COMPANY PROFILE

JINDAL STEEL AND POWER LIMITED

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Jindal Steel & Power Limited (JSPL)

Part of the USD 10 billion O.P Jindal Organization, is operating a 3 MTPA integrated steel plant and 340 MW captive power plant at Raigarh (Chhattisgarh). The Company has also recently completed a 1000 MW thermal power plant at Raigarh through its subsidiary Jindal Power Limited. JSPL has captive iron ore mines at Tensa (Orissa) and coal mines at Raigarh. The company has embarked upon a massive expansion plan of the existing plants and undertaken new projects in power, steel, mining, oil and gas, and infrastructure sectors including 2 large green field integrated steel projects each of 6 MTPA at Angul in Orissa and Patratu, Jharkhand. In Bolivia (South America), JSPL is investing USD 2.1 billion in development of Iron ore mines and setting up of an integrated steel plant. The company also has business interests in countries such as Mozambique, Madagascar, Mongolia, Indonesia, and South Africa. In todays era of fierce global competition and rapid technological advances an organization has to move twice as fast just to keep pace with the changing world and four times as fast if it has to speed ahead and that is exactly what Jindal Steel and Power Limited (JSPL) are in the process of achieving. At RAIGARH, it has the world largest coal-based plant sponge iron manufacturing capability. JSPL is the only sponge iron producer in the country with its own raw material source and power generation, making it one of the most cost effective producers of sponge iron in the country. We have taken yet another major step forwarding putting India and Raigarh on the world steel map. A state of the art Rail and Universal Beam Rolling Mill had been commissioned in March 2004, to manufacture the worlds longest Rail, 120 M long. For the Indian Railways and global markets. Also, the mill manufactures H-beams and columns in larger sizes for the infrastructure and construction sector for the first time in India. A further increase in the steel-manufacturing capacity is part of its growth and expansion plans with a new steel melt shop near the Rail Mill on the anvil. Growth is the keyword and by the end of 2006-07 its steel production will exceed 3 million MTPA, offering a range of steel products that best leverage the strengths of its facility, quality and technology. JSPL is utilizing waste hot gases and coal washery rejects to generate 150MW power. Another 55MW power plant is under installation. A new company Jindal Power Limited has been set up which is currently working on plans to establish a 1000 MW plant at Raigarh. This determined pursuit of business opportunity and global markets has not in any manner affected its keen sense of duty as concerned corporate citizens. JSPLs facilities at Raigarh and Raipur fall under the newly formed state of Chhattisgarh. We have been and will continue stand committed to the progress of the state and its people. JSPL recognize that environmental protection is an integral part of the companys activities. JSPL is an OHSAS 18001 certified organization, committed to conducting its business safely, ethically & in environmentally responsible manner that protects the natural resources and the environment in which we live.

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JSPL VISION, MISSION & CORE VALUES

JSPL VISION
To be a globally admired organization that enhances the quality of life of all stakeholders through sustainable industrial and business development.

JSPL MISSION
We aspire to achieve business excellence through: The spirit of entrepreneurship and innovation Optimum utilization of resources Sustainable environment friendly procedures and practices The highest ethics and standards Hiring, developing and retaining the best people Maximizing returns to stakeholders Positive impact on the communities we touch

JSPL CORE VALUES

Passion for People Business Excellence Integrity, Ownership and Sense of Belonging Sustainable Development

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JSPL IN INDIA
The following map shows the spread of JSPL which is in all corners of India. The map shows the entire registered corporate, branch and marketing offices, mines works and proposed projects.

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GROUP PROFILE
Jindal Group of Companies
Jindal Steel and Power Ltd. - JSPL, has set up a 1000 MW O P
Jindal Super Thermal Power Plant at Raigarh, with an investment of over Rs. 4500 crore. The last unit was commissioned in the first week of September, 2008. JSPL has added a new dimension that of exploration and mining of high value minerals and metals, like diamond, precious stones, gold, platinum group of minerals, base metals, tar sands etc.

Jindal South West Ltd. - JSW Group is one of the fastest growing
business conglomerates with a strong presence in the core economic sector. This Sajjan Jindal led enterprise has grown from a steel rolling mill in 1982 to a multi business conglomerate worth US $ 3.7 billion within a short span of time. As part of the US $ 8 billion O. P. Jindal Group, JSW Group has diversified interests in Steel, Energy, Minerals and Mining, Aluminum, Infrastructure and Logistic, Cement and Information Technology.

SAW Pipes Ltd. - Jindal SAW Limited has announces that the
receipt of orders or letter of award aggregating to more than INR 1000 crore for supply of Large Diameter Pipes and Ductile Iron Pipes in domestic and export markets. While domestic supply orders are from GAIL and, HPCL etc, the export orders are primarily from middle-eastern market. With these orders, the total order book of Jindal SAW Ltd stands at approximately USD 750 million. These orders are scheduled to be executed by March 2010.

Jindal Stainless Steel Ltd. - Jindal Stainless is a ISO: 9001 &

ISO: 14001 company is the flagship company of the Jindal Organization. The company today, has come a long way from a single factory establishment, started in 1970. As the numero uno it has taken on the task of making stainless steel a part of everybody's life by

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taking a 360 degrees approach from production of raw materials to supply of architecture and lifestyle related products.

About JSPL - Awards & Recognitions

Second prize in the National Safety Award 1998 for longest accident-free period instituted by the Ministry of Labour, Government of India. First prize in the IIM Awards 2001 for Quality by the Indian Institute of Metals.

National Energy Conservation Award 2001 in the Integrated Steel Plants category instituted by the Ministry of Power, Government of India. Rajiv Gandhi National Quality Commendation Certificate 2001 instituted by the Bureau of Indian Standards (BIS) in the Large Scale Manufacturing Industry-Metallurgical category. Certificate of Appreciation in CII (ER) Fuel Conservation Award 20012002 by CII (Eastern region) Certificate of Appreciation in CII (ER) Quality Award 2001-2002 by CII (Eastern region). Runner up in Golden Peacock National Quality Award 2002 by Institute of Directors (I.O.D.). Metals. First prize in the IIM Awards 2002 for Quality by the Indian Institute of

Second prize in National Energy Conservation Award 2002 in the Integrated Steel Plants category instituted by the Ministry of Power, government of India.

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 Silver Award in Green tech Safety Award 2002-2003 by Green tech Foundation. Gold Award in National Safety Award 2002-2003 for longest Accident Free period (large scale industry of Iron & steel) by Ministry of Labour, Govt. of India.

First prize in Golden peacock Environment Management Award 20022003 by Institute of Directors. Silver Award in Green tech Environment Excellence Award 2002-2003 by Green tech Foundation. First prize in National Energy Conservation Award 2003 in the Integrated Steel Plants category instituted by the Ministry of Power, government of India. First Prize in Asia Pacific HR Excellence Award 2003 for Organization with innovative HR Practices by Asia Pacific HR Congress and Centre for Change Management Second prize in National Energy Conservation Award 2004 in the Integrated Steel Plants category instituted by the Ministry of Power, government of India. Second prize in National Energy Conservation Award 2005 in the Integrated Steel Plants category instituted by the Ministry of Power, government of India. Runner Up in CII Chhattisgarh HR Excellence Award for Best Practices in HR year 2004 by CII-Chhattisgarh Council. Third Prize in ICWAI National Award 2005 for Excellence in Cost Management by Institute of Cost & Works Accountant of India (ICWAI).

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 Certificate of Appreciation in CII Energy Conservation Award 2005-06 by CII (Eastern Region).

PRODUCTS
Products (Rails) Worlds longest rails, now being manufactured in India Constantly evolving and continuously looking at quantum leaps in technology, JSPL has setup a state-of-the-art Rail and Universal Beam Rolling Mill at Raigarh. The Rail and Universal Beam Mill has been designed for the manufacture of rails up to 120 meters finished hot rolled length. The Plant has also equipped with a Flash Butt Welding Plant for welding of rails from 240 meters long. Advantages: With the availability of 120 m long rails, there will be drastic reduction of weld population in Indian rail tracks (from 160 welds per track km presently to 17) resulting in safety and cost reduction. The performance of Indian railways would improve on account of enhanced safety, increased reliability, comfort and prolonged rail life. Products (Parallel Flange Beams & Columns) Larger sizes are being manufactured for the first time in India for the first time in the country, parallel flange beams and columns in larger sizes are being manufactured. More commonly known as H-beams hot rolled parallel flange beams and columns are the most sought section by structural engineers. Architects and construction companies the world over. Advantages:

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With the universal rolling method, beams having same depth but with different flange and web thickness will be manufactured which would mean there will be a choice of larger number of beams with different weights in kg/m and statically properties. This is n contrast with the current availability of limited number of conventional I-beams on account of calibre rolling method. Products (Sheet Piles) One of its kinds in India U-type Larsen Sheet Piles. A product from the Rail and Universal Beam Mill of Jindal Steel and Power limited (JSPL), Raigarh are being manufactured in technical collaboration with NKK Corporation, Japan, and Steel Sheet Piles play an important role across the world in port construction involving query walls, river embankments, bridge foundation and various industrial activities. Use of Steel Sheet Piles facilitates high inter changeability with ease of erection. Utype Piles are the most widely used sheet piles with inter locking joints of Larsen type. Advantages High-joint strength: U-piling with strong and watertight joints and sufficient is used to withstand soil are water pressure. Easy Stacking: by virtue of their shape, U-piles can be stacked high for easy handling and storage.

Products (Steel) The foundation of our growth and diversification Steel at our Raigarh plant is being manufactured using the Electric Arc Furnace. The steel melt shop (SMS) is equipped with ladle furnace and vacuum degassing and has continuous casting facilities for wide slabs, round and blooms. The capacity of SMS is 4, 00,000MTPA. A further increase in the steel-manufacturing capacity is on the anvil with a new SMS near the Rail Mill in the pipeline. Growth is the key word and by end of 2004, JSPL Steel production will exceed 1.25 million MT per annum, offering a range of steel products. Products (Power) Building upon the strength of its unshakeable foundation, JSPL is poised for a quantum leap in the core sector of power, contributing to the growing needs of the nation. JSPL generation power to meet captive requirements. In 1991, it entered this vital core sector by utilizing waste heat from the Rotary Kiln boilers and the coal rejects of the Washery .

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During 1999, their capacity was increased to 95 MW. An additional generation of 55 MW, power has been operational since October 2001, six months ahead of schedule. Work on another 55 MW plant has been completed by March 2004 so as to meet its increasing requirements. JSPL is one of Indias most economical power producers in the private sector. Jindal Power Limited has been established to sharpen its focus, leading to plant growth with a 1,000 MW thermal power plant being established in Raigarh district, about 40 kms from its existing plant, an MOU with the state government has been signed and preliminary work on this project has already commenced Products (Sponge Iron) The world largest coal based sponge iron facility JSPL is one of the lowest-cost producers of sponge iron in India. Backward integration has given JSPL the distinction of being the only sponge iron manufacturer with its own captive raw material resources and power generation. This has enabled JSPL to monitor both price and quality of its products. At Raigarh JSPL has the worlds largest coal-based sponge iron manufacturing facility, with an installed capacity of 6, 50,000 MTPA, using six rotary kilns. Growth and expansion plans include an additional 450,000 MT capacity of sponge iron with the commissioning of 3 rotary kilns and a 250,000 MT capacity for metallic charges using the state-of-the-art rotary hearth furnace. Plans have also been developed to establish in the first phase, a 1 million capacity sponge iron manufacturing facility in the state of ores. In India, JSPL is the market leader in coal-based sponge iron, enjoying a market share of 22%.

Products (Ferro Chrome) A concern for quality Ferro chrome is an essential component in the manufacture of stainless steel and special steel. JSPL manufactures Ferro chrome through the continuous smelting of chrome ore, coke, coal and quartz at the submerged arc furnace (SAF). At temperatures of 1600-1700C, the chrome ore gets reduced by the carbon of the reductants . The SAF is tapped at regular intervals depending on the power input. Metal and slag come out together and by virtue of the higher specific gravity, the metal settles in the first receptacle. After solidification, the metal is removed from the receptacle and crushed to the required size. An increase in production capacity of 60,000 MTPA is on the anvil and global markets are being tapped to sell the increased production. Products (Heavy Machinery) A wide range of machinery has been manufactured and supplied to prestigious Indian companies including L&T, Lafarge cement, South Eastern Coal Field, SAIL, Jindal strips, Jindal Steel & Power amongst others. The Division is ISO 9002 certified and is equipped with state-of-the-art quality testing

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and inspection facilities. Some of the machinery manufactured includes gearboxes up to weight of 17 MT, equipment of sponge iron plant, cold rolling mills, material preparation and handling equipment, etc. Some of the major equipment manufactured includes: Gear boxes up to single piece weight 17 MT. Equipment for sponge iron plant (shell, support roller assembly, base frames, tiers, girth gears, rotary feeders, etc.). Material preparation and handling equipment (coal crusher, roller crusher, jaw crusher, briquetting machine, cairns). Cold Rolling Mill equipment (side trimming machine, coil cars, looper car, strip separator assembly, steering assembly, bridle assembly). Hot Rolling Mill equipment (chocks, rolls, pinch roll assembly, manipulator assembly, etc.). Raipur Plant The heavy machinery division at Raipur was established in 1992 with an objective to cater to the requirements of companies within the Jindal Organization and other industries in the region. The Division manufactures steel castings, ingots, and heavy machinery equipment and spares for metallurgical, mining, and material and process industries. This state-of-the-art Division has a manufacturing capacity of 11,500 MTPA, along with a capacity of 30,000 MTPA of steel ingots and castings, and compares with the best in the region. The Division can produce single-piece steel casting up to 6 MT and has handling facility of up to 50 MT. A wide range of machineries have been manufactured and supplied to prestigious Indians companies including L&T, Lafarge cement, South Eastern Coal Field, SAIL, Jindal strips, Jindal Steel & Power amongst others.

The Division is equipped with state-of-the-art quality testing and inspection facilities. Some of the machinery manufactured includes gearboxes up to weight of 17 MT, equipment of sponge iron plant, material preparation and handling equipment, equipment for cold rolling and hot rolling mills etc.

Jindal Opencast Coal Mines JSPL effort has always been to remain self-reliant in all its raw materials, thereby becoming one of the most economical producers of value-added steel and power in the country. The Opencast Coalmine, situated at a distance of 55 km from the Raigarh plant. Provides coal for captive consumption at the plant. The lease area is 705 hectares with coal reserves of about 100 million MT. The mining operations started in 1999

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and today the entire requirement of coal for the plant is being met with. The mine is fully mechanized and has been developed using the latest machinery and equipment. Currently 1.5 million MTPA of coal is being produced. This is expected to increase 2.5 MTPA by 2004-05. The cast of production of coal is almost 40% cheaper as compare to similar grade of coal available from other organization.

Works & Mines

(Tensa Iron Ore Mines)

The captive iron ore mine, called TRB (Tantra, Raikela, and Bandhal) started in the year 1990 is situated in the picturesque Tensa valley in district Sundergarh, Orissa. The area is very beautiful with thick Jungles and greenery all-around. The total reserves are estimated to be about 10 million MT, out of which about 4 million MT have been extracted. The mine is currently produce about 0.6 million MT of sponge grade ore and has been developed with the latest, fully mechanized techniques. It meets about 60% requirement of iron ore for the sponge iron plant at Raigarh and the cost of production of iron ore from the mine is almost half the price that is paid for acquiring balance ore from the market. An additional crusher is being installed so as to ensure that high-grade iron ore is made available and the ore is transported to its Raigarh plant by a rail link. The mine has been declared as the best mine by the Director General of Mines Safety, Government of India and has an accident-free record for the last three years. JSPL provides residential accommodation with parks, dispensary, playground and a club for entertainment.

Plate Mill Features Walking beam type reheating furnace of 200MT/hour capacity with Level 2 automation, supplied by Techint-ltaly.

High-pressure (200bar) primary & secondary de-scalers with hydraulically operated header height control facilty for different slab thicknesses. Slab turning before and after 2 Hi Roughing Mill : (CROSS ROLLING). Automatic Width Control through vertical edger. 4 Hi reversing finishing mill with Steckle furnace & hydraulic auto gauge control system with X-ray gauge.

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LPG fired steckle furnaces at entry & exit sites of the finishing mill to maintain temperatures during rolling for coil production. Accelerated water-cooling system (Laminar Cooling) to control metallurgical parameters with good surface finish & coiling temperature. Heavy leveler is installed on-line to control flatness after finishing.

CURRENT CAPACITIES IN A NUTSHELL

CURRENT CAPACITIES

At Raigarh: Sponge Iron 1.37 million tonnes per annum Mild Steel 2.4 million tonnes per annum Ferro Alloys 36,000 tonnes per annum Power 333 MW

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Hot Metal / Pig Iron 1.5 million tonnes per annum RUBM 75,000 tonnes per annum Coal Washery 6 million tonnes per annum

At Raipur: Machinery and Castings 11,500 tonnes per annum Ingots 30,000 tonnes per annum CF Castings 3,000 tonnes per annum

JSPL has proved its mettle to take on the new challenges of growth scenarios. By giving the best to the customers, employees, stakeholders and to the community at large, JSPL is setting its goals of tomorrow for a new flourishing India.

KEY FACTS IN A NUTSHELL:

First to produce World's Longest 120 meter finished rail in India. First to produce hot rolled parallel flange beams (H-Beams) & columns in medium and large sizes in India. Manufacturing mild and alloy steel rounds, slabs and blooms as per international standards. Manufacturing Ferro Chrome, using Submerged Arc Furnace (SAF) Manufacturing coal-based sponge iron using 10 indigenously developed rotary kilns. JSPL generates Power from waste hot gases & Washery meddling. The surplus power is supplied to the Chhattisgarh State Electricity Board and to the Industrial Estate set up by JSPL.

INDUSTRIAL PARK:

Established Industrial Park at Raigarh in the State of Chhattisgarh over 750 acres. More than Rs. 1200 crore investment is expected in this Industrial Park. In its fully operational state the Industrial Park is expected to provide employment to over 5000 people. More than 30 industrial units already operating and a number of units are under implementation. Supplying continuous power @ Rs.2.50 per unit. Rates of power to remain firm for a period of 5 years.

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CORPORATE SOCIAL RESPONSIBILITIES:

Adopted 42 villages at Raigarh, a tribal district in the State of Chhattisgarh, providing them with all basic amenities: o Infrastructure including Roads, Drinking water & Sewerage o Building of new schools like the 10+2 Coeducational O P Jindal School with an investment of Rs. 5 crores o Renovati o n of the oldest Girls School in Raigarh o Medical Camps, thrice every week, benefiting over 30,000 people o An ICU unit at the General Hospital at Raigarh o Renovation & maintenance of the Kamala Nehru Park in Raigarh o Merit scholarships o Women's welfare programs Initiated the Social Accountability system, SA 8000.

Future Plans Jindal Steel and Power. Expanding to newer horizons

At JSPL, the present is nothing more than a mere milestone on the path to the future. And it is this future that constantly beckons us to tap into its vast reservoir of opportunities. Opportunities that will nourish a multitude of ideas and innovations that will secure a higher quality of life for everybody and we have planned ahead to embrace that future in a variety of ways.

At JSPL, we believe in a constant evolution. Taking inspiration from the past, setting milestones in the present, we continually strive to unravel the opportunities that the future has in store. Tapping the vast pool of technology and our efficient manpower, we believe in transforming opportunities into advantages. The dream of expanding our capacities and working with zeal to implement new ideas and innovations has kept us ahead.

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Current Projects under Installation

AT RAIGARH:

An MOU has been signed between JSPL and the Govt.of Chhattisgarh for setting up additional 7.0 MTPA Steel Plant and 1600 MW Power Plant with an investment of over Rs. 26,000 crore. Further expansion at Raigarh Projects under Installation: plant -

o o o o o o o

2 MTPA Cement Plant. Additional Power Generation of 270 MW. Medium Structural Mill. Pipe Conveyor from Mines to Plant. Mini Blast Furnace up gradation. 1 MT SMS Bloom Caster and Oxygen Plant. Fabrication in Industrial Estate.

AT ORISSA:

JSPL is setting up 12.5 MTPA Steel Plant and 2500 MW Power Plant in Orissa, with an investment of over US$ 10 Billion.

AT JHARKHAND:

JSPL is setting up 11 MTPA Steel Plant and 2600 MW Power Plant in Jharkhand, with an investment of over US$ 9 Billion.

AT JINDAL POWER LTD:

JPL has planned more hydro & thermal power projects and has an aggressive blueprint to increase domestic Power production to help in contributing towards achieving Govt.of India's goal of "affordable power for all by 2012", JPL has signed an MOU for setting up 2520 MW plant with an investment of over Rs.11, 340 crore in Chhattisgarh and 2640 MW with an investment of over Rs.11, 880 crore in Jharkhand.

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AT BOLIVIA :

JSPL plans to invest USD 2.1 Bn in years for mining and setting up of an integrated 1.7 MT steel plant ,450 MW Power Plant , 6MT Sponge Iron and 10 MT Iron Ore Pellet Plant. All these expansions are a testament to the fact, that at JSPL, we are working towards a bright future. Giving the best to customers, employees, shareholders, associates, and to the community at large, through our business expansions, we envision a new India.

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HUMAN RESOURCE MANAGEMENT

Human Resource Management is that field of management which has to do with planning, organizing, directing, and controlling various operative functions of procuring, developing, maintaining and utilizing a labour force such that: a) Objectives, for which the company is established are attained economically and effectively; b) Objectives of all levels of personnel are served to the highest possible degree; c) Objectives of community are duly considered and served.

- Prof. Jucius

According to this definition, Human Resource Management is concerned with managerial function (planning, organizing, directing, and controlling) and operative (procurement, development, maintenance, and utilization) functions, with a view to attaining the organizational goals economically and effectively and meeting the individual and social goals. Human Resource has at least two meanings depending on context. The original usage derives from political economy and economics, where it was originally called labour, one of the fits factors of production. The more common usage within corporations and businesses refers to the individuals within the firm, and to the portion of the firms organization that deals in hiring, firing, training, and other personnel issues. This article addresses both definitions. Human Resource Management serves these key functions: 1. Hiring (Recruitment) 2. Compensation 3. Evaluation & Management of performance 4. Promotions

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5. Managing Relations It is the responsibility of human resource managers to conduct these activities in an effective, legal, fair, and consistent manner. The objective of Human Resource is to maximize the return on investment from the organizations human capital.

Human Resource Management aims to improve the productive contribution of individuals while simultaneously attempting to attain other societal and individual employee objectives
Schwind, Das & Wagar (2005)

HRD AT JINDAL STEEL AND POWER LTD, RAIGARH

JSPL, Raigarh as part of the $10 billion Jindal group plays an important role in the overall industrial landscape of not just the state of Chhattisgarh but the country as well. Its one of the largest integrated plants producing steel and power (not just for captive consumption) in the country producing a plethora of products. In order to attain the goals JSPL employs over 8000 people, a number that has been steadily growing over the last few years. JSPL has been one of the fastest growing organizations in the country. However its not just the production or profitability that has propelled it to an enviable position, a committed and talented workforce is one of the main reasons behind it. It is a fact that has been recognized even by the top level management of this organization. The details given in the following pages are an attempt to try and identify some of the tasks, challenges, their corresponding responses and initiatives that is behind this success. HR covers a variety of processes and procedures that begins even before an individual is hired till the time the individual is there in the company. There are in fact two departments that deal with the peoples affair of the company. Apart from the HR department its the Personnel & Administration department. The following are the important functions of Personnel and Administration department are as follows;

Wage and Salary Management Travel and Leave Management

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Time Maintenance Contract Labour Management Provident Fund Management Compensation and Benefit Colony and Estate Management

In order to perform the above mentioned functions there are a number of sections like payroll, travel and leave management, contract labour section etc. Another very important function of the personnel and administration department is to ensure compliance with regards to various labour laws that are applicable to the various departments of the organization.

PEOPLE AND ORGANISATION DEVELOPMENT DEPARTMENT

The People and Organisation Development department or more commonly known as the Human Resource departments function can be briefly summed up as follows: Identification of manpower requirement in collaboration with the respective department Acquisition of requisite talent Development and skill enhancement of the acquired talent Retention of talent.

In order to perform the above mentioned activities the HR department at JSPL is sub-divided into four sections: 1. INDUSTRIAL ENGG 2. RECRUITMENT AND SELECTION 3. TRAINING AND DEVELOPMENT 4. PERFORMANCE MANAGEMENT SYSTEM AND ORGANISATION DEVELOPMENT

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Each of these sections is headed by a section head. All the sections have to work in tandem with each other for the attainment of organisational goal. Every organisation/ association or even a department is guided by a vision, which in turn acts as a guide for attainment of the mission.

HR VISION

HR MISSION

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RECRUITMENT AND SELECTION PROCESS

It is a process of inviting the people for job in a particular company by different means saying that there is a vacancy for a particular job. Whereas selection is a process of appointing the person for a particular task from among the applicants.

PROCESS OF RECRUITMENT AT JSPL

1. Identification of vacancy:-primarily the vacancy is identified on the following basis: New expansion/

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Technological changes Additional workload Retirement/superannuation Turnover and natural separation trend. Any other business consideration

Resource requisition form

The respective HOD /functional heads fill up a resource requisition form clearly indicating the comprehensive job description, job specification, reporting structure time frame for filling up vacancy to understand overall needs and requirement and send it to the recruitment section to be approved by the authorities. After approval it is communicated to the department head and then department head send it to the recruitment section to fill the position within the given time.

SOURCES OF RECRUITMENT
(1) Internal Sources Other sources o Internal data o Local Employment Exchange. o Advertisement through Newspaper. o Placement Agencies. o Internet/ e-Recruitment Portals( CV data base access and regular job postings) o Employee Referral. o Campus. o Personal Network and Head hunting. (3) Employment of Ex-Employee (4) Employee near relation (5) Employee Referral (6) Employees from other O.P. Jindal Group Companies

Pre Interview Process

Advertising Response handling Screening/Short listing of applications Organizing call letter

Organizing interviews
Post Interview Process Processing Joining Formalities:

Joining Report Proof of Age

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Educational Qualification Proof of Past Employment Medical Fitness Photograph Bank account opening Notice Period Reimbursement: Joining Document Joining Expenses Reimbursement Probation/Confirmation:

PERFORMANCE APPRAISAL
It is a process of comparing actual job performance against:-

Performance standards Rating each critical element and Assigning a summary rating

PERFORMANCE STANDARDS : It includes objective measures of performance such as quality ,cost efficiency ,timeliness etc. CRITICAL ELEMENT : A component of a position consisting of one or more duties and responsibilities that contributes towards accomplishing organisational goals and objectives which is of such importance that unacceptable performance on the element would result in unacceptable performance in the position.

Performance Appraisal Followed At JSPL:

JSPL follow 180 degree type of appraisal to measure the performance of the employee. It means that they send an appraisal form to the HOD of various department. The appraisal system is done on annual basis. However there is a midyear review which is conducted around the month of November to assess the progress of various employees with respect to their KRAs. It is worth noting that the entire workforce at JSPL is divided into two categories. This whole process of KRA setting and evaluation against it is done for staff category employees and not for the workers

METHODOLOGY:
The appraisal form is send to the HOD of various department and they fill the form and send to the PMS & OD Department. The concerned employee is to fill up his/her Key Result Areas (KRAs) in consultation with the HOD. At the same time the HOD defines certain Key Performance Indicators(KPIs) against which the employee is to be assessed.

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Another important part of the whole process is training need identification. As a part of the format the HOD is also expected to specify the training requirement for the employees working under him.

ORGANIZATIONAL DEVELOPMENT
Organizational development is the one of important part of HRD, which is being practiced at JSPL. It covers vast area of development for JSPL employees. Various services are provided by OD, These are as follows:-

1. SABBATICALS 2. RETENTION ANALYSIS OF EMPLOYEES 3. MENTORING SCHEMES 4. GEM OF JSPL 5. SUGGESTION SCHEMES 6. WORKERS OPINION SURVEY 7. ORGANIZATIONAL SURVEY 8. SMILE(SELF MOTIVATED INDIVIDUAL FOR LEARNING AND EMPOWERMENT) 9. APPRECIATION CARDS 10. 11. 12. INDUCTION MANUAL SWAGAT COMPETENCY MAPPING: BEHAVIORAL FUNCTIONAL

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GEM OF JSPL
The word G.E.M means GONE THE EXTRA MILE
The motivational concept GEM of JSPL was launched to identify & motivate employees performing extraordinarily which in turn triggers other employees to perform better. With this in view, every department has to identify & nominate one / two GEM OF JSPL per month & bimonthly.

ABOUT TRAINING & DEVELOPMENT

NATURE OF TRAINING AND DEVELOPMENT In simple terms, training and development refers to the imparting of specific skills, abilities and knowledge to an employee. A formal definition of training & development is it is any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge. The need for training & development is determined by the employees performance deficiency, computed as follows: Training & Development need = Standard performance Actual performance. We can make a distinction among training, education and development. Such distinction enables us to acquire a better perspective about the meaning of the terms. Training, as was stated earlier, refers to the process of imparting specific skills. Education, on the other hand, is confined to theoretical learning in classrooms.

Table 1. Training and Education Differentiated Training Application Job Experience Specific Tasks Narrow / Perspective Education Theoretical Orientation Classroom Learning General Concepts Broad Perspective

Training refers to the process of imparting specific skills. Development refers to the learning

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opportunities designed to help employees grow. Education is theoretical learning in classroom.

Though training and education differ in nature and orientation, they are complementary. An employee, for example, who undergoes training is presumed to have had some formal education. Furthermore, no training programme is complete without an element of education. In fact, the distinction between training and education is getting increasingly blurred nowadays. As more and more employees are called upon to exercise judgments and to choose alternative solutions to the job problems, training programmes seek to broaden and develop the individual through education. For instance, employees in well-paid jobs and/or employees in the service industry may be required to make independent decision regarding there work and their relationship with clients. Hence, organization must consider elements of both education and training while planning there training programmes.

Development refers to those learning opportunities designed to help employees grow. Development is not primarily skill-oriented. Instead, it provides general knowledge and attitudes which will be helpful to employees in higher positions. Efforts towards development often depend on personal drive and ambition. Development activities, such as those supplied by management developmental programmes, are generally voluntary.

To bring the distinction among training, education and development into sharp focus, it may be stated that training is offered to operatives, whereas developmental programmes are meant for employees in higher positions. Education however is common to all the employees, there grades notwithstanding.

AIMS/OBJECTIVES OF TRAINING & DEVELOPMENT

The fundamental aim of training is to help the organization achieve its purpose by adding value to its key resource the people it employs. Training means investing in the people to enable them to perform better and to empower them to make the best use of their natural abilities. The particular objectives of training are to: Develop the competences of employees and improve their performance; Help people to grow within the organization in order that, as far as possible, its future needs for human resource can be met from within; Reduce the learning time for employees starting in new jobs on appointment, transfers or promotion, and ensure that they become fully competent as quickly and economically as possible.

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INPUTS IN TRAINING AND DEVELOPMENTS

Any training and development programme must contain inputs which enable the participants to gain skills, learn theoretical concepts and help acquire vision to look into distant future. In addition to these, there is a need to impart ethical orientation, emphasize on attitudinal changes and stress upon decision-making and problem-solving abilities.

TRAINING AND DEVELOPMENT AS SOURCE OF COMPETITIVE ADVANTAGE

Companies derive competitive advantage from training and development. Training and development programmes, as was pointed out earlier, help remove performance deficiencies in employee. This is particularly true when - (1) the deficiency is caused by a lack of ability rather than a lack of motivation to perform, (2) the individual(s) involved have the aptitude and motivation need to learn to do the job better, and (3) supervisors and peers are supportive of the desired behaviors.

Training & Development offers competitive advantage to a firm by removing performance deficiencies; making employees stay long; minimized accidents, scraps and damage; and meeting future employee needs.

There is greater stability, flexibility, and capacity for growth in an organization. Training contributes to employee stability in at least two ways. Employees become efficient after undergoing training. Efficient employees contribute to the growth of the organization. Growth renders stability to the workforce. Further, trained employees tend to stay with the organization. They seldom leave the company. Training makes the employees versatile in operations. All rounders can be transferred to any job. Flexibility is therefore ensured. Growth indicates prosperity, which is reflected in increased profits from year to year. Who else but well-trained employees can contribute to the prosperity of an enterprise?

Accidents, scrap and damage to machinery and equipment can be avoided or minimized through training. Even dissatisfaction, complaints, absenteeism, and turnover can be reduced if employees are trained well.

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Future needs of employees will be met through training and development programmes. Organizations take fresh diploma holders or graduates as apprentices or management trainees. They are absorbed after course completion. Training serves as an effective source of recruitment. Training is an investment in HR with a promise of better returns in future.

A company's training and development pays dividends to the employee and the organization. Though no single training programme yields all the benefits, the organization which devotes itself to training and development enhances its HR capabilities and strengthens its competitive edge. At the same time, the employee's personal and career goals are furthered, generally adding to his or her abilities and value to the employer. Ultimately, the objectives of the HR department are also furthered.

The Benefits of Employee Training

How Training Benefits the Organization:
Leads to improved profitability and/or more positive attitudes towards profit orientation. Improves the job knowledge and skills at all levels of the organization Improves the morale of the workforce Helps people identify with organizational goals Helps create a better corporate image Fosters authenticity, openness and trust Improves relationship between boss and subordinate Aids in organizational development learns from the trainee Helps prepare guidelines for work Aids in understanding and carrying out organizational policies. Provides information for future needs in all areas of the organization Organization gets more effective decision-making and problem-solving skills Aids in development for promotion from within Aids in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display Aids in increasing productivity and/or quality of work Helps keep costs down in many areas, e.g. production, personnel, administration, etc. Develops a sense of responsibility to the organization for being competent and knowledgeable Improves Labour-management relations Reduces outside consulting costs by utilizing competent internal consultation Stimulates preventive management as opposed to putting out fires Eliminates suboptimal behavior (such as hiding tools)

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Creates an appropriate climate for growth, communication Aids in improving organizational communication Helps employees adjust to change Aids in handling conflict, thereby helping to prevent stress and tension.

Benefits to the Individual Which in Turn Ultimately Should Benefit the Organization:
Helps the individual in making better decisions and effective problem solving Through training and development, motivational variables of recognition, achievement, growth, responsibility and advancement are internalized and operationalised Aids in encouraging and achieving self-development and self-confidence Helps a person handle stress, tension, frustration and conflict Provides information for improving leadership, knowledge, communication skills and attitudes Increases job satisfaction and recognition Moves a person towards personal goals while improving interactive skills Satisfies personal needs of the trainer (and trainee) Provides the trainee an avenue for growth and a say in his/her own future Develops a sense of growth in learning Helps a person develop speaking and listening skills; also writing skills when exercises are required. Helps eliminate fear in attempting new tasks

Benefits in Personnel and Human Relations, Intra-group & Inter-group Relations and Policy Implementation: Improves communication between groups and individuals: Aids in orientation for new employee and those taking new jobs through transfer or promotion Provides information on equal opportunity and affirmative action Provides information on other government laws and administrative policies Improves interpersonal skills. Makes organizational policies, rules and regulations viable. Improves morale Builds cohesiveness in groups Provides a good climate for learning, growth, and co-ordination Makes the organization a better place to work and live

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THE TRAINING PROCESS

Figure #1 below outline important steps in a typical training process.

Needs assessment Organizational support Organizational analysis Task and KSA analysis Person analysis

Training Instructional Objective Selection and design of instructional programs Developme nt of criteria Validity Transfer Validity

Training

Use of evaluation models

Intraorganizati onal validity

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Interorganizati onal validity

Figure #2 Needs Assessment and Remedial Measures

Performance Deficiency

Lack of skill or Knowledge

Other Causes

Training

Non-training Measures

Table #2

Methods Used in Training Needs Assessment

Group or organizational Analysis Analysis

Individual

Organizational goals and objective appraisal

Performance

Personnel/skill invention

Work sampling

Organizational climate indices

Interviews

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Efficiency indices Questionnaires

Fig #3 Steps in training Programme

TRAINING PRACTICE AT JSPL

For worker and executive level
Training and its process at JSPL for the workers and executives: As far as worker training need identification is concerned the skill mapping exercise forms the basis. With regards to executives training is identified in various ways like; 1. Competency matrix and the corresponding Gap analysis 2. Organizational need based training 3. Need identified through the Performance Management System 4. In line with business strategy of the organization/ request from employees

5. Training necessitated due to technological up gradation.

6. Through questionnaire ( to be implemented)

Thereafter the training department goes about its business in the following manner: 1. Preparation of training calendar (both monthly as well as well on an annual basis) 2. Contacting the respective faculty members and coordinating with them

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3. Informing respective departments about the training program. In case of open nomination the department head is free to send in people from his department on his own accord. In some cases however certain individuals are already identified, who are then informed in this regard. 4. The Training and Development cell then has to take care of all the facilities that are to be provided with regards to the training program. If the program is an outbound one then the entire activity is to be coordinated like-wise. 5. The Training & Development cell is entrusted with maintenance of attendance record of the programs along with collecting immediate reaction feedback with the help of smile sheets. 6. The entire data in this regard is constantly uploaded on to SAP. 7. According to company policy a learning evaluation form is sent to the respective departmental HODs at least two-months after the training program had been conducted. 8. On the basis of the feedback received the program is rated on a scale of 10.

TYPES OF TRAINING PROGRAMS

On the basis of subject matter covered training can be classified into; 1. Behavioral 2. Functional

3. Technical (On the basis of the location it can classified as):

External training programs (it also includes various seminars, MDPs etc) Internal training programs

JSPL Follows ADDIE process for training need analysis:1. ANALYSIS An analysis of training need is an essential requirement to the design of effective training. 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. 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

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training might not be appropriate but requires alternate action. Corporate need and training need are interdependent because the organization performance ultimately depends on the performance of its individual employee and its sub group This phase consist of training need assessment, job analysis, and target audience analysis. the analysis is done through performance management system, competency mapping ,questionnaire, individual ,organizational based ,mandatory, HODS. 2.DESIGNING This phase consist of setting goal of the learning outcome, instructional objectives that measures behavior of a participant after the training, types of training material, media selection, methods of evaluating the trainee, trainer and the training program, strategies to impart knowledge i.e. selection of content, sequencing of content, etc. 3. DEVELOPMENT This phase translates design decisions into training material. It consists of developing course material for the trainer including handouts, workbooks, visual aids, demonstration props, etc, course material for the trainee including handouts of summary. 4. IMPLEMENTION This phase focuses on logistical arrangements, such as arranging speakers, equipments, benches, podium, food facilities, cooling, lighting, parking, and other training accessories. 5. EVALUATION The purpose of this phase is to make sure that the training program has achieved its aim in terms of subsequent work performance. This phase consists of identifying strengths and weaknesses and making necessary amendments to any of the previous stage in order to remedy or improve failure practices. The ISD model is a continuous process that lasts throughout the training program. It also highlights that feedback is an important phase throughout the entire training program. In this model, the output of one phase is an input to the next phase.

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Performance Deficiency

Lack of skill or Knowledge

Other Causes

Training

Non-training Measures

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Designing of Training and Development Programme

Every training and development programme must address certain vital issues (1) who participate in the programme? (2) Who are the trainers? (3) What methods and techniques are to be used for training? (4) What should be the level of training? (5) What learning principles are needed? (6) Where is the programme conducted?

Who are the Trainees?

Who are the trainees?

Who are the trainers?

What methods and techniques?

Trainees should be selected on the basis of self nomination, recommendations of supervisors or by the HR department itself. Whatever is the basis, it is advisable to have two or more target audiences. For example, rank-and-file employees and What should be their supervisors may effectively learn of What principles together about a to conduct process and Where new work the level of their respective roles. Bringing several target audience programme? also facilitate learning? the together can training? group processes such as problem solving and decision making, elements useful in quality circle projects.

Who are the Trainers?

Training and development programmes may be conducted by several people, including the following: 1. 2. 3. 4. 5. 6. 7. Immediate supervisors, Co-workers, as in buddy systems, Members of the personnel staff, Specialists in other parts of the company, Outside consultants, Industry associations, and Faculty members at universities.

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Who among these are selected to teach, often, depends on where the programme is held and the skill that is being taught. For example, programmes teaching basic skills are usually done by the members of the HR department or specialists in other departments of the company. On the other hand, interpersonal and conceptual skills for managers are taught at universities. Large organizations generally maintain their own training departments whose staff conducts the programmes. In addition, many organizations arrange basic-skills training for computer literacy.

Methods and Techniques of Training:

A multitude of methods of training are used to train employees. On-the-job methods refer to methods that are applied in the workplace, while the employee is actually working. Off-the-job methods are used away from workplaces. Training techniques represent the medium of imparting skills and knowledge to employees. Obviously, training techniques are the means employed in the training methods. Among the most commonly used techniques are lectures, films, audio cassettes, case studies, role playing, video-tapes and simulations.

Lectures: Lecture is a verbal presentation of information by an instructor to a large audience. The lecturer is presumed to possess a considerable depth of knowledge of the subject at hand. A virtue of this method is that is can be used for very large groups, and hence the cost per trainee is low. This method is mainly used in colleges and universities, though its application is restricted in training factory employees.

Limitations of the lecture method account for its low popularity. The method violates the principle of learning by practice. It constitutes a one-way communication. There is no feedback from the audience.. Continued lecturing is likely to bore the audience. To break the boredom, the lecturer often resorts to anecdotes, jokes and other attention-getters. This activity may eventually overshadow the real purpose of instruction. However, the lecture method can be made effective it if is combined other methods of training.

Audio-visual: Visuals Audio-visuals include television slides, overheads, video-types and films. These can be used to provide a wide range of realistic examples of job conditions

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and situations in the condensed period of time. Further, the quality of the presentation can be controlled and will remain equal for

all training group. But, audio-visuals constitute a one-way system of communication with no scope for the audience to raise doubts for clarification. Further, there is no flexibility of presentation from audience to audience.

Simulation A simulator is any kind of equipment or technique that duplicates as nearly as possible the actual conditions encountered on the job. Simulation then, is an attempt to create a realistic decision-making environment for the trainee. Simulations present likely problem situation and alternatives to the trainee. For example, activities of an organization may be simulated and the trainee may be asked to make a decision in support to those activities. The results of those decisions are reported back to the trainee with an explanation of what would have happened had they actually made in the workplace. The trainee learns from this feedback and improves his/her subsequent simulation and workplace decisions. The more widely held simulation exercises are case study, role playing and vestibu1 training.

Case Study
It is a written description of an actual situation in business which provokes, in the reader, the need to decide what is going on, what the situation really is or what the problems are, and what can and should be done. Taken from the actual experiences of organizations, these cases represent to describe, as accurately as possible, real problems that managers have faced. Trainee studies the cases to determine problems, analyses causes, develop alternative solutions, select the best one, and implement it. Case study can provide stimulating discussions among participants as well as excellent opportunities for individuals to defend their analytical and judgment abilities. It appears to be an ideal method to promote decision-making abilities within the constraints of limited data. Role playing Generally focuses on emotional (mainly human relations) issues rather than actual ones. The essence of role playing is to create a realistic situation, as in case study, and then have the trainee assume the parts of specific personalities in the situation. For example, a male worker may assume the role of a female supervisor, and the supervisor may assume the role of a male worker. Then, both may be given a typical work situation and asked to respond as they expect others to do. The consequences are a better understanding among individuals. Role playing helps promote interpersonal relation. Attitude change is another result of role playing. Case study and role playing are used in MDPs

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The advantage of simulation is the opportunity to 'create an environment' similar to real situations the manager incurs, but without the high costs involved should the actions prove undesirable. The disadvantage is (i) it is difficult to duplicate the pressures and realities of actual decision-making non the job and (ii) individuals often act differently in real-life situations than they do in acting out a simulated exercise.

Techniques of Training
Technique Ice Breakers Leading Games Skill Games Communication Games Strategic planners Team building games Role reversal Doubling Tag Teams Mirroring Monodrama Shifting physical position Structured role playing Multiple role playing Built-in-tension Shadowing Outward bound training Lateral Thinking Morphological Analysis Gordon Technique Attribute Listening Cross-Cultural Training Description Games to get team members know each other Exercise to each different styles of leadership Test to develop analytical skills Exercise to build bias free listening and talking Games to test ability to plan ahead Exercise requiring collaborative effort Exercise to teach plurality of view Bring out the ideas that are not often expressed One role played alternately by two participant Training with external perspective Insight into a given interaction highlighting of communication problems Role play with predetermined objective Providing a common focus of discussion Teaching the importance of resolving matter Working under a senior to watch and learn Adventure sports for teams Thinking randomly to come up with new ideas Listing of alternative solution to problems Steering a discussion to crystallize solutions Isolation, selection and evaluation of a problem Programmes to tech specifics of varied cultures

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The next question in designing training and development programme is to decide on the level of learning. As was pointed out earlier, the inputs passed on to trainees in training and development programmes are education, skills, and the like.

In addition, there are three basic levels at which these inputs can be taught. At the lowest level, the employee or potential employee must acquire fundamental knowledge. This means developing a basic understanding of a field and becoming acquainted with the language, concepts and relationships involved in it. The goal of the next level is skills development, or acquiring the ability to perform in a particular skill area. The highest level aims at increased operational proficiency. This involves obtaining additional experience and improving skills that have already been developed.34 All the inputs of training can be offered at the three levels. How effectively they are learned depends on several principles of learning.

Learning Principles
Training and development programmes are more likely to be effective when they incorporate the following principles of learning:

1. 2. 3. 4. 5. 6. 7. 8. 9.

Employee motivation, Recognition of individual differences, Practice opportunities, Reinforcement, Knowledge of results (feedback), Goals Schedules of learning, Meaning of material, and Transfer of learning.

TYPES OF TRAINING PROGRAMS

On the basis of subject matter covered training can be classified into; 1. Behavioural 2. Functional 3. Technical 4. Others On the basis of the location it can classified as; 1) Internal training programs 2) External training programs (it also includes various seminars, MDPs etc)

For Workers and Executive Level

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Training and its process at JSPL for the workers and executives: For the training firstly they do training need identification through different ways, for the worker they used a format for each department and they sent to each department of the organization and mention the training programs for the respective department and head of department fill the format as per his observation for the workers in his department, and sent back to the training and development department. In this way training and development department collect the data from all the departments and compile the data and finally identify the workers and employee who require training. After that they make1. 2. 3. 4. 5. 6. 7. Training program Training batches of workers and employee Select the trainers either internal or external Selection of location Duration of training Choose the pedagogy for the training In this way they make training module description and make training menu card also.

In JSPL they make a training program for the employee and workers. Training program is also called training module. Each training module has Training Program Code, Program Duration, Program Contents / Objectives, Training Methodology / Pedagogy. For better understanding I am showing through a table.

Thereafter the training department goes about its business in the following manner:
1 2 Preparation of training calendar (both monthly as well as well on an annual basis). Contacting the respective faculty members and co-ordinating with them.

3 Informing respective departments about the training program. In case of open nomination the department head is free to send in people from his department on his own accord. In some cases

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however certain individuals are already identified, who are then informed in this regard. 4 The Training and Development cell then has to take care of all the facilities that are to be provided with regards to the training program. If the program is an outbound one then the entire activity is to be coordinated like-wise. The Training & Development cell is entrusted with maintenance of attendance record of the programs along with collecting immediate reaction feedback with the help of smile sheets.

The entire data in this regard is constantly uploaded on to SAP.

According to company policy a learning evaluation form is sent to the respective departmental HODs at least two-months after the training program had been conducted. On the basis of the feedback received the program is rated on a scale of 10.

TRAINING EFFECTIVENESS MEASUREMENT

Model of Training Evaluation
The Kirkpatrick Four-Level Approach
Probably the most well-known framework for classifying areas of evaluation, developed by Kirkpatrick, contains four levels of evaluation. This conceptual framework assists in determining the types of data to collect and answers four very important questions. Reaction is defined as what the participants thought of the program, including material, instructors, facilities, methodology, content, etc. Participants reaction is sometimes a critical factor in redesigning or continuing HRD programs. Responses on reaction questionnaire help ensure against decisions based on the comments of a very satisfied or disgruntled participants. Kirkpatricks model includes four levels or steps of outcome evaluation: Level 1 EvaluationReaction Level 2 EvaluationLearning

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Level 3 EvaluationBehavior Level 4 EvaluationResults

Level 1 - Reaction
Here your goal is to measure participants reactions to the training program. You should measure their reactions immediately after the program. Level one evaluation should not just include reactions toward the overall program (e.g., Did you like the program?); it should also include measurement of participants reactions or attitudes toward specific components of the program, such as the instructor, the topics, the presentation style, the schedule, audiovisuals, etc. Furthermore, each of these components can be further broken down into subcomponents for evaluation (e.g., you can ask participants to evaluate specific characteristics of the instructor, the presentation, etc.). In short, level one evaluation is far more than just the measurement of overall customer satisfaction. Learning (Level two outcomes) and transfer of learning (Level three outcomes) are unlikely to occur unless participants have positive attitudes toward the training program. Therefore, it is important to determine participants reactions to the training program. Also, positive reactions are important because managers are more likely to eliminate unpopular training programs. Finally, the measurement of specific aspects of the training program can provide important information about what aspects of the training program can be improved in the future.

Level 1 evaluation relies on the measurement of attitudes, usually through the use of a questionnaire. It is important to include closed-ended items (including rating scales) as well as open-ended items on your questionnaire. Here are two openended items that I like: In your view, what were the three most important weaknesses of the program? In your view, what were the three most important strengths of the program?

It is important to learn the weaknesses, as well as the strengths, in order to improve a program. Do not be afraid to ask about program weaknesses! When having participants fill out questionnaires, it is best not to have them put their names on the instruments because of the advantages of anonymity over confidentiality. If they do not put their names on the instruments, you can assure anonymity and they may be more likely to be more honest in their answers.

The following point applies to all four levels of Kirkparticks outcome evaluation, but I will only state it here:

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Evaluators should establish performance standards on the outcomes, when possible, so that the four steps in the logic of evaluation can be utilized and evaluative judgments can be made. Also, dont forget Kirkpatricks last piece of advice to communicate the results because utilization of evaluation results will not happen without dissemination and communication. Here are a few advantages of level one evaluation: You will know how the participants felt about the training event. It may point out content areas that trainees felt were missing from the training event. It will tell you how engaged the participants felt by the training event. It can provide information about overall participant reaction as well as participant feedback and evaluation of specific aspects of the training event. Detailed level one evaluation can provide formative evaluation information that can be used to improve future versions of the training program (e.g., you can fix the things the participants disliked about the program and add the things they felt was missing).

Level 2Learning Here your goal is to determine what the training program participants learned during the training event. Because the training instructor should have specific learning objectives, one hopes to find clear learning outcomes. Learning outcomes can include changes in knowledge ,skills , or attitudes . Some training events will emphasize knowledge, some will emphasize skills, some will emphasize attitudes, and some will emphasize multiple learning outcomes. The evaluation should focus on measuring what was covered in the training event (i.e., the learning objectives). Level two evaluations should be done immediately after the training event to determine if participants gained the knowledge, skills, or attitudes. A couple of issues here are (a) how shall one measure knowledge, skills, and attitudes, and (b) what research design should be use to demonstrate improvement in level two outcomes? Here are few advantages of level two evaluations: Demonstrating participant learning should help trainers in promoting their training program. Knowledge of level two evaluation can help in interpreting the results of level three evaluation (e.g., if level three results do not occur, it may because of workplace factors and not because of any flaw in the training program). Detailed level two evaluation can provide formative evaluation information that can be used to improve future versions of the training program (e.g., you may find certain learning objectives that are not being met).

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Level 3Behavior Here your goal is to find out if training program participants change their on-thejob-behaviour (OJB) as a result of their having attended and participated in the training program. If the behaviour change does not occur, you also want to find out why the change did not occur. The level three questions are, Did the training have a positive effect on job performance? Level three evaluations specifically involves measuring the transfer of knowledge, skills, and attitudes from the training context to the workplace. Remember that level one and level two outcomes are still important because participants generally need to react positively to the training program (level 1 outcome) and they need to learn the material (level 2 outcome) if they are going to be motivated and able to apply what they have learned when they return to their jobs. Learning is likely to transfer only if the conditions in the work setting are favorable for transfer. In addition, there are obviously many things that trainers can do to increase the likelihood of transfer. In other words, transfer is affected by training factors before trainees go back to their workplace as well as workplace factors that operate in their workplace when they return. Here are two sets of factors that make transfer more likely to occur: A) These are some factors in the training program or event that can help facilitate transfer of learning: The training or learning environment or context or culture is made to be similar to the actual work environment or context or culture of the organization (this is called situated learning). Learning that takes place in authentic contexts is more likely to by used later.

Provide real world examples and actual experience performing and practicing the behaviours. Make sure trainees understand the general principles behind the behaviours (called transfer through principles). Explain the importance and applicability of the future on-the-job behaviours (i.e., motivate the trainees)

B) These are some factors in the receiving organization that can help facilitate transfer of learning: The organizational culture and climate support change. The participants direct supervisor and others with whom he or she works support and/or facilitate the participants new behaviours through direct extrinsic rewards such as help, encouragement, praise, increased freedom and responsibility, pay increases, and recognition.

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The participant gains intrinsic reinforcement from applying his or her new knowledge, skills, or attitudes (i.e., he or she likes what was learned and enjoys performing the new related behaviours). The participant has the opportunity to use his or her new knowledge or skills on the job.

Level three is often harder than level one and level two evaluations because behaviour changes at the workplace are often harder to measure than reaction and learning directly after the training event. You must give the behaviour time to transfer and collect data at the workplace.

Here are a few advantages of level three evaluations: Provides measurement of actual behavior on the job, rather than only measuring or demonstrating positive reaction and/or learning. This is important because you want to have actual on-the-job results from the training program. Level three outcomes are required for level four outcomes (i.e., they are the intervening variables or factors that lead to level four outcomes); therefore, it is good news when level three outcomes are found. Most level three outcomes are intrinsically useful, even if level four outcomes (i.e., final organizational or business results) are never fully demonstrated (e.g., it is useful to have managers who are effective listeners and supportive, or employees who know how to do basic work on their computers, or employees who act respectfully toward employees from different ethnic or cultural groups). In many situations, evidence of level one outcomes, level two outcomes, and level three outcomes will be sufficient evidence of the merit and usefulness of a training program. This is especially true when all of these provide evidence of positive results of the training program. Level 4Results Here your goal is to find out if the training program led to final results, especially business results that contribute to the bottom line (i.e., business profits). Level four outcomes are not limited return on training investment (ROI). Level four outcomes can include other major results that contribute to the well functioning of an organization. Level four includes any outcome that most people would agree is good for the business. Level four outcomes are either changes in financial outcomes (such as positive ROI or increased profits) or changes in variables that should have a relatively direct effect on financial outcomes at some point in the future. Here are some examples of different kinds of level four outcomes: Improved quality of work. Higher productivity. Reduction in turnover. Reduction in scrap rate (i.e., less wasted resources).

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Improved human relations (e.g., improved vertical and horizontal communication) Increased sales. Fewer grievances. Lower absenteeism. Higher worker morale. Fewer accidents. Greater job satisfaction. Increased profits.

Here are Kirkparticks recommendations for level four evaluation: 1) Use a control group if practical. In other words, use the strongest experimental design that is feasible. 2) Allow time for results to be achieved. In other words, many level four outcomes will take some time to occur. 3) Measure both before and after the program if practical. Again, use the strongest experimental design that is feasible. 4) Repeat the measurement at appropriate times. Repeated measurement (e.g., using the time-series design) can provide data on the long term pattern of results. 5) Consider costs versus benefits. You may not want to perform a level four evaluation if the costs of that evaluation are high in comparison to the potential benefits or impacts of the training program.

Level four evaluation is difficult in the sense that it is quite difficult to establish firm evidence that a training program was the key or only source that produced the level four outcomes. For example, time has to elapse after the training program in order for these outcomes to occur. Other factors may also occur during that time period. Second, it is hard to isolate the effect of the training program because there are usually many additional causal variables operating on the level four outcome variables (i.e., the training event is just one of many potential causes). Level four outcomes are often more distal outcomes, rather than proximal outcomes of a training program. For these reasons, the evidence obtained from level four evaluation is usually weaker than the evidence obtained from lower level evaluations, especially levels one and two which are relatively easy to document.

For an example of distal, level four outcomes (increased productivity and profits) here is a potential outcome line that ends with the level four results:

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Program Reactions Learning Behavior Productivity Increased profits.

Level four outcomes tend to fall far down outcome lines, which means that many intervening factors must take place in order for the level four outcomes to take place. This means that we should not be overly optimistic in expecting large level four outcomes from single training programs.

In general, we should try to develop an impact theory to help us to understand the operation of level four outcomes. If you really want a training program to have a positive level four outcome, it is probably wise to make the training program a component of a larger organizational performance program package that is designed to produce level four changes.

A common design for documenting level four outcomes is the interrupted timeseries design, although the other experimental designs with control groups are also frequently called for, depending on the kinds of outcomes you want to measure. For example, some data are frequently recorded at regular intervals (sales, turnover, accidents) making these variables easy to measure over time forming time-series data (you just have to get these secondary data). Other level four results will be more difficult to obtain because pre-training data may not be available (e.g., data on worker morale, quality of work life, improved communication). If pre-training data are not routinely recorded, you will have to make sure the data are recorded at least once before the training event is implemented. If the data are recorded multiple times before the training event, the interrupted time-series design may be used

PROJECT ON Implementation of Kirkpatric Model in JSPL Raigarh

OBJECTIVE
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The training evaluation is a means by which participants express their feedback regarding the effectiveness of training through a series of quantitative and qualitative survey questions completed at the end of the training program. Participant reaction to training can represent instrumental feedback that can drive important changes in any part of the training delivery process, such as refining of training materials and methods or revisions to content. This feedback can also be extremely useful in predicting performance after the program. Training evaluation questions on the importance and relevance of the training to the job have been shown to have a correlation to actual use of skills and knowledge learned on-thejob. With the object to get more holistic and proper feedback in case of behaviour based training programs the evaluation is done on the basis of feedback from not just the participants but on the basis of the feedback from the participants immediate boss as well his sub-ordinate or peer. As far as the technical training programs are concerned the evaluation has been done with the help of the responses from the participant as well his immediate supervising authority.

Sample Area:

Jindal Steel and Power Ltd, Raigarh

Sampling Method:

Quota Sampling will be adopted as the Research Method which is also known as the Non-Probability Sampling.

Interpretation:

Drawing of inferences and interpretation will be done using Statistical Tools and Techniques i.e. Bar Graphs, Pie Charts etc.

Sampling Unit: Sample Size:

30

Supervisors, Officers, Executives

Grades Covered: Executive & above TOTAL SAMPLE SIZE Methodology Reaction Phase Evaluation Learning, Behaviour, ROI Evaluation
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Sample Size 210 30

Total Sample Size

240

RESEARCH METHODOLOGY

ABOUT ROI
Attempting financial ROI assessment of training is a controversial issue. It's a difficult task to do in absolute terms due to the many aspects to be taken into account, some of which are very difficult to quantify at all, let alone to define in precise financial terms. Investment - the cost - in training may be easier to identify, but the benefits - the return - are notoriously tricky to pin down. What value do you place on improved morale? Reduced stress levels? Longer careers? Better qualified staff? Improved time management? All of these can be benefits - returns - on training investment. Attaching a value and relating this to a single cause, i.e., training, is often impossible. At best therefore, many training ROI assessments are necessarily 'best estimates'.
Why ROI? A study of 15 countries in the Organization for Economic Co-operation and Development found that the majority of enterprises believe employee training is responsible for "productivity improvements, greater workforce flexibility, savings on material and capital costs, improved quality of the final product or service, and a more motivated workforce." However, many companies have not measured the benefits and related them to the cost of training in a way that reveals the rate of return on a firm's investment. Apparently there is no other workplace issue on which so much money is spent with as little accountability as training. About $5.6 billion to $16.8 billion is wasted annually on ineffective training programs American industry is spending billions and billions on training programs and doing no evaluation of their effectiveness. You have to measure it. -Cary Cherniss, Rutgers University

Origin of "Training ROI"

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Key proponent Jack Phillips Expressed as a ratio / percentage % ROI = (Net Benefits / Costs) x 100 Level 5 measurement Effort to speak the vernacular Gain acceptance & credibility Critics of Level 5 Say. . . No more than a restatement of Level 4 results Executive management has not bought into the concept ROI does not measure worth or "soft" benefits, it is only one tool that can measure results (Ernst & Young) Accounting world does not view training as a capital investment Key Terms: Validity & Reliability Valid: measures what it is supposed to measure Reliable: consistent and reproducible The basic Kirkpatrick, Cost-Benefit model appears to have widespread usage or application Predictive measurement is as crucial as retrospective measurement Causal analysis methods being used to link results to action Training design predicated by quantifying desired business results ROI Perspective Specifies desired outcomes beforehand Captures baseline data Establishes measurement criteria what & when Identifies potential variables Benefits Target Key Areas Productivity & Efficiency Sales & Profitability Quality of Products & Services

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Customer Service & Satisfaction Health & Safety Organizational Learning & Development Organizational Climate, Culture & Practices Productivity & Efficiency production costs per unit productivity targets met/exceeded production/completion time per unit (e.g. forms, loans, clients,projects) output (per worked hour, per shift, per machine, or per annum) overtime (quantity, cost) improved innovation in products/services induction time for new employees productivity of new employees equipment/facility/assetutilisation(e.g. down time due to machine stoppages, shift changeover time)equipment maintenance (costs or repair time), or replacement costs response time (e.g. to service calls or orders) capacity of staff to solve routine and non-routine problems (e.g. supervision time required) staffing requirements and workforce flexibility Sales & Profitability overhead costs operating costs operating costs as a percentage of total costs/revenue value of contracts won, loans processed revenue/income/sales (monthly, annually, per employee, per team, per branch or store) market share (number of customers, dollars spent, unit volume sold) sales to new customers group operating profit

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profit per employee stock market performance (i.e. shareholder return Quality of Products & Services on time provision of products/services wastage, reject, error or rework rates conformance record with quality specifications (e.g. batch yields, throughput of invoices) achievement/maintenance of quality rating compliance with quality, legal and/or ethical requirements achievement of quality award Customer Satisfaction & Services customer satisfaction levels (with timeliness, availability, quality and price of goods and services) customer relationships and experiences repeat business (customer retention or loyalty) new business resulting from client referral so more/new customers or markets (e.g. contracts won, loans processed, funding awarded)o lost business number of complaints Source

Calculation of ROI: ROI assessment was so difficult as to be insurmountable, so that the organization remains satisfied with general approximations or vague comparisons, or accepts wider forms of justification for the training without invoking detailed costing.

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