A Project Report on

“IMPROVEMENT IN EVALUATION SYSTEM OF TRAINING

AND DEVELOPMENT IN TEXTILE JCT LTD”

SUBMITTED TOWARDS FULFILLMENT OF

SUMMER TRAINING OF

HUMAN RESOURCE MANAGEMENT

POST GRADUATE DIPLOMA IN MANAGEMENT

(APPROVED BY AICTE, GOVT. OF INDIA)

PREFACE

This Project Report is result of my six weeks summer training at J.C.T FABRICS, PHAGWARA.\Summer training is an integral part of our courses and its aim is to provide a practicalexperience of the industry to the students. This helps the students to view the realbusiness world closely. They also come to know about the conditions under which they have to work in the near future.

The global economy of the day has endangered the survival of every organization and in particular those who want to have a competitive edge over the others. The competitive edge may be a distant dream in the absence of Superior Quality Products which otherwise is the function of well-trained employees. Today resources are scarce and have to be used carefully and trainers of all kinds are required to justify their position and account for their activities. Training activities, which are ill directed and inadequately focused, do not serve the purpose of the trainers. The trainees or the organization hence identification of training needs becomes the top priority of every progressive organization. Identification of training needs, if done properly, provides the basis on which all other training activities can be considered and will lead to multiskilling, fitting people to take extra responsibilities increasing all round competence and preparing people to take on higher level responsibility in future.

Keeping all this in view, this project report “ IMPROVEMENT IN THE EVALUATION SYSTEM OF TRAINING AND DEVELOPMENT IN TEXTILE JCT LTD ” is prepared by me. Although I’ve tried to keep this report free from errors but as we all know the maxim ‘To Err Is Human’. Therefore there is a chance of some mistake. A critical appraisal by anyone will be heartily welcomed.

ACKNOWLEDGEMENT

Acknowledging any one in mere words is a very difficult job. I would like to pay my sincere

thanks to all those persons who have helped me during this project work with their able

guidance and invaluable advice.

I wish to express my deep sense of gratitude to my reverend guide Mr. Rajesh Sharma (HR

Manager), Ms. Himali Gupta (Officer HR) who through their benevolent guidance has

enabled me accomplish my project. They have been great source of inspiration to me, all the

way.

I would also like to thank (Director, CTIMIT ) for giving me this opportunity to learn under

major advisor Mrs. Arvinder Kaur (HOD) who only made sure that this project goes well at

every stage.

I would be falling in my duty if I do not acknowledge my parents and friends for all the

sacrifice they selflessly made and inspiration needed to prepare the training report.

HARPREET KAUR KALRA

1.1INDIAN TEXTILE INDUSTRY

1.2 INTRODUCTION

The Indian textile industry has a significant presence in the economy as well as in the

international textile economy. Its contribution to the Indian economy is manifested in terms

of its contribution to the industrial production, employment generation and foreign exchange

earnings. It contributes 20 percent of industrial production, 9 percent of excise collections, 18

percent of employment in the industrial sector, nearly 20 percent to the country’s total export

earning and 4 percent to the Gross Domestic Product.

In human history, past and present can never ignore the importance of textile in a civilization

decisively affecting its destinies, effectively changing its social scenarios.

1.3 HISTORY OF TEXTILE INDUSTRY

India has been well known for her textile goods since very ancient times. The traditional

textile industry of India was virtually decayed during the colonial regime. However, the

modern textile industry took birth in India in the early nineteenth century when the first

textile mill in the country was established at fort gloster near Calcutta in 1818. The cotton

textile industry, however, made its real beginning in Bombay, in 1850s. The first cotton

textile mill of Bombay was established in 1854 by a Parsi cotton merchant then engaged in

overseas and internal trade. Indeed, the vast majority of the early mills were the handiwork of

Parsi merchants engaged in yarn and cloth trade at home and Chinese and African markets.

The first cotton mill in Ahmedabad, which was eventually to emerge as a rival centre to

Bombay, was established in 1861. The spread of the textile industry to Ahmedabad was

largely due to the Gujarati trading class.

The cotton textile industry made rapid progress in the second half of the nineteenth century

and by the end of the century there were 178 cotton textile mills; but during the year 1900 the

cotton textile industry was in bad state due to the great famine and a number of mills of

Bombay and Ahmedabad were to be closed down for long periods.

The two world War and the Swadeshi movement provided great stimulus to the Indian cotton

textile industry. However, during the period 1922 to 1937 the industry was in doldrums and

during this period a number of the Bombay mills changed hands. The second World War,

during which textile import from Japan completely stopped, however, brought about an

unprecedented growth of this industry. The number of mills increased from 178 with 4.05

lakh looms in 1901 to 249 mills with 13.35 lakh looms in 1921 and further to 396 mills with

over 20 lakh looms in 1941. By 1945 there were 417 mills employing 5.10 lakh workers.

The cotton textile industry is rightly described as a Swadeshi industry because it was

developed with indigenous entrepreneurship and capital and in the pre-independence era the

Swadeshi movement stimulated demand for Indian textile in the country.

The partition of the country at the time of independence affected the cotton textile industry

also. The Indian union got 409 out of the 423 textiles mills of the undivided India. 14 mills

and 22 per cent of the land under cotton cultivation went to Pakistan. Some mills were closed

down for some time. For a number of years since independence, Indian mills had to import

cotton from Pakistan and other countries.

After independence, the cotton textile industry made rapid strides under the Plans. Between

1951 and 1982 the total number of spindles doubled from 11 million to 22 million. It

increased further to well over 26 million by 1989-90.

1.4 PRESENT POSITION OF INDIAN TEXTILE INDUSTRY

The Indian textile industry contributes about 14 per cent to industrial production, 4 per cent to

the country's gross domestic product (GDP) and 17 per cent to the country’s export earnings,

according to the Annual Report 2009-10 of the Ministry of Textiles.

It provides direct employment to over 35 million people and is the second largest provider of

employment after agriculture.

According to the Ministry of Textiles, the cumulative production of cloth during April’09-

March’10 has increased by 8.3 per cent as compared to the corresponding period of the

previous year.

Moreover, total textile exports have increased to US$ 18.6 billion during April’09-

January’10, from US$ 17.7 billion during the corresponding period of the previous year,

registering an increase of 4.95 per cent in rupee terms. Further, the share of textile exports in

total exports has increased to 12.36 per cent during April’09-January’10, according to the

Ministry of Textiles.

As per the Index of Industrial Production (IIP) data released by the Central Statistical

Organisation (CSO), cotton textiles has registered a growth of 5.5 per cent during April-

March 2009-10, while wool, silk and man-made fibre textiles have registered a growth of 8.2

per cent while textile products including wearing apparel have registered a growth of 8.5 per

cent.

1.5 INDIAS MAJOR COMPETITIORS IN THE WORLD

To understand Indias position among other textile producing the industry contributes 9% of

GDP and 35% of foreign exchange earning, Indias share in global exports is only 3%

compared to Chinas 13.75% percent. In addition to China, other developing countries are

emerging as serious competitive threats to India. Looking at export shares, Korea (6%) and

Taiwan (5.5%) are ahead of India, while Turkey (2.9%) has already caught up and others like

Thailand (2.3%) and Indonesia (2%) are not much further behind. The reason for this

development is the fact that India lags behind these countries in investment levels,

technology, quality and logistics. If India were competitive in some key segments it could

serve as a basis for building a modern industry, but there is no evidence of such signs, except

to some extent in the spinning industry

1.6 PROBLEM FACED BY THE TEXTILE INDUSTRY IN INDIA

The cotton textile industry is reeling under manifold problems. The major problems are the

following:

1.6.1-Sickness:

Sickness is widespread in the cotton textile industry. After the engineering industry, the

cotton textile industry has the highest incidence of sickness. As many as 125 sick units have

been taken over by the Central Government. Sickness is caused by various reasons like the

problems mentioned below-.

1.6.2-Obsolescence: 

The plant and machinery and technology employed by a number of units are obsolete. The

need today is to make the industry technologically up-to-date rather than expand capacity as

such. This need was foreseen quite sometime back and schemes for modernisation of textile

industry had been introduced. The soft loan scheme was introduced a few years back and

some units were able to take advantage of the scheme and modernise their equipment.

However, the problem has not been fully tackled and it is of utmost importance that the

whole industry is technologically updated. Not many companies would be able to find

resources internally and will have to depend on financial institutions and other sources.

1.6.3-Government-Regulations 

Government regulations like the obligation to produced controlled cloth are against the

interest of the industry. During the last two decades the excessive regulations exercised by

the government on the mill sector has promoted inefficiency in both production and

management. This has also resulted in a colossal waste of raw materials and productive

facilities. For example, the mills are not allowed to use filament yarn in warp in order to

protect the interest of art silk and powerloom sector which use this yarn to cater to the

affluent section of society.

1.6.4-Low Yield and Fluctuation of Cotton Output:

The cotton yield per hectare of land is very low in India. This results in high cost and price.

Further, being largely dependent on the climatic factors, the total raw cotton production is

subject to wide fluctuation causing serious problems for the mills in respect of the supply of

this vital raw material.

1.6.5-Competition from Man-made Fibres:

One of the serious challenges facing the cotton textile industry is the competition from the

man-made fibres and synthetics. These textures are gradually replacing cotton textiles. This

substitution has in fact been supported by a number of people on the ground that it is not

possible to increase substantially the raw cotton production without affecting other crops

particularly food crops.

1.6.6-Competition from other Countries:

In the international market, India has been facing severe competition from other countries

like Taiwan, South Korea, China and Japan. The high cost of production of the Indian

industry is a serious adverse factor.

1.6.7-Labour Problems:

The cotton textile industry is frequently plagued by labour problems. The very long strike of

the textile workers of Bombay caused losses amounting to millions of rupees not only to the

workers and industry but also to the nation in terms of excise and other taxes and exports.

1.6.8-Accumulation of Stock:

At times the industry faces the problems of very low off take of stocks resulting in

accumulation of huge stocks. The situation leads to price cuts and the like leading to loss or

low profits.

1.6.9-Miscellaneous:

The industry faces a number of other problems like power cuts, infrastructural problems, lack

of finance, exorbitant rise in raw material prices and production costs etc.

SWOT ANALYSIS OF INDIAN TEXTILE INDUSTRY

Strengths:

Indian Textile Industry is an Independent & Self-Reliant industry.

Abundant Raw Material availability that helps industry to control costs and reduces

the lead-time across the operation.

Availability of Low Cost and Skilled Manpower provides competitive advantage to

industry.

Availability of large varieties of cotton fiber and has a fast growing synthetic fibre

industry.

India has great advantage in Spinning Sector and has a presence in all process of

operation and value chain.

India is one of the largest exporters of Yarn in international market and contributes

around 25% share of the global trade in Cotton Yarn.

The Apparel Industry is one of largest foreign revenue contributor and holds 12% of

the country’s total export.

Industry has large and diversified segments that provide wide variety of products.

Growing Economy and Potential Domestic and International Market.

Industry has Manufacturing Flexibility that helps to increase the productivity.

Weaknesses:

Indian Textile Industry is highly Fragmented Industry.

Industry is highly dependent on Cotton.

Lower Productivity in various segments.

There is Declining in Mill Segment.

Lack of Technological Development that affect the productivity and other activities in

whole value chain.

Infrastructural Bottlenecks and Efficiency such as, Transaction Time at Ports and

transportation Time.

Unfavorable labor Laws.

Lack of Trade Membership, which restrict to tap other potential market.

Lacking to generate Economies of Scale.

Higher Indirect Taxes, Power and Interest Rates.

Opportunities:

Growth rate of Domestic Textile Industry is 6-8% per annum.

Large, Potential Domestic and International Market.

Product development and Diversification to cater global needs.

Elimination of Quota Restriction leads to greater Market Development.

Market is gradually shifting towards Branded Readymade Garment.

Increased Disposable Income and Purchasing Power of Indian Customer opens New

Market Development.

Emerging Retail Industry and Malls provide huge opportunities for the Apparel,

Handicraft and other segments of the industry.

Greater Investment and FDI opportunities are available.

Threats:

Competition from other developing countries, especially China.

Continuous Quality Improvement is need of the hour as there are different demand

patterns all over the world.

Elimination of Quota system will lead to fluctuations in Export Demand.

Threat for Traditional Market for Powerloom and Handloom Products and forcing

them for product diversification.

Geographical Disadvantages.

International labor and Environmental Laws.

To balance the demand and supply.

To make balance between price and quality.

THE BEGINING

JCT Limited, one of the leading manufacturer of textiles and filament yarn, is the

flagship company of Thapar Group. With operations in two distinct businesses – cotton,

synthetic & blended textiles and nylon filament yarn – JCT Limited is a market driven

company fueled by good work ethic, values and a high standard of performance. It is this

culture that has helped establish the company’s reputation as one of the finest in the country.

JCT Limited was the first textile manufacturer in the country to introduce eco-friendly fabrics

made of organic cotton and its textile division was the first in the industry to be accredited

with an ISO 9002 certification in 1996. Over five decades, since it commenced production in

1946, the textile unit of JCT Limited has grown into one of the largest textile manufacturers

in India. With integrated textile facility in Phagwara (Punjab), a daily production capacity of

63 million meters per annum, and a product range consisting of some of the finest cotton and

blended fabrics, this division has made a mark both the domestic and international markets.

And this has been driven by the desire to excel in every sphere of its operations - spinning,

weaving and processing, as well as stringent quality control at each stage of production.

The company’s other operations include Filament Yarn, JCT Limited was also the first to set

up a Colour Picture Tube plant in India (manufactured by JCT Electronics Ltd. in technical

collaboration with Hitachi Ltd, Japan). Its Filament Plant is one of the largest in India with a

capacity of 14000 MT per annum.

JCT Limited follows a balanced model for growth – corporate responsibility and contribution

towards social causes such as literacy and environment, sports and sportspersons

development areas important as innovations in production techniques

ABOUT THE VISIONARY

The founder Lala Karam Chand Thapar (1900 to 1963) was an ordinary man who went on to

achieve extraordinary things. He was a self-made man in the true sense of the word. After his

marriage, Shyamlal, a cousin who ran a coal depot in Ludhiana, introduced Sachhar to Karam

Chand and in the course of their conversation, the young boy was offered a partnership,

which enabled him to do business in the coal belt of Jharia, near Dhanbad in Bihar.

It was a mix of luck and acumen that propelled Karam Chand into the vortex of the coal

industry. Soon he moved to Calcutta, an office was rented at 9, Dalhousie Square east, where

the firms of Karam Chand Thapar and Co., Karam Chand Thapar & Bros., and Shyamlal

Thapar & Bros. were established. In 1923 he made history of sorts by acquiring the rights to

exploit Bird and Co.’s Sirka Coal mine in Hazaribagh.

His 1936 acquisition of the Deoria Sugar Mills in the Gorakhpur District brought an

associated electric supply company into his fold. After a quick succession of the sugar mills,

he ventured into the business of insurance, dry ice, and refrigeration, starch and chemicals

and paper. His ambition led him to acquire the Mahavir Insurance Co. Ltd., in Calcutta in

1937

In 1946 Karam Chand started textile business by starting the Jagatjit Cotton Textiles Mills

Ltd. At Phagwara in the Punjab. This mill produced unfinished cloth for export to the U.K.

where it was further processed and mercerized.

In early 1947 Karam Chand entrusted the planning of three other textile mills in Phagwara,

Amritsar and Bhutwal to an Englishman, J.A. Meek, of Greaves Cotton and Co. Ltd. Later he

asked his key colleagues to make an organization chart and manual as a guide-rail for the

Thapar and served notice all that Karam Chand had begun to consolidate his vast empire and

bring professionalism in Thapar’s businesses.

Lala Karam Chand Thapar started Ballarpur Industries limited (BILT) in 1945 as Ballarpur

Paper and Straw Board Mills Limited incorporated.

Lala Karam Chand Thapar started JCT Cotton Textiles Limited (JCT Limited) operations in

1946.

In 1947, Greaves Cotton & Crompton Parkinson Ltd was bought by Lala Karam Chand

Thapar.

JCT limited setup its Filament Yarn division in 1980 in technical collaboration with Zimmer

AG of West Germany. The modern high tech plant started commercial production in 1989.

VISION

“So long as we have confidence in the value of the goal and excitement at the prospect of

setting forth into unfamiliar territory and the will to do new things, I have no doubt that the

future of India and the future of Indian enterprise are both safe and glorious.”

Lala Karam Chand Thapar (1900 – 1962)

Founder of the Thapar Group

MANAGEMENT TEAM

M.M. Thapar, Chairman

Samir Thapar, Vice Chairman & MD

Rajmohan Singh, Director (Operations)

Sanjiva Jain, Sr.Vice President (Finance)

H.K. Chopra, Sr. VP (Plant – Phagwara)

D.S. Rathore, Sr. VP (Plant – Hoshiarpur)

Rajmohan Singh, Sr.Vice President (Retail)

C. Venketesh., Vice President (Mktg – Textile)

Vivek Saini, General Manager ( Mktg – Filament)

Rajesh Sharma, General Manager (HR)

TEXTILE

OVERVIEW

JCT Limited commenced its textile operations in 1946.The Textiles Division of the

company has grown to be one of the largest composite textile units in Northern India with an

annual turnover of Rs. 300 crores (USD 70 million) .. Boasting of a 4500-strong work force

and the capacity to produce 4 million metres of the finest cotton and blended fabrics every

month, JCT is undoubtedly a major player in both the domestic and export markets.

JCT has presence all over the world with exports to USA, Europe, Far East, Middle East,

Mauritius, and other countries. The fabric is made for leading international brands complying

with their standards.

MANAGEMENT TEAM

Rajmohan Singh, Director (Operations)

HK Chopra , Sr. Vice President (Plant)

Rajmohan Singh, Sr.Vice President (Retail)

C. Venketesh, Vice President (Marketing)

Sanjay Maheshwari, GM (F&A)

C.D. Singh, GM (Commercial)

Rajesh Sharma, GM (HR)

Rajeev Bakshi, GM (IT)

Naresh Behl, GM (RM)

Sukhjit Singh Jassar, DGM(L & IR)

PRODUCT OVERVIEW

JCT Limited has a product range of materials including 100% Cotton, 100% Polyester, 100%

Nylon as well as various blends like Cotton/Polyester, Cotton/Nylon and Polyester/Viscose,

Single and Plied Yarns (both with counts ranging from 6s to 100s) as well as Cotton Lycra

and P/C Lycra Stretch material (which is Dupont USA approved). Depending on the

requirement, even bamboo and linen fibres are used to create special effects

The company pioneered the manufacture of Organic Cotton, a special eco-friendly type of

fabric that is available in up to 160cm of sheet width. This Organic Cotton is grown on land

free of any harmful chemicals, insecticides etc. and is regularly exported to the USA. JCT

Limited is certified with ISO 9001, Oeko-Tex 100 Class 2 and GOTS/Skal Certificate for

fabrics of this nature, namely Wide Width Sheeting, Dyed Bottom-Weight Twills, Dyed

Shirting Twills, Natural Twills, Canvas and Flannels.

The company’s strength lies is in bottom weights and piece dyed shirtings for both fashion

and work wear in all age groups. They use a variety of weaves like Twills, Plains, Dobbies,

Ripstops, Cords, Satins, Oxfords, Ducks, Drills, Tussores, Ottomans etc. End products

include fashion wear, sportswear, outerwear, active wear for Defence purposes and school

uniforms. The organic cotton fabric meanwhile is used for everything from infant wear to

technical segments like medical wear.

MATERIAL

100% Cotton, 100% Polyester, 100% Nylon Various blends of Cotton/Polyester and

Cotton/NylonBlends of Polyester/ Viscose, Cotton with Lycra, Poly Cotton with Lycra. 100%

Bamboo, Bamboo Cotton blends, Cotton Linen blends.

YARNS

Count ranging from 6s to 100s, in single as well as plied yarns, Core Spun Lycra and

slub yarns.

WEAVES

Variety of weaves like Twills, Plains, Dobbies, Ripstops, Cords, Satins, Oxfords, Ducks,

Drills, Tussores, Ottomans etc.

WEIGHT

Cotton and Polycotton : 90 GSM to 450 GSM

Polyester and Nylon: 60 GSM to 250 GSM

FINISHES AND COATING

Microsanding, soft finish, peach finish, Calendaring.

Water and oil repellant, Teflon, Nano, Wrinke free/ easy care

Fire retardant, Inspect repellant, UV resistant, Anti microbial.

Stiff finish, Highly breathable, Moisture Management, Rot proof, etc.

PU coating, acrylic coating, Water repellent, fire retardant, breathable coating, Silver and

Gold coating, PVC Coating & various other effects.

PRINTS AND YARN DYDES

Variety of designer prints for body fabrics and linings (Camouflages, floral, blotches, etc.)

Designer yarn Dyeds for Bottom weights and shirting.

ORGANIC COTTON

JCT is pioneer in manufacturing organic cotton fabrics in India - specially designed eco-

friendly fabrics.

MARKETS

SEGMENTS WE CATER

Work wear, Fashion wear, Sports wear, Outerwear, Defence, Institutional Uniforms, Home

Textile, Hospital and Hospitality Industry.

MARKETS

JCT has presence all over the world with exports to USA, Europe, Far East, Middle East,

Mauritius, and other countries. The fabric is made for leading international brands complying

with their standards.

FILAMENT OVERVIEW

JCT Limited, in technical collaboration with Zimmer AG, Germany, ventured into Nylon

Filament Yarns in the 1980s. Since then the plant is regularly expanding and upgrading its

filament yarn capacity and technology. Today it has Polymerization, Spinning and Yarn

processing capacity of 14,000 Tons per year for Nylon Filament Yarn. JCT is also globally

well known for its specialty and value added Nylon Filament yarns.

JCT is one of the largest manufacturers of Nylon Filament Yarn (Nylon 6/ Polyamide

6) in India in Textile applications.

We produce Wide Range of Nylon Yarns to suit all requirements (from 15 Denier to

420 Denier).

The manufacturing process is based Technology supplied by Zimmer AG, Germany.

Our quality management system ensures Quality Assurance of our products.

Our supply-chain management system ensures Timely Delivery to customers.

We are a leading exporter of Nylon Dyed Yarns (Hank Dyed & Dope Dyed). Our

dyed yarns comply with Oeko-Tex Standard 100.

EXPORTS

JCT has a leading presence in the International markets. We supply Nylon yarn to markets in

Europe, South America, Africa and South-East Asia. We supply both raw white as well as

dyed yarns to the export markets.

EXPORTS OVERVIEW

International Markets for JCT Textiles

JCT has presence all over the world with exports to USA, Europe, Far East, Middle East,

Mauritius, and other countries. The fabric is made for leading international brands complying

with their standards.

Exports for Filament

JCT Filament Products have a leading presence in the International markets. We supply

Nylon yarn to markets in Europe, South America, Africa and South-East Asia. We supply

both raw white as well as dyed yarns to the export markets.

WELFARE OF SOCIETY

Employee programs

Trips

The company sends employees and their families on pilgrimage and sight-seeing to various

places throughout year - Pictures taken at Shimla shows the workers along with officers.

Diwali Mela

The company holds Diwali Mela before Diwali every year where the employees and their

families enjoy entertainment programme, fire-works and have dinner.

Sports

Cricket: During summer, Sports Meet is arranged, in which the employees and their families

participate in various games. In the photo, Ladies Cricket Match is being played.

Swimming Pool: The employees and their families enjoy swimming at Thapar Staff Club

Swimming Pool.

WELFARE ACTIVITIES

Educational

Free education for girl students up to 10+2

Nominal fee for boy-students of 10+1 and 10+2

Prizes/scholarship for meritorious students: A prize of Rs.500 is awarded to all students

obtaining 1st division in Class 10 and a scholarship of Rs.150 is given to them every month

for as long as they continue their studies.

Textile Workers Educational Institute

The school was started in 1960 as a Middle School and at present around 50 dedicated

teachers are imparting education to about 2000 students up to 10+2 level in Arts, Science and

Commerce subjects. The school is affiliated to Punjab School Education Board. It has got

airy Class-rooms, play-grounds, well-equipped Science Laboratories, Computer Lab,

Conference Room, Staff Rooms, Canteen, etc.. Its Library consists of educational and

informative books. The children of the employees are getting education almost free.

Stipend is paid to brilliant students in case they continue their studies even after passing out

from the school. To enhance the knowledge, tours to different places are arranged for the

students. The school is known in the region for its Extra Curricular Activities, especially in

sports.

Blood Donation/Hospital

Throughout the year, free medical check-up camps are arranged in the mill’s residential

campus for employees and their families as well as outside the colony for general public.

Free Eye Check-up and Operation Camps are organized in the mill’s colony with the

assistance of team of eye-specialist doctors for general public.

Blood Donation Camps are held where the employees donate blood.

SOCIAL

The Thapar Ladies' Club provides entertainment for the ladies.

Incentive is given to a worker if he or his spouse undergoes an operation for family

planning

A crèche for small children is provided

Community Hall is available for marriages and other functions.

Buses ply for children of the employees going to local schools as well as those in

Jalandhar.

Facilities for swimming, gymnasium, steam bath, squash, badminton, lawn tennis,

billiards and table tennis are available to employees and their families.

The Textile Workers' Cooperative Credit Society grants loans to needy employees at

reasonable rates of interest.

Bank ATM facility is available near the mill's Colony Gate for the employees.

ENVIRONMENTAL POLICY

JCT Limited is committed to protecting the environment through:

Optimally using of raw materials and energy

Efficiently and safely handling and storage of products

Maintaining a safe working environment

Training employees on safety and environmental issues

Continually improving the environmental conditions

WASTE MANAGEMENT

JCT 's commitment to the welfare of the society is evident from its actions and emphasis

given on various aspects of social life. From maintaining several parks and Green Island in

the town to running one of the best schools in the district for the workers where education is

given free of cost, JCT strictly follows laws of land pertaining to labour safety and welfare.

Various steps are taken to ensure pollution

control and waste management as norms prescribed by Govt. authorities.

The company has invested approx. 20% of the cost on boiler on the devices to control air

pollution. The devices include Electrostatic precipitator (ESP), considered as one of the best

air pollution control device in the industry. JCT has also state of the art effluent treatment

plant, which is based on biological treatment and is imported from WTT, Italy. This kind of

effluent treatment is considered as very effective solution to treat effluent with lesser use of

chemicals and produce non hazardous waste. This kind of treatment produces non hazardous

waste that can be disposed off easily. As per requirement, company has valid consents from

local authorities for Air, water Pollution control and waste management.

JCT also plays role in preserving natural resources as have already installed 6 nos. recharge

wells in the premises for rain water harvesting.

JCT has contributed in establishing a 24 Hours working Blood Bank in Phagwara City. We

also maintain a park in the city.

SUSTAINABILITY

JCT as a corporate citizen has always given first priority to the Environment and society. Our

core focus, be it our products or our processes, is SUSTAINABILITY

Rain Water Harvesting

For past many years we have been doing Rain Water Harvesting. The rain water collected is

filtered and purified, which percolates down to the earth, to be re used as a natural resource..

Effluent Water Treatment Plant

We have our own Biological Effluent water treatment plant, wherein we are able to treat the

effluent/discharge water with bacteria

SUSTAINABLE TEXTILES

ORGANIC JCT

JCT was a pioneer to introduce the Organic Cotton products in India. Since then we have

been able to create awareness for the use of Organic Cotton fabrics. Organic Cotton is grown

organically without the use of insecticides and pesticides…

We have been able to introduce this product to many of our customers and still growing..

BAMBOO and Cotton Bamboo Blends

JCT is also manufacturing Cotton Bamboo, Organic Cotton Bamboo and 100% Bamboo

fabrics.. Another step towards sustainable textiles.

Recycle Polyester fabrics

JCT is manufacturing recycled polyester fabrics, both in 100% polyester and in cotton poly

blends. Both filament and fiber yarn is being used to make these fabrics. These fabrics are

being made in 100% polyester recycle and blends with conventional cotton, Organic Cotton

and Bamboo.

JCT LIMITED PHAGWARA: AN OVERVIEW

In the field of cotton and blended fabrics, JCT has always been a trendsetter. It is one of the

leading manufacturers and exporters of cotton and Synthetic textiles in the country.

JCT limited Phagwara; a composite unit having spinning, weaving, and processing facilities.

I.t was incorporated on 28th October, 1946 under the name of M/S Jagatjit Cotton textiles

Mills. The establishment of JCT limited was the result of the decision taken by the

government of India under the post war development plan. It was decided to locate the mill in

the north India and after much discussion; Kapurthala was selected as a site for textile

venture. It was M/S Karamchand Bros. Ltd. Who entered into a final contract with the

government of India to set a mill at Phagwara (Punjab). The disadvantage of unfavorable

weather was offset by other factors such as cheap labour, availability of raw material, and

government’s aid. Thus, the company came into existence in 1946.

In the initial years, the business was on a small scale and the company was manufacturing

only cotton fabrics. That is why it is called “Jagatjit Cotton Textiles Ltd.” Afterwards the

company also started manufacturing cotton yarn, and nylon 6 filament yarn. JCT has made a

big dent in synthetic markets by producing plain and fancy suiting; both piece dyed and fibre

dyed and dyed yarn shirting in innumerable designs and weaves to cater the different

segments of the market.

The policy of management to reinvest its profits year after year led the mill to grow rapidly

into one of the leading textiles mill in the country. In 1995, Rs. 300 crores was invested for

the modernization of the Phagwara unit. This unit is now one of the most modern units with

the state of art technology.

The management for over three decades has implemented the concept of participative

management. The workers/ employees and their representatives are fully involved in the

management and running the affairs of the company. This policy of management has

generated tremendous goodwill for the company amongst its employees and the result is that

the company has a committed workforce of about 5000 workers and 530 employees and the

most cordial employee- employer relationship.

As this is the era of cutthroat competition, JCT believes in quality, which results in

leadership, and as result, this has led them to tremendous growth. JCT fabrics have captured

profitable sections in the market. There has been a constant growth in the man-made fibre

with a wide variety of nylon and polyester filament yarn.

LOCATION OF JCT

The mill is situated in Phagwara town on G.T. Road, the national highway number -1. It is 40

kilometers from Ludhiana towards Amritsar. The location of the mill is of great advantage as

transportation of goods is cheaper, easier and quick.

JCT PHAGWARA COMPLEX

The complex consists of a mill and the Thapar colony. In the mill, there is a main production

unit, administration offices, go downs, stores, canteen, dispensary, and the turbines for the

generation of electricity.

The residential complex known as Thapar colony is for the officers and other employees. It

includes gymnasium and club. The whole complex, thus, is like a small town in itself.

OBJECTIVES OF THE GROUP

To consolidate and develop core business areas mainly: synthetic and cotton textiles.

To attain the position amongst the leading composite textiles mills in India and to

retain its position among the top companies in the synthetic fiber industry.

To expand and diversify into allied product areas and simultaneously increase global

presence and develop international markets together with domestic markets to achieve

rapid growth.

To evolve into a quality conscious, customer oriented, and fast expanding

organization.

CORPORATE PHILOSOPHY

JCT believes in dignity of human beings.

JCT believes that there exists a psychological contract between the organization and

the employees, and the growth of both is interlinked.

JCT strive to attract, develop, and retain the best talent available.

JCT doesn’t believe in any discrimination on the basis of caste, creed, religion, race,

or gender.

JCT believes in the concept of right person at the right job.

JCT values merit and recognizes ability.

JCT encourages teamwork and believes that this enhances problem-solving

capabilities.

JCT actively promotes sports and other cultural activities for cohesiveness and

harmony.

JCT knows that it is the part of the changing environment and that it has to be

proactive to such changes. JCT continuously strives to be a better corporate citizen.

QUALITY POLICY OF JCT

Customer’s satisfaction is the motto of JCT Ltd. They, therefore commit themselves to

produce and deliver such fabrics so as to meet the customer’s demands.

Up gradation of Identification of Quality customer’s needs

QUALITY POLICY

Continuous Confirm the desired Improvement standards

Customer Satisfaction

This is achieved by:

Identifying customer’s requirements and converting them into products.

Pursuing the process of continuous improvement by the employees of the

organization.

Ensuring that quality standards are maintained and upgraded to reflect the changing

customer’s requirements.

J.C.T. - FACTUALS

Established in: 1946

Operation of production: 1951

In 1950’s Installed Capacity

Spindle: 17856

Looms: 390

Present Installed Capacity

Spindles: 63244

Open End Rotors: 1488

Looms: 450 Conventional 171 Sulzer 28 Air – Jet

Annual Turnover: Exceeding Rs. 300 crores

Manpower: Workers: 4500(app.) (Engagement)

Staff: 550(app.)

Regd. Office: Village ChohalDistt. Hoshiarpur46001 (Pb.)

Corporate Office: Thapar House 124, Janpath

New Delhi-110001

FABRIC RANGES:

FABRIC STYLES: BULL DENIMS, TWILLS, CHINO, CORDS, CANVAS, DUCKS, FLANNEL, TUSSORES, YARN DYED SHIRTING, PRINTS UPTO 8 COLOURS.

FINISHE: MICRO-SANDING, PEACHING, SOFT-FINISH, STIFF FINISH, EASY CARE, WATER REPELLENT, RAIN AND STAIN PROOF.

BLENDS: 100% COTTON, POLYSTER: COTTON BLENDED FABRICS- 65:35, 35:65, POLYSTER VISCOSE WITH BLEND 48:52.

FABRIC CONFIGURATION: IN VARIOUS COUNTS IN OPEN END, CARDED, COMBED RING SPUN YARNS IN SINGLE AS WELL AS PILED

MAJOR DEPARTMENTS OF JCT LIMITED

In today’s competitive world, the process of production is very important but the stand of the

company becomes strong and sound if it moves towards productivity. This increase in

productivity has to be achieved without sacrificing the quality of the end product. To meet the

required objectives, the mill is divided into three main functions contributing equally to the

effective and efficient working of the mill. These three major functions are subdivided into

Departments and further into sections these three functions are as follows:

A). Production Function

B). Non Production Function

C). Service Function

Production Function comprises of the following Departments:

1). SPINNING

A) Cotton Spinning

B) Synthetic Spinning

C). Spinning Auto-Coro/ Open End Spinning

D). Spinning Maintenance

E). Post Spinning

2). WEAVING

A) Weaving Preparatory Conventional

B). Weaving Conventional

C). Weaving Preparatory Sulzer

D) Weaving Sulzer

3). PROCESSING

A) Synthetic Processing

B) Cotton Processing

C) Finishing

D) Printing

Non Production Function comprises of the following Departments:

1). Warehouse

a) Mending

b) Grey Folding

c) Cotton Ware House

d) Synthetic Warehouse

e) Exports Warehouse

2). Marketing

a) Domestic Marketing

b) RMG Marketing

c) Exports Marketing

3) Raw Material Department

4) Fabric Development Department

5) Production Planning Department

6) Research and Development

7) ISO Department

Service Function comprises of the following Department:

A) Human Resource Department

B) Finance and Accounts Department

C) Information Technology Department

D) Administration Department

E) Purchase Department

F) Engineering Department

G) Labour & Industrial Relation Department

PRODUCTION DEPARTMENTS

A] SPINNING

1). COTTON SPINNING

2). SYNTHETIC SPINNING

This department also produces yarn but uses the blend of Polyester and Cotton (PC) or

Polyester and Viscose (PV). The process of synthetic spinning differs as per the PC and PV

blend.

3). SPINNING AUTOCORO / OPEN END SPINNING

The spinning autocoro section works under the OPEN END technology. The section gives

many advantages over the conventional spinning process.

4). SPINNING MAINTENANCE

This department is responsible for the preventive maintenance of all the three spinning

sections. This section deals with many cases like replacement of broken machinery parts and

cleaning of the machines. This section plays a major role in the working of the spinning

machinery.

5). POST SPINNING

This section comes after the final spinning in the ring frame section.

The main objectives of this section are:

To make bigger packages of yarn so that the efficiency of the winding machine can be

increased.

To clear the yarn from the thin and thick places (correcting the faults). It is essential

to impart proper tension to the yarn so as to reduce snarls and hence breakages in the

further process.

Different machines used in the process are:

Cone winding

Cheese winding

Ring doubling machine

TFO

Autoconer

B] WEAVING

1). WEAVING PREPRATORY

The main objectives of this section are:

To prepare the sheet of warp yarns (warping) as per the designs and the percentage of

colors threads used.

To prepare the packages for weft yarn.

To seize the yarn so that the thread can withstand strains in the weaving process

(sizing).

Drawing in/Tying in.

Process sequence of weaving section:

2). WEAVING CONVENTIONAL

This section provides gray fabric based on weaving machines used for fabric manufacturing.

3). WEAVING SULZER

As the mass of the shuttle (weft carrying package in conventional weaving) is very high, so

the acceleration or de acceleration of the shuttle is very less. So we can increase the

production by using lightweight weft carrier. Sulzer technique is based upon this principle

and is widely used in JCT.

4). WEAVING AIR – JET

In Airjet weaving, air pressure is used in place of wooden shuttle and weaving is done. Total

number of looms is 22.

Types of weaver

The different types of weaver in Airjet weaving are as follows:-

Plain weave

Satin weave

Mock Leno weave

Stripes and checks weave

Twill weaves

Honeycomb weaves

Crepe weaves

Herringbone weave

C ] PROCESSING

9). PROCESS HOUSE

The department comes into action when fabric from the weaving section is obtained in the

grey stage. Different chemical treatments are given to the fabric so as to improve its

appearance and properties. This section is divided in three main units:

Benninger Plant

Cotton Processing

Synthetic Processing

NON PRODUCTION DEPARTMENTS

Non Production Departments comprises of the following:

1). WAREHOUSE

It is a department where the final product is brought and is prepared for dispatch.

Grey cloths come to Ware House direct from loom. Following process / activity is being

operated in this section:

1. Mending: This process is used to find defects in the cloth under

lights.

2. Inspection: An inspection machine is used to check the fault.

3. Planting: Planting machine is used to measure the cloth.

4. Grading: Processed cloth is graded on the basis of quality.

There are certain faults and damages, which are left in the cloth even if the cloth is

processed carefully. Following are the types of damages possible: -

Crack

Patties

Double picks

Lashing

Floats

Shuttle floats

Designing cuts

Swai

Phutki

Draw picks

Missing ends

Reed marks

Stain

Salvage

Torn

Packing is done on the basis of following standards:

Suiting: -

1. Plain Suiting 200 meters one bale

2. Fancy Suiting 120 meters one bale

3. Matty 150-160 meters one bale

Shirting: -

1. Plain Suiting 200 meters one bale

2. Fancy Suiting 200 meters one bale

3. Rubia 400-500 meters one bale

That part of the cloth, which is not included in the bales or the rejected part of cloth, are

further divided into chindies, fents and rags depending on their lengths

.

Warehouse Cotton

Warehouse Synthetic

Warehouse Grey Export

2). Marketing

MARKETING DEPARTMENT

After the manufacturing process is over, it is the duty of the marketing department to sell

these manufactured goods to the retailers and wholesalers at profitable rates. The marketing

department has three sections:

DOMESTIC MARKETING

· JCT is largest supplier of fabrics for ministry for ministry of defense and has been a

reliable supplier for past 25 years.

· JCT has a strong presence in school uniforms and institutional suiting and shirting.

· JCT has the largest dealer and distribution network.

RMG MARKETING

Fabric supplies to garment exporters in India.

Most of the business is nominated and is routed through buying houses.

Major buying houses are Gap, Triburg, Impulse, Nike, etc which are India Offices for

retail chains across the world.

Buying House acts as a monitor. It approves the quality, finalises the delivery schedule

with mills and assigns the garmenting responsibility to a garmenter, which ships the

garments to the respective destinations.

EXPORTS

Directly sending the fabric to overseas markets.

1/3rd of the production is exported to Europe, USA, S. Africa, Middle East, Far-East,

Australia and Latin America.

Different markets have different dynamics. Some markets like Nepal, Srilanka,

Bangladesh, etc are thriving purely because of Quotas.

JCT works with overseas agents on comission basis catering to following countries-USA,

Italy, Spain, Holland, Czech Republic, Greece, Portugal, Germany, France, Singapore,

Mauritius, South Africa, Kenya, Bangladesh, Nepal, Australia, Medagascar, Egypt, UAE,

Turkey, Kuwait, Baharain etc type of buyers-Buying houses, readymade garment

manufacturer, Stockist, Traders etc export turn over-1 million meter per month type of

fabric-dyed, bleached, grege, *now more orientation towards dyed* whole world

distributed in five zone

Total 8 people in marketing6 people in pre & post shipping

80% business through L/c, balance on advance payment or on CAD basis

3). RAW MATERIAL DEPARTMENT

The major function of this department is to check the desire amount of raw material in the

stores and to meet the demands of the production department. In JCT the following raw

material is purchased:

i). Cotton Bales ii). Organic Cotton

iii). Polyester Fiber iv). Viscose

v). Cotton yarn vi) Polyester Viscose yarn

vii) Polyester Filament Yarn viii) Grey Fabric

List of the sources of raw material:

Cotton bales are purchased from Madhya Pradesh, Maharashtra, Gujarat, Rajasthan,

and, Punjab.

DCH-32 Type cotton is purchased from Madhya Pradesh

LRA Super, NHH-44, MECH-1, DHY are purchased from Maharashtra

V- 797, J-34 are purchased from Rajasthan

4). FABRIC DEVELOPMENT

To grow effectively in the industry, development is very necessary. Changes in the ongoing

processes are made to create an improvement in the design and the quality of the fabric.

Fabric development department is working in this direction. It is directly related with the

marketing department and also to the whole mill directly or indirectly. As per the

requirements of the marketing department, the desired design and the quality of the fabric is

developed .The whole process is carried on with the help of computers.

5). PRODUCTION PLANNING

This department acts as a conduct between the marketing department and the production

department. The main objectives of the planning department are:

Checking the feasibility of the order and the specifications placed by the customer.

To plan the entire production process to meet a particular order in the set time limit.

To give data specification to the fabric development department.

To ensure that the fabric so produced confirms the specifications of the order and the

marketing department.

Coordinating all the departments to ensure smooth functioning.

All changes in the production are made with the consent of the planning department.

Thus, this department focuses on the utilization of the full capacity of all the production units.

It works for the proper management.

6). RESEARCH AND DEVELOPMENT

The main objective of this department is inspecting and testing. It insures quality

from input to finished product. Following are the machines, which are used in this

department.

I. Shirley Trash Analyser: This machine is used test raw material and to

compare with norms.

II. Projection Microscope: This machine is used to identify man-

made fibers as well as cotton fibers.

III. Uster Evenness test: This is used to check mass per unit

Length of silver.

IV. Black Model: This is an old method of testing uster

Evenness.

V. Fiber Bundle Strength Tester: This is meant for testing the strength of

Fibers.

VI. Compusorter Balance: This machine is used to measure counts.

VII. Winding Machine: This machine is used to sense the faults.

VIII. Fabric Yarn Tester: It is used to test the strength of

Fabric.

IX. Conditioning Chamber: This chamber helps to condition the material.

7). ISO CELL

This is the Cell for the International Standards Organization. The Scope of this department is

Development; Production & Marketing of Cotton & Blended Yarns & Fabric for apparel

uses. This is basically a quality management system. The British Standards Institution (BSI)

gives the ISO standards and certification. Based on that Procedure are defined and followed.

JCT at present is an ISO-9001: 2000, ISO-14001, SA 8000 certified company. This

certification relates to the following:

Development

Production

Servicing

The BSI gives the certification after an through audit and followed by half yearly sevilience

Audit. An internal audit is carried at an interval of 6 – months. The external audit includes the

following:

Observation

Non Conformity

Suggestion for further improvement.

The internal audit is done by a team of 16 members (one from each department).

SERVICE DEPARTMENTS

A). ENGINEERING DEPARTMENT

The main purpose of this department is to repair the damaged machine parts and to

manufacture the new parts so that the time can be saved, rather than getting it repaired from

the outside sources. This department has six sections:

Workshop

Utility

Power House

Electronics & Electrical

Civil & Constructions

Effluents Treatment Plant

B). HUMAN RESOURCE DEPARTMENT

It is that branch of management that deals efficiently with the proper utilization of human

resources and to get the maximum output. The major focus areas include

Man Power Planning

Recruitment

Training

TQM – Quality Circle, Kaizen, & Cross Functional Teams

Employee Performance

Employee Welfare

Personal Records

Lean Implementation Systems awareness and training.

It also takes care of discipline matters, personnel information system etc. It also provides

strategic and logistic support to the industrial relation matters of the company.

C). INFORMATION TECHNOLOGY

This is one of the services Department of the Company. It interacts with all the other

departments of the company and is responsible for the smooth flow of the information from

various department to management helping them in prompt & appropriate decision

The main objectives of this department are: -

To develop software for various reports as per the need of different departments

To maintain the efficient working of the various modules of Ramco Applications & In

House Developed Software

To maintain the security of data and different reports in the company

To provide online information to different departments for they’re efficient working.

To develop new software’s and reports for various departments for the smooth flow of

information

To provide & Maintain the Network as well as the Computer hardware’s of the

company

To maintain Data base

D). FINANCE AND ACCOUNTS

Finance department is one of the important sections of the company. The main idea behind

maintaining the records is to judge the accurate position of the company regarding the profits

made or the losses incurred by the company.

The objectives of the finance department are:

To ascertain the results of the business activities carried on during the year.

To show the financial position of the business as on a particular date.

To meet the requirements of the taxation authorities, investors, management, and

owners.

This department is divided into following sections:

1) Raw Material Section

2) Store Section

Stores Accounting

Insurance

C Form/D Form

3) Establishment Section

Salary

Wages

LTA

Medical Allowances

Bonus

4) General Account

Furniture Maintenance

Other Expenses

Refreshment Expenses

5) Bank (Finance)

6) Debtors Account

Direct

Through Banks

7) Assets/Depreciation Account

Original Cost Depreciation

WDV

Costing: Pre-Production Costing

Routine Costing

Productions

Returns

Budgeting:

Budgets are prepared monthly, quarterly and yearly as per the requirement.

E). PURCHASE DEPARTMENT

All the purchases made by the mill are made through this department (except the raw

materials). This department manages the purchase of the following items:

New machinery

Dyes and Chemicals

Packing Materials

Capital Goods

Spare parts for all machines

F) ADMINSTRATION

The administration department ensures Office Establishment, Dispatch,

Transportation, and Records Leave & Insurance of the company. The main objectives of this

department are:

a. Office Establishmentb. Dispatchc. Transportationd. Recordse. Leavef. Insurance

G). FACTORY

The factory department ensures safety, security, and welfare of the workers of the company.

The main objectives of this department are:

To ensure safety and security of the staff and workers.

Disciplinary actions in regard to workers.

Recruitment of workers and allotment of departments.

To keep the record of the attendance of the staff members and the workers.

To prepare the statement of the salary and wages of the staff and the workers.

This department is also called the personnel department. It ensures the safety,

security and welfare of the staff and workers. It takes care of disciplinary actions and sports.

This department is further divided into following sections: -

a) Time Office: This section deals with recording of time of workers, staff

members and trainees with the help of numbered cards.

b) Safety Department: There are three safety officers in JCT. If an accident occurs

inside the plant then proper enquiry is done so that this

could be avoided in the future.

c) Security Department: This department makes all arrangements of security in

the factory.

d) Establishment: This department makes the records of wages and salaries of

staff and workers. Employees Staff Insurance Corporation

provides the staff member’s free medical services.

e) Welfare

f) Dispensary

ORGANISATIONAL CHART

Director Operations

Mr. Rajmohan Singh

Technical Production

Sr. VP (plant) -Mr. H.K Chopra

Inspection & Folding

DGM – Mr. H.S Dhillon

F& A

G.M – Mr. S. Maheshwari

HR

G.M – Mr. Rajesh Sharma

IT

G.M – Mr. R Bakshi

Marketing

V.P – Mr.Venkatesh C.

L & IR

DGM – Mr. Sukhjit Singh Jassar

Commercial

DGM – Mr. C.D Singh

Raw Material

DGM – Mr. Naresh Behl

R&D

G.M – P.K Chhabara

Retail Division

Sr. V.P(retail) – Mr. Rajmohan Singh

Administration

DGM – Mr. K.V Menon

SWOT ANALYSIS OF JCT

SWOT analysis is a strategic planning method used to evaluate the Strengths, Weaknesses,

Opportunities, and Threats involved in a project or in a business venture. It involves

specifying the objective of the business venture or project and identifying the internal and

external factors that are favorable and unfavorable to achieve that objective.

Strengths: attributes of the person or company that are helpful to achieving the

objective(s).

Weaknesses: attributes of the person or company that are harmful to achieving the

objective(s).

Opportunities: external conditions that are helpful to achieving the objective(s).

Threats: external conditions which could do damage to the objective(s).

STRENGHTS-

1. One of the oldest known fabric manufacturers

2. Good name in the market for superior stuff of cloth.

3. One of the biggest manufacturers of the widest range/ variety of cotton fabrics.

4. Acquisition of 9002 gave the company a new position.

5. Highly modern and sophisticated machines.

6. Competent and well disciplined staff.

7. No labour trouble.

8. Good network of loyal dealers.

9. Extensive use of computers in each and every department.

10. Company provides the maximum facilities to its employees.

WEEKNESS-

1. Do not manufacture high or premium quality fabrics.

2. Never advertised the acquisition of ISO 9002

3. No training is imparted to employees to progress further or to acquire position in an

organisation.

4. Not ready for deep penetration into the market.

5. Designing of cloth is not very good.

6. Overheads are high which leads towards the financial crisis.

7. Export division is centralised in Mumbai.

8. Lack of new and fresh skill.

9. Lack of team work.

10. Advertisement of its product as compared to other textile companies such as

Raymonds and Reliance is very less.

OPPORTUNITIES-

1. Vast market for value added products.

2. Bring into practise the new business policies and practises which are being used

elsewhere in the industry for better utilization of resources.

3. Prospects of export.

4. Should go directly to the end user through exclusive showrooms.

THREATS-

1. Heavy competition due to MNC.

2. Unsecured financial position.

3. Delay in implementation of any kind of assignment could prevent from keeping pace

with newer technology.

4. New blood/ competent person not ready to join the firm.

TRAINING AND DEVELOPMENT

In simple terms, training and development refers to the imparting of specific skills, abilities and knowledge to an employee.

……..It is any attempt to improve current or future employee performance by increasing an employee’s ability to perform through learning, usually by changing the employee’s attitude or increasing his or her skills and knowledge.

The need for training & development is determined by the employee’s performance deficiency, computed as follows:

Training & Development need = Standard performance – Actual performance

NEED FOR TRAINING AND DEVELOPMENT

In modern times, business environments are fast changing. The survival and success of business organisation depends upon its level of preparation to deal with emerging scenario. By constantly training and development its workforce from shop floor operations to senior managers so as to upgrade the knowledge and skills .By enhancing employees skills and knowledge level, a company also develops loyalty updating and commitment among them. To gain these returns, companies must be prepared to invest heavily in training.

In this present competitive and globalize economic environments, Successful candidates placed on the jobs need training to perform their duties effectively. Workers must be trained to operate machines, reduce scrap and avoid accidents. It is not only the workers who need training, supervisors managers and executives also need to be developed in order to enable them to grow and

Acquire maturity of thought and action. Training and development constitute an ongoing process in any organisation.

It is an attempt to improve current and future employees performance by increasing an employee‘s ability to perform through learning ,Usually by changing the employees attitude or increasing the skills and knowledge.

PRINCIPLES OF LEARNING-

Training by trail and error results in wastage of time, efforts and resources. Since training is a form of education some of the principles that emerge from learning theory can be logically

applied to training. Learning is the human process by which Skills, knowledge, habits and attitudes are acquired and utilised in such a way that behavior is modified.

The following Principles of learning should be satisfied by a good training program:-

1. Practice- Employees learn more fast when theory and practice go hand in hand. Employees under training should be given an opportunity to participate in actual work performance.

2. Active Process- the individual learn better when more of his senses are utilised in the efforts and he become more involved in the process of learning.

3. Guidance- Learning is more efficient if it is not by trail and error but by guiendence from expert. Guidance can speed the learning process and provide feedback as well.

4. Trainee Readiness- People who are not ready to learn will not learn. Consequently an effective training program must comprise individuals who are ready to learn the skill at hand. Determining trainee readiness involves examining certain important issues.

5. Motivation- Trainee must be motivated to improve his skills or knowledge by increased compensation, promotion, Recognition etc.

6. Relevance- Most trainees quickly develop perception about whether training is relevant. If trainee perceives that the instruction will actually help them on the job, they are much more likely to be receptive to the training. If they do not perceive they are more likely to demonstrate active or passive resistance in the training.

7. Reinforcement-Reinforcement is another critical principles of learning. It involves the process of providing financial rewards or non-financial incentives such as praise or recognition. Reinforcement can often encourage trainees to become more interested and involved in the training.

8. Standard of performance- standard of performance must be set for the learner. The standard provide goals and give a feeling of accomplishment when the employees achieve them.

9. Feedback-In order to understand the potentialities and limits of improvement of an employees the progress of his training must be received from time to time.Such feedback will be a valuable aid in adjusting training to the needs of the individual workers.

Any training and development program must contain inputs, which enable the participants to gain skills, learn theoretical concepts and help acquire vision to look into the distant future.

The inputs in Training and developments are as follows :-

SKILLS- A worker needs skills to operate machine and use other equipments with least damage and scrape. This is a basic skill without which the employees will not be able to function. Employees, particularly supervisors and executives need interpersonal skills popularly known as the people skills. Interpersonal skills are needed to understand one and others better, and act accordingly. Interpersonal skills include Listing, persuading and showing an understanding of others feelings.

EDUCATION:- The purpose of education is to teach theoretical concepts and develop a sense of reasoning and judgments. Any training and development program must contain an elements of education is well understood by HR specialist.

DEVELOPMENT

Development is an another components of training and development which is less skill oriented but stresses on knowledge. Knowledge about business environment, management principles and techniques, human relation specific industry analysis is useful for better management of a company.

The managements of any organisation expects the following from its managers when they are deputed to attend any training and development program:-

1. How do we make our managers self-starters? How do we imbibe them with a sense of commitment and motivation so that they become self-generating?

2. How do we make them subordinate their parochial, functional loyalties to the interests of the organisation as a whole?

3. How do we make them result-oriented? How do we help them see and internalize the difference between activity and results, and between efficiency and effectiveness?

4. How do we make them sensitive to the environment in which they function, both at the workplace and outside?

5. How do we make them aware of themselves- their potential and their limitations? How do we help them see themselves as others see them and accept this self-image as a prelude to change?

How do we teach them to communicate without filters, to see and feel points of view different from their own?

7. How do we help them understand power and thereby develop leadership styles which inspire and motivate others?

8. How do we instill a zest for excellence, a divine discontent, a nagging dissatisfaction with the status quo?

ADVANTAGE OF TRAINING AND DEVELOPMENT

Companies derive competitive advantage from training and development. Training and development programme, as was pointed out earlier, help remove performance deficiencies in employees.

This is particularly true when-

(i) the deficiency is caused by a lack of ability rather than a lack of motivation to perform,

(ii) the individual(s) involved have the aptitude and motivation need to learn to do the job better, and

(iii) supervisors and pe4ers are supportive of the desired behaviors.

There is greater stability, flexibility, and capacity for growth in an organisation. Training contributes to employee stability in at least two ways. Employees become efficient after undergoing training. Efficient employees contribute to the growth of the organisation. Growth renders stability to the workforce. Further, trained employees tend to stay with the organisation. They seldom leave the company. Training makes the employees versatile in operations. All rounder 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 minimised through training. Even dissatisfaction, complaints, absenteeism, and turnover can be reduced if employees are trained well.

Future needs of employees will be met through training and development programme. 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.

Objectives of training and development

1.Develop the competences of employees and improve their performance;

2.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;

3.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. Therefore;

Training process

Need assessment

Organization supportOrganizational analysisTask and KSA analysisPersonal analysis

Needs Assessment

Instructional objective Development of criteria

Selection and design of instructional programmes

Training

Use of Evaluation

Models

Training Validity

Transfer Validity

Intraorganis-ational validity

Interorganis-ational validity

Needs assessment diagnoses present problems and future challenges to be met through

training and development. Organizations spend vast sums of money (usually as a

percentage on turnover) on training and development. Before committing such huge

resources, organizations would do well to assess the training needs of their employees.

Organizations that implement training programmes without conducting needs assessment

may be making errors. For example, a needs assessment exercise might reveal that less

costly interventions (e.g. selection, compensation package, job redesign) could be used in

lieu of training.

Needs assessment occurs at two levels: group and individual. An individual obviously

needs training when his or her performance falls short of expectations. Performance

deficiency may be due to KSA deficiency, incongruence between performance and

reward, inadequate feedback or system obstacles. Where shortage in skills and abilities is

the cause for deficiency, training becomes necessary.

Assessment of training needs must also focus on anticipated skills of an employee.

Technology changes fast and new technology demands new skills. It is necessary that the

employee be trained to acquire new skills. This will help him/her to progress in his or her

career path. Training and development is essential to prepare the employee to handle

more challenging tasks. Deputation to a part-time MBA programme is ideal to train and

develop such employees.

Individuals may also require new skills because of possible job transfers. Although job

transfers are common as organizational personnel demands vary, they do not necessarily

require elaborate training efforts. Employees commonly require only an orientation to

new facilities and jobs. Recently, however, economic forces have necessitated significant

retraining efforts in order to assure continued employment for many individuals. Jobs

have disappeared as technology, foreign competition, and the forces of supply and

demand are changing the face of our industry.

Assessment of training needs occurs at the group level too. Any change in the

organization’s strategy necessitates training of groups of employees. For example, when

the organization decides to introduce a new line of products, sales personnel and

production workers have to be trained to produce, sell and service the new products.

Training can also be used when high scrap or accident rates, low morale and motivation,

or other problems are diagnosed.16 although training is not a cure-all, such undesirable

happenings reflect poorly-trained workforce.

Issues in Needs Assessment

Needs assessment, individual or group, should consider several issues as shown in Figure

above.

Organizational Support Needs assessment is likely to make inroads into organizational

life. The assessment tends to change patterns of behavior of employees. When the needs

assessment is carefully designed and supported by the firm, disruption is minimized and

co-operation is much more likely to occur. Obviously, the analyst needs to take steps to

work effectively with all parties and gain the trust and support of the participants in the

needs assessment.

Organizational Analysis Having obtained organizational support, the next step in the

needs assessment is an organizational analysis, which seeks to examine the goals of the

organization (short-term and long-term), and the trends that are likely to affect these

goals. The analyst needs to ask and answer the following questions:

• Is there a sufficient supply of people?

• How does the firm attract, retain and motivate diverse work force?

• How does the firm compete for individuals with the right skills, knowledge, abilities

and attitudes?

• How do employees make the firm competitive, domestically and internationally?

• Which are the target jobs that require training?

These issues enable the analyst identify skill gaps in people, which training seeks to fill.

Task and KSA Analysis In addition to obtaining organizational support and making

organizational analysis, it is necessary to assess and identify what tasks are needed on

each job and which knowledge, skills and abilities (KSAs) are necessary to perform these

tasks. This assessment helps prepare a blueprint that describes the KSAs to be achieved

upon completion of the training programme.

Person Analysis This analysis obviously targets individual employees. A very important

aspect of person analysis is to determine which necessary KSAs have already been learnt

by the prospective trainee so that precious training time is not wasted repeating what has

already been acquired. Also, employees who need to undergo training are identified at

this stage.

Benefits of Needs Assessment

Training programmes are designed to achieve specific goals that meet felt needs. There is

always the temptation to begin training without a thorough analysis of these needs.

Should this happen, the training programme becomes inappropriate and its administration

turns out to be perfunctory. There are other benefits of needs assessment:

1. Trainers may be informed about the broader needs of the trainees.

2. Trainers are able to pitch their course inputs closer to the specific needs of the

trainees.

3. Assessment makes training department more accountable and more clearly linked to

other human resource activities, which may make the training programme easier to sell to

line managers.

Consequences of Absence of Training Needs Assessment

The significance of needs assessment can be better understood by looking at the

consequences of inadequate or absence of needs assessment. Failure to conduct needs

assessment can contribute to:

• Loss of business

• Constraints on business development

• Higher labor turnover

• Poorer-quality applicants

• Increased overtime working

• Higher rates of pay, overtime premiums and supplements

• Higher recruitment costs, including advertising, time and incentives

• Greater pressure and stress on management and staff to provide cover

• Pressure on job-evaluation schemes, grading structures, payment systems and career

structures

• Additional retention costs in the form of flexible working time, job-sharing, part-time

working, shift-working, etc.

• Need for job redesign and revision of job specifications

• Undermining career paths and structures

• Higher training costs

Deriving Instructional Objectives

The next phase in the training process is to identify instructional objectives. Needs

assessment helps prepare a blueprint that describes the objectives to be achieved by the

trainee upon completion of the training programme. Instructional objectives provide the

input for designing the training programme as well as for the measures of success

(criteria) that would help assess effectiveness of the training programme.

Designing Training and Development Programme

Every training and development programme must address certain vital issues—(i) who

participates in the programme? (ii) Who are the trainers? (iii) What methods and

techniques are to be used for training? (iv) What should be the level of training? (v) What

learning principles are needed? (vi) Where is the programme conducted? (See Fig. 9.3).

Who are the Trainees? 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 their supervisors may effectively learn together about a new work process and their

respective roles.20 Bringing several target audience together can also facilitate 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. Immediate supervisors,

2. Co-workers, as in buddy systems,

3. Members of the HR staff,

4. Specialists in other parts of the company,

5. Outside consultants,

6. Industry associations, and

7. Faculty members at universities.

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 organisations generally maintain their own training

departments whose staff conducts the programmes. In addition, many companies arrange

basic-skills training for computer literacy.

Training methods

Training methods

On the job training Off the job training

Coaching

Job rotation

mentoring

Lectures/Conferences

Films

Simulation exercise

Cases

Experimental exercise

Vestibule training

Role playing

Management games

In basket exercise

On the Job Training

Coaching-

Coaching is one of the training methods, which is considered as a corrective method for inadequate performance. According to a survey conducted by International Coach Federation (ICF), more than 4,000 companies are using coach for their executives. These coaches are experts most of the time outside consultants. A coach is the best training plan for the CEO’s because

It is one to one interaction

It can be done at the convenience of CEO

It can be done on phone, meetings, through e-mails, chat

It provides an opportunity to receive feedback from an expert

It helps in identifying weaknesses and focus on the area that needs improvement. This

method best suits for the people at the top because if we see on emotional front, when

a person reaches the top, he gets lonely and it becomes difficult to find someone to

talk to. It helps in finding out the executive’s specific developmental needs. The needs

can be identified through 60 degree performance reviews. 

Mentoring-

Mentoring is an ongoing relationship that is developed between a senior and junior

employee. Mentoring provides guidance and clear understanding of how the organization

goes to achieve its vision and mission to the junior employee.

The meetings are not as structured and regular than in coaching. Executive mentoring is

generally done by someone inside the company. The executive can learn a lot from

mentoring. By dealing with diverse mentee’s, the executive is given the chance to grow

professionally by developing management skills and learning how to work with people

with diverse background, culture, and language and personality types. 

Executives also have mentors. In cases where the executive is new to the organization, a

senior executive could be assigned as a mentor to assist the new executive settled into his

role. Mentoring is one of the important methods for preparing them to be future

executives. This method allows the mentor to determine what is required to improve

mentee’s performance. Once the mentor identifies the problem, weakness, and the area

that needs to be worked upon, the mentor can advise relevant training. The mentor can

also provide opportunities to work on special processes and projects that require use of

proficiency.

Job rotation

For the executive, job rotation takes on different perspectives. The executive is usually

not simply going to another department. In some vertically integrated organizations, for

example, where the supplier is actually part of same organization or subsidiary.

 Job rotation might be to the supplier to see how the business operates from the supplier

point of view. Learning how the organization is perceived from the outside broadens the

executive’s outlook on the process of the organization. Or the rotation might be to a

foreign office to provide a global perspective.  For managers being developed for

executive roles, rotation to different functions in the company is regular carried out. This

approach allows the manger to operate in diverse roles and understand the different issues

that crop up.

If someone is to be a corporate leader, they must have this type of training. A recent

study indicated that the single most significant factor that leads to leader’s achievement

was the variety of experiences in different departments, business units, cities, and

countries. 

An organized and helpful way to develop talent for the management or executive

level of the organization is job rotation. It is the process of preparing employees at a

lower level to replace someone at the next higher level. It is generally done for the

designations that are crucial for the effective and efficient functioning of the organization.

Lectures/Conferences: - This approach is well adapted to convey specific information,

rules, procedures or methods. This method is useful, where the information is to be shared

among a large number of trainees. The cost per trainee is low in this method. 

Films: - can provide information & explicitly demonstrate skills that are not easily

presented by other techniques. Motion pictures are often used in conjunction with

Conference, discussions to clarify & amplify those points that the film emphasized.

Simulation Exercise: - Any training activity that explicitly places the trainee in an

artificial environment that closely mirrors actual working conditions can be considered a

Simulation. Simulation activities include case experiences, experiential exercises,

vestibule training, management games & role-play. 

Cases: - present an in depth description of a particular problem an employee might

encounter on the job. The employee attempts to find and analyze the problem, evaluate

alternative courses of action & decide what course of action would be most satisfactory.

Experiential Exercises: - are usually short, structured learning experiences where

individuals learn by doing. For instance, rather than talking about inter-personal conflicts

& how to deal with them, an experiential exercise could be used to create a conflict

situation where employees have to experience a conflict personally & work out its

solutions.

Vestibule Training: - Employees learn their jobs on the equipment they will be using,

but the training is conducted away from the actual work floor. While expensive, Vestibule

training allows employees to get a full feel for doing task without real world pressures.

Additionally, it minimizes the problem of transferring learning to the job.

Role-Play: - 

It’s just like acting out a given role as in a stage play. In this method of training, the

trainees are required to enact defined roles on the basis of oral or written description of a

particular situation. 

Off the job training

Management Games: - The game is devised on a model of a business situation. The

trainees are divided into groups who represent the management of competing companies.

They make decisions just like these are made in real-life situations. Decisions made by

the groups are evaluated & the likely implications of the decisions are fed back to the

groups. The game goes on in several rounds to take the time dimension into account. 

In-Basket Exercise: - Also known as In-tray method of training. The trainee is presented

with a pack of papers & files in a tray containing administrative problems & is asked to

take decisions on these problems & is asked to take decisions on these within a stipulated

time. The decisions taken by the trainees are compared with one another. The trainees are

provided feedback on their performance.

Conduct of Training A final consideration is where the training and development

programme is to be conducted. Actually, the decision comes down to the following

choices.

1. At the job itself.

2. On site but not the job—for example, in a training room in the company.

3. Off the site, such as in a university or college classroom, hotel, a resort, or a

conference centres. Typically, basic skills are taught at the job, and basic grammar skills

are taught on the site. Much of interpersonal and conceptual skills are learnt off the site.

What Should be the Level of Learning? 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 experi-

ence and improving skills that have already been developed. 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. Employee motivation,

2. Recognition of individual differences,

3. Practice opportunities,

4. Reinforcement,

5. Knowledge of results (feedback),

6. Goals,

7. Schedules of learning,

8. Meaning of material, and

9. Transfer of learning.

Motivation to learn is the basic requisite to make training and development programmes

effective. Motivation comes from awareness that training fetches some rise in status and

pay. Motivation alone is not enough. The individual must have the ability to learn. Ability

varies from individual to individual and this difference must be considered while

organizing training programmes.

Regardless of individual differences and whether a trainee is learning a new skill or

acquiring knowledge of a given topic, the trainee should be given the opportunity to

practice what is being taught. Practice is also essential after the individual has been

successfully trained.36 It is almost impossible to find a professional cricket player who

does not practice for several hours a day. Practice can be a form of positive reinforce-

ment.

Reinforcement may be understood as anything that (i) increases the strength of response

and (ii) tends to induce repetitions of the behavior that preceded the reinforcement.

Distinction may be made between positive reinforcement and negative reinforcement.

Positive reinforcement strengthens and increases behavior by the presentation of desirable

consequences. The reinforcement (event) consists of a positive experience for the

individual. In more general terms, we often say that positive reinforcement consists of

rewards for the individual and, when presented, contingent upon behavior, tends to

increase the probability that the behavior will be repeated. For example, if an employee

does something well and is complimented by the boss, the probability that the behavior

will be repeated will be strengthened. In negative reinforcement, the individual exhibits

the desired behavior to avoid something unpleasant. An example might by an employee

who does something to avoid incurring a reprimand from his or her boss. If an employee

who had the habit of coming late to work, assuming this as an unpleasant experience, the

employee might begin to come on time to avoid criticism. Thus, the effect of negative

reinforcement is avoidance of learning.

Knowledge of results is a necessary condition for learning. Feedback about the

performance will enable the learner to know where he or she stands and to initiate

corrective action if any deviation from the expected goal has taken place. There are

certain tasks for which such feedback is virtually mandatory for learning. A crane

operator, for example, would have trouble learning to manipulate the controls without

knowing how the crane responds to control actions.

Goal setting can also accelerate learning, particularly when it is accompanied by

knowledge of results. Individuals generally perform better and learn more quickly when

they have goals, particularly if the goals are specific and reasonably difficult. Goals that

are too difficult or too easy have little motivational value.37 Further, goals will have

better motivational value if the employee has a scope for participation in the goal-setting

process.

Probably one of the most well-established principles of learning is that distributed or

spaced learning is superior to continuous learning. This is true for both simple laboratory

tasks and for highly complex ones.

Schedules of learning involve (i) duration of practice sessions, (ii) duration of rest

sessions, and (iii) positioning of rest pauses. All the three must be carefully planned and

executed.

A definite relationship has been established between learning and meaningfulness of the

subject learnt. The more meaningful the material, the better the learning process.

What is learnt in training must be transferred to the job. The traditional approach to

transfer has been to maximize the identical elements between the training situation and

the actual job. This may be possible for training skills such as maintaining a cash register,

but not for teaching leadership or conceptual skills. Often, what is learned in a training

session faces resistance back at the job. Techniques for overcoming resistance include

creating positive expectations on the part of trainee’s supervisor, creating opportunities to

implement new behavior on the job, and ensuring that the behavior is reinforced when it

occurs. Commitment from the top management to the training programme also helps in

overcoming resistance to change.

Though, it is desirable that a training and development programme incorporates all these

principles, seldom is such a combination effected in practice.

Conduct of Training A final consideration is where the training and development

programme is to be conducted. Actually, the decision comes down to the following

choices.

1. At the job itself.

2. On site but not the job—for example, in a training room in the company.

3. Off the site, such as in a university or college classroom, hotel, a resort, or a

conference centres. Typically, basic skills are taught at the job, and basic grammar skills

are taught on the site. Much of interpersonal and conceptual skills are learnt off the site.

Implementation of the Training Programme

Once the training programme has been designed, it needs to be implemented.

Implementation is beset with certain problems. In the first place, most managers are

action-oriented and frequently say they are too busy to engage in training efforts.

Secondly, availability of trainers is a problem. In addition to possessing communication

skills, the trainers must know the company’s philosophy, its objectives, its formal and

informal organizations, and the goals of the training programme. Training and

development requires a higher degree of creativity than, perhaps, any other personnel

speciality.

Scheduling training around the present work is another problem. How to schedule

training without disrupting the regular work? There is also the problem of record keeping

about the performance of a trainee during his or her training period. This information may

be useful to evaluate the progress of the trainee in the company.

Programme implementation involves action on the following lines:

1. Deciding the location and organizing training and other facilities.

2. Scheduling the training programme.

3. Conducting the programme.

4. Monitoring the progress of trainees.

Evaluation of the Programme

The last stage in the training and development process is the evaluation of results. Since

huge sums of money are spent on training and development, how far the programme has

been useful must be judged/determined. Evaluation helps determine the results of the

training and development programme. In practice, however, firms either overlook or lack

facilities for evaluation.

Need for Evaluation The main objective of evaluating the training programmes is to

determine if they are accomplishing specific training objectives, that is, correcting

performance deficiencies. A second reason for evaluation is to ensure that any changes in

trainee capabilities are due to the training programme and not due to any other conditions.

Training programmes should be evaluated to determine their cost effectiveness.

Evaluation is useful to explain programme failure, should it occur. Finally, credibility of

training and development is greatly enhanced when it is proved that the firm has benefited

tangibly from it.

Principles of Evaluation Evaluation of the training programme must be based on the

following principles.

1. Evaluation specialist must be clear about the goals and purposes of evaluation.

2. Evaluation must be continuous.

3. Evaluation must be specific.

4. Evaluation must provide the means and focus for trainers to be able to appraise

themselves, their practices, and their products.

5. Evaluation must be based on objective methods and standards.

6. Realistic target dates must be set for each phase of the evaluation process. A sense of

urgency must be developed, but deadlines that are unreasonably high will result in poor

evaluation.

Criteria for Evaluation The last column in Figure showing training process contains a

number of potential goals.

1. Training validity: Did the trainees learn during training?

2. Transfer validity: What has been learnt in training, has it been transferred on the job?

Has it enhanced performance in the work place?

3. Intra-organizational validity: Is performance of the new group of trainees, for which

the training programme was developed, consistent with the performance of the original

training group?

4. Inter-organizational validity: Can a training programme validated in one firm be used

successfully in another company?

These questions often result in different evaluation techniques.

Techniques of Evaluation Several techniques of evaluation are being used in firms. It

may be stated that the usefulness of the methods is inversely proportional to the ease with

which the evaluation can be done.

One approach towards evaluation is to use experimental and control groups. Each

group is randomly selected, one to receive training (experimental) and the other not to

receive training (control). The random selection helps to assure the formation of groups

quite similar to each other. Measures are taken of the relevant indicators of success (e.g.

words typed per minute, quality pieces produced per hour, wires attached per minute)

before and after training for both groups. If the gains demonstrated by the experimental

groups are better than those by the control group, the training programme is labelled as

successful.

Another method of training evaluation involves longitudinal or time-series analysis.

Measurements are taken before the programme begins and are continued during and after

the programme is completed. These results are plotted on a graph to determine whether

changes have occurred and remain as a result of the training effort. To further validate

that change has occurred as a result of training and not due to some other variable, a

control group may be included.

One simple method of evaluation is to send a questionnaire to the trainees after the

completion of the programme to obtain their opinions about the programme’s worth.

Their opinions could also be obtained through interviews. A variation of this method is to

measure the knowledge and/or skills that employees possess at the commencement and

completion of training. If the measurement reveals that the results after training are

satisfactory, then the training may be taken as successful.

In order to conduct a thorough evaluation of a training programme, it is important to

assess the costs and benefits associated with the programme. This is a difficult task, but is

useful in convincing the management about the usefulness of training.

Some of the costs that should be measured for a training programme include needs

assessment costs, salaries of training department staff, purchase of equipment (computers,

videos, and handouts), programme development costs, evaluation costs, trainers’ costs,

rental facilities and trainee wages during the training period.

The benefits to be compared with the cost are rupee payback associated with the

improvement in trainees’ performance, their behavioral change, and the longevity of the

period during which the benefits would last.

Levels of Evaluation

Evaluation of training by using any or all of the above techniques, can take place at four

levels: reaction, learning, behavior, and results.

As shown in Figure below, the four levels of training form a hierarchy, meaning that

lower levels are prerequisites for higher levels. In other words, if one of the lower-level

measures is not affected, then those measures that follow it will not be affected as well.

Reaction measures whether the employees appreciated the training and the facilities—it is

usually measured by a questionnaire. Learning measures whether the employees know

more than they did prior to undergoing training. Series of tests help identify learning.

Behavior measures what employees do on the job after the training. Behavioral impact is

measured through performance appraisal. Evaluation of results looks at the overall

outcomes of the training and the impact that the training has on productivity, efficiency,

quality, customer service or any other dimension. This can be measured by sales figures,

production, consumer survey, or any other means that correspond to the firm’s

performance measures.

Closed-loop System

Referring to Figure above, it may be observed that the model suggests that a training

programmed should be a closed-loop system in which the evaluation process provides for

continual modification of the programme. The information may become available at

several stages in the evaluation process. For example, an effective monitoring programme

might show that the training programme has not been implemented as originally planned.

Did the trainees like the program, the trainer the facilities?

Do they think the course was useful?

What improvements can they suggest?

To what extent do the trainees have greater knowledge or skill after the training program than they did before?

Are the trainees behaving differently after training?

Are they using the skills and knowledge they learned during the training?

Is the organization or the unit better after the training?

Level Questions being asked Measures

Reaction

Learning

Behavior

Result

Questionnaires

Written tests, performance test.

Performance appraisals by superiors peers clients, subordinates

Accidents, quality, productivity, turnover, morale, costs, profits.

In other instances, different conclusions might be supported by comparing data obtained

from the evaluation of training. In addition, even when the training programme achieves

its stated objectives, there are always developments that can affect the programme,

including the new training techniques or characteristics of trainees. Obviously, the

development of training programmes needs to be viewed as a continuously evolving

process.

IMPEDIMENTS TO EFFECTIVE TRAINING

There are many impediments which can make a training programme ineffective.

Following are the major hindrances:

Management Commitment is Lacking and Uneven Most companies do not spend

money on training. Those that do, tend to concentrate on managers, technicians and

professionals. The rank-and-file workers are ignored. This must change, for, as a result of

rapid technological change, combined with new approaches to organisational design and

production management, workers are required to learn three types of new skills: (i) the

ability to use technology, (ii) the ability to maintain it, and (iii) the ability to diagnose

system problems. In an increasingly competitive environment, the ability to implement

rapid changes in products and technologies is often essential for economic viability.

Aggregate Spending on Training is Inadequate Companies spend minuscule

proportions of their revenues on training. Worse still, budget allocation to training is the

first item to be cut when a company faces a financial crunch.

Educational Institutions Award Degrees but Graduates Lack Skills This is the reason

why business must spend vast sums of money to train workers in basic skills.

Organizations also need to train employees in multiple skills. Managers, particularly at

the middle level, need to be retrained in team-playing skills, entrepreneurship skills,

leadership skills and customer-orientation skills.

Large-scale Poaching of Trained Workers Trained work force is in great demand.

Unlike Ger-/many, where local business groups pressure companies not to poach on

another company’s employees, there is no such system in our country. Companies in our

country, however, insist on employees to sign ‘bonds of tenure’ before sending them for

training, particularly before deputing them to undergo training in foreign countries. Such

bonds are not effective as the employees or the poachers are prepared to pay the

stipulated amounts as compensation when the bonds are breached.

No Help to Workers Displaced because of Downsizing Organizations are downsizing

and de-layering in order to trim their work forces. The government should set apart

certain fund from the National Renewal Fund for the purpose of retraining and

rehabilitating displaced workers.

Employers and B Schools Must Develop Closer Ties B Schools are often seen as not

responding to labor-market demands. Business is seen as not communicating its demands

to B Schools. This must change. Businessmen must sit with Deans and structure the

courses that would serve the purpose of business better.

Organized Labor can Help Organized labor can play a positive role in imparting

training to workers. Major trade unions in our country seem to be busy in attending to

mundane issues such as bonus, wage revision, settlement of disputes, and the like. They

have little time in imparting training to their members.

TO MAKE TRAINING EFFECTIVE?

Action on the following lines needs to be initiated to make training practices effective:

1. Ensure that the management commits itself to allocate major resources and adequate

time to training. This is what high-performing organizations do. For example, Xerox

Corporation, in the US invests about $ 300 million annually, or about 2.5 per cent of its

revenue on training. Similarly, Hewlett-Packard spends about five per cent of its annual

revenue to train its 87,000 workers. (See also opening vignettes)

2. Ensure that training contributes to competitive strategies of the firm. Different

strategies need different HR skills for implementation. Let training help employees at all

levels acquire the needed skills.

3. Ensure that a comprehensive and systematic approach to training exists, and training

and retraining are done at all levels on a continuous and ongoing basis.

4. Make learning one of the fundamental values of the company. Let this philosophy

percolate down to all employees in the company.

5. Ensure that there is proper linkage among organizational, operational and individual

training needs.

6. Create a system to evaluate the effectiveness of training. (Evaluation of training has

been discussed above.)

Training process at JCT

JCT Phagwara has a very systematic process of imparting training to its employees. The

training system is ISO9001 certified system and all the work is done through documentation

to keep a record for the audit.

First of all a yearly Training Calendar is made which consists of the training activities for the

year. (Form no. 1)

The training calendar consists of different schedule for technical and behavioural aspects of

the employee.

The HR managers send the format of training requirements to the HODs. The topics of

training are wither identified by the HR managers of are suggested by the HODs.(Form no. 2)

The behavioural training is given according to the individual’s requirement e.g. Team work,

relationship building etc. the technical trainings is imparted department wise to groups of

employees. There is one behavioural training session per month. The technical trainings have

no fixed number as they are imparted as per requirement. They have to go on all year round.

For e.g. - the ISO9001 certification training. They have to be carried out throughout the year.

As these trainings consists of technical and learning aspects, they have to be carried on again

and again for the employee to retain and understand them.

After sending the Training Requirement format, it is seen that weather the training

requirement could be fulfilled internally of external help is required. In case external help is

required, experts of the field are called and training is given.

For internal trainings purpose there is a system of “Nukkar meetings”. From every

department the workers are identified who are capable of providing training to their co-

workers. They are first trained and then they train their co workers On The Job. For keeping a

record of Nukkar meetings, attendance sheets are given so that it could be checked that the

training process is going on regularly and employees are attending them. (Form no. 3)

Now for the execution of training programs, before every training program a notice is passed

to the HOD regarding the time, place and full schedule of the training program.(form no. 4)

On the scheduled date the employees are gathered at the venue of the program. The

attendance sheet is filled in the starting. (Form no. 3)

At the end of the session, feedback form is filled by the employees. These feedback forms are

then sent to the HODs of the respective departments. There is a column of HOD feedback on

every feedback form. The HOD studies the form and sees weather the employee has learned

something from the training session or not. If he feels yes the training session was useful for

the employee, he writes the same in the HOD feedback column. And if he found that the

employee needs to be taught again, he writes the same and the employee is given the same

training again. (Form no. 5)

All the record of the training program that an employee has attended is kept by the

department. (Form no. 6)

PERSONAL INTERVIEW

For the purpose of selecting the topic for the training project, we conducted a personal

interview with Ms. Himali Gupta, Officer HR, to know on what issue we could help the

company to solve that issue and choose a training project topic which is yet not covered by

other trainees in the company.

Ques. 1- what are the key functions of HR department of your firm-

Ans.- The main functions are-

Recruitment

Training

Performance appraisal

ISO 9001, ISO 14001, SA 8000 Compliances.

Induction and joining of new employees.

Ques. 2- What are the key issues you think your firm need to focus on?

Ans.- To make training evaluation system more effective.

Ques. 3- Are there any areas which are yet to be covered by your department?

Ans. – To make our Performance appraisal system KRA based.

Ques. 4- Which all problems/ issues you need to solve urgently?

Ans.- The problem of Training evaluation system.

TITLE-

Improvement in Evaluation System of Trainings at JCT Fabrics.

OBJECTIVES-

To study the present training and development system at JCT.

To draft an effective Evaluation System for training and

development.

EVALUATION SYSTEM

Under the guidance of Ms. Himali gupta, Mr. Rajesh Sharma, and Mr. B.H Khan, we drafted

an Evaluation system for the training and development system which almost covered the

loopholes in the existing evaluation system.

This system is based on the four step approach stated earlier, i.e Reaction, Learning,

Behaviour and Result.

We drafted “Two Stage Evaluation Process”. This is done by combining the first two stages

that are, Reaction and learning, and behaviour and result. This is done in order to save

time and make a quick evaluation process so that the improvements and feedbacks could be

done faster.

The Evaluation Form No.1 would be filled by the trainees attending the training

program. The main aims to get this form filled is -

To note the reaction of the trainee toward the training program that weather he is

understanding or not and does he consider it useful or not and also to know the scope

of improvement in the program.

To know what the trainee has learned through the program and how will he

implement it in his job.

The Evaluation Form No.2 is to be filled after few days, weeks or a month after the

training program by the HODs. The main aims to get this form filled is –

To see what changes are there in the behaviour, pattern of work, in terms of overall

quality improvement of the work.

To see what the company or the department has gained through the above changes.

JCT TRAINING EVALUATION FORM NO.-1

Topic…………………………………………. Date…………….. Time……………..

Venue……………............ Department…………………… Faculty…………………..

1. How was the training program/ session on following parameters? Please rate the program on the scale of 1-5.

1 2 3 4 5

Un-Satisfactory Satisfactory Good Very Good Excellent

(i) Explanation of the concept (vi) Time utilization

(ii) Understanding of concept (vii) Venue

(iii) Relevance with respect to job (viii) Faculty

(iv) Usefulness in job (ix) Mode of Training

(v) Language

2. What improvements do you suggest in the program?

………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

3. What main points/ learning have you gained through the program? Write in brief.

………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

4. How will you implement the learning of this program in your job? Write in brief.

………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

JCT TRAINING EVALUATION FORM NO.-2

Topic…………………………………………. Date…………….. Time……………..

Venue……………............ Department…………………… Faculty…………………..

1. Are the employees using the knowledge and skills they have gained through the recent training program given to them?

Highly disatisfactory Disatisfactory Neutral satisfactory Highly satisfactory

I--------------------I--------------------I--------------------I--------------------I

2. Are they working differently than before?

YES NO

If YES than-

More efficiently Less efficiently Not much difference

3. Do you think the training program or some aspects of the training program are needed to be repeated/ improved?

YES NO

If YES, specify-

……………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

4. Has the productivity or output of work increased since the last training session?

Highly disatisfactory Disatisfactory Neutral satisfactory Highly satisfactory

I--------------------I--------------------I--------------------I--------------------I

5. Has the quality of work increased?

Highly disatisfactory Disatisfactory Neutral satisfactory Highly satisfactory

I--------------------I--------------------I--------------------I--------------------I

6. Has the following reduced by imparting training?

(i) Labour/ employee turnover YES Somewhat NO

(ii) Costs YES Somewhat NO

(iii) Absenteeism YES Somewhat NO

(iv) Grievances YES Somewhat NO

(v) Accidents YES Somewhat NO

7. Has the profits of your department increased?

YES NO

APPENDIX

Form no. 1JCT LIMTED, PHAGWARA

HUMAN RESOURCES DEPTT.

ANNUAL TRAINING CALENDAR YEAR : _________

S.NO.

PROGRAMTITLE

APR

MAY

JUN

JUL

AUG.

SEP.

OCT.

NOV.

DEC.

JAN.

FEB.

MAR.

123456789101112

HEAD [HRS]

DOC.NO.: HRS-F-02 REVISION: 00 DATE: MAR. 01, 03 PAGE: 1 OF 1

LEGEND:

Training Planned Training Executed

Form no. 2JCT LIMTED, PHAGWARA

HUMAN RESOURCES DEPTT.

STAFF TRAINING NEED IDENTIFICATION FORMAT

DEPARTMENT:

DATE:-_______________

SECTION :

SR.NO.

NAME OF EMPLOYEE

DESIGNATION TRAINING NEED IDENTIFIED REMARKS IF ANY

SECTIONAL HEAD :

FUNCTIONAL HEAD :

HEAD [HR]

DOC.NO.: HRS-F-01 REVISION: 01 DATE: MAY 28, 04 PAGE: 1 OF 1

Form no.4JCT LIMITED - PHAGWARA

HUMAN RESOURCES DEPTT.

TRAINING ATTENDANCE SHEET

1. NAME OF TRAINING PROGRAMME:_______________________________________________________

2. FACULTY :____________________________________________________________________________

3. DATE________________________ DURATION:________________________

S.NO. NAME CARD NO./TICKET NO.

DESIGNATION SHIFT DEPTT. SECTION SIGNATURE

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

DOC.NO:HRS-F-04 REVISION: 00 DATE: MAR. 01, 03 PAGE: 1 OF 1

Form no. 5JCT LIMITED – PHAGWARA

HUMAN RESOURCES DEPTT.

TRAINING SCHEDULE

HRS/TRG- DATE:________

CIRCULAR No.:________

ALL CONCERNED HOD’s

TITLE :

DAY :

DATE :

TIME :

VENUE :

FACILITATOR :

Who should Attend ?

HEAD [HRS]

Cc: Unit Head.Cc: Head [Plant]Cc: Head [L&IR] / Head [Admn.] DOC.NO.:HRS-F-03 REVISION: 00 DATE: MAR. 01, 03 PAGE: 1 OF 1

JCT LIMITED – PHAGWARA

HUMAN RESOURCES DEPARTMENT

TRAINING PROGRAM FEEDBACK-CUM-EVALUATION FORMAT

DATE:_____________

TRAINING PROGRAM TITLE:___________________________________________________

FACULTY:___________________________________________________________________

1. Please mention the expectations you had from this Program.

2. Did the Training Programme meet your expectations. Yes/Partially/No

3. Please rate the program on 1-5 Scale.

1 2 3 4 5Un-Satisfactory Satisfactory Good Very Good Excellent

RATING [a] Content Coverage

[b] Methodology & Training Aids:

[c] Relevance to the Work Area:

[d] Time Utilization:

4. Please give suggestions for improvement:

SIGNATURE :__________________________NAME :__________________________DESIGNATION :__________________________DEPARTMENT :__________________________

TRAINING EFFECTIVENESS EVALUATION____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

HEAD OF THE DEPTT.

DOC.NO.: HRS-F-05 REVISION:00 DATE: MAR. 01, 03 PAGE: 1 OF 1

JCT LIMTED, PHAGWARA

HUMAN RESOURCES DEPARTMENT

EMPLOYEE TRAINING RECORD CARD

R.NO./CARD NO NAME OF EMPLOYEE DESIGNATION DEPARTMENT

IN-HOUSE TRAINING

DATE DURATION TITLE FACULTY

EXTERNAL TRAINING

DATE DURATION TITLE VENUE FACULTY

HEAD [HR]

DOC.NO.: HRS-F-07 REVISION NO.: 00 DATE: MAR. 01, 03 PAGE NO.: 1 0F 1

JCT LIMTED, PHAGWARA

HUMAN RESOURCES DEPARTMENT

WORKER TRAINING PROGRAM FEEDBACK-CUM-EVALUATION FORMAT

1. Training Program Title :

2. Faculty :

3. Date :

4. Duration :

5. No. of Participants :

6. A] GENERAL FEEDBACK OF THE PARTICIPANTS INCLUDING THEIR SUGGESTIONS AS

CONVYED TO THE FACULTY:

B] SUGGESTIONS BY THE FACULTY :

SIGNATURE OF THE FACULTY

TRAINING EFFECTIVENESS EVALUATION____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

_____________________________________________________________________________________________________________________________________

HEAD OF THE DEPTT.

DOC.NO.: HRS-F-06 REVISION NO.: 00 DATE: MAR. 01, 03 PAGE NO.: 1 0F 1