bhel hr

Effectiveness of Training Program on employees BHEL, Electronics Division

A STUDY ON THE EFFECTIVEVNESS OF TRAINING PROGRAM FOR

EMPLOYEES IN INDUSTRY

INTRODUCTION:

Indian industry is working up to the challenges thrown in by market economy.

To survive in this highly competitive scenario, managers are being pressurized to

improve quality, increase productivity, cut waste and eliminate efficiency. The

collective efforts of the employer and the employee assume relevance in the context.

And this is where human resource management can play a crucial role.

India, through a developing economy, spends $ 50 billion on training each

year where as wealthy USA spends nearly twice as much.

What today and tomorrow’s training programme must focus on are soft skills

such as interpersonal communication, teamwork, innovation and leadership. Most

importantly the training has to be comprehensive, systematic, and continuous and

should be closely linked to the strategy with which the company is planning that will

act as catalyst between customers and the organization.

Training is short-term process utilizing a systematic and organized procedure

by which non-management personnel acquire technical know ledge and skills for a

definite purpose.

DEFINITION:

According to FILPPO training is the act of increasing the knowledge and skills

of an employee for doing a particular job.

MEANING:

Training enables an employee to do his present job more efficiently and

prepare him self for a higher-level job.

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FEATURES OF TRAINING:

1. Increases knowledge and skills for doing a job

2. Bridges the gap between job needs and employee skills, knowledge and behaviour.

3. Job oriented process vocational in nature.

4. Short term activity designed essentially for operations.

NEED FOR TRAINING:

To match employee specifications with the job requirements and organizational

needs.

1. To increase productivity.

2. To improve quality

3. To improve quality and safety of employees

4. To prevent obsolescence

5. Personal growth and development of employees.

6. Change in the job assignment.

7. To improve organizational climate

OBJECTIVES OF TRAINING:

Generally the HR manager at the request of line managers formulates the

training policies. The training objectives are laid down keeping in view the companies

goals and objectives, but the general objectives of any training program are:

1. To impact the basic knowledge and skill of the new entrants so that they

perform well in their jobs

2. To equip the employee to meet the changing requirements of the job and the

organization.

3. To teach the employees the new technique and ways of performing the job

or operation.

4. To prepare employees for higher level tasks and build up a second line of

competent managers.

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IMP[ORTANCE OF TRAINING:

The importance of training is it constitutes a significant part of management

control. Training enhances 4C’s viz, Competence, Commitment, Creativity and

Contribution for the organization.

TRAINING PROCESS:

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Organizational objectives andStrategies

Assessment of Training needs

Establishment of Training goals

Devising Training program

Implementation of Training program

Evaluation of results


METHODS OF TRAINING:

A multitude of methods of training are used to train employees. The most

commonly used methods are:

1. On-the- job training

2. Off-the- job training

1. ON – THE – JOB TRAINING :

Majority of industrial training is of the on – the – job training type. OJT is

conducted at the work site and in the context of job. Often it is in formal as when

an experienced worker shows a trainee how to perform the task jobs.

ADVANTAGES:

1. It is the most effective method as the trainee learns by experience, making him

highly competent, further the method is least expensive since no formal

training is organized.

2. The trainee is highly motivated to learn since he or she is aware of the fact that

his or her success on the job depends on the training received.

3. Finally the training is free from an artificial situation of a classroom. This

contributes to the effectiveness of the programme.

Suffers from certain demerits as well. The experienced employee may lack

expertise or inclination to train the juniors. The training programme it self is not

systematically organized. In addition, a poorly conducted OJT Programme is likely to

create safety hazards, result in damaged products or materials and bring unnecessary

stress to the trainees.

THIS METHOD CONSISTS OF:

1. Orientation training.

2. Job –Instruction training.

3. Apprentice training.

4. Internships and assistant ships.

5. Job rotation.

6. Coaching.

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APPRENTICESHIP:

Apprenticeship is formal programmes used to teach various skilled trades.

Typical, the trainee receives both classroom instruction and supervision from

experienced employees on the job.

The original purpose of apprenticeship training programmes were formulated

in 1937, by the National Apprenticeship Act, which created by federal bureau of

apprenticeship and training as part of lab our.

2. OFF –THE-JOB TRAINING:

It simply means the training is not a part of every day’s job activity. The actual

location may be in the company classroom or in the place that is owned by company

or any Universities or Association, which have no connection with the Company.

The methods consist of:

1. Lectures

2. Conferences

3. Group discussion

4. Case studies

5. Role playing

6. T-Group training

7. Programme instruction

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INDUSTRIAL BACKGROUND STUDY

Industries are the most vital of all sectors to all the economies of the world

whether developed or developing; industries provide support to the agriculture sector

on one hand and on the other hand produce goods and by exporting these goods earn

foreign currency for the country. Thus they also are called as the back bone of the

economy .The establishment of the industries demands many facilities such as power,

communication systems, transport facilities, nearness to market and to the source of

raw materials and several other facilities. The need for power and communication

facilities gave birth to the electronics industry the industrial revolution took place in

17 century in Britain. The industries initially operated with coal as fuel but in late 18

century with the birth of electronics industry all this changed. Now the industries

became more inclined towards electronics.

With the passage of time the involvement of electronics in ones life has

become inevitable. All of us in some form or the other, directly or indirectly are

consuming electrical goods, electronics has made life simpler. For example consider

earlier sending a letter from Delhi to Bangalore by post would take atleast 4-5days but

now with the arrival of computer which is an electronic device the same mail can be

sent in 5 to 10 minutes or by fax in 10 to 15 minutes.

Because of such wide applications of electronic there are several producers in

different fields of electronics. For example some produce mobile phones, some

produce computers, television sets, music systems etc. In Each field there are many

players, let us take the example of television set producers. We have LG, SAMSUNG,

SONY, BPL etc. What this competition does is it gives the consumer the goods with

better quality at an affordable price. That is why this industry is growing rapidly than

any other industry in the world. Its product range from microwave to complex parts of

machines used for power generation in power plants.

Another reason for the industries wide scope is due to the fast improvement in

the technologies. The large number of the consumers in India has given to many

investors to invest in India.

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RESEARCH DESIGN

Research Design is a logical and systematic plan prepared for directing a

research study it specifies the objective of the study, the Methodology and technique

to be adopted for achieving the objectives. It constitutes the blue print for the

collection, measurement and analysis of data.

EXPLORATORY RESEARCH:

Exploratory research studies are also termed as formulative research studies.

The main purpose of such studies is that of formulating a problem for more precise

investigation or of developing the working Hypotheses from an operational point of

view. The major Emphasis in such studies is on the discovery of ideas and insights.

TITLE OF THE STUDY:

A Study on Effectiveness of Training Program on employees at Bharat Heavy

Electricals Limited (BHEL), Electronics Division.

STATEMENT OF THE PROBLEM:

In an Organization the employees should be well trained to take the risks, to

perform well and to achieve the goals in an Organization. So that the work can be

done in a proper manner. The company should give all the facilities to the workers.

Training helps to increase in knowledge and skill of an employee for doing a

particular job. It also changes and moulds the employee’s knowledge, skill, behavior

and aptitude and attitude toward the requirement of the job and the organization. The

workers and management should cooperate to each other; they should be like family

members in a company. So that their productivity increases.

Management still has the task to evaluate the effectiveness of the training

programmes conducted by them. Training is given to employees based on his

incapability. To find out this first we need to check with his performance.

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Once the training is given to employees, the management evaluates the

effectiveness of the training program conducted by them. Hence my study is “To

checkout the effectiveness of training program on employees with reference to

BHEL”.

Need for study:

1. To know the impact of training on the employees.

2. To know the methods of training adopted by the company to train the

employees.

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REVIEW OF LITERATURE

PURPOSE:

To know different methods of training programmes at BHEL.

To study the importance of training programmes to employees.

To get an in depth knowledge about subject matter and to enhance

conceptual knowledge about comparative study of training

programmes to employees at BHEL.

METHODOLOGY:

Extensive literature survey was conducted.

Material survey includes journals, books, documents of the

company, website relating to training programmes.

CONCLUSION:

An Organization must give all training programmes to

employees to do work efficiently.

Employees should be trained well to take the risks.

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OBJECTIVES OF THE STUDY:

The main aim of the study was to know the following details.

1. To know employees opinion regarding training programmes conducted in their

organization.

2. To find out the benefits so derived by the organization in meeting its goals.

3. To study at what level does the company gives training to the employees.

4. To study the benefits to the employees from the training programmes.

5. To know the impact of training on the employees.

SCOPE OF THE STUDY:

The report covers how the training is given to the employees the methods of

training given to them and method adopted or policy by the company. The study tells

how much training is important to an employee and how much training he needs to

work better for the company.

It also tells that individual’s attitudes, skills and knowledge can be improved

after training is provided.

This study is an attempt to study the organization (BHEL-EDN) as a whole and

to study the different departments in detail so that the student gets a detailed

knowledge about the organization from different aspects and to study the functions of

the different departments which constitute the organization so as to suggest effective

changes such the organization achieves its objectives and the different departments

contribute effectively towards the achievement of this organizational goal. The study

focuses on the different departments and their functioning and the methods to improve

the organization so this study provides a very wide scope for the student to gain an

insight into the practical aspects of the working of an organization and thus increase

his managerial skills.

Sample Design:

Sampling method may be defined as the selection of some parts of an aggregate

or totality of an the basis of which a judgment on inference about the aggregate or

totality is made. In other words in the process of obtaining information about an entire

population by examining only a part fit.

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A sample of 50 employees at random was interviewed and was asked to fill the

questionnaire.

Sources of Data:

Here in the research studies, the methods adopted for the collection of data was

from two sources. They are Internal Sources and External Sources.

1. Internal Sources:

Internal Sources includes data collected inside the company regarding the

topic. There are several methods of collecting primary data, particularly in surveys

and descriptive researches. Important ones are:

1) Observation method.

2) Interview method.

3) Through Questionnaires.

4) Through Schedules.

5) Other method.

2. External Sources:

External Sources includes other information regarding the topic used in this

report which is collected from the text books, magazines, journals, reports, published

records etc.

Tools and Techniques of data collection:

The tools and techniques used for collection of data is through questionnaire

process where it was distributed to all and were asked to answer the questions

regarding training.

PLAN OF ANALYSIS:

PROCESSING AND ANALYSIS OF DATA:

This is essential for a scientific study and for ensuring that we have all relevant

data for making contemplated comparison analysis. The term analysis refers to the

computation of certain measures along with searching for pattern of relationship that

exit among data groups. Thus in the process of analysis, relationship of differences

supporting or conflicting with original or new Hypothesis should be subjected to

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statistical tests of significant to determine with what validity data can be said to

indicate any conclusion.

PROCESSING OPERATIONS:

With this brief introduction concerning the concept of processing and analysis,

we can now processed with the explanation of all the processing operations

1) EDITING :

Editing of data is a process of examining the collected raw data to detect errors

and omissions and to collect this when possible.

2) CODING :

Coding refers to the process of assigning numerals or other symbols to

answers so that responses can be put into a limited number of categories or

classes.

3) CLASSIFICATION :

Most research studies result in a large volume of raw data, which must be

reduced into homogeneous groups if we are to get meaningful relation.

4) TABULATION:

When a mass of data has been assembled, it becomes necessary for the

researcher to arrange the same in some kind of concise and logical order. This

procedure is referred to as tabulation.

Limitations Of The Study:

1. The study was restricted to in Bangalore.

2. Some of the respondents did not give their correct opinion in the questionnaire.

3. The study was limited for only one month.

4. Due to time constraint, data collection was restricted to a sample for 50 employees

only.

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COMPANY PROFILE

Bharat Heavy Electrical Limited (BHEL) is one of the most leading and the

largest Engineering and Manufacturing Enterprises in India in the energy

related/infrastructure sector today. BHEL was Established more than 40 years ago

ushering in the indigenous Heavy Electrical Equipment Industry in India. A dream

that has been more than realized with a well-recognized track record of performance.

It has been earning profits continuously since 1971-72 and paying dividends since

1976-77

The first plant of BHEL was set up at Bhopal in 1956. BHEL has involved in

the manufacture of over 180 products fewer than 30 major products groups. BHEL's

range of services extends from project feasibility studies to After-sales -service

successfully meeting diverse needs through turnkey capability.

With corporate Head quarters at New Delhi, BHEL's operations are organized

around three Businesses sectors viz. power, industry and international operations.

Various corporate functions and the operating/manufacturing units in turn

support the business sectors, all of which function in a well-orchestrated manner in

order to meet market/customer needs.

The BHEL-EDN division came into existence when BHEL took over Radio

and Electrical Manufacturing Company (REMCO), which formally merged with

BHEL-EDN in 1980. Growing from a turnover of 3 Crores in 1976-77 to Rs. 465

Crores in 1999-2000. BHEL as on date is a tough competitor in the field and has won

many prestigious contracts against stiff worldwide competition.

BHEL has acquired certifications to Quality Management Systems - ISO

9001, Environmental Management Systems - ISO 14001 and Occupational Health &

Safety Management Systems - OHSAS 18001 and has also adopted the concepts of

Total Quality Management.

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BHEL has

Installed equipment for over 90,000 MW of power generation - for Utilities,

Captive and Industrial users.

Supplied over 2,00,000 MVA transformer capacity and sustained equipment

operating in Transmission & Distribution network up to 400 kV - AC & DC.

Supplied over 25,000 Motors with Drive Control System to Power projects,

Petrochemicals, Refineries, Steel, Aluminum, Fertilizer, Cement plants, etc.

Supplied Traction electric's and AC/DC locos to power over 12,000 Kms Railway

network.

Supplied over one million Valves to Power Plants and other Industries.

BHEL's operations are organized around three business sectors, namely Power

Industry including Transmission, Transportation, Telecommunication & Renewable

Energy and Overseas Business. This enables BHEL to have a strong customer

orientation, to be sensitive to the needs and respond quickly to the changes the

market.

BHEL's vision is to become a world class engineering enterprise, committed

to enhance stakeholder value. The company is striving to give shape to its aspirations

and fulfill the expectations as a ‘Navratna’ Company.

The greatest strength of BHEL is its highly skilled and committed 47,000

employees. Every employee is given an equal opportunity to develop himself and

improve his position. Continuous training and retraining, career planning, a positive

work culture and participate style of management have engendered development of a

committed and motivated work force leading to enhanced productivity and higher

levels of quality.

Vision:

A World-Class Engineering Enterprise Committed to Enhancing Stakeholder Value.

MISSION:

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To be an Indian multinational Engineering Enterprise Providing total business

solutions through quality products, systems and services in the fields of energy,

industry, transportation, infrastructure and other potential areas.

VALUES:

Meeting commitments made to external and internal customers foster learning,

creativity and speed of response respect for dignity and potential of individual’s

loyalty and pride in the company team playing. Some of other values are:

1. Zeal to excel and Zest for change.

2. Integrity and fairness in all matters.

3. Respect for Dignity and Potential of Individuals.

4. Strict Adherence to Commitments.

5. Ensure Speed of Response.

6. Foster Learning, Creativity and Teamwork.

7. Loyalty and pride in the company.

QUALITY POLICY:

Towards meeting its Quality Policy, BHEL is using the vehicle of Quality

Management Systems, which are certified to ISO 9001:2000 series of Standards by

Internationally acclaimed certifying agency, BVQI. Corporate Quality and Unit level

Quality structure enables requisite planning, control and implementation of Company-

wide Quality Policy and Objectives, which are linked to the Company's, Vision

statement. Corporate Quality derives strength from direct reporting to Chairman and

Managing Director of the Company.

Other than traditional Quality functions, today the focus is on:

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Propagating Quality Management Systems and Total Quality Management.

Formulating, implementing and monitoring, "Improvement Plans" with focus on

internal and external Customer Satisfaction.

Investigations and preventive actions on Critical Quality Issues.

Calibration and testing laboratories of BHEL are accredited under the National

Accreditation Board for Calibration and Testing Laboratories (NABL) scheme of

Laboratory Accreditation, which has got mutual recognition with APLAC and ILAC.

As a result of its thrust on quality and technology, BHEL enjoys National and

International recognition in the form of Product Certification by International Bodies

like ASME, API etc. and Plant Approvals by agencies like Lloyds Register of

Shipping, U.K., Chief Controller of Explosives India, TUV Germany etc.

In its movement towards Business Excellence and with the objective of

achieving International level of Quality, BHEL has adopted European Foundation for

Quality Management (EFQM) model for Business Excellence. Through this model

and annual self-assessment exercise BHEL is institutionalising continuous

improvement in all its operations.

RESEARCH AND DEVELOPMENT:

To remain competitive and meet customers' expectations, BHEL lays great

emphasis on the continuous up gradation of products and related technologies, and

development of new products. BHEL's commitment to advancement of technology is

reflected in its involvement in the development of futuristic technologies like fuel

cells and superconducting generators. BHEL's investment in R&D is amongst the

largest in the corporate sector in India. Products developed in-house during the last

five years contributed about 7% to the revenues in 2002-03.

HEALTH AND SAFETY:

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BHEL has joined the "Global Compact" of United Nations and has committed

to support it and the set of core values enshrined in its nine principles. The "Global

Compact" is a partnership between the United Nations, the business community,

international labor and NGOs. It provides a forum for them to work together and

improve corporate practices through co-operation rather than confrontation.

BHEL's contributions towards Corporate Social Responsibility till date

include adoption of villages, free medical camps/charitable dispensaries, schools for

underprivileged and handicapped children, ban on child labor, disaster/natural

calamity aid, employment for handicapped, Widow Resettlement, employment for

Ex-serviceman, irrigation using treated sewage, pollution checking camps, plantation

of millions of trees, energy saving and conservation of natural resources through

environmental management.

BHEL shares the growing concern on issues related to Environment and

Occupational Health & Safety (OHS), and is committed to protect Environment in

and around its own establishment, and to provide safe and healthy environment to all

its employees. For fulfilling these obligations, an Environmental Policy and an

Occupational Health & Safety Policy has been formulated and implemented through

management systems.

In recognition of this BHEL has been awarded the ISO 14001 Environmental

Management Systems Certification and OHSAS 18001 Occupational Health & Safety

Management Systems Certification from M/s Det Norske Veritas (DNV). Under

UNDP program for specialized services in the area of Environment BHEL has set up

a Pollution Control Research Institute (PCRI).

BHEL also has a Model Centre for Occupational Health Services, which is a

pioneer in this field in India. Today it offers a wide range of occupational health care

as well as expertise in work Environment monitoring Toxicology, Ergonomics and in

organization of OHS to multitude of industries form different sectors in India. Few

ILO sponsored candidates from African countries have undergone training at this

Model centre.

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BHEL is a member of CoRE (Corporate Roundtable on Development of

Strategies for Environment) launched by The Energy Research Institute (TERI).

CoRE is envisaged as a means to facilitate a proactive and catalytic role for industry

in addressing the environmental problems plaguing India and helping the industry

towards sustainability paradigm. CoRE is now a partner organization to WBCSD

(World Business Council for Sustainable Development). It has signed a memorandum

of understanding with WBCSD, now called as CoRE-BCSD, India. Interfaces

between companies such as BHEL, TERI and the WBCSD would provide an

important link to address issues of sustainable development at a global level and to

learn and exchange experience of Ac participating companies.

BHEL's commitment to environmental issues can be seen as an integral part of

its core business. In the field of Non-conventional and Renewable Energy, BHEL has

successfully launched products like wind electric generators, solar heating systems,

solar photovoltaic systems, solar lanterns and battery powered road vehicles.

Technology up gradation has been done to minimize environmental impact of fossil

energy products by way of low-NOx oiV gas burners, circulating fluidized bed

combustion boilers etc.

OVERSEAS BUSINESS:

BHEL ranking among the major power plant equipment suppliers in the world

is one of the largest exporters of engineering products & services from India. Over the

years, BHEL has established its references in around 60 countries of the world,

ranging from the United States in the West to New Zealand in the Far East. BHEL's

export range covers individual products to complete Power Stations, Turnkey

Contracts for Power Plants, EPC IT Contracts, HV/EHV Sub-stations, O&M Services

for familiar technologies, specialized after-market-services like Residual Life

Assessment (RLA) studies and Retrofitting, Refurbishing & Overhauling, and

supplies to manufacturers & EPC contractors.

BHEL have acquired, assimilated and updated/adopted the state-of-the-art-

technologies in the Power and Industrial equipment sector from world leaders. BHEL

has successfully undertaken turnkey projects on its own and possesses the requisite

T.JOHN COLLEGE 18


flexibility to interface and complement international companies for large projects, and

has also exhibited adaptability by manufacturing and supplying intermediate products

to the design of other manufacturers and OEMs. The success in the area of

rehabilitation and life extension of power projects has established BHEL as a reliable

alternative to the original equipment manufacturers (OEMs) for such power plants. In

addition to demonstrated capability to undertake turnkey projects on its own, BHEL

possesses the requisite flexibility to interface and complement with international

companies for large projects by supplying complementary equipment and meeting

their production needs for intermediate as well as finished products.

LAND MARKS ON THE WAY:

A number of installations in various locations across India have elevated

BHEL-EDN's expertise to commanding heights, from where it moves on to even more

challenging ventures. The customers are well aware of BHEL-EDN's commitment to

any project undertaken, which does not stop at the formal commissioning of the

project, instead extends to a lifelong post-installation care. Instances of many repeat

orders, received from reputed organizations amply prove this point.

India's functionally and geographically first DDC System commissioned at

Khaperkheda, 2x210 MW project of MSEB.

India's first Combined Cycle Power Plant with DDC at Vatwa, 100 MW

project of AECO.

India's Unified DDC for Boiler, Steam turbine and Station auxiliaries at

Dahanu 2 x 250 MW projects of BSES.

India's first VFD system for ID Fans for Trombay 500 MW project of Tata

Electric Company.

India's first VFD system for Boiler Feed Pumps at APSEB's Kothagudam

2x250 MW project.

India's first "Single Push Button" based automation of Hydro Power Plant at

APSEB's Pochampad 3x9 MW project.

India's first Digital Static Excitation System (SEE) for KPCL's Sharavati HEP

(10 x 109 MW) and Digital Brushless AVR with 150 Hz PMG for GIPCL

CCP.

India's first Brushless AVR with black start facility for Reliance Industries'

T.JOHN COLLEGE 19


Patalganga Gas Turbine Power Plant.

Supervisory Control and Data Acquisition (SCADA) System, also

successfully tested at M/s. ABB, Sweden, in operation at MSEB's HVDC

Converter Stations of Chandrapur & Padghe and Low Distribution Centre at

Kalwa, India.

Export ofmark4 gas turbine controls to GE, USA

Export of mark 5 gas turbine controls to Oman Cement Company and ministry

of electricity and water (MEW), Rusail project, Oman

Supply of mark 5 gas turbine control for the first advanced gas turbines 6FA to

be installed in India at kovilka-1 appal combined cycle power project (TN)

Energy Meters:

BHEL Electronics Division's Induction type energy meter range includes

single and three phase versions for both domestic and industrial applications. The unit

to its credit has delivered over 15 million energy meters, a feel unparalleled among

various energy meter manufacturers of India.

The improved designs of the Electronic Energy Meters have additional anti-

fraud features like Phase reversal and Earth loading. The new generation software

based Trivector Meters with Maximum Demand Indication, Differential Tariff, and

Time of Day; down loading are some of the new features being offered to customers.

Industry Industrial

Automation

BHEL-EDN has the competence to offer Automation System comprising of

Distributed Digital Controls, Programmable Logic Controllers and Process

Controllers including appropriate software. Many such systems have been designed,

manufactured and supplied to steel plants for rolling mills and blast furnace

applications.

Data acquisition and monitoring systems for the novac chamber, for testing of

satellites of ISRO and systems for monitoring the presence of poisonous gases in

mines and heavy water plants supplied by BHEL-EDN can claim credit for safety-

sensitive applications.

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NON-CONVENTIONAL ENERGY PHOTOVOLTAIC SYSTEM:

Realizing the tremendous potential of Solar Power as a Non-Conventional

Energy Source, BHEL-EDN started manufacturing Solar Photovoltaic (SPV) Cells

and Modules besides developing complete SPV Systems. A sophisticated facility with

a capacity of 2 MW per annum has been set up for manufacture of cells and modules.

The SPV systems are specifically designed keeping in mind the necessity for

unattended operation and ease in maintenance. Some of the major systems in

operation are SPV Power Plants (Stand Alone and Grid Interactive), Solar Power

Systems for Rural Radio Phones, Telecommunications, Railway Signaling and other

applications.

BHEL has the competence to undertake site surveys, detailed designing,

manufacture, supply and commissioning of complete application specific PV

Systems. The PV modules manufactured by BHEL have been certified to

International Standards (CEI/IEC 61215) by JRC, ESTI, and Italy.

POWER AUTOMATION AND POWER ELECTRONIC SYSTEM POWER

PLANT AUTOMATION:

Any power plant is a mini industrial cosmos with a variety of control elements

with intricate inter-relationships. BHEL Electronics Division offers a large variety of

control equipment for power stations ranging from simple control systems to single

push-button automation for power plants of any size. Automation systems for

controlling steam/water turbines, boilers and generators employing state-of-the-art

Distributed Digital Control Systems (DDC) concepts are amongst the products that

are offered. The DDC systems for power plants include CRT-based Man-Machine

Interface and Computer based Information Management and Optimization systems.

BHEL-EDN also offers unified DDC solution for the entire power plant comprising of

Boiler, Turbine and Balance of Plant (BoP) bringing the benefit of uniformity in

hardware, software, operation methodology as well as spares inventory to the user.

The SG (Boiler) C&I package, the sub packages offered by BHEL-EDN

include Burner Management Systems (also called FSSS), Secondary Air Damper

T.JOHN COLLEGE 21


Control Systems, Soot Blower Control Systems, HP Bypass Control Systems and

Auxiliary Pre-Reducing and Desuperheating System.

BHEL-EDN manufactures Integrated Control and Instrumentation systems

capable of monitoring & controlling the critical parameters of a steam turbine to a

high degree of accuracy. The Electronic Automation system for Steam Turbine

(EAST) is designed for automatic start up and shut down as well as efficient operation

during normal and safe shut down during abnormal conditions. The complete range of

thermal, nuclear, industrial and combined cycle plants is covered for Steam Turbine

controls.

Balance of Plant (BoP) automation comprises of Control, Monitoring and

Information system including regulation controls, coordinated controls, sequential

controls, interlocks & protections, alarm annunciation, operator interface units with

large video screen as well as performance calculation for the entire power plant.

Higher-level automation can also be offered ensuring automatic plant start-up, shut

down and plant optimization. Solutions also include automation for gas turbine based

open and combined cycle power plants as well as hydro power plants.

BHEL-EDN also manufactures SPEEDTRONIC Mark IV/Mark V control

systems for Gas Turbines with technical know bow from GE (USA). BHEL-EDN is

the first licensee of GE (USA) for manufacturing and servicing of Mark IV/Mark V

Gas Turbine Controls in the world.

INFRASTRUCTURE STRENGTH:

BHEL is a recognized manufacturer by the Department of

Telecommunications (DoT). BHEL-EDN has a strong team of highly efficient and

experienced engineers to carry out installation & commissioning works as well as

site support activities. The team is always on its toes for the emergency calls from

customers not only in India but also from every nook and comer of the globe.

Restoration of operations in shortest possible period at Srisailam HEP (AP)

submerged in flood waters, fire ravaged Kothagudem TPS (AP) and SEE sets

submerged in flood waters at Tenompangi HEP (Malaysia) are just few examples of

T.JOHN COLLEGE 22


commitment of BHEL engineers, which have been highly acclaimed by the

customers.

OBJECTIVES:

To optimize,

1. Competitive edge of product/service by building and improving key process.

2. Value Addition by reducing Cost of Quality.

3. Delivery and Response.

4. Quality of Supplies by improving supplier performance.

5. Capability of human resources by upgrading skill and competence.

6. Value for Stake-holders.

T.JOHN COLLEGE 23


PRODUCT PROFILE

Established in the late 50's, Bharat Heavy Electricals Limited (BHEL) is,

today, a name to reckon with in the industrial world. It is the largest engineering and

manufacturing enterprise of its kind in India and one of the leading international

companies in the power field. BHEL offers over 180 products and provides systems

and services to meet the needs of core sectors like: power, transmission, industry,

transportation, oil & gas, non-conventional energy sources and telecommunication. A

wide-spread network comprising 14 manufacturing divisions, 8 service centers, 4

power sector regional centers, 18 regional offices, besides a large number of project

sites spread all over India and abroad, enables BHEL to be close to its customers and

cater to their specialised needs with total solutions -efficiently and economically. An

ISO 9000 certification has given the company international recognition for its

commitment towards quality. With an export presence in more than 60 countries,

BHEL is truly India's industrial ambassador to the world.

PRODUCT RANGE POWER :

Air pre heaters

Boilers

Control relay panels

Electro static precipitators

Fabric niters

Fans

Gas turbines

Hydro power plant

Piping systems

Pulverizes

Pumps

T.JOHN COLLEGE 24


Seamless steel tubes

Soot blowers

Steam generators

Steam turbines

Turbo generators

Valves

Industry :

Capacitors

Cerulean

Compressors

Desalination plants

Diesel generating sets

Industrial motors and alternators

Gas turbines

Oil field equipment

Solar photovoltaic

Power semi conductor devices

Seamless steel tubes

Soot blowers

Steel casting and forging

Steam generators

Steam turbines

Turbo generators

Valves

Transmission:

T.JOHN COLLEGE 25


Bushings

Capacitors

Control relay panels

Dry-type transformers

Energy meters

HVDC transmission system

Insulators

Switch gears

Power semiconductor devices

Power system studies

Control shunt reactors

Transportation :

Battery powered road vehicle

Electric rolling stock

Electric's for rolling stock

Electric's for urban transportation system

Telecommunication:

265 port RAX

High capacity exchange

Non-conventional energy source:

Battery powered road vehicle

T.JOHN COLLEGE 26


Mini/micro hydro sets

Solar lanterns

Solar photo voltaic

Solar water heating systems

Wind electric generators

R&D Products:

Fuel cells

Surface coatings

Automated storage and retrievals

Load sensors

Power Generation Systems:

Transmission systems

Transportation systems

Industrial systems

SYSTEMS AND SERVICES:

Power Generation Systems:

- Turnkey power stations.

- Combined-cycle power plants.

- Cogeneration systems.

- Modernization and rehabilitation of power stations.

- Erection commissioning, operation and maintenance services.

- Spares management.

- Consultancy services.

Transmission Systems:

T.JOHN COLLEGE 27


- Sub-stations switchyards.

- HVDC transmission systems

- Shunt and series compensation systems.

- Power system studies.


- Consultancy services

BHEL Electronics Division Bangalore:

Transmission:

High order to improve the efficiency of power transmission system, high

voltage DC transmission technology was introduced. On an experimental basis, the

first project taken up by BHEL was the 100MW/100KV National HVDC project

between Barsoor (Madhya Pradesh) and Lower Sileru (Andhra Pradesh) with

indigenous technology. Based on the successful completion of the first phase, the

second phase taken up to upgrade the system to 200MW/200KV using state -of- the -

art technology. BHEL has also executed commercial HVDC projects of Rihand -

Delhi and Chandrapur - Padghe of rating 1500MW, +/- 500kV each in collaboration

with ABB Power System, Sweden.

Static VAR Compensation Systems:

With quality of power supply-gaining prominence both in utilities and

industries, BHEL-EDN offers indigenously developed technology for reactive power

management by way of Series Compensation Systems and Shunt Compensation

Systems. A number of systems have been supplied for both utility and industrial

applications for improvement of voltage, reactive power controls etc. BHEL- EDN

manufactures thyristor valves and controls for the SVC. To cater to the need of LT

loads, solid state switched capacitor systems using Thyristors or Triacs are also

offered for improving the power factor, reducing the reactive power demand.

DC Drive Systems:

BHEL-EDN’s Thyristorised Digital Converters are used for DC Drives with

constant power or constant torque control. Many such converters are already in

service at rolling mills and process lines in industries like steel, aluminum, rubber,

T.JOHN COLLEGE 28


cement, coal and copper. Converters up to 10,000 a ratings with digital controls have

been supplied by BHEL-EDN.

AC Drive System:

BHEL-EDN's adjustable speed AC Drive System with Load Committed

Inverter is a highly energy efficient system for controlling Synchronous Motors used

for flow Control Applications like Fans, Pumps and Compressors in Power Plants and

Industries. Speed control of squirrel cage Induction motors with GTO (Gate Turn-off)

Thyristors is cost effective, requires low maintenance and finds widespread

application in industries.

Power Supplies:

BHEL-EDN offers state-of-the-art, digitally controlled, highly efficient low

voltage and high current DC Power Supplies (Typical rating: up to 90KA and 950V

DC) with water cooled Thyristor Rectifiers to Industries like Caustic Soda, Aluminum

/ Copper smelters and others. Solutions also exist for high voltage power supplies

(Typical rating: up to 100A and 20KV DC) using air-cooled thyristors suitable for

broadcasting transmitters, test plants and many other applications.

BHEL-EDN has also supplied forced Air Cooled Inverters using IGBT

devices, suitable for medium frequency induction heating equipment, for controlled

preheating of X20 special alloy tubes for welding and stress relieving at higher

temperature (Typical rating: up to 3 kHz and 120 k\V).

The Team:

With the advent of the 'knowledge' millennium, BHEL-EDN's team of highly

qualified and experienced professionals is fully geared to face new challenges. Each

T.JOHN COLLEGE 29


one of them, a talented individual performer and a committed team player, is proud of

the BHEL-EDN ethos.

The environment at EDN has a whiff of freshness about it, carrying an

exciting mix of tradition and innovation. Many of them have been trained abroad at

the collaborators' establishments in critical areas like design, production, quality

assurance and commissioning.

Periodic in-house training sessions, seminars and other programs ensure that

the team is always at the leading edge of the latest technological developments and

managerial concepts. Behind the success of BHEL-EDN lies a major contribution of

its people, me prime assets. All the employees are motivated and encouraged to take

active part in improving efficiency and performance, through Suggestion and

Productivity Schemes.

Transportation Systems:

- Traction systems.

- Urban transportation systems.



Industrial Systems:

- Industrial drives and control systems.


- Spares management.


WHAT IS TRAINING?

TRAINING IS A DELIBERATE PROCESS OF INTENTIONAL LEARNING

IN A STRUCTURED MANNER WITH A SPECIFIC OBJECTIVE TO ACHIEVE.

NEED FOR TRAINING:

INDUCTION TRAINING.

SKILL DEVELOPMENT.

T.JOHN COLLEGE 30


SKILL UPGRADATION.

PRODUCT DIVERSIFICATION.

TECHNOLOGICAL CHANGE.

DESIGN CHANGE.

PROCESS TRANSFORMATION.

KNOWLEDGE MANAGEMENT.

AWARENESS ON COMPANYWIDE INFORMATION.

STATUTORY REQUIREMENTS.

ATTITUDE AND PERSONALITY DEVELOPMENT.

FUNCTIONAL NEEDS.

RE-DEPLOYMENT & TRANSFERS.

JOB KNOWLEDGE & EXPERTISE.

MANAGEMEMENT DEVELOPMENT.

COMPETENCY MAPPING & DEVELOPMENT.

CONTINUOUS IMPROVEMENT, PRODUCTIVITY AND QUALITY

IMPROVEMENT.

IDENTIFICATION OF TRAINING NEEDS:

THROUGH HEADS OF DEPARTMENTS.

THROUGH CONTROLLING OFFICERS.

THROUGH TRAINING CO-ORDINATORS.

PERFORMANCE APPRAISAL [MAP CYCLE DATA] .

ORGANISATIONAL NEEDS.

HRD’S INITIATIVES.

REQUEST FROM INDIVIDUALS.

FUTURE BUSINESS STRATEGIES .

DIRECTIVES FROM TOP MANAGEMENT.

CATEGORY OF TRAINING:

INHOUSE TRAINING PROGRAMMES.

EXTERNAL TRAINING PROGRAMMES.

T.JOHN COLLEGE 31


OTHER UNIT TRAINING PROGRAMMES.

HRDI TRAINING PROGRAMMES.

METHODS OF TRAINING:

CLASS ROOM SESSIONS.

INTER-ACTIVE WORKSHOPS.

ON THE JOB TRAINING.

OUTBOUND TRAINING.

SIMULATION & MOCK DRILL.

TRAINING ON LINE.

PRACTICAL LAB TRAINING.

TYPES OF TRAINING:

DEVELOPMENT OF SKILLS ON HAND.

TECHNICAL.

ATTITUDE AND PERSONALITY DEVELOPMENT.

HEALTH, SAFETY & ENVIRONMENT.

OFFICIAL LANGUAGE.

SOFTWARE DEVELOPMENT.

SOFT SKILLS.

FUNCTIONAL SKILLS.

QUALITY.

COMPETENCIES.

AWARENESS.

NEED-BASED.

CONDUCT OF INHOUSE TRAINING PROGRAMMES:

TRAINING CALENDAR TO BE PUBLISHED IN CONSULTATION WITH

TRAINING CO-ORDINATORS.

T.JOHN COLLEGE 32


FACULTY FROM PANEL OF TRAINERS.

DATE TO BE FREEZED.

TARGET GROUP TO BE IDENTIFIED.

NOMINATIONS TO BE COLLECTED FROM TRAINING CO-

ORDINATORS.

CONDUCT OF INHOUSE TRAINING PROGRAMMES:

COMMUNICATION TO PARTICIPANTS.

LIST OF PARTICIPANTS TO BE FINALIZED.

INTER-ACTION WITH FACULTY FOR TRANSPORT, STUDY

MATERIAL, ETC.

CATERING ARRANGEMENTS.

PROGRAMME TO BE HELD WITH INAUGURATION AND FEEDBACK.

FACILITIES AVAILABLE:

TRAINING HALL FOR 40 PERSONS.

AUDIO VISUAL AIDS.

P.A. SYSTEM.

STUDY AND WRITING MATERIAL.

SNACKS, COFFEE, TEA.

OFF FROM REGULAR WORK FOR PARTICIPANTS.

POST-TRAINING ACTIVITIES:

FEEDBACK TO BE EVALUATED.

PAYMENT TO FACULTY.

TRAINING RECORD OF INDIVIDUALS UPDATED BASED ON

ATTENDANCE.

TRAINING PROGRAMME DETAILS TAKEN INTO COMPLETED

TRAINING DATA.

T.JOHN COLLEGE 33


EFFECTIVENESS OF TRAINING EXERCISE:

FEEDBACK FROM CONTROLLING OFFICERS.

FEEDBACK FROM PARTICIPANTS.

RESULTS OF PERFORMANCE AT WORK.

EVALUATION BY FACULTY.

REFRESHER PROGRAMME.

ENTRY & EXIT LEVEL TEST.

CERTIFICATION.

PHOTOGRAPH AND VIDEOGRAPHY.

CERTIFICATION AND TESTS.

SIMULATION AND MOCK DRILL.

PRESENTATION BY PARTICIPANTS.

COMPETITIONS AND DEMO.

UTILITY OF TRAINING:

DEVELOPS PEOPLE WHO CONTRIBUTE MORE FOR

ORGANISATION’S EXCELLENCE.

ENHANCES PRODUCTIVITY.

CUSTOMER SATISFACTION.

BUSINESS PROSPECTS.

TRAINING AS INCENTIVE.

MOTIVATES THE EMPLOYEES.

MAKES PEOPLE UPTO DATE.

ENHANCES SKILL AND EXPERTISE.

BETTER KNOWLEDGE MANAGEMENT.

EMPLOYEES BECOME MORE EFFICIENT, EFFECTIVE &

COMPETENT.

CONSTRAINTS & LIMITATIONS OF TRAINING:

T.JOHN COLLEGE 34


1. ORGANISATION’S PERSPECTIVE:

TRAINING IS NOT CRUCIAL.

CAN BE DEFERRED ALWAYS.

NOT A PRIORITY AREA.

TAKES AWAY MANDAYS.

CANNOT DO WONDERS.

IMMEDIATE UTILITY IS NOT SEEN.

TRAINING IS EXPENDITURE.

2. PARTICIPATION BY PEOPLE:

NON SERIOUS PARTICIPANTS.

HETEROGENIOUS GROUP.

SPARABLES ATTEND TRAINING.

KEY PERFORMERS NOT TRAINED.

WORK PRESSURE EATS AWAY DEVPT.

DISTURBANCE TO PARTICIPANTS.

INADEQUATE NOMINATIONS.

3. HRD’S PROBLEMS:

LACK OF TRAINING TO TRAINERS.

INADEQUATE FUNDS.

INADEQUATE MANPOWER AT HRD.

LACK OF FACULTY.

LACK OF INFRASTRUCTURE.

LACK OF SUPPORT & SYSTEMS.

4. LIMITATIONS OF TRAINING AS TOOL FOR DEVELOPMENT

T.JOHN COLLEGE 35


AN EFFECTIVE HRD AND EXCELLENT FACULTY ALONE CANNOT

DEVELOP PEOPLE. ATTITUDE OF PEOPLE FOR THEIR OWN

DEVELOPMENT & ORGANISATION IS IMPORTANT.

TRAINING CANNOT BRING CHANGES OVERNIGHT.

TOO MUCH IS EXPECTED OUT OF TRAINING BUT OTHER FACTORS

CAN MAR THE EFFECTIVENESS OF TRAINING.

EFFECTIVENESS CANNOT BE QUANITIFIED OR MEASURED

PARTICULARLY SOFT SKILLS & MANAGEMENT SKILLS.

PARTICIPANTS ARE NOT PROVIDED OPPORTUNITIES TO APPLY

SKILLS DURING POST-TRAINING PERIOD DUE TO MULTIPLE

REASONS.

TRAINING IS QUITE OFTEN CONSIDERED AS UNDESIRED

INTERVENTION.

FEW THINGS ABOUT TRAINING AND DEVELOPMENT :

Training and Development is 1 of the important function of HRD. For which they

are provided around 20 Lakhs per annum, for the Functions performed by HRD

(uniforms, Stipend, Hostel, Paid to Trainer, Traveling, etc.). EDN also prints the

calendar of training activities, which is provided to every department and almost each

employee in department. EDN also produce the annual report of trainings. Pieces

among these trainees are also given and their names are printed in this annual report.

On an average 35000 employees are trained every year across the organization

through in-house training program. Apart from this around 6000 apprentices are

provided training every under the apprentices act.

All the units have their separate HR department mat administrates the HR

function of the unit level's confinable HR controls all HR departments. This

confinable body is responsible for the policy, decision-making and key functions. The

most prized asset of BHEL-EDN is its more than 2000 employees.

T.JOHN COLLEGE 36


Training and development is considered as motivational factor and also as a

privilege for employees. There are 5 different types of training given in BHEL

namely:

1. EXTERNAL AND HRD].

2. TRAINING AND DEVELOPMENT OF EMPLOYEES [INHOUSE,

3.TRAINING OF APPRENTICES [DIPLOMA, ITI AND JOC].

4. ET’s TRAINING.

5. STUDENT TRAINING. [PROJECT WORK, VOCATIONAL INPLANT AND

BLOCK PLACEMENT].

T.JOHN COLLEGE 37


Training Program for the Year 2007-2008

Sl.No

YEAR

2007

YEAR

2008

Course Title Course Code Course Duration

Course Fee (Rs.) **

1.

Welding &Inspection

STC – 356 04 06 2007 - 09 06 2007

11500

2.

Certified Welding Inspectors *

CWI - 44 18 06 2007 – 28 06 2007

18500

3.

Welding & Inspection

STC – 357 09 07 2007 – 14 07 2007

11500

4.

Certified Welding Inspectors *

CWI – 45 18.07. 2007 – 28.07.2007

18500

5. Pipe Welding & Inspection STC – 358 31 07 2007 –

04 08 2007 9000

6. Welding & Inspection STC – 359 06 08 2007 –

11 08 2007 11500

7. Certified Welding Inspectors * CWI – 46 20 08 2007 –

30.08 2007 18500

8. Ultrasonic Testing – Level II * NDT – 103 04 09 2007 –

14 09 2007 18500


28 09 2007 18500


13 10 2007 11500

11. Welding Distortion & Control STC – 361 25 10 2007 –

27 10 2007 6000

12. Radiographic Film Interpretation NDT – 104 30 10 2007 –

03 11 2007 9000


24 11 2007 18500


08 12 2007 11500

15. NDT Techniques NDT - 105 10 12 2007 –

14 12 2007 9000

16. CertifiedWelding Inspectors *

CWI – 49 02 01 2008 – 12 01 2008

18500

17. Welding & Inspection STC – 363 28 01 2008 -

02 02 2008 11500

T.JOHN COLLEGE 38



16 02 2008 18500

ORGANISING INDUSTRIAL VISITS AT BHEL-EDN BY EDUCATIONAL

INSTITUTION AND OTHER ORGANISATIONS:

The infrastructure available in HRD has a Photocopier, Telefax, Adequate office

space, three classrooms:

1st Hall of 40 Capacity for training employees with white board, overhead projector,

T.V.\Audio System.

2nd Hall of 25 Capacity for Apprentice classes with white board, wooden desks.

3rd Hall of 25 Capacity for students’ classes with white board.

TRAINING AND DEVELOPMENT OF EMPLOYEES:

There are three types of training carried out External Training, Internal Training

and HRD training. They are as follows:

1. EXTERNAL AND HRD TRAINING:

Sponsoring for specialized and need based External Training Programmes

conducted by reputed training institute/workshop. It can be in some other Institute or

in some other company. As External training need lot of investment such as traveling

fare, lodging fare, food etc, hence only few can attain at a time. Hence Participates for

External training are min 2 and max 10 in number. Participates are nominated by

training-coordinator. External training is strictly related to either job related or for

betterment of company. The Approval for External Training is compulsorily to be

taken from head of unit.

Deputing Executives to the training programmes regularly conducted at HRDI,

NODIA and Other Units of BHEL. The main HRD of BHEL is located in NODIA.

Hence there is a big and combined training center in NODIA.

T.JOHN COLLEGE 39


2. INTERNAL TRAINING:

The Training that is conducted within the Campus of BHEL-EDN is termed as

Internal/In-house Training. There are various areas in which training is conducted

such as:

Health, Safety and Environment.

Competency Developing Programmes [E-MAP].

Technical Training Programmes.

Exclusive Women Training.

Need based Programmes – Skill Development. Programmes.

Functional Development.

Companywide Information/Awareness Programmes.

Hindi Workshops.

These are the areas under which nearly 110 training programmes are carried

out per year. As investment here is less hence training can be given in bulk. At a time

min 25 and max 35 employees can be trained. Also no special approval is needed for

in-house training.

TRAINING OF APPRENTICES:

Apprenticeship training is a special type of training given in BHEL is a 1-year

program. In this 266 diploma apprentices, 11 diploma [s/w course], 345 ITI

apprentices and 57 JOC (Job Oriented Courses) apprentices are trained. These are

students who have completed their diplomas, ITI’s and JOCs from any institute in

Karnataka state. There is a written examination held for these apprentices. Then on

merit basis they are called for interview. After clearing the interview they have to give

one medical test after which they are considered as the part of apprenticeship training

scheme.

T.JOHN COLLEGE 40


REPORTING:

The apprentices have to report the HRD in the first week of August. They are

issued with encoded trainee’s punching card. This code number is updated with the

name of the apprentice in the HRD database. They have the timing from 7.30 to 4.36

from Mondays to Fridays and till 12.30 on Saturdays and they are provided with a

stipend, which is as follows:

1. Diploma -Rs 1400+50 pm

2. ITI, JOC -Rs 1090+50 pm (regular trades)

POSITIONING TO DPTS. INCLUDING RE-DEPLOYMENT

These apprentices are placed in different departments according to the capacity of the

departments and interest of the apprentices.

ATTENDENCE MONITORING/LEAVE RECORDS/UNIFORM:

With the help of punching card the attendance is marked. Their leave records are

marked only after 12 days of casual leave. They also get 15 days of sick leave, which

cannot be combined, with the casual leave. These apprentices are also provided with a

blue-colored uniform so as to be identified as an apprentice.

CONDUCTING OF CLASSES:

Apprentice is given on-the-job-training as well as class training. They are taught

about the department work in the classroom and then given on the job training about

that. They are stuck with a department in the whole training period; hence classroom

training helps them to learn about other departments as well.

COMPLETION AND CERTIFICATION:

As ITI has this training in a compulsory part, hence they have to undergo with

an exam at the end of the year. But diploma holders and JOCs are not bound with this

compulsory part. ITI’s can get through in any other company on the basis of this

T.JOHN COLLEGE 41


certificate provided after this exam, hence they have to be stuck the whole year in

spite of less stipend provided. And diploma, JOCs leave the training if they get good

opportunity outside. Whereas they can also continue more than a year if they don’t get

any opportunity with same stipend pattern and one day of casual leave and a sick

leave.

ET’s TRAINING:

During the year 2005 – 2006, 13 ET’s reported for their 1 year training. ET

training is Induction training for the newly appointed employees; they are employed

on temporally basis, after this induction training they have to give a Pre-absorption

test and an interview. HRD conducted the Common Induction Training Program for

the ET’s of Delhi based division and Corporate R&D, Hyderabad during 2004-2005

at EDN for a period of 3 months. The combined feedback of this module i.e.,

Common Induction Training was taken by HRDI, Nodia during 2005 which reveals

that the rating of the quality of training imparted by EDN Unit is higher than other

Units where similar training was conducted.

Company Information and Unit Familiarization:

In this Part of training the ET’s are given information about company. The

procedure of order taken, order completion and delivery of order. Familiarization with

the products done and culture of BHEL and of this UNIT as well.

Inter Department Orientation:

After knowing the Company Information and getting familiar with the culture

of BHEL, there comes the familiarisation of each department of the BHEL-EDN. The

trainee’s are send in each department to know the departmental work and the role of

each department in the progress of BHEL-EDN. Then Common Induction Training is

done.

On The Job Training:

After common induction training comes the actual training about the work, the

on-the-job training. In this training the trainee’s are appointed some work, which they

T.JOHN COLLEGE 42


have to perform it within the given time period. In this training they are actually

explored to the wok carried out in BHEL-EDN. Here they are taught the ways, the

work should be carried out.

Computer Training:

Then comes the computer training, in this the skills required for operating the

computer for office work is taught. Then comes the Mentor Mentee Inter – Actions

training and then Leave Monitoring.

Pre – Absorption Test and Interview:

At the end of this training a pre-absorption test is conducted along with an

interview. After clearance of this test and interview the ET is taken as full time

employee.

STUDENT TRAINING:

As an Industry Institution Inter-action, 374 students were permitted to do their

inplant training at EDN during the year 2005-2006. 450 students were also permitted

to do their project work. Students allowed for inplant training and project work are as

follows:

1. PROJECT WORK: B.E. \ M.E.

BBM \ MBA \ M.A. \ MSW

M.Sc. \ MCA

2. INPLANT TRAINING: B.E. \ M.E.

BBM \ MBA

ORGANISING INDUSTRIAL VISITS AT BHEL-EDN BY EDUCATIONAL

INSTITUTION AND OTHER ORGANISATIONS:

During the year, HRD co-ordinator the visit of 110 batches of students [4500

persons], employees from other organisations and officers from reputed institutions,

sister unit teams. These groups of teams visited EDN for academic purpose for a

general visit.

Among the above, the visit of a Team of Senior Officers from Defence Service

Staff College, Wellington [T.N.] and a team from Naval Depot, Vizag were

Significant in year 2005 – 2006

T.JOHN COLLEGE 43


Regular training programmes are organized by PCRI for specific requirements

in the field of Environmental Audit, Water Quality analysis etc. for various

organizations. PCRI had organized an International Conference of Environmental

Impact Analysis and number of national seminars on current environmental topics

beside organizing regular training programmes for the benefit of professionals

engaged in pollution abatement and environmental protection. PCRI in association

with Ministry of Environment and Forests, New Delhi organized a National Seminar

on “Environmental Audition for Industries”. Every year the institute impact training

to large number of graduate & postgraduate students from various universities as

vocational training. PCRI also organized a training programme on Air Pollution

Monitoring & Control for State and Central Pollution Control Board officials. This

training programme was sponsored by Ministry of Environment & Forests, New Delhi

under World Bank Aid Project. Similar programmes have been organized by PCRI of

NTPC, IIFM, BHEL and U.P., Jal Nigam etc.

T.JOHN COLLEGE 44


ORGANISATION CHART

DATA ANALYSIS AND INTERPRETATAION

1. Training is needed to an employee for an effective performance.

Table showing employee’s opinion about training importance for effective

performance.

Sl. No. Particulars Percentage%

1. Yes 100%

2. No 0%

T.JOHN COLLEGE 45

S.NARASIMHAN DGM/IA

GPC SEKHAR AGM/HR

T.JAMBUNATHAN AGM/FINANCE

H.S.NAGABUSHAN A AGM/VIG

V.VISWANATHAN

EXECUTIVE DIRECTOR

DIRECTORR

G.GANAPATHIRAMANGM/CE ENGINEERING & ES

RANJAN SAHIGM/SC & PV

T.N.VEERARAGHAVA

N

GM/CE COMM &MM

D.ASHOKAGM/CE PRODN

V.KGUPTA AGW/ESD

M.N.SRIKANTH DGM/CC &PR

B.R.GURUPRASAD AGM/FST, SHIPPING CPD/PTS

B.N.MOHANTY AGM/QS

KC RAMAMURTHY AGM/SA

V.P.GUPTA AGM/P&D

B.S GUPTA AGM/EM


Analysis:

In the above table we can see that 100% of them are voted for yes. Hence we can

say that training is needed for an employee for an effective performance.

Chart showing employee’s opinion about training importance for effective

performance.

Percentage%

0%

20%

40%

60%

80%

100%

120%

Yes No

1 2

Percentage%

Inference:

From the above graph we can see that all of them give most importance to

training for effective performance of an employee.

2. Is training is necessary in your area of work?

Table showing whether training is needed for the employee in their area of

work.


1. Yes 85%

2. No 15%

Analysis:

T.JOHN COLLEGE 46


In the above table we can see that 85% of them are voted for Yes and 15% of

them are voted for No.

Chart showing whether training is needed for the employee in their area of

work.

Percentage%

0%10%20%30%40%50%60%70%80%90%

Yes No

1 2

Percentage%

Inference: From the above graph we can say that 85% of them need training in their area of

work and 15%of them do not need training in their area.

3. In what areas the training help?

Table showing in what area does the training helps to the employees.

Sl. No. Particulars Percentage

1. Skill Development 10%

2. Knowledge 30%

3. Attitude 0%

4. All of the above 60%

T.JOHN COLLEGE 47


Analysis:

In the above table we can see that many of them are voted for all and also we can

see that 10% of them are voted for Skill Development and 30% of them are voted for

Knowledge.

Chart showing in in what area does the training helps to the employees.

Percentage

0%10%20%30%40%50%60%70%

Ski

llD

evel

opm

ent

Kno

wle

dge

Att

itude A

ll

1 2 3 4

Percentage

Inference: Form the above graph we can say that majority of them that is 60% of them are

given importance for All, also 10% of them are given importance for Skill

Development and 30% of them are given importance to Knowledge.

4. Training helps in preventing stress and tension.

Table showing how much does the training helps in preventing stress and

tension according to employees.


1 Yes 100%

2 No 0%

Analysis:

T.JOHN COLLEGE 48


In the above table we can see that 100% of them are voted for Yes. Hence we can

say that training helps in preventing stress and tension.

Chart showing how much the training help in preventing stress and

tension does.

Percentage%

0% 50% 100% 150%

Yes

No

12

Percentage%

Inference:

From the above graph we can say that 100% of them accept that training helps in

preventing stress and tension.

5. How many training programmes have you attended?

Table showing employees attended number of training programmes.


1. One 15%

2. Two 20%

3. Three 35%

4. More than Three 30%

T.JOHN COLLEGE 49


Analysis:

In the above table we can see that 15% of them have gone only for one training

program, 20% of them have attended two, 35% of them for three and 30% of them for

more than three training programmes.

Chart showing employees attended number of training programmes.

Percentage%

0%5%

10%15%20%25%30%35%40%

One Two Three Morethan

Three

1 2 3 4

Percentage%

Inference: From the above graph we can see that 15% of them have gone only for one

training program, 20% of them have attended two, 35% of them for three and 30%

of them for more than three training programmes.

6. Training makes employees to understand organizational policies, rules and

regulations clear.

Table showing employee’s opinion.


1 Yes 90%

2 No 10%

Analysis:

T.JOHN COLLEGE 50


In the above table we can see that 90% of them are voted for Yes and

remaining 10% of them say no.

Chart showing about employee’s opinion.

Percentage%

0% 50% 100%

Yes

No

12

Percentage%

Inference:

From the above chart we can say that 90% of them agrees that training makes

employees to understand organizational rules, policies and regulations more clear and

10% of them says No.

7. In our Organization, training is considered as an effective tool for development of

people and organization.

Table showing the employees opinion.


1. Fully agree 45%

2. Partially agree 40%

3. Fully disagree 5%

4. Can’t say 10%

T.JOHN COLLEGE 51


Analysis:

In the above table we can see that 45% of them are fully agree, 40% of them are

partially agree, 5% of them fully disagree and remaining 10% of them are not given

any opinion.

Graph showing the employees opinion.

Percentage

0%5%

10%15%20%25%30%35%40%45%50%

Fullyagree

Partiallyagree

Fullydisagree

Can’tsay

1 2 3 4

Percentage

Inference:

From the above graph we can say that 45% of them are fully agree, 40% of them

partially agree, 5% of them are fully disagree and other 10% of them are not said any

thing.

8. Does the company provide regular training programmes to different categories of

employees?

Table showing employees opinion.


1 Yes 100%

2 No 0

Analysis: In the above table we can see that all of them are voted for Yes. Hence we can say

that company provides regular training programmes to different categories of

employees.

T.JOHN COLLEGE 52


Chart showing employee’s opinion.

Percentage%

0%

20%

40%

60%

80%

100%

120%

Yes No

1 2

Percentage%

Inference:

In the above chart we can say that each and every employee agrees that the

company provides regular training programmes to different of employees.

9. What is your opinion about training facilities in your company?

Table showing employee’s opinion about training facilities in their

company.

Sl. No. Particulars Percentage%1. Average 10%2. Satisfaction 40%3. Good 30%4. Excellent 20%

Analysis:

T.JOHN COLLEGE 53


In the above table we can see that 10% of them are voted for average, 40% of

them are voted for satisfaction, 30% of them are voted for good and remaining 20%

are voted for excellent.

Chart showing employee’s opinion about training facilities in their

company.

Percentage%

0%5%

10%15%20%25%30%35%40%45%

Ave

rage

Sat

isfa

ctio

n

Goo

d

Exc

elle

nt

1 2 3 4

Percentage%

Inference: From the above graph we can say that majority of them that is 60% of them are

given importance for satisfaction, 10% of them to average, 30% of them to good and

remaining of them are voted to excellent.

10. Training improves the relationship between employees and managers.


SL.NO. Particulars Percentage

1. Yes 100%

2. No 0

Analysis: In the above table we can see that all of them are voted for Yes. Hence we can

say that training improves the relationship between employees and managers.

T.JOHN COLLEGE 54


Chart showing employees opinion.

Percentage

0%

20%

40%

60%

80%

100%

120%

Yes No

1 2

Percentage

Inference:

In the above chart we can say that each and every employee agrees that training

improves the relationship between employees and managers.

11. Training helps an individual to make better decisions.



1. Yes 85%

2. No 15%

Analysis:

From the above table we can see that 85% of them are voted for Yes and

remaining 15% of them are voted for No.

T.JOHN COLLEGE 55



Percentage

0% 20% 40% 60% 80% 100%

Yes

No

12

Percentage

Inference:

From the above chart we can see 85% of them agrees that training helps an

individual to make better decisions and remaining 15% of them says No.

12. Do you think training has a positive influence on development of workers?



1. Yes 90%

2. No 10%

Analysis:

From the above table we can see that 90% of them are voted for Yes and


T.JOHN COLLEGE 56



Percentage

0%10%20%30%40%50%60%70%80%90%

100%

Yes No

1 2

Percentage

Inference:

In the above chart we can say that 90% of them agree that training has a positive

influence on development of workers and remaining 10% says no.

13. Does the company allow employees to express their problems regarding training

facilities?

Table showing the employees opinion.


1. Yes 100%

2. No 0

Analysis:

T.JOHN COLLEGE 57


From the above table we can see that all of them are voted for yes. Hence we can

say that the company allows employees to express their problems regarding training

facilities.

Chart showing the employees opinion.

Percentage

100%

0

Yes

No

12

Percentage

Inference:

In the above chart we can say that each and every employee agrees that

training the company allow employees to exprees their problems regarding training

facilities.

14. Training helps employees adjust to change.



1. Yes 75%

2. No 25%

Analysis:

T.JOHN COLLEGE 58


From the above table we can see that 75% of them are voted for yes and



Percentage

0%

10%20%

30%

40%

50%60%

70%

80%

Yes No

1 2

Percentage

Inference:

From the above graph we can say that 75% of them agrees that training makes

employee to change and remaining of them says No.

15. The infrastructure available at HRD for conducting training programmes.

Table showing employees opinion about infrastructure facilities provided

by the company for conducting training programmes.


1. The highest order and excellent ambience 20%

2. Quite satisfactory 30%

3. Average 40%

T.JOHN COLLEGE 59


4. Poor 10%

Analysis:

In the above table we can see that 40% of them are voted for average, 30% of

them are quite satisfactory, 20% of them are voted for excellent and remaining are to

poor.

Chart showing employees opinion about infrastructure facilities provided

by the company for conducting training progrannes.

Percentage

0%5%

10%15%20%25%30%35%40%45%

The

hig

hest

orde

r an

dex

celle

nt

Qui

tesa

tisfa

ctor

y

Ave

rage

Poo

r

1 2 3 4

Percentage

Inference: From the graph we can say that 40% of them agree for average, 30% of

them for quite satisfactory, 20% of them for excellent and others for poor.

16. A person to do a particular work, he should be well trained.



1. Yes 100%

2. No 0

Analysis:

T.JOHN COLLEGE 60


From the above table we can see that all of them are voted for Yes. Hence we

can say that “A person to do a particular work, he should be well trained”.


Percentage

0%

20%

40%

60%

80%

100%

120%

Yes No

1 2

Percentage

Inference:

From the above graph we can say that each and every employee agrees that a

person to do a particular work he should be well trained.

SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS

FINDINGS

Major findings are important out of the study. Some of the

Findings are:

1. Employees of public sector enterprise, who are the target group of

Research, seemed to be content with training programmes.

T.JOHN COLLEGE 61


2. Employees are very keen to under go training as the subject are

In part with the reset trends and the faculty members too make it

Interesting by dealing with the relevant subjects.

3. BHEL - EDN’s products are priced higher than its competitors

4. The main objectives of the study was to know the training facilities

Provided to the employees by an organization.

5. Training is given to each and every person before taking

him to job. Training programmes will help an employee to his performance, skills and

ability to work in an organization.

6. Organization gives proper training facilities to all the workers. They provide

training according to the employee’s satisfaction.

7. BHEL-EDN is managing its Human Resources and marketing very effectively.

8. In respect, BHEL has evolved training programmes. Where training has been

given to each and every employee.

9. The employees too have make of this facilities and have reciprocated to the

organization’s gesture by their effective participation and skill and knowledge. So

gained in their place of work and as well as elevating their position in an organization.

10. Apprenticeship training is a special type of training given in BHEL is a 1-year

program.

11. These are the areas under which nearly 110 training programmes are carried out

per year.

12. At a time minimum 25 and maximum 35 employees can be trained.

T.JOHN COLLEGE 62


13. BHEL gives both On-the –Job training and Off-the-Job training to the

employees.

CONCLUSION

Bharat Heavy Electricals Limited (BHEL) is a good and high profitable

company. It is a well established company. The employees should be motivated to

work hard and to achieve the goals of a company.

T.JOHN COLLEGE 63


Training is important to human resource. The aim of training should be to

change the employee’s performance towards his skill, knowledge etc. So the company

must provide good training facilities to the employees. Most of the employees are

satisfied from the company’s training facilities.

So finally, we can conclude that by training, an employee is motivated and can

improve his attitude, skills and knowledge. This helps an organization to achieve the

set goals and earn profits.

RECOMMENDATIONS AND SUGGESTIONS

1. Training should be given employees in proper manner.

2. Training facilities should be given to the employees according to their

satisfaction.

T.JOHN COLLEGE 64


3. It needs young upgraded work force than an older force so it needs to replace

them gradually as time permits.

4. More number of training programmes should be conducted.

5. As BHEL faces a tough competition from the Private firms it must formulate

better policies that attract customers.

6. Practical training should be given for clear understanding.

7. Employees should take more risks here to perform better work

BIBLOGRAPHY

1. Human Resource Development- SUBBA RAO.

2. Personnel Management- Dr.J.N.GHAGOLIWAL.

T.JOHN COLLEGE 65


3. Human Resource and Personnel Management-K.ASWATHAPPA.

4. Human Resource Management and Industrial Relation-P.SUBHA RAO.

Web Site-www.bhel.com and www.bheledn.com

QUESTIONNAIRE

I am Nagesh.B.A. Studying in M.B.A 4TH Semester in T.JOHN College as per the

Bangalore University requirement, I should conduct a project study. My topic is about

“Effectiveness of Training Program on Employees”. I am doing this project work in

Bharat Heavy Electricals Limited (BHEL), Electronics Division. So I request you to

spare a few minutes to fill these following questions:

T.JOHN COLLEGE 66


Name of the respondent: ________________________________

Age:

20-30 ( ) 31-40 ( )

41-50 ( ) 51 and above ( )

Qualification:

S.S.L.C ( ) P.U.C ( )

Diploma ( ) Graduation ( )

Post Graduation ( ) Any Other ( )

Designation: __________________________

Department: __________________________

1. Training is most important to an employee for effective performance.

Yes ( ) No ( )

2. Is training necessary in your area of work.

Yes ( ) No ( )

If yes, state the reason

___________________________________________________________

___________________________________________________________3. How many training programmes have you attended?

One ( ) Two ( )

Three ( ) More than three ( )

4. In what areas the training help?

Skill Development ( ) Knowledge ( )

Attitude ( ) All ( )

5. Without Training, there is no development

Yes ( ) No ( )

6. Training given should be effective

Yes ( ) No ( )

7. A person to do a particular work, he should be well trained.

T.JOHN COLLEGE 67


Yes ( ) No ( )


_____________________________________________________________________

_____________________________________________________

8. Training helps employees adjust to change.

Yes ( ) No ( )

9. Training helps in preventing stress and tension.

Yes ( ) No ( )

10. Improves the relationship between employees and managers.

Yes ( ) No ( )

11. Training makes Organizational policies, rules and regulations more clear.

Yes ( ) No ( )

12. Training helps the individual in making better decisions and effective problem

solving regarding work.

Yes ( ) No ( )

13. In our Organization, training is considered as an effective tool for development of

people and organization.

Fully agree ( ) Fully disagree ( )

Partially agree ( ) Can’t say ( )

14. The infrastructure available at HRD for conducting training programmes are:

Excellent ( ) Average ( )

Quite satisfactory ( ) Poor ( )

15. Do you training have an influence on the workers attitude in the Organization?

Yes ( ) No ( )

T.JOHN COLLEGE 68



___________________________________________________________

16. Do you think training has a positive influence on development of workers?

Yes ( ) No ( )

17. Does the company provide regular training programmes to different categories of

employees?

Yes ( ) No ( )

18. Does the company allow employees to express their problems regarding training

facilities?

Yes ( ) No ( )

19. What is your opinion about training facilities in your company?

Average ( ) Satisfaction ( )

Good ( ) Excellent ( )

20. What are the measures to be taken to make training more effective?

________________________________________________________

________________________________________________________

21. Any recommendations or suggestions in relation to training programmes in the

company.

_____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

T.JOHN COLLEGE 69

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