A

PROJECT REPORT
ON
“TRAINING AND DEVELOPMENT AT
ULTRATECH CEMENT LIMITED”

SUBMITTED FOR THE PARTIAL FULFILLMENT OF THE

DEGREE OF MASTER OF BUSINESS ADMINISTATION

SESSION 2022-23

Guided By Submitted by:

Mr. Rajeev Saxena Anand Pratap Singh

SH (L&D) M. B. A. 2nd SEM

SUBMITTED TO

DEPARTMENT OF BUSINESS ADMINISTRATION

AWADHESH PRATAP SINGH UNIVERSITY, REWA (MP)

1
 CONTENTS

 Acknowledgment
 Preface
 Introduction
 Company profile
 Objectives of the study
 Research methodology
 Data analysis & interpretation
 Findings
 Conclusion
 Suggestions
 Bibliography
 Annexure

2
 Acknowledgement

The research undertook was an attempt to overcome the boundaries of books before I
take up this as my profession and start my career as a praising manager.
I would like to take this golden opportunity to express deep sense of gratitude
indebtedness to the management of " MAIHAR CEMENT WORKS" for providing
me the opportunity to undergo practical training in their esteemed organization for
45 days.
I Specially thank ‘’Mr. Karunesh Panday (FH)’’at MAIHAR CEMENT WORKS in
SARLA NAGAR MAIHAR for their consistent encouragement for their valuable
guidance.
I would like to extend special thanks to " Mr. Amit Soni " Sr. Personnel Manager of
MAIHAR CEMENT WORKS. SARLA NAGAR MAIHAR. I specially thank " Mr.
Rajeev Saxena" SH T&D for their support and guidance . He has provided me all the
necessary information and inputs during my training time.
Lastly no words can adequately express my debt of gratitude to my parents for
generating in me a perennial interest in this field of study and also to almighty god
for the successful completion of my project.

Anand Pratap Singh

3
 PREFACE

There has been continuous increase in the number of Industries in India and
throughout the world. The performance of any industry depends on the efficiency of
manpower and machine. Both of these i.e. manpower and machine need to properly
cared and managed. Manpower is generated by vital agency i.e. workers and
personnel’s

It is the responsibility of any employer to look upon the training and well
beings of his employees. Any effort aimed towards the training of employees is
already beneficial and fruitful to the industry.

Present project report entitled “T&D in Maihar Cement Works, Maihar Distt.
Satna (M.P.)” was conducted during the month of 15 th June to 30th July 2023. The
project report aimed to evaluate Training & Development in the M.C.W. Maihar
Satna

Place : Maihar

Anand Pratap Singh

MBA 2nd Semester
APS University
Rewa (M.P.)

4
 INTRODUCTION

Every organization needs to have well-trained and experienced people to perform the
activities that have to be done. If the current or potential job occupant can meet this
requirement, training is not important. But when this is not the case, it is necessary to
raise the skill levels and increase the versatility and adaptability of employees.
Inadequate job performance or a decline in productivity or changes resulting out of
job redesigning or a technological breakthrough requires some type of training and
development efforts. As the job becomes more complex, the importance of employee
development also increases. In a rapidly changing society, employee training and
development are not only an activity that is desirable but also an activity that an
organisation must commit resources to if it is to maintain a viable and knowledgeable
work force. Training is a process of learning a sequence of programmed behaviour.
It is application of knowledge. It gives people an awareness of the rules and
procedures to guide their behaviour. It attempts to improve their performance on the
current job or prepare them for an intended job.

5
 ABOUT COPMANY

The roots of the Aditya Birla Group date back to the 19th century in the picturesque town of Pilani,
set amidst the Rajasthan desert. It was here that Seth Shiv Narayan Birla started trading in cotton,
laying the foundation for the House of Birlas.
Through India's arduous times of the 1850s, the Birla business expanded rapidly. In the early part of
the 20th century, our Group's founding father, Ghanshyamdas Birla, set up industries in critical sectors
such as textiles and fibre, aluminium, cement and chemicals. As a close confidante of Mahatma
Sdnanl, he played an active role in the Indian freedom struggle. He represented India at the first ana
Second round-table conference in London. along with Gandhiji. It was at "Birla House in belni that
the luminaries of the Indian freedom struggle often met to plot the downfall of the British Raj.
A formidable force in Indian industry, Mr. Aditya Birla dared to dream of setting up a global business
empire at the age of 24. He was the first to put Indian business on the world map, as far back as 1969,
long before globalisation becamea buzzword in India.
In the then vibrant and free market South East Asian countries, he ventured to set up world-class
production bases. He had foreseen the winds of change and staked the future of his business on a
competitive, free market driven economy order. He put Indian business on the globe, 22 years before
economic liberalisation was formally introduced by the former Prime Minister, Mr. Narasimha Rao
and the former Union Finance Minister, Dr Manmohan Singh. He set up 19 companies outside India,
in Thailand, Malaysia, Indonesia, the Philippines and Egypt.
Most importantly, his companies earned respect and admiration of the people, as one of India's finest
business houses, and the first Indian International Group globally. Through this outstanding record of
enterprise, he helped create enormous wealth for the nation, and respect for Indian entrepreneurship
in South East Asia. In his time, his success was unmatched by any other industrialist in India.
Under the leadership of our Chairman, Mr. Kumar Mangalam Birla, the Group has sustained and
established a leadership position in its key businesses through continuous value-creation.
Spearheaded by UltraTech, Hindalco, Aditya Birla Nuvo, Indo Gulf Fertilisers and companies in
Thailand, Malaysia, Indonesia, the Philippines and Egypt, the Aditya Birla Group is a leader in a swathe
of products viscose staple fibre, aluminium, cement, copper, carbon black, palm oil, insulators,
garments. And with successful forays into financial services, telecom, software and BPO, the Group is today
one of Asia's most diversified business groups.

6
 Company Profile

Ultratech cement limited is the cement flagship company of Aditya Birla Group.
Ultratech is the largest manufacturer of grey cement, ready mix concrete and white
cement in India. It has consolidated capacity of 126.75 Million Tons Per Annum.
Ultratech has 23 integrate Manufacturing Units ,28 grinding units, one clinkerisation
unit and 8 bulk packaging terminals.

Founder – Late Shri Aditya Vikram Birla

Established – 1983

Headquarter – Mumbai (India)

Type: - Industry
Product: - Cement (White & gray)
Brand: - Ultratech cement

“ABG Board of Directors”: -

Chairman – Mr. Kumar Mangalam Birla
Managing Director: - K.C. Jhanwar
Non- Ex. Director – Mrs. Rajshree Birla
Independent Director – Mr. Arun Adhikari
Independent Director – Ms. Alka Bharucha
Independent Director – Mr. Sunil Duggal
Business Head - Mr. Atul Daga
(Ex. Director & CFO)

7
 PURPOSE

ABG VISION: - To be a premium global conglomerate with a clear

focus on each business.

ABG MISSION: - To deliver superior value to our customers,

Shareholders, employees and society at large.
 Sustainability
 Customer centricity
 Innovation
 Team empowerment

ABG Principle of Group Purpose: -

 Enduring Bond
 Ground Up Entrepreneurship
 Multiple Forms
 Value Maximisation
 Force for Good

ABG VALUES: -
 INTEGRITY - Honesty in every action

 COMMITMENT – Deliver on the promise

 PASSION – Energized action

 SAEMLESSNESS – Boundary less in letter and sprit

 SPEED – One step ahead always

‘’ Beat the Best ‘’

8
 Maihar Cement Works: At a Glance

Maihar Cement Works is a modern cement plant with high level of automation,
computer aided data acquisition and sophisticated control system, which ensures
quality at every stage of production. The unit is strategically located at Sarlanagar at a
distance of about 8 Km from the town of Maihar Maihar-Dhanwahi Road in Satna
District of Madhya Pradesh. About 45 Kms South-East of Satna, a hub of cement
industry in India, Maihar is situated at main railway line of Howrah-Mumbai. It is
one of the famous dots in the mythological map of India and also regarded as the
adobe of Adi shakti Goddess Maa Sharda.

In 1979, Maihar Cement Line 1 & 2 was commissioned with the initial capacity of
0.8 MTPA cement. And in 1995 Maihar Cement Line-3 was commissioned adjacent
to existing Maihar Cement Line 1 and 2 plant with the capacity of 1.0 MTPA cement.

The present capacity of Maihar Cement Works is Clinker with 4.0 MTPA and
Cement with 6.0 MTPA. It mainly produces 43 grades of Ordinary Portland Cement
and Portland Pozzolana cement. Also, the power requirement of unit is met through 2
Thermal Power Plants and 1 Waste Heat Recovery System.

Maihar Cement Works is operating three captive limestone mines, namely

Bhadanpur, Piprahat and Tiloura. The unit has also installed a 6.7 kms long Over
Land Belt Conveyor for transportation of limestone from mines to the plant.

Method of Mining: -
All three limestone Mines are opencast mechanized mines having permission for use
of heavy earth moving machinery (HEMM) under regulation 106(2) (b) of MMR
1961. Mining operations are carried out with help of deep hole drilling & blasting
with use of HEMMs.
Loading of limestone & overburden is being carried out by fleet of CK 300 and
Backhoe Excavators, PC-300 onto dumpers for transportation from mines to crusher
& dump.

Crushing and Screening: -

9
The blasted ROM is being loaded onto dumpers & transported to crusher located in
ML Area. At crushing plant, Single rotor hammer crusher of 1000 TPH has been
provided. The crusher is totally enclosed and provided with bag filters for dust
collection. The lumps are crushed toe size of <60mm

Quality Management: -
Various grades of limestone are produced to meet the plant requirements. To achieve
desired chemical specification of raw feed, to optimize exploitation of the deposit and
to maximize use of mineral conscious blending plan from all three mines is adopted.
To maintain the critical parameters like Ca0, Si02, Fe203 & LSF of limestone as per
the requirement of plant; Cross Belt Analyzer is installed at plant end.

CEMENT MANUFACTURING

Cement manufacturing process employed at Maihar Cement Works is dry

process. Limestone, which is the major raw material for cement manufacture, is
mined from open cast limestone mines to crusher. Limestone crushed in crusher
is stored in stock pile. Unit has installed an online Cross Belt Analyser on one
of the belt conveyors in Limestone transport to maintain quality of limestone in
real
time basis.
Awards and Recognitions: -

Energy Management Award 2022 –

Maihar cement works won the 23rd National Awards for Excellence in Energy
Management 2022 during award function held on 21st September 2022 at Indian
Habitat Centre, New Delhi.

5 Star Rating Froms FSSAI to our Canteen and Guest House –

The audit of Unit industrial Canteen and guest house was done by the department of
FSSAI on 12th October 2022, and our guest house and canteen got five-star rating
certificate from FSSAI.

10
CAMPUS: -
 Staff Colony
 Hospital
 School (CBSC) & Collage (UG & PG)
 Fitness Centre & Club
 Temple
 Shopping complex & Veg. Market

Organization Structure

11
 Objective of my study

 To study of the different types of on-the-job training techniques used in maihar

cement work.

 To analyze that how MCW employees feel about the training.

 To determine the effectiveness of the training programmes that MCW has

planned and executed.

 To determine the MCW training Programs would help increase its

effectiveness.

 To find out that whether there is any significant correlation-ship between the
quality of training and follower ship of training, efficiency in work area and
effectiveness in the work area.

 To know the various factor of affecting proper & how to run smoothly.

12
 TOPIC: - Training & Development

Training: - Training is a systematic process through which an

organization’s human resources gain knowledge and
development skills by instruction and practical activities that
result in improved corporate performance.

According to Dale. S. Beach, “Training is the organized procedure in which people

learn knowledge, skill personality and productivity are increased.

Development: - Development is a long-term investment in

human resources and develop a total personality.
Development is a process that creates growth, progress, positive change
the addition of physical, economic, environmental, social and demographic
Components.

Developing skills and qualities

 Personality
 Leadership
 Decision Making
 Communication Skill
 Business skill & Analytical skill
 Innovation
 Technical
 Motivation & Confidence
 Develop Team and Individual
 Effectiveness & Efficiency
 Management
 Customer satisfaction skills

13
 System of Training and Development

Identification of T&D Needs: - Designing T&D Programmed: -

 Organization Needs  Learning objective

 Task need assessment  Learning principle
 Employee need  Characteristics of
assessment successful learners

Measuring Result of T&D

programs and Comparing

Evolution Of T&D Programs Conduction of T&D

Development of Evolution Criteria: Programs: -
-  Selecting of T&D
 Reaction models
 Learning  T&D facilities
 Behavior  Training schedule
 Result

14
 Training & Development: -

T&D in HRM are two different activities which goes hand-in-hand for the overall
betterment of the employees.

According to Lussier: -

“Training is process of acquiring the skills necessary to perform of job and

development is a ability to perform both present and future job”.

Important of T&D

From Organization Point of View: - Employee Point of View: -

 Reduced learning time  Better career option
 Better performance  Earning more
 Attitude formation  Boost up the moral
 Helps in solving operational  Less Change of accident
problem
 Managing manpower
 Help to adopt change
1. Culture
2. Technology
3. Environment
4. & other changes

15
 Training: -

Training is short term investment and specific relevant job and gain new skill to
apply their job
“Most training is targeted to ensure trainees learn something they apply to their job”.

Type of training: -
1. On the job
2. Off the job

On the job: - On the job training helps employee learn and perform their jobs in real
- life situation while minimizing potential issue. As a results job- related knowledge
is learned, retained and applied more reliably.
“Learn while you’re working”

Internship: - It provides a professional environment to learn and gain fundamental

experience in the employee’s field of interest.
Apprenticeship: - In apprentice training, people requiring long term learning are
usually involve from trainees in technical field to trade and craft.
Job rotation: - In this training method, the new recruits are shifted to other
connected job roles to make them well – versed in different job backgrounds.
Role play: - In this case also problem situation is simulated asking the employee to
assume the role of a particular person in the situation.

Where OJT is required: -

 Job rotation
 4 M (Man, machine, material & method) changes
 New joining
 Mentor
 Coaching
Benefits of OJT: -
 Retention of knowledge management
 Effective training with real experience
16
  Faster adopting to new job
 Employee retention & Team building
 Financial benefit
Off the job: - Off the job training method involves classroom learning method such
as projects, presentation, case studies, and assignments.

 Use specialist trainers who are skilled and knowledge.

 Opportunity for social networking with other trainees from other organizations.
 Individual more likely to complete training because of no work pressure.

Off the job training types: -

i. In house, training or classroom

ii. External, consultancies or attending external classes
iii. Independent bodies, such as government talks
iv. Distance learning, from books or notes
v. Computer – assisted training
vi. Interactive– video training
vii. Video conference, same as classroom except teacher and student are in
different location.

Implementing the training program: -

Steps
Participant selection
Whom to give what training
Group comfort – physical & skill
Effective communication
Feedback mechanism
The need to learn new training skills
Preparation by trainers

17
 TNI & TNA

TNI (Training need identification): -

Training analysis is the process of identifying the gap in employee training and
related training needs

TNI

Organization Perspective Employee Perspective

 Quality improvement  To determine whether training is
 Safety improvement needed
 Behaviour improvement  To determined cause of poor
performance
 To determined desired T&D outcome
Key Objective: -  To provide basis of measurement
 To enhance knowledge
 To enhance failures
Training applies effective: -
 Employee satisfaction improve
 Performance improves
 Customer satisfaction improve
 Company target achieve
 Productivity & quality improve
 Best use of resource
Who should give training: -
 Identified training
 Whom to give what training
What level of training is to be provide: -
 What kind of training to give at each level
What kind of result are expected: -
18
  Fulfill customer demand
 Improve multiscale
 Fulfil legal requirement
Identify training needs: -
At the time of recruitment (Gap in job description)
job rotation
Management direction: - 5S

Top level applies 1S – Seiri - Sorting

Top level own vision 2S – Seiton - Set in order

3S – Seiso - Cleaning
Like: - 5S, & 6 sigma, kaizen
4S – Seiketsu - Standardization
Culture change: -
5S - Shitsuke - Discipline
Directly change
i. Technology change (new tech adopts)
ii. Environment change
Quality change
i. Human
ii. Value
iii. Process
iv. Team sprit
v. Satisfaction (consumer & employee)

TNI Process

19
 TNA (Training Need Analysis)

Training Needs Analysis (TNA) is the process in which the company identifies
training and development needs of its employees so that they can do their job
effectively. It involves a complete analysis of training needs required at various levels
of the organisation.
Training is concern with importing specific skills for doing particular job.

 A clerk on typing
 It is task-
 oriented activities
 It is for job related
 Purpose and short term
TNA can be described as a general process through which
cat
the organization or one of its parts.
i. Identifies
ii. Specific
iii. Analysis
 Identifies: - The competence needed for the success of its business and
operations.
 Specifies: - The range, extent and aim of training action needed.
 Analysis: - How the best the training needs can be met.

20
Why conducts a TNA?
Effective training program correctly identify and address the training need.
 Need to determine what or who needs to be training.
 TNA works to clarity training needs.
 A TNA ensure training is targeting the correct competencies the correct
employees and addressing a business need.
 A poorly desired TNA can lead to training that.

Analysis: - Training conduct

 Why, What
 Who, How
 Impact

Goldstein's Model: -
Goldstein's Model of Training Needs Analysis (TNA) is a comprehensive framework
for assessing the current and future training needs of an organization, with the goal of
aligning employee development efforts with organizational objectives .

TNA Tools: -
Interview
Observation
Contextual enquiry
21
Survey
SWOT (strength, weakness, opportunity, & threats) analysis
Past and current activity records (performance appraisal)

How to check training effectiveness: -

The Kirkpatrick’s four level of training evolution model
The Philips ROI (Return on Investment) model Five
Kaufman’s five level of evolutions famous
Anderson’s model of learning evolutions theory
summative vs formative evolutions

The Kirkpatrick’s four level of training evolution: -

Donald Kirkpatrick developed the Kirkpatrick Evaluation Model for evaluating training
during the 1950s. The model was initially published in a trade journal and later in
Kirkpatrick’s 1975 book, “Evaluating Training Programs.” Today, it is the most
recognized method of evaluating the effectiveness of training programs.
The Kirkpatrick Model is a globally recognized method of evaluating the results of
training and learning programs. It assesses both formal and informal training methods
and rates them against four levels of criteria: reaction, learning, behaviour and
results.
Four level –
1. Reaction
2. Behavior
3. Learning
4. Result

22
Reaction: - The degree to which participants find the training favorable engaging and
relevant to their job.
Evolution category –
 Program objective
 Course material
 Content relevance
 trainer knowledge
Learning: - The degree to which participants acquire the intended knowledge skills,
attitude, confidence & commitment is based on their participation in the training.
 Participant have and haven’t learned
 Planning vs actual
 A defined clear scoring process must be defined in advance to reduce in
consistencies
 Pre-test and post-test

Pre-test and post-test

Pre- test Post- test

Based on individual After training & learning
knowledge and learning fill questionnaire

Formula: -
Learning index =
(Pre-test score – Post-test / Total score – pre-test score) * 100

23
Behavior: - The degree to which participants apply what they learned during
training when they are back on the job.

Steps: -
 Review after 3-6 months after training
 Participant has learned something or the training was in effective
 The organizational or learn culture obstructs behavior change

Result: - The degree to which targeted outcomes occur as a result of the training
and the support & accountability package.
Achievement of key performance indicators
ROI on investment

ROI (Return on Investment)

A popular profitability matric used to evaluate how well an investment has performed
Return on investment (ROI) is a performance measure used to evaluate the
efficiency or profitability of an investment or compare the efficiency of a number of
different investments. ROI tries to directly measure the amount of return on a
particular investment, relative to the investment’s cost .

TNI to ROI process: -

TNI

Pre-test
ROI + (Positive) training effective
Learning (Training)
ROI – (Negative) training not effective Post-test

Effectiveness measure 24

ROI
3 Key actions
1. Continue improvement
a. Continue improvement
b. Customer satisfactions
c. Business process

 Q – Quality
 C – Cost
 D –Delivery

2. Emphasizing defect prevention

3. Reduction of variation & wastes in the supply chain.

How Industry Identified (Find) TNA & TNI

Every organization his own rules and norms to identify TNI & TNA in his standard
and competency to find training to our employees (O&S).
ABG(UTCL) give 3 type of training provide
 Safety
 Behavioral
 Functional

ABG (Aditya Birla group) Standards to identify TNI & TNA: -

18 Safety standards
ABG Competency
TPM (Talent pool management)

ABG 18 Safety standards: -

25
1) Contractor safety measurement (CSM)
2) Fire risk management
3) Lock out tag out try out
4) Heavy earth moving machinery
5) Road and driving safety
6) Hot work safety
7) Work at height
8) Safety observation
9) Incident investigation
10) Machine guarding
11) Scaffolding
12) Electrical safety
13) Hazard identification & risk assessment (HIRA)
14) Rail safety
15) Excavation flooring & Sloping
16) Confined space entry
17) Material lifting operations Mine safety standard
18) Mine safety standard I. Drilling
II. Blasting
III. Dozing
IV. Rock breaking & Dozing
V. Transportation
VI. Dumping

ABG 8 Competency
Vision and strategy: -
To develop and communicate a long-term strategy, which is aligned to the overall
group vision and business goals.
i. Thinking broadly
ii. Strategic Orientation
iii. Developing a vision
Business acumen: -
Use information weigh risk and take timely decision that can have a positive impact
on the overall business performance.
i. Analytical thinking
ii. Understanding business environment
iii. Financial awareness
26
iv. Strategic decision making
Teamwork & collaboration: -
Work with other to effectively deliver on organization goals, selecting a co-operative
approach over being individual centered.
i. Team working
ii. Peer leadership
iii. Networking
Develop self and team: -
Use into weight risk & take timely decision that can have a positive impact on the
overall business performance.
i. Developing self
ii. Developing team
iii. Delegation & empowerment
Innovation & improves: -
In the ability to put fourth idea for bringing about innovation in every area of work
champions & facilities development and successful implementation of new ideas for
overall organization benefit.
i. Change orientation
ii. Creativity
iii. innovation
Customer focus: - Is the ability to understand and anticipate the need of internal /
external customer to ensure high level of services delivery in term of product &
services.
i. Understanding customer & segments
ii. Service orientation
iii. Relationship building
Get result: -
Is the ability to put fourth idea for bringing about innovation in every area of work
champion & facilities development and successful implementation of new idea for
overall organization benefits.
i. Planning & prioritization
ii. Commitment to quality
iii. Execution
iv. Operational decision making
v. Organization awareness
27
Communicates to influence & engage: -
Is the ability to express idea’s, through and point of view to gain support, convince
other about one’s point of view poster open dialogue or building emotional connect
to get the desired outcomes for the organizations.
i. Verbal communication
ii. Written communication
iii. Presentation skills
iv. Influencing
v. Assertiveness

HOW TO CREATE - MY DEVELOPMENT PLAN (MDP)

TPM

PA (potential assessment) With Rating

Talent Pool Employee

Manager Rating (3A, 2A, 2B)

PNR DAC Manager

(Possible (Development Personal

Next Role) Assessment center) feedback

On the basis of DAC report &

manager’s personal feedback
than Make MDP & Prepare MDP
M - My

D – Development

Create MDP P- Plan

ABG Talent pool management: -
 Case study
28
  Real life situation
 Decision making skill
 Psychometric test
Case study: - A case study is an in-depth study of one person, group, or event. In a
case study, nearly every aspect of the subject's life and history is analysed to seek
patterns and causes of behaviour.
Real life situation: - If something happens in real life, it actually happens and is not
just in a story or in someone's imagination.

Decision making skill: - Decision making is the process of making choices by

identifying a decision, gathering information, and assessing alternative resolutions
 Emotional intelligence
 Critical thinking skills
 Logical reasoning
 Leadership
 Teamwork
 Creativity
 Time management

Psychometric test: -
A psychometric test is a mix of abilities and personality tests that evaluate a
candidate's abilities. Psychometric assessments may include an aptitude test, a
personality test, a situational judgement test (SJT), in-tray exercises, group exercises,
role-playing exercises, and interviews.

 Interest tests - Testing areas of motivation, aptitude and knowledge

 Aptitude tests - Testing mental and skill orientation
 Career selection - Testing what careers require the personality traits of the test
taker
 Achievement potential - Testing psychological, skills, attitude and knowledge
 Personality tests - Testing psychological, personality traits and attitude

Organization effectiveness

Organizational effectiveness is the extent to which an organization achieve goal with

the given resource and means.
29
Organizational effectiveness is defined as a concept to measure the efficiency of an
organization in meeting its objectives with the help of given resources without
putting undue strain on its employees. It is about how the company can produce the
target quota of products, how efficient its process is, and how much waste is
produced.

Efficiency: - Minimum resource given any org. and maximum output generate as a
good & services.

Benefit: -

 Overall goal achievement

 Organization objective achieve
 Extent organization is highly effectiveness
 Good performance
 Good productivity
 Obligations create organizations

Organizational effectiveness

Internal Effectiveness External Effectiveness

Employer’s & Employee’s  Customers

 Supplier
 Government agency
 Public

6 System of org. effectiveness: -

 Leadership
 Communication
 Performance
 Measurement
 Accountability
 Delivery
Factors that influence organizational effectiveness: -

 Casual variables – These are independent variables that can be altered by

the organization and its management, for instance, its policies, skills and
30
 behaviour and leadership and business strategies. The casual variables can
determine the course of development within an organization
 Intervening variables – These are motivation, performance goals, attitude,
loyalty and perception of the employees and their capacity for efficient
decision-making, communication, and interaction. The intervening variables
show the health of an organization.
 End-result variables – These are loss, costs, earnings, and productivity. The
end-result variables reflect the achievements of an organization.

Talent management: -

Talent is a set of unique abilities processed by individuals.

Skills: -

 Natural skills
 An inner quality that emerges effortlessly
 Skills knowledge intelligent and experience
 Ability to learn and grow
 Judgement, attitude, character
 Perseverance & self - motivations

Talent management
Talent meaning is managing the ability, competency, power of employee within and
organization everything that is done to recruit, retain, develop, reward and make
people perfume is part of talent management.

Talent management is the full scope of HR processes to attract, onboard, develop,

motivate, and retain high-performing employees. Talent management is aimed at
improving business performance through practices that make employees more
productive.

31
Planning: Figure out the human capital required, key roles, recruitment plan and
other aspects involved in your business strategy.

Attracting: Reach out to potential job candidates through recruitment campaigns

in social media, posts in job portals and referrals. You can also use recruiting
software to find the best candidates for open roles. Check out our list of top
recruiting software to learn more.

Selecting: Find the best applicants through a series of assessments such as

interviews, written tests, skill assessments and psychometric tests, among others.
You can also use applicant tracking systems to streamline the hiring process,
candidate information and applicant communications. Check out our list of best
applicant tracking systems here.

Developing: Once an employee is hired, make sure to have an effective

onboarding process so they can settle into the role. To improve retention, provide
growth opportunities such as training sessions, mentorship and peer coaching.

Retaining: It’s more expensive to train a new employee than to retain one. For
companies to keep their existing talent, they may have to increase compensation
over time, provide growth opportunities, ask for feedback and offer flexibility.

Transitioning: Talent departments must be invested in the growth of employees

and creating a positive work environment.
32
 Benefits: -

 Improve onboarding process

 Implement multi skills building
 Boosts employee experience
 Contributes to strategic hiring
 Helps planning for critical positions
 Enhance employee development
 Retains top talent

Industry challenges to talent management: -

 Encouraging passion
 Embracing new interests
 Offering impressive salaries
 Giving engaging work
 Attracting talent in the first place
 Being open-minded

INDUSRTY
I - Investment
N - Need
D - Dedication
U - Understanding
S – Sense of belongingness
T - Trust
R - Realistic
Y - Youth

Research methodology
33
Research methodology is the specific procedure or techniques used to identify, select,
process, and analyse information on about a topic in a research paper the
methodology section allows the reader to critically evaluate a study’s entry.

Research: - Research is a systematic enquiry of the subject in order to revise fact

and knowledge and situation of a problem.
Research is a systematic effort to gain new knowledge.

Methodology: - A way of doing something based on particular principles and

methods.

Method of data collection: -

 Primary data collection through questionnaire, survey, interview & M.C.W.
employee. The data will be collected questionnaire because exact and first-
hand information can be gained. This is more helpful rather than adopting any
other method.

 Secondary data collection through internet, magazine, newspaper, reports and

books.

 Area of Research: Employee of Maihar Cement Works (O&S) Maihar

Delha and Sarlanagar

 Sample unit: -The UTCL sample unit (HR & ER Section)

 Sample size: - 30 employees of UTCL Maihar (office & staff)

 Sampling technique: -The “Convenience sampling technique" was the

sampling technique used in the study.

Data finding and interpretation

34
The information has been analyzed both question-by-question and according to the
executive employees' grade. 12 items made up the questionnaire used in this study,
which included a sample of 30 employees.

a) Your overall experience in UTCL Maihar cement works.

A
15 14
13
11
9
9
7
Rating

5 4
3 2
1
1
Unsatisfied Satisfied Good Very good Excellent
Series1 1 2 9 4 14

Employee

Unsatisfied
Satisfied
3% 7%

Excellent
47%
Good
30%

Very good
13%

Unsatisfied Satisfied Good

Very good Excellent

Analysis: Since the sample size is 30, as I have already indicated, 14 and 4
employees from various departments at Maihar Cement Works are excellent
and very good with the overall experience & services provided by the
company, while 2 and 1 employees have an unsatisfactory experience.

b) Does your organization provide for training to new employees?

35
 B
13
13
11
9 8
7
Rating

5
5 4
3
1 0
Unsatisfied Satisfied Good Very good Excellent
Series1 0 4 8 13 5

Employee

Excellent Satisfied
17% 13%

Good
27%

Very good
43%

Unsatisfied Satisfied Good

Very good Excellent

Analysis: The data in this chart indicates that, out of the 13 employees, 5 agree that
the organization provides training for new hires; 8 employees are good, and 4
employees are happy that MCW offers training to new hires. The majority of
employees say that their organization provides training for new hires.

c) The training center at M. C.W. unit is well equipped.

36
 C

11
10
9
9

7
6
Rating

3
3
2

Unsatisfied Satisfied Good Very good Excellent

Series1 2 3 10 9 6

Employee

Unsatisfied
7%
Excellent
20% Satisfied
10%

Good
Very good 33%
30%

Unsatisfied Satisfied Good Very good Excellent

Analysis: According to the data presented in the chart, the majority of

employees, specifically nine out of ten, rate their performance as good or very
good. Additionally, four workers express satisfaction with the well-equipped
training center at UTCL Maihar.

d) Most training needs of employees are addressed by local HRD.

37
 D
17 16
15
13
11
9
Rating

7 6
5 4
3
3 1
1
Unsatisfied Satisfied Good Very good Excellent
Series1 1 3 4 16 6

Employee

Unsatisfied
Excellent 3%Satisfied
20% 10%

Good
13%

Very good
53%

Unsatisfied Satisfied Good

Very good Excellent

Analysis: Here, we obtain data indicating that, according to the figure, a significant
majority of employees believe that the training needs at UTCL Maihar are effectively
handled by the local HRD. The data reveals a high percentage of favourable
responses to this question. Specifically, 56% of employees rate it as very good, 16%
rate it as excellent, and 13% rate it as average but satisfactory. Additionally, 10% of
employees express satisfaction with this aspect, while only 0.33% are dissatisfied,
indicating a negligible percentage of individuals who feel that the organization does
not provide adequate training through the local HRD.

e) A mix of internal and external facilities takes training sessions at HRD.

38
 E
15 14
13
11
9
7
7
Rating

5
5
3 2 2
1
Unsatisfied Satisfied Good Very good Excellent
Series1 2 2 7 5 14

Employee

Unsatisfied
7%Satisfied
7%

Excellent
47%
Good
23%

Very good
17%

Unsatisfied Satisfied Good

Very good Excellent

Analysis: The chart indicates that a majority of employees favour this question, with
a large percentage of favouritism when compared to unfavourable employees.
Consequently, the majority of employees believe that HRD offers a combination of
internal and external training facilities.

In this case, 46% of the workforce says this question is good, 26% says it is great, 16
says it is very good, and 6% says it is satisfied. Employees generally concur that both
internal and external facilities should participate in the training.

f) Facilities knowledge & methodology at HRD is to be satisfied.

39
 F
19 18
17
15
13
11
9
Rating

7
7
5 4
3
1
1 0
Unsatisfied Satisfied Good Very good Excellent
Series1 0 1 4 18 7
Employees

Satisfied
3% Good
Excellent
23% 13%

Very good
60%

Unsatisfied Satisfied Good

Very good Excellent

Analysis: Given the high employee favourability percentage in this case, the majority
of workers believe that HRD's facilities knowledge and training methods meet their
needs.

Based on the data presented, it can be inferred that 60% of the employees think this
question is very good. A total of 23.33% of employees describe their work as great,
13% as good, and 0.33% as pleased.

g) How will you rate the place of training?

40
 G
17 16
15

13

11

9
Rating

7 6
5 4
3 2 2
1
Unsatisfied Satisfied Good Very good Excellent
Series1 2 4 2 6 16

Employee

Unsatisfied
7%
Satisfied
13%

Good
7%

Excellent
53%

Very good
20%

Unsatisfied Satisfied Good Very good Excellent

Analysis: The employee favouritism % is quite high in this case, with a good
rating for the training facility's amenities and cleanliness. As can be seen from
the figure, the maximum employee rating for this question is primarily 50%
good and 20% bad. The average rating for employees 4 and 2 is 0.6%, whereas
their ratings are 10.3%.

41
h) Do you agree that the participation of worker in training Programmes
would help increase its effectiveness?

17
17
15
13
11
9 8
Rating

7
5
5
3
1
Yes No May be
Series1 17 8 5

Employee

Chart Title
May be
17%

Yes
No 57%
27%

Yes No May be

Analysis: According to the figure, the majority of employees believe that their
involvement in training programs will boost their effectiveness.
According to the figure, 56% of respondents say "yes," while 17% say "no."
27% Could be.

42
i) Do you agree that training helps you in improving skills?

I
11 10
9
7
7 6
Rating

5 4
3
3

1
Unsatisfied Satisfied Good Very good Excellent
Series1 3 4 7 6 10

Employee

Unsatisfied
10%

Excellent Satisfied
33% 13%

Good
23%
Very good
20%

Unsatisfied Satisfied Good

Very good Excellent

Analysis: In this instance as well, approximately the majority of employees

support the question; the excellent percentage is fairly high, but the majority of
employees agree that training aids in skill improvement and actually state that
skills are improved after training.
Based on the figure, it can be inferred that 34% of employees are excellent,
20% are very good, and 23% are good; 13% of employees are satisfied with
the question, and 10% are dissatisfied.

43
 j) What type of training mostly given by the MCW.

J
17 16
15
13
11 10
9
Rating

7
5 4
3
1
On the job Off the job Both
Series1 16 4 10

Employee

Both
33%

On the job
53%

Off the job

13%

On the job Off the job Both

Analysis: The majority of the employees are relatively high in the figure, and they
claim that UTCL maihar is primarily conducted through on-the-job training.
According to this chart, 54% of employees believe that M.C.W. does on-the-job
training, and 33% of employees say that both on-the-job and off-the-job training is
conducted, while 10% of employees rate off-the-job training.
44
 Suggestions

 UltraTech Premium is the latest revolutionary offering from the house of

UltraTech. With an optimum blend of high-reactive silica and slag, it provides
durability, strength and protection for your home. From the toughest of
weather conditions to corrosion and even shrinkage cracks, UltraTech
Premium has you covered.

 Maihar Cement has a lot of paper work; get rid of it and undertake digital work
instead.

 UltraTech's latest revolutionary product, UltraTech Premium, stands out as a

cutting-edge offering. Formulated with the optimal ratio of slag to high-
reactive silica, it provides your home with unparalleled protection, strength,
and durability. UltraTech Premium is designed to safeguard against corrosion,
shrinkage cracks, and even the most adverse weather conditions.

 I recommend that other organizations look to UTCL as a role model for

improving their productivity and performance by incorporating training as a
management tool. This is achievable because UTCL's management
consistently introduces positive changes that eliminate any potential for
employee dissatisfaction. Upholding this positive transformation process is
essential to meeting the organization's needs and ensuring the satisfaction of
every employee in terms of the work culture at J.P. Cement.

 In order to increase productivity for both the firm and the employees, I think
the skills that the organization is teaching should be applicable to the work that
the employees are actually doing.

45
 Conclusion

 It is necessary to implement a system of structured training and development.

 The task of carrying out the program should be assigned to a qualified and
trustworthy individual.
 T&D programs at MCW are pertinent and useful in keeping staff members up
to date on new technologies in this cut-throat age, as well as in training them
for their jobs.
 The management team's T&D initiatives boost workers' productivity and
effectiveness.
 In closing, I would want to express my gratitude to every colleague that
supported me throughout my training. I would like to thank my mentor Mr.
Rajeev Saxena (SH T&D), Mr. Nilesh Shrivastava, and Mr. Vinod Gupta from
the bottom of my heart for providing me with useful advice on finishing my
study.
 Studying the training exercises offered by Maihar Cement Works was a
tremendously fulfilling experience for me. I knew little more than text about
the several staff training programs that management ran before I started the
study. In addition to providing me with more information, I visited different
locations and spoke with numerous staff members about the facilities. They not
only gladly answered my questions, but also made recommendations about
where and how I might obtain reliable information about my research. studied
more assiduously and fervently.

46
 Bibliography

1. UTCL Employee book

2. www.google.com
3. www.ultratechcement .co.in
4. www.wikipidia.com/

 magazines & journals

a) company profile
b) company report
c) company organization manual

 Primary data (MCW employees)

47
 QUESTIONNAIRE

Respected, Sir or Ma'am

I'm Anand Pratap Singh, an MBA student at APS University Rewa, and
I'm working at M.C.W. on an assignment called "A study on training &
development." Please rate the following questions using the provided
scale.
The generated data will be kept private and used exclusively for scholarly
purposes.

A. Does your organization provide for training to new employees?

Disagre
Strongly Disagree e Neutral Very Good Excellent

B. The training center at M. C.W. unit is well equipped.

Strongly Disagree Disagree Neutral Very Good Excellent

C. Most training needs of employees are addressed by local HRD.

Strongly Disagree Disagree Neutral Very Good Excellent

D. Mix of internal and external facilities takes training sessions at HRD.

Very poor Poor Neutral Very Good Excellent

E. Facilities knowledge & methodology at HRD is to be satisfied

Strongly Disagree Disagree Neutral Very Good Excellent

F. How will you rate the place of training?

Very poor Poor Neutral Very Good Excellent

48
 G. Do you agree that the participation of worker in training Programmes
would help increase its effectiveness?

Yes No Maybe

H. Do you agree that training helps you in improving skills?

Very poor Poor Neutral Very Good Excellent

I. What type of training mostly given by the MCW.

On the job Of the job Both

J. Your overall experience in UTCL Maihar cement works

Very poor Poor Neutral Very Good Excellent

Demographic Profile: -

1 Name
2 Gender
3 Age
4 Designation
5 Job role
6 Office
7 Nature of duties
8 Year of experience in UTCL

Thank you so much to fill this questionnaire

49
 Findings

 Mostly all the Maihar cements employee of HR as well aware of the role and
importance of the training they are self - motivated to attend such training
programme as it will result in their skill enhancement and improving.

 MCW time to training is providing to on the job and off the job training
programme.

 Questionnaire is the most popular mean of evaluating the training programmed

in UTCL MCW.

 Post training evaluation focus on result than on the effort expected in

conduction the training and it worth the time, money and effort.

 Most of the participants are benefitted by giving feedback after the training. It
motivated them to do better, helped them to increase their job performance.

 MCW always follow an effective training process.

 The training is given to those employees who need it.

 The organisation also appoints trainers from outside or from different company
to ensure ensure better better training to its employees

50