TRAINING NEED ANALYSIS IN

NATIONAL FERTILIZERS LIMITED,

BATHINDA

Project report in the partial fulfilment of the requirement for the award
Of the degree of
BACHELOR OF BUSINESS ADMINISTRATION
(2011-2014)
SUBMITTED BY:
DAVINDERJEET KAUR, 5
th
(SEM)
UID: 112261176



BABA FARID COLLEGE, DEON (BATHINDA)

DECLARATION

I, Davinderjeet, student of BBA 5
th
Semester, hereby declare that project entitled A Study on
TRAINING NEED ANALYSIS at NFL with reference to NFL , BATHINDA submitted
in the partial fulfilment of the degree for Bachelor of Business Administration to Punjabi
University is of my own accurate work.
I further declare that all the facts and figures furnished in this project report are the outcome of
my own intensive research and findings. They are first hand and original in nature, all the
information gathered by me during the course of the project at NFL, (Bathinda) will be kept
strictly confidential and will not be disclosed without the prior written consent of company. This
information has been used for purely academic purpose.


DAVINDERJEET KAUR












CERTIFICATE

This is to certify that the Summer Project work of Ms. DAVINDERJEET KAUR
batch 2011-14, entitled TRINING NEED ANALYSIS is a bona-
fide piece of work and that this work has not been submitted elsewhere in any form earlier. The
project work was carried out from 24/6/2013 to 6/8/2013 in NATIONAL FERTILIZERS
LIMITED, BATHINDA .



Date: 6 / 8 / 2013

NAME: MR. D.K.BORA
DESIGNATION: SENIOR MANAGER, HRD









ACKNOWLEDGEMENT

I am heartedly grateful to Mr. D.K. BORA (Training Guide) for allowing me to undertake my
training under his guidance. It is the result of his esteem kindness that I am able to complete my
project.
I exploit this opportunity in express sense of gratitude and indebtedness whole heartedly to Mr.
VINOD MITTAL and Mrs.TRIPITI for their encouragement while carrying out study of our
project work on training need analysis.
I am really thankful to all the members of NFL, (BATHINDA) for providing me the necessary
help required during the training period.

DAVINDERJEET KAUR
BBA 5
th
Semester













PREFACE
A BBA degree stands for Bachelor in Business
Administration. BBA degree focuses on developing
important managerial skills in the aspirants. While
doing the BBA, students choose their respective areas
of specialization on the basis of their specific interests.
Some opt for finance; others prefer marketing as their
majors. Some choose HRM studies as their majors;
while others go for majors in IT and IS. Their choice
makes them specialized in their specifically chosen
area.
Different managers with different specializations come together to run an organization in
most effective and efficient way. A manager specialized in Operations management regulate the
production and other operation related aspects of the organization and in the same way a manger
specialized in information systems, regulate the IT department of the company. Every type of
manager is required in an organization to do the work smoothly. So, MBA is a multidisciplinary
academic degree which produces skilled managers with different specializations in their hands.
One of the core specialization areas of BBA is Human resource Management. Human
Resource Management is the strategic and coherent approach to the management of an
organization's most valued assets - the people working there who individually and collectively
contribute to the achievement of the objectives of the business. An organization ignoring its
human resources can never imagine the success.
There is an old saying that Businesses start with flicks and ends with conflicts. History
has observed that majority of problems in business environment are always people related and if
mangers ignore these problems then these problems can turn up lethal for the health of
organization. Young mangers acquire theoretical knowledge of management from their academic
curriculum but Einstein once said that books are Humans fastest friends but ONLY BOOKS
are their deadliest enemies. Theoretical knowledge is of no use if not applied and rectified on a
practical basis especially in the field of human resource management. Through Practical

internships in known industrial establishments young mangers learn some hands on skills of
management and they come to know the real business environment. Training for a young
Manager is just like feeding a program of infra-red pathway to the scanner of a ballistic missile,
which finally helps to hit the specific target in a specific way. I found an opportunity to do this
work at NFL, BATHINDA. This experience really boasted my confidence and elaborated my
knowledge about the crucial function of HR in the organizations.

DAVINDERJEET KAUR
















TABLE OF CONTENTS

CHAPTER
NO.
PARTICULARS PAGE
NO.

1

Introduction
1.1- Introduction to Training
1.2- Training Need Analysis
1.3- Company Profile








2

Review of Literature



3

Research Methodology
3.1- Research Design
3.2- Data Collection Method
3.3- Population
3.4- Sample
3.5- Sample Size
3.6- Sampling Technique
3.7- Objective Of The Study
3.8- Problems Faced During Research





4

Data Analysis and Interpretation



5

Recommendations & Findings



Bibliography
Annexure 1 Questionnaire

























Chapter-1
1.1 Introduction to HR
Human Resource Management is an art of managing people at work in such a manner that they
give their best to the organization. In simple words, Human Resource Management refers to the
quantitative aspects of employees working in an organization. Human Resource Management is
also a management function concerned with hiring, motivating, and maintaining people in an
organization. It focuses on people in organization.
HRM involves the application of management functions and principles. The functions and
principles are applied to acquisitioning, developing, maintaining, and remunerating employees in
organizations.
1.1.1 HR VISION
To provide an enabling environment where employees competencies are nurtured and harnessed
towards sustainable business growth and leadership.
1.1.2 HR MISSION
To proactively assess and provide services for the HR needs of the business & customers for the
attainment of organizational goals.
1.1.3 TRIAINING OBJECTIVES
To collaborate with and support internal Customers of HR services viz. effective manpower
planning, ensuring harmonious industrial relations etc.
To review and redesign the structure of the organization with clarity of role, responsibilities
and accountability for overall organizational effectiveness and speedy response to emerging
business challenges.
To develop knowledge and skills of the employees and groom leaders with functional and
business competencies to meet future demands of the organization (viz. flexibility and change
management).

To enhance employee productivity through rationalization of jobs and manpower
optimization.
To promote employee involvement in decision making, team working, creativity and
empowerment.
To institutionalize transparency by framing, updating and communicating systems and
processes.
To maintain good liaison with government/ external agencies in order to better serve the
organizational cause.
To provide a safe and healthy work environment and continuously benchmark and update
the standards of safety and hygiene; and
To work towards improving the quality of work life of employees and the life of their
families.

1.2 TRAINING NEED ANALYSIS
1.2.1 Definition:
An analysis of training need is an essential requirement to the design of effective training.
Training Needs Analysis (TNA) is defined as the Identification of training requirements and the
most cost effective means of meeting those requirements.

The purpose of training need analysis is to determine whether there is a gap between what is
required for effective performance and present level of performance.

1.2.2 Why training need analysis?
Training need analysis is conducted to determine whether resources required are available or not.
It helps to plan the budget of the company, areas where training is required, and also highlights
the occasions where training might not be appropriate but requires alternate action.

Training objectives are one of the most important parts of training program. While some people
think of training objective as a waste of valuable time. The counterargument here is that
resources are always limited and the training objectives actually lead the design of training. It

provides the clear guidelines and develops the training program in less time because objectives
focus specifically on needs. It helps in adhering to a plan.


1.2.3 Training Need arises at three
levels:
Organizational Level:
Training need analysis at organizational level focuses on strategic planning, business need, and
goals. It starts with the assessment of internal environment of the organization such as, procedures,
structures, policies, strengths, and weaknesses and external environment such as opportunities and
threats.

Swot Analysis of NFL Company
STRENGTHS:
Association with major brands
Consistent revenue growth

WEAKNESSES:

Dependence on mature markets
Lack of scales
OPPORTUNITIES:
Strategic acquisitions
THREATS:
Intense competition
After doing the SWOT analysis, weaknesses can be dealt with the training interventions, while
strengths can further be strengthened with continued training. Threats can be reduced by
identifying the areas where training is required. And, opportunities can be exploited by balancing it
against costs. For this approach to be successful, the HR department of the company requires to be
involved in strategic planning. In this planning, HR develops strategies to be sure that the
employees in the organization have the required Knowledge, Skills, and Attributes (KSAs) based
on the future KSAs requirements at each level.
Individual Level:
Training need analysis at individual level focuses on each and every individual in the
organization. At this level, the organization checks whether an employee is performing at desired
level or the performance is below expectation. If the difference between the expected performance
and actual performance comes out to be positive, then certainly there is a need of training.
However, individual competence can also be linked to individual need. The methods that are used
to analyze the individual need are:
Appraisal and performance review
Peer appraisal
Competency assessments
Subordinate appraisal
Client feedback
Customer feedback
Self-assessment or self-appraisal


Operational Level:
Training Need Analysis at operational level focuses on the work that is being assigned to the
employees. The job analyst gathers the information on whether the job is clearly understood by an
employee or not. He gathers this information through technical interview, observation,
psychological test; questionnaires asking the closed ended as well as open ended questions, etc.
Today, jobs are dynamic and keep changing over the time. Employees need to prepare for these
changes. The job analyst also gathers information on the tasks needs to be done plus the tasks that
will be required in the future. Based on the information collected, training Need analysis (TNA) is
conducted.
1.2.3.4 How to Conduct a Training Need Analysis?

Training Need Analysis process is a series of activities conducted to identify problems or other
issues in the workplace, and to determine whether training is an appropriate response. The needs
analysis is usually the first step taken to cause a change. This is mainly because a needs analysis
specifically defines the gap between the current and the desired individual and organizational
performances.

1.2.3.5 Who Conducts Needs Analysis & Why?

An in-house trainer or a consultant/outsourcing performs a needs analysis to collect and
document information concerning any of the following three issues:
1. Performance problems
2. Anticipated introduction of new system, task or technology
3. A desire by the organization to benefit from a perceived opportunity
In all three situations, the starting point is a desire to effect a change. Given this, you must know
how the people who will experience change , perceive it. In the absence of a needs analysis, you
may find employees resistant to change and reluctant to training.
When properly done, a needs analysis is a wise investment for the organization. It saves time,
money and effort by working on the right problems. Organizations that fail to support needs

analysis make costly mistakes; they use training when another method would have been more
effective; they use too much or too little training, or they use training but fail to follow up on it. A
well-performed analysis provides the information that can lead to solutions that focus on the areas
of greatest need.
Process of conducting a Training Needs Analysis is a systematic one based on specific
information-gathering techniques. Need Analysis proceeds in stages, with the findings of one
stage, affecting and helping to shape the next one. There is no easy or short-cut formula for
carrying out this process. Each particular situation requires its own mix of observing, probing,
analyzing and deducting.
In many ways, the needs analysis is like detective work; you follow up on every lead, check every
piece of information and examine every alternative before drawing any solid conclusions. Only
then you can be sure of having the evidence on which to base a sound strategy for problem solving.
A needs analysis is not a one-time event. Professional organizations administer needs analysis at
regular intervals, usually every year or two.
1.2.3.6 Methods of Identifying Training Needs
Training needs will differ with the backgrounds of the employees to be trained, and their present
status in the organization. Basically, a candidate for training may come from any one of three
groups:
1. New Hires
2. Veteran Employees
3. Trainees currently in the training pipeline (currently in the training program)
Consideration of the varying needs of these groups provides a frame of reference for discussing
and suggesting the methods of identifying training needs:



New Hires
Addition of new employees creates high and low peaks in placing new persons into the training
program. This problem may be solved by a program where progression is made in different
sequences. It will eliminate a jam that will occur if all phases of the program must be taken in a
definite sequence.
Retaining & Upgrading Veteran Employees
The people in this category offer a real challenge to the training department. There- fore, the
number and amount of training required by this category should be carefully considered. Often the
retraining and upgrading of former employees can be very rewarding for training instructors. At
least two schools of thought exist as to how these employees should be rekindled. There are
advantages in keeping this group intact and tailoring the program to their needs. On the other hand,
this category of employees can also make significant contribution to training if they are co-
mingled with the new hires.


Pipeline Employee Requirements
A good training program will normally have participants in various phases of completion. An
awareness of completion dates and how the potential employee will be employed should be the
concern of the training staff and also the employees supervisor. A trainee should have a challenge
in all phases of his training. All these challenges should not be confined to those phases where the
pipeline employee is sitting in a classroom. Therefore, it is recommended that thorough interim
test-work be given to pipeline employees in periods between formal classes. This may take the
form of solidifying what he learned in the prior phase and serve as preparation for the coming
phases.



1.2.3.7 TECHNIQUES FOR DETERMINING SPECIFIC TRAINING
NEEDS ANALYSIS:
There are a number of practical methods you can use to gather data about employees
performance. Each works well in given circumstances; therefore, you must determine which will
be the best for you. None of these methods can stand alone. Always use at least two, if for no other
reason to validate your findings. One of those you choose should always be observation.
1. Observation
In this approach, an employees performance itself is your source of information. You evaluate a
workers performance through first-hand observation and analysis. This is best accomplished by
watching the worker and playing the role of non-participating observer. This means that you
watch and listen and evaluate what you see and hear, but do not get involved in his work process
in any way. To make this activity more productive, use a checklist to remind you of what to look
for and take notes.
The objective during observations is to identify both the strengths to build on and the
deficiencies to overcome. A key advantage of using direct observation in the needs analysis is
that you gain first-hand knowledge and understanding of the job being performed and the
strengths and weaknesses of the relevant worker.

2. Interviews
The use of interviews in conducting the needs analysis is strongly urged. The prime value of
interview guides is that they ensure the same types of data from all sources. This allows you to
determine whether a piece of information is one persons opinion, or part of a widespread
perception. Since the interview guide forces you to ask each worker a number of predetermined
questions, you must select those questions that are essential to what you are trying to learn.


3. Questionnaires
A questionnaire is a sort of interview on paper. You create your own questionnaire by writing
down all the questions you want employees to answer for you. Then you mail it to them and
await their responses. The key advantage of a questionnaire is that you can include every person
from whom you want input. Employees can complete the questionnaire when and where they
choose. You need not travel and spend time with all respondents. Every employee is asked the
identical questions, and consequently data is very easy to compile and analyze.
4. Job Descriptions
Before establishing a job description, a job analysis must be made. This job analysis involves a
thorough study of all responsibilities of the relevant job. It is companywide in scope and should be
detailed to such a degree that those conducting the training can use the job analysis as a yardstick
for their course content. After the job analysis phase has been completed, the writing of job
description and needs analysis is a relatively simple task. When an employees job description has
been defined, the trainer can easily tailor his training curriculum to a very close proximity of what
will be expected of the employees.
5. Problem Solving Conference
Another time-tested technique for gathering needs analysis material from employees is to conduct
periodic problem solving conferences which may take the form of or be part of a plan for a new
product, task or technology, or tied in with a training program. It is always helpful to utilize an
outside consultant to moderate such sessions. This outside sponsorship has a tendency of letting
the workers express their feelings about their organization, and the session can then be geared to
training needs. The current problems will evolve that represent potential areas for training.



6. Appraisal Reviews
During the periodic counselling performance interview, an employee should be questioned
regarding the duties and training of a worker. Comments rendered during the appraisal interviews
normally are genuine, and can frequently assist in establishing the needs, variations and
penetrations that a training program should include. Feed- back at appraisal interview time is
valuable since it is timely information. Training needs differ from worker to worker, and appraisal
sessions allow the employee and supervisor/manager to uncover the cause of weaknesses in
performance. These deficiencies represent areas for training.
7. Drive Pattern Identity
The extent of an employees development depends on his motivations. Identifying the forces that
cause an employee to behave in a certain way may be useful in determining his individual training
needs and how to stimulate his desire to fulfil that need. An analysis of this kind, for example, may
determine that the employee has an urgent need for self-confidence. His individual program should
be made to stress the importance of attitude, skills etc., and any other assets that would give him
this self- confidence.
8. Analysis of Organizational Policy
Organization policy will affect the amount of training offered. An explanation of various policies
should be covered in the training program. Of particular concern are those policies that involve
change, alteration and major revamping of training programs. In organizations undergoing merger
activity, product diversification and new penetration, a great deal of sensitivity must be placed on
policies of present and expected changes in the future.
1.2.3.8 TRAINING NEED ANALYSIS PROCESS
Performing a training needs analysis is the first step in the training process and is critical for a
successful program. The purpose of a needs analysis is to determine that training is the best
solution and identify what training is needed to fill the skill gap.

This step is often disregarded for reasons such as time constraints or lack of perceived value by
management. However, skipping the training needs analysis can cause major problems. Time,
resources and dollars may be wasted on training that was unnecessary or ineffective.


A training need exists when there is a gap
between what is required of a person to
perform their job proficiently and what they
actually know.


Step One Identify Problem Needs
Determine circumstance for training request
Identify potential skill gap
Set objectives

Step Two Determine Design of Needs Analysis
Establish method selection criteria
Assess advantage sand disadvantages for methods

Step Three Collect Data
Conduct interviews
Administer surveys and questionnaires
Conduct focus groups
Observe people at work
Step Four Analyze Data
Conduct qualitative or quantitative analysis
Determine solutions and recommendations

Step Five Provide Feedback

Write report and make oral presentation
Determine next step training needed?


Step Six Develop Action Plan
Use results as the basis for training design, development and evaluation.
Although conducting a step-by-step training needs analysis is recommended, the reality is that
time and resources are not always available for this type of effort. In these situations, dont
simply write off the analysis completely do the best you can with what you have. Try to, at
least:
Clarify the performance issue
Evaluate and define what the target audience is doing versus what they should be doing
Establish the causes of the performance issue
Determine solutions that will solve the issue

The Needs Analysis Report
Consultants to focus training on Business Objectives.
The report would contain such things as a skill profiles matrix, the numbers of personnel
to be trained, content of courses, timescales and recommended methods of training delivery.
It forms a Training needs Analysis (TNA) is a report compiled by skilled TNA/Business
process an important part of the training strategy of roll outs and the project plan.






1.3 COMPANY PROFILE

1.3.1 Background & Company Profile

NFL is a Schedule A and a Mini Ratna Category-1 Company which was incorporated on 23rd
August, 1974 for implementation of two fertilizer plants, based on gasification technology of
Feed Stock / LSHS at Bathinda in Punjab and Panipat in Haryana having an installed capacity of
5.11 lakh tonnes of Urea each. In April 1978 the Nangal Group of Plants of Fertilizer
Corporation of India (FCI) were transferred to NFL upon reorganization of NFL-FCI. The Govt.
of India, in 1984, entrusted the Company to execute the countrys first inland gas based fertilizer
project of 7.26 lakh tones Urea capacity in District Guna in Madhya Pradesh. This project was
completed well within time & approved cost and received the First prize for Excellence in
Project Management from the Ministry of Program Implementation, Govt. of India. The
Vijaipur plant commenced commercial production w.e.f. 1.7.1988. Subsequently, Expansion of
Vijaipur Plant was taken up in 1993 for doubling its annual production capacity. The commercial
production from Vijaipur Expansion Plant commenced w.e.f. 31.3.97. The Department of
Fertilizer subsequently re-rated the annual installed capacity of Vijaipur Plants from 7.26 lakh
tonnes of Urea to 8.64 lakh tones (each) with effect from 1st April 2000. In 2001, the company
went public, with listings on Bombay Stock Exchange and National Stock Exchange. National
Fertilizers (NFL) incorporated in 1974 is second largest producer of Nitrogenous Fertilizers in
the India commanding 16.5% of market share. All the urea capacities located in the high-
demand areas of Punjab, Haryana and Madhya Pradesh are with NFL.
In order to sustain and enhance the Companys growth, NFL successfully completed the
revamping of Urea Plant at Nangal. Commercial production from this plant commenced w.e.f.
1.2.2001. The annual installed capacity of Nangal Plant, thus, increased from 3.30 lakh tones to
4.78 lakh tonnes of Urea. With the re-rating of installed capacities of Vijaipur Plants and revamp
of Urea Plant at Nangal, the total annual installed capacity of Urea at NFL reached to 32.31 lakh
tonnes.
Now the revamp projects for capacity augmentation & energy saving at Vijaipur-I & II have
been commissioned on 24-04-2012 & 31-07-2012 respectively and the annual installed capacity
of the Company has been enhanced to 35.68 lakh tonnes.
NFL is under the administrative control of Ministry of Chemicals & fertilizers, Department of
Fertilizers. The authorized capital of the company as on 31-03-2012 stood at 1000 crore and
the paid up capital at 490.58 crore, comprising Govt. of India share of 479 crore (97.64%)
and remaining 11.58 crore (2.36%) held by financial institutions and others. Its Registered
Office is at New Delhi & Corporate office at NOIDA (U.P).





1.3.2 Modernization and Expansion Projects:
With a view to consolidate its position as a market leader in Urea, projects of about 4700 crore
are at various stages of implementation in Companys various plants. The major ongoing
schemes are:-

1.3.3 Revamp of fuel-oil based plants at Panipat, Bathinda & Nangal:
The Company has undertaken revamp of fuel-oil based plants at Panipat, Bathinda & Nangal for
changeover of feedstock from Fuel-oil to Natural Gas. These projects involve a total investment
of 4066 Crore and a completion period of 36 months from the zero date i.e. 29th January
2010. These projects are being implemented on Lump Sum Turnkey (LSTK) basis. Panipat &
Bathinda projects are being implemented by M/s Larsen & Toubro (L&T) with process license
from Halder Topsoe. Nangal project is being implemented by Consortium of M/s Tecnimont
SPA Italy & M/s Tecnimont ICB Mumbai with process license from KBR. M/s Project
& Development India Limited (PDIL) has been engaged as Project Management Consultant for
all these three projects. The scheduled commissioning of the projects at Panipat & Bathinda is by
January 2013 and at Nangal by December 2012.


1.3.4 Production Performance

The Company, during 2011-12, produced 34.01 lakh tonnes of Urea (105.3% of installed
capacity) as compared to 33.80 LMT in previous year. The company registered ever best
production of 639568 tonnes of Neem Coated Urea during 2011-12 against 120067 tonnes
during 2010-11.


1.3.5 Sales & Marketing

The company, during 2011-12, sold 33.90 lakh tonnes of Urea against 33.59 LMT in last year.
The company, during the year, achieved ever best sale of Industrial products worth 174 crore
(Provisional) against 120 crore during 2010-11.During the year, the company sold 23124 MT
of Ammonium Nitrate (Melt) worth 3762.05 lacs, a new product marketed this year, 49853
MT of Nitric Acid (equated 100% concentration level), 23124 MT of Ammonium Nitrate (Melt),
3395 MT of Sodium Nitrate, 1410 MT of Sodium Nitrite, 695352 NM3 of Argon, 10699 MT of
Sulphur, 877817 NM3 of Liquid Oxygen etc.

1.3.6 Sales Analysis. Sales increased substantially in 2013:
National Fertilizers Ltd reported sales of 67.20 billion Indian Rupees (US$1.12 billion) for the
fiscal year ending March of 2013. This represents an increase of 246.4% versus 2012, when the
company's sales were 19.40 billion Indian Rupees. Sales at National Fertilizers Ltd have
increased during each of the previous five years (and since 2008, sales have increased a total of
315%).



1.3.7 Financial Performance

During 2011-12, the Company registered a turnover of 7286 crore (provisional) against 5791
crore during 2010-11.The turnover is higher due to higher sales volume & increase in subsidy
due to increased prices of petroleum products & Natural Gas and accountal of sales above cut-off
quantity at Vijaipur-II on Import Parity Price of Urea.

1.3.8 Corporate Social Responsibility and Agriculture Extension Activities:

During the year 2010-11 & 2011-12, company earmarked 3.0 crores & 3.25
crores respectively on CSR, against which a total expenditure of 1.90 crores has been incurred
till 31-3-2012 (estimated) and 4.35 crores is being carried over to the year 2012-13 as per
DPE guidelines. The details of the work carried out under CSR by Units and Marketing division
in various districts viz. Guna, Hoshangabad & Indore in M.P., Jalgoan in Maharashtra, Solan in
H.P., Nangal & Bathinda in Punjab, Panipat in Haryana, Jhansi and Badayun in U.P. and
Mayurganj&Balsore in Odisha are as under:
a) Basic Amenities: Drinking water facility, Approach roads, Toilets, Water tank, Tube wells,
Overhead tanks, Anganwadies, Compost structures like NADEP / Vermi Pits, training on low
cost agriculture practices to the Farmers etc.
b) Children education: Provided Kitchen shed, Boundary wall, Sports infrastructure, Force lift
pump, furniture, computers, ceiling Fans to the primary and middle schools in various villages
situated in States of U.P, M.P, H.P & Haryana. 2245 beneficiaries were benefitted.
c) Women Empowerment: Provided Multipurpose Women empowerment centers, stitching &
sewing machines, Floor and Masala Grinding Mill and training programs on
stitching/Embroidery/Food processing/Beautician/Sanitary pad making/Soft toys making etc.
under women empowerment initiative in the States of U.P, M.P & H.P. 312 beneficiaries were
benefitted.
d) Afforestation: Around 73000 saplings planted.
e) Installation of Solar Lights: 45 Solar Lights were installed at 8 adopted villages in the States
of U.P, M.P, H.P, and Punjab& Haryana.
f) Children & Women Health Camps: 20 Children and Women Health camps were organized at
various villages in the states U.P, M.P, Himachal Pradesh, Haryana and Maharashtra. 5546
beneficiaries were benefited by these camps.
g) Animal Health Camps: 20 Health camps were organized in various villages of States U.P,
M.P, Himachal Pradesh, Haryana, Rajasthan and Maharashtra. 7270 no. of beneficiaries were
benefited by these camps.
h) Water Harvesting / Ground water recharging: 7 Water harvesting structures were constructed
(4 stop dams in Bhopal zone, renovation of 2 ponds and construction of a water harvesting tank
in Chandigarh zone)..

1.3.9 Environment Management:

The company accords highest priority to industrial safety, Ecology & pollution control and has
adopted 3Rs approach i.e. reduce, reuse, recycle in an effort to have zero effluent discharge

plants. Company has adopted an extensive Afforestation program. All the statutory standards are
met by respective units. Silo system for collecting fly ash from ESP Hoppers using dense phase
pneumatic conveying system has been installed at Panipat, Bathinda and Nangal Units for
excavation of ash from the plants. This has helped to contain the ecological concerns in fly ash
disposal.
All the Units are ISO 9001-2000 certified for Quality Management System, ISO- 14001 certified
for Environment Management System and have received OHSAS- 18001 certification for
occupational health and safety management system. Company is putting up a Carbon Dioxide
Recovery plant of 450 MTPD capacities for recovery of CO2 from Flue gases of Primary
Reformer at Vijaipur. This will help in reduction of discharge of greenhouse gases.




1.3.10 Human Resource Management:

The company has always believed that human resource is its most important asset and continues
to work for its development and realization of its potential. To achieve growth and to foster
motivational climate, several initiatives were taken up during the year. Modified Performance
Related Pay Scheme for Executives and Non- Executives has been implemented and Group
Productivity Allowance Scheme has also been introduced. The company has introduced
Employees Economic & Social Rehabilitation Scheme, which protects the welfare of the family
in case of demise/permanent disablement of employee during service. A new pension scheme for
the benefit of employees is in the process of implementation.
During the year, to inculcate leadership qualities with high values, moral and ethics in all
supervisory staff and managerial cadre. Manpower strength of the company as on 31.03.2012
was 4515 comprising of 1942 Executives and 2573 Non-Executives.
The Employer-Employee relationship continued to be harmonious during the year. There was no
loss of production due to any adverse IR situation. The schemes for employees participation in
Management continue to function successfully. There were continuous interactions between the
Management and employees representatives on various issues keeping in view the best interest
of employees and the company.
The company continues to make efforts for improving employees health, well being and welfare
and has taken steps for providing recreation, education and general welfare of employees.









NFL industries has total 4 units which are discussed below:

NANGAL PLANT

SALIENT FEATURES OF NANGAL UNIT
Installed Capacity: 478500 MTPA
Capital Investment: 229.19 Crores
Commencement of
Production:
November 1, 1978
Process
Ammonia: KBR SMR(Steam Methane Reforming) with Purifier Technology
Urea: Technimont Total Recycle Process
Raw material: Coal , LNG/ RLNG, Power, Water






Panipat
National Fertilizers Limited,
Gohana Road, Panipat,
Haryana-132106,
Tel :0180- 2652481 to 485 ,2655570
Fax :0180- 2652515
Email : nflpanipat@nfl.co.in


SALIENT FEATURES OF PANIPAT UNIT
Installed Capacity: 511500 MTPA
Capital Investment:
338.27 Crores
Initial
Commencement of
Production:
September 1, 1979
Commencement of
Production on Gas
after Revamp:
March 11th, 2013
Process
Ammonia:
HTAS Steam Methane Reforming (SMR) Technology
Urea: Mitsu Toastsu total Recycle C Improved
Raw material: Coal , LNG/ RLNG, Power, Water
Captive Power
Plant :
2 x 15 MW












Vijaipur - I & II

National Fertilizers Limited
Vijaipur, Distt. Guna,
Madhya Pradesh-473111
Tel : 07544 - 273089, 273109
Fax :07544 - 273089, 273109
Email : cc@nfl.co.in
SALIENT FEATURES OF VIJAIPUR UNIT I
Installed Capacity: 999900 MTPA
Capital Investment:
516.00 Crores
Initial Commencement of Production:
November 1,
1988
Commencement of Revamp: April 24, 2012
Process
Ammonia:
Steam reforming
of NG / Naptha
Urea:
Ammonia
Stripping
Raw material:
NG / Naptha,
Power, Water
Captive Power Plant: 3 x 17 MW






SALIENT FEATURES OF VIJAIPUR UNIT II
Installed Capacity: 1066230 MTPA
Capital Investment:
1071.00 Crores
Initial
Commencement of
Production:
March 31,1997
Commencement of
Revamp:
July 31, 2012
Process
Ammonia: Steam reforming of NG / Naptha
Urea: Ammonia Stripping
Raw material: NG / Naptha, Power, Water
Captive Power Plant: 3 x 17 MW









Bathinda


National Fertilizers Limited,
Sibian Road, Bathinda,
Punjab- 151003,
Tel :0164- 2270220,2271200
Fax :0164- 2270463,2271270
Email : nfladm@nfl.co.in

About City

Bathinda district in Punjab is one of the oldest and ninth largest district of Punjab situated in the
heart of Malwa region. It is said that Bathinda was build by rulers of Punjab 'Bhatti Rao' in 6th
century AD and then the city was called by the name of 'Bhatti Vinda' after their surname and
now it is called as Bathinda. The district has three sub divisions - Bathinda, Rampura Phul, and
Talwandi Sabo. Bathinda is also known as "The city of Lakes" for its five artificial lakes in the
city. The district is bounded by Sirsa and Fatehabad of Haryana State in the South, Sangrur and
Mansa district in the East, Faridkot in the North and Muktsar on the West. Bathinda is well
known for cotton and agricultural production, also boasting a rapid development in
industrialisation with thermal power plants Guru Nanak Dev Thermal Plant and Guru Hargobind
Thermal Plant, Fertilizer Unit National Fertilizers Limited and a large oil refinery and these give
boost to the city's economic growth. Bathinda railway station is one of the biggest rail junctions
in India. The Sir hind canal from which the minor branch canal, Bathinda branch and Kotla
branch canal take off solves the irrigation purpose of Bathinda District. The neighbouring
districts of Bathinda are Ludhiana (136km), Faridkot (63km), Chandigarh (210km), Ferozpur
(103km) and Delhi (370km).
This city offers many destinations for pilgrimage and tours. There is a Gurudwara situated in the
centre of the Lakhi jungle. Other places tourists might visit are the Zoological Garden, which is
at a distance of 6 km from the city centre, Dhobhi Bazaar, Chetak Park and the Ma-zaar of Peer
Haji Rattan, which is a very popular pilgrimage spot.

Qila Mubarak or the Bathinda Fort is the place where Empress Razia Sultana was held captive
and is also connected with Guru Gobind Singh ji. Tourists can visit this tall structure made of
small bricks. Other places to see in Bathinda are Rose Garden, Maiser Khana Temple, which is
located 29 km from Bathinda and Damdama Sahib. Bahia Fort is another place where travelers
can go, which was made around the 1930s and now a heritage hotel.
Bathinda is known for its contribution in the agricultural market, cotton, handloom weaving and
thermal power plants. Bathinda is famous for having one of the largest railway junctions in India
and one of the biggest cotton and food-grain markets in India. The Samovars' or tanks are also
popular sites for picnics.

About NFL Plant

Bathinda unit of NFL was commissioned on 1st Oct 1979 based on gasification technology of
Feed Stock on LSHS /Fuel Oil with the annual installed capacity of 511500 MT of Urea.
Subsequently as per guidelines of GOI, in order to reduce subsidy burden & Carbon footprint,
NFL revamped the Bathinda Unit on LSTK basis for changeover of Feedstock from LSHS/FO to
Natural Gas and commercial production on Gas was commenced during Jan 2013.

SALIENT FEATURES OF BATHINDA UNIT
Installed
Capacity:
511500 MTPA
Capital
Investment:
349.41 Crores
Initial
Commencement
of Production:
October 1, 1979
Commencement
of Production
on Gas after
Revamp:
March 28, 2013

Process
Ammonia: HTAS Steam Methane Reforming (SMR) Technology
Urea: Mitsu Toastsu total Recycle C Improved
Raw material: Coal , LNG/ RLNG, Power, Water
Captive Power
Plant:
2 x 15 MW










HR DEPARTMENT

Introduction to HR Department at NFL
In NFL, Bathinda...There are various sections which are as follows:-
Transport
Industrial Relation & Welfare Schemes
Estate
Legal
Medical
Administration
Establishment
Public Relations









IR & Welfare
Industrial Relations
Mr.Vinod Mittal is in charge of this section. This department deals with all types of relationship
between the organisations management and the employees working in it. This section regulates
various acts like ESIC Act, Factory Act 1948, Workmen Compensation Act, Trade Union Act,
and Contract Labour Act 1970, Minimum Wages Act 1984 etc. It deals with the Registration of
Establishment, Licensing of Contractors, Inspection Provisions, Appeal rules.
Requirements for Licensing of Contractors
If there are 20 or more workers, then the contractor has to get a license from Labour
Commissioner and for NFL Industries, the regulatory Authority in this case is Assistant Labour
Commissioner, Central Karnal.
In case of Labour Commissioner, the Legislation Authority is Regional Labour Commissioner,
Chandigarh; but in case of NFL, the legislation authority is State/Central Govt.
Occupier as well Factory Manager, both are responsible for compliance of act.
Statutory Provisions
1. No. of workers should be same as per the license; if exceed ten approval is necessary.
2. 7
th
of following month is fixed for payment of wages.
3. If a worker is doing overtime, he will be paid double the rate of his wages.
4. Working hours - up to 9 hours + overtime (in case)
5. Shift Working - morning 6 to 7 evening
6. Shift Allowance gets more incentive (from night 10 to morning 6)
Welfare Provisions
1. Provision of Canteen

2. Provision of Drinking Water
3. Provision of First Aid Box
4. Provision for Occupational Health Centre
5. Fire Fighting Facilities
6. Safe Machines
7. Good Quality Equipments
8. Provision of Washrooms
Penalties
1. No worker can be employed without getting the license issued, else the employer and
contractor can be penalised.
2. In case of violation of act, contractor can be imprisoned as well as fined.
3. If the contractor doesnt maintain proper records of no. of workers, amount and
payment of wages etc. then a case can be suited against him by Inspection Inspector
after inspection.
4. Provision for big punishment of Rs.10 lacs of fine And 7 years of imprisonment in
case of violation of act; to employer.
The Security Scheme at NFL
12 Casual leaves
33 Leaves with wages
20 Medical leaves
90 Maturity leaves
Welfare Schemes

Special Death Welfare Scheme ( contribution of Rs.60 by every employee)
Benevolent Scheme(as per act Rs.10000 on death)
Event Sponsorship
CSR(Corporate Social Responsibility)
Women Empowerment
Training programme for 30 women
Craft centre at Gillpatti Village
20 Solar Lights (Non-conventional source of energy)
Children Education Welfare Scheme (Furniture Facility)
RO System in Senior Secondary School at Gillpatti Village

Estate
Mr.Kamal Dev is in charge of this section. This section deals with land acquired by NFL,
(Bathinda). Total land owned by this unit is 685 acres. Out of this, 670.74 acres land is used for
the purpose of plant and township whereas 14.26 acres land is used for reservoirs to store water
for plant and township.
In township, there is a Bungalow for CGM (Chief General Manager). There are 4 types of
quarters being provided by this unit named as Type A, B, C, and D. The description of each
type is as follows:
Type-A
The salary of employee should be from Rs. 0 to Rs.11129. It is considered as the lowest type
being provided. It consists of 2 bedrooms, for which rent is Rs.67/p.m. whereas for 3 bedrooms it
is Rs.120/p.m. There are total 380 Type-A quarters.

Type-B
The salary of employee should be from Rs.11130 to Rs.21219.It consists of 2 bedrooms along
with a drawing room. There are total 352Type-B quarters for which rent is Rs.173/p.m.
Type-C
The salary of employee should be from Rs.21220 to Rs.29979. It consists of 2 bed rooms, lobby
and a drawing room. These are also called E-2 quarters as are for Assistant Managers. There are
total 96 Type-C quarters for which rent is Rs.245/p.m.
Type-D
These are also called E-4 quarters as these are for Managers. It consists of 3 bedrooms, one car
garage along with servant quarter. The rent for this type is Rs.645.
Township also includes clubs separately for Officers and workers where both indoor as well
as outdoor activities are conducted. There is Hospital of NFL unit along with a chemist shop in
township. A shopping centre is also situated in town with 20 shops in it along with a
Swimming Pool, Post Office, and LPG appliance. There is Civil Mechanical Office, Electric
Office. The township is being provided with 24 hours Security. NFL was having school named
KV no.2 which has been replaced by Rose Merry Convent School. It has 45 rooms and now NFL
is being paid Rs. 40000 as a rent for this land. There is an Auditorium in township for
celebrating any type of functions in the unit. The water reservoirs can fulfil the need of water up
to one month both for plant as well as town even if water supply is blocked from canal.
Legal
Mr. Karam Chand Sharma is in charge of this section. This department deals with the official
cases of NFL plant with its employees or outsiders. There are basically two types of cases named
Civil and Criminal. Generally, there are civil cases in industry and these deals with land
acquisition. Till now the industry has won more than 90% cases. The basic principle to suit and
win a case is Jurisdiction, Agreement under Stamp Duty Act, and Arbitration Act 1995. There is
another principle of SPL (Special Lean to Petition) followed to fulfil the legal formalities

Public Relation
Mr. is in charge of this section. This department is a link between the public and the
organisation. The activities performed by this department are as follows:
Press Releases
Press Advertisement
Plant/Industrial Visits
Photography Contract
Publication of Magazine ( House Journal WANI )
Event Sponsorship
Hospitality Services (for guests likes Unit Heads or CGM)
Security Contract
Diary & Calendar (free for all employees

Transport
Mr. is in charge of this section. This section deals with all the transport of NFL. Transport
section of Personal and Administration Department is looking after the transportation
requirements for Official as well as Private Journey of employees for catching the Punjab
Mail/awed Assam Express. Total 19 vehicles are under the control of this section which includes
2 Ambassador Cars, 1 matador,2 Ambulances. 4 vehicles are provided for CISF (general) Unit
which are under control of Deputy Commander and 6 vehicles are provided to CISF Fire Unit
under control of Assistance Commander. The repair and maintenance expenses for the vehicles
provided to CISF units are paid by PRO department, NFL unit. Also Mechanical HES- 4
vehicles, 2 HMD-tractor, auto crane, JCB are owned by NFL. The registration of new vehicles is
also arranged by the transport section. All the vehicles are comprehensively for a period of 2
years. All the day to day repairs of vehicles are arranged from the local markets or from the

authorized mechanics of vehicles. Except these 19 vehicles owned by NFL itself; 6 contractors
are there to meet the emergency needs of transportation. These are as follows:
Hiring of Taxies(for VIP, Govt, Officials)
Emergency Solution (trip by employee or dependents)
Hiring of School Buses for trips (2 buses, Rs.3650/trip)
DCVX for CISF(Central Industrial Security Force)
Ambulance for CISF/NFL employees and dependents.(with permission of CM of
hospital)
Hiring of Expertise Services for plant (Tata Indica)














1.3.3 PROFILE OF NFL

Type Public
Traded as
BSE: 523630
NSE: NFL
Industry Chemicals
Founded August 23, 1974
Headquarters Noida, India
Key people Shri R G Rajan, Chairman & MD
Products
Urea
Organic fertilizers
Industrial chemicals
Revenue
57.91
billion (US$980 million) (2010-12)
Net income
1.39 billion (US$23 million) (2010-
12)
Employees 4515 (2012)
Website www.nationalfertilizers.com








1.3.5 VISION AND MISSION


NFL is determined to establish and
maintain an ethical climate and an
atmosphere of probity in the
Organization where people work with
integrity, impartiality and in a
transparent manner upholding the
highest ethical standards for the
Organization.



NFLs mission is to be a market
leader in fertilizers and a significant player in all its other business, reputed for customer
satisfaction, reasonable reward to shareholders, ethics, professionalism and concern for ecology
& the community.












PRODUCTS & SERVICES

National Fertilizers Limited produces and markets nitrogenous fertilizers, industrial products,
and bio fertilizers in India. It offers urea under the Kissan Urea brand name for use in various
types of crops, such as food grains, cash crops, and vegetables and oil seeds, as well as for
horticulture. The company also provides bio fertilizers, including rhizobium, phosphate
solubilising bacteria, and azetobactor used to supplement chemical fertilizers. In addition, it
offers a range of industrial products


Products
Product Name Year Month
Sales
Quantity
Sales
Value(Rs.Million)
% of STO

Urea
2012 03 0.00 71116.60 96.88


Others
2012 03 0.00 1593.70 2.17


Seeds Traded
2012 03 0.00 208.10 0.28


Sulphur
2012 03 0.00 115.40 0.16


Other Traded
2012 03 0.00 19.10 0.03




























REVIEW OF LITERATURE
Training needs analysis. A literature review and reappraisal
Gould D, Kelly D, White I, Chidgey J.
St Bartholomew's School of Nursing and Midwifery, 20, St Bartholomew's Close, City University,
EC1 A7QN, and UK. dinahgould@aol.com
Training needs analysis is the initial step in a cyclical process which contributes to the overall
training and educational strategy of staff in an organisation or a professional group. The cycle
commences with a systematic consultation to identify the learning needs of the population
considered, followed by course planning, delivery and evaluation. Although much has been written
about training needs analysis in relation to post-registration nursing education, there is
disagreement concerning its impact on the training cycle and its potential to influence service
delivery. This stimulated the literature review presented below. Initial searches of nursing
databases identified 266 works. Twenty three (8.6%) contained empirical findings relating to post-
registration nursing education in which assessment of training needs was presented as the major
aim. Most of these accounts were concerned with the training needs of nurses in more than one
organisation and were classified as macro-level training needs analysis. However, seven studies
were concerned with a single, specific organisation (micro-level training needs analysis). Despite
their smaller scale and more limited scope, micro-level training needs initiatives demonstrated
greater methodological rigour, were more likely to consider the stakeholder perspective, to
generate findings which could positively influence the rest of the training cycle and showed the
greatest potential for influencing service delivery and quality of patient care. The review drew
attention to the similarities between the training cycle and the audit cycle and resulted in the
development of a model which could be used to evaluate the effectiveness of the process and
outcomes of future training needs analysis initiatives.
British Dental Journal 190, 524 - 526 (2001)
Published online: 26 May 2001 | doi:10.1038/sj.bdj.4801023
Subject Category: Continuing Professional Development

This article has looked at the basics of a training needs analysis, considering the broad model
itself. Thus a TNA is quite simply a way of identifying the existing gaps in either knowledge or
ability of the people in the organization to carry out the tasks that enable them to do their jobs. The
process assumes that the jobs people carry out have been defined in order that the business
objectives of the organization will be achieved. Thus training needs analysis will ensure people are
better able to do their jobs because they have improved their knowledge and their skills in relevant
areas.
Training Needs Assessment
Author: ITS/DPET, Department of Peacekeeping Operations, 10/2008
Making sure your team is properly trained
Training Needs Assessment identifies the training that will successfully address any identified skill
deficits. It does this by surveying the skills that employees already have and those that they need,
and it helps you think about how to deliver the right training at the right time.
By looking at existing skills and competencies compared to the skills required to meet
organizational needs, you make an informed estimate of the training that has to be delivered. From
that point you can confidently develop a training program that addresses organizational objectives,
and ties into the strategic direction of the company. Understood in this way, you can see that
Training Needs Assessment is much more than simple data gathering. Rather, it is a process that
starts with gathering data and ends with a training plan.
HOW TO CONDUCT A TRAINING NEEDS ANALYSIS
By Hassan on June 3, 2007
A needs analysis is not a one-time event. Professional organizations administer needs analysis at
regular intervals, usually every year or two. When properly done, a needs analysis is a wise
investment for the organization. It saves time, money and effort by working on the right problems.
Organizations that fail to support needs analysis make costly mistakes; they use training when
another method would have been more effective; they use too much or too little training, or they

use training but fail to follow up on it. A well-performed analysis provides the information that can
lead to solutions that focus on the areas of greatest need.
Needs assessments can be valuable tools, if they are done correctly. Not only can they pinpoint
training and other performance improvement needs, they can also help you determine practical and
realistic solutions that can help your organization achieve the bottom-line business results it
requires. This article outlines some common misconceptions about needs assessments, and offers a
high-level overview of how you can effectively utilize needs assessments to help you maximize
this potentially powerful tool .Needs assessments can serve as a valuable tool to help in managing
the rapid changes taking place within organizations today - including mergers and acquisitions,
corporate restructuring, downsizing, globalization, and technological advances, just to name a few.
Needs assessments are appropriate when:
You have been asked to implement a training solution;
You have been asked to help with a performance issue; or
Your organization is implementing a change that will have a large impact on one or more
areas.




























Research Methodology
Research Methodology is a way to systematically solve the research problem. It deals with the
objective of a research study, the method of defining the research problem, the type of
hypothesis formulated, the type of data collected, method used for data collection and analyzing
the data etc. the methodology includes collection of primary and secondary data.
3.1 RESEARCH DESIGN:
A research design is an arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research. A research design is a basis of
framework which provides guidelines for the rest of research process. It is the map of blueprint
according to which the research will be conducted. The research design used for this study is
DESCRIPTIVE DESIGN. This design includes surveys and facts finding enquiries of different
kinds.
3.2 DATA COLLECTION METHOD:
The data was collected through the following methods:
a) PRIMARY DATA: to collect the primary data a structured questionnaire was
designed as per the research objective
b) SECONDARY DATA: secondary data is collected from various websites to collect
the information.
3.3 POPULATION:

The population of the study was the NFL( Bathinda).
3.4 SAMPLE:
Sample of the study was employees of NFL (Bathinda), including all the departments.
3.5 SAMPLE SIZE:
The sample size was 40.
3.6 SAMPLING TECHNIQUE:

Random Sampling

OBJECTIVES OF THE STUDY:
Review of current training program
Identification of training gap
To determine whether training is needed

PROBLEMS FACED DURING RESEARCH:
No research work is free from certain limitations. These limitations cannot be ignored while
judging the research validity. This project has its own limitations, which are as follows:
The analysis and interpretations of the study are correct only to the information
provided by the employees.
As the TNA concept is of recent origin, lack of awareness of the topic was found
among some of the employees.
























ANALYSIS AND INTERPRETATION


1. Is Training Need Analysis done in your organization?
Statement: To know the level of awareness about the conduct of training need analysis.
Table no: 1

Options No of persons %age
Yes 40 100
No 0 0


INTERPRETATION:
All the employees marked yes and thus stated that the Training needs analysis practices are done in
the organization.


2. How often is Training Need Analysis done?
Statement: to find out how often the TNA is done in the organization

Table no. 2

Options No of persons %age
Monthly 0 0
Quarterly 34 85
Half yearly 6 15
Annually 0 0




INTERPRETATION:
In answer to this respective question out of 40 respondents/employees, 34 said that the training
need analysis is done on quarterly basis whereas 6 respondents marked half yearly.

3. How is the TNA conducted in your organization?
Statement: which process/method generally used to conduct TNA?
0
34
6
0
0
5
10
15
20
25
30
35
Monthly Quarterly Half yearly Annually

Table no: 3
Options No of persons %age
Self / Requisition forms
Observation 17
Questionnaire 9
Interview 1
Assessment centers 1
Peer evaluation
Performance management data/
interview/ discussion
7
Job analysis 5
Annual survey



INTERPRETATION:
Out of 40 respondents majority (42%) felt that training need analysis is conducted by the
supervisor observation, 22% said it is don through questionnaire, 17% said Performance
management data/ interview/ discussion, 13% said through job analysis, interviews and assessment
centres each gained 3% marking.
4. Who initiates the Training Need Analysis in your organization?
Statement: To find out which department initiates the Training need analysis in the organization.
0%
42%
22%
3%
3%
0%
17%
13%
0%
Self / Requisition forms
Observation
Questionnaire
Interview
Assessment centers
Peer evaluation
Performance management data/
interview/ discussion
Job analysis
Annual survey

Table no: 4

Options No of persons %age
Supervisor 30 75
Employees 2 5
Staff Department 0
Training Department 8 20
External consultants 0
If others please mention 0


0
5
10
15
20
25
30
Series1 30 2 0 8 0 0

Supervisor

Employee
Staff
Departme
Training
Departme
External
consultant
If others
please


INTERPRETATION:
According to 75% respondents it is the supervisor who initiates the Training need analysis in the
organization, 20% respondents said it is the training department and rest 5% employees said that
employees efforts lead to TNA.
5. In the past two years, has your organization changed the way they conduct the Training
Need Analysis?

Statement: Review of existing TNA program
Table no: 5

Options No of persons %age
Yes 9
No 31






INTERPRETATION:

In answer to this respective questions 77% employees said that the organization has not taken any
step to upgrade the training need analysis within the organization, whereas 23% employees were in
the view that it has upgraded its practices over the past two year.



6. What areas listed below would you like to see additional training programs? (Select your
top three)

Yes
23%
No
77%
Yes No

Statement: To find out what things employees need in training programme.
Table no.6
Options No. of persons %age
Supervisor/ Manager Skills 2 5
Workplace Technology 3 7.5
Stress Management 6 15
Presentation Skills 10 25
Strategic / Organisational Skills 2 5
Conflict Management 3 7.5
Customer Service 5 12.5
Performance Management 9 22.5


INTERPRETATION: Among the 40 respondents 5% said Supervisor/Manager Skills and
strategic/organisational skiils should be additional training programme, 7.5% were in favour of
workplace technology and conflict management, 15% said Stress management whereas 12.5%
favoured for customer service, 25% were in favour of presentation skills, and 22.5% voted for
performance management.
7. Do you consider TNA to be a form filling exercise?
Statement: To find about the views of employees relating to current TNA program.

Table no: 7

Options No of persons %age
Yes 33 82
No 7 18



INTERPRETATION:
Out of 40 employees, 82% training need analysis to be a form filling exercise which means that the
employees dont think TNA to be an appropriate exercise to conduct on; the reason could be the
ineffectiveness of the TNA. Whereas rest 18% employees said it to be effective and appropriate.






8. In your opinion does Training Need Analysis lead to training effectiveness?
Statement: To find about the effectiveness of present TNA program

Table no: 8

Options No of persons %age
Yes 27 67
No 6 15
Cant say 7 18






INTERPRETATION:
When a straight question of effectiveness of current existing TNA was asked to employees then
67% employees said it to be effective, 18% employees said they cant say anything whether its
effective or not. Whereas 15% employees felt it to be not at all effective

9. Please rate the method of training you feel would be most effective to achieve your
learning goals:
Statement: To find out the preferred method for training purpose.
Yes
67%
No
15%
Cant say
18%
Yes
No
Cant say

Table no: 9

Options No of persons %age
Classroom 7 18
Video 0 0
Online 0 0
Workshops 17 42
Computer Base Training 15 37
Web Conferencing 1 3



18%
0% 0%
42%
37%
3%
Classroom
Video
Online
Workshops
Computer Base Training
Web Conferencing


INTERPRETATION:
Among the 40 respondents 42% said workshops to be an effective source of training, 37% were in
favour of computer based training, and rest 18% found classroom training to be effective and 3%
employees voted for web conferencing.


Statement: To find out which training method is liked by employees.

10. Which is the most effective way of conducting a Training Need Analysis according to
you?


Table no.10
Options No. of persons

%age
Classroom Training

15 37.5
Conferences

9 22.5
Others

16 40

0
10
20
30
40
50
60
classroom training conferences others
15
9
16
40 40 40
persons favoured
total persons


INTERPRETATION:
Among the 40 respondents 37.5% said classroom training to be an effective source of training,
22.5% were in favour of conferences and rest 40% found other training methods to be effective .





Statement: To know the effect of mental attitude of employees on their performance
11. Do you know exactly how your mental attitude directly affects your material results?

Table no.11

Options

No. of persons %age
Yes

26 65
No

14 35




INTERPRETATION:
Out of 40 employees, 65% said that their mental attitude affects their performance whereas rest
35% said it has no effect on their work.


Statement: To know if the employees are aware of retaining positive attitude.
Table no.12.
. 12. Do you know how to control your mind so you can retain a positive mental attitude during
difficult times?

Options No of persons %age
Yes 24 60
No 6 15
Cant say 9 25

0
5
10
15
20
25
30
35
40
yes no can't say
24
6
9
40 40 40
total respondants
who favoured

INTERPRETATION:
Among 40 employees, 60% said yes, 15% said no whereas 25% employees chose cant say option.







Statement: To check out whether employees know how to remain positive
Table No 13.
Options No of persons %age
. 13. Do you have methods that allow you to shield yourself from negative influences?

Yes 22 55
No 18 45

total no. of respondants
who favoured
0
5
10
15
20
25
30
35
40
Yes No
22
18
40 40
total no. of respondants
who favoured


INTERPRETATION:
Out of 40 employees, 55% answered yes whereas rest 45% answered no.































FINDINGS OF THE STUDY

All employees in the organisation say that training need analysis practices are done.
Majority of the respondents felt that training need analysis is conducted by the supervisor
observation, and rest is done through questionnaire, performance management discussion,
job analysis, interviews and assessment centres.
More than half of the respondents say training need analysis is done on quarterly basis.
From all the respondents it is supervisor who initiates the maximum training need
analysis in the organisation.
Few employees in the organisation think training need analysis to be an appropriate
exercise to conduct on.
Majority of the employees said workshops to be an effective source of training and rest
were in favour of computer based training, classroom training and web conferencing.















RECOMMENDATIONS


Promotional activities are very less, therefore they should invest a considerable amount in
radio and newspaper advertisement as this is the main source with which youth connect
easily. This would definitely help to create and increase BRAND AWARENESS.

NFL should not depend on brand name, brand name is just a source to provide some base
customers, and it is the institutes responsibility to generate more customers from existing
customers.

Evaluate the performance continuously to find the strength, weaknesses, opportunities
and threats.
According to the survey results, trainees are not satisfied with infrastructural facilities
being provided, so NFL should make considerable efforts in order to improve upon the
same.
Semi-urban and rural areas should be tapped as future potential markets

NFL should also work on lowering the attrition rates among its employees.





BIBLIOGRAPHY

BOOKS:
T.N CHABBRA
KOTHARI
WEBSITES:
www.google.com
www.searchengine.com
www.scribd.com
http://en.wikipedia.org/wiki/training need
www.nationalfertilizers.com
www.indiainfoline.com
www.in.reuters.com











QUESTIONNAIRE

Name: .
Age:
Education: ...
Department: Unit.. Shift..

Marital Status:
o Married
o Unmarried
Gender:
o Female
o Male

1. Is Training Need Analysis done in your organization? [Mark 1 or 2]
1. Yes
2. No

2. How often is Training Need Analysis done? [Mark 1, 2, 3, 4]

1. Monthly
2. Quarterly
3. Half-yearly
4. Annually


3. How is the TNA conducted in your organization? (Mark as per the instruction)


1. Self / Requisition forms ---------------
2. Observation ---------------
3. Questionnaire ---------------
4. Interview ---------------
5. Assessment centres ---------------
6. Peer evaluation ---------------
7. Performance management data/ interview/ discussion ---------------
8. Job analysis ---------------
9. Annual survey ---------------
10. If others please mention ---------------

4. Who initiates the Training Need Analysis in your organization?
(Put a tick mark against the options available)

1. Supervisor ---------------
2. Employees ---------------
3. Staff Department ---------------
4. Training Department ---------------
5. External consultants ---------------
6. If others please mention ---------------




5. In the past two years, has your organization changed the way they conduct the Training
Need Analysis?

1. Yes
2. No

6. How is TNA determined?
(Put a tick mark against the options available)

1. Performance Appraisal data ---------------
2. Supervisor Observation ---------------
3. Peer feedback ---------------
4. Work sampling ---------------
5. Interview ---------------
6. Questionnaire --------------
7. Tests of Job Knowledge/ Skills/Achievements ---------------
8. Training Progress charts ---------------
9. Critical Incidents ---------------
10. Assessment Centre Feedback ---------------
11. Coaching Feedback ---------------
12. MBO or work planning and review system ---------------


7. Do you consider TNA to be a form filling exercise?
1. Yes
2. No
8. In your opinion does Training Need Analysis lead to training effectiveness?
1. Yes

2. No
3. Cant say
9. Which is the most effective way of conducting a Training Need Analysis according to you?

---------------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------
10. What areas listed below would you like to see additional training programs? (Select your top
three)

Supervisor/Manager
Skills
Workplace
Technology
Stress
Management
Presentation Skills

Strategic
Planning/Organizational Skills
Conflict
Management
Customer
Service
Performance
Management



11. Please rate the method of training you feel would be most effective
to achieve your learning goals:


Very
Effective
Somewhat
Effective
Neutral
Not very
Effective
Not at all
Effective
Classroom

Video

Online

Workshops

Computer Base
Training

Web Conferencing


12. Would you like to give any suggestions for better management of training need analysis?
............
....................................................................................................................................

13. Do you know exactly how your mental attitude directly affects your material results?
1. Yes 2. No 3. Cant Say

14.Do you know how to control your mind so you can retain a positive mental attitude during
difficult times?
1.Yes 2. No 3. Cant Say


15. Do you have many days when you are busy all day, but relatively non productive?
YES NO