Project Profile - Manpower Development Study

MANPOWER DEVELOPMENT STUDY

DANIDA - India
DANIDA, the Danish development and funding agency, and The World Bank evaluated the feasibility of setting up training centres for the cement industry as well as identify their potential locations and working models under the "Cement Industry HRD Project in India". A training needs assessment exercise, to identify training packages for development, was subsequently carried out. This was followed by the operationalisation of the centres themselves. Subsequently, a review mission to assess the internal efficiency and impact of the established training centres and their course packages was carried out. Holtec was the Indian consultant for nearly all the above activities.
Regional Training Centre Locations, India	Key Assignment Information The entire assignment was spread over a period of 5 years (1991 to 1996) Incorporated various aspects of industry-specific manpower development including institutional set-up, training needs analysis and training impact assessment The key focus in the assignment was to establish a self-sustaining model training system About 125 consulting days were spent on field About 150 consulting days were spent at the home office.
Objective and Coverage The first phase of the assignment involved establishing the feasibility of setting up self-sustainable revenue generating training centres with a captive set of cement plants that would the services offered. Four feasible locations, one in each region of the country, were identified. The lead plants where each of these four Regional Training Centres (RTCs) were to be situated, were also finalised. The participating plants under each RTC, called core plants, were indicated. Hence, a concept of four regional training systems was recommended. The model of operation for the RTCs, the likely investment and projections for costs and revenue were also indicated. The second phase involved carrying out a detailed Training Needs Analysis (TNA) across selective plants to identify existing gaps in knowledge and skill, at various manpower levels. In addition, knowledge and skill upgradation demanded by technological changes, expected in India in the medium term, was also ascertained. Based on the above two factors, overall training needs were identified. These were then formulated into relevant training packages. A selection of core trainers for each RTC was also done. Phase three was carried out just before the close of the Project to evaluate the functioning of each RTC, particularly with respect to self-sustainability and impact on fulfillment of training needs. Hence, the "internal" and "external" efficiency of each RTC was ascertained through visits to all the 4 lead plants and selected core plants Each phase of the assignment involved extensive field visits and interactions with cement industry personnel. Phase 1 was initiated in June 1991 while Phase 3 was completed in March 1996. Holtec’s consulting inputs were instrumental in establishing the feasibility of setting up regional training centres, identifying numbers & locations, short-listing lead plants and formulating courseware. In addition, Holtec’s proprietory methodology for impact assessment of the RTCs provided key inputs to assess current status of operation and identify improvement areas. Holtec has executed 5 similar assignments.