vision Statement is the guiding philosophy at Jindal SAW Limited. The word 'Value'
in the statement refers to the quality products, services, systems and solutions that are
essential for providing value to their customers. As a forerunner to evoking customer delight,
the Company seeks to emerge as the most preferred provider of value — not merely any
provider, nor even just a preferred one. This involves being best of class in everything, in
particular, technology and innovation.
The third keyword in the Vision Statement is ‘Reliable’. Pipelines are a key investment in the
infrastructure sector. They carry core products for industry and society, such as oil, gas,
water, etc. They are often laid underground or offshore — on the seabed. Thus, reliability is a
very important expectation. This demands superior competencies in the company’s design,
materials, manufacturing, transportation, storage, installation, commissioning, etc.
JSL seeks to realize its Vision by capitalizing on its key strengths — technical management,
innovation, finance, leadership, building infrastructure and its reputation for fulfilling
its commitment to customers.
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Milestones
1986 : Country's first LSAW Pipes (U-O-E) Mill for Line Pipes commissioned at Kosi
Kalan with API and ISO accreditation.
1992 : Bevelling Unit Commissioned at Kosi Kalan.
SAW Pipes, USA incorporated and commissioned.
1993 : First major supply of NACE Pipes for Offshore line.
1994 : Seamless Pipes and Tubes Division Commissioned at Nashik.
3LPE/FBE Coating Plant commissioned at Kosi Kalan.
1995 : First Export order is executed for Line Pipes.
1996 : CTE Mobile Coating Plant commissioned at Kosi Kalan.
1997 : Hot Induction Bends Unit established at Kosi Kalan.
Start up of 4 meter wide Plate Mill at Baytown, USA.
1999 : Port-based 100% Export Oriented LSAW & HSAW Line Pipe Plants
commissioned at Mundra with API and ISO accreditation.
Internal Coating Plant commissioned at Kosi Kalan.
2000 : 3 LPE/FBE Coating Plant commissioned at Mundra.
Internal Coating Plant commissioned at Mundra.
2002 : Concrete Weight Coating Plant re-commissioned at Mundra.
Bevelling Unit commissioned at Mundra.
2003 : Additional Plant for 3LPE/FBE commissioned at Mundra.
2004 : Third LSAW manufacturing facility commissioned at Samaghogha near Port
Mundra with accreditation from API and ISO.
2005 : Start up of Integrated Pipe Unit Ductile Iron Pipe manufacturing plant of 200,000
MT per annum capacity along with Blast Furnace of 250,000 MT per annum
capacity and a Coke Oven Plant.
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Core Values
Integrity
Conduct all business dealings along transparent lines.
Respect for Individual
Recognize individual’s contribution in the growth and development of the
Company. Treat all Jindalites with respect and dignity.
Meritocracy
Foster an environment of excellence in performance.
Dynamic Thinking
Demonstrate a winner’s attitude with a crystal clear focus to deliver sustained
value for all Stakeholders.
Creativity & Innovation
Encourage creative experimentation, embrace new ideas and institutionalize
continuous improvement in all aspects of business and performance.
Social Responsibility
Dedicate efforts to the social and environmental issues to enrich the quality of life
of the communities we serve.
Culture at Jindal Saw Limited
Jindal SAW Limited connotes an institution driven by Vision, Values and Goals; an
organization driven by Customer Orientation and an interest in the well-being of all its
Stakeholders, including its employees.
The organization manifests itself through an empowered and vibrant workplace where the
emphasis is on performance and systems/processes, the enhancement of capabilities and
external networking — culminating in a “preferred employer” status.
One of the key elements in the successful and continuous journey has been the creation and
sustenance of an enabling culture and context that facilitates the realization of the corporate
Vision. This amply manifests through the way the Company works. JSL offers an
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empowering work environment, a vibrant and winning approach, a system and processes
orientation, performance focus, knowledge and capability drive.
Corporate strategy
Corporate strategy is to increase the production for all of its products, increase its presence in
India as well as in the global markets, retain and add more customers for all products,
improve operating efficiencies, margins, profitability and shareholders wealth
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Clients
Over the past two decades of operations, Jindal SAW Ltd. has generated a long term
relationship with clients, spread across the globe. The company's clientele includes names
like:
IVRCL Infrastructures Ltd.
Larsen & Toubro Ltd.
Ramky Infrastruture Ltd.
Subhash Projects & Marketing Ltd.
Offshore Infrastructure (p) Ltd.
Tirupati Cement Products Ltd.
Luxmi Civil Engineering Ltd.
Reena Engineers
Bhooratnam Constructions
Gammon India Ltd.
Direchor & Disposals, Haryana
Public Health Engineering Department, Rajasthan
Irrigation & Public Health Department
Himachal Pradesh
Maharashtra Jeevan Pradhikaran
Karnatka Urban Water Supply & Sewerage Board
Competition faced by Jindal SAW Ltd. In different
Product lines
SAW Pipes (LSAW & HSAW): Jindal SAW Ltd. India is the most experienced
longitudinally line pipe manufacturer in South Asia after Japan. The company exports
products that have found wide acceptance in the markets of Middle East, Gulf, South
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East Asia and Africa, with a track record of manufacturing and supplying over 8000
Kms of Line Pipes, out of which in excess of 3500 Kms of Line Pipes were exported
to all major oil and gas sector companies.
Competitors for SAW Pipes:
o Welspun Gujarat Stahl Rohren Ltd. (WGSRL), the flagship company
of Welspun Group is the 2nd Largest (Large Diameter) Pipe Producer in the
World (Financial Times UK, 2008) and 'The Emerging Company of the
Year' (Economic Times Corporate Excellence Awards, 2008). With a strong
culture of ‘Engineering Excellence' WGSRL is all set to be the World's
Largest Pipe Company with an increase in capacity from 1.5 million ton per
annum to 1.8 million ton by March 2010.
o Man Industries (India) Limited Man Industries (India) Ltd. is a member of
The Man Group, UK. The organization has been expanding, integrating and
growing at the speed of light the fulfill the ambition of its Global excellence.
Commissioning of its Anjar Line Pipe and Coating Complex in the State of
Gujarat on the West-Coast of India in the year 2005 had been a major
milestone in the path of progress of the Group. The Man Group has a track
record of over 32 Years as a successful trading organization and now over 16
Years as an ambitious and fast growing manufacturer of Aluminum Extrusion
Products and Large Dia. Line Pipes. With strategic investments and
continuous growth, Man Industries (India) Ltd. has emerged out as a
prominent player in the league of world-class manufacturers of Line Pipe and
Coating Systems in a short span of eight years of its entry into the Global
market.
o PSL limited (only HSAW Pipes) with a production capacity in excess of the
1 million ton mark, we are India’s largest producer/manufacturer of HSAW
pipes - the line-pipe industries preferred pipe. But our leadership in the pipe
industry is not confined to the domestic market alone, though the market is
huge and still growing - global recognition is reflected in the huge orders
already in hand from the US even before the commissioning of our 300,000
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MT capacity plant in Missisipi not to mention the USD 45 million order of our
pipe mills in Sharjah in the UAE.
USP:
Technological and market leadership position of Jindal Saw Ltd. Is good
rather than the other SAW pipes companies.
Value added capabilities like coating facilities, induction bends etc.
Multi- location advantage with proximity of Gujarat facilities to Adani port
Low cost producer
Seamless Tubes: This unit markets Stainless / Carbon / Alloy steel seamless tubes
and pipes, manufactured in an ultra modern plant in Nashik, Maharashtra, with
technology and equipments from Mannesmann Demag Huttentechnik- MEER of
Germany, the acknowledged world leaders in Seamless Tubes and Pipes technology.
It has an installed capacity of 100,000 MT with a facility, equipped with both Hot and
Cold Section. Seamless division employs the latest version of the Conical Piercer
Process, a process producing high quality carbon steel tubes and pipes. These tubes
are extensively used in Oil refineries, Petrochemicals, Power, Heat transfer
equipment, metallurgical and refrigeration sector, OCTG, Boiler, automotive,
instrumentation and general engineering applications.
Competitors for Seamless Tubes:
o Indian Seamless Tubes The Indian Seamless Metal Tubes Limited was
promoted in 1977 by a group of technocrats to produce specialized seamless
tubes in India. Beginning with an installed capacity of 15,000 metric tons per
annum, ISMT commenced production in 1980 with the installation and
commissioning of an Assel mill in technical collaboration with Mannesman
Demag Meer of Germany. Subsequently, in 1990 the production capacity was
raised to 50,000 metric tons per annum with the addition of a second Assel
Mill. In 1995 The Indian Seamless Metal Tubes limited promoted another
company, Indian Seamless Steels and Alloys Ltd. (ISSAL), to produce alloy
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Steel, the raw material used in the manufacture of seamless tubes, giving
ISMT better control over product quality as well as deliveries.
o Maharashtra Seamless Maharastra Seamless Limited (MSL) is one of the
flagship companies of Rs.3000 Crore D.P. Jindal Group. Due to our
willingness to take on big challenges and see them through, and a persevering
policy of "no compromise on quality", MSL has evolved into a Rs. 1640
Crore Seamless Pipes Manufacturing Company by 2007-2008 from Rs.
105 Crores in 1994-1995. We pride ourselves in providing a whole range of
high-class, customizable and innovative seamless pipes and tubes using state-
of-art technology. We also manufacture ERW pipes along with the seamless
pipes. This ERW plant is India's first and only Plant capable of manufacturing
ERW Pipes upto 21" Outer Diameter. We have also diversified into Power
Generation with 7 MW wind power project at Satara Maharashtra, thus
committing ourselves to environment friendly GREEN POWER. Our
engineers and technicians are among the best and we can boast quality and
productivity levels on par with those of any seamless pipes manufacturing
facilities in the world.
o Bharat Heavy Electrical Limited (BHEL), established in 1953, is one of
leading power generation equipment manufacturers in the world. BHEL has
14 manufacturing units, 13 Regional Operation Divisions and more than
hundred "service-at-sites" facilities spread all over India. BHEL offers
comprehensive service to its customers in Conventional and Non-
Conventional Energy, Industry, Transportation, Telecommunication and Oil
sectors. BHEL has also bagged export orders from 40 countries around the
world.
One of the foremost manufacturing facilities in BHEL is the Tiruchirappalli
(also known as Trichy/Tiruchi) Complex, located in South India, BHEL
Trichy Complex comprises of the following Plants.
High Pressure Boiler Plant
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Seamless Steel Tube Plant
Boiler Auxiliaries Plant
USP:
State -of –the- art facility
Fully integrated facility where basic raw material starts from coal and iron ore
Location advantage
Technological advantage
Fiscal incentives
Versatile production facility with multiple product capabilities
DI Pipes: JSL has now entered in Ductile Iron Spun pipes market to service the fast
growing water and waste transportation segment. With an expertise of an established
market leader & reputation of a totally trustworthy supplier, the company's
impeccable track record of Quality assurance and years of experience in pipe industry
places it in a commanding position in the growing water supply and waste water
segment of the market. The Integrated Greenfield project of Ductile Iron pipe and pig
iron unit is a port-based facility situated at MUNDRA in Gujarat, India commissioned
in 2005. The unit manufactures and markets ductile iron pipes to cater to Indian and
global market requirements.
Competitors for DI Pipes:
o Electrosteel Castings The largest ductile iron manufacturer on the Indian sub-
continent, Electrosteel Castings Ltd (ECL) first manufactured ductile iron in
1994. ECL recognized the performance benefits provided by ductile iron’s
inherent strength, impact resistance and handleability. Electrosteel is based in
Khardah, near Kolkata, on the east coast of India and has created modern
state-of-the-art facilities for the manufacture of ductile iron pipes.
Electrosteel’s modern facilities produce high quality products in an efficient,
cost effective and environmentally friendly manner. Operating to ISO9001 and
ISO14001 standards, Electrosteel has adopted a strategy of full process
integration.
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o Lanco Kalahasti Casting Lanco Industries Limited (LIL) was incorporated
on 1st November, 1991 by Lanco Group of Companies to manufacture Pig
Iron using Korf (German) technology and Cement. The unit is located at
Rachagunneri Village on Tirupathi - /Srikalahasthi road which is about 30
kms. From Tirupathi and 10 kms. From Srikalahasthi. Due to the poor demand
and other reasons, the operations of the cement unit of the Company was
suspended and the unit was reengineered for producing a different product mix
having potential in south India.
As a measure of forward integration project for adding value to the Pig Iron
manufactured by the Company, LIL floated an another company named Lanco
Kalahasthi Castings Limited (LKCL) on 4th March 1997 to manufacture iron
castings and spun pipes in the same campus of the Company with an annual
capacity of 40,000 TPA and 35,700 TPA respectively. Accordingly, LIL had
an arrangement with LKCL for supply of molten iron and Pig Iron to LKCL,
being a value added product, as such iron pipes manufactured by LKCL
offered better returns.
o Tata Metaliks-Kubota Pipes Limited Tata Metaliks Kubota Pipes
Limited is a joint venture company formed between Tata Metaliks Limited of
India, Kubota Corporation of Japan and Metal One Corporation also of Japan
for production of Ductile Iron Pipes in India. Tata Metaliks is one of the
largest manufacturers of foundry grade pig iron in the world, Kubota brand DI
pipes are accepted to be the best in the world, and Metal One is one of the
largest iron & steel trading companies in the world. Besides the equity,
Kubota, a 12 billion dollars company, also brings in technology, know–how
and technical assistance in plant construction and manufacture of world-class
quality pipes. The pipe plant, with state-of-the-art technology and having
initial capacity of 110,000 tpa (to be scaled up to 200,000 tpa) is coming up
within the existing premises of Tata Metaliks at Kharagpur, West Bengal. The
Company will start production tentatively from the last quarter of FY 2008-
2009. A part of the produce will also be exported. DI Pipes have been
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recognized as the best medium for transporting raw and potable water,
sewage, slurries and process chemicals for its technical superiority and lower
lifecycle cost compared to other pipes for these applications. The existing cast
iron and other pipelines are increasingly being replaced by DI pipes. The
present scenario reflects the increasing demand of DI pipes in India due to
significantly enhanced Govt. outlay on infrastructure projects.
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About the Topic: Training &
Development at Jindal SAW
Ltd
21
Training & Development
Training and development refers to the imparting of specific skills, abilities and knowledge to an
employee. A formal definition of training & development is that it is any attempt to improve current
or future employee performance by increasing an employee’s ability to perform through learning,
usually by changing the employee’s attitude or increasing his or her skills and knowledge. The
fundamental aim of training is to help the organization achieve its purpose by adding value to its key
resource – the people it employs. Training and development is also referred as employee
development, human resource development, and learning and development. The primary objective of
training and development is to make a skilled and willing workforce available to an organization. The
other objectives comprises of:
Individual Objectives.
Organizational Objectives
Functional Objectives
Societal Objectives
Benefits from Employee Training & Development:
Regardless of the size or type of an industry or business, training can have a measurable
impact on performance and the bottom line.
Research shows that productivity increases while training takes place. Employees who
receive formal training can be much more productive than untrained colleagues who are
working in the same role. Staying competitive is the key to sustainability. Through, training
the company aims to keep the employees motivated and up-to-date with industry trends and
new technologies is essential to achieving that goal.
Employees benefit too by learning new skills and becoming a valued asset in any organization.
Successful training is focused on supporting business objectives.
Training Benefits to the Organization:
Leads to improved profitability and/or more positive attitudes towards profit orientation.
Improves the job knowledge and skills at all levels of the organization
Improves the morale of the workforce
Helps people identify with organizational goals
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Helps create a better corporate image
Fosters authenticity, openness and trust
Aids in organizational development
Aids in understanding and carrying out organizational policies
Provides information for future needs in all areas of the organization
Organization gets more effective in decision-making and problem-solving skills
Aids in developing leadership skills, motivation, loyalty, better attitudes, and other aspects
Aids in increasing productivity and/or quality of work
Helps keep costs down in many areas, e.g. production, personnel, administration, etc.
Develops a sense of responsibility to the organization for being competent and knowledgeable
Improves Labour-management relations
Reduces outside consulting costs by utilizing competent internal consultation
Creates an appropriate climate for growth, communication
Aids in improving organizational communication
Helps employees adjust to change
Benefits to the Individual:
Helps the individual in making better decisions and effective problem solving
Through training and development, motivational variables of recognition, achievement,
growth, responsibility and advancement are internalized and operationalized
Aids in encouraging and achieving self-development and self-confidence & also helps
eliminate fear in attempting new tasks
Helps a person handle stress, tension, frustration and conflict
Provides information for improving leadership, knowledge, communication skills and
attitudes
Increases job satisfaction and recognition
Moves a person towards personal goals while improving interactive skills
Satisfies the personal needs
Provides the trainee an avenue for growth and a say in his/her own future
Develops a sense of growth in learning
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SWOT Analysis of Training Practices at Jindal SAW Limited
SWOT analysis is based on: The data collected from other companies & also data collected
from the employees of JSAW.
Strengths
Variety of training programs
Well designed course content & high
relevancy to the job
Use of competency based need analysis for
TNI
Well defined & systematic process to
identify in house faculty
All the requisite skills are covered
A proper linkage exists among
organizational, operational& individual
training needs
Weaknesses
Lack of quantitative measure for
measuring training effectiveness as it is
measured only till first level of KP model
No tools used to ensure transfer of
learning after the training is imparted
All the processes are paper based which
requires a lot of documentation,
maintenance, compilation, evaluation &
time
No separate team is there solely
responsible for training
Opportunities
Business process automation tools are
available like SAP etc. which can be used to
automate/ seamlessly integrate some of the
HR processes
Further development of in house faculties
and/or sharing of knowledge
Threats
The training budget can be affected by
economic slowdown which may lead to
reduced training
Technology is changing fast & new
technology demands new skills
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Training & Development in Jindal SAW Limited
Objectives:
The purpose of the induction & orientation program for any new entrant in the JSAW family is:
Comprehensive understanding of JSAW, its philosophy, values, mission, vision, goals,
organization structure, products & services, people & processes.
Understanding what is valued in JSAW, behavior patterns expected out of employees.
Understanding the nature of tasks performed at JSAW particularly those in which the person
is going to specialize.
Provide minimum required technical, managerial & conceptual competencies to function in
any role at JSAW.
Induction Program
The schedule of the program is as follows:
I. Initial orientation at the office:
Contact person: HR Personnel
o Joining formalities
o Introduction with all the organization members
o Introduction with the department people
o Understanding the company, history structure, activities & business
o Read & understand company policies , circulars and manuals
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II. Orientation at corporate office
Contact person: HR Personnel
Department Contact
Person
Duration Knowledge Sharing
1.) Marketing HOD/
Officer
30-45minutes/
need based
o Systems & Procedures
o Functioning of the department
2.) Finance HOD/
Officer
30-45
minutes/need
based
o Interface with finance
o Department viz. a viz.
o Account clearances &
reimbursements
3.) Procurement HOD/
Officer
30-45
minutes/need
based
o Systems & Procedures
o Functioning of the department
4.) HR HOD/
Officer
30-45 minutes/
need based
Organization philosophy, core values, policies/
systems/ procedures & practices
5.)Corporate
Communication
HOD/
Officer
30-45 minutes/
Need based
o Systems & procedures
o Functioning of the department
6.) IT HOD/
Officer
30-45 minutes/
need based
o Systems & Procedures
o Functioning of the department
26
III. Orientation at JSAW, Kosi/ Mundra/ Nashik
Contact Person: Plant Head/ Officer
o Visit to the plant (preferably for the employees in department directly dealing with
the plants) to understand the manufacturing processes & procedure for better
technical know-how about the product.
o Understand the requirements & expectations of the plant from your department.
27
Data of the Organization
Jindal SAW Limited
Training need identification
TNI format is linked with the appraisal wherein the appraiser needs to fill the functional, behavioral
competencies that are required/ expected from the employee to perform, delivered by the employee &
also if any improvements required. On that basis of this training needs are identified. Also they are
identified through grievances, at the time of promotions, through tests- for behavioral as well as
technical, questionnaires, self-assessment by the employee, training would be imparted on account of
expansion if new machines are bought in or new systems & procedures have been laid down.
Training calendar
It is usually prepared in the month of November for the trainings to be imparted for the next calendar
year. It is prepared on the basis of 4 categories: workers, staff, managers, top management. Training
calendar is developed on the basis of TNI & some are compulsory trainings specific to grades &
nature of responsibilities.
Training budget
It is decided on the basis of training calendar & availability of external & internal faculties.
Measuring training effectiveness
Immediate feedback is taken in order to measure effectiveness of training
Average training man- days
4 Man days per employee at the plant
In house faculty development
In house trainer is identified by the functional heads. After their identification, they are supposed to
submit their course material, presentation, methodology to the functional head & then they will
forward it further to the HR department. The in house faculty is then decided accordingly. In order to
28
develop the In house faculty they are sent for specific training & thereafter, they use the knowledge of
those trainings to further impart it to the concerned employees.
Type & level of training required is the key factor for deciding whether training should be in house or
outsourced.
Process followed to ensure that the employees attend the training
Training is purely linked with appraisal at the organization. Also, it also linked with career growth of
the employees.
Training needs basket
Managerial & functional (technical training): Project management, strategic business
negotiation, strategic planning, creativity & innovation, industrial safety & improving
productivity.
Behavioral /soft skills training- Leadership, team building, interpersonal effectiveness,
stress management, improving emotional intelligence, personal effectiveness, presentation &
communication skills.
Other actions: On the job, job enlargement, job rotation, special projects.
Trainings schemes for graduate engineer trainee (GET) & management trainee
Graduate engineer trainee (GET)
Training period: It will be for a period of 1 year & the individual will be given training in
various modules.
Training details:
1. Induction & orientation training.
2. Technical training
3. Product training
4. Quality training
5. Project training
6. Management training
7. Pre – placement training
29
Methodology:
1. Plant visits
2. Plant process orientation
3. On- the- job training
4. Floor management training
5. Class room training
6. Presentation of project in front of the management
Management trainee
Training Period: It will be for a period of 1 year & the individual will be given training in
various modules.
Training details:
1. Induction & orientation training
2. Functional training
3. Product training
4. Quality training
5. Project documentation
6. Management skills
7. Pre- placement training
Methodology:
1. Plant visits
2. Plant process orientation
3. On-the-job training
4. Customer relationship management
5. Class room training
6. Presentation of project in front of management
30
Chapter 2: Objectives
31
Objectives
The broad Objective of the study of the training and development process at Jindal SAW Ltd is to
study the impact of training on overall skill development of the employees at the organization.
The specific objectives of the study are:
1. To understand the need for and objectives of training and development in Jindal SAW Ltd.
2. To examine the effectiveness of training in overall skill development of the employees
3. To know as to how Jindal SAW conducts its Training and Development Programme
4. To study the behavioural pattern of employees with respect to the training provided.
5. To explore the methodology and types of training provided to the employees in the organization.
6. To know the challenges faced by the organization and employees in training and development
process.
7. To study the different methods/techniques used to evaluate the training.
8. To identify the merits and demerits of training and development in Jindal SAW Ltd
32
Scope of the study
The development of any organization depends on the Training of the employees. The
study is conducted to know the various techniques and methodologies for training and
development of employees in an organization. By looking it one can adopt corrective
measures to decrease irregularities and loopholes in the organization, which in turn leads
to organizational growth.
33
Chapter 3: Research
Methodology
34
Research Type
Descriptive and exploratory research has been used in the study. This type of research describes
what exists and may help to uncover new facts and meaning through a questionnaire or a direct
interview.
Sampling Method
Convenience Sampling.
Sample Size: 30
Methods of Data Collection
Primary Data:
1. Interview Method
2. Questionnaire
The Primary data was collected from the respondents by administering a structured questionnaire and
also through observations, interviews & discussion with Management team.
Secondary Data:
1. Books and Journals
2. Business Magazines
3. Websites
The secondary data is being collected through Text books, records of Jindal SAW Limited, Journals
from Library, Academic Reports, and Internet, used for this study.
35
Chapter 4: Analysis
and Interpretation
36
ANALYSIS AND INTERPRETATION
Evaluation of the Questionnaire
1. Does the organization conducts enough Training and Development Programs?
Options Yes No Total
Responses 30 0 30
% 100 0 100
Interpretation:
Almost all the employees believe that the organization conducts enough training and development
programs depending on the training need analysis and by continuous observation and monitoring of
the behavioral pattern of employees.
100%
0%
Yes No
37
2. Does organization identifies training need for the employees?
Options Yes No Total
Responses 30 0 30
% 100 0 100
Interpretation:
Almost all the employees believe that the organization focuses on identifying individual training
needs and working upon the same from time to time, along with conducting timely feedback to
evaluate the performance.
38
3. What, according to you, is the need and objective of Training and Development in your
organization?
Options New
Technology
Work Performance
and productivity
Matching employee
specifications with
job requirements
Internal
mobility Total
Responses 6 15 8 1 30
% 20 50 27 3 100
Interpretation:
According to the survey, the prior need and objective of training and development in the organization
is to improve the work effectiveness by improving the work performance and productivity, followed
by creating a match between the job requirements and employee specifications, adopting technology
driven methods and few believed that internal mobility from one job role to another is the reason for
conducting T&D.
39
4. What is the duration of the Training and development program?
Options 1
Month
2
Months
3
Months
6
Months
Depends on the
Requirement Total
Responses 3 0 8 15 4 30
% 10 0 27 50 13 100
Interpretation:
Normally the duration of the training program is 6 months, but it is situational and depends on case to
case and level of experience.
40
5. What kind of training methods are provided?
Options On- the –Job
methods
Off-the-Job
methods Both Total
Responses 4 1 25 30
% 14 3 83 100
Interpretation:
According to the survey, both on-the-job and off-the-job methods are adopted for training employees,
wherein employees feel that more focus is laid on on-the-job methods.
41
6. What on-the-job methods of management (executive) development are adopted?
Options Coaching Understudy
assignments
Job
rotation
Committee
assignments
Project
assignments Total
Responses 6 10 7 0 7 30
% 20 34 23 0 23 100
Interpretation:
According to the survey, the most prevalent on-the-job method used for training employees is
understudy assignments, wherein a fresher is employed as an apprentice, followed by coaching,
project assignments and job rotation techniques.
42
7. What off-the-job methods of management (executive) development are adopted?
Options Seminars
and lectures
Laboratory
training
Interpersonal
Behaviour
Analysis
Interaction
Modelling Total
Responses 15 2 7 6 30
% 50 7 23 20 100
Interpretation:
According to the survey, off-the-job methods used for training are mostly seminars and workshops,
followed by timely interpersonal behavior analysis and interaction modelling analysis.
43
8. How often is the training program conducted?
Options Yearly Half-
yearly Monthly Quarterly
Depends on
requirement Total
Responses 6 10 2 0 2 30
% 30 50 10 0 10 100
Interpretation:
As per the survey, it’s yearly or half yearly, but sometimes training is conducted every month in the
form of seminars and workshops and sometimes it depends on the requirement or the training needs.
44
9. The training acquired during the training program is directly applied to the job?
Options Yes No To some
extent Always Total
Responses 20 0 10 0 30
% 67 0 33 0 100
Interpretation:
67% of the employees feel that the training provided to them is helpful and applicable in real life
scenarios and 33% believed that the training practices are applicable to some extent only and are
mostly situation based and spontaneous.
45
10. Does the training provided boosts up the morale and confidence level of the employees?
Options Highly
Agree Agree Disagree
Highly
Disagree Total
Responses 10 20 0 0 30
% 33 67 0 0 100
Interpretation:
Almost all the employees believed that training improved the performance and productivity, which in
turn boosted their morale and confidence.
46
11. How is the performance after training evaluated?
Options Observation Interviews Behaviour/Skill
Tests Appraisal Total
Responses 10 0 0 20 30
% 33 0 0 67 100
Interpretation:
Appraisal is the most prevalent method to evaluate the performance of employees, along with
continuous monitoring and observation after the training was imparted.
47
12. “Your organization considers Training as a part of competition strategy”. Do you agree with
this statement?
Options Strongly
Agree Agree
Partly
Agree Disagree Total
Responses 5 10 25 0 30
% 12 25 63 0 100
Interpretation:
37% of the employees agreed that training provided to them is a part of the competitive strategy by
the organization, while 63% of the employees believed that the training provided is not only a
competitive strategy by the organization, but also an effort to enhance and improve the skills,
performance and productivity of the employees.
48
13. What is the Satisfaction level with the training program?
Options Highly
Satisfied Satisfied Dissatisfied
Highly
Dissatisfied Total
Responses 8 20 2 0 30
% 27 67 6 0 100
Interpretation:
Almost 67% of the employees are satisfied with the training program and 27% are highly satisfied
with the same, whereas few 6% of the dissatisfied employees believed that T&D program can be
improved.
49
14. What, according to you, are the merits of Training and Development program in your
organization?
Options Better
employee
performance
High
employee
morale
Better
quality
Reduction in
supervision and strain
on management
Reduction
of
wastage
Total
Responses 10 15 0 0 5 30
% 33 50 0 0 17 100
Interpretation:
50% of the employees believe that T&D programs help to boost employee morale and confidence,
33% believed that it improves employee performance, while few believed that it reduced the wastage
of resources and efforts after proper training was imparted.
50
15. What, according to you, are the demerits of Training and Development program in your
organization?
Options Insufficient
Time
Fast changes
in technology
Losing control of
the training context Expensive
Time
consuming Total
Responses 10 15 5 0 5 30
% 29 43 14 0 14 100
Interpretation:
Almost 43% of the employees believe that fast changes in technology arises the need to conduct T&D
programs more often which serves to be a demerit for the organization as it increases the cost for
training. Also, due to lack of time and piling up of work, it gets difficult to conduct a training program
when needed. Few employees also quoted that training program is time-consuming and also it loses
its context after some time.
51
16. Whether the management uses latest techniques for conducting training?
Options Yes No Total
Responses 30 0 30
% 100 0 100
Interpretation:
Almost all the employees believed that the organization uses latest training and development
techniques/methods and equipment.
52
17. Does the Training program focus on developing team work and leadership skills?
Options Yes No Total
Responses 30 0 30
% 100 0 100
Interpretation:
Almost all the employees believed that the training and development programs conducted by the
organization focused on developing team work and leadership skills.
53
18. Does the training programme help to improve employee – employer relationship?
Options Yes No Total
Responses 25 5 30
% 83 17 100
Interpretation:
It was analyzed that 83% of the employees believed that training and development programs help in
improving and strengthening employee-employer relationship, whereas 37% believed it does not
affect the employee-employer relation in any way.
54
19. What improvements can be made in the current training program?
Options
Clearly
defined
objectives
Well defined
training
policy
Properly organized
training materials
and equipment
Appropriate
methods of
training
Efficient trainers
and well organized
training sessions Others Total
Responses 5 5 0 10 10 0 30
% 17 17 0 33 33 0 100
Interpretation:
It was analyzed that organization must emphasize more on providing efficient trainers or outsourced
trainers and well organized training sessions to the employees, followed by using the most appropriate
methods of training. Few employees also believed that organization must have a clearly defined
training objective and policy.
55
Chapter 5: Findings
& Conclusions
56
Conclusions
Jindal Saw Ltd., being, the largest pipe manufacturing company in India, has made efforts to update its training
programs to keep pace with the fast changing world. In a highly competitive market, such continuous efforts are
necessary to be ahead of competitors.
Some of the major findings with respect to the training programs are –
Almost all the employees believe that the organization conducts enough training and development
programs by identifying individual training needs, continuous observation and monitoring of the
behavioral pattern of employees, along with conducting timely feedback to evaluate the performance.
Normally the duration of the training program is 6 months, but it is situational and depends on case to
case and level of experience.
Both on-the-job and off-the-job methods are adopted for training employees, wherein employees feel
that more focus is laid on on-the-job methods.
The most prevalent methods used for training employees are understudy assignments, coaching, project
assignments and seminars and workshops.
TNI format is linked with the appraisal, through grievances, at the time of promotions, through tests-
behavioral & technical both, questionnaires, self-assessment by employee, on account of expansion
Training programs are prepared in the month of November for the next calendar year, developed on the
basis of TNI and prepared on the basis of 4 categories: workers, staff, mangers, top management
Decided on the basis of training calendar & availability of external & internal faculties
Immediate feedback is taken by the top management
In house trainer is identified by functional head and are developed by sending them for specific
training, type & level of training required is the factor responsible for deciding whether a faculty
should be in house or outsourced
Most of the employees are satisfied with the training program as it focused more on improving the
performance and productivity, which in turn boosted their morale and confidence.
The organization uses latest training and development techniques/methods and equipment.
Employees believed that the training and development programs conducted by the organization focused
more on 3 aspects: developing team work, improving leadership skills and communication skills.
Also, the relevance of the job to the trainings is rated quite high due to which their understanding of the
job has increased & also has increased their capability to perform better.
It was also seen that the training objectives have been met to a large extent.
Finally, all these factors have contributed to considerably high overall rating of the training programs.
57
Chapter 6:
Recommendations
and Suggestions
58
Recommendations/Suggestions
Conduct refresher sessions on a quarterly basis: The need for refresher trainings should be
emphasized at every stage of the study. The refresher should contain the updates along with
sessions on topics covered in earlier sessions.
Ideal blend of different training methods & techniques such as lectures, role plays, group
discussions (also called blended learning) etc. should be used to enhance the learning of the
employees. Also, E- learning should be used to impart training as a part of the blended
learning as it provides the trainees to learn in an interactive & controlled environment. E-
Learning also provides a chance to revisit the training which helps in absorbing the training
better.
As, the training course content is already relevant to trainees’ job at Jindal Saw Limited,
therefore in order to maintain the same levels it should be checked out regularly and should
be up to date.
Trainer must give personal feedback to each participant just after the training and must
discuss ways for improvement in case if identified any. Trainer must also take feedback after
one month and should see if employees are really finding the training helpful and if they are
really implementing what they learned during training. For this to take place feedback should
be made an integral part of the training programme and trainees must be made aware of its
importance.
Reminding participants of the goals and expectations: Trainees should receive reminder
emails as prompts to document their progress on the goals to which they’ve committed.
Additional reminders should be sent to those who do not complete their updates within a
defined period.
In-house trainers must be given proper timely training
It was analyzed that organization must emphasize more on providing efficient trainers or
outsourced trainers and well organized training sessions to the employees, followed by using
the most appropriate methods of training. Few employees also believed that organization must
have a clearly defined training objective and policy.
59
Limitations of the study
The study was limited to Jindal SAW only and not the entire Jindal Group.
There might always be sampling errors.
The sample under consideration may not reflect the whole population.
Survey and study has been carried out in a span of only few weeks due to time constraint.
Since training and development is a vast topic to be discussed, the study may not reflect each
and every aspect.
60
Bibliography
BOOKS:
“HUMAN RESOURCE MANAGEMENT”
By C.B. GUPTA
Published by SULTAN CHAND & SONS, New Delhi.
“RESEARCH METHODOLOGY”
By C.R. KOTHARI
Published by NEW AGE INTERNATIONAL PUBLICATION
“PRESONNEL MANAGEMENT”
By C.B. MAMORIA & GANKAR
Published by MALYA PUBLISHING HOUSE
Manuals of Jindal SAW Limited.
WEBSITES:
www.google.com
www.wikipedia.com
www.jindalsaw.com
www.citehr.com
www.forbes.com
61
Appendix
62
Questionnaire
(For analysing the training and development effectiveness)
Dear Participant,
I, Aditi Sharma, student of MBA, BPIBS, Guru Gobind Singh Indraprastha University, New Delhi, is
conducting a study on Training and Development Scenario at Jindal SAW Ltd.
I request you to kindly spare some of your valuable time to answer few questions mentioned below. I
ensure the information furnished by you would remain strictly Confidential and will be used for
Academic/Research/Official purpose only.
Name(optional):
Department:
Designation:
Gender:
Age(in years):
Number of years of service at Jindal SAW Ltd:
1. Does the organization conducts enough Tr aining and Development Programs?
A) Yes B) No
2. Does organization identifies training need for the employees?
A) Yes B) No
3. What, according to you, is the need and objective of Training and Development in your
organization?
A) New Technology
B) Work Performance and productivity
C) Matching employee specifications with job requirements
63
D) Internal mobility
4. What is the duration of the Training and development program?
A) 1 Month B) 2 Months C) 3 Months D) 6 Months E) Depends on the requirement
5. What kind of training methods are provided?
A) On- the –Job methods
B) Off-the-Job methods
C) Both
6. What on-the-job methods of management (executive) development are adopted?
A) Coaching
B) Understudy assignments (“assistant to” positions)
C) Job rotation
D) Committee assignments
E) Project assignments
7. What off-the-job methods of management (executive) development are adopted?
A) Seminars and lectures
B) Laboratory training
C) Transactional (Interpersonal behaviour) Analysis
D) Behaviour or interaction Modelling
8. How often is the training program conducted?
A) Yearly B) Monthly C) Half-yearly D) Quarterly E) Depends on requirement
9. The training acquired during the training program is directly applied to the job?
A) Yes B) No C) To some extent D) Always
10. Does the training provided boosts up the morale and confidence level of the employees?
A) Highly agree B) Agree C) Disagree D) Highly disagree
64
11. How is the performance after training evaluated?
A) Observation B) Appraisal C) Aptitude/Skill Tests D) Interviews
12. “Your organization considers Training as a part of competition strategy”. Do you agree with
this statement?
A) Strongly agree
B) Agree
C) Partly agree
D) Disagree
13. What is the Satisfaction level with the training program?
A) Highly Satisfied B) Satisfied C) Dissatisfied D) Highly Dissatisfied
14. What, according to you, are the merits of Training and Development program in your
organization?
A) Better employee performance
B) High employee morale
C) Better quality product
D) Reduction in supervision and strain on management
E) Reduction of wastage
15. What, according to you, are the demerits of Training and Development program in your
organization?
A) Sufficient time is not allowed to cover all aspects of training
B) Fast changes in technology and other element of environment make the training obsolete,
sometime after only 2-3 months
C) Losing control of the training context
D) Expensive
E) Time – consuming
16. Whether the management uses latest techniques for conducting training?
A) Yes
B) No
17. Does the Training program focus on developing team work and leadership skills?
A) Yes
B) No
65
18. Does the training programme help to improve employee – employer relationship?
A) Yes
B) No
19. What improvements can be made in the current training program?
A) Clearly defined objectives
B) Well defined training policy
C) Properly organized training materials and equipment
D) Appropriate methods of training
E) Efficient trainers and well organized training sessions
F) Others, please specify _________________
Thanks for the valuable feedback