Post on 02-Jun-2018
8/10/2019 51983935 NTPC Project Report
1/110
PROJECT REPORT
ON
TRAINING AND DEVELOPMENTTRAINING AND DEVELOPMENT
ORGANIZATION : NATIONAL THERMAL POWERCORPORATION
Submitted in the partial fulfillment of the requirement for the award of the degree of
MASTER OF BUSINESS AMINISTRATION
Se!!ion "##$%"#&&
SUBMITTE TO'% SUBMITTE B('%
M!) Sonam *ulati ANI+ ,UMARFa-ult. of MBA ept) Roll No)% #$#/"0###1
MBA 2 IIIrd Sem)
E3ARTMENT OF MANA*EMENT
A4AEM( OF BUSINESS AN EN*INEERIN* S4IEN4E5 *6A7IABA
Institute of Management & Research, Ghaziabad 1
8/10/2019 51983935 NTPC Project Report
2/110
INDEX
S. No. Topics Page No.
1. Acknowledgement I2. Executive Summary II
3. Introduction Te !rgani"ation #T$% 1
&. $ro'lem (ndertaken 3)
*. !'+ective o, !ur Study 31
-. Training & Development - Theoretical Perspective 32
. /esearc 0etodology *
. ata $resentation -1
. ata Analysis )
1). %onclusions 2
11. /ecommendations 3
12. 4imitation &
13. 5i'liograpy *
1&. Annexure -
1*. 6uestionnaire
ACKNOWLEDGEMENT
7e are grate,ul to 0rs. Sonam 8ulati ,or is guidance and support during te
compilation o, te pro+ect.
7e wis to tank 0r. Asok 9adav: ;
8/10/2019 51983935 NTPC Project Report
3/110
4ast 'ut not te least we tank te employees o, #T$% ,or teir co>operation in te
course o, our pro+ect.
ate?@@@@@ Anil kumar
$lace?@@@@ 05A IIIrd semester
Institute of Management & Research, Ghaziabad 3
i
8/10/2019 51983935 NTPC Project Report
4/110
EXECUTIVE SUMMARY
#ational Termal $ower %orporation ;#T$%= as emerged as a truly national power
company: wit power generating ,acilities in all te ma+or regions o, te country. #T$%
is committed to te environment: generating power at minimal environmental cost and
presenting te ecology in te vicinity o, te plants. It as 1 power generating plants
wic contri'ute to 2* o, total power supply in India. #T$% is ranked 3 rdin India ,or
employee satis,action.
8lo'al competition tecnological advancement and trans,ormation o, te traditional
workplace are raising te pressure on all organi"ations to improve per,ormance.
Training and development are te most ,reBuently employed organi"ational strategy to
enance organi"ational a'ility to adopt and use advances in tecnology 'ecause o,
igly capa'le and knowledgea'le employees continuous training C development o,
employees is crucial in enancing organi"tions competitive position and improveemployee morale: teamwork: pro'lem solving and decision making capa'ilities. Tis
as persuaded many organi"ation to ,orm separate training department. #T$% too
'elieves in tis approac towards per,ection 'ut consistent.
#T$% is involved in a variety o, innovative training C development tecniBues So as to
make #T$% a learning organi"ation.
Institute of Management & Research, Ghaziabad 4
8/10/2019 51983935 NTPC Project Report
5/110
INTRODUCTION
THE ORGANIZATION: NTPC
#ational Termal $ower %orporation 4imited ;#T$%= is te largest termal power generating
company o, India. It was incorporated in te year 1* wit te o'+ective o, planning:
promoting and organi"ing an integrated development o, termal power in te country. #T$%
is a pu'lic sector company wolly owned 'y 8ovt. o, India. Today #T$% as power
generating capacity in all te ,our ma+or power regions o, te country.
Institute of Management & Research, Ghaziabad 5
ii
8/10/2019 51983935 NTPC Project Report
6/110
NTPC POWER STATION
Institute of Management & Research, Ghaziabad 6
8/10/2019 51983935 NTPC Project Report
7/110
Institute of Management & Research, Ghaziabad 7
8/10/2019 51983935 NTPC Project Report
8/110
Mare! S"are
Te present commissioned capacity o, #T$% is 1:&3* 07. #T$%Ds sare on 31st
0arc2))1 in te total installed capacity o, te country is 1.3. It contri'uted 2- in tetotal power generation o, te country during 2)))>2))1.
Te approved capacity 22** 07 consisting o, 13 coal stations and gas F liBuid > ,uel
com'ined cycle power plants. #T$% is also managing 5adarpur termal power station
;)* 07= o, 8overnment o, India and 5alco %aptive $ower $lant
;2) 07=. Among te ,irst $u'lic Sector Enterprises to enter into a 0emorandum o,
(nderstanding ;0!(= wit te 8overnment in 1>. #T$% as 'een placed under te
Excellent category ;te 'est category= every year since te 0!( system 'ecame operative.
/ecogni"ing itDs excellent past per,ormance and its vast potential: te 8ovt. o, te India as
identi,ied #T$% as one o, te #avratnas> a potential glo'al giant.
Institute of Management & Research, Ghaziabad 8
8/10/2019 51983935 NTPC Project Report
9/110
ORGANIZATION CHART
VISION
#T$%: a ,ront>runner in te Indian power sector: to 'e one o, te largest and 'est power
utilities o, te world and tere'y contri'uting to IndiaDs emergence as one o, te worldDs
leading economies.
#T$%Ds vision ,or te new millennium is inspired 'y a glorious past: vi'rant present and a
'rilliant ,uture.
Institute of Management & Research, Ghaziabad 9
8/10/2019 51983935 NTPC Project Report
10/110
MISSION
To make availa'le relia'le and Buality power to te nation in increasingly large Buantities.Towards tis end: te company will spearead te process o, accelerated development o,
te power sector 'y planning and expeditiously implementing power pro+ects and operating
power stations economically and e,,iciently. In doing so te company will also seek
opportunities ,or augmenting power generation troug tie>ups wit oter organi"ations in
te area o, conventional energy sources and additionally troug non> conventional energy
sources. Te corporation will contri'ute to all round sector improvement 'y saring its
expertise and experience wit oter organi"ations. Te company will participate in te setting
up o, te power pro+ects a'road: i, necessary in colla'orations wit oter reputedorgani"ations.
NTPC CORE VALUES #COMIT$
%(ST!0E/ G!%(S
!/8A#IHATI!#A4 $/IE
0(T(A4 /ES$E%T A# T/(ST
I#ITIATIE A# S$EE
T!TA4 6(A4IT9
O%JECTIVES
In pursuance o, te vision and mission: te ,ollowing would 'e te corporate o'+ectives o,
#T$%?
GROWTH
To add generating capacity witin prescri'ed time and costJ
Institute of Management & Research, Ghaziabad 10
8/10/2019 51983935 NTPC Project Report
11/110
To expand consultancy operations and to participate in ventures a'roadJ
To diversi,y in ydro and non>conventional energy sources power generationJ
To diversi,y into power related 'usinesses to ensure integrated development o, energy
sector in India.
PERFORMANCE LEADERSHIP
To acieve continuous per,ormance improvement in te areas o, pro+ect
implementation: plant operation and maintenance: generation e,,iciency etc. and to acBuire
and sustain internationally compara'le standards in tese areas wit good 'usiness etics
and values.
HUMAN RESOURCE DEVELOPMENT
To develop a learning organi"ation aving knowledge> 'ased competitive edge.
To create a culture o, team 'uilding: empowerment and accounta'ility to convert
knowledge into productive action wit speed: creativity and ,lexi'ility.
FINANCIAL SOUNDNESS
To maintain and improve te ,inancial soundness o, #T$% 'y managing te ,inancial
resources in accordance wit te 'est commercial utility practices.
To develop appropriate commercial policies wic ensure remunerative tari,,s and
minimum receiva'les.
TECHNOLOGY LEADERSHIP
To acBuire: assimilate and adopt relia'le: e,,icient and cost> e,,ective tecnologies and to
disseminate knowledge to oter constituents o, te power sector in te country.
Institute of Management & Research, Ghaziabad 11
8/10/2019 51983935 NTPC Project Report
12/110
SUSTAINABLE POWER DEVELOPMENT
To contri'ute to sustaina'le power development 'y ,unctioning as a responsi'le
corporate citi"en and discarge social responsi'ilities in te areas o, environment protection
and rea'ilitation.
Te corporation will strive to utili"e te as produced at its stations to te maximum
extent possi'le.
RESEARCH AND DEVELOPMENT
To carry out researc and development ,or e,,icient and relia'le operation o, power
plants in te country.
VALUES
Te values sared 'y te entire organi"ation are to permeate troug eac and every
discipline witin te company and in all its initiatives and responses wit te rest o, te world?
/espect ,or eac oter
Every one a winner
Gairness: 'usiness etics
%ustomer satis,action
endor partnersip
E,,iciency: pro,ita'ility 'ene,it cost orientation
Systems approac and discipline
Innovation: creativity: entrepreneursip
%oncern ,or ecology: environment
Internal customer service
Total Buality
Institute of Management & Research, Ghaziabad 12
8/10/2019 51983935 NTPC Project Report
13/110
Sensitivity to ,eed'ack: learning and renewal.
GENESIS& GROWTH AND MARKET SHARE
NTPC-GENESIS
Te electricity ;supply= act o, 1& provided ,or: among oter tings: setting up o, te state
electricity 'oards ;SE5s= in eac state: wit responsi'ility ,or generation: transmission and
distri'ution o, electric power.
Te #T$% was incorporated in te year 1*: troug an amendment o, te electricity
;supply= act: to supplement te e,,orts o, te states ,or Buicker and greater capacity addition.
Te mandate given to tis new entity was planning: promoting and organi"ing an integrated
development o, termal power ;including associated transmission systems= in te country.
GROWTH
In a span o, +ust over 1* years a,ter commissioning o, te ,irst 2)) 07 unit at Singrauli in
Ge'ruary 12: #T$% as grown to 'ecome te largest utility o, te country wit te
commissioned capacity o, 1-:* 07 as in April 1: at an average annual commissioning
rate o, 1))) 07. #T$% as 'een ranked nint in termal generation amongst te worlds
termal generating companies as per te 'enc>marking data o, 2)) top utilities o, te world
;pu'lised 'y 0arketline International (K=.
Te total approved capacity o, #T$% at te end o, te 0arc 1 stands at 2):*1* 07
consisting o, 12 coal 'ased stations and gasF liBuid ,uel 'ased stations. In addition: #T$%
also manages 5adarpur termal power station and 5alco captive power plant on 'eal, o,
te government o, India and 5arat Aluminium %orporation limited ;5A4%!= respectively.
#T$% as also constructed 1-- ckt. Km. o, transmission lines upto 0arc 12. Tese
transmission lines were su'seBuently trans,erred to power 8rid %orporation o, India ltd. In
April 12 wit te ultimate o'+ective o, creating a national grid.
MARKET SHARE
#T$%Ds sare in te total installed capacity o, te country stands at 1. and it contri'uted
2*.3 in te total power generation o, te country during te year 1>.
Institute of Management & Research, Ghaziabad 13
8/10/2019 51983935 NTPC Project Report
14/110
DIAGNOSIS
4ooking 'ack: it as not exactly 'een an a'solutely smoot sailing all te way ,or #T$%. Till
te late eigties: te central government provided 'udgetary support troug eBuity
contri'utions and mo'ili"ations o, multilateral and 'ilateral de't at relatively ,avora'le terms
and loan guarantees: allowing #T$% to ploug 'ack all its earnings: tere'y providing it wit
an important source o, long>term capital. Te government also supported #T$% in te
reali"ation o, dues troug central appropriations.
In te li'erali"ed economic scenario: te announcement o, a new power policy in !cto'er
11 marked a signi,icant cange in te governmentDs priorities. Tere ave 'een
successive policy announcements to ,acilitate greater private sector participation. 7it te
opening up o, power sector to private participation: as many as tree pro+ect sites underdevelopment 'y #T$% were trans,erred to te respective state governments ,or
implementations 'y te I$$s as?
Te government wanted to encourage private participationJ
#T$%: during te years 1>2: was ,acing a severe ,inancial crunc caused 'y uge
arrears o, SE5s coupled wit witdrawal o, net 'udgetary support 'y te governmentJ
enial 'y te multilateral ,unding agencies like te 7orld 5ank to support new #T$%pro+ects: wile continuing te ,unding o, ongoing pro+ects.
Tis was a turning point in te istory o, #T$%? a make or 'reak situation tat would
determine te survival o, te company and te ,uture role it expected to ave in te power
sector o, te country.
Strategies and approaces ad to 'e Buickly evolved: to move ,rom ,inancial crisis to good
ealt: and tis was acieved in large part 'ecause o, te +udicious mix o, sound commercial
policies adopted in resolving te crisis wit te support o, te government. Te steps taken
included?
!,,ering new incentives to encourage prompt payment troug 4%s 'y SE5sJ
Institute of Management & Research, Ghaziabad 14
8/10/2019 51983935 NTPC Project Report
15/110
Strengtening te commercial department o, #T$%J
Intensive liaison wit te customerF state governmentsJ
%entral government support: including central appropriations: and
/esorting to regulation o, power supply commensurate wit payments: werever
needed and ,easi'le.
Te result was dramatic improvement in te reali"ation o, dues: and revival o, te 7orld
5ank loans under te time slice concept 'y 13. Soon: oter lending agencies ,ollowed suit.
Tus 'etween 1 and 1: #T$% went troug tree distinct pases o, ,irst aving
pro+ects 'ut no money ;1>12=: aving money 'ut no new pro+ects to implement ;1*
onwards=.
Today: #T$% is well pois3ed to implement an am'itious growt plan o, 'ecoming a 3))))
07 plus company 'y te year 2)).
STRATEGIC ADVANTAGE PRO'ILE
#(De)o!e* *!re)g!"*& + De)o!e* ,ea)e**e*- o)*!ra/)!*$
MARKET SHARE
(Te government as reposed its con,idence in #T$% 'y selecting it to 'e one o, te
eleven $S(s aving a potential to 'ecome a glo'al giant. Tis privilege provides signi,icant
leverage to #T$% in reali"ing its vision.
(7it a sare o, 1. in installed capacity and 2*.3 in generation contri'ution: #T$% is
not only te largest and leading power generating company in te country 'ut as also
acclaimed international reputation.
($oised to 'ecome a 3)))) 07 plus company 'y te end o, Lt plan i.e. year 2)).
(
8/10/2019 51983935 NTPC Project Report
16/110
PAST PERFORMANCE
(An impressive growt rate in capacity addition: unmatced in te istory o, power sector in
India.
(An excellent record o, pro+ect implementation 'y commissioning most o, te units on or
aead o, scedule.
(Acieved new per,ormance 'encmarks in operational and e,,iciency parameters.
(Acieved sel,>su,,iciency in engineering o, coal and gas 'ased power stations.
(5rougt impressive turnaround in per,ormance o, te stations taken over ,rom SE5s and
managed 'y #T$%.
(0aintained continuously its per,ormance under excellent rating in 0!(s wit government
,or te last 11 years.
(7on several prestigious awards ,or excellent per,ormance in various areas o, productivity:
environment: industrial relations: sa,ety: ,amily wel,are: Buality assurance: standardi"ation:
pro+ect management etc.
+elays in declaration o, commercial operation o, some o, its units.
+ 4arge inventory o, ig values: nonF slow moving sBuares as 'een accumulated over
te years.
+elays in contract closings a,ter te completion o, te pro+ects.
+Te state owned monopolistic nature o, power industry wit inadeBuate ,ocus on service to
customers.
FINANCIAL POSITION
(
8/10/2019 51983935 NTPC Project Report
17/110
(Increasing pro,its year a,ter year since inception.
(Su'stantial internal resource generation ,or growt.
+ery large receiva'les ,rom state electricity 'oards.
+4ow return on investment due to administered tari,,.
HUMAN RESOURCES
( $ool o, skilled and dedicated pro,essionals in engineering: operations: maintenance:
contracts: /C: ,inance and uman resource management: etc.
( %ontinued concern ,or uman resource development. Esta'lised power management
institute eBuipped wit necessary in,rastructure 'acked 'y training institutes at all pro+ects to
upgrade te tecnical and managerial skill.
TECHNOLOGY
(Gull ,ledged engineering division accredited wit IS! ))1 certi,ication.
($ioneered several state>o,>te art tecnologies vi". %0IS: ,ledged /C center eBuipped wit state>o,>te>art eBuipment ,or carryingout applied researc in power tecnology. Te /C center supports te sustenance o, ig>
level operational per,ormance.
ENVIRONMENT AND R&R
(%enter ,or power e,,iciency and environmental protection created to improve e,,iciencies
and minimi"e environmental pollution. Te entire power sector will 'ene,it 'y te centerDs
work.
(Girst to develop and adopt a well conceived /C/ policy in te Indian corporate sector.
(7ell>,ocused environmental protection policy 'eing ,ollowed ,rom 5eginning.
ORGANIZATION STRUCTURE
Institute of Management & Research, Ghaziabad 17
8/10/2019 51983935 NTPC Project Report
18/110
( Tree>tier structure provides decentrali"ation o, line responsi'ility wile retaining
centrali"ed systems in areas suc as engineering: contracting o, ig value packages: co>
ordination wit ,inancing agencies etc.
+Tall ierarcy ,or controlling and directing
+/ole am'iguity as started creeping in.
SYSTEMS AND PROCEDURES
( %ompreensive management systems exist in various ,unctional areas suc as
engineering: contracting: pro+ect management: ,inance and maintenance management.
+7ile te systems ave served #T$% well in te past: te canging environment as
necessitated reengineering o, tese systems ,or e,,ective ,unctioning in te ,uture. Tis is an
important task considering te usual resistance to cange: especially in success,ul
organi"ations.
+$oor storage and retrieval o, data.
SHARED VALUES (CULTURE)
(#o ma+or industrial disputes.
(%ordial management employees relationsip.
+Too many to take credit ,or successes and too ,ew accounta'le ,or ,ailures. Tis may put
'linkers in te managerDs perceptions as tey 'ecome insulated ,rom te environment and
instead o, trying innovative approacesJ tey may stick to wat as worked in te past. Tis
may tend to maintain status Buo.
> 4ack o, in,ormation saring tendency.
Institute of Management & Research, Ghaziabad 18
8/10/2019 51983935 NTPC Project Report
19/110
PRODUCTS AND SERVICES
CONSULTANCY
7it te success,ul execution and operation o, termal power pro+ects: #T$% as emergedas te acknowledged leader in engineering: construction: !C0 and management o, termal
power pro+ects and power systems. In an attempt to gain ,rom tis ric experience: many
leading Indian and international utilities ave 'een seeking consultancy services.
#T$% as experience in developing nearly :))) 07 ,or oter utilities and Independent
$ower $roducers. Te %onsultancy 7ing acts as te nodal point ,or all te %onsultancy and
turnkey pro+ect contracts undertaken ,or outside clients and organi"ations.
#T$% o,,ers an entire range o, consultancy services related to a wide range o, in,rastructure
sector 'usiness suc as?
Gossil ,uel 'ased termal power generation.
%om'ined cycle power generation.
%ogeneration.
#on>conventional energy.
7ater supply and treatment.
Environment engineering and management.
Sur,ace transport ;/oads: 'ridges and ,uel transportation=.
Town planning and development.
ENTIRE GAMUT O' SERVICES& IN THE A%OVE AREAS& ARE O''ERED SUCH AS:
!wners Engineer Services.
4enders Engineer Services.
Institute of Management & Research, Ghaziabad 19
8/10/2019 51983935 NTPC Project Report
20/110
Environment Engineering and 0anagement.
$rocurement Services.
$ro+ect 0anagement.
6uality Assurance and Inspection Services.
0aterials 0anagement.
%onstruction 0anagement: Erection and %ommissioning.
Ginancial Systems and 0odeling.
!peration and 0aintenance.
/estoration: E,,iciency Improvement and /enovation and 0oderni"ation.
8/10/2019 51983935 NTPC Project Report
21/110
2x2*) 07 units at #0T$$ pase>II o, ideocon $ower %ompany: India.
12 07 ;x1- 07= iesel 'ased $ower Station at Ko"ikode: Kerala ,or Kerala State
Electricity 5oard India.
3x21) 07 5aleswar $ower $ro+ect o, 7est 5engal $ower evelopment %orporation
4td: India.
TURNKEY EXECUTION
Turnkey Execution o, pro+ects including esign: Supply %onstruction: Testing and
%ommissioning o,?
Sevent $ower $ro+ect o, #epal S and
8/10/2019 51983935 NTPC Project Report
22/110
Geasi'ility /eport: 5asic Engineering: 5idding ocuments: etailed Engineering: 6uality
Assurance: !perational E,,iciency Studies: Environmental Studies: $ower System $lanning:
Socioeconomic Studies and $rocurement Services ,or?
3x2*) 07 aanu Termal $ower Station o, 5SES 4td.: India.
E,,iciency Improvement o, T#E5 ,or Asian evelopment 5ank: 0anila: $ilippines.
&*) 07 0cucuma 0ining>cum>$ower $ro+ect ,or #ational evelopment %orporation:
Tan"ania.
3)) 07 $ragati %om'ined %ycle $ower $ro+ect ,or eli idyut 5oard: India.
-)) 07 8as 'ased %om'ined %ycle $ower $ro+ect at ypeen: Kerala ,or Siasin Energy
$vt 4td: India.
Tamil #adu Industries %aptive $ower %ompany 4td: India.
3)) 07 %om'ined %ycle $ower $ro+ect at
8/10/2019 51983935 NTPC Project Report
23/110
'ased %om'ined %ycle $ower $lants. In addition: 5T$S ;2) 07= and 5A4%! ;2) 07=
are also 'eing operatedFmanaged 'y #T$%
Institute of Management & Research, Ghaziabad 23
8/10/2019 51983935 NTPC Project Report
24/110
O2M 5ee67a /)or4ora!e6 /) 6e*/g)*
5eing a power utility: #T$% as te uniBue advantage o, regular ,eed'ack on various
operational and maintenance aspects ,rom its generating plants. Tis ,eed'ack is ten
suita'ly incorporated ,or improvement in ,uture designs.
International Procurement Experience
0ost o, te #T$% power plants ave 'een ,unded 'y International Gunding Agencies like te
7orld 5ank: A5: and !E%G etc. Tese plants incorporated state>o,>te>art eBuipment and
systems generally procured troug International %ompetitive 5idding. #T$% as te varied
and ric experience o, working wit eBuipmentFsystems sourced ,rom di,,erent parts o, te
world suc as (SA: (K: Grance: 8ermany: Mapan: Italy: and /ussia etc.
'a8/9/ar/! ,/!" S!a!;!or A;!"or/!/e*
#T$% is ,ully ,amiliar wit te reBuirements o, various government 5odies C Statutory
Autority: 0inistry o, Environment C Gorest etc.
1;a9/5/e6 Ma)4o,er
#T$% as a vast $ool o, Buali,ied tecnical and managerial manpower wo are well
supported 'y igly trained sta,, and excellent in,rastructure ,acilities to extend services to its
own power plants as well as to its various clients.
E34er/e)e o5 ,or/)g ,/!" I)!er)a!/o)a9 Co)*;9!a)!*
#T$% engineers ave ad te opportunity o, working in close association wit several
international consultants vi". 5lack and eatc Intl.: (SAJ (E C %: (SAJ 5ritis Electricity
International: (.K.J Electricite de Grance: GranceJ 8il'ert %ommonwealt: (SA and manymore.
Institute of Management & Research, Ghaziabad 24
8/10/2019 51983935 NTPC Project Report
25/110
Co)e4! !o o88/**/o)/)g a)6 7eo)6...
#T$% as te capa'ility and expertise to provide te total range o, services ,rom %oncept to
%ommissioning o, power station covering areas suc as ,easi'ility C EIA studies: design:
engineering: 6ACI: procurement: pro+ect management: construction supervision: testing:
commissioning: operation C maintenance and training etc.
Reg/*!ere6 ,/!" I)!er)a!/o)a9 I)*!/!;!/o)*
#T$% is registered as a consultant wit 7orld 5ank: Asian evelopment 5ank: A,rican
evelopment 5ank: etc.
Institute of Management & Research, Ghaziabad 25
8/10/2019 51983935 NTPC Project Report
26/110
POWER MANAGEMENT INSTITUTE
INTRODUCTION
Te $ower 0anagement Institute ;$0I= was set up 'y #ational Termal $ower %orporationin recognition o, te vital role tat training and development as to play in te context o, te
callenges associated wit te growt o, te Indian $ower Sector. Te Institute set up in te
year 12: is involved in te training and development o, middle and senior level personnel
,rom te power sector as also ,rom oter organi"ations not related to power sector. $0I
started ,unctioning ,rom te sprawling campus at sector 1-: #oida.
!ver te years: $0I as developed its strengt in designing and delivering customi"ed
programs suited to te needs o, individual organi"ations. 7ile te instituteDs core
competence in tecnical areas is related to power sector: its 0anagement and IT
development programs cover all aspects o, management development. Te in,rastructure
and idyllic surroundings o, $0I make it conducive to learning and sel,>development.
OVERVIEW
ISO-900 !"#$%%!'$%:
$0I as secured te prestigious IS!>))1 certi,ication ,rom 44!9S /E8ISTE/ 6(A4IT9
ASS(/A#%E ;4/6A=. Te standard o, training imparted as 'een ad+udged to 'e o, ig
Buality as endorsed 'y certi,ication.
P*%!+:
$0I is committed to 'e a leading institute in developing world>class competencies 'y
providing state>o,>te>art training catering to te needs o, te power pro,essionals. Te
institute sall endeavor to innovate and adopt latest management and tecnological
practices to continuously improve te capa'ilities.
O,"!$%."/:
To increase training capacity utili"ation
Institute of Management & Research, Ghaziabad 26
8/10/2019 51983935 NTPC Project Report
27/110
%ontinuous up>gradation o, ,aculty competencies
To develop strategic alliances ,or mutual improvement o, core competencies
To widen te customer 'ase and acieve improved customer satis,action
To carry out 'encmarking wit national and international training institutes
MANAGEMENT DEVELOPMENT PROGRAMS
$ower sector scenario is marked 'y sweeping canges like private sector participation:
restructuring o, SE5s: setting up o, regulatory commissions: etc: so as to make te power
industry glo'ally competitive. Tese programs address te need o, eBuipping power
pro,essionals wit te latest managerial tools and tecniBues so as to ena'le tem to
e,,ectively manage and operate under dynamic circumstances.
Te ,ocus o, $0I program is to 'uild and develop #T$% and also t-o develop ,unctional
competencies among te individual managers.
Te programs are developed a,ter training needs analysis o, te organi"ation and te
industry keeping in mind te recent developments in te sector. Ginance: 'eavioral
sciences: strategic management: uman resource development: vigilance mecanism:
creativity and values: Buality: pro+ect management and several oter areas are covered in
tese programs.
In te recent years: a num'er o, concert programs ave 'een done ,or organi"ations: like
$ower Ginance %orporation: A$8E#%!:
8/10/2019 51983935 NTPC Project Report
28/110
power sector.
A GE7 S$E%IA4 TE%Sooting and maintenance
4inux
Institute of Management & Research, Ghaziabad 28
8/10/2019 51983935 NTPC Project Report
29/110
S4e/a9 Progra8*
Te institute in colla'oration wit IIT: eli as introduced an 1 monts 0>tec program in
$ower Engineering. Tis program is open to all power engineers aving minimum years
experience and less tan &) years o, age. Te selection is troug a written test eld all over
te country and interview o, te sort>listed candidates. Twenty>,ive candidates are ,inally
selected. A ,ew seats are reserved ,or candidates sponsored 'y external organi"ations.
$0I as also taken te initiative o, o,,ering a degree course: 5>Tec in $ower Engineering in
colla'oration wit 5ITS: $ilani to its employees aving diploma in Engineering. Te institute
is also expanding its port,olio to include management education.
!ver te years $0I as 'een providing long duration induction level training programs to te
new #T$% executive trainees. Also: organi"ations like $ower ,inance %orporation: A55:
/eliance: 5SES: Siemens: etc are sponsoring executive trainees to $0I ,or induction level
courses.
'ACULTY PRO'ILE
irector ;$ersonnel= #T$% is te irector>in>carge o, $0I: wic is eaded 'y Executive
director: $0I. A competent ,aculty pool drawn ,rom various disciplines is te core strengt o,
$0I. Te areas include
!rgani"ational 5eavior
8/10/2019 51983935 NTPC Project Report
30/110
Ginancial 0anagement
Strategic 0anagement
$ro+ect 0anagement
%ontracts and 0aterials 0anagement
/enovation and moderni"ation
/ea'ilitation and settlement
Energy conservation
Te ,aculty is supported 'y a competent team o, o,,icials ,rom areas like administration:maintenance: ospitality: environmental management and a ost o, oter support services.
Tere is a learning resource center aving over :*)) titles o, 'ooks and videotapes and
also ,acilities ,or sports and games including swimming.
RESEARCH
Apart ,rom dissemination o, knowledge: $0I strongly 'elieves in undertaking researc
pro+ects on topics related to management development. A 'eginning as 'een made in tis
direction and a culture and an atmospere stimulating researc is 'eing created in te
institute.
CONSULTANCY
$0I as made a ,oray in te area o, 0anagement consultancy 'y 'eing a part o, te Artur
Anderson consortium in te Andra $rades power sector re,orms and restructuring
process. 7it te restructuring o, most o, te SE5s in te o,,ing: $0I is poised to 'ecome a
ma+or player in tis direction 'y o,,ering consultancy in te area related to training:
8/10/2019 51983935 NTPC Project Report
31/110
Institute of Management & Research, Ghaziabad 31
8/10/2019 51983935 NTPC Project Report
32/110
TOTAL PROGRAMME DAY
Institute of Management & Research, Ghaziabad 32
and>now proposition: somewat like induction training: wic
does not ave a very signi,icant development aspect to it. Its aim is narrow>to guarantee a
certain contri'ution to te +o': ,or instance sales training and macine skills.
Institute of Management & Research, Ghaziabad 42
8/10/2019 51983935 NTPC Project Report
43/110
H;8a) Re9a!/o) Tra/)/)g
Tis is a 'road category em'racing many di,,erent aspects.
Sel,>learning and inter>personnel competence can 'e included in tis category>all concernedwit generally te same teme. It stresses a concern ,or individual relationsips: ,or ,eeling
and treating people as Puman 'eingsQ: rater tan as macines. #ot only is tis concern
and awareness in oneDs attitudes and 'eavior conducive to 'etter work>place relations: 'ut
also to enanced productivity. Tis category o, training is oriented towards te development
o, te individual and conseBuently te organi"ationDs e,,iciency in terms o, 'etter teamwork.
Pro79e8* So9/)g Tra/)/)g
0any in>company programmes also revolve around organi"ational units: like divisions o,
'rances: wic generally andle a product line. Te practice is to old togeter all
managerial personnel in a particular divisionF 'ranc ,rom te 'ot te eadBuarter and te
,ield o, o,,ices and discuss common pro'lems and solutions across te ta'le. Tis not only
elps solve pro'lems: 'ut also serves as a ,orum ,or te excange o, ideas and in,ormation:
wic could 'e utili"ed in oter situations.
Ma)ager/a9 A)6 S;4er/*or Tra/)/)g
Te managerial +o' com'ines 'ot tecniBues and conceptual knowledge. I, it is tat o, a
specialist: it would empasi"e some tecniBues and knowledge like operations: researc:
,inance: production: and personnel management. I, on te oter and it is a general
management +o': ten te empasis would 'e on te principles o, scienti,ic management?
organi"ing: planning: sta,,ing: directing and controlling.
A44re)!/e Tra/)/)g
Te Apprentice Act 1-1 was 'ased on te pilosopy o, providing some tecnical training
,or unskilled people in order tat teir employment opportunity is enanced: or alternativelyto elp tem 'e sel,>employed. Industrial organi"ations in speci,ied industries are reBuired to
train apprentice in proportion to teir work,orce in designated trades. Te duration o, training
is one to ,our years.
Institute of Management & Research, Ghaziabad 43
8/10/2019 51983935 NTPC Project Report
44/110
LEARNING AND TRAINING
Irrespective o, te type or metod o, training: trainer as to keep in mind some o, te
principles o, learning or motivation: wic would enance internali"ation o, wat is taugt.
Mo!/a!/o)
A trainee needs to ave a desire to learn and 'ene,it ,rom te programme. I, e is not
interested: or is demotivated: ten te learning outcome is going to 'e insigni,icant and te
company will ave spent its money 'adly. !n te oter and: 'eing too intense a'out
learning and outcome may result in setting over>am'itious goals ,or te individual.
Re/)5ore8e)!
Gollowing on te concept o, motivation is tat o, rein,orcement. Gor learning to take place
and 'e internali"ed to te desired extent: a trainee is rewarded or given some
encouragement. Tis rein,orcement: or te acknowledgement tat wat as 'een acBuired is
desira'le: can 'e eiter an extrinsic or intrinsic reward> external praise or some tangi'le
reward: or te individualDs ,eeling o, a sense o, progress. %urrent stress is on positive
support and elp,ul 'eavior: even wen mistakes are made.
'ee67a
uring te training process: it is use,ul ,or te trainee to 'e told ow e is progressing. Te
knowledge o, results is: several researcers ave con,irmed: an e,,ective motivator.
%onstant and periodic ,eed'ack as positive e,,ects on te traineeDs learning. (nless te
trainee knows ow close is per,ormance comes to te desired standard: e will not ave an
opportunity to improve. Geed'ack: tere,ore: provides a 'asis ,or correcting onesel,.
Secondly: ,eed'ack elps to sustain te traineeDs interest in te task: or in te learning tat is
taking place: 'y 'ringing greater involvement wit te learning process. I, ,eed'ack is to 'e
meaning,ul: it sould ,ollow a learning segment as Buickly as possi'le.
Institute of Management & Research, Ghaziabad 44
8/10/2019 51983935 NTPC Project Report
45/110
Tra)*5er O5 Tra/)/)g
Te maximum use o, training can 'e made i, te trainee is a'le to trans,er is learning to is
actual work role. Tis is possi'le i, elements are incorporated in te training situation ,rom
te +o' role: eiter existing or proposed. Te more similar te learning situation is to te +o'
situation: te iger te degree o, trans,er te trainee can expect: and ence te greater te
relevance o, te training programme.
Re4e!/!/o)
/epetition etces a pattern into our memory: e.g.: wen one studies ,or an examination: it isnecessary to repeatedly go over ideas so tat tey can 'e recalled later.
Re9ea)e
/elevance relates to te meaning,ul use o, material: wic aids learning: e.g.: trainers
usually explain in te overall purpose o, a +o' to trainees 'e,ore assigning tem a particular
task.
TRAINING POLICY
A companys training policy represents te commitment o, its top management to training:
and is expressed in te rules and procedures tat govern or in,luence te standard and
scope o, training te organi"ation. Training policies are necessary ,or te ,ollowing reasons.
1. To igligt te ,irms approac to te training ,unction: provide guidance ,or design and
execution: and to provide in,ormation regarding programmes to all employees.
2. Gormulation o, policy elps in identi,ication o, priority areas in training: and since
resources are scarce: tey are prioriti"ed according to ,elt needs.
3. A training policy document elps to communicate te ,irms intent regarding an
employees career development: and also gives te employee te opportunity to 'etteris prospects troug training.
Institute of Management & Research, Ghaziabad 45
8/10/2019 51983935 NTPC Project Report
46/110
POSITIVE OUTCOMES O' TRAINING
Te continued e,,ectiveness and e,,iciency o, an organi"ation is to some extent dependent
on te a'ility o, its employees to produce at ig levels o, e,,iciency: and keep a'reast wit
teir canging +o'>role demands. Training will provide ,or an output in tis direction. Te
several positive 'ene,its o, training are tat?
- Training elps employees to learn teir +o's and attain desired levels o, per,ormance
speedily tus cutting costs and contri'uting to 'etter utili"ation o, macines and
materials: ,or example in workers categories.
- Training elps to reduce te cost o, raw materials and products>reducing losses due to
waste: poor Buality products and damage to macinery>wic would result i, an
untrained employee were to learn on is own.
- Employee motivation is enanced wen employees known tat te ,irm would provide
tem training opportunities to increase teir skills and knowledge: tus ena'ling tem to
develop and Buali,y ,or iger posts. Suc practices create ,avora'le attitudes towards
te organi"ation: wic could result in 'etter ad+ustment and commitment to ones work
and te organi"ation. Tus cooperation could elp reduce employee turnover:
a'senteeism: accidents: dissatis,actions and grievances.
- Ginally: training aids in te development o, individual skills: 'etter metods: new
eBuipment: and sometimes new work place relationsips. Suc a process would also
,acilitate tecnological cange 'y updating te versatility o, employees.
Institute of Management & Research, Ghaziabad 46
8/10/2019 51983935 NTPC Project Report
47/110
TRAINING METHODS
Training metods are a means o, attaining te desired o'+ective in a learning situation. 8iven
'ackground work suc as identi,ication o, training needs: a programme design and its
duration ;'ased on tese needs=: it ten 'ecomes pertinent to analy"e and select te 'est
metod or com'ination o, metods: given te several constraints: to attain te programme
o'+ective. Te coice o, a metod several constraints: to attain te programme o'+ective.
Te coice o, a metod would depend on a wide variety o, ,actors: suc as competence o,
instructors: relevance to te participants: te programme design: i.e.: is a particular metod
te 'est veicle to put across te contents: and ,inally its cost implications.
#umerous training metodologies and tecniBues ave 'een developed over te years to
meet certain speci,ic needs. Eac metod as structured procedures ,or conduct tat o,,ercertain advantages in developing certain limited ,acets o, a trainee: and su,,er ,rom some
limitations.
In using a particular metod: one sould know its strengts and weaknesses: given te
situation: and analy"e its relevance: its purpose: and i, it is use,ul: ow to get te most out o,
it. Tis would provide te rationale o, te various training metods. Te trainer sould know
te rationale o, eac o, te metods 'e,ore attempting to use any o, tem.
O%JECTIVES O' TRAINING METHODS
Training metods ave a num'er o, overlapping o'+ectives. As stated earlier: tey ave to 'e
cosen in relation to te programme design reBuirements. Te main o'+ectives o, individual
training metods could 'e? demonstration value: developing interest and ,inally: appeal to
senses.
8/10/2019 51983935 NTPC Project Report
48/110
talks or reading: alone.
Dee9o4/)g /)!ere*!
!ne o, te ,actors to 'e kept in mind in coosing a metod is its a'ility to old and arousete interest o, te trainee in te learning situation. 0uc researc as 'een done in te ,ield
to test te e,,ectiveness o, various metods. A trainer as to consider alternative metods o,
presenting training material to participants in order to stimulate teir interest and ,acilitate
retention o, te matter. Gor instance: i, traditionally te matter as 'een presented troug
lectures: peraps audiovisual metods could 'e used: or instead pro+ect work 'e assigned
wic would mean learning 'y doing or researcing te su'+ect onesel,.
A44ea9 !o 8a) *e)*e*
Te statement tat Rto see a ting once is 'etter tan to ear it a undred times empasi"es
te inadeBuacy o, words as a means o, communication. Experience indicates tat almost *
per cent o, wat we im'i'e is troug te sense o, sigt and te rest is troug te sense o,
earing: touc: smell and taste. Grom te trainers point o, view it would 'e 'ene,icial to
utili"e as many o, te trainees senses as possi'le: in order to improve retention o, learning.
Application o, tese 'asic o'+ectives or guidelines alone would not 'e enoug. Gor te
appropriate use o, a metod: pro'lem analysis and needs identi,ication are also necessary.
Te trainer as to understand and identi,y te pro'lem areaJ wat is wrong: and were is te
correction neededO
8/10/2019 51983935 NTPC Project Report
49/110
C9a**/5/a!/o) o5 Me!"o6*
epending on te learning outcome: and te process 'y wic it is attained: it is possi'le to
categori"e te various metods into several groups.
O-$"-,-#%"$"1 $#'%%2 3"$1/
In tis cluster are included metods wose main o'+ective is centered around te +o': more
speci,ically: learning on te +o' itsel, 'y a variety o, metods. Tey em'race development
troug per,ormance on te +o': were organi"ational strengt and constraints: uman
'eavior and tecnological systems ave ,ull and ,ree play. 0etods: wic ,all into tis
category: are?
1. !n>te>+o' training.
2. Mo' rotation.
3. 8uidance and counseling.
&. 5rainstorming sessions.
*. Syndicate metod ;working in small groups=.
S%34*'$% 3"$1/
/eal>li,e situations are simulated ,or imparting training. Te metods ,alling in tis category
are?
1. /ole>play.
2. %ase metod.
3. 0anagement games.
&. In>'asket exercise.
Institute of Management & Research, Ghaziabad 49
8/10/2019 51983935 NTPC Project Report
50/110
Ro9e P9a
Te role>play metod reBuires participants to enact roles on te 'asis o, a written script or an
oral description o, a particular situation. Te enactment process provides an insigt and
understanding o, te demands and situations o, te assigned role: tere'y ,acilitating
empaty wit anoters ;actual= role. Te main empasis in management training is in
,acilitating 'etter understanding o, interpersonal pro'lems: and attitude cange. I, not
andled well: owever: it could degenerate a cildis exercise: were: instead o, ,ocusing on
te pro'lem to 'e understood: te situation migt 'e over>dramati"ed.
Ca*e 8e!"o6
Te case is an actual situation: wic is written ,or discussion purposes. Analysis would need
pro'lem identi,ication: analysis o, te situation and o, its causes. Tere could 'e several
solutions to te pro'lem: and eac o, tese alternatives and teir implications needs to 'e
examined. In te real world: on many occasions: a manager may not ave all te relevant
in,ormation wit im 'e,ore taking a decision. Similarly: te case metod approximates tis
reality and in many situations decisions are taken wit limited data: or wat is termed
decision>making under uncertainty. Te managerial response in suc a situation is explored
and understood and learning consists o, developing pro'lem>solving skills.
Ma)age8e)! ga8e*
Te game is 'uilt around te model o, a 'usiness situation and trainees are divided into
teams representing te management o, competing companies. Tey simulate te real>li,e
process o, taking operation decisions. ecisions taken are analy"ed 'y a computer: or
manually: and a series o, te implications o, tese decisions are ,ed 'ack. Te game is
played in several rounds to take te time dimensions into account.
I)+7a*e! e3er/*e
Tis is a simulation training tecniBue designed around te Rincoming mailR o, a manager. A
variety o, situations are presented wic would usually 'e dealt wit 'y an executive in is
working day.
8/10/2019 51983935 NTPC Project Report
51/110
8/10/2019 51983935 NTPC Project Report
52/110
possi'ility. Tere is te cost aspect to 'e considered? ,or te cost o, sending a participant to
an external programme: several employees could 'e trained witin an organi"ation. 9et: te
advantage o, an external programme would 'e a 'reat o, ,res air troug discussions wit
oter participants and a ,res approac could 'e 'rougt into te organi"ation and its
pro'lems. Te skills and tecniBues learnt migt also 'e di,,erent ,rom tose o,,ered 'y ones
own in>ouse programmes.
Tra/)/)g %;6ge!*
A training 'udget ,or eac internal programme as to 'e prepared: wic would include cost
o, ,acilities like training room: ,ood: transport: guest ,aculty: i, any: and cost o, teacing
materials. In ,act: te cost to te organi"ation sould also include te wages and salaries o,
employee participants wo would 'e temporarily pulled out o, teir regular +o's and sent ,ortraining. 9et: organi"ational reBuirements would necessitate teir +o's 'eing done 'y
someone else. Te reason ,or costing te trainee employees salary would 'e tat tey
would not 'e making any contri'ution to te company during te training period: and tat tis
is an additional 'urden on te companys ,inances.
EVALUATION O' TRAINING
Evaluation o, any activity is important: since in evaluating one tries to +udge te Rvalue or
wort o, te activity: using te in,ormation availa'leR.
7at is te purpose o, evaluationO Evaluation: 'y 'ringing to te ,ore Rweaknesses and
,ailures@strengts and successes:R elps to improve training metods. Evaluation elps
management to answer te ,ollowing Buestions
- Te relevance o, te programmes to te organi"ations needs>wat canges i, any
sould 'e made in existing programmes to realign to te organi"ations needs.
- Geed'ack on te coice o, areas o, training will also need to 'e examined in te contexto, its contri'utions to te organi"ations e,,ectiveness.
- Sould te money continue to 'e spent on tis activity: or anoter more relevant activity
tat will improve attainment o, te organi"ations o'+ectivesO
Institute of Management & Research, Ghaziabad 52
8/10/2019 51983935 NTPC Project Report
53/110
/eactions ,rom trainees a'out te training programme can elp identi,y its strengts and
weaknesses. Tese reactions can 'e used as a 'ase ,or te improvement o, programmes:
'ut tose evaluating must ,irst 'e de,inite a'out te aspects tey are interested in
investigating.
An evaluation o, a training metod or system must also take into account te suita'ility o,
o'+ectives. RI, te o'+ectives were inadeBuately ,ormulated in te ,irst place: even a good
training programme as really no cance to 'e e,,ective.R
!'+ectives ave to 'e clear>cut: must relate to needs: and make way ,or canges.
!'+ectives cannot 'e static and need to 'e re>appraised ,reBuently so tat training may
result in improved overall organi"ational e,,iciency. Evaluation o, o'+ectives elps to 'ridge
te gap 'etween needs and o'+ectives.
T"e Ea9;a!/o) Proe**
Te most use,ul means o, evaluating training are o'servations: ratings: trainee surveys and
trainee interviews. !'servation is concerned wit o'serving te 'eavior o, people in a
certain situation. To 'e use,ul: it must 'e speci,ic: systematic: Buantitative: recorded and
expert. #eedless to say: o'servers: must 'e trained and ave speci,ic ideas a'out wat tey
are looking ,or. Tis is te most direct metod o, Rassessing te Buality o, ,ormal training and
o, identi,ying de,icienciesR.
Te second metod o, evaluation is tat o, ratings. Rarious elements o, te training system
sould 'e rated independently 'y several Buali,ied raters. Tese elements include trainees:
instructors: eBuipment: materials: training aids and ,acilities.R Te use o, rating scales
reBuires supervised practice: as it is easy to commit errors.
Te tird metod is trainee surveys were opinions o, te trainees are used ,or evaluation.
Tese opinions sould not 'e used independently: since tey cannot always 'e relied on to
'e o'+ective.
Te ,ourt metod is trainee interviews: were'y ideas and views tat trainees migt not put
down on paper can 'e determined 'y Rskil,ul BuestioningR. Tis metod allows ,or more
precise in,ormation and details to 'e o'tained and prevents am'iguity: especially in
Institute of Management & Research, Ghaziabad 53
8/10/2019 51983935 NTPC Project Report
54/110
interpretation.
Te ,inal metod is tat o, collecting te o'servations and recommendations o, instructors
troug surveys and interviews Rto ensure tat te system is consistent wit te needs o, te
implementers o, te trainingR. Interviews wit instructors will 'ring to te sur,ace
caracteristics tat instructors may ,eel reluctant to put down on paper.
IS TRAINING THE %EST MEDICINE
Imagine tis? A man is aving cest pains. eart surgery.
8/10/2019 51983935 NTPC Project Report
55/110
7ork samples
7ritten records
Surveys
Tests
Gocus groups
A pro,essional trainer can 'e ired to per,orm an analysis 'ut itDs not +ust a tecniBue ,or
trainers. Every'ody sould 'e trained in tis simple process. ItDs a supervisorDs or a
managerDs +o' to make sure people can do teir +o's. To do training needs analysis te
,ollowing steps sould 'e ,ollowed?
S!;6 ;rre)! 4er5or8a)e: 5e,ore tying to cange anyting: itDs essential to know wat is
already appening. 7at skills and knowledge do employees already aveO 7at tasks are
tey per,orming on teir daily +o'sO
De5/)e /6ea9 4er5or8a)e: wat standard o, per,ormance is necessary ,or te 'usiness and
te employees to 'e a successO 7at tasks must tey doO 7at level o, accuracy or
productivity sould tey acieveO 7at skills and knowledge must tey aveO
'/)6 !"e ga4: 7at is te di,,erence 'etween te de,inition o, ideal per,ormance and wat
te employees are currently doingO Are tere any areas tat arenDt ,unctioning as well as
tey souldO 7ere are tere opportunities ,or improvementO Tis is te Pper,ormance gapQ
tat te company is trying to ,ill. !ne must look ,or pro'lems or opportunities tat may occur
in ,uture as well as ones tat already exist.
Institute of Management & Research, Ghaziabad 55
8/10/2019 51983935 NTPC Project Report
56/110
I6e)!/5 !"e a;*e: 7y are workers not working up to standardO designed sel,>directed learning will pro'a'ly take al, te
time o, classroom instruction. 5ut even well >designed programs wont acieve optimum
results witout proper support. R$eople switc to sel,>directed learning programsU ,or cost
Institute of Management & Research, Ghaziabad 56
8/10/2019 51983935 NTPC Project Report
57/110
issues: and a lot o, tem dont recogni"e tat tere are organi"ational issues tat tey ave
to deal wit: RI, tey dont deal wit tem: te teyDre not going to get as 'ig a return on teir
training investment as tey could. Te ,ollowing are tips ,or supporting set directed learning
in a company.
1. Lear)/)g /* ,or. 0any organi"ations dont recogni"e training as real work. (nlike
classroom training: wic must ave a sceduled time and place: sel,>directed learning is
o,ten +ust sBuee"ed in ere and tere: or te employee may 'e ,orced to take it ome.
2. Kee4 *e**/o)* *"or!.All days are muc more ,ragmented tan tey used to 'e RSo
wen sel, directed modules are developed: tere is no space ,or two our or tree our
modules. Te training needs to 'e made into sorter cunks: so tat it can ,it into te sorter
periods o, time. RTraining sould 'e long enoug to get a concept across: 'ut not so longtat it involves too many once.
3. Peo49e )ee6 4eo49e. 0any managers ,orget a'out te learners need ,or contact wit
oters. Seeing and 'eing seen are very important in te political environments o, todays
companies and te classroom is were tat o,ten went on. I, we take tat away ,rom te
classroom: we ave to provide some oter way ,or it to appen: 'ecause tey learn ,orm
eac oter as well as learning ,rom te class. 0eetings: e>mail: and electronic ,orums are
some ways to compensate ,or te isolation tat sel,>directed learners may ,eel.
&. Co87/)e 6e9/er 8e!"o6*. Sel, directed learning as many advantages>'ut it is not
te 'est coice ,or every situation. Sel, directed learning is muc 'etter ,or knowledge 'ased
learning. It can work ,or some skill 'ased learning: 'ut tere are times wen one wants to
ave ands on. A lot o, your 'est programs are a com'ination. Gor example: a well>rounded
program migt start wit an introductory session delivered 'y satellite. Sel, directed:
computer 'ased training could ten get every'ody up to speed on te 'asic in,ormation.
%lassroom sessions could ten 'uild on tat knowledge 'y teacing ands on skills. Te
most important ting is to plan aead in te initial training needs analysis ,or ways to supportte uniBue needs o, your sel, directed learners. Tat is a very important part o, te needs
analysis tat is o,ten neglected. 7e look at wat are te learning o'+ectives: 'ut we dont
look at wat as to 'e taken care o, in te organi"ation and culture in order to acieve to
Institute of Management & Research, Ghaziabad 57
8/10/2019 51983935 NTPC Project Report
58/110
tose learning o'+ectives.
TRAIN& DONT TELL
0any companies so>called training programs are little more tan one>way in,ormationdumps. In,ormation is transmitted: 'ut te trainees get little guidance on exactly wat to do
wit it or wy. As a result: te words ,loat 'y in isolation: seemingly detaced ,rom te
employees real world o, paperwork and production Buotas. 5ecause te in,ormation is
never used: it is Buickly ,orgotten.
Tis pro'lem is compounded: 'ecause te uman 'rain processes procedural knowledge
di,,erently ,rom te way it process declarative ;telling= knowledge. Te people wo are
selected to do trainingU are o,ten people wo ave expertise in doing someting. Tey
usually got tat expertise troug trial and error: 'ut tey try to teac troug telling. In oter
words: tey use declarative metods to teac procedural knowledge. A,terward: tey except
trainees to per,orm te task and tey 'ecome ,rustrated wen it doesnt work tat way.
/eal training is a two way street. It elps te trainee process and practice new skills: rater
tan simply dumping in,ormation on im. 5y actively engaging te trainees participation: real
training converts li,eless in,ormation into meaning,ul knowledge. Te employee understands
wy te new knowledge is relevant and as a clear idea o, ow to apply it. Trans,orming
telling into training isnt ard: i, one includes tese six key elements?
I)e)!/e*: Employees need to understand wats in it ,or tem. 7y sould tey do it
tis wayO emonstrate ow te new knowledge or skill will solve a pro'lem or make
tem 'etter: ,aster: and more e,,ective in teir +o's.
O7e!/e*: 0ake sure trainees understand wat te companies wants ,rom tem. !ne
o, te 'iggest ini'itors o, employee per,ormance is unclear expectations.
Orga)/Fa!/o): !rgani"e in,ormation to make it easier to remem'er. Sow ow it relates
to tings tey already know. (se analogies: examples: and mnemonics. onDt con,use
'eginners wit a lot o, unnecessary details. Instead: ,ocus on te 'asic steps to gain
per,ormance.
Par!//4a!/o): Encourage tem to ask and answer Buestions. 8et tem to try te skills
Institute of Management & Research, Ghaziabad 58
8/10/2019 51983935 NTPC Project Report
59/110
or apply te knowledge ,or temselves rater tan +ust memori"ing wat you say or do.
Te more tey participate: te more tey will learn.
'ee67a: 4et tem know ow teyre doing. Tis allows tem to correct mistakes
'e,ore tey 'ecome a'its. It also elps tem gain con,idence: wic will encourage
tem to ,eel com,orta'le applying new skills.
Re,ar6*: I, teyre rigt: tell tem tey did well. I, teyre wrong: praise tem ,or trying.
Even i, tere tecniBues are applied in small: in,ormal ways: employees will understand wat
te company wants a lot 'etter: once one stops telling and starts training.
TRAINING: MANTRA O' THE NEW MILLENNIUM
In todays scenario: cange is te order o, te day and te only way to deal wit it is to learn
and grow. Knowledge is te potent sym'ol o, te new millennium and te only way an
organi"ation can strive to excel is to reali"e tat success today is not a ,unction o, ,inancial
muscle or pysical assets 'ut o, competent work,orce. It is te work,orce wit ig cali'er:
knowledge and skills tat is ard to duplicate. Employees ave 'ecome central to te
success or ,ailure o, an organi"ationJ tey are te cornucopia o, ideas.
Kat" and Kan ;1= ave posited tat organi"ations must ave tree 'eavioral ,eatures.
People must be attracted not only to join the organization but also to remain in it.
People must perform tasks for which they are hired and must do so in a dependable
manner.
People must go beyond this dependable role performance and engage in some form of
creative, spontaneous and innovative behavior at work.
Te most important aspect tat guides competitiveness in current tur'ulent markets in owcompanies gater: analy"e and use in,ormation to teir advantage. Tus IT capa'ility tat
processes and manages in,ormation in a corporate will 'e te single most e,,ective weapon
in te era o, in,ormation tecnology. As organi"ations si,t ,rom 'eing product 'ased to
Institute of Management & Research, Ghaziabad 59
8/10/2019 51983935 NTPC Project Report
60/110
knowledge 'ased tere as 'een a si,t: wit accent on knowledge. Employees today need
to adopt skill sets wit ease. Te knowledge worker o, today is in a constant pressure to
compete wit redundancy: as knowledge and in,ormation is no longer a prerogative o, a ,ew.
IT is a,,ecting te people: process: structure and strategy o, organi"ations. IT acts as an
ena'ler to capture and disseminate in,ormation so tat individuals can 'ecome knowledge
workers. Keeping tis in mind :organi"ations need to realign teir tougt process and give
training a ,res look. Tings will never 'e te same in te e>era.
7it te world 'ecoming a glo'al work,orce: organi"ations today ave to compete at te
international level. Tis as rede,ined +o' reBuirements in terms o, skills: competencies and
Buali,ications. Today development o, te employee is a prereBuisite to make te employees
work ,or te company rater tan in te company.
Today it is not te aptitude tat guarantees success 'ut te attitude. Employees are 'eing
encouraged to learn tat it is essential not to control ones emotions 'ut to manage tem and
canneli"e tem ,or teir e,,ective use. 7orksops on emotional intelligence are Buiet
common in te corporate arena. !ne o,,soot o, E6 training is team 'uilding. Teamwork is
igligted in most companies and various outdoor training programs are conducted: even
at te induction training stage: to nurture te team spirit. !ter topics on wic training is
'eing encouraged in te new millennium are communications: computer skills: customer
service: etics and Buality initiatives.
TRAINING IS EVERY%ODYS %USINESS
Training is not te panacea ,or all te ,riction resulting due to cange. 9et e,,orts in te rigt
direction are de,initely wort it: as organi"ations need to acieve teir goals: maintain tem
internally and at te same time adapt to te ever canging environment.
8/10/2019 51983935 NTPC Project Report
61/110
widely 'encmarked corporate university in te world. I50 also as a university ,or its
employees and tey are encouraged to learn under te guidance o, Rdispersed mentorsR.
(sually companies are turned to te 7I# G0>wats in it ,or me. %ompanies like 8E: 8eneral
0otors ave teir training department independent o, wit glo'al level expertise.
8/10/2019 51983935 NTPC Project Report
62/110
dispersed mentors.
In,osys Every In,oscion receives an average o, & ours o, training.
2.-* o, turnover is spent on education and researc.
0otorola Every employee receives training ,or &) ours annually.
0otorola (niversity is te most widely 'encmarked
university in te world. It is a V 1)) million glo'al service
'usiness operating troug sites across 21 countries
employing &)) sta,, mem'ers.
(niversity is run as an independent 'usiness operation: a
pro,it center.
#IIT ) o, te training is delivered in>ouse.
#o. o, training days per employee is 13 days. R5ack to
ScoolQ is ,ollowed were partial course ,ee is reim'ursed ,or
completion o, part time pro,essional courses.
In>ouse tutorials and training procedures are distri'uted on
te network witout aving to print uge documents.
Sat yam Training is conducted to ,amiliari"e employee wit di,,erent
cultures and 'usiness practices.
Tata
%onsultancy
Services
It as a training center in Trivandrum were training ,or new
entrants ,ocuses on team 'uilding: presentation skills and
grooming.
It as a 2 days long training program.
!ne way to minimi"e te danger o, a company losing its ,inancial investment in training is to
sare te cost wit te employee. 5y asking an employee to invest partially: one does
increase te intrinsic value o, te training to te employee since it is instrumental in career
planning and succession planning.
Institute of Management & Research, Ghaziabad 62
8/10/2019 51983935 NTPC Project Report
63/110
%ENE'ITS O' TRAINING ARE EXPANSIVE
Employees and organi"ations need to reali"e te importance o, contri'ution and learning ,or
mutual growt and development. An organi"ation wit a myopic view cannot reali"e te
importance o, training. !rgani"ations tat lack vision undergo stagnation: decline and crisis
a,ter success. Training is te answer to deal wit te stagnation stage 'y constantly updating
it in every ,ield. !ter 'ene,its o, training include.
cultural training is
essential ,or tem ,or 'etter ad+ustment in te new environment.
Increasing commitment? Training acts as a loyalty 'ooster. Employee motivation is also
enanced wen te employee knows tat te organi"ation would provide tem
opportunities to increase teir skills and knowledge. 5usiness is not +ust a'out
transactions 'ut is a'out relationsips.
It gives te organi"ation a competitive edge 'y keeping a'reast o, te latest cangesJ it
acts as a catalyst ,or cange.
8/10/2019 51983935 NTPC Project Report
64/110
sowing ig potential can 'e trained ,or advanced training in teir ,ield. Tus one can
trace te link o, training wit per,ormance appraisal and potential evaluation.
7e ave moved a long way ,rom te 0acine Age. Today wat is reBuired is strategic
acumen and cross>,unctional expertise. Today te work,low is milestone led. %ommand and
control ave given way to ,acilitation. Te employer> employee relationsip in te networked
age is a skill contract and te work is largely cere'ral. Te 'ene,its resulting due to training
prove tat it is time ,or organi"ations to discard teir parocial view and work towards
developing teir uman assets. Te people ,actor is te pivot ,or organi"ational growt.
Aligning organi"ational vision to te development o, employee is only possi'le way to
'ecome a success story in an environment wic seems to 'e rever'erating wit two words?
per,orm or peris.
Institute of Management & Research, Ghaziabad 64
8/10/2019 51983935 NTPC Project Report
65/110
8/10/2019 51983935 NTPC Project Report
66/110
1. SE%!#A/9 S!(/%ES? Secondary data was collected ,rom various sources suc
as?
5usiness maga"ines
Mournals
Text'ooks
Internet
%ompany 5ulletin
Te details o, tese sources are mentioned in te 'i'liograpy.
2. $/I0A/9 ATA? $rimary data was collected troug a structured: non>disguised
Buestionnaire. Two Buestionnaires were designed? one ,or te trainers and te oter ,or te
trainees.
STATISTICAL METHODS USED 'OR ANALYSIS O' DATA
Te various metods used ,or te analysis o, te data collected were?
Tally metod
0etod o, 0oving averages
5ar graps and $ie carts.
Institute of Management & Research, Ghaziabad 66
8/10/2019 51983935 NTPC Project Report
67/110
DATA PRESENTATION
In tis capter: te data collected ,rom te respondents as 'een ta'ulated. Eac Buestion
as 'een andled one>'y>one in seBuence.
TRAINERS
. W"a! are !"e r;9e* a)6 4roe6;re* !"a! goer) !"e *!a)6ar6 a)6 *o4e o5 !ra/)/)g /)
o;r orga)/Fa!/o)
i. $0I ,ollows te IS! ))1 standards
ii. a. Eac individual as to undergo at least days o, training in a year
'. #eed 'ased interventions ;,or gaps=
c. $lanned interventions ;,or development=
iii. a. 9early programs are mentioned wit te duration in te training calendar.
'. Excellent: experienced ,aculty is enlisted
c. Individual ,eed'ack is sougt a,ter eac program
iv. a. Training needs analysis is done at corporate and pro+ect level
'. Training scedule is made on te 'asis o, training needs analysis ;T#A=
c. Te total training policy is guided 'y
8/10/2019 51983935 NTPC Project Report
68/110
=. W"a! 8e!"o6* are ;*e6 5or !ra/)/)g )ee6* a)a9*/*
i. 5y individuals in a ,orm supplemented 'y teir superiors. #eed ranking is done.
ii. a. 0eeting te co>coordinator
'. (nderstanding te pro,ile o, te participants
c. (nderstanding te processes te participants are undergoing
iii. 5y taking ,eed'ack: discussing wit participants: department eads and pro+ect
eads
iv. Identi,ication troug a mecanism o, T#A 'etween te employee and supervisor at
all levels
v. Troug Buestionnaires and personal interactions wit te eads o, departments
vi. a. Actual interview wit 80:
'. Geed'ack o, programs
c. $er,ormance appraisal ,orm
d. #eeds identi,ied 'y management: $0I
vii. !rgani"ational needs: customer ,eed'ack and practical experience
. W"a! are !"e ar/o;* area* /) ,"/" !ra/)/)g /* /84ar!e6
i. %ompany policies and procedures
ii. Gunctional skills
iii.
8/10/2019 51983935 NTPC Project Report
69/110
v. 0anagerial and supervisory training
vi. Apprentice training
>. W"a! are !"e ar/o;* !ra/)/)g 8e!"o6* e849oe6
ON THE JO%:
i. $ractical training on siteFplant
ii. Teoretical as well as ands on training
!n te +o' training is generally used at te induction level.
!GG T
8/10/2019 51983935 NTPC Project Report
70/110
iv. epends on type o, training to 'e imparted
v. !n te 'asis o, o'+ectives set out ,or te training interventions and its impact
vi. Survey and analysis
-. Training is conducted in>ouse and is also out>sourced depending on te nature o, te
training input: altoug out>sourcing is rarely done. $rograms like WTraining ,or TrainersD and
W0emory 0anagementD are outsourced.
. I5 o;!+*o;re6& ,"a! age)/e* a)6 o)*;9!a)!* are /)o9e6
i. LE#SA
ii. #IIT
iii. A$TE%centered
7$ Tra/)ee:
i. E,,ective and attentive listener
ii. Seriousness and commitment
iii. %o>operation
iv. $roper ,eed'ack on te session
v. $ositive attitude
5ot sould ,unction in partnersip and te trainer sould 'e concerned a'out te
development o, te learner.
. W"a! are !"e e**e)!/a9 e9e8e)!* !"a! go /)!o 8a/)g a !ra/)/)g 4rogra8
*;e**5;9
/anks 1 2 3 & * -
Institute of Management & Research, Ghaziabad 74
8/10/2019 51983935 NTPC Project Report
75/110
%learo'+ectives
8ood ,aculty
/igt trainingmetod
$ysicalarrangement
uration o,trainingprogram
%ontents o, T$
/ewardsFincentives a,ter teT$
Te Tally 'ars represent te num'er o, respondents wo ave given speci,ic ranks to eac
o, te parameters. Tis would 'e ,urter used to ,ind out te ,inal rankings.
@. W"a! are !"e 8a/) 4ro79e8* o; o8e aro** ,"/9e !ra/)/)g /)6//6;a9*
i. Gor some people: training is merely a relie, ,rom regular monotony: so tey want to
relax during te training days instead o, taking it seriously
ii. Sometimes: participants are sent not on te 'asis o, teir needs: 'ut to satis,y te
statistics
iii. I, te 'atc is not omogeneous: it is a pro'lem to maintain te ,low in a training
program
iv. %ali'er o, individuals is o, di,,erent levels
v. 0indset
vi. $articipants sometimes donDt ave te prereBuisite 'ackground ,or training
Institute of Management & Research, Ghaziabad 75
8/10/2019 51983935 NTPC Project Report
76/110
8/10/2019 51983935 NTPC Project Report
77/110
x. 5$/
xi. %ore competencies: core value actuali"ation: 'usiness strategies in te canging
scenario
TRAINEES
. W"a! are !"e 8e!"o6* ;*e6 5or !"e a)a9*/* o5 o;r !ra/)/)g )ee6*
i. Analysis 'y superiors or company: identi,ication 'y individuals ;T#A=
ii. iscussion wit superiors
iii. Identi,ication 'y group ead or depending on departmental ,unctional needs
iv. Geed'ack ,rom persons to 'e trained a'out wat training tey need and tis is
incorporated in $0IDs program to te extent possi'le 'y management
v. $lanned interventions training
vi. 6uestionnaires ,illed 'y participants
vii. Training is identi,ied ,rom a list wic as 'een proposed 'y te training department:
'y te employee 'ased on is needs and aptitude
viii. Sel, analysis
ix. epending on te type and nature o, +o' 'eing andled
x. iscussions at departmental levels
xi. Keeping in mind te career map o, an employee and also te ,unctional reBuirements
=. Are !"e e849oee* /)o9e6 /) /6e)!/5/)g !"e/r !ra/)/)g )ee6*-area* o5 !ra/)/)g
Re*4o)*e No. o5 re*4o)6e)!* *a/)g
Institute of Management & Research, Ghaziabad 77
8/10/2019 51983935 NTPC Project Report
78/110
9es 1
#o 2
. W"a! are !"e ar/o;* area* /) ,"/" !ra/)/)g /* /84ar!e6
i. %ompany policies and procedures
ii. Gunctional skills
iii.
8/10/2019 51983935 NTPC Project Report
79/110
vi.
8/10/2019 51983935 NTPC Project Report
80/110
O'' THE JO%:
i. 4ectures
ii. Audio>visual aids
iii. Simulations
iv. iscussions
v. Seminars
vi. 7orksops
vii. $ro+ect work
?. Do o; !"/) !"e 8e!"o6* ;*e6 are re9ea)! a)6 e55e!/e
/esponse #o. o, respondents saying
9es 1
#o 3
. W"a! are o;r o7e!/e* /) a!!e)6/)g a !ra/)/)g 4rogra8
i. 8ain knowledge in your area
ii. To en+oy social get togeter
iii. evelop competencies
iv. Sel, development
v. $ersonal satis,action as well as taking a 'reak ,rom continuous and strenuous work
vi. !vercome mental 'lockage and eliminate complacency
@. Do o; !"/) o;r o7e!/e o5 a!!e)6/)g !"e !ra/)/)g 4rogra8 /* )or8a99 a"/ee6
Institute of Management & Research, Ghaziabad 80
8/10/2019 51983935 NTPC Project Report
81/110
/esponse #o. o, respondents saying
9es 1
#o 1
B. W"a! aor6/)g !o o; are !"e e area* /) ,"/" !ra/)/)g *"o;96 7e /84ar!e6
i. Tecnical skills
ii. 0anagerial skills
iii. %omputers
iv. Gunctional areas
v. Interpersonal relations
vi. Sel, development
vii. 5eavioral skills
viii. *) years
ix.
8/10/2019 51983935 NTPC Project Report
82/110
8/10/2019 51983935 NTPC Project Report
83/110
8/10/2019 51983935 NTPC Project Report
84/110
. I) ,"a! ,a ,o;96 o; 9/e !o 7e /)o9e6 /) /84ro/)g - 49a))/)g !"e !ra/)/)g
4rogra8 /) 5;!;re
R I)6//6;a9
/e,*
Co88).
8ee!/)g
S;re S;gge*!/o)
7o3
'-7 o) PA
1 3 3
2 3
3 3
& 3 3
* 3 3 3
- 3 3 3 3 3
3 3 3
3
1) 3
11 3
12 3
13 3
1& 31* 3
1- 3
1 3 3 3
1 3 3
1 3
2) 3
Total
/esponses
- 1) 3 &
Institute of Management & Research, Ghaziabad 84
8/10/2019 51983935 NTPC Project Report
85/110
R: Re*4o)6e)!
?. I) o;r o4/)/o) ,"a! are !"e /)4;!* !"a! ,o;96 8ae a !ra/)/)g 4rogra8 *;e**5;9
#Ra) !"e 5o99o,/)g /) or6er o5 /84or!a)e$
/anks 1 2 3 & * -
%learo'+ectives
8ood ,aculty
/igt trainingmetod
$ysicalarrangement
uration o,trainingprogram
%ontents o, T$
/ewardsFincentives a,ter teT$
Institute of Management & Research, Ghaziabad 85
8/10/2019 51983935 NTPC Project Report
86/110
DATA ANALYSIS
Te ta'ulation o, te data collected was done in te previous capter.
Grom te data gatered: we can o'serve te ,ollowing?
Te training needs analysis is done generally 'y discussion wit superiors and
departmental eads.
Institute of Management & Research, Ghaziabad 86
8/10/2019 51983935 NTPC Project Report
87/110
Grom te data collected: we see tat lecturesFclassroom sessions are te most used
metods ,or training. Again: te metod used would 'e dependent on various oter ,actors
as seen in te next Buestion. Also: on te +o' training is generally used at induction level.
6*. 5ASIS !# 7 Te coice o, training metods at $0I is largely dictated 'y availa'ility o, resources.
Also: training metods are selected on te 'asis o, depending on te type o, training to
'e imparted. Gor example: tey generally use lectures ,or sessions on company policies and
procedures. Also: ,or training on pro'lem solving: more o, case studies are used.
6. 5ASIS G!/ %!#(%TI#8 T/AI#I#8 ELTE/#A449?
Training is outsourced very rarely. Te only times wen it is outsourced is wen resources
are not availa'le or te workload at $0I is more. Also: in areas were #T$% does not ave
te expertise ;,or e.g.: computers=: training is outsourced to reputed organi"ations like #IIT:
A$TE%
8/10/2019 51983935 NTPC Project Report
88/110
612. (/ATI!# !G A T/AI#I#8 $/!8/A0?
Again te duration o, a training program would depend on te type o, training 'eing
imparted. Training sessions on %omputer 'asics last ,or around 3>* days. Training o,
Executive trainees lasts ,or a year.
613. %operation in order to make a training program
success,ul. A good trainer must understand te needs o, is trainees and listen to is
pro'lems and Bueries patiently. 5ut: tis can appen only i, te trainee takes interest in te
program and wants to gain someting su'stantial ,rom te program.
8/10/2019 51983935 NTPC Project Report
89/110
61*. E4E0E#TS T
8/10/2019 51983935 NTPC Project Report
90/110
Te Tally 'ars represent te num'er o, respondents wo ave given speci,ic ranks to eac
o, te parameters.
Te a'ove ta'le can 'e used to o'tain rankings o, te elements in te order o, importance.
Grom te a'ove ta'le: we can clearly see tat a clear o'+ective is te most important
element tat goes into making a training program success,ul.
Also: te least important element: according to te TC sta,, is rewardsFincentives a,ter
te training program.
Grom te ta'le: we can see tat tere is a tie 'etween good ,aculty and contents o, te
program ,or te second rank. !ne o, te ways to overcome learning 'lockages is to ave a good ice'reaker at te
'eginning o, te session. Also: most trainers tink tat it is necessary tat te trainer
understand te level and capacity o, eac trainee: and deal wit eac accordingly. Tis
would elp te trainee open up to te trainer convey is pro'lems and di,,iculties witout any
esitation.
Institute of Management & Research, Ghaziabad 90
8/10/2019 51983935 NTPC Project Report
91/110
61. $!TE#TIA4 A/EAS !G T/AI#I#8 I# G(T(/E?
It is clearly seen ,rom te data gatered tat in ,uture te empasis would not 'e on
developing ,unctional skills. Instead te empasis would 'e on uman relations. Also: wit
most o, te processes at #T$% 'eing automated and computeri"ed: te knowledge o,
computers would 'e extremely essential. Tus: tis would 'e a main area o, training in
,uture.
TRAINEES
61. 0ET
Training needs analysis is generally done 'y discussions wit superiors and departmental
eads. Te participants are also involved in te analysis o, teir own training needs. Tus:te decision on wat type o, training is reBuired 'y an individual is not taken 'y is superiors
alone: 'ut 'y te trainee and is superior togeter. Te superior analy"es wat kind o,
training is reBuired 'y te individual and te trainee gets an opportunity to assess is
strengts and weaknesses and decide in wic area e reBuires additional expertise.
62.
) o, te respondents said tat tey were involved in te identi,ication o, teir trainingneeds: wereas only 1) respondents said tat tey were not involved.
63. $!TE#TIA4 A/EAS !G T/AI#I#8 I# G(T(/E?
Institute of Management & Research, Ghaziabad 91
I3E#TIGI%ATI!# !G T/AI#I#8 #EE3S
)
1)
9es
#o
8/10/2019 51983935 NTPC Project Report
92/110
According to te trainees: te stress in ,uture would 'e de,initely on people skills and
communication skills. Also: training in coping wit cange in tis ,ast canging environment
would 'e a key training area. And o, course: te ,ocus would also 'e on computers: since
survival witout computer skills would 'e di,,icult in tis igly automated environment.
6&.
* o, te respondents said tat te training metods used were relevant and e,,ective.
Institute of Management & Research, Ghaziabad 92
EGGE%TIE#ESS !G T/AI#I#8
0ET
2*
1*
9es
#o
8/10/2019 51983935 NTPC Project Report
93/110
6*. !5ME%TIES I# ATTE#I#8 A T/AI#I#8 $/!8/A0?
0a+ority o, te respondents ad gaining knowledge as te main o'+ective in attending a
training program.
6-. * o, te respondents ,elt tat teir main o'+ective in attending a training program was
satis,ied: i.e. tey gained wat tey expected to gain ,rom te training program.
6.
Almost &) o, te respondents ,elt tat tey were not 'eing provided adeBuate training to
keep tem a'reast o, te canging environment. Altoug tey agreed tat tey 'ene,ited
,rom training programs: tey tougt tat empasis sould 'e on training individuals to
prepare tem ,or ,uture uncertainties: ,or example: managing cange.
Institute of Management & Research, Ghaziabad 93
A%
8/10/2019 51983935 NTPC Project Report
94/110
6.
&* o, te respondents said tat te management does not take into consideration teir
opinion on te training program planning. Tey are involved in T#A: 'ut not in te program
planning.
6.
!ut o, te respondents wo said tat tey were not involved in te T$ planning: only -
;3)= ave communicated teir dissatis,action to te management.
Institute of Management & Research, Ghaziabad 94
I#!4E0E#T I# $/!8/A0$4A##I#8
**
&* 9es
#o
%!00(#I%ATI!# !G $/!54E0S T!
0A#A8E0E#T
3)
1*
**
9es
#o
#A
8/10/2019 51983935 NTPC Project Report
95/110
61). 7A9S I# 7
8/10/2019 51983935 NTPC Project Report
96/110
1 3
2) 3
Total/esponses
- 1) 3 &
/ankings II III I I
/? /espondent
epending upon te num'er o, responses o'tained 'y eac parameter: we will o'tain a ,inal
ranking ,or te various parameters. Grom te ta'le: we see tat conducting a survey o, te
participants ,or planning a training program as got te most responses.
8/10/2019 51983935 NTPC Project Report
97/110
Grom te a'ove ta'le: we can o'tain te rankings ,or eac o, te elements. Gorexample: we can clearly see tat clear o'+ectives as 'een ranked ,irst 'y most o, te
respondents: ence we place it at te ,irst position: as te most important element in makingas training program success,ul.
W/ewards and incentivesD as 'een ranked 'y most respondents: ence we assign itrank seven.
8ood ,aculty is ranked 2.
5y using te metod o, 0oving Averages: we can see tat contents will 'e assigned rank 3and rigt training metod will 'e ranked ,ourt.
!ter rankings can 'e o'tained similarly.
Institute of Management & Research, Ghaziabad 97
8/10/2019 51983935 NTPC Project Report
98/110
CONCLUSIONS
Grom te analysis done in te previous capter: we can arrive at te ,ollowing conclusions?
Training needs analysis is done taking into consideration te views o, not only te
superiors: 'ut also te trainees temselves. Tis was con,irmed ,rom te responses
o, 'ot te trainees and te trainers. Te trainees ,elt good tat tey were involved in
te analysis o, teir own needs and also said tat te management was very co>
operative and tried to incorporate teir views and suggestions to te extent possi'le.
Tus: as ,ar as tis aspect is concerned: te trainees were satis,ied wit te procedures
,ollowed.
5ot te trainers and te trainees ,elt tat te trust in ,uture sould 'e on
developing people skills and not only ,unctional skills. Tey also said tat IT would 'e a
,ocus area.
0ost o, te times trainees were not involved in te training program planning.
5ot te trainees and te trainers were in agreement on te most essential elements
tat go into making a training program success,ul. Te ,inal ranking o'tained is te
same in 'ot te cases. Tis only goes to sow tat #T$% is aware o, te needs o,te participants and also understand wat elements are most important ,or a trainee. Gor
'ot: clear o'+ective is te most important element tat makes a training program
success,ul.
7e can conclude tat #T$%Ds e,,orts towards training and development ave
'een Buite success,ul. Te employees are satis,ied wit te training activities: 'ut tey
only ,eel tat tey sould 'e involved in te planning o, te Training $rogram. According
to tem: teir views sould 'e taken on all issues instead o, +ust in,orming tem tat tey
ave to attend a training program. Tey sould ave a say in deciding on te contents:
pysical arrangements: etc. Tis would involve tem ,urter in te exercise and tey
would 'e more open to learning.
Institute of Management & Research, Ghaziabad 98
8/10/2019 51983935 NTPC Project Report
99/110
RECOMMENDATIONS
Training sould 'e imparted on current issues like cange management: 'ecause
altoug te employees are Buite satis,ied wit te training programs as a wole: tey
still ,eel tat training sould 'e imparted on issues tat are relevant in te current
'usiness scenario.
Training sessions sould not 'e too long: long sessions sould 'e split up into modules.
Sel,>directed learning in some areas sould 'e encouraged. Tis would save te
companyDs time and also reduce costs.
Institute of Management & Research, Ghaziabad 99
8/10/2019 51983935 NTPC Project Report
100/110
LIMITATIONS
Te main limitation ,aced wile conducting te researc was te availa'ility o, te ,aculty
mem'ers at te training institute o, #T$% i.e.: $0I. It was very di,,icult to 'e a'le to meet
tem personally: since most o, tem were 'usy wit te ectic training scedule.
%I%LIOGRAPHY
Institute of Management & Research, Ghaziabad 100
8/10/2019 51983935 NTPC Project Report
101/110
. PPersonnel !anagementQ 'y Arun 0onappa and 0ir"a.S.Saiyadain
". P#earning to #earnQ: Sylvia owns ;
directed learningQ.
Source? www.Bualitymag.com
. 6uality 0aga"ine: #ovem'er 1: Training Trends? (/n the job
training01o it right2&
Source? www.Bualitymag.com
3. (4ever 5top #istening, 4ever 5top #earning, 4ever 5top )raining&,
$ramod 5atra and eepak 0aendru.
6. (781 through training&,Te Economic Times dated 11>2>&.
9. ()raining !antra of the new millennium& : Sangam 8arg:
8/10/2019 51983935 NTPC Project Report
102/110
ANNEXURE
Institute of Management & Research, Ghaziabad 102
8/10/2019 51983935 NTPC Project Report
103/110
1UESTIONNAIRE 'OR TRAINEES
1. 7at are te metods used ,or te analysis o, your training
needsO
2. Are te employees involved in identi,ying teir training