This is to certify that Mr. Jaikishan Mishra , has completed his summer internship at National Aluminium Company Ltd. NALCO, and has submitted a report on “Training and Development” towards partial fulfilment of the requirement for the award of Degree in Master of Business Administration from KIIT University. This report is the result of his own work and to the best of knowledge no part of it has earlier comprised any other report, monograph, dissertation or book. This project was carried out under supervision of Mr. P. K Tripathy, Assistant General Manager (AGM) NALCO. Date: _________________________________
Signature:______________________________ DECLERATION I do hereby declare that the project work entitled “TRAINING AND DEVELOPMENT” is an original piece of work and is the result of my work . This report has the requisite standard for the partial fulfilment of the MBA program at School of Management, KIIT University, Bhubaneswar, Odisha. To best of our knowledge and belief no part of this report has been reproduced from any other report and the contents are based on original research. This project has not been submitted to any other university/institute for the award of any degree. Date: _________________________________
Signature:______________________________ 3 | P a g e ACKNOWLEDGEMENT I would like to convey my heartiest gratitude to several people for their guidance, who helped me to complete this project. I acknowledge my thankfulness to MR. Amiya Pattnaik GM (HRD), NALCO Bhavan, BBSR for giving me an opportunity to do my project in NALCO. It is with deep sense of gratitude that i express my sincere indebtedness to organisation guide MR. P. K. Tripathy, AGM, HRD Centre of Excellence, NALCO, BBSR for providing training and under whose guidance and encouragement the present study was undertaken and completed.
I would also thank MR. Partho Sengupta my faculty guide KIIT UNIVERSITY , BBSR for guiding me towards right direction for the completion of the project. I am thankful to all employ’s in NALCO for their utmost co-operation and timely help extended by them for the completion of project . 4 | P a g e ABSTRACT Training is an approach to guide anyone to change behaviour, attitude and opinion . Training and Development simultaneously improves the individual provided he/she is aware and conscious of thee need for training in specific modules and hence the organisation need to understand training need analysis , identify specific gaps for which training is designed to fill the benefits of training.
It enhances confidence , commitment and motivation in oneself which leads to recognition, greater responsibility, pay improvements, personal satisfaction, achievement and enhanced career prospects. It improves the capability and quality of staff and also enhances the mobility from trainees prospective. Training takes place on the job and off the job Development is the need to enhance competencies beyond those required by immediate job for example- values and ethics of the organisation and professional group.
It is a source of enthusiasm as one merges with one’s own values , vision and mission in life. So Training and Development must help the organisation to equip each employee with knowledge and skill needed to perform his / her job effectively at present and in future, hence Training and Development always bridges the gap between the “As- Is” and the “To- Be” components for specific organisation group and individuals, therefore the project was undertaken to evaluate the effectiveness of Training and Development programs carried out at NALCO, BBSR . 5 | P a g e Table of Contents S. NO PARTICULARS PAGE. NO 1 Executive Summary 1.
2 Introduction 2 3 Objective and Scope of study 6 4 Theoretical Perspective 7 5 Research Methodology 18 6 Data Analysis and Interpretation 19 7 Findings, Inferences, Recommendations 25 8 Limitation 27 9 Conclusion 28 10 Bibliography 29 11 Annexure ?Progress report I ?Progress Report II / III ?Questionnaire ?Training and Development Statistics ?In- House plan 2013 – 2014 ?Evaluation checklist for In- House Training ?Feedback form for external training in India ?Feedback form for In- House Training ?Midsummer and Final evaluation by corporate guide 6 | P a g e TRAINING AND DEVELOPMENT AT NALCO 7 | P a g e.
TRAINING AND DEVELOPMENT AT NALCO EXECUTIVE SUMMARY This report is an attempt to provide a detailed analysis of the process of training and development programme. The basic purpose for choosing this project is that training and development provides the backbone of an organisation. Organisation have looked at the training as an instrument through which they can develop their employees and make them more productive and change agents in the era of global competition. The basic scope of this project is to know about the training and development and how it is implemented in NALCO, which is where the internship took place.
The research methodology was based on development of research plan for collecting information, implementing the research plan , collecting and analysing the data , interpreting and reporting the findings. Hypothesis : To test the validity of whether NALCO as a case study the Training and development activities carried out are effective or not. In the process an attempt will be made to test the efficacy of either the above stated options have relevance in context of NALCO. The sampling unit comprises of employees of the organisation, the objective was to know effectiveness of the training program. The steps involved were :
•Training need analysis which involved organisational need analysis, job need analysis, and person need analysis . •Next was training design which involved building the learning concepts and designing the training program. •Thirdly was the coordination which involved looking after and finding out the physical requirements. •Fourthly was the process how training was to be delivered, facilitating common training methods. •The final and the most important steps was to get feedback about the training program through evaluation i. e reaction learning ,behaviour and results 8 | P a g e TRAINING AND DEVELOPMENT AT NALCO.
COMPANY PROFILE INTRODUCTION: NALCOstandsforNational AluminiumCompanyLimitedwhichwasincorporatedon7th January 1981 as the Public Sector enterprise under the Ministry of Mines, Government of India. The project cost of 2,408 crores was part financed by 980 million euro dollar loan. It is contributing more than 16,000 crores to Central and State exchequer as tax and duties having huge cash reserve for future growth activities. Presently, Govt. of India holds 87. 15% share in NALCO. It is Asia’s largest Aluminium complex encompassing the main units such as Bauxite Mining, Aluminium Refinery, Aluminium.
Smelting and Casting, Power Generation, Rail and Port operations. The main units of NALCO in Odisha are at Damanjodi, Koraput district (Mines and Refinery units) and at Nalco nagar, Angul (Smelter and Captive Power Plant units). The Bauxite Mines at Panchpatmalli is situated on the top of the five mountains. The Mines and Refinery unit are situated in Damanjodi. The Smelter and Captive Power Plant are situated in Nalco Nagar, Angul. The company’s headquarter is at Bhubaneswar. •Bauxite Mines : ItissituatedinthefivetopmountainsofPanchpatmallihillsofKoraput(Odisha)withfully mechanized opencast mines of 6.
3 million tonnes per annum. Since November 1985, it is serving feedstock to Aluminium and Refinery at Damanjodi. The mined out bauxite from captive mine is transported to refinery by a 14. 6 km long single flight multi curve 1,800 tonnes per hour (TPH) capacity cable belt conveyor. •Alumina Refinery : The 2100000 tonnes per annum Aluminium Refinery, located in the valley of Damanjodi and is in operation since September, 1986. It is designed to provide Aluminium to Smelter, Angul and export the balance Alumina to overseas. •Aluminium Smelter : Itis located inAngul, with acapacityof 4, 60,000 tones per annum.
Based on energy efficient states of art technology of smelting and pollution control, the plant is in operation since 1987. 9 | P a g e TRAINING AND DEVELOPMENT AT NALCO Captive Power Plant: It is close to Aluminium Smelter with a capacity of 1200 MW(120MW x 10). The water for the plant is drawn from River Brahmani. The coal demand is met from a mine of 3. 5 million tonnes per annum capacity opened at Bharatpur in Talcher by Mahanadi Coal Fields Limited.
•Port facilities of Visakhapatnam, Paradeep and Kolkata: On the Northern arm of Visakhapatnam port on Bay of Bengal Nalco has established mechanized storage and ship handling facilities for exporting Alumina in bulk amount and importing Caustic Soda. NALCO also uses the port of Paradeep and Kolkata for the export of Aluminium.
NALCO operated its own locomotives and wagons for surface transportation of finished goods and raw materials. ThelocationsformarketingispreferredbyNALCOareMumbai,Chennai,Kolkata,Delhi, Bangalore, Visakhapatnam and Pondicherry. There are nine stockyards of NALCO mainly situated in Jaipur in Rajasthan, Bangalore, Visakhapatnam, Chennai, Kolkata, Silvasa in Dadar and Nagar Haveli, Faridabad, Baddi in Himachal Pradesh and Bhiwandi in Maharashtra.
VISION AND MISSION OF NALCO: Vision: To be the reputed global company in the metals and energy sectors. Mission: (a) To achieve sustainable growth in business through diversification, innovation and global competitive edge. (b) To satisfy the customers and stockholders, employees and all other stakeholders. (c) To intensify research and development for technology development. CORPORATE SOCIAL RESPONSIBILITIES(CSR): At NALCO, “Let all be happy” is the guiding spirit, which is embedded in the company’s CSR logo. NALCO started allocating 2% of its net profit for CSR activities. Out of 2%, 1% is for Periphery.
Development and 1% for Nalco Foundation 10 | P a g e TRAINING AND DEVELOPMENT AT NALCO •Periphery Development : Both at Damanjodi and Angul , the Rehabilitation and Periphery Development Advisory Committee (RPDAC) , headed by RDC with MLA , MP, Collectors and NALCO representatives as members decide all policy and project matters As a policy, since 1998-99, NALCO out of this allocable fund, •40% incurred in Damanjodi where Mines and Refinery unit is located •40% in Angul where Smelter and Captive Power Plant is located •20% for corporate office, Bhubaneswar. •. NALCO Foundation:
During 2010-11, NALCO board set up a standalone foundation, which was registered in July 2010 under the Indian Trusts Act, 1882. NALCO runs four schools in Damanjodi and Angul sectors, up to +2 level which provides quality educations to the children of the Nalconians and extends infrastructure and educational support contiguous areas of it. It has its own well-equipped hospitals at Damanjodi and Angul extend medical facilities even to the The role of human resource management is to attract the competent persons of a company with its growth potentials and develop their skills and capabilities.
Out of total workforce of 7,408, there are 1805 executives and 5603 semi – skilled and unskilled workers in NALCO. The Directors of NALCO consists of the following members: (a) CMD (Chairman cum Managing Director) (b) D(HR) (Director of Human Resource) (c) D(C) (Director of Commercials) (d) DP (Director of Production) (e) DF (Director of Finance) (f) D(P&T) (Director of Project &Technology EXPANDING HORIZON AND DIVERSIFICATION:
The expanding horizons in Captive Power Plant include two major projects mainly Green Field Proposals and Energy Sectors •NALCO plans green field proposals by setting up a 1. 4 MTPA Alumina Refinery in Andhra Pradesh based on bauxite reserves in Gudem and KR Konda.
It set up a •0. 5 MTPA Smelter Plant with 1260 MW power plant in India with State Government of Odisha and Chattisgarh, a 0. 5 MTPA Smelter Plant with 1250 MW Captive Power Plant in Indonesia and 1 MTPA Aluminium Refinery in Gujarat.
•NALCO, as Independent Power Producers in Energy Sectors developed 3 & 4 nuclear power project in Gujarat jointly with Nuclear Power Corporation of India Limited (NPCIL) with an 11 | P a g e TRAINING AND DEVELOPMENT AT NALCO estimated project cost of 11,450 crores. It set up a 50. 4 MW Wind Power Plant at Gandikota in Kapada District of Andhra Pradesh with an investment of Rs.
274 crores and another 47. 6 MW Wind Power Plant at Jaisalmer. CERTIFICATIONS AND AWARDS: (a) NALCO has received ISO 9000 certificate which represents which represents on International Consensus on good management practices with the aim of ensuring at the organization that can time and again deliver the product of services that meet the client and the quality requirements. (b) NALCO has received ISO 14001 used for environmental management system. This standard provides the framework for management system for an organization to meet its environmental reliability and consistency The following awards achieved by NALCO are:
(a) Indira Priyadarshini Vrikshamitra Award by Government of India in 1994 (b) Indira Gandhi Paryavaran Puraskar by Government of India in 2000. (c) NALCO achieves Navaratna Status in April 2008. (d) Best Listed CPSE Award from Prime Minister in 2010. (e) PSE Excellence Award for CSR in Maharatna and Navaratna Category in 2011 OBJECTIVE AND SCOPE OF STUDY OBJECTIVES •The training and development programs that employees have attended , that is related to their job or not •Had it improved the capabilities and efficiency of the employees? •Did training and development value added to their profile?
TRAINING AND DEVELOPMENT AT NALCO •How NALCO evaluate the capability and efficiency of the employees after attending Training and Development programme. •To find out whether training programs provided to the employees are a part of their organizational, individual, policy based or functional need. To know the various training programs attended by the employees. •To find out whether the employees are satisfied with the training programs provided to them •To study the changes in behavioural patterns due to training •To examine the effectiveness of training in overall department of skills of workforce.
PRIMARY OBJECTIVE The primary objective of my study is to know in brief about the effectiveness of “TRAINING AND DEVELOPMENT ” carried out at NALCO, BBSR. SECONDARY OBJECTIVE •My another objective is to apply my learning in the area of HR so that is gain significant practical and understand the nature and importance of training and development and indentify the various inputs that should go in any programme. •Delineate the different stages in training and development programme and describe each step •Understand the need for and the ways of training for any organization . SCOPE OF THE STUDY.
•Review and assessment of individual and organizational training needs •in company and development program •Training and development through external programs in India and abroad This research provides me with an opportunity to explore in the field of HR. This project also helped me to understand the various phases of training and development. Apart from that it would provide me great deal of exposure to interact with the high profile managers of the company.
THEORETICAL PERSPECTIVE TRAINING AND DEVELOPMENT ACTIVITIES OF NACLCO Training is an expensive area of the companies budget, which requires due attention in correlating training functional necessities and developmental needs of the individual and the organisation The company fulfils its task of training and development its employees to the optimum extent by sponsoring them to various in – house programs and to the course offered by the reputed institute in the country abroad.
TRAINING AND DEVELOPMENT AT NALCO A training proposal may either come from the department where an employee is working or it may come in the form of suggestion from the training department on the basis of the training needs reflected in the appraisal and annual assessment reports.
The training proposals including proposals of the participation in the seminars and conference are processed by the training departments. OBJECTIVES OF TRAINING AND DEVELOPMENT The primary objective 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 •To reinforce desired behavioral traits and job skills by exposing employees to specific tailor- made training program on a continual basis. •To take fresh initiatives by organizing training program in the 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 organise their respective training program for in – house training. The HRD centre of excellence at the Corporate office addresses training needs of the organisations, 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 employees, who had no prior knowledge and skills in the required fields.
TRAINING AND DEVELOPMENT IN NALCO’s CORPORATE: The following aspects concerning Training and Development are directly derived from corporate objectives of NALCO. •To upgrade the skills, abilities, capacities of workers to handle their respective work more effectively •To design and implement training programmer at all levels to develop the employee skills and thus maximize job satisfaction and to help develop the workers to use more effectively the company’s existing resources. 14 | P a g e TRAINING AND DEVELOPMENT AT NALCO SCOPE OF TRAINING AND DEVELOPMENT IN NALCO •Review and assessment of individuals and organization training needs.
•In- company and development program •Training and development through external programs in India and abroad •Research and project trainees •Training under apprentices act •Induction training at various levels. TRAINING INSTITUTES OF NALCO: 1) HRD Centre of Excellence , Bhubaneswar: Headed by General Manager (HRD), the centre of excellence caters to the following requirements: •To plan and co-ordinate implementation of the appropriate Training and Development strategies.
•To prepare and update curriculum training materials •To organize nomination of executives to outstation training programs, seminars and conferences based on annual training plans 2) HRD 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 Sr. Operative Trainees (SOTs) and Jr. Operative Trainees (JOTs), the 2 entry level for non- executive technical employees •Technical training to SOTs and JOTs. •TO conduct supervisory Development programs and workers Education Programs. To provide Technical Training to Graduate Engineer trainees (GETs). 3) HRD centre , M&R Complex, Damanjodi:
Headed by a Chief Manager (Training), the centre caters to the requirements of the employees of the Mines and Alumina Refinery Complex at Damanjodi, the function are similar to that of angul. HRD centre expect for the following specialised training: •Technology of Alumina MAKING PROCESS. •Mechanical and Electrical maintenance and automobile engineering. •Mining and Geology 15 | P a g e TRAINING AND DEVELOPMENT AT NALCO 4) Mine Vocational Training Centre , Panchapatmali Hill Top , Koraput: Headed by a Mining Engineer ( equivalent to the rank of Dy. Manager), the centre caters to develop the personnel working in bauxite mine.
The centre provides training in: •Mines safety •Mines fire hazards Level of employees at NALCO Steps for annual training plan 16 | P a g e E1 – JUNIOR MANAGER E0 – ASSISTANT OFFICER E2 – ASSISTANT MANAGER E3 – DEPUTY MANAGER E4 – MANAGER E5 – SENIOR MANAGER E6 – ASSISTANT GENERAL MANAGER E7 – DEPUTY GENERAL MANAGER E8 – GENERAL MANAGER E9 – EXECUTIVE DIRECTOR , DIRECTOR, CMD .
TRAINING AND DEVELOPMENT AT NALCO 1. Name of the program – The name of the program is finalized from training need of different departments and which would be beneficial for all level of employees for e. g. – (Functional need -operational , material, finance, hr) , (Developmental need – team building, managerial effectiveness, corporate guidance) , (Statutory need – labour laws, organizational policy, research and development)
2. Level of employees – different level of employees from E0 to E9 level. 3. Group size – The standard group size for training program is 20 4. Name of faculty or agencies – Name of the faculty or agency is finalized according to the training need . 5. Duration of the program – Duration of the program is basically for 1 to 2 days 6. Program dates – Program dates are basically finalized according to the availability of faculty members , outside agencies and employees.
7. Expenditure – It consists the expense of stationery, outside agency fare , transportation, refreshment of employees , faculty fees , service tax, accommodation TRAINING IMPLEMENTATION STEPS •Preparation of training module •Selection of faculty •Selection of participants •Requisition to different departments for nomination of employees with reference to the training need •Issue of order for participation •Arrangement of training kits and aids •Organizing graining session with different methodology •Refreshment and working lunch •Interactive session • Collection of training feedback from participants.
• Analysis of feedback •evaluation of training for development of program •training profiles of participants •training effectiveness assessment Annual training plan: •A number of developmental programmes needed for executives •Supervisors and workmen based on the cyclic need of exposing •Employees to training at stipulated intervals. •Number and types of programmes needed to cover relevant groups of •Employees on thrust areas of management for the year such as TQM, •Energy conservation, and preventive maintenance •Specialized functional courses needed with reference to training needs reflected in the appraisals of individual employees.
TRAINING AND DEVELOPMENT AT NALCO •Findings of periodic training programme need surveys carried out in consultation with departmental heads are also referred in the preparation of annual training plans TRAINING: Training shall include a training programmes such as workshops, seminars, convention/conference, industry visit or any other structured learning though development programme, based on organisational needs. TRAINING YEARS: Training year shall mean a period of one year commencing from 1’st April of a year to 31’st March of the subsequent year.
IN HOUSE TRAINING : Training programme designed ,developed and conducted within the company, with or without the assistance of external agency or faculty will be termed as in house training . EXTERNAL TRAINING ABROAD: Training programme, developed and conducted outside India ( abroad) by an outside agency may or may not be exclusively for the employees of the company and to which one or more employees of the company are nominated. EXTERNAL TRAINING WITHIN INDIA : Training programme, developed and conducted within India by an outside agency may or may not be exclusively for the employees of the company and to which one or more employees of the company are nominated. CUSTOMER TRAINING :
A programme specially designed for the NALCO employees arranged by an outside mostly the suppliers/manufactures of the equipment and process technology as per the contractual agreement and terms and condition of the contract. SPECIFIED INTERVENTION: An external training programme on an in house training programme other than a planned intervention or a need -based programme conducted to improve certain specified competencies, as felt necessary by the organisation from time will be considered as specified intervention.
NEED-BASED PROGRAMME: Training programme designed ,development and conducted on the basic of the functional &development needs identified for the employees. INDUCTION TRAINING : Systemic induction training with suitable module shall be conducted for all new recruits to the organisational in order to provide them a comprehensive understanding of the organisation, its philosophy ,values ,mission, goals, products, services, structure function, hr process and 18 | P a g e TRAINING AND DEVELOPMENT AT NALCO to supplement them with the detail understanding of the nature of their job & the jobs done by other employees of the organisation .
TRAINING TARGET: The employees will be target for training and it shall be the constant endeavour of the company to provide average 2. 5 one days of training per employee per year computed on the basis of total training one days input provided divided by the total employee strength of the company. IDENTIFICATION OF TRAINING NEED : INDIVIDUAL NEED : Identification of functional as well as development training need of executive are received from the appraisal cell or respective department or through competency gap. these needs are to be reviewed and assessed to formulated plans for fulfilling the needs ,depending upon available resources.
FUNCTIONAL NEEDS: Department heads should identify functional training need based on competency gap assessment which are to be forwarded by the concerned training department at unit and corporate HRD. ORGANISATIONAL NEEDS : These needs are to be identified by the head of corporate HRD on the basis of change in policies, practices , priorities ,technology etc. POLICY BASED NEEDS: These are the developmental programme which are pre identified for executive and non executive in the organisation based on either the functional areas or developmental needs.
CUSTOMER TRAINING NEEDS: Where contractually provided , supplier provide specialised training on the use and application of their equipment and technology sponsorship to such training is done based on organisational need. 19 | P a g e TRAINING AND DEVELOPMENT AT NALCO TRAINING DATA BASE: This will be an important reference for all departments for monitoring training activities . the data base will be maintained and updated by the concerned training department after an employee returns from the training. the same may be verified with the data available in concerned training departments for reconciliation and avoid discrepancies if any.
COLLECTION OF TRAINING NEEDS : The projected training needs in the prescribed format used for competency mapping of executive as well as non executive will reach respective training departments by 1’st Jan of every second year. in addition to the above other sources of training needs such as departmental ,organisational including soft skills will also be taken in account. yhe implementation will start from first April of same year TRAINING NEED ANALYSIS:
Out of the projected training needs for individual employees the respective training departments will select only one area each with respect to his/her functional and developmental requirement and shall plan to implement the same during the next two year. PREPARATION OF TRAINING CALENDAR: The program taken into plan will be suitably distributed in all months of financial year to prepare a training calendar. As far as possible, discussion will be held with the respective departments to decide dated mutually convenient to training and user departments.
The training calendar thus prepared will be dually approve, training calendar will be circulated end of April every year to all departments for necessary reference and helping the training department to implement the training plan effectively TRAINING IMPLEMENTATION: Mostly it will be regulated as per the latest ISO system documented and followed as unit as well as corporate office IN-HOUSE TRAINING: Efforts will be made to arranged more numbers of in- house programs so that besides being cost effective the programs can be tailored made to suit to a exact requirement.
The conduct of in house program can be regulated by the detailed procedure laid down and revised from time to time in the ISO system documents followed in the units as well as corporate office. The in – house programs will be helpful in creating a pool of internal faculty reserve in various subjects. SELECTION OF AGENCIES FOR IN- HOUSE TRAINING: For selection of suitable agency for conducting various in – house training programs the respective training departments will contact.
P a g e TRAINING AND DEVELOPMENT AT NALCO institutions of repute at state and national levels for empanelment with the approve of competent authority and the same may be reviewed from time to time SELECTION CRITERIA OF AGENCIES / FACULTY FOR IN – HOUSE TRAINING: •Educational qualification •Relevant experience •Accreditation of state / National level professional institutions.
•Number of training program conducted in public sector/ private sector or other organization along with details and feedback. EXTERNAL TRAINING WITHIN INDIA: Employee shall be considered for nominations on the basis of academic proficiency and practical experience to various conference , seminar, T&D activities organised by reputed institution in the country, participation in which has direct relevance to the company’s need and purpose. Based on the number of employees identified for a particular training , and outside agency will preferably identified to train the employees .
This will be treated as out company training within India based on the above consideration the Annual training plan will be prepared by respective training departments and placed before the competent authority for obtaining approval before a stipulated date . SELECTION OF AGENCY FOR EXTERNAL TRAINING WITHIN INDIA: Nomination for this program will be made to the institute of repute at state and national level, autonomous bodies like IIMs, IITs , ASCI,NIIT,CII and other institutes / organisations as empanelled / approved by the company from time to time . FREQUENCY OF NOMINATION TO EXTERNAL TRAINING WITHIN INDIA:
An employee can be considered for attending maximum two training programmes / workshops in period of one year including seminar, conferences etc . Nominations will be made on the basis of need of the job / position and organisation interest . CRITERIA FOR NOMINATION TO EXTERNAL TRAINING WITHIN INDIA : 21 | P a g e TRAINING AND DEVELOPMENT AT NALCO •Training profile of the employee •Competency training need •Essentially for attaining the program from the concerned department considering the present and future job requirement of the employee and benefits to be derived from such programmes.
•Recommendation of the concerned HOD’s . EXTERNAL TRAINING ABROAD Besides training this includes seminar , conferences , workshop, convention and contractual industrial visits which can be coordinate by corporate training department as per the recommendation and approval of competent authority that is chief executive on case to case basis . SELECTION OF AGENCY FOR EXTERNAL TRAINING BAROAD: Nominations for this programme will be made to the institutes recognised by govt of India or institutions/organisations of repute at international level ,autonomous bodies like UNIDO/UNDP/SIDA, British council for the programmes under the Colombo plan and institute as approved by the company from time to time.
CRITERIA FOR NOMINATION FOR EXTERNAL TRAINING ABOARD : •Training profile of the employees. •Should have completed at least one year service in the company. •Should have not been on foreign training during last 3 years. •Should possess qualification and experience sufficient to enable him/her to benefit from the training abroad. •Nominating same person for foreign Training/Seminar/Conference again and again should be avoided.