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PROJECT ON

CRITICAL SKILL MAPPING OF EMPLOYEES BASED

ON FOUR-QUADRANT MODEL

1
 OBJECTIVE

Setting an Objective is the first and one of the most important stages of any report. This is
because poorly defined problem will not yield useful results and causes confusion. The
aim of our study is to “study and analyze the Debt and Capital Structure of Orient Paper
and Industries Ltd. and find out its financial strengths and weaknesses”.

The objectives of our study are:

 Critical skill mapping of employees of operation of ‘G’ Blast Furnace.

 Preparation of quadrant chart for every employee working in operation section

 Analysis of quadrant chart

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 COMPANY
PROFILE

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3
 TATA STEEL- AN INTRODUCTION

FOUNDER: JAMSHETJI NUSSERWANJI TATA

(1839-1904)

Jamshetji Nusserwanji Tata ranks among the greatest visionaries of industrial

enterprise of all time. Gifted with the most extraordinary imagination and prescience he
laid the foundations of Indian industry, contributed to its consolidation and became a key
figure in India’s industrial renaissance. Born on 3rd March 1839, in a family descended
from Parsi priests in Navsari, a centre for age-old Parsi culture, he was educated in
Elphinstone College, Bombay.

Initiated early into the techniques of trade by his father, he traveled wide, gained a
scientific outlook and first set up textile business in India, introducing new machinery
that vastly improved the production of cotton yarn in the country. He however realized
that India’s real freedom depend upon her self-sufficiency in scientific knowledge, power
and steel and thus devoted the major parts of his life and fortune to three great
enterprises- Indian Institute of Science at Bangalore, Hydro-electric schemes and the iron
and steel work at Jamshedpur.

Wealth to him was not the end, but the means to an end- the increased prosperity
of India. His attitude to labour was remarkably ahead of his times, constantly reinforcing
the norms that the success of the industry depended upon sound and straightforward
business principles, the interest of the shareholders, the health and welfare of the
employees. As early as 1892, he established J.N. Tata endowment for higher education
abroad of outstanding Indian students.

A pioneer in town planning, he was mainly responsible for modernizing Bombay;

he envisaged and conceived a steel town to the very last detail, the town that was later to
be named Jamshedpur after him.

The first stake for the steel plant was driven on a forest-covered plateau in Sakchi
th
on 27 February 1908. The dream had come alive, but the dreamer himself was no more
for. Jamshetji had died at Nauheim in Germany in 1904 after his successors to preserve
the family name. His spirit continued to inspire his sons to carry their father’s dreams to
fruition well after his death.

He is one of the most widely traveled Indians of his time, said to possess
knowledge that was encyclopedia. Not only did he have a great love for it, he also had a
passion to impart it to others, for, as early as 1892, he established the J.N. Tata
endowment for higher education abroad of outstanding Indian students.
4
 Jamshetji Tata won himself an enduring place in India’s history with his unique
courage, commitment and vision.

TATA STEEL was established in 1907 by its founder JN Tata, Asia’s first and
India’s largest integrated private sector steel company. The company’s four- phase
modernization programme has enabled it to acquire the most modern steel making
facilities in the world. The highly productive blast furnaces along with the LD converters
and its downstream continuous casting facilities provide a distinct edge that will enable
Tata Steel to achieve its vision of becoming the world’s lowest cost producer of steel.
The coke ovens with stamp charging technology have helped it to produce coke at the
least cost in the world and drastically reduce wastage and also emission of pollutants.

As Tata Steel commissioned its 1.2 million tonne cold rolling mill complex at
‘Global Speed and Cost’ in April 2000 it re-christened the future as ‘Steelennium’
reiterated its belief in- “Steel is the essence of life”. The tie-up with Nippon Steel
Posdata, Flour Daniel etc. To establish the mill is a reaffirmation of the immense faith
that the international partners repose in Tata Steel. The fifth phase of the modernization
programme launched recently seeks to leverage the intellectual capabilities of the
employees. Thus Tata Steel by better knowledge management initiatives hopes to shift
focus of its employees from creating new physical assets to utilizing them with ingenuity
and a sturdy business sense.

As a web enabled enterprise, Tata Steel is rapidly linking up with its customers
and suppliers. The implementation of SAP, an enterprise resource planning software
package, has changed the process of conducting the business. It will ensure better
customer order management and fulfillment.

5
 At Tata Steel the internet is the opportunity to enhance productivity and improve
business effectiveness. This is being done through robust B2B market places and has,
among others, created one for Steel, jointly with SAIL and Kalyani Steels.

The company’s community based activities far exceed its business mandate. Its
numerous socially responsible activities are aimed at those living in and around the
vicinity of its area of operations, including the ore mines and collieries. The company’s
community development and social welfare, rural and tribal services, centre for family
initiatives and sports departments run programmes, which are designed to improve the
living conditions of the socially and economically under privileged. The initiatives taken
by the company are self-sustaining and involve the maximum participation of the total
population.

The balance between growth and sustainable development of the environment at

the Tata Steel is manifest in ISO-14000 certification to the four critical units of the
company- the Sukinda Chromite Mines, Noramundi and Joda Iron Ore Mines and West
Bokaro Collieries and the steel works in division.

Envisioned by the great patriot, Jamshetji Nusserwanji Tata, founded in 1907,

Tata Steel has played a pioneering role in integrating sound professional business practice
with exemplary corporate citizenship programmes in India.

The company’s steel works, located in Jamshedpur is Asia’s first and the largest
integrated private sector steel plant in the country. Set up with an initial capacity of 200-
tonne blast furnaces, four 4- tonne steam driven blooming mills and a rail and structural
mill, it is now a state-of-the-art plant with a rated capacity of 3 million tones of crude
steel. At present it produces steel mainly in the form of flats, wire rods and bars. In
addition to steel, the company is in the business of diverse products, such as bearings,
capital steel plant equipment and spares, cement, tubes etc. The captive mines and
collieries located mainly in Bihar and Orissa, supply the finest grades of feedstock to the
steel plant. Customer satisfaction of Tata Steel begins with raw material preparations and
is meticulously interlinked by a quality chain at every stage of its operations. The
ongoing fourth phase of modernization programme and the 1.2 million tonne world class
cold rolling mill project, scheduled to be completed by June 2000 will add value to the
present product mix, strengthen market leadership and enable it to penetrate new markets
by constantly upgrading, improving and fine tuning its marketing, sales global network,
Tata Steel strives to meet its customer requirements and expectations, in the country and
overseas.

Its sales of product and services stood at Rs.64, 334.9 million in 1997-98. The
total export turnover, in spite of the financial crisis in South East Asia and sluggish
demand in national as well as international market, at Rs.7, 220 million was higher by 9%
than the previous year.

For a company fully “mindful of its social responsibilities” the universe of

stakeholders extends beyond the realm of customers, shareholders and employees. In tune

6
with the vision of its founder, Tata Steel is a role model in fulfilling corporate social
responsibilities. Tata Steel is also committed to sustainable development and recognizes
the need to pursue progressive environment management policies to preserve ecological
balance and biodiversity in areas in the vicinity of its operations. A recent and unique
initiative in this direction was the launch of the green millennium countdown programme,
which seeks to ensure that a million healthy new trees survive in the next millennium by
planting 1000 trees each for the next 1000 days.

The quest for scaling new heights of excellence in the area of its key business
responsibilities has yielded rich dividends for Tata Steel. The National Energy
Conservation Award from the Ministry of Steel, CSI National Award for best usage of
information technology, SAIL Gold Medal, Coal India Productivity Award. The
Economic Times outstanding corporate citizen, etc point in this direction. Over the years
the company has transited seamlessly as a globally competitive enterprise by a constantly
benchmarking against the best operating practices, adopting cutting-edge technologies
and implementing modern and innovative management practices. More recently Tata
Steel has sought to accelerate the pace of transformation through the ‘TOP’ (Total
Operating Programme) which recognizes and addresses the attributes of judicious
anticipation of rapid adaptability to market forces in the emerging ‘connected’ economy.

Mission

Consistent with the vision and values of the founder Jamshetji Tata, Tata Steel
strives to strengthen India’s industrial base through the effective utilization of men and
matters. The means envisaged to achieve this are high technology and productivity
consistent with modern management practices.

Tata Steel recognizes that while honesty and integrity are the essential ingredients
of a strong and stable enterprise and profitability provides the main spark for economic
activity.

Overall, the company seeks to scale the heights of excellence in all that it does in
an atmosphere free from fear and thereby reaffirms its faith in democratic values.

Values

1. Respect for individuals

2. Integrity
3. Credibility
4. Trusteeship
5. Excellence

7
 HR POLICY OF TATA STEEL

Tata Steel recognizes that its people are the primary source of its competitiveness.
It is committed to equal employment opportunities for attracting the best available talent
and ensuring cosmopolitan workforce.

It will pursue management practices designed to enrich the quality of life of its
employees, develop their potential and maximize their productivity.

It will aim at ensuring transparency, fairness and equity in all its dealing with its
employees. Tata Steel strives continuously to foster a climate of openness, mental trust
and team work.

HR GUIDING PRINCIPLE

The focus of Human Resources Management will be to give Tata Steel a

competitive advantage by strengthening its position through various HR systems and
interventions. All efforts would be aimed at maximizing the contribution of employees
and directing them towards the achievement of organizational goals.

HR STRATEGIES

 Rightsizing the organization

 Continuous training & development of all employees for performance
effectiveness
 Enhancing flexibility & versatility of manpower
 Maintaining & promoting harmonious employee relation
 Selection, retention & career advancement of human capital
 Relying on performance based reward system
 Continuous improvement of processes for greater responsiveness

8
 ‘G’ BLAST FURNACE PROFILE

‘G’ blast Furnace department is a part of coke, sinter and iron group of newly
formed RM & IM cost center. It is located within the works area of the Tata Iron & Steel
Company Ltd, Jamshedpur.

PRODUCT AND/OR SERVICE AND DELIVERY

‘G’ Blast Furnace produces hot metal, which is primary input for steel making at
LD#2 and slab caster. There are two by-products--- slag and BF gas, which are generated
in the process of hot metal making, are also reused. The slag which comes out with hot
metals is granulated at ‘G’ Blast Furnace and sent to slag granulation and drying plant.
The dried granulated slag serves as input for cement making at Lafarge India Ltd. The BF
gas generated in the process is used as fuel in the works division. Thus the process not
only helps in maintaining the environment but also results in cost saving to the company.

The hot metal is delivered to the internal customer, LD#2 and slab caster through
track mounted torpedo ladles of 200 tones capacity. The granulated slag is sent to slag
granulation and drying plant by belt conveyer. The BF gas generated in the process is
cleaned and sent to gas ring main for distribution in the works division.

TECHNOLOGIES, EQUIPMENT AND FACILITIES

9
 The ‘G’ Blast Furnace was originally designed by Itliampianti, for M/s S.N.
Portugal. It was not uncrated in Portugal because of EE restrictions and subsequently
bought ‘second hand’ by Tata Steel. ‘g’ blast furnace was set with a part of
modernization phase-111 and commissioned in the year 1992. Construction was started
on 6th December 1989 and the furnace was blown on 18th November 1992. Its main
features after upgradation in 2005 are as follows:

Production capacity 1.8mt p.a

Designed capacity 1.8 mt p.a
Hearth dia 11050 mm
Working volume 2308 m3
Iron notches 2
Tuyeres 30
Charging system Paul Wurth Bell less top
Furnace top pressure 1.5
Coal injection 160 T/ 180 T

REGULATORY ENVIRONMENT

‘G’ blast furnace is governed buy the Central and State Pollution Control Board
requirement and the department proactively fulfills all the regulatory requirements. The
department is accredited with ISO 14001-certification for sound environmental
management system. Under this department all the legal/ statutory requirements related to
pollution control, waste disposal and safety are met.

The department has a dedicated team to monitor and improve safety, health and
environmental processes with the support of central team. A safety, health and
environmental committee have been constituted at the department level, which ensures
implementation of all statutory and non-statutory needs. ‘G’ blast furnace adheres to all
the financial disciplines and prescribed under various acts, such as income tax, sales tax
etc. all employees have voluntarily sign the Tata code of conduct, emphasizing corporate
ethical behavior. Apart from this the department also has an annual safety plan and
environment plan which forms the part of this AOP document to address issues involving
safety and occupational health needs.

KEY CUSTOMER AND ITS REQUIREMENTS

There is only one key customer who ‘G’ Blast Furnace serves- LD #2 & slab
caster. The customer is captured through the established system of Memorandum of
Understanding (MOU). The performance against these requirements is reviewed on the
monthly basis. The relevant MOUs are part of this AOP document apart from the MOU
parameters certain basic requirements are enumerated below:

10
REQUIREMENTS:
According to the technical delivery conditions as enumerated in the process chart for the
specification with regard to hot metal composition and other parameters.

EMPLOYEE PROFILE:
‘G’ Blast Furnace has skilled and technically competent and committed work force of
261 personnel (as on 18.07.2007). These are classified as officers and non-officers. The
category wise/section wise strength of the department is given below:

Section Officers Supervisors Workers Total

Establishment 2 0 0 2
Operation 6 28 60 94
Mechanical 2 15 56 73
IEM 3 30 21 54
RMHS 1 4 0 5
Supply Chain 1 0 0 1
HR/IR 1 0 0 1
Training 1 1 0 2
Office 0 2 0 2
Check-house 0 3 0 3
Total 17 83 137 237

Minimum qualification and experience for each position up to the officer is defined and
persons are selected based on selection criteria comprising of written test and/or
interview. The education level of worker is mainly trade apprenticeship. The segment
also comprises of unskilled work force, which is steadily reducing due to cluster manning
and positional training. The supervisors mainly possess a diploma in various technical
areas. All officers hold a degree or diploma in engineering. Contract labour is used in
areas of project execution and other low value adding activities.

SUPPLIER MANAGEMENT

‘G’ Blast Furnace has initiated measures to control and effectively monitor both
its internal as well as external suppliers, which affect the quality of products and services.
For all vital internal suppliers a system of MOU exists which is periodically reviewed
against parameters decided at the beginning of the financial impact. The details are
shown as enclosure of this document. For external suppliers, there is a central supply
chain unit to cater to the requirements. Key vendors and contractors have been identified
and vendor performance is evaluated by a vendor rating system abased on quality of
product, timeliness of delivery and cost. Supply executed has been appointed in the
department to coordinate all activities of the department with respect to supply
management. Formal way of communication with the supplier is via dialogues with them.

11
COMPETITIVE POSITION AND KEY SUCCESS FACTORS

Since ‘G’ Blast Furnace is the integral part of steel making process, the
competitive environment of LD #2 and slag caster determines the competitive position of
‘G’ Blast Furnace. The competitive analysis done on the basis of process capabilities,
productivity, cost competitiveness and utilization of by-products form the critical input
during finalization of key initiatives for the long/short term plans of the department.
The principles that determine the department success are
• Technology
• Production/Productivity
• Cost competitiveness
• Utilization of by-products
• Furnace campaign life
• Well trained and motivated work force

PERFORMANCE IMPROVEMENT SYSTEM:

‘G’ Blast Furnace is committed to extend full support towards driving the
organization wide efforts of designing, implementing and institutionalizing new and
integrated HR processes which will ultimately help in performance improvement.

In performance management system, Key Result Areas (KRAs) are aligned to VP

(RM & IM) and chief ‘G’ Blast Furnace’s balanced score card, defines clear measures of
performance and targets and regularize performance review which will foster a
meritocratic system that identifies reward and nurtures strong performers and provides
development opportunities for every one. In the new system, the KRAs have been
developed for each employee. These targets are both achievable and stretched.
Performance feedback based on achievement of these targets will be linked to every
employee’s development and compensation. Besides this, every individual is also a part
of a team performance that would partially determine the individual incentive pay.

Motivation refers to the forces within a person that affect his or her direction,
intensity and persistence of voluntary behavior. During these times of uncertainty and
global competitiveness, motivating employees have become more important than ever.
Motivated employees are willing to exert a particular level of effort(intensity), for a
certain amount of time (persistence), toward a particular goal (direction). As a new
generation of employees enters the work place and as globalization creates a more
diverse work force, companies need to rethink their motivational practices.

Direction refers to the fact that motivation is goal oriented, not random. People
are motivated to arrive at work on time, finish a project a few hours early, or aim for
many other targets. Intensity is the amount of effort allocated to the goal. For example,
two employees might be motivated to finish their project a few hours early (direction),
but only one of them puts forth enough effort(intensity) to achieve this goal. Finally
motivation involves varying levels of persistence, i.e. continuing the effort for a certain

12
 amount of time. Employees sustain their effort until they reach their goal or give up
beforehand.

STRATEGIC OBJECTIVES OF ‘G’ BLAST FURNACE

• Ensure “Zero” accidents
• Improving furnace campaign life
• Achieve the targets on conversion cost and cost reduction initiatives
• Ensure compliance to MOU with LD #2 and SC
• Reaching sigma level of 2.7
• Achieve TS 13001 certification
• Maintain ISO 14001 certification
• Ensure 100% employee involvement in improvement activities
• Sustain employee satisfaction level of 4

ORGANISATION CHART OF ‘G’ BLAST FURNACE

Vice President
Raw Materials and Coke Sinter & Iron

Chief
Coke Sinter & Iron

Chief
Sr. Mgr CIP G Blast Furnace Supply
(12) (115) Executive
(4)

Head, Mechanical Head, Operation Head, IEM

(68) (92) (48)

Senior Manager (HR) Senior Manager

(6) (RMHS & Aux)
(4)

13 Shift Managers Manager Aux

Training (92) (1)
Manager (1)
INTRODUCTION

14
 INTRODUCTION
In today’s competitive business scenario and era of flatter organization, structures
enabling high quality performance/contribution from each individual have become
essential.

The leader’s role in motivating, guiding and facilitating employees in raising their
performance and realizing their potential has assumed greater significance. Further,
managers are called upon to develop the ‘softer’ skill, attitudes and behaviors so as to
ensure that each individual integrates well with the team and the overall organization
culture. Also, employees today expect their manager to play an active and effective role
in their career planning and professional development.

Thus for knowing the needs of the training and development of the employees,
Toyota Motor, Japan has introduced the concept of Critical Skill Mapping by Four-
Quadrant Model. By the use of this model managers are able to evaluate and analyze the
progress of skill index of a group of employees of same profile.

Critical Skill Mapping of Employees of ‘g’ Blast Furnace Based on Quadrant Model

Critical skills are those minimum skills required to successfully accomplish the
assigned work/job. If skill of worker or employees lies below the critical skill, then the
productivity of workers is hampered and the organizational output will be affected.

Non-critical skills are those skills, which help in enhancing the efficiency and
effectiveness of an organization. It helps in achieving the benchmark of productivity of
an organizational output.

15
 QUADRANT MODEL OF CRITICAL SKILL MAPPING

Toyota Motor, Japan recently developed the four-quadrant model of critical skill
mapping. The skill of workers is mapped on quadrant of a circle from 0 to 4. Each
quadrant defines the level of skills of a worker. The specification of each quadrant is
given below:

Definition of Quadrants

No of
quadrants to Symbol Definition
be filled

0 Is not trained on the subject

Has been given basic training on the

1
subject.
Has the working knowledge of the
2 subject and can work under
supervision.
Has adequate knowledge of the subject
3
and can work independently on the job.

Is an expert of the subject and can give

4
training to others.

16
 RESEARCH
METHODOLOGY

17
 RESEARCH METHODOLOGY

DEFINITION OF RESEARCH

Research means scientific and systematic search for pertinent information on a

specific topic. According to Clifford Woody, research comprises defining and redefining
problems, formulating hypothesis or suggesting solution, collecting, organizing and
evaluating data; making deduction and reaching conclusion and at last carefully testing
the conclusions to determine whether they fit the formulation hypothesis.

OBJECTIVES OF A RESEARCH:

• To gain familiarity with a phenomenon or to achieve new insights into it.

• To portray accurately the characteristics of a particular individual, situation or
group.
• To determine the frequency with which something occur or with which it is
associated with something else.
• To test a hypothesis of a casual relationship between variables.
• Research methodology is a way to systematically solve the research problem. It
may be understood as a science of studying how research is done scientifically. In
it we study the various steps that are generally adopted by researcher in studying
his research problem along with the logic behind them. It is necessary for the
researcher to know not only the research method or technique but also the
methodology.

OBJECTIVES OF OUR STUDY:

1. Critical skill mapping of employees of operation of ‘G’ Blast Furnace.

2. Preparation of quadrant chart for every employee working in operation section
3. Analysis of quadrant chart

18
DATA COLLECTION METHOD

For the survey, we have taken the help of primary and secondary data.

Primary data

For primary data collection we have used the following methods

Questionnaire in form of job modules

We have developed a questionnaire for section head and supervisor for job
module evaluation of worker’s critical skills. The number of modules to successfully
accomplish the job is same for similar designation or group of similar kind of jobs.
The evaluation was done from 0 to 4 quadrants.

1. Observation method

Observation and scaling (from 0 to 4) of critical skill on quadrant was given by

the sectional head and supervisor of workers. The scale defines the competency of
employee in particular job modules.

For Example: Mr S N Mitra, Foreman of Operation section, ‘G’ Blast Furnace got
second quadrant scale in Coal Injection Process, TPM, OHSAS 18000 and ISO 9001-2. It
means that he has working knowledge of these modules but he can’t work independently.
He needs supervision for working on this module.

Secondary Data
For secondary data we referred to the company profile, previous year’s report,
literatures, journals, periodicals, internet, intranet, etc.

19
 PROCEDURE

Give the names of all employees to be covered under Positional Training in

1
column "B" under the heading "Names".

Write the topics of all the "Training Modules / Topics" to be covered under
2
Positional Training in row "9" under the heading "Training Modules / Topics".

3 Select the cell to be filled e.g. "H11" for 'PLC drives' for 'Ram'.

Decide the competency of the person (Ram) on the subject (PLC Drives). The
4
above said matrix to be used for this.

Based on the above, click on the appropriate 'Quadrant Button' given on the top of
5
the 'Data' sheet.

6 Select next cell and continue.

SAMPLE SIZE

The sample size of our survey consisted of 87 employees of Operation Section of ‘G’
Blast Furnace

This sample size consists of 100% of total employees of Operation Section of ‘G’ Blast
Furnace.

20
DATA ANALYSIS
&
FINDINGS

21
 DATA ANALYSIS & FINDINGS

There are 87 employees in the Operation Section of ‘G’ Blast Furnace with
different designations. The HR department has identified different modules or critical
skills for each designation. The designations and the respective number of modules are
given below:

DESIGNATION NO. OF EMPLOYEES NO.OF MODULES

 Foreman 19 11

 Technician 02 10

 Jr, Technician 07 10

 Sr. operator 36 09

 Operator 23 10

According to the above data we have analyzed the skills of the employees of the
Operation Section by Four Quadrant Model which are given in the following tables. We
have mapped the critical skills of the employees according to modules identified by the
HR Department. These data, when analyzed, provide clearly the skill levels of the
employees, the modules in which they are lacking or they are good in.

22
DESIGNATION WISE BREAK UP OF OPERATION SECTION
EMPLOYEES

23
COMPARISION OF DESIGNATION WISE PREVIOUS SKILL INDEX WITH
CURRENT SKILL INDEX

24
OPERATION DESIGNATION WISE ANALYSIS 0F TRAINING INDEX

25
OPN FOREMAN MODULE-WISE TRAINING INDEX

OPN foreman are laking in the following training modules:

• Coal injection process
• OHSAS 18000
• ISO 9001-02
• TPM

26
OPN TECHNICIAN COAL INJECTION PROCESS MODULE WISE TRAINING
INDEX

OPN Tech CIP are lacking in following training index

• Blast Furnace OPN
• OHSAS 18000
• ISO 9001-2
• Team Building

27
OPN JR. TECHNICIAN (CIP) MODULEWISE TRAINING INDEX

OPN Jr Tech. Are lacking in following modules of training

• MS Word –Excel
• Blast Furnace Operation
• Experion PKS
• OHSAS 18000
• ISO 9001-2
• Gas Safety, gl. Safety and emergency Situation Handling
• TPM
• Team Building

28
OPN SR. OPERATOR MODULEWISE TRAINING INDEX

OPN Sr. Operator are lacking in following modules of training

• Shut down jobs
• Lancing and Jam Removals
• Safety in Belt Conveyor
• EOT Crane, Fork lift and Mini Excavator Operation

29
OPN OPERATOR MODULEWISE TRAINING INDEX

OPN Operator are lacking in following modules of training

• DC and Cyclone Evacuation
• Shut down jobs
• Gas and general safety
• Lancing and Jam Removals
• Safety in Belt Conveyor
• EOT Crane, Fork lift and Mini Excavator Operation
• Coal injection process

30
 CONCLUSION
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31
 CONCLUSION

Tata Iron & Steel Co. Ltd., today stands proud as a modern integrated steel
producing company. It is more than a company; it is an institution concerned with the
interest of its all stakeholders as well as its employees.

The future of an organization largely depends upon its productivity; productivity

depends upon its employees. Thus employees should be trained in best possible way to
increase the productivity. For this purpose, Tata Steel possesses an effective training
center that takes the responsibility of training the employees. The responsibility of a
training organization does not end at imparting training but also it is extended to the
evaluation of the training program, which is most neglected factor in every organization.
So every organization should conduct the training effectiveness survey like critical skill
mapping each time.

Critical skill mapping helps to indicate the image of management in the mind of
employees as well as their capabilities and attitudes. As it has been found out from the
survey and its analysis that the training programme in this department is effective, still
some weaknesses have been discovered for which some suggestions have been given. But
most of the employees demand that they should be given more technical training, which
can be applied in a more practical way in their work. They also demand training
programmes from national and international companies. So step should be taken towards
it fulfillment.

One of the reasons for our project was to discover the skills possessed by the
employees. The evaluation of these data would help the company to critically analyze the
skills in their employees and recognize the need of training. Research into all these
factors would provide clues to improve the quality of work.

32
 RECOMMENDATION

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33
 RECOMMENDATION

After critical skill mapping of the employees of operation section of the ‘G’ Blast
Furnace department, the following are our recommendations to this department:

1. The critical skill mapping study reveals the various skills of workers in which
they are expert or they are lacking. Special training programme should be
arranged for those employees who are lacking in their respective modules.

2. We have found from our study that the Jr. Technician are lacking in various
modules. Thus special attention must be given to these employees.

3. The mapping is done by the senior officers of the department. Thus it should be
shared with all the employees so that they come to know about their skill level
and try to improve it.

4. There should be provision for sending the employees outside the company for
training programme.

5. All training modules should be evaluated at proper time and this activity should
be carried out regularly.

6. Training should be as per work requirement and should be given at the right time.

7. The prior information for the training programmes should be given to the
workers. So care must be taken in this matter and prior notice that is before 2-3
days should be given to all the employees for training.

8. There should be transparency in organizing training programme and should be

arranged for employees according to the work requirement.

9. More emphasis on ON-THE-JOB training should be given.

10. The selection criteria for training should be suitable. It should match with the
qualification of the employees. For example if he is less qualified and sent to
higher technical training programme, it will prove ineffective. Hence, training
should be provided by taking into account the platform and background of the
employee.

11. Many a times workers are given training on a particular module; later on they are
transferred to other job, which does not have any relation to the training attended
by them. They don’t even get a chance to perform what they have learnt from
previous training programme.

34
12. Training schedules should be prepared according to the availability of candidate.

13. Advance skill programme for personnel should be conducted.

14. The concerned faculty should come and understand the working condition and
environment before the programme.

15. It must have equal proportion of technical and managerial inputs.

16. More and more outside party and consultants should be invited to improve the
quality of inputs.

17. Programme can be made more interesting during the theoretical sessions by
discussions of actual case study.

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35
 LIMITATIONS
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reports, notes etc.

36
 LIMITATIONS

1. Time is the most important constraints in carrying out this project.

2. The busy schedule of section-heads and supervisors is also a limitation.

3. Problem in skill mapping of worker arises due to inter-departmental transfer of

workers.

4. The section-heads and supervisors are uncomfortable in assessing skill level of

some employees.

5. Working knowledge of software used in critical skill mapping is also a limitation

for our study.
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project reports, notes etc.
7.

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 BIBLIOGRAPHY

• Human Resource Management

-Gary Dessler, Prentice Hall EEE

• Human Behavior at Work

-David K, Tata McGraw Hill

• TMDC Library

• www.tatasteel.com

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reports, notes etc.

38