PROJECT REPORT ON

TRAINING AND DEVELOPMENT OF EMPLOYEES AT NALCO

Submitted By (Group -4)

Pallabi Naha- 12202141 Piyush Kanta Jena-12202142 Prabhu Dutta Behera-12202143 Pranay Sarkar-12202144 Prasenjit Ghosh-12202145 Priyanka Satapathy-12202146 Debasrita Satapathy-12202245

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ACKNOWLEDGEMENT

We take pleasure to acknowledge and express our heartfelt gratitude to Mr. Amiya Patanaik, Dy.General Manager (I.E) & Tech Secy. to director (P&A), Nalco corporate office, BBSR, for his wholehearted support without which this project could not have been completed. We would also take this opportunity to thank Prof. Debjani Ghosh, her wide knowledge and her logical way of thinking have been of great value for us. Her understanding, encouragement and personal guidance have provided a good basis for the project.

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CONTENTS
CHAPTER No. 1 2 NALCO OVERVIEW. TRAINING AND DEVELPOMENT- A POTENT CORPORATE WEAPON... 3 VIEWING NALCO IN THE PERSPECTIVE OF TRAINING AND HRD STRATEGIES...... 4 5 6 7 TRAINING AND DEVELOPMENT IN NALCO. TRAINING NEED ANALYSIS. ANNUAL TRAINING PLAN CORPORATE TRAINING AND DEVELOPMENT ACTIVITIES FOR THE PAST 13 YEARS IN NALCO.. 8 IN-HOUSE PROGRAMME AT A GLANCE FOR 2010-2011. 22-23
6

CHAPTER NAME

PAGE No.

4 5

7-14 15-18 19 20-21

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Chapter 1
NALCO : AN OVERVIEW
National Aluminum Company Limited (Nalco) is considered to be a turning point in the history of Indian Aluminum Industry. In a major leap forward, Nalco has not only addressed the need for selfsufficiency in aluminum but also given the country a technological edge in producing this strategic metal as per world standards.

Incorporated in 1981 as ka public sector enterprise, Nalco was set up to exploit a part of the large bauxite deposits discovered in the East Coast, in technological collaboration with Aluminum Pechiney of France(now Alcan).

With consistent track record in capacity utilization, technology absorption, quality assurance, export performance and profitability, Nalco is a bright example of Indias industrial capability. Today, as an ISO 9001, ISO 14001 and OHSAS 18001 Company, with its products registered in London Metal Exchange, Nalco has emerged as the largest integrated bauxite-alumina-aluminum complex in Asia. Now, Nalco enjoys the status of a Navratna Company.

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Chapter 2
TRAINING AND DEVELOPMENT: A POTENT CORPORATE WEAPON
Excellence is an art won by training and habituation. We do not act rightly because we have virtue or excellence, but we rather have those because we have acted rightly. We are what we repeatedly do. Excellence, then, is not an act but a habit. - ARISTOTLE

In the field of Human Resource Management, training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in Organizational settings. It has been known by several names, including employee development, human resource development, and learning and development.

Training And Development Need = Standard Performance - Actual Performance

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Chapter 3
VIEWING NALCO IN THE PERSPECTIVE OF TRAINING
N : NURTURING A : AMPLE L : LEARNING SKILLS (KSA) C : CONDUCIVE FOR O : ORGANIZATION

3.1 HRD STRATEGIES

HRD from organizational point view will be a continuous process of helping/motivating the employees to acquire and develop technical, managerial and behavioral knowledge, skills and abilities and mould the values, beliefs, attitude and aptitude necessary to perform present and future roles by realizing maximum human potential and contribute positively to the organization goals.

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Chapter 4
TRAINING & DEVELOPMENT IN NALCO
Training of the employees has been a priority area for the company from the very beginning. This resulted in successful operation of plants and facilities by the employees who had no prior knowledge and skills in the required fields. Quick assimilation of imported know how is also another result of adequate training efforts of the company.

However, while the skill development training is being considered near adequate leaving scope for only refresher training, the need for various types of culture building and behavioral training is being increasingly felt in the organization. This has been confirmed through surveys and need analysis undertaken during last three years.

4.1 OBJECTIVES & SCOPE OF TRAINING & DEVELOPMENT IN NALCO

One of the primary objectives in the area HR has been to provide effective, job-based as well as developmental training inputs to the employees. The Company's approach has been two-pronged a) To reinforce desired behavioral traits and job skills by exposing employees to specific tailormade training program on a continual basis. b) To take fresh initiatives by organizing training program in new areas. Employees are sponsored for in-house, external as well as foreign trainings; the thrust has been on developing capabilities. Training institutes at the different production units as well as in the corporate office organize their respective training program for in-house training. The HRD Centre of Excellence at the Corporate Office addresses training needs of the organization as a whole & also provides training infrastructure for outside organizations, thus acting as a profit centre. Training of the employees has been a priority area for the Company from the very beginning. This has resulted in successful operation of plants and facilities by the employees, who had no prior knowledge and skills in the required fields. Quick assimilation of imported know how is another result of adequate training efforts of the company.

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However, while the skill development training is being considered near adequate leaving scope for only refresher training, the need for various culture building and behavioral training is being increasingly felt in the organization. Hence, in the last few years there has been a shift in the training focus. Now, such new areas like Emotional intelligence, Neuro Linguistics Programming etc. are being explored. program have been initiated to develop skills of SC/ST employees and Land displaced employees. Exposure of senior executives to quality management, strategic planning, human process lab; behavioral training for all executives; cross-functional training's for areas like materials, HR, finance; specialized training's for Trade Union representatives; and productivity mission to organizations of repute are some of the other efforts to train and develop manpower.

4.2 WHY IS TRAINING NEEDED ?

To improve the employees job knowledge, skills and morale. To help employees identify with corporate objectives. To meet the future manpower needs. To increase the productivity and profitability of organization. To create a better corporate image. To improve boss/subordinate and labour /management relations. To keep the existing employees abreast with latest technology. To help in organizational communication, growth& development. To eliminate suboptimal behavior (such as hiding tools) To prepare guidelines for work. To develop versatility, mobility, leadership, loyalty among workers To help development of promotion from within. To reduce outside consulting costs and gain acceptance by peers. To keep costs down in Production, HR, Administration.

4.3 WHERE IS TRAINING CONDUCTED ?

At the job itself(For Basic Skills) On the site but not the job. For ex. In a training room in the company(For Basic Grammar Skills) Off the site, such as in a university, college, hotel, a resort, or a conference centre. (For Interpersonal and Conceptual Skills)

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4.4 WHEN IS TRAINING CONDUCTED ?

In the knowledge economy, its no longer enough to put the employees through the occasional training module a few times a year. Companies looking to operate and compete in a global market need to constantly skill and re-skill their people, and training is thus becoming a 24/7/365 affair, cutting across geographies and time restrictions. To deliver this training on this scale and frequency, technology is key-media-rich content, video-on-demand, chat and online self-tutorials have ensured that most of the learning for employees takes place at the place, and time, of their convenience.

4.5 WHO ARE THE TRAINEES AND TRAINERS ? TRAINEES

Trainees should be selected on the basis of self-nomination, recommendations of supervisors or by the HR Dept. itself. Whatever is the basis, it is advisable to have 2 or more target audiences.

For e.g. Rank-and-file employees and their Supervisors may effectively learn together about a new work process and their respective roles. Bringing several target audience together can also facilitate group processes such as problem-solving and decision making, elements useful in quality circle projects. TRAINERS 1. Immediate Supervisors 2. Co-workers as in buddy systems 3. Members of the HR Staff (teach basic skills) 4. Specialists in other parts of the company(teach basic skill) 5. Outside Consultants 6. Industry Associations 7. Faculty members at universities (teach interpersonal and Conceptual skills) 8. Staffs of training depts. in case of large Organizations.

4.6 TRAINING METHODS On-the-job training (OJT)

Coaching

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Job rotation Apprenticeship Vestibule training

Off-the-job training Lectures

Case studies Role-play

4.7 TRAINING IN RESPECT OF EXECUTIVES

Knowledge in the functional areas for junior level Managers. Knowledge on technology, managerial skills, team building for the middle level Managers. Managerial skills, leadership and inter-personal relationship for the senior level Managers. At all levels more stress will be laid on training for attitudinal changes for the managers, so that they can cope of with the changing need of the Organization.

4.8 TRAINING IN RESPECT OF NON-EXECUTIVES Technical Training Skill and Multi-Skill Development Attitudinal Changes Motivation and Involvement Total Quality Management Participation in Quality Circles and group activities Safety measures

4.9 The Training Set-UP In NALCO :

Infrastructure: Training Institutions in NALCO include Human Resources Development Centre, S&P Complex Angul. Human Resources Development Centre, M&R Complex, Damonjodi. HRD Centre of Excellence, Bhubaneswar. - 10 - | P a g e

 Mines Vocational Training Centre, Panchpatmali Mines, Damonjodi.

Human Resource Development Centre Angul : Headed by a Chief Manager (Training), the Centre caters to the training needs of the Aluminium Smelter Plant and Captive Power Plant, located at Angul. The main functions are : To provide statutory training to St. Operative Trainees (SOTs)& Jr. Operative Trainees (JOTs) the two entry level for non executive technical employees. Technical training to SOTs & SOTs. To conduct Supervisory Development Programs & Workers Education Programs. To Provide Technical Training to Graduate Engineer Trainees (GETs).

Beside these, the Centre Provides specialized training in the following fields. Technical of Aluminium making. Power plant operation, maintenance, power generation, transmission & distribution. Mechanical & Electrical maintenance of Aluminium Sjpelter. Electronics & Instrumentation. Computer-related packages Total Quality Management Safety, Health & Environment

4.10 Human Resource Development Centre, M&R Complex, Damanjodi

Headed by a Chief Manger (Training), the centre caters to the requirements of the employees of the Mines & Alumina Refiner Complex at Damanjodi. the functions are similar to that of Angul

HRD centre except for the following specialized. Trainings (a) (b) (c) Technology of Alumina making process. Mechanical & Electrical maintenance and Automobile engineering. Mining & Geology.

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4.11 HRD Centre of Excellence, Bhubaneswar :

Headed by General Manager (HRD), the HRD Centre of Excellence caters to the following requirements (a) To plan and coordinate implementation of the appropriate training and development strategies

for the employees of the Organizational level. (b) To plan and coordinate implementation of the appropriate training and development strategies

for the employees on the Organizational level. (c) (d) To prepare and update curriculum training materials. To organize nomination of executives to outstation training programs, seminars and

conferences based on annual training plans. (e) To coordinate updation of the technical literature relevant to NALCO and maintain an archive

of all technical literature concerning the organization, apart from maintaining a well equipped library. (f) To conduct action oriented research and surveys on the employees morale, motivation and

other organizational issues. (g) To consolidate training needs of employees based on their performance appraisal reports and

make it a basis for organizational training need analysis.

4.12 Mine vocational Training Centre, Panchapatmalli Hill Top, Koraput :

Set up under the statutory requirement of Mine Vocational Rule, 1996, with a view to develop the personnel working in the Bauxite Mine, Te centre in headed by Mining Engineer (equivalent to the rank of a Dy Manager) having a first class mines Manager certificate f competency. the centre provides training in(a) (b) (c) Mines Safety Mines Fire Hazards Statutory Mining Requirements.

4.13 TRAINING AIDS AND EQUIPMENTS

A Well-maintained store having all types of materials which are required at the time of training are present in the training centre. And they are: - 12 - | P a g e

 Television (29 size) One 25 mm projector Audio and video cassettes (200 nos) Movable blackboards Screen (6 nos.) VCR

Printer Slide projector Conference Hall (2 nos.) Open forum hall Syndicate room (seating capacity 25) Computer room with latest facility Technical library

4.14 Organization Chart Of Training Department:

Chief Of (H&A)

HOD (HRD) Training Training Facilitator -1 Training Facilitator -2

RESPONSIBILITY AND AUTHORITY: Responsibility: 1. (a) (b) Chief of (HRD & A):He is responsible for all HRD and Administration activities in the unit. He is responsible for training activities in the unit.

2. (a)

HOD (JRD), Training:Co-ordination of identification of training needs of.

Employees. (b) (c) Preparation of annual training plan and training Calendar: Co-ordination with corporate HRD department for nomination employees in company and external programs. - 13 - | P a g e

(d)
(e)

Preparation of training modules. Overall coordination of all training functions.

3. (a) (b)

Training Facilitator-1 Co-ordination of external and in house training programs. Documentation activities as per EMS (ISO-14001) and QMS (ISO-9002)

requirements. (c) Infrastructure facilities of HRD centre, procurement and maintenance of AV

aids and other materials. (d) (e) (f) (g) (h) (i) (j) Faculty assistance in in-house training programs. Feedback analysis, activities including presentation follow up actions. Co-ordination of all types of financial matters. Of Apprentices Act. Reading materials for in-house training programs and other activities. Administration / implementation of provisions of Apprentices Act. Co-ordination of activities pertaining to seminar/presentation and VIP visits. Co-ordination of all categories of trainees, preparation of reading materials

/course materials for trainees/trainees/training program belonging to this area of work and co-ordination with HODs for preparation of training modules for on the job training /shop floor training. (k) (l) Co-ordination of induction training activities. Any other job assignments time to time

(4) (a)

Training Facilitator-2 Co-ordination and monitoring of on the job training of all categories of

trainees, preparation of reading materials for trainees/ training program belonging to his area of work and co-ordination with HODs for preparation of training modules for on the job training / shop floor training. (b) (c) Provide faculty assistance as and when required. Supervision of all categories of apprentices under Apprentices Act for on the

job training. (d) (e) (f) (g) In change of hostels for all categories of trainees. Co-ordination of plant visits for students/VIPs Co-ordination with departments for in house training nominations. Feedback analysis and presentation of all out company programs and

coordination with HODs for its effectiveness. (h) (i) Co-ordination of activities with the central store. Any other job assigned from time to time. - 14 - | P a g e

Chapter 5
TRAINING NEED ANALYSIS
The Training Needs of the Organization is broadly classified in to following categories : Individual Need : Reference is made to Form-E of Appraisal Report for identification of functional as well as developmental Training need of an executive, upon their receipt In Form-E from the Appraisal cell, by 20th March every year. Such forms are reviewed and accessed to formulate plans for fulfilling the needs, depending upon available resources/programs.

Functional Needs : Department/Section Heads identify these training needs of the employees working under them and forward the same to training department for its review and approval of competent authority.

Organizational Needs : These needs are identified by the Head of Corp. HRD on the basis of changing policies and practices, changing technology etc.

Policy Based Needs : These are the developmental programs which are pre-identified for all executives in the organization based on either in the functional or developmental area of work. These training include : Management development program for Sr. Executive are organized to bring the latest Managerial Effectiveness and Quality Concept, Strategic Management and experiences to them and also help them sharpen their skills in areas like Leadership, Decision making and Team Building. E5/E6 executives are exposed to a customized program on Managerial Effectiveness and Transactional Analysis for Effectiveness.

5.1 HIGHLIGHTS OF EXTERNAL, IN-COMPANY AND FOREIGN TRAINING PROGRAMME

EXTERNAL TRAINING (WITHIN INDIA) :

We have a regular system of nominating people on Conference, Training & Development Programs, Seminars & panel discussions organized by reputed Institutions in the country, participation in which - 15 - | P a g e

has direct relevance to our need and purpose. Considering the academic proficiency and practical experiences of our employees the following programs are generally considered for deputing employees for External Training within India. The disciplines are : Conference & Seminar Senior Management General Management Accounting & Finance Business Law Communication Skills Creativity & Innovation Customer Relationship Management HR Management & Development IT & Management Manufacturing & Operations Negotiation Skills Office Management & Secretarial Project Management Public Relations Skills Purchasing & Supply Quality Management Sales & Marketing Supervisory Management Team Leadership & Interpersonal Skills

5.2 IN-COMPANY TRAINING :

These are specially designed program meant for all levels of the organization, starting from workers to Top executives. We have felt a very strong need on the updating of Technical knowledge, Managerial skill, inter-functional knowledge, participative style of Management program, Managerial Effectiveness program based on Behavioral sciences, Transactional Analysis & Micro Labs. Some of the important categories of program are listed below : Management Development program for Sr. Executives are organized to bring the latest Managerial Effectiveness and Quality concept, Strategic Management and experience to them

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and also to help them sharpen their skills in areas like leadership, Decision Making & Team Building. E5/E6 executives are exposed to customized program on Managerial effectiveness. E3/E4 executives are gone through a team development Workshop Executive Effectiveness program are conducted for Front-line executives to strengthen their functional base develop their skill in human relation. Supervisory & Workers Development Program have been specially designed for development of technical competence, job & human relation skills. A series of program on TQM & ISO-9000 is being conducted for workers, Supervisors & Executives. Special Program for Trade Union Leaders, SC/ST employees & secretarial employees Line Managers are imparted training on Material Management techniques for Non-Personal, Finance for Non-Finance etc. Intensive program on Computer Application.

5.3 EVALUATION OF TRAINING :

A structured system is devised for formal evaluation of all training programs conducted by the training institutes at Corporate as well as Unit level. We have also developed a questionnaire to get feedback from all employees being sponsored for external programs regarding the quality, concept, coverage etc. of the program. We are in the process of introducing a system to obtain feedback from the reporting officers regarding the effect of training on the employees efficiency or attitude needs to be developed.

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 Training coordination meeting are being conducted by corporate where such things are discussed by the training heads to review the effectiveness of training programs and suggest ways to improve them. Periodically review by the concerned training department for the overall effectiveness of training functions.

5.4 RESEARCH IN TRAINING & DEVELOPMENT ESPECIALLY RELATING TO NEED ASSESSMENT :

Over a period of time we have realize that only need based training may improve the performance of employees. In order to strengthen the process we are now in the process of recognizing who have what deficiency and why? Some of the inputs are determined with the aid of Performance Appraisal System and discussion with departmental heads. Especially the WHY portion is evaluated by the Sr. Managers in Apex Meeting.

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Chapter 6
ANNUAL TRAINING PLAN
A number of development program needed for Executives, Supervisors and Workmen based on the cyclic need of exposing employees to training at stipulated intervals. Number and types of program needed to cover relevant groups of employees on thrust areas of management for the year such as TQM, Energy Conservation, preventive maintenance etc. Specialized functional courses needed with reference to training needs reflected in the appraisals of individual employees. Finding of periodic training need surveys, carried out in consultation with departmental heads are also referred in the preparation of the annual training plans.

6.1 ANNUAL TRAINING TARGET & BUDGET Man-days Budget : : 10,000 2.5 Crores

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Chapter 7
CORPORATE TRAINING AND DEVELPOMENT ACTIVITIES FOR THE PAST 13 YEARS

Year

Executives Persons Man-days 5177

Non-Executives Persons 495 Man-days 1871

Total Persons 1697 Man-days 7048

1997-1998

1202

1998-1999

864

3142

128

692

992

3834

1999-2000

1337

5387

247

1238

1584

6625

2000-2001

993

3465

400

1419

1393

4884

2001-2002

699

2307

199

714

898

3021

2002-2003

1399

4891

480

1300

1879

6191

2003-2004

1551

4872

226

605

1777

5477

2004-2005

2110

5830

328

764

2438

6594

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2005-2006

1587

4315

363

729

1950

5044

2006-2007

1296

4923

196

396

1492

5319

2007-2008

1189

2760

153

318

1342

3078

2008-2009

564

4799

126

260

690

5059

2009-2010

1088

2893

418

661

1506

3554

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Chapter 8
IN-HOUSE PROGRAMME AT A GLANCE FOR 2010-2011
Program No. of Program A. General Management & Behavioral Skills 10 Total Persons 200 800 Man-days

B.

Quality Management Programs

03

65

215

C.

Social Issues at Workplace

02

40

60

D.

Vigilance Management Program

04

100

200

E.

Finance Management Program

04

80

160

F.

Office Productivity & Self Development

04

80

160

G.

Developmental Program

21

420

800

H.

New Thrust Areas

09

180

360

I.

Safety, Health & Environment

08

160

380

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J.

Information Technology

05

100

400

K.

OD Interventions

08

160

110

L.

Induction Program for GETs / Mts 2010

02

60

1740

Grand Total

80

1645

5385

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