Traning and Development at EOC.doc...

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TRAINING AND DEVELOPMENT

A

PROJECT

REPORT

ON

`

SUBMITTED BY:

POOJA SHARMA

MBA 1019270032

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ACKNOWLEDGMENT

It is said no learning is possible without any proper guidance and no

research endeavor is a solo exercise, some contribution is performed by

various individual

By acknowledging the guidance, support and assistance, I pay my

deepest sense of guidance to the management of NTPC.

I hereby acknowledge my profound gratitude to Mrs. Meenal SmithVishnoi (Sr. Officer HR-EB) under whose guidance I have studied The

Training and Development of NTPC. This project would not have been

possible without her guidance and support.

I would also like to thank Ms. Indu Balakrishan , NTPC for her valuable

support in completion of this project. My special wishes and thanks

shall always be for those who responded to me and extended

their co-operation in preparing and collecting data by which thisproject report has been smoothly conducted.

Under the guidance of Submitted by Mrs. Meenal Smith Vishnoi POOJA SHARMA

(Sr. Officer HR-EB)

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PREFACE

The well planned, properly executed and evaluated vocational training helps a lot

in including good work culture .It provide linkage between to problem solving

based on board understanding of process and mode of operation of an organization.

This project report is the result of study conducted in EOC (Engineering office

complex) NTPC, Noida during the period 20th JUNE 2011 to 10th AUGUST 2011.

This project report is basically rooted to study Training and Development.

In their working lives, employees occasionally have cause to be uncomfortable,

disappointed or aggrieved either about certain managerial decision, practices or

service condition.

In the present day social context, especially in democratic systems, it is accepted

that employees should be able to express their need weather it is related to serious

problem or the performance level of the employee. The need arises because of the

gap in expected and actual performance.

The training procedure is one of the most important means which is available to the

employees with which they can improve their performance. It is also a mean

available to management to keep a check on the performance level, so that it can be

improved through training and development.

I feel rewarded by the management of NTPC who gave me an opportunity to study,

in such a large organization, which is engaged in generating thermal power

POOJA SHARMA

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SIGNIFICANCE OF THE PROJECT

As a part of my curriculum I had to do one and half months training in a well-

reputed firm and for this I had selected Engineering Office Complex (EOC)

NTPC Noida and got the topic TRAINING & DEVELOPMENT for my project

work. I had chosen EOC NTPC only because it is the training apex of NTPC.

The six weeks of summer training at EOC NTPC Ltd. gave me a complete

exposure to relevance of Training for organizational excellence. It was a unique

opportunity to explore the realities of Indias leading power generation company as

a researcher and gather knowledge from its vast repertoire of experience.

It was a great learning experience .The project not only helped me to enhance my

practical knowledge on training but it also gave me an insight into the way work

force is utilized here. It is a rare chance where I got to witness the challenges and

opportunities for training, as a profession.

The summer project, also made me realize the worth of a well-designed training

program me (and training system) towards organizational excellence. I got to know

the importance of communication and interpersonal skill in getting things done

from others. In a nutshell, it was a very fulfilling and fruitful period of my life as a

management student.

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NTPC

THE TOTAL POWER COMPANY

National thermal power corporation has been the power behind INDIA`S

sustainable power development since NOVEMBER 1975. Contribution 26% of

the COUNTRY`S entire power generation. NTPC today lights up every fourth

bulb in the country.

With ambitious growth plans to become a 56,000MW power company by

2017, NTPC-the largest utility of INDIS has already diversified into hydro sector.

Further initiatives for greater organization transformation have been approved

under PROJECT DISHA.

NTPC is INDIA`S largest power generation company with an installed

capacity of 21,435(as March 31st, 2008).

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NTPC: AN INTRODUCTION

NTPC VISIONTO BE ONE OF THE WORLDS

LARGEST AND BEST POWER

UTILITIES, POWERING INDIAS

GROWTH

ELECTRICITY TO ALL BY 2012

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COMPANY PROFILE

NTPC Limited is the largest thermal power generating company of India. A public sector

company, it was incorporated in the year 1975 to accelerate power development in the country as

a wholly owned company of the Government of India. At present, Government of India holds

89.5% of the total equity shares of the company and FIIs, Domestic Banks, Public and others

hold the balance 10.5%. Within a span of 31 years, NTPC has emerged as a truly national power

company, with power generating facilities in all the major regions of the country. Based on 1998

data, carried out by Data monitor UK, NTPC is the 6th largest in terms of thermal power

generation and the second most efficient in terms of capacity utilization amongst the thermal

utilities in the world.

NTPC Limited Formerly known as National Thermal Power Corporation. The Group's principal

activities are engineering, construction and operation of power generating plants and providing

consultancy to power utilities in India and abroad. The Group operates through two segments.

Power Generation includes generation and sale of bulk power to SEBs/State Utilities. Others

provide consultancy, project management and supervision, maintenance services, power trading

and distribution of bulk power. The Group has generated 170.88 billion units of electricity in

2006

GROWTH AND DEVELOPMENT OF THE COMPANY

Over the last three decades, NTPC has spearheaded development of thermal power

generation in the Indian power sector. In this process, it has built a strong portfolio of coal and

gas/liquid fuel based generation capacities. The company has made initial forays in the area of

hydropower development and plans to have a significant share of hydropower in its future

generation portfolio. Although NTPC is also offering technical services, both in domestic and

international markets, through its Consultancy Wing, the generation business would continue to

be the single largest revenue generator for NTPC.

The Indian power sector is witnessing several changes in the business and regulatory

environment. The legal and policy framework has changed substantially with the enactment of

the Electricity Act 2003. In the foreseeable future, India faces formidable challenges in meeting

its energy needs. Recently, a draft integrated energy policy has been issued, which addresses all

aspects including energy security, access, availability, affordability, pricing, efficiency and

environment. To meet the twin objectives of ensuring availability of electricity to consumers at

competitive rates, as well as attract large private investments in the sector, a new Tariff policy

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has also been issued. The power sector thus offers a mixed bag of challenges and opportunities to

players and NTPC would continue to review its business strategy and portfolio in light of these

changes

NTPCs core business is engineering, construction and operation of power generating plants. It

also provides consultancy in the area of power plant constructions and power generation to

companies in India and abroad. As on date the installed capacity of NTPC is 27,904 MW through

its 15 coal based (22,895 MW), 7 gas based (3,955 MW) and 4 Joint Venture Projects (1,054

MW). NTPC acquired 50% equity of the SAIL Power Supply Corporation Ltd. (SPSCL). This

JV Company operates the captive power plants of Durgapur (120 MW), Rourkela (120 MW) and

Bhilai (74 MW). NTPC also has 28.33% stake in Ratnagiri Gas & Power Private Limited

(RGPPL) a joint venture company between NTPC, GAIL, Indian Financial Institutions and

Maharashtra SEB Holding Co. Ltd. The present capacity of RGPPL is740MW.

NTPCs share on 31 Mar 2007 in the total installed capacity of the country was 20.18% and itcontributed 28.50% of the total power generation of the country during 2006-07.

NTPC has set new benchmarks for the power industry both in the area of power plant

construction andoperations. It is providing power at the cheapest average tariff in the country.

With its experience and expertise in the power sector, NTPC is extending consultancy services to

various organizations in the power business.

NTPC is committed to the environment, generating power at minimal environmental cost and

preserving the ecology in the vicinity of the plants. NTPC has undertaken massive afforestation

in the vicinity of its plants. Plantations have increased forest area and reduced barren land. Themassive afforestation by NTPC in and around its Ramagundam Power station (2600 MW) has

contributed reducing the temperature in the areas by about 3c. NTPC has also taken proactive

steps forash utilization. In 1991, it set up Ash Utilization Division to manage efficient use of the

ash produced at its coal stations. This quality of ash produced is ideal for use in cement, concrete,

cellular concrete, building material.

A "Centre for Power Efficiency and Environment Protection (CENPEEP)" has been established

in NTPC with the assistance of United States Agency for International Development.

(USAID).Cenpeep is efficiency oriented, eco-friendly and eco-nurturing initiative - a symbol of

NTPC's concern towards environmental protection and continued commitment to sustainable

power development in India.

As a responsible corporate citizen, NTPC is making constant efforts to improve the socio-

economic status of the people affected by its projects. Through its Rehabilitation and

Resettlementprogrammes, the company endeavors to improve the overall socio-economic status

of Project Affected Persons.

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http://www.ntpc.co.in/operations/operations.shtmlhttp://www.ntpc.co.in/operations/operations.shtmlhttp://www.ntpc.co.in/Services_Offered/services_offered.shtmlhttp://www.ntpc.co.in/infocus/environment.shtmlhttp://www.ntpc.co.in/infocus/ashutilisation.shtmlhttp://www.ntpc.co.in/otherlinks/cenpeep.shtmlhttp://www.ntpc.co.in/infocus/socialcomm.shtmlhttp://www.ntpc.co.in/infocus/socialcomm.shtmlhttp://www.ntpc.co.in/infocus/socialcomm.shtmlhttp://www.ntpc.co.in/operations/operations.shtmlhttp://www.ntpc.co.in/Services_Offered/services_offered.shtmlhttp://www.ntpc.co.in/infocus/environment.shtmlhttp://www.ntpc.co.in/infocus/ashutilisation.shtmlhttp://www.ntpc.co.in/otherlinks/cenpeep.shtmlhttp://www.ntpc.co.in/infocus/socialcomm.shtmlhttp://www.ntpc.co.in/infocus/socialcomm.shtml


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NTPC was among the first Public Sector Enterprises to enter into a Memorandum of

Understanding (MOU) with the Government in 1987-88. NTPC has been Placed under the

'Excellent category' (the best category) every year since the MOU system became operative.

Recognizing its excellent performance and vast potential, Government of the India has identifiedNTPC as one of the jewels of Public Sector Maharatnam- a potential global giant. Inspired by

its glorious past and vibrant present, NTPC is well on its way to realize its vision of being A

world class integrated power major, powering Indias growth, with increasing global presence.

Developing and operating world-class power stations is NTPCs core competence. Its scale of

operation, financial strength and large experience serve to provide an advantage over

competitors. To meet the objective of making available reliable and quality power at competitive

prices, NTPC would continue to speedily implement projects and introduce state-of-art

technologies.

Total capacity portfolio:

Indias generation capacity can be expected to grow from the current levels of about 120 GW to

about 225-250 GW by 2017. NTPC currently accounts for about 20% of the countrys installed

capacity and almost 60% of the total installed capacity in the Central sector in the country. Going

forward, in its target to remain the largest generating utility of India, NTPC would endeavor to

maintain or improve its share of Indias generating capacity. Towards this end, NTPC would

target to build an overall capacity portfolio of over 66,000 MW by 2017.

Fuel / Energy mix for capacity addition:

Currently, coal has a dominant share in the power generation capacities in India. This is also

reflected in the high share of coal-based capacities in NTPCs current portfolio. With high

uncertainties involved in Domestic gas/ LNG, both in terms of availability and prices, NTPC

would continue to set up large pit-head coal based projects, including few integrated coal cum

power projects. To reduce the dependence on fossil fuels, there is a need to push for renewable

sources of power in the sector. NTPC would avail of opportunities to add hydropower to its

portfolio subject to competitive tariffs. A first step in this direction has already been taken with

the investment in Koldam Hydro Power Project. NTPC would continue to closely monitordevelopments on nuclear front also and be open to setting up around 2000 MW of Nuclear power

generation capacity, possibly through a Joint Venture. As a leader in power generation, NTPC

would also consider other energy sources such as biomass, cogeneration, fuel cells, etc for future

development thereby reducing the dependence on thermal fuels.

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While a decision on the fuel/energy mix for NTPC in the future would be largely governed by

their relative tariff-competitiveness, the fuel mix in 2017 may be different from the existing

portfolio, though not very significantly.

Diversification along the Value Chain:

NTPC has achieved the distinction of being the largest thermal generating company in India. In

the past, this focus was adequate as the industry was highly regulated with limited diversification

opportunities. Over last few years, the country has been facing acute shortages, both in coal and

gas, severely affecting optimum utilization of its power stations and these shortages are likely to

continue in future as well. This is in spite of the fact that India is one of the largest producers of

coal in the World. To safeguard its competitive advantage in power generation business, NTPC

has moved ahead in diversifying its portfolio to emerge as an integrated power major, with

presence across entire energy value chain. In fact, to symbolize this change, NTPC has taken on

a new identity and a new name NTPC Limited. NTPC has recently diversified into coal miningbusiness primarily to secure its fuel requirements and support its aggressive capacity addition

program. In addition, NTPC is also giving thrust on diversification in the areas of power trading

and distribution. Diversification would also allow NTPC to offer new growth opportunities to its

employees while leveraging their skills to capitalize on new opportunities in the sector.

Establishing a Global Presence:

To become a truly global company serving global markets, it is essential for NTPC to establish

its brand equity in overseas markets. NTPC would continue to focus on offering Engineering &

Project Management Services, Operations & Maintenance services, and Renovation &Modernization services in the international market.

Establishing a successful services brand would be a precursor to taking higher investment

decisions in different markets. Going forward, NTPC would continue to evaluate various options

for strengthening its presence in global markets including setting up power generation capacity,

acquisition of gas blocks etc.

Circa 2017: NTPCs corporate profile:

By the year 2017, NTPC would have successfully diversified its generation mix, diversifiedacross the power value chain and entered overseas markets. As a result NTPC would have altered

its profile significantly. Elements of the revised profile that NTPC would seek to achieve are:

Amongst top five market capitalization in the Indian market

An Indian MNC with presence in many countries

Diversified utility with multiple businesses

Setting benchmarks in project construction and plant availability & efficiency

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Preferred employer

Have a strong research and technology base

Loyal customer base in both bulk and retail supply

A leading corporate citizen with a keen focus on executing its social responsibility

Vision of NTPC:

A world class integrated power major, powering Indias growth, with increasing

global presence

Mission of NTPC:

Develop and provide reliable power, related products and services at

competitive prices, integrating multiple energy sources with innovative and eco

friendly technologies and contribute to society

The Core Values (B-COMIT):

Business Ethics

Customer Focus

Organizational & Professional Pride

Mutual Respect and Trust

Innovation and Speed

Total quality for Excellence

Corporate Objectives:

In pursuance of the Vision and Mission, the following are the Corporate

Objectives of NTPC:

To realize the vision and mission, eight key corporate objectives have been identified.

These objectives would provide the link between the defined mission and the functional

strategies.

Business Portfolio Growth

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To further consolidate NTPCs position as the leading thermal power

generation company in India and establish a presence in Hydro power segment.

To broad base the generation mix by evaluating conventional and non

conventional sources of energy to ensure long run competitiveness and mitigate

fuel risk.

To diversify across the power value chain in India by considering

backward and forward integration into areas such as power trading,

transmission, distribution, coal mining, coal beneficiation, etc.

To establish a strong services brand in the domestic and international

markets.

Customer Focus

To foster a collaborative style of working with customers, growing to be a

preferred brand for supply of quality power.

To expand the relationship with existing customers by offering a bouquet

of services in addition to supply of power e.g. trading, energy consulting,

distribution consulting, management practices.

To expand the future customer portfolio through profitable diversificationinto downstream businesses, inter alia retail distribution and direct supply.

Ensure rapid commercial decision making, using customer specific

information, with adequate concern for the interests of the customer.

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Agile Corporation

to ensure effectiveness in business decisions and responsiveness to

changes in the business environment by:

Adopting a portfolio approach to new business development.

Continuous and co ordinated assessment of the business environments

to identify and respond to opportunities and threats.

To develop a learning organization having knowledge based competitive

edge in current and future business.

Performance Leadership

to continuously improve on project execution time and cost in order to

sustain long run competitiveness in generation.

To operate and maintain NTPC stations at par with the best - run utilities in

the world with respect to availability, reliability, efficiency, productivity and costs.

To effectively leverage information technology to drive process

efficiencies.\

To aim for performance excellence in the diversification businesses.

To embed quality in all systems and processes.

Human Resource Development

To enhance organizational performance by institutionalizing an

objective and open performance management system.

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To align individual and organizational needs and develop business

leaders by implementing a career development system.

To enhance commitment of employees by recognizing and rewarding

high performance.

To build and sustain a learning organization of competent world

class professionals.

To institutionalize core values and create a culture of team

building, empowerment, equity, innovation, and openness which would motivate

employees and enable achievement of strategic objectives.

Financial Soundness

To maintain and improve the financial soundness of NTPC by

prudent management of the financial resources.

To continuously strive to reduce the cost of capital through prudent

management of deployed funds, leveraging opportunities in domestic and

international financial markets.

To develop appropriate commercial policies and processes, which

would ensure remunerative tariffs and minimize receivables.

to continuously strive for reduction in cost of power generation by

improving operating practices.

Sustainable Power Development

To contribute to sustainable power development by discharging

corporate social responsibilities.

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To lead the sector in the areas of resettlement and rehabilitation and

environment protection including effective ash utilsation, peripheral

development and energy conservation practices.

To lead development efforts in the Indian power sector through

efforts at policy advocacy, assisting customers in reform, disseminating best

practices in the operations and management of power plants etc.

Research and Development

To pioneer the adoption of reliable, efficient and cost effective

technologies by carrying out fundamental and applied research in alternate fuels

and technologies.

To carry out research and development of breakthrough techniques

in power plant construction and operation that can lead to more efficient, reliable

and environment friendly operation of power plants in the country.

To disseminate the technologies to other players in the sector and in

the long run generating revenue through proprietary technologies.

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NTPC TOP LIST OF MOU AWARDS FOR EXCELLENCE INPERFORMANCE:

NTPC Limited has been presented Scope Meritorious Award for Best Practices in Human

Resource Management Shri presented 2004-05 for Innovative Human Resource Management

Practices well integrated with the business requirements of the Company. Sontosh Mohan Dev,Honble Minister of Heavy Industries and Public Enterprises to Shri T. Sankaralingam, CMD,

NTPC Limited in New Delhi, on 8th November 2006.

A mechanical engineer by profession Shri Chandan Roy is also Chairman, Ratnagiri Power

Project Limited. He is also on the Board of Damoder Valley Corporation (DVC), Northern Coal

Fields Limited (NCL) and Nuclear Power Corporation of India Limited (NPCIL).

On the occasion of Power Line magazines Tenth Anniversary celebrations, on 11th October,

2006 in New Delhi, Mr. Sushi Kumar Shinde, and Union Minister of Power presented ExpertChoice Awards to honor the leading achievers in the power sector. NTPC was recognized as the

"Best Organization in Central Sector".

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17

NTPC

RAILWAY

S

EQUIPMEN

T

SUPPLIERS

STATE

GOVT.

COALSUPPLIER

SSEBS

OIL

SUPPLIER

S

CENTRAL

GOVT.

FUNDING

AGENCIES

S

U

P

PL

I

E

R

S

STAKE HOLDERS

B

U

YE

R

S


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OTHER AWARDS & ACCOLADES WON

Shell Helen Keller Award 2002 for promoting employment opportunities to disabled

people.

Platts Global energy Award 2002 for commitment to community development.

CORE-BCSD Corporate Social Responsibility Award 2001-02 instituted by TERI.

ICC-UNEP World Summit Business Award for Sustainable Development Partnership.

National Safety Award 2002 instituted by the British Safety Council, to seven NTPC

stations.

Best HR Practices Award 2002 instituted by Indian Society of Training & Development.

World HRD Congress Award instituted by World HRD Congress.

Golden Peacock National Training Award 2003 instituted by Institute of directors to PMI.

Meritorious Productivity Award of the Government of India to 12 stations.

Prime Ministers Shram award for the 17th year including two SHRAM RATNA.

Vishvakarma Award by Ministry of Labor, Government of India.

Climate Technology Initiative award.

MoU Excellence Award of Government of India.

CII Award for Excellence in Infrastructure.

Greentech Environment Excellence Award.

Best Employer National Award for the welfare of physically challenged people.

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NTPC- HUMAN RESOURCE MANAGEMENT

NTPC HR VISION

TO ENABLE OUR PEOPLE

TO BE A FAMILY OF COMMITTED

WORLD CLASS PROFESSIONALS,

MAKING NTPC A LEARNING

ORGANIZATION.

1.11 HUMAN RESOURCES

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1.12 POWER MANAGEMENT INSTITUTE (PMI)

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Director (HR)

Executive

Director

PowerManagement

Institute

HR Policy

Division

Employee

Relation

Welfare

EmployeeBenefit

Industrial

Engineering &

Transfers Group

HR Recruitment

Promotion &

Appraisals

NoidaServices

Group

IndustrialEstablishment


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The Power Management Institute (PMI) was set up by the National Thermal Power

Corporation (NTPC) in recognition of the vital role that training & development has to play

in the context of the challenges associated with the growth of the Indian Power Sector. The

institute, was set up in year 1982,is involved in the training & development of middle&senior level personnel from the power sector as well as from the other organization not

related to power sector.

The Power Management Institute is committed to be leading institute in developing world-

class competencies by proving a staff-of-art training, which responds to, as well as pre-empts

the need of the power professionals.

The institute has the capacity of running 8 programs concurrently. Services are alsooffered in the areas of Open Learning Center, integrated personality development including

language proficiency, theater workshop and professional update sessions, following

screening of management/ technical films.

PMIs integrated campus at Noida has the modern infrastructure. Lecture rooms,

complemented by smaller syndicate facilities and a personal growth laboratory. The institute

has its own auditorium with a setting capacity of more than 200 persons.

The Learning Resource Center (LRC) includes latest books, data bank and

information service in print as well as in electronic media. LRC also has computer-based

referencing facility, electronic information products on CD-ROM and online access to

international database.

The academic and computing needs of the institute are met through a campus-wideITnetwork. The centralized computer labs have the capacity to train about 40 participantssimultaneously, catering to both high and low end user needs. Internet connectivity is

extended all over the campus, through a dedicated 64 kbps radio-link..

HR VISION

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To enable our people to be a family of committed world class professionals,

making NTPC a learning organization.

MANPOWER STATUS - EXECUTIVESGRD EN

GG

CCM OS IT

ERP

HR FIN FM/

GS

EAA CM

&CW

PMI NETRA OTHE

RS

TOT

E1- E5 383 86 18 71 26 35 16 9 14 35 58 37 788

E6 80 12 10 17 5 3 7 5 4 14 16 18 191

E7 113 26 45 25 4 4 9 8 3 11 7 34 289

E7A 55 10 16 13 1 4 3 5 5 6 7 20 145

E8 9 3 4 1 1 1 1 1 0 0 2 7 30

TOT 640 137 93 127 36 47 36 28 26 66 90 117 1443

Aligned to NTPC & the HR Vision

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NTPC

To be one of the worlds

largest & best power utilities

powering Indias growth.

HR

To enable our people

to be a family of committed

world class professionals,

making NTPC

a learning organization.


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1.13 Human resource

Powering India's Growth: Through people

NTPC believes in achieving organizational excellence through Human Resources and follows"People First" approach to leverage the potential of its 23,500 employees to fulfill its business

plans. Human Resources Function has formulated an integrated HR strategy which rests on four

building blocks of HR viz. Competence building, Commitment building, Culture building and

Systems building. All HR initiatives are undertaken within this broad framework to actualize the

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PMI Vision

To become an institute of excellence as a

global center of education for power professionals

to build world class competencies


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HR Vision of "enabling the employees to be a family of committed world class professionals

making NTPC a learning organization.

To induct talent and groom them into a dedicated cadre of power professionals "Executive

Trainee" Scheme was introduced in the year 1977 for recruitment in the disciplines of

Mechanical, Electrical, Civil, Control & Instrumentation and now encompasses Computer

Science, Chemistry, HR and Finance disciplines also. Besides a comprehensive one year training

comprising theoretical inputs as well as on-the-job training, the new recruits are also attached

with senior executives under a systematic and formal 'Mentoring System' of the company to

integrate them into the Culture of the company.

As part of post employment training and development opportunities, a systematic Training plan

has been formulated for ensuring minimum seven man days training per employee per year and

includes level-wise planned intervention designed to groom people for assuming positions of

higher responsibility, as well as specific need-based interventions based on scientific Training

Needs Analysis. NTPC has set up 15 project training centers, 2 simulator training centers and an

apex institute namely 'Power Management Institute' (PMI). While the project training centers

(Employee Development Centers) have specialized in imparting technical skills and knowledge,

PMI places emphasis on management development. Besides opportunities for long education are

also provided through tie ups with reputed Institutions like IIT, Delhi, (M.Tech in PowerGeneration Technology), MDI, Gurgaon (Executive MBA programme), BITS, Pilani (B.Tech)

etc.

In order to realize the HR Vision of making NTPC a learning Organization by providing

opportunities to continually learn new capabilities a number of initiatives have been taken. NTPC

Open Competition for Executive Talent (NOCET) is organized every year in which teams of

executives compete annually through oral and written presentation on a topical theme. Similarly

"Professional Circles" have been formed department-wise where Executives of the department

meet every fortnight to share their knowledge and experiences and discuss topical issues. In

order to tap the latent talent among non executives and make use of their potential for creativity

and innovation, Quality Circles have been set up in various units/offices in NTPC. Besides a

management journal called "Horizon" is published quarterly to enable employees to share their

ideas and experiences across the organization.

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Demonstrating its high concern for people, NTPC has developed strong employee welfare, health

& well-being and social security systems leading to high level of commitment. NTPC offers best

quality-of-life through beautiful townships with all amenities such as educational, medical and

recreational opportunities for employees and their family members. The motivation to performand excel is further enhanced through a comprehensive NTPC Rewards and Recognition system.

In order to institutionalize a strong Culture based on Values a number of initiatives are taken to

actualize the Vision and Core Values (BCOMIT) across the company. A culture of celebrating

achievements and a strong focus on performance are a way of life in NTPC.

NTPC has institutionalized "Development Centers" in the company to systematically diagnose

the current and potential competency requirements of the employees with the objective of

enhancing their development in a planned manner. These Centers give a good insight to theemployees about their strengths and weaknesses, the gaps in their competencies which they can

bridge through suitable support from company. Due to innovative people management practices

there is a high level of pride and commitment amongst employees as reflected in the various

external surveys including Great Places to Work for in India in which NTPC was rated third

Great Place to work for in the country in 2008.

RESEARCH METHODOLOGY

OBJECTIVE OF STUDY:

The main emphasis has been laid down on studying the level of satisfaction among employeesregarding the benefits provided to them, to asses the awareness levels among employees. And to

know the views of the employees for further improvement in the training and development

programmes and benefits they receive. So,as to improve working efficiency and interest amongemployees of the organization. To understand and document the employee training and

development system in public section organization.

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INTRODUCTION

My research work establishes a framework of evaluation and revaluation of primary and

secondary research. The techniques and concept used in primary research in order to arrive at

findings, which are dealt with and lead to a logical deduction towards analysis and result

RESEARCH DESIGN

First, a secondary research was conducted, keeping in mind the topic of study, to gain a clear

insight of the topic .For this, I consulted many books, manuals and theories. This helped me in

designing and framing the right kind of questions. The proper design helped in selection ofrelevant questions for the study .The following questions was then proposed to be studied, under

descriptive research which helped me in analysis.

.

COLLECTION OF DATA

Primary source Primary source of data collection is used under the study, questionnaire were

prepared to conduct the study.

Sample space

Employees including executives and non-executives of NTP are distributed questionnaire.

(100 questionnaires)

Secondary sourceSecondary source of data collection was done to gain a clear insight of the topic. The

research was conducted from various books, journal, and manuals for conducting primary

research.

SAMPLING DESIGN

For completion of the research work a survey was conducted. Following is the

description of the Sample Design considered for the survey:

Sample Unit:

The sample unit constitutes the Executive Employees of NTPC of the level E1 E7.

Sample Size:

The sample size, which has selected for this project is 100. The sample size constitutesof the executive employees of NTPC.

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Sampling Technique:

The sampling technique used in the study is random sampling technique.

Collection of Data: The method of Data collection used in the study is Survey/ Feedbackmethods.

RESEARCH INSTRUMENT:The research instrument for the study is Questionnaire/interview.

DATA USED IN STUDY

The data collected for the purpose of the study has been collected from two mainsources; they are primary data and secondary data;

(a) Primary data:

The primary data will be collected through a Questionnaire and personal interaction.

The data will be collected through questionnaire method because exact and first

hand information can be gained. This is more helpful rather than adopting any other

method.

The primary data is collected by having personal interaction with the executive

employees of NTPC EOC.

A detailed questionnaire was given to the employees which was the primary source

of my study.

o The questionnaire consisted of 18 questions

o The employees were requested to select the answer which suited him/her

the

o The total sample of the employees survey was 300 respondents

(b) Secondary Data:

The secondary data comprises of information from internal records of the

organization, text books, journals and various literature available in and outside of

the corporation, presentation reports on various topics, standing orders.

This is the data which is already available, published or unpublished and is collected

from the company records and manuals which are maintained by it.

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TOOLS AND TECHNIQUES USED FOR ANALYSIS

MS Excel

MS Word

Pie charts

INTRODUCTION

TRAINING & DEVELOPMENT AND ITS EFFECTIVENESS

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Improving business performance is a journey, not a destination. Business

performance rises and falls with the ebb and flow of human performances. HR

professionals lead the search for ways to enhance the effectiveness of theemployees in their jobs today and prepare them for tomorrow.

Over the years training programmes have grown into corporate with

these goals into mind. Training programmes should enhance the performance and

enrich the contributions of the workforce. The ultimate goal of the training is to

develop appropriate talent in the workforce internally.

In India training, as an activity, has been going on as a distinct field

with its own roles, structures and budgets, but it is still young, this field is however

expanding fast but controversy seems to envelop any attempt to find benefits

commensurate with the escalating costs of the training.

Training has made significant contributions to development of all kinds.

Training is essential; doubts arise over its contribution in practice. Complaints are

growing over its ineffectiveness and waste.

The training cost and apparatus have multiplied but not benefits.

Dissatisfaction persists and growing at the working level where the benefits of the

training should show up most clearly.

This disillusionment shows in many ways- reluctance to send the most promising

people for training, inadequate use of personnel after training etc. With this

disillusionment mounting in the mid of expansion training has entered a dangerous

face of its development.

Training is neither a panacea for all ills nor its a waste of time. What is required is

an inside vision into what training can or cant do and skills in designing and

carrying out training effectively and economically.

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Search light of enquire may make the task and challenges stand out too starkly and

too simply. Using experience with training in India and other developing countries

has this advantage at the similar risk.

The contribution, that training can make development, is needed accurately and

obviously. At the same time limit resources available in these countries make this

contribution hard to come by. These lines are sharply drawn on the one hand, no

promise can be ignored, and on the other hand no waste is permissible.

OBJECTIVES OF THE STUDY

The main objective of the project is to study the

Training And Development System And Its Effectiveness In NTPC

NTPC is a well known public sector power generating organization and is

now expanding their business to other sector such as hydro power generation,

nuclear power, coal mining, consultancy etc. for this; they are required highly

efficient and laborious work force. Here the study is made to find out how far

the policies, the facilities of NTPC are successful to make their employees

satisfied.

To understand and appreciate the Training System in an

organizational context.

To examine the Training Practices of NTPC Ltd.

NTPC Ltd., being the largest power generation enterprise of its kind in India

and being one of the Maharatna of the country, I would have really loved to

visit its different units in the different locales of the country where I would

have been able to get a better understanding of the operations of such a large

power generation company and its associated complexities. The time

constraint also did not allow me to go through the other HR practices of

NTPC Ltd.

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FOCUS OF STUDY

How to be training effective ?

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Postpone judgment: dont reject any idea

Create alternative frames of reference

Break the boundary of thinking

Examine a different aspect of the problem

Specify the resources and environment

Make a wish-list of solution

Borrow ideas from other fields

Look for process to change or eliminate

Think up alternative methods

Adopt another persons perspective

Question all Assumption

TRAINING POLICIES IN NTPC:-

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1.0 PHILOSOPHY:

1.1 The basic philosophy of the guidelines is to make training an effective instrument in

transforming NTPC into a learning organization

2.0 OBJECTIVES:

2.1 The objectives of the guidelines are to:

2.1.1 Make learning one of the fundamental values of the Company

2.1.2 Ensure value addition through training to the overall business process

2.1.3 Institutionalize learning opportunities that supplement work experience

2.1.4 Integrate organizational and individual developmental needs

2.1.5 Enable employees to keep abreast with the latest knowledge and skills and enable them to

undertake current and future responsibilities in a more effective manner.2.1.6 Provide linkages between the different functionaries of training activity

2.1.7 Provide linkages of training activity with overall Human Resource function.

3.0 COVERAGE:

3.1 The Training System shall cover all regular employees of the Company nominated fortraining.

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4.0 DEFINITIONS:

4.1 Training: Training shall include a training programme, seminar, convention, workshop,symposium or any other structured learning or developmental programme, based on

organizational needs and/or Training Need Analysis.

4.2 Training Year: Training Year shall mean a period of one year commencing from 1st

April till31st March of the subsequent year.

4.3 In-house Training Programme: A training programme designed, developed and conductedwithin the Company, exclusively for the regular employees of the Company, with or without the

assistance of external agency (ies).

4.4 External Training Programme: A training programme designed, developed and conductedwithin India, by an outside agency, not exclusively for the employees of the Company, and to

which one or more employees of the Company may be nominated.

4.5 Planned Intervention: A grade/level/category-wise in-house training programme, normallybased on a template course design, and conducted to improve competency base of employees asfelt necessary by the organization. The List of current Planned Interventions is given in

Annexure I.

4.6 Need-based Programme: A training programme, designed, developed and conducted on thebasis of the developmental needs felt and identified for the employees concerned in the Training

Needs Form.

4.7 Specified Intervention: An external training programme or an in-house training programmeother than a Planned Intervention or a Need-based Programme, conducted to improve certain

specified competencies, as felt necessary by the organization.

4.8 Classification of Training Needs (for Need-based Programmes):4.8.1 Essential: Developmental needs which, if not met, may affect job performance

4.8.2 Desirable: Developmental needs which are necessary for personal development and growth.

4.8.3 Short-term: Developmental needs which need to be fulfilled for immediate job

performance.

4.8.4 Long-term: Developmental needs which need to be fulfilled for future job performance, in

next two years or so.

5.0 TRAINING TARGET:

5.1 It shall be the endeavor of the Company to provide seven man days of training in a training

year to every employee.

5.2 Employees shall make full use of the Training Systems to support this endeavor to create a

learning organization.

6.0 AGENCIES OF TRAINING:

6.1 The agencies that shall deal with the training function in the Company shall include:

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6.1.1 Power Management Institute: PMI shall be the apex-training institute and the nodal agency

for Training for the Company. It shall cater to the advanced training needs of all executives of

the Company. In case of employees of Corporate Centre, it shall cater to the training needs of

both executives and non-executives. It shall specialize in Management Development andadvanced technical areas including Information Technology and shall serve as knowledge

dissemination centre for the Company as a whole. It will also engage in research and

consultancy.

6.1.2 Unit Training Centers: Unit Training Centers shall cater to the training and development

needs of the employees of the respective units.

6.1.3 Simulator Training Centers: The Simulator training centers at Korba & Kawas, designed to

produce real time behavior of the Thermal and gas modules respectively, shall cater to the needs

of the corporation. In addition, depending on the availability of resources, the Simulator trainingcenters would also provide training to external agencies / organizations, on commercial terms.

6.1.4 Regional HR group: The Regional HR group shall cater to the training and developmentneeds of the employees of the respective region. Wherever it is not feasible for the Unit TrainingCenters to organize a specific programme, Regional HR group would organize such a

programme for the employees in the entire region. It would also take an active and proactive part

in finalization of the training calendars of each unit within the region.

6.1.5 Corporate HR Group: HR Group shall co-ordinate external training programmes for all the

employees of Corporate Centre. It would also co-ordinate specified interventions for targeted

groups.

6.1.6 Departmental Training Co-ordinator: The Head of each Department shall nominate an

executive who shall, besides his normal functional assignment, co-ordinate the training and

related matters for the employees of the department. It shall be the responsibility of theDepartmental Training Co-ordinator for conducting Training Need Analysis and so ensuring

nomination of the employees of the department concerned to training programmes that the

Training Target of 7 man days of training for every employee in a training year is achieved.

7.0 TRAINING NEEDS ANALYSIS (TNA):

7.1 The objectives of Training Need Analysis are to

7.1.1 Systematically identify developmental needs of employees

7.1.2 Integrate so-identified individual needs with organizational needs

7.1.3 Enhance relevance and acceptance of training programmes7.2 Employees would identify their training needs once in two years. This is as per the TrainingPlan implemented in 1998.

7.3 Each employee will identify his/her training needs in a maximum of four areas in

consultation with his reporting officer. The training needs expressed should be related to theemployees present responsibilities and his likely areas of future assignments.

7.4 Training Needs would be classified as Essential and Desirable along two time-frames ofshort-term (for immediate job performance) and long-term (for future job performance, in next

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two years or so).

7.5 The identified needs would be prioritized in the following manner and would be addressedaccordingly:

7.5.1 Priority A Essential Short-term

7.5.2 Priority B Desirable short-term

7.5.3 Priority C Essential long-term

7.5.4 Priority D Desirable long-term

7.6 Training needs identification in case of executives would be done by the executive concerned

in consultation with his/her Reporting Officer in the Training Needs Form enclosed at AnnexureII.

7.7 Training needs identification in case of non-executives would be done by their Reporting

Officers in the Training Needs Form enclosed at Annexure III.

7.8 The Departmental Training Co-coordinator shall trigger the TNA exercise from 1st

September, every second year, with the distribution of Training Need Forms. He/she wouldconsolidate and submit the filled up Training Need forms of Executives and Non- Executives, ofhis/her department concerned to the respective Training Centre by 30 th October.

7.9 In case of projects/stations/units, based on such Training Need forms, a Department-wise

analysis would be done by the Training Centre of the Unit and discussed in Site Management

Committee/Heads of Department for evolving the yearly Training Calendar for the next two

years, by 15th November.

7.10 With a view to integrate the process of evolving of the Training Calendar and to utilize

Training resources optimally, the finalization of Training Calendars would be done by Heads of

Training in association with the Head of Personnel of the respective Regions by 30th

November.7.11 In case of advanced training needs where it is not possible for the Training Centers to design

and conduct programmes, the same should be forwarded to PMI for designing and conductingCompany-level programmes and incorporation of the same in its Training Calendar. For this

purpose, the Heads of Personnel of Regions and PMI shall meet before 15 th December for sharing

Training Calendars of the Projects/Stations of the respective Region and for providing inputs tothe Training Calendar of PMI.

7.12 In case of training needs expressed by only a few employees and it is not viable to design

and conduct programmes at the project/station level, the Heads of Personnel / HR of each Regionwould explore the possibility of conducting the programmes at the Region-level either at the

Regional Headquarters or in any of the Projects/Stations of the Region, so that the training needs

are not left unfulfilled for want of number of employees.

7.13 In case of Company-level need-based programmes, the Training Need Analysis forwarded

by individual projects/stations and Corporate Centre would be consolidated by PMI and the

yearly training calendar for the next two years would be prepared accordingly, by end February.

7.14 In case of Corporate Centre, the Training Need forms and Department-wise analysis would

be consolidated by PMI and the yearly supplementary training calendar for the next two years

would be prepared accordingly, after discussion with and acceptance of the EDs/GMs of the

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respective departments, by 15th December.

8.0 TRAINING CODE DIRECTORY

8.1 A training code directory, listing out codes for various training courses/programmes shall be

evolved, maintained and circulated by PMI for uniform compilation and classification of trainingneeds identified and training programmes attended by employees.

8.2 The needs may be analysed on the basis of the training course codes given in Code Directory.

All such courses, which do not appear in Directory, shall be marked as AAAA for initial

consideration/registration. Subsequently these would be reported to PMI for inclusion in theCode Directory.

9.0 TRAINING CALENDAR:

9.1 The Heads of training from the Projects / Stations would meet in the Regional Head Quarterduring 1week of January to share training calendars. They would also provide inputs to RHQ /

PMI regarding programmes to be assigned to RHQ / PMI, from out of the training needs

identified by the employees of their respective projects.

9.2 Each Training Centre/PMI shall bring out, by 15 th February every year, a Training Calendar,

specifying the schedules of the programmes, both planned interventions and need-based

interventions, planned to be conducted by it during the following training year.

9.3 Each Training Centre shall circulate on bi-monthly basis calendar of programmes scheduled

for the next two months to all HODs and other Training Agencies.

9.4 The Training Calendars of the various Training Centers and of PMI would be widely made

available to all departments/sections at all plants/offices. Copies of Training Calendar would also

be kept in the Central Library of the Unit. Copies of Training Calendar of one Project/Stationwould be circulated to other Training Centers and PMI by 15th March, for need-based utilization.

10.0 NOMINATION SYSTEM:

10.1 The objectives of the nomination system are

10.1.1 To ensure that employees are nominated to training in areas which are relevant to their

duties or which have been identified as their developmental needs10.1.2 To ensure that opportunities to attend training programmes are made available to all

employees to achieve the Training Target of average of seven man days of training in a training

year for each employee.

11.0 NOMINATION FOR TRAINING PROGRAMMES:

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11.1 Planned Interventions:

11.1.1 The Training Centre/PMI would send to departmental training co-ordinates, schedules forthe next three programmes of a planned intervention, which in turn shall seek preferences for

nomination from the employees in the target group and send the list of employees to the Training

Centre/PMI.

11.1.2 On the basis of the preferences received for nomination, the Training Centre/PMI shall

send confirmation.

11.2 Needs-Based:

11.2.1 The Training Agency will ensure that employees are normally nominated to programmes

related to training needs identified.

11.2.2 An employee interested in attending any of the training programmes included in the

training calendar of the training centre of respective Unit or PMI should forward his/her request

for nomination, through the reporting officer, at least two weeks before the commencement ofthe programme.

11.3 External Training:

11.3.1 Employees may generally be considered for nomination to training programmes only in

the areas identified in the Training Needs Analysis and after verifying if a similar programme is

being conducted in-house during the year.

11.3.2 Training centers shall, as far as possible, try to provide training to employees in-house.

Employees will normally be nominated for external programmes only for advanced programmes

or where conducting the programme in-house is not feasible.

12.0 PRE-PROMOTION TRAINING FOR SC/ST EMPLOYEES:

12.1 The Departmental Training Co-ordinator shall ensure that employees of Scheduled Caste

and Scheduled Tribe categories are adequately nominated to training programmes.

12.2 The Training Centers/PMI/Corporate HR Group shall also endeavor to organize pre-

promotion training programmes exclusively for SC/ST employees.

13.0 CATEGORISATION OF PROGRAMMES:

13.1 On the basis of duration, training programmes would be categorized as

13.1.1 Short-duration Up to Three days

13.1.2 Medium-duration Four days to ten training days

13.1.3 Long-duration Above ten training days

14.0 LIMIT ON THE NUMBER OF PROGRAMMES:

14.1 An employee may be nominated for training programmes within the limits stipulated herein.

14.1.1 Short-duration Maximum of three in a year

14.1.2 Medium-duration Maximum of two in a year

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14.1.3 Long-duration Once in two years

14.2 Relaxation of the limits on the number of training programmes for an employee in a year asstipulated in Para 14.1 can be permitted by

i) Head of the Project concerned- In case of Non-executives &

GM at CC Executives - E4

ii) ED - E7

iii) Functional Director Full powers

15.0 INFORMATION REGARDING NOMINATION:

15.1 An employee will normally be informed through his Reporting Officer, by the TrainingAgency, regarding his/her nomination for the programme preferably with a notice of

15.1.1 3 days in case of short-duration progammes

15.1.2 7 days in case of medium-duration programmes

15.1.3 2 weeks in case of long-duration programmes

16.0 SHARING OF LEARNING:

16.1 Employees who have attended training programmes shall normally share their learning withother employees in fora like Professional Circles, Quality Circles, departmental meetings etc.

16.2 In case of medium and long-duration programmes for executives, the participant shallsubmit an action plan to his Reporting Officer, with a copy marked to the Training Agency,

detailing the steps that would be taken by him/her for implementing the learning in his/her job.

17.0 GENERAL:

17.1 The system shall be reviewed from time to time to keep it in line with the latest trends in the

area of Training and Development. The management reserves the right to modify, cancel, add or

amend any of these provisions at any time.

LITERATURE REVIEW


Training

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Training is the important subsystem of human resource development . Training is a specializedfunction and is one of the fundamental operative functions for known resource management.

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

managerial personnel acquire technical knowledge and skills for a definite purpose. it refers toinstruction is technical and mechanical operations , like operation of some machine . it is

designed primarily for non-managers , it is for a short duration and it is for a specific job-related

purpose .

In the words of Dale s Beach, Training is the organized procedure by which people learn

knowledge and for skill for a definite purpose.

According to Planting, Cord and Efferson ,Training is the continuous , systematic

development among all levels of employees of that knowledge and their skills and attitude which

contribute to their welfare and that of the company .

According to Edwin B. flippo , Trainingis the organized procedure by which learn knowledge

and skills of an employee for doing a particular job .

In other words, training improves changes, moulds the employees knowledge, skill, behaviour,

aptitude, and towards the requirements of job and organization. Training refers to the teachingand learning activities carried for the primary purpose of helping members of an organization, to

acquire and apply the knowledge, skills, abilities and attitudes needed by a particular job and

organization.

Thus, training bridges the differences between job requirements and employees present

specifications.

Development

Development is a long-term educational process utilizing a systematic and organized procedureby which managerial personnel get conceptual and theoretical knowledge. In other words, it

refers not to technical knowledge and skills in operation but to philosophical and theoretical

educational concepts it involves broader education and its purpose is long-term development.

According to Dale S. Beach , Management development is a systematic process of training

and growth by which individuals gain and apply knowledge , skills , insights and attitudes to

manage orientation effectively.

According to Edwin B. Flippo , Management development includes the processes by which

managers and executives acquire not only skills and competency in their present jobs but alsocapacities for future managerial tasks .

According to Koontz and Donnell , Management development concerned the means by whicha person cultivates those skills which application will improve the efficiency and effectiveness

with which the anticipated results of a particular organizational segment are achieved .

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In simple terms, training and development refer to the imparting of specific skills, abilities andknowledge to an employee.

A formal definition of training and development is it is any attempt to improve current or future

employee performance by increasing an employees attitude or increasing his or skills andknowledge. The need for training and development is determined by the employees performance

deficiency, computed as follows.

Training and development need = Standard performance Actual performance

Training and development programmes are necessary in any organization for improving thequality of work of the employees at all levels, particularly in a world of fast changing

technology, changing values, and environment.

The purpose of both is similar. The main difference between the two is in respect to the levels of

employees for whom these are meant, and the contents and techniques employedTraining ------------------------------------------------------> Development

Training and Development Distinctions

Employee training is distinct from management development or executives development. Whilethe former refers to training give to employees in the areas of operations, technical and allied

areas, the latter refers to developing an employee in the areas of principles and techniques of

management, administration, organization and allied areas. The table down below presentsdifferences between training and development.

Differences between Training and DevelopmentArea Training Development

Content Technical skills andknowledge

Managerial and behaviourlskills and knowledge

Purpose Specific job-related Conceptual and generalknowledge

Duration Short-term Long-term

For whom Mostly technical and non-

managerial personnel

Mostly for managerial

personnel

Features of Training

1) Increases knowledge and skills for doing a job.

2) Bridges the gap between jobs needs and employee skills, knowledge and behavior.

3) Job-oriented process, vocational in nature.

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4) Short-term activity, designed essentially for operatives.

Training Amis and Objectives

1) To prepare the employee both new and old to meet the present as well as the changing

requirements of the job and the organization.

2) To prevent obsolescence.

3) To impart the new entrants the basic knowledge and skill they need for an intelligent

performance of definite job.

4) To prepare employees for higher level tasks.

5) To assist employees to function more effectively in their present positions by exposing

them to the latest concepts, information and techniques and developing the skills they willneed is their particular fields.

6) To build up a second line of competent officers and prepare them to occupy moreresponsible positions.

7) To broaden the minds of senior managers by providing then with opportunities for an

interchange of experiences within and outside with a view to correcting the narrowness ofoutlook that may arise from over specialization.

8) To develop the potentialities of people for the next level job.

9) To ensure smooth and efficient working of a department.

10) To ensure economical output of required quality.

Importance of Employee Training

1) Reduction in cost of production: Efficient workers do their works in the best possible

manner. They make the maximum utilization of materials and machines. The cost ofproduction is reduced.

2) Maximum utilization of materials and machines: Training teaches the employees ofthe enterprise the method of doing their job in the best possible manner. As a result of it

they make the best possible utilization of the materials and machines of the enterprise

available to them .

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3) Minimum possibility of accident: Trained workers know the method of doing their jobs

in the required manner .they know-how to use the machines in the best possible manner.It reduces the possibility of accidents to the minimum.

4) Stability in the organization: Training brings stability in organization, because it

reduces the rate of absenteeism and labour turnover. It enables the worker to do theirworks in the absence of any supervision. It brings stability in the organization.

5) High morale: As the trained workers are capable in doing their jobs in most suitablemanner and can understand the procedures and methods easily, it increases their morale.

It gives them satisfaction in their work.

6) Improvement in the quality and quantity of production: Training increases the

efficiency of employees which increase the quantity of production and improves it

quality.

7) Difference between efficient and in efficient employees: Training provides anopportunity to evaluate the ability and capability of all the employees. An efficient

employee learns the methods to do a work efficiently while an in efficient employeelearns the method to do a work very late. Thus, training provides an opportunity to

measure the efficiency of workers. In efficient worker may be allocated some light job to

do.

8) Minimum need of supervision: A trained worker can do his work himself efficiently.

Thus, the training reduces the need of supervision to minimum.

9) Helpful to managers: As there is minimum need of supervision, it helps the managers of

the enterprise to concentrate upon the important problems of enterprise. They have not towaste their valuable time on supervising the workers.

10) Increase in understanding: Trained workers can learn the methods and procedures of

production quickly. Training improves the power of understanding among them. Theycan follow the technical attitudes and changes themselves easily and quickly.

Responsibility for Training

Training is the responsibility of four main groups:

1) The top management, which frames the training policy.

2) The personnel department, which plans, establishes and evaluates instructional

programmes .

3) Supervisors, who implement and apply developmental procedure.

4) Employees who provides feedback revision and suggestions for corporate educational

endeavors.

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Areas of Training

The area of training in which training is offered may be classified into the following

categories:

1) Knowledge: Here the trainee learns about a set of rules and regulations about the job, thestaff and the products or services offered by the company. The aim is to make the new

employee fully aware of what goes inside and outside the company.

2) Technical skills: The employee is taught a specific skill (for example, operating a

machine, handling a computer etc.) so that he can acquire that skill and contribute

meaningfully.

3) Social skill: The employee is made to learn about himself and other, develop a right

mental attitude towards the job, colleagues and the company .The principle focus is on

teaching the employee how to be a team member and get ahead.

4) Techniques: This involves the application of knowledge and skill to various on the job

situations.

Organizational Climate for Training

Conductive organizational climate is highly essential for serious participation, attentiveness,creation of interest and sincerity of trainer. Organizational climate for training consists of

working conditions, relationship with other trainees, and trainer/instructor, condition for

relaxation, freedom, scope for social interaction and formation of social groups.

Conductive organizational climate for training should be provided with a view of proper and

smooth functioning of the organization. It consists of ideal physical and psychologicalenvironment.

Ideal physical environment, consisting of suitable location with space, adequate

accommodation, audio-visual aids , air conditioning , ventilation, lightning and otherfacilities like canteen facilities for relaxation , should be provided.

Ideal psychological environment, consisting business atmosphere, friendly environment,frequent communication, follow-up regarding performance and progress, enthusiastic, helpful

and broad minded trainer, etc. should be created and provided. Provision for measuring

trainers progress through tests should also be made in order to regulate, correct and follow-

up the training programmes.

At last to conclude, climate of an organization speaks about the attitudes of members towards

work, company policies, supervisors, etc. absenteeism, turnover ratios generally reflect theprevailing employee attitudes. These can be used to find out whether training efforts have

improved the overall climate within the company or not.

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INPUTS IN TRAINING AND DEVELOPMENT

Any training and development program must contain inputs which enable the participants to

gain skills, learn theoretical concepts and help acquire vision to look into the distant future

.In addition to these, there is a need to impart ethical orientation, emphasize on attitudinal

changes and stress upon decision-making and problem-solving abilities.

1) Skills: Training is imparting skills to employees. A worker needs skills to operate

machines, and use other equipment with least damage and scrape.

2) Education: The purpose of education is to teach theoretical concepts and develop a

sense of reasoning and judgment. That any training and development programme mustcontain an element of education is well understood by HR specialists.

3) Development: Another component of a training and development programme is

development which is less skill oriented but stresses on knowledge. Knowledge about

business environment, management principles and techniques, human relations,specific industry analysis and the like is useful for better management of a company.

4) Ethics: There is need for imparting greater ethical orientation to training and

development programme. There is no denial of the fact that ethics are largely ignored

in business. Unethical practices abound in marketing, finance, and productionfunctions in an organization .They are less seen and talked about in the personnel

function.

5) Attitudinal Changes: Attitude represents feelings and beliefs of individuals towards

others. Attitudes affect motivation, satisfaction and job commitment. Negative attitude

need to be converted into positive attitudes.

6) Decision Making and Problem Solving Skills: Decision making and problem solving

skills focus on methods and techniques for making organizational decisions and

solving work-related problems. Learning related to decision making and problem-solving skills seeks to improve trainees abilities to define and structure problems,

collect and analyze information, generate alternative solutions and make an optimal

decision among alternatives. Training of this type is typically provided to potentialmanagers, supervisors and professionals.

2.2 Need for basic purpose of training

To increase productivity.

To improve quality.

To help company to fulfill its future personnel needs.

To improve organization climate.

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To improve health and safety.

Obsolescence Prevention.

Personal growth.

2.3 Types of training

There are many approaches of training.

Skill training: The need for training in basic skills (such as reading, writing, computing,

speaking, listening, problem solving, managing oneself, knowing how to learn, working as

part of a team, leading others)

Refresher training: Rapid changes in technology may force companies to go in for

this kind of training. It is conducted at regular intervals by taking the help of outside

consultants who specialize in a particular descriptive.

Cross-functional training: This training involves training employees to perform

operations in areas other than their assigned job. It has following benefit:

1) Workers gain rich experience in handling diverse jobs.

2) They can better engineer their own carrier paths.

.

Team training: The training basically throws light on :

1) How members should communicate to each other.

2) How they have to cooperate and get ahead.

3) How they should deal with conflict situations.

Diversity training: This training aims to create better cross-cultural sensitivity with the

aim of fostering more harmonious and fruitful working relationships among a firms

employees.

TRAINING METHODS

Training methods are usually classified by the location of instruction. Some of the widely

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used training method are listed below:

1. Job instruction training (JIT): It is developed during II world war. Its including

preparation, presentation & performance. The four steps followed in the JIT methods are:The trainee receives an overview of the job, purpose and also clear

focus on the relevance of training.

a. The trainer demonstrates the job to handle it properly.

b. Employee does the job independently without supervision.

c. Trainee learns fast through practice and observation.

d. It is economical does not require any special setting

e. It is most suitable for unskilled and semi-skilled jobs.

2. Coaching: coaching is a kind of daily training and feedback given to employees

by immediate supervisors. Coaching can be implemented when:

An employee demonstrates a new competency.

An employee expresses interest in a different job.

An employee seeks feedback.

An employee is a expressing low morale, violating company policies or practices or having

performance problems.

3. Mentoring: Mentoring is a process whereby senior employees of the organization, acting

as mentors, take under their wings new recruits or other junior organizational members

and imparts them their experience, knowledge, wisdom, values etc.

Importance of mentoring:

There is an excellent opportunity to learn.

Constant guidance helps the men tee to be on track, using facilities to good

advantage.

4. Job Rotation: This kind of training involves the movement of trainee from one job to

another. This helps to have a general understanding of how the organizational functions.

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The purpose of the job rotation is to provide trainees with a larger organizational

perspective and a greater understanding of different functional areas as well as better

sense of their own carrier objective and interest.

Importance of job rotation:

Improves participants job skills, job satisfaction.

Provides valuable opportunities to network within the organization.

Offers faster promotion and higher salaries to quick learners.

Lateral transfer may be beneficial in rekindling enthusiasm and

developing new talents.

5. Apprenticeship Training: Most craft workers such as plumbers and

carpenters and trained through formal apprenticeship programmers. Apprentices are

trainees who spend a prescribed amount of time working with an experienced guide,

coach of trainee.

2.4 Importance of training:

Training offers innumerable benefits to both employees and employers. It makes the employee

more productive and more useful to an organization. The importance of training can be studied

under the following heads:

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Benefits of the business

Benefits to the employees

Trained workers can wok more

efficiently.

Training makes an employee useful to a

firm.

They use machines, tools, and materials

in a proper way.

Training makes employees more

efficient and effective. By combining

materials, tools and equipment in a

right way.

Training improves the knowledge of

employees regarding the use o machinesand equipment.

Training enables employees to secure

promotions easily. They can realize thecarrier goal comfortably

Trained workers can show superior

performance and turn out better

performance and also better quality

goods by putting the materials, tools, and

equipment.

Training helps to employee to move

one organization to another

organization easily. by this he mobile

and pursue career goals actively.

Training makes employees more loyal to

an organization. They will be less

inclined to leave the unit where there are

growth opportunities.

Training can contribute to higher

production, fewer mistakes, greater job satisfaction and lower labour turnover.


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2.5 IDEAL TRAINING FLOWCHART

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Organization Vision

Short Term

Business

Strategy

HR Strategy

Training strategy

Need

Assessment

Performance

AssessmentCareer

Planning


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2.6 TRAINING NEED ASSESSMENT (TNA)

TRAINING NEED ASSESSMENT

Training need assessment is the means where the training activity achieves this relevance . It is a

supportive link in the chain of activities which cater to the design, develop and implement of the

training activity .It forms an important part of a symbolic system .The training process: -

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Training Design

Training Delivery

Feedback

Assessment CenterSuccession

Planning

Research Diagnosis

Identification of

training needs

Training Objectives

Evaluation

Implementation/Training

Action


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The Training process a cyclical system with interlocking elements.

Inner ring plots the course of design /develop.

Outer ring symbolizes a need for feedback/ validation.

TNA is shown as a sub-phase of the training need identification phase. The reason is that it is

necessary to determine that a training need exists before assessment can take place. Thus training

need identification is necessary to indicate the nature of solution, it is therefore a decision

making phase.

Pitfalls of training

Most of them are ill conceived

Have vague and general objective

Have a content that does not match the objectives

Fail to produce any significant changes or visible changes in behaviors / performance

Factors to be assessed as a part of the TNA to avoidpitfalls

1) Knowledge

2) Skill

3) Attitude

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Training Plan


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4) Supervision

5) Working condition including work load pressure

6) Job Design

7) Machines/Equipment/Materials8) Work Group norm

9) Intra-group Conflict

10) Dissatisfaction/ Grievances

LEVELS OF CLASSIFICATION OF TRAINING NEEDS

At the Organizational level.

In respect of Occupational groupings.

At the individual level.

CLARIFYING THE TRAINING NEED

Situation (with support or inhibiting variables)

In which result may be manifested.

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TNA

Training and developmentInterventions

Results

NEED

Knowledge

Skill

Attitude

Other


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FACTORS INHIBITING SUCCESSFUL TNA (Training Need Assessment)

1) Low status of trainers

2) Attitudes towards HRD

a) Attitudes of decision makers

b) Attitudes of recipients of training

3) Organization issues

4) Occupational issues

5) Lack of skill in gathering information

a) Strategic / Corporate plan

b) Departmental plans

c) Employment records

d) Training and development records

e) Performance appraisal forms

f) Selection interview reports

g) Union representatives

h) Consultants

i) Project proposals

j) Customers feedback reports

k) Training instructors

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TRAINING NEED INDICATORS

1. Organizational Plans

Projected changes in objectivesand programmes

Changes in structure

Changes in personnel

Changes in technology and/or procedures

2. Employee Records

High staff turn-over

High absenteeism

High sick leave rates

Low performance ratings

Career paths

3. Work and Work Flow

Production Bottlenecks

Performance appraisals career

Fluctuation in production

Reports on public dissatisfaction with services

4. Staff Selection Policy

Qualifications of staff at functional level

Experience and training background of present staff

5. Morale Factors

Personal friction

Excessive complaints

Poor leadership, etc.

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6. Job Knowledge

Technical phases.

Administrative phases.

Supervisory phases.

7. Communication failures

Poor written and oral communications.

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