A

RESEARCH PROJECT
ON
TRAINING AND DEVELOPMENT PROGRAM FOR SKILLED LABOURS
OF RR KABELS LTD WITH RESPECT TO KARAD DIST.
DNH AND DD

SUBMITTED TO
SAVITRIBAI PHULE PUNE
UNIVERSITY

SUBMITTED BY
MS. ASMITA SAHANI
FROM [Link]

UNDER THE GUIDANCE OF

[Link] PATEL

SSR COLLEGE OF ARTS, COMMERCE AND SCIENCE

SILVASSA, D&NH AND DD – 396230.

1
2
 ACKNOWLEDGEMENT

I am deeply grateful to SSR College of Arts, Commerce and Science for providing me with
the opportunity to undertake this field project on the topic "TRAINING AND
DEVELOPMENT PROGRAM FOR SKILLED LABOURS OF RR KABELS LTD
WITH RESPECT TO KARAD DIST. D&NH AND DD."
I would like to express my sincere gratitude to our respected Principal, Dr. Alpana Sharma,
for her constant encouragement and support throughout my academic journey.
I extend my heartfelt thanks to our Head of Department, Mrs. Nalini Patel, for her valuable
guidance, motivation, and encouragement, which have been a source of inspiration in
completing this project successfully.
I am also thankful to my class incharge, Mrs. Hemali Patel, for her continuous support,
guidance, and cooperation during the preparation of this project.
Lastly, I express my appreciation to all those who directly or indirectly contributed their time,
knowledge, and assist making this project a success.

Thanking you.

ASMITA SAHANI.

3
 INDEX

SR NO CONTENTS PAGE NO

CHAPTE
R1 INTRODUCTION OF THE TOPIC 7 - 11

CHAPTER 2 PROFILE OF THE ORGANIZATION 12 - 24

CHAPTER 3 REVIEW OF LITERATURE 25 - 29

CHAPTER 4 RESEARCH METHODOLOGY 30 - 39

CHAPTER 5 DATA ANALYSIS, INTERPRETATION

AND PRESANTATION OF DATA

CHAPTER 6 CONCLUSION, FINDING

RECOMADATION AND SUGGESTIONS

CHAPTER 7 ANNEXURES

4
TRAINING AND DEVELOPMENT PROGRAM FOR SKILLED
LABOURS OF RR KABEL LTD

5
CHAPTER - 1

6
 CHAPTER 1

1.1 Introduction of the topic

1.2 Meaning and definition of the topic

1.3 Importance

1.4 Overview of the topic

7
1.1 INTRODUCTION

Training and development programs play a crucial role in enhancing the knowledge, skills,
and efficiency of the workforce, especially in the case of skilled labourers who form the
backbone of industrial and business activities. With the rapid changes in technology,
globalization, and market demands, it has become essential for organizations to continuously
upgrade the capabilities of their workers. A well-structured training and development
program not only helps employees to improve their technical expertise but also boosts their
confidence, productivity, and adaptability to changing work environments.

For skilled labours, such programs provide opportunities to refine existing skills, learn new
techniques, and maintain industry-relevant competencies. They also contribute to greater job
satisfaction, safety at the workplace, and long-term career growth. From the employer’s
perspective, investment in training and development leads to higher quality output, reduced
errors, and overall organizational growth.

Thus, training and development programs act as a bridge between the present abilities of
skilled labourers and the future requirements of industries, ensuring sustainable growth for
both employees and organizations.

1.2 MEANING AND DEFINITION

 Meaning:-

A Training and Development Programme for Skilled Labour refers to a planned effort by
organizations, institutions, or industries to enhance the knowledge, technical skills, and
overall capabilities of workers who are already engaged in specialized trades or professions.
The aim is not only to improve their efficiency in existing tasks but also to prepare them for
new technologies, methods, and responsibilities in a competitive work environment.

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  Training focuses on teaching specific technical skills, methods, and procedures
required to perform a job effectively.
 Development emphasizes the broader growth of the worker, including problem-
solving, adaptability, leadership, and continuous learning for long-term career
advancement.

 Definition :-

It is a systematic process of equipping skilled labourers with advanced skills, practical

training, and continuous learning opportunities to strengthen their performance and
prepare them for future challenges in the workplace.

1.3 IMPORTANCE

Importance of Training and Development Program for Skilled Labourers:-

1. Enhances Productivity and Efficiency

o Training equips skilled labourers with updated methods, techniques, and tools, enabling
them to perform tasks more effectively.
o Improved skills reduce errors, wastage of resources, and increase overall efficiency.

2. Improves Quality of Work

o Through continuous development programs, labourers learn quality standards and modern

practices, resulting in higher-quality output that meets industry requirements.

3. Adaptation to Technological Changes

o With rapid advancements in technology, training helps labourers stay updated with the
latest machinery, software, and industry innovations.
o This ensures they remain relevant in a competitive job market.

4. Ensures Workplace Safety

o Training in safety practices and the proper use of equipment reduces workplace accidents.
o It also helps labourers understand legal safety requirements and follow best practices.

5. Boosts Confidence and Job Satisfaction

o Well-trained workers feel more confident in their abilities, which improves morale and
motivation.
o Higher job satisfaction leads to lower turnover and absenteeism.

6. Career Growth and Development

o Development programs provide opportunities for labourers to learn advanced skills and
move up to higher roles.
o This creates a pathway for professional growth and long-term career security.

7. Standardization of Work Practices

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o Training ensures that all workers follow uniform procedures and standards, leading to
consistency in performance.
8. Contribution to Organizational Growth

o Skilled and trained workers directly contribute to the productivity, profitability, and
competitiveness of the organization.
o Companies benefit from reduced supervision needs and better teamwork.

1.4 OVERVIEW

Training and development programs for skilled labours are structured initiatives designed to
enhance the technical abilities, practical knowledge, and professional competencies of
workers in various industries. Skilled labours, such as electricians, technicians, welders,
machinists, construction workers, and mechanics, are the backbone of industrial and
economic growth. To meet the demands of rapidly changing technology, evolving production
methods, and global competitiveness, it becomes essential to continuously upgrade their
skills through effective training and development.

These programs typically include both on-the-job training (hands-on practice at the
workplace) and off-the-job training (classroom sessions, workshops, simulations, and e-
learning modules). The focus is not only on improving existing skills but also on developing
new competencies in areas such as safety practices, quality control, problem-solving,
teamwork, and the use of modern tools and technologies.

The objectives of such programs are to increase productivity, improve job performance,
enhance employability, reduce workplace accidents, and align workers with industry
standards. Moreover, they also contribute to personal growth, job satisfaction, and long-term
career advancement of employees.

In the broader sense, training and development programs for skilled labours help industries
maintain a competitive edge while fostering a more competent, confident, and future-ready
workforce.

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 CHAPTER – 2

COMPANY PROFILE

11
 CHAPTER 2
2.1 Industry profile
2.2 past, present & future of the industry
2.3 company profile

12
2.1 INDUSTRY PROFILE

INDUSTRY PROFILE

The electrical industry is a vast and complex sector that plays a vital role in the Indian
economy, contributing around 1.5% to the GDP. It encompasses the production, distribution,
and utilisation of electrical energy and touches the lives of people throughout the country.
Within the electrical industry, there are a variety of businesses that operate, ranging from
multinational corporations to micro, small, and medium enterprises (MSMEs). The
burgeoning demand within the electrical industry is intricately linked to the rapid upswing in
construction activities. With urbanisation and infrastructure projects on the rise, there is an
intensified requirement for electrical systems, equipment, and services. As new residential,
commercial, and industrial ventures emerge, extensive electrical installations encompassing
wiring, lighting, power distribution, and advanced technologies become imperative. This
heightened construction boom places significant pressure on the electrical sector to cater to
escalating needs, including energy-efficient solutions, smart technologies, and sustainable
power sources. The industry’s continuous innovation to meet modern construction demands
underscores its pivotal role in ensuring safe, efficient, and compliant electrical setups,
spotlighting the intertwined growth of both sectors. MSMEs play a significant role in the
electrical industry, accounting for a large share of the industry’s output, employment, and
exports. They are involved in all aspects of the electrical industry, from manufacturing to

13
distribution to retail. Manufacturing: MSMEs are involved in the manufacturing of a wide
range of electrical products, including transformers, switchgear, cables, and lighting fixtures.
They play a key role in meeting the demand for electrical products in India. Distribution:
MSMEs are also involved in the distribution of electrical products. They sell electrical
products to retailers, wholesalers, and end-users. They play a key role in ensuring that
electrical products are available to consumers throughout India.

Export:

MSMEs are also involved in the export of electrical products. They export electrical products
to countries around the world. They play a key role in promoting India as a leading exporter
of electrical products.

The global electrical industry presents an intensely competitive space, as companies

relentlessly attempt to seize a greater market slice. This cutthroat competition resonates
significantly in the Indian context, where a dynamic blend of factors fuels this industry’s
growth. From the generation, transmission, and distribution of electricity to the
manufacturing of electrical equipment and provision of services, their involvement spans a
wide spectrum of activities.

Zooming in on India’s landscape, several states emerge as true powerhouses. Gujarat,

Maharashtra, Tamil Nadu, Rajasthan, Karnataka, and Uttar Pradesh shine brightly on the map
as paramount power producers. Collectively, they command a substantial majority of the
nations installed power capacity. These states act as the driving gears of India’s electrical
industry and intricately steer the nation’s progress in this vital sector.

MSMEs have played an increasingly important role in the electrical industry in recent years.
This is due to many factors, including the growth of the global market for electrical products,
the increasing demand for customised electrical products, and the rise of e-commerce.

Manufacturing Electrical Equipment

MSMEs manufacture a wide range of electrical equipment, including transformers,

generators, circuit breakers, and switchgear. These products are used in a variety of
applications, including power generation, transmission, and distribution. The manufacturing
of electrical equipment is a complex process that requires a high level of skill and expertise.
MSMEs in this sector must comply with strict safety and quality standards.

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Wiring and Installation

Small businesses also provide wiring and installation services for electrical systems in homes,
businesses, and other buildings. This includes installing new electrical systems, upgrading
existing systems, and repairing electrical faults. Wiring and installation is a specialised field
that requires a deep understanding of electrical codes and standards. MSMEs in this sector
must be able to work safely and efficiently in a variety of environments.

Maintenance and Repair

MSMEs also provide maintenance and repair services for electrical systems. This includes
inspecting electrical systems for potential problems, troubleshooting faults, and repairing or
replacing damaged components. Maintenance and repair is an essential service that helps to
keep electrical systems operating safely and efficiently. MSMEs in this sector must be able to
identify and diagnose problems quickly and effectively.

Distribution and Sales

MSMEs in the electrical industry also distribute and sell electrical equipment and supplies.
This includes selling electrical products to businesses and consumers, as well as providing
technical support and advice.

Distribution and sales are an important part of the electrical industry, as it helps to ensure that
electrical products are available to those who need them. MSMEs in this sector must have a
strong understanding of the electrical market and be able to meet the needs of their
customers.

As the electrical industry continues to grow, the role of MSMEs is likely to become even
more important. MSMEs will be essential for meeting the growing demand for electrical
products and for providing customised solutions to customers.

The history of the FMCG electrical industry in India is marked by a gradual growth, initially
dominated by basic appliances like fans and bulbs, followed by a significant expansion with
the introduction of more complex electronics like televisions and refrigerators, primarily
driven by the liberalization of the Indian economy in the 1990s, allowing for increased

15
foreign investment and wider product availability; key players include companies like Bajaj
Electricals, Philips India, and Videocon, which played a pivotal role in shaping the market.

16
Evolution of FMCG electrical in India:

• Early Era (Pre-Liberalization):

• Limited options: The market was largely restricted to basic electrical appliances like fans,
bulbs, and simple radios, primarily manufactured by local companies.

• Government control: Stringent import regulations limited the availability of foreign

brands.

• Dominant players: Companies like Bajaj Electricals and Crompton Greaves were
prominent in this period.

• Liberalization and Growth (Post-1990s):

• Market opening: Economic reforms enabled foreign companies to enter the Indian market,
leading to a wider range of products.

• Increased competition: Companies like Philips, Samsung, LG, and Sony entered the
market, bringing advanced technology and diverse product lines.

• Consumer demand: Growing disposable income fueled demand for consumer electronics
like televisions, refrigerators, and washing machines.

• Recent Trends:

• Digitalization: The rise of smartphones and other connected devices has significantly
impacted the FMCG electrical landscape.

• Focus on energy efficiency: Increased awareness about energy consumption has led to a
surge in demand for energy-efficient appliances.

• E-commerce growth: Online platforms have become a significant sales channel for FMCG
electrical products.

Important players in the Indian FMCG electrical market:

• Bajaj Electricals: One of the oldest players, known for fans, home appliances, and lighting
solutions.

• Philips India: A major player in lighting, home appliances, and healthcare products.

17
• Videocon: Historically prominent in television manufacturing, now diversified into other
appliances.

• Samsung: Leading brand in televisions, smartphones, and other consumer electronics.

• LG Electronics: Major players in home appliances and televisions.

2.2 COMPANY PROFILE

RR Kabel Limited, is an unlisted public company incorporated on 06 February, 1995. It is

classified as a public limited company and is located in Mumbai, Maharashtra. Its authorized
share capital is INR 475.19cr and the total paid-up capital is INR 56.41 cr.

RR Kabel Limited's operating revenue range is Over INR 500 cr for the financial year ending
on 31 March, 2023. It's EBITDA has increased by 6.29% over the previous year. At the same
time, its book net worth has increased by 13.77%.

RR Kabel is a leading manufacturer of wires and cables in India. It is a prominent player in

the consumer electrical industry. The company specializes in wires, cables, and fast- moving
electrical goods (FMEG)

Rameshwarlal Kabra founded RR Kabel after migrating from Bangladesh to Nepal and then
back to India. He started with a small electrical trading shop in Bombay.

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Industry

Manufacturing (Metals & Chemicals and their products)

Products

• single cores, power cables, drag chain and servo cables, data cables, auto cables, appliance
wiring material, control cables, instrumentation cables, building wires.

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 HISTORY
:- The Company was originally incorporated as Ram Ratna Agro-Plast Limited at Mumbai,
Maharashtra as a public company under the Companies Act, 1956, pursuant to the certificate
of incorporation dated February 6, 1995, issued by RoC and commenced operations pursuant
to a certificate of commencement of business dated June 29, 1995. Subsequently, the name of
the Company was changed to RR Kabel Limited to align the name with the business activity
of the Company and a fresh certificate of incorporation dated November 8, 2000 was
issued by the RoC.

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Major events and milestones in the history of the Company:
➤ 1999
- Establishment of the first manufacturing facility in Silvassa and commenced the operations
➤ 2004
- Commencement of in-house manufacturing of PVC compound
➤ 2011
- Establishment of manufacturing plant in the industrial belt of Vadodara
➤ 2019
-Acquisition of 21.01% shareholding by TPG Asia VII SF Pvt. Ltd. in the Company.
-Commencement of exports to USA.
- Acquisition of LED business of Array storm Lighting Private Limited.
➤ 2020
- Amalgamation of Ram Ratna Electricals Limited with the Company
➤ 2021
- Commencement of manufacturing of switch
➤ 2022
- Acquisition of home electrical business Luminous Fans and Light
2023
-RR Kabel receives the prestigious SAP ACE Awards 2023 in the "GAME
CHANGERCATEGORY"

-Padma Shri Awardee Shree Rameshwarlal Kabra felicitated at the Society Achievers Giving
back forum 2023

-RR Kabel Wins the Best Construction & Infrastructure Brand in the Electrical Solutions
-RR Kabel was awarded the Trailblazer HR Initiative Award of the Year' at the CHRO
Vision & Innovation Awards 2023.

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 FUTURE ASPIRATION OF RR KABEL.

RR Kabel aims to achieve significant growth in the electrical goods market, targeting a
20-25% top-line growth over the next few years, with a focus on expanding their Fast-
Moving Electrical Goods (FMEG) segment and increasing their export market share,
while also aiming for a double-digit market share by 2028 by investing heavily in
manufacturing capacity and R&D to maintain their position as a leading wire and cable
manufacturer in India; they also plan to achieve EBIT margins of 10.5-11% in the
coming years.

Key points about RR Kabel's future aspirations:

• Market Expansion:

Strengthening their presence across all markets both domestically and internationally,
with a focus on increasing export volumes.

• FMEG Growth:

Increasing the contribution of their FMEG business to total revenue, aiming for a 15-
16% share by FY27.

• Investment in Manufacturing:

Planning a significant investment of Rs.1000 crore to expand their wire and cable
manufacturing facilities in Silvassa and Vadodara.

• Profitability Focus:

Targeting EBIT margins between 10.5% and 11% in the coming financial years.

• Innovation and R&D:

Continued focus on developing new technologies and products to stay ahead in the
market.

• Brand Recognition:

Building a strong brand image and customer trust through marketing initiatives.

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 ACHIEVEMENTS OF RR KABEL

RR Kabel has won many awards and accolades, including being named the largest
exporter of wires and cables from India. Awards

• Best Brand in Building Material: RR Kabel has won this award

• Gold Trophy in Safety: RR Kabel has won this award in a safety case study contest

• UDC- Hurun Trailblazer HR Initiative Award of the Year: RR Kabel has won this
award

• Great Place to Work: RR Kabel has won this award

• Times Super Employee of the Year: RR Kabel has won this award

• e 4m Pride of India - The Best of Bharat Awards: RR Kabel has won this award

• Savvy Women Empowerment Awards: Kirti Kabra, a director at RR Global, has

won this award Achievements

• RR Kabel is the largest exporter of wires and cables from India

• RR Kabel has the highest share of B2C revenue in the Indian W&C industry

• RR Kabel is the first wire manufacturer in India to be 100% REACH and RoHS
complaint

• RR Kabel has an NABL-certified lab that can perform 694 tests

• RR Kabel has received 19 international accreditations, including BASEC (U.K.), UL

(U.S.A.), and VDE (Germany)

• RR Kabel has a strong distribution network with over 3,900 distributors, 4,000 dealers,
144,000 retailers, and 454,000 electricians.

➢ COMPETITORS OF RR KABEL

Some competitors of RR Kabel include Polycab, KEI Industries, Finolex Cables,

Diamond Power Infrastructure, Sterlite Technologies, and Universal Cables.

 ORGANISATIONAL STRUCTURE OF RR KABEL.

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 RR Kabel's organizational structure includes a board of directors, a CEO, and other senior
executives. Board of directors
• Tribhuvanprasad Kabra: Executive Chairman
• Bhagwat Singh Babel: Independent Director
• Ramesh Chandak: Independent Director Senior executives
• Sanjay Taparia: Chief Executive Officer of International Business
• Vivek Abrol: Chief Executive Officer of FMEG Business
• Rajesh Babu Jain: Chief Financial Officer
• Shishir Sharma: Chief Sales Officer
• Satishkumar Agarwal: Chief Strategy Officer
• Vinod Parur: Chief Human Resources Officer Other management team members
Balachandran Dharman, Nakul Modani, Ankit Modani, Naresh Modani, and Bipan Kaul.
RR Kabel is a wires and cables manufacturer. The company has a group philosophy of trust,
transparency, and innovation.

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 CHAPTER – 3

REVIEW OF LITERATURE

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 CHAPTER – 3
3.1 Meaning
3.2 Review of literature

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 3.1 Meaning

A Training and Development Program for skilled labours refers to a structured process of
improving the knowledge, practical skills, and efficiency of workers who are already engaged
in technical or manual work. It is designed to upgrade their abilities, adapt them to modern
tools, techniques, and methods, and enhance their overall productivity and job performance.

 Training focuses on teaching specific job-related skills (e.g., machine handling,

safety practices quality control).
 Development goes beyond training by improving long-term capabilities such as
problem-solving, teamwork, adaptability, and leadership potential.

3.2 Review of literature

FOUNDATIONS & CORE THEORY

 1962 – Becker, G. S. “Investment in Human Capital.” Laid the economic case that
on-the-job training is an investment that raises productivity and earnings — the
backbone for firm and policy spending on skilled-labour training
 1964/1993 (3rd ed.) – Becker, G. S. Human Capital. Extended the theory and
empirical analysis; still the standard reference for linking training to productivity
and wage growth.
 1993 – Goldstein, I. L. Training in Organizations (3rd e d.). A seminal systems view
of T&D: needs assessment → design → delivery → evaluation — widely used in
skilled-trade programs and corporate OJT. (4th ed., Goldstein & Ford, 2002).

EVALUATION & TRANSFER OF TRAINING

 1959 / 1996 – Kirkpatrick, D. L. Evaluating Training Programs: The Four Levels.

Popularized Reaction, Learning, Behaviour, Results; still the most applied
framework to show outcomes for skilled-labour T&D.
 1988 – Baldwin, T. T. & Ford, J. K. “Transfer of Training.” Classic review
identifying what drives on-the-job transfer (trainee characteristics, design, work
environment) — crucial for hands-on trades.
 2012 – Salas, E., Tannenbaum, S. I., Kraiger, K., Smith-Jentsch, K. A. “The
Science of Training and Development in Organizations.” Evidence-based design

27
 principles (practice, feedback, fidelity, climate) that boost learning, transfer, and
results.

MOTIVATION/READINESS TO LEARN (SKILLED WORKER UPTAKE)

 1986 – Noe, R. A. & Schmitt, N. Showed motivation to learn & trainee attitudes
strongly predict training effectiveness; widely replicated and extended in workplace
settings

PRODUCTIVITY, QUALITY & WAGES (FIRM & INDUSTRY EVIDENCE)

 1994 – Bartel, A. P. “Productivity Gains from the Implementation of Employee

Training Programs.” Manufacturing data show firms introducing formal training saw
faster productivity growth (not explained by other HR changes).
 2001 – Black, S. E. & Lynch, L. M. “How to Compete.” Links training &
complementary workplace practices/IT to higher productivity — underscores that
training works best with supportive systems.
 2006 – Dearden, L., Reed, H., & Van Reenen, J. UK panel data: a 1-pp increase in
employees trained → ~0.6% higher value-added per worker and ~0.3% higher
wages — a frequently cited elasticity for policy/ROI.
 2008–2010s – International firm panels (e.g., Italy). Large-scale studies find
positive, significant training–productivity effects, addressing endogeneity with
panel designs.

SAFETY, COMPLIANCE & SKILLED TRADES

 1998 – Cohen, A. & Colligan, M. (NIOSH). Comprehensive review of occupational

safety & health training: training is vital but effectiveness depends on quality,
management support, and context — key for construction, manufacturing, mining.
 2011–2012+ – Systematic reviews. Evidence consolidates that well-designed safety
training improves knowledge/behaviour and can reduce incidents; effectiveness
increases with practice, reinforcement, and safety climate.

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POLICY & SYSTEMS FOR SKILLED LABOUR (APPRENTICESHIP & ADULT
LEARNING)

 2017 – ILO. Toolkit for Quality Apprenticeships (Vol. I: Policy; Vol. II:
Practitioners). Defines quality criteria (standards, employer engagement, contracts,
assessment, inclusions) for work-based learning in skilled trades.
 2019 – OECD. Getting Skills Right: Future-Ready Adult Learning Systems. Sets
seven system dimensions (coverage, inclusiveness, alignment, impact, financing, etc.)
to scale upskilling/reskilling for mid-career workers.

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CHAPTER – 4

30
 CHAPTER – 4
4.1 – (A) Objective of study
(B) Statement of the problems
(C) Research design
Data’s
1. Primary data
- Meaning
- Sources of primary data
- Ways: Question, interview methods observations
2. Secondary data
- Meaning
- Sources of secondary data
- Ways: Books, periodical way, journals.
(D) Population
- Total population
(E) Sample size
(F) Sampling area
(G) Sampling period
(H) Sampling method
- Type and meaning
(I) Scope of study
(J) Limitations of study

31
4.1
(A) Objective of study
 To understand the overall process of training and development in the organization.
 To learn methods of identifying training needs for skilled labour.
 To gain practical exposure in planning and organizing training programs
 To observe and assist in the implementation of skill enhancement activities.
 To Study techniques used for evaluating training effectiveness.
 To understand the impact of training. Productivity, quality and safety. On
 To develop professional skills in documentation, reporting and coordination.

(B) Statement of problems

 Rapid technological changes are creating Skill gaps among existing workers.
 Many skilled labourers lack exposure to updated tools, methods and industry
practices.
 Absence of structured and continuous training programs in some organizations.
 Inconsistent quality of work due to insufficient Skill enhancement.
 Workplace accidents caused by inadequate 5-afety training.
 Lack of motivation among their skills workers to upgrade their skills.

(C) Research design

DATA’S

1. Primary data: -

Meaning

Primary data refers to the first-hand, original information collected directly from skilled
labours, trainers, or organizations during the study of training and development programs. It
is not borrowed from books, articles, or reports (that would be secondary data).

In the context of a Training and Development Program for Skilled Labour, primary data
means the direct responses, observations, and records you collect to understand how
training programs work for skilled labours.

32
33
Source of primary data:-

1. Skilled Labourers Themselves

Workers who undergo training programs.

They provide data through interviews, questionnaires, or surveys about their skills,
knowledge, satisfaction, and problems.

2. Training Institutions / Vocational Centers

ITIs (Industrial Training Institutes), polytechnics, and skill development centers.

Trainers and instructors can provide data on methods, attendance, and effectiveness.

3. Employers / Organizations / Industries

HR managers, supervisors, or training officers in factories and companies.

Provide insights on cost, productivity improvement, and skill gaps.

4. On-the-Job Observations

Directly observing skilled workers before and after training sessions.

Helps measure improvements in productivity, efficiency, and safety.

5. Government Skill Development Programs

Schemes like Skill India Mission, Pradhan Mantri Kaushal Vikas Yojana (PMKVY),
Apprenticeship Training Scheme, etc.
Collect data directly from government training centers and enrolled participants.

6. Performance Records

Attendance registers, progress reports, test results, and evaluation forms collected directly
during training sessions

7. Feedback Forms & Assessments

34
Data collected immediately after training programs from participants and trainers about
usefulness and effectiveness.

Ways to Collect Primary Data on Training and

Development Program for Skilled Labour

Survey / Questionnaire Method

 Prepare structured or semi-structured questions.

 Distribute them to skilled labours, trainers, and employers.
 Example: Asking about satisfaction with training, skills gained, or difficulties faced.

Interview Method

 Face-to-face or telephonic conversations with skilled labours, supervisors, or training

officers.
 Can be structured (fixed questions) or unstructured (open discussion).
 Helps in collecting in-depth and personal opinions.

Observation Method

 Watching workers perform tasks before and after training.

 Notes are made about improvements in efficiency, safety, and productivity.
 Example: Observing how a welder works before training vs. after training.

Focus Group Discussion (FGD)

 Small groups of skilled labourers are brought together for discussion.

 Collects opinions, suggestions, and experiences about training programs.

Case Study Method

 Studying a particular industry, training centers, or group of workers in detail.

 Example: A case study of ITI graduates after six months of training.

Practical Tests / Assessments

 Skill tests conducted before and after training.

 Helps to measure the effectiveness of the training quantitatively.

Feedback Forms / Evaluation Sheets

 Collected immediately after training sessions from labourers.

 Includes ratings, suggestions, and areas for improvement.

2. Secondary data: -

35
Meaning

Secondary data refers to the information that is already collected and recorded by
someone else for a different purpose, but which can be used for research on training and
development programs for skilled labour.

It is not original data collected directly from labourers or trainers (like surveys or
interviews), but rather data obtained from books, reports, journals, government records,
company documents, and online sources.

Sources of secondary data:-

 Government Publications & Reports

 Ministry of Skill Development & Entrepreneurship (MSDE), Government of India

 Labour Ministry reports
 Schemes like Skill India Mission, PMKVY (Pradhan Mantri Kaushal Vikas
Yojana), Apprenticeship Training Scheme

 Institutional Reports

 National Skill Development Corporation (NSDC)

 Industrial Training Institutes (ITIs) and Polytechnics reports
 International Labour Organization (ILO) reports

 Company & Industry Reports

 Annual reports of industries on training expenditure and employee development

 HR department training manuals and performance records

 Research Publications

 Journals, research papers, and dissertations on vocational training and labour

development
 Case studies published in academic books

 Books & Textbooks

 Books on Human Resource Management (HRM), Training & Development,

Labour Welfare
 Vocational training manuals

 Websites & Online Sources

 Government websites ([Link], [Link], [Link])

 Online research databases (Google Scholar, ResearchGate, JSTOR)
 E-libraries and articles on employee training

 Statistical Data

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  Census reports on employment and labour force
 National Sample Survey Office (NSSO) data
 World Bank and International Monetary Fund (IMF) labour statistics.

Ways to Collect Secondary Data on Training and

Development Program for Skilled Labour

1. Review of Government Reports & Publications

o Collecting data from reports by the Ministry of Skill Development &
Entrepreneurship (MSDE), Labour Ministry, NSDC, PMKVY schemes.
o Helps to understand policies, number of trained workers, and government
expenditure.
2. Library & Academic Sources
o Using books, journals, research papers, theses, and dissertations available in
college/university libraries.
o Provides theoretical background and case studies on training effectiveness.
3. Company and Industry Records
o Annual reports of industries, HR training manuals, employee performance
records.
o Helps to analyse training investment and its impact on skilled labour
productivity.
4. Online Databases & Research Portals
o Google Scholar, Research Gate, JSTOR, [Link].
o Useful for collecting global studies, research findings, and comparative data.
5. Websites & Digital Resources
o Government portals ([Link], [Link], [Link]).
o NGO websites and online publications related to vocational training.
6. Statistical Sources
o Census reports, NSSO (National Sample Survey Office), labour statistics from
ILO, World Bank, and IMF.
o Helps in analysing labour market trends and training needs.
7. Newspapers & Magazines
o Articles and features on labour training, skill development initiatives, and
success stories.
o Provides current information and updates.

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(D) Population

The "population" refers to the entire group of individuals, objects, or events that a researcher
aims to study and draw conclusions about, and from which a sample is often selected. The
population of the research study include the headcount of RR KABELS that is 700.

(E) Sample Size

Sample size refers to the number of participants or observations included in a study, and it's
crucial for the accuracy, reliability, and generalizability of findings. A well-calculated sample
size ensures statistical validity, reducing bias while maximizing precision.

Sample size of the research study is 30.

(F) Sampling area

 Company: RR Kabel.
 Location: Silvassa, Dadra & Nagar Haveli, and Daman & Diu, India
 Specific Location: the address of RR Kabel in Silvassa is Survey No. 142/2,
Madhuban Dam Road.
 Manufacturing Unit: This is an integrated manufacturing unit where wires and
cables are produced.

(G) Sampling period

Conducted research and study at RR kabel Company, collected data of the past one year for
the project.

(H) Sampling method

The sampling method used for research study is random sampling a type of probability of
sampling.

The Random Sampling Method is a technique of selecting a sample from a population in such
a way that every individual or unit has an equal chance of being chosen. It is the most basic
and unbiased method of sampling, ensuring that the sample represents the population fairly.

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(I) Scope of study

The scope of this study is limited to analyzing the importance, effectiveness, and challenges
of training and development programs designed for skilled labour. The study focuses on
understanding how such programs enhance the technical abilities, productivity, and
employability of workers in different industries. It also highlights how systematic training
contributes to organizational growth, quality improvement, and workforce retention.

Types of Training Programs – On-the-job training, classroom training, workshops,

seminars, apprenticeships, and e-learning initiatives.

Objectives of Training and Development – To improve technical skills, efficiency, safety

awareness, adaptability to new technologies, and overall job performance.

Impact on Skilled Labour – How training improves worker productivity, reduces errors,
increases confidence, and contributes to career development.

Organizational Perspective – The role of training in achieving organizational goals,

reducing labor turnover, improving quality standards, and maintaining competitiveness in the
market.

Challenges and Limitations – Constraints such as cost of training, lack of proper facilities,
resistance from workers, and limited availability of skilled trainers.

Geographical/Industry Scope – The study can be applied to industries where skilled labour
plays a vital role, such as manufacturing, construction, electrical, mechanical, and service
sectors.

(J) Limitations of study

Limited Sample Size

 The study may cover only a small group of skilled labourers, which may not represent
the entire workforce.

Time Constraints

 Due to limited time, the research might not capture long-term effects of training
programs on productivity and performance.

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Geographical Limitation

 If the study is conducted in a specific region or industry, the findings may not be
applicable to other sectors or locations.

Variation in Training Methods

 Different organizations adopt different training approaches, making it difficult to

generalize the effectiveness of all training programs.

Changing Work Environment

 Rapid technological advancements may make certain training methods or skills

outdated quickly, limiting the relevance of findings.

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 CHAPTER – 5
DATA ANAIYSIS, INTERPRETATION AND
PRESANTATION OF DATA.

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5.1 AGE OF THE EMPLOYEES

The age distribution of 30 respondents. The largest group is aged 40 and above (36.7%),
followed by 30–40 years (33.3%), and 20–30 years (26.7%). Only a small portion, 3.3%, are
below 20 years. This shows that most participants are middle-aged or older.

 GENDER OF THE EMPLOYEES

This chart represents the gender distribution of 30 respondents. The majority, 86.7%, are
male, while 13.3% are female. No respondents identified as "Other." This indicates a male-
dominated sample in the survey.

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  WORKING EXPERIENCE OF THE EMPLOYEES

The total work experience of 30 respondents. 40% of them have more than 5 years of
experience, while 33.3% fall in the 3–5 years range. 16.7% have 1–3 years of
experience, and only 10% have less than 1 year of experience. This indicates that
most respondents are fairly experienced.
 FORMULA TRAINING EMPLOYEES RECEIVED

Employees received formula training in the company. 36.7% of respondents said "Yes,"
while 10% said "No." Meanwhile, 30% answered "Maybe," and 23.3% mentioned
"Sometimes." Overall, most employees have some form of training experience, though not
consistently across all.

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  THE TRAINER WAS KNOWLEDGEABLE AND EXPERIENCED
ACCORDING TO THE EMPLOYEES

This chart shows employees’ views on the trainer’s knowledge and experience. 53.3% agreed
the trainer was knowledgeable, while 30% responded with "Maybe." Only 10% felt this was
true "Sometimes," and 6.7% said "No." Overall, the majority had a positive perception of the
trainer.

 THE QUALITY OF THE TRAINING

This chart shows how employees rated the quality of training. The majority, 40%, rated it 4,
and 30% rated it 5 (excellent). Meanwhile, 20% gave a rating of 3, while only 6.7% rated 2
and 3.3% rated 1. Overall, most participants found the training to be of high quality.

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  SKILLS NEED TO MORE FOCUS IN FUTURE TRAINING

This chart highlights the areas employees feel need more focus in future training. The
majority, 36.7%, emphasized electrical safety and hazard prevention, while 33.3% suggested
other skills. Additionally, 20% each highlighted the need for cable manufacturing & machine
operation and soft skills. This shows a strong demand for safety-related training.

 IMPROVEMENT OF THE TECHNICAL SKILLS IN CABLE/

ELECTRICAL MANUFACTURING

The chart shows that training has positively impacted most employees’ technical skills in
cable/electrical manufacturing. About 46.7% of respondents said “Yes,” and 43.3% said
“Sometimes.” Only 10% of employees were unsure, while none completely denied the
improvement. This indicates training is largely effective.
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46
 CHAPTER – 6

CONCLUSION, FINDING, RECOMMENDATION AND

SUGGESTIONS.

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 CHAPTER – 6

6.1 Conclusion

6.2 Recommendation

6.3 Finding

6.4 Suggestion

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6.1 CONCLUSION

The study on Training and Development Programs for skilled labour highlights that such
initiatives play a vital role in improving the efficiency, productivity, and employability of the
workforce. With industries continuously adopting new technologies and practices, training
programs ensure that workers remain updated with the latest skills and knowledge. This not
only helps in enhancing individual performance but also contributes to the overall growth and
competitiveness of organizations. A well-structured development program also motivates
employees, reduces skill gaps, and supports the long-term sustainability of industries.

Furthermore, the research emphasizes that continuous improvement and adaptation in

training methods are necessary to meet the changing demands of the labour market.
Incorporating modern tools such as digital learning platforms, practical workshops, and
industry collaborations makes training more effective and accessible. Therefore, it can be
concluded that training and development programs are not just an organizational necessity
but also a strategic investment that benefits both employees and employers. By equipping
skilled labour with the right competencies, these programs create a stronger, more adaptable
workforce capable of contributing significantly to economic development.

6.2 RECOMMENDATION

 Focus on Practical and Hands-on Training

Skilled labourers learn best through practice. Training programs should emphasize
workshops, demonstrations, and on-the-job training rather than only classroom sessions. This
ensures workers can directly apply the skills they learn in real-world situations.

 Use of Modern Technology and Tools

Introduce digital learning platforms, simulations, and modern equipment during training.
Skilled workers should be trained in the latest tools, machinery, and techniques to remain
competitive in the industry.

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  Regular Refresher and Upgradation Courses

Industries change rapidly; hence, training should not be a one-time activity. Organizing
periodic refresher courses will keep labourers updated with new methods, safety practices,
and technical skills.

 Customized Training Based on Industry Needs

Every sector (construction, manufacturing, IT, healthcare, etc.) has different skill
requirements. Training modules should be designed according to the specific industry and job
role to maximize effectiveness.

 Soft Skills and Communication Training

Along with technical expertise, labourers should also receive training in teamwork, time
management, safety awareness, and communication, which improve overall workplace
productivity.

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