Description
NTPC's core business is engineering, construction and operation of power generating plants and providing consultancy to power utilities in India and abroad.
Training and development
INTRODUCTION
Training has become a major growth industry in recent years. Every organization needs to have well trained and experienced people to perform the activities that have to be done .In rapidly changing society employee training is not only an activity that is desirable but also an activity that an organization must commit resources to ,if it is to maintain a viable and knowledge workforce. Planned development training programme will return values to the organization in terms of increased productivity, heightened morale, reduced costs and greater organizational stability and flexibility to adapt to changing external requirements. Such programmes and assignments that can add up to lifelong careers. Training is a learning experience which seeks a relatively permanent change in an individual that will improve his or her ability to perform the job. We typically say training can involve the changing of skills, knowledge, attitudes or social behavior. It may mean changing what employees know, how they work or their interactions with their co-workers or their supervisors.
Training is the systematic development of the knowledge, skills and attitudes required by an individual to perform adequately a given task or jobs. Training can involve learning of various kinds and in various situations i.e. on the job, off the job, in the company or outside the company. It can involve the use of many techniques like demonstration, practice, coaching guided reading, lectures, discussions, case studies, role playing, assignments, projects, group exercises, programmed learning, seminars ,workshops,games,quizzes etc., and Educationists. These techniques can be deployed by many people, specially by company Trainers, Managers, Supervisors, colleagues or External Trainers
Training and development TRAINING CONSISTS OF: ? The identification and analysis of training needs—All T raining Programmes must be directed towards the satisfaction of defined needs: for the company as a whole, for specific functions or groups of employees, or for individual. The definition of training objective –Training must aim to achieve measurable goals expressed in terms of the improvement or changes expected in corporate, function, departmental or individual performance. The preparation of training plans—these plans must describe the overall schemes of training and its costs and benefits. It also provide for the development of training programmes and facilities, the selection and use of appropriate training methods and the selection of trainers. The implementation of Training plans: This includes the maintenance of training records. The measurement and analysis of results: This refers to the validation of the achievements of each Training Programme against its objective and the education of the effect of the whole Training scheme on company or departmental performance. The feedback of the results: This refers that getting feedback of validation and
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evaluations so that training plans, programmes and techniques can be improved
Training and development The sequence of Training:
Identify the Training Needs
Prepare Training Plans
Programs mes
Facilities
Methods
Trainers
Implement the Training Plans
Validate
Evaluate
Training and development
INTRODUCTION
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 the balance 10.5% is held by FIIs, Domestic Banks, Public and others. For shareholding pattern. 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 NTPC’s 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. 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. NTPC’s share on 31 Mar 2007 in the total installed capacity of the country was 20.18% and it contributed 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 and operations. 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.
Training and development 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. The massive afforestation by NTPC in and around its Ramagundam Power station (2600 MW) has contributed reducing the temperature in the areas by about 3°c. NTPC has also taken proactive steps for ash utilizations. In 1991, it set up Ash Utilisation 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 the its projects. Through its Rehabilitation and Resettlement programmes, the company endeavors to improve the overall socioeconomic status of Project Affected Persons. .
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 identified NTPC as one of the jewels of Public Sector ‘Navratnas’- a potential global giant. Inspired by its glorious past and vibrant present, NTPC is well on its way to realise its vision of being “A world class integrated power major, powering India’s growth, with increasing global presence”.
Training and development
HUMAN RESOURCES
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 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 discipline 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 canters, 2 simulator training canters and an apex institute namely 'Power Management Institute' (PMI). While the project training canters (Employee Development Canters) have specialized in imparting technical skills and knowledge, PMI places emphasis on management development. Besides opportunities for long term education are also provided through tie ups with reputed Institutions like IIT, Delhi, (M.Tech in Power Generation Technology), MDI, Gurgaon (Executive MBA programme), BITS, Pilani (B.Tech) etc.
Training and development 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. 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 perform and 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 the employees 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 2005.
Training and development NEW BUSINESSDEVELOPEMENT: NTPC, with a rich experience of engineering, constructing and operating over 26,000 MW of thermal generating capacity, is the largest and one of the most efficient power companies in India, having operations that match the global standards. NTPC has identified Joint Ventures, strategic alliances as well as acquisitions and diversifications as viable and desired options for its business development.
NTPC looks for opportunity to create such joint ventures and strategic alliances, in the entire value chain of the power business. NTPC as a partner endows the Joint Venture Alliances with a winning acquisition and Diversifications in the areas related to the core business not only ensure growth but also add to the robustness of the company. Diversification is carried out either directly or through subsidiaries/JVs.
Training and development
COMPANY PROFILE
Name of the company Chairman Directors : NATIONAL THERMAL POWER CORPORATION
: Shri.C.P.Jain. : T. Sankaralingam. Chandam Roy, R.S. Sharama, R.K. Jain, AK.Singhal, M.Sahsssoo, Harish chanra : L.V.Rao : K.D.V.Prasad rao : SOUTHERN REGION 2ND &5TH FLOOR, MCH COMPLEX R.P. ROAD, SECUNDERABAD – 500003 ANDHRA PRADESH : NTPC BHAWAN CORE-7, SCOPE COMPLEX, 7 INSTITUTIONAL AREA, LODI ROAD, NEW DELHI-110003 : NATIONAL THERMAL POWER CORPORATION .
ED DGM Company address
Head Office
Location
[SRHQ], situated in the Hot of the Hyderabad in A.P. The company is established in an area where the basic all facilities are available in plenty.
Nature of Business Year of Establishment
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POWER PRODUCTION : NTPC was incorporated in 1975. In the last 31 years,
it has grown into the largest power utility of India.
Training and development Company Capital : The net profit after tax for the year was Rs. 58,202
million – almost at the same level as the previous year’s profit of Rs. 58,070 million. However, on an adjusted basis the profit after tax was Rs. 53,263 million as compared to Rs. 45,176 million in the previous year thus growing by 17.90%.
Company Status data of 1998.
: NTPC is the sixth largest thermal power generator
in the World and the Second most efficient utility in terms of capacity utilization based on
No. of Employees employees.
: 23500 through India but in Hyderabad only 250
Company’s Vision, Mission and Core Values:
VISION: "A world class integrated power major, powering India’s growth, with increasing global presence" MISSION: "Develop and provide reliable power, related products and services at competitive prices, integrated multiple energy sources with innovative and eco-friendly technologies and contribute to society" CORE VALUES: (B C O M I T) B - Business Ethics C - Customer Focus O - Organizational & Professional Pride M - Mutual Respect & Trust I - Innovation & Speed T - Total Quality for Excellence Share Capital:i) Authorized: Rs. 10,000.00 crore ii) Subscribed, issued& paid-up: Rs. 8,245.46 crore
Training and development DIFFERENT DEPARTMENTS IN NTPC (SRHQ):- NTPC has various departments like. 1. Human resource management. 2. Finance department. 3. Finance/ Internal audit department. 4. Commercial department. 5. Operation services department. 6. Vigilance department. 7. Planning and monitoring department. 8. New projects department. 9. Engineering department. 10. Ash utilization department. 11. Contracts and materials department. 12. Information Technology department. 13. Total Quality Management. 14. Corporate Social Responsibility. CATAGERIES:I. II. III. Executives [E1 to E9]. Workmen [W0 to w11]. Supervisors [S1 to s4].
E1 - Assistant officer. E2 -Senior Assistant officer. E2A –Officer. E3- Senior officer. E4- Deputy Manager. E5- Manager. E6- Senior Manager. E7- Deputy General Manager. E7A- Assistant General Manager. E8- General Manager. E9- Executive Director.
Training and development DIFFERENT DEPARTMENTS IN HRM:1. Employee development. 2. Establishment. 3. Employee welfare. 4. Employee services. 5. Public relations. 6. Human Resource Industrial Engineering. 7. Law.
8. Rajbhasha (Hindi cell).
Business of the Company:NTPC has been established to carry out the objectives specified in the Memorandum & Articles of Association of the Company as amended from time to time. The main activities of NTPC are setting up of power plants and power generation through its coal-based and gas-based power plants. The Company has also diversified into construction of hydro power plants and generation of hydro power besides trading and distribution of electricity. The Company is now entering into area of coal mining & coal washrags and oil exploration as well. The business portfolio of the company is as under:
i) Power Project Construction ii) Generation of Electric Power. iii) Coal Mining and Coal Washries. iv) Oil Exploration. v) Distribution, Trading of Electricity, Trading of Ash and other related products through its wholly-owned subsidiary companies.
Training and development
About HR Department
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Effective management of human resources is essential to the survival and growth of organizations. The HR department plays an important role in the efficient and effective functioning of an organization. In NTPC the HR manager provides sound advice, valid information, useful assistance and every other possible support to the line managers. He also handles various functions such as employment, training, development, wage and salary administration, grievance, redressed, collective bargaining etc. HR Department in NTPC Ltd:The HR department in NTPC acts as bridge between the employees and the management. It gives advice to the management including the top management on various people related issues. The HR department facilitates the design and implementation of many developmental activities like training, management development and performance appraisal.HR department takes initiative in preparing the organization and its employees to face new challenges successfully.HR department ensures the compliance of various laws and regulations which govern the organization environment. There 26 employees working for HR department from top level to lower level.
Training and development
DETAILS OF TRAINING AND DEVELOPMENT IN NTPC
1. PHILOSOPHY: The basic philosophy of the guidelines is to make training an effective instrument in transforming NTPC into a learning organization 2. OBJECTIVES: The objectives of the guidelines are to: • • • • • • • Make learning one of the fundamental values of the Company Ensure value addition through training to the overall business process Institutionalize learning opportunities that supplement work experience Integrate organizational and individual developmental needs 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. Provide linkages between the different functionaries of training activity Provide linkages of training activity with overall Human Resource function.
3. COVERAGE: The Training System shall cover all regular employees of the Company nominated for training. 4. DEFINITIONS: 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. 2. Training Year: Training Year shall mean a period of one year commencing
Training and development from. 1stApril till 31st March of the subsequent year 3. In-house Training Programme: A training programme designed, developed and conducted within the Company, exclusively for the regular employees of the Company, with or without the assistance of external agencies. 4. External Training Programme: A training programme designed, developed and conducted within 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. 5. Planned Intervention: A grade/level/category-wise in-house training programme, normally based on a template course design, and conducted to improve competency base of employees as felt necessary by the organization. 6. Need-based Programme: A training programme, designed, developed and conducted on the basis of the developmental needs felt and identified for the employees concerned in the Training Needs Form. 7. Specified Intervention: An external training programme or an in-house training programme other than a Planned Intervention or a Need-based Programme, conducted to improve certain specified competencies, as felt necessary by the organization. 8. Classification of Training Needs (for Need-based Programmes): A) Essential: Developmental needs which, if not met, may affect job performance. B) Desirable: Developmental needs which are necessary for personal development and growth. C) Short-term: Developmental needs which need to be performance. D) Long-term: Developmental needs which need to be fulfilled for future job performance, in next two years or so. fulfilled for immediate job
Training and development
5. TRAINING TARGET: • It shall be the Endeavour of the Company to provide seven man days of training in a training year to every employee.
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Employees shall make full use of the Training Systems to support this Endeavour to create a learning organization.
6. AGENCIES OF TRAINING: The agencies that shall deal with the training function in the Company shall include. • 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 and advanced 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. • Unit Training Centers: Unit Training Centres shall cater to the training and development needs of the employees of the respective units. • Simulator Training Centers: The Simulator training centres at Korba & Kawas, designed to produce real time behaviour 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 training centres would also provide training to external agencies / organizations, on commercial terms.
Training and development • Regional HR group: The Regional HR group shall cater to the training and development needs of the employees of the respective region. Wherever it is not feasible for the Unit Training Centres 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 • Corporate HR Group: HR Group shall co-ordinate external training programmes for all the employees of Corporate Centre. It would also coordinate specified interventions for targeted groups • Departmental Training Coordinator: 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 the Departmental Training coordinators 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. TRAINING NEEDS ANALYSIS (TNA): The objectives of Training Need Analysis Is • • • • • systematically identify developmental needs of employees integrate so-identified individual needs with organizational needs enhance relevance and acceptance of training programmes Employees would identify their training needs once in two years. This is as per the Training Plan implemented in 1998. 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
Training and development related to the employee’s present responsibilities and his likely areas of future assignments. • Training Needs would be classified as Essential and Desirable along two timeframes of short-term (for immediate job performance) and long-term (for future job performance, in next two years or so). The identified needs would be prioritized in the following manner: Priority A Priority B Priority C Priority D • Essential Short-term Desirable short-term Essential long-term Desirable long-term
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 would consolidate and submit the filled up Training Need forms of Executives and Non- Executives, of his/her department concerned to the respective Training Centre by 30th October
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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
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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.
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In case of advanced training needs where it is not possible for the Training Centres to design and conduct programmes, the same should be forwarded to PMI for designing and conducting Company-level programmes and
Training and development incorporation of the same in its Training Calendar. For this purpose, the Heads of Personnel of Regions and PMI shall meet before 15th December for sharing Training Calendars of the Projects/Stations of the respective Region and for providing inputs to the Training Calendar of PMI • 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 Region would 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. • 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 • 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 respective departments, by 15th December. 8. TRAINING CODE DIRECTORY: • 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 training needs identified and training programmes attended by employees. • The needs may be analyzed 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
Training and development ‘AAAA’ for initial consideration/registration. Subsequently these would be reported to PMI for inclusion in the Code Directory.
9. TRAINING CALENDAR:
• The Heads of training from the Projects / Stations would meet in the Regional Head Quarter during 1week of January to share training calendars. They would also provide inputs to RHQ / PMI regarding programmes to be assigned to projects. • Each Training Centre/PMI shall bring out, by 15th 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. • 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. • The Training Calendars of the various Training Centres 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/Station would be circulated to other Training Centres and PMI by 15th March, for need-based utilization. 10. NOMINATION SYSTEM: The objectives of the nomination system are o To ensure that employees are nominated to training in areas which are relevant to their duties or which have been identified as their developmental needs o 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. RHQ / PMI, from out of the training needs identified by the employees of their respective
Training and development
11. CATEGORISATION OF PROGRAMMES: On the basis of duration, training programmes would be categorized as o Short-duration o Medium-duration o Long-duration Up to Three days Four days to ten training days Above ten training days
12. LIMIT ON THE NUMBER OF PROGRAMMES: An employee may be nominated for training programmes within the limits stipulated herein.
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Short-duration Medium-duration Long-duration
Maximum of three in a year Maximum of two in a year Once in two years
13. INFORMATION REGARDING NOMINATION: An employee will normally be informed through his Reporting Officer, by the Training Agency, regarding his/her nomination for the programme preferably with a notice of 3 days in case of short-duration progammes 7 days in case of medium-duration programmes 2 weeks in case of long-duration programmes
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14. NON-ATTENDANCE /ABSENCE FROM TRAINING PROGRAMMES: • Communication regarding inability to attend the programme shall be intimated to the Training Agency at least 1 day before the programme for short-duration programmes, three days for medium-duration programmes and one week for longduration programmes.
Training and development • Where an employee has been nominated but has absented himself or withdrew in the midst of the programme or has partially attended the programme without giving adequate notice and adequate reasons for the same, the cost of the programme may be recovered from the monthly salary of the employee in interest-free equated monthly installments within a year. • The Training Agency, within two days from the commencement of the programme, shall take up with the Reporting Officers cases of absence/withdrawal. 15. TRAINING DATABASE: • • • • • Training centers should maintain a database of training details of all employees of the respective unit, which shall include Training Needs identified Training Programmes nominated/attended/absented The Training Centers should also maintain details of the programmes conducted, training cost and all other similar information PMI would maintain the training database for all executives. For this, different training agencies should forwarded training details to Power Management Institute on a monthly basis • Training details will be periodically updated in the personal files of the employees, for which the Training Agency would forward the details of nomination/attendance/absence of employees to the Head of Personnel concerned. 16. TRAINING EVALUATION: The objective of training evaluation is to enhance value addition through training programmes by building on the strengths and by removing the shortcomings, if any, and measure the impact of training programmes on job behavior. Training Evaluation would be done at three levels: • • • Pre-training Evaluation Programme Feedback Programme Feedback
Training and development 17. Pre-training Evaluation: Pre-training Evaluation is aimed at detecting shortcomings in the programme design before the commencement of the programme. For this, in case of all in-house long-duration programmes, the Training Centre/PMI/HR Group, as the case may be, shall review the programme design, content etc. in the light of the feedback obtained from a sample of participants 18. Programme Evaluation: The Training Centre/PMI/HR Group, as the case may be, shall seek participant feedback at the end of the training programme in the Programme Feedback Form
19. Impact Assessment: It involves measuring the change in job behaviors of the
employee on account of the learning during the training programme. The information would be collected through the Impact Assessment Form (IAF)
20. Programme Evaluation Report: After Impact Assessment, the Training
Centre/PMI/HR Group, as the case may be, would prepare a Programme Evaluation Report in case of all Long-duration programmes and Planned Interventions of duration of not less than 10 training days in the Performa given and circulate it to all the participants concerned.
21. Honorarium for faculty: Honorarium for faculty, both internal and external, for
straining programmes would be regulated as per the extant rules on ‘Honorarium rates and other training related expenses’.
Training and development
SCOPE OF THE STUDY
The study covers 50 respondents at worker level. The study “Training programmes “covers whether the training programmes conducted by the company are useful for employee’s overall development i.e. Individual development and organizational development. The study benefits for the employees and management for further changes in the programmes for their improvement
Training and development
OBJECTIVES OF THE STUDY
• • To measure the impact of training programmes and their effectiveness in NTPC ltd. To find out the improvement of the employees work skills based upon the training programmes. • To study the scope for employee advancement and career development oppournities in NTPC Ltd. • • • To find out whether the employee is benefited from the programmes.
To get feed back on the Training Programmes of NTPC Limited.
To know about the evaluation process of training programme.
Training and development
RESEARCH METHODOLOGY
In any study of research a proper reason of analysis is essential for reaching the goal or an effective solution to the problem. This reasoning can be done in a research study with the help of research methodology. Research methodology is a way to systematically solve the problem. It may be understood as a science of studying how research is done scientifically. The present study is on “TRAINING & DEVELOPMENT PROGRAMMES AT NTPC LIMITED”. The research was done to find out whether the company is providing the Training Programmes to employees which are useful to set the goals to achieve their objectives.
Sample Size: The Sample constituted of 50 Employees form various departments of the company. Survey Design: The survey is based on the primary source of data. Three methods of primary data were selected to conduct the study i.e., Questionnaire, Observation and Personal Interviews methods. Since the statements in the Questionnaire and Schedule were qualitative, they are quantified on a three-point to Six-point Scale using Likert type technique. Respondents are asked to tick mark the appropriate scope on a five-point or six-point continuum.
Method of Sampling: There are many sample methods to collect data. The sampling method used is simple random sampling
Sources of data:
Training and development The data has been collected from both Primary and Secondary sources for the research work. Primary Data: The primary data is collected with the help of questions, which consists of closed ended questions. The questionnaire is chosen for of its simplicity and reliability. Researchers can expect a straight answer, which is directly related to the questions asked. Interpretation of data under this can also be done correctly .It helps the responded to understand the significance and answer reliability. In this method response rate and reliability is higher. In addition to this the data is collected through observation method and personal interview. Secondary Data: Secondary data is collected through the document provided by Personnel Department such as training schedules, personnel manuals, reports regarding suggestions, scheme etc., relevant books from various authors on HRD, magazines, journals and other reports. Statistical tools used: The design tool used to analyze the data is Percentage method. Percentage method: The method is very simple to analyze the data. The sample size may be large . To analyze such large size of data, we change into percentages. To change that the formula is
No of respondents Total No of sample size
Plan of Analysis: The data, which was collected from the respondents through a structured questionnaire, was organized, processed and tabulated on a data sheet. Separate tables were furnished under specific headings. They were analyzed with the help of statistical analysis
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Training and development techniques in order to interpret the data and draw conclusions. Graphs were also drawn to depict a clear picture of findings and conclusions
LIMITATIONS OF THE STUDY
1. Data collected is confined to NATIONAL THERMAL POWER CORPORATION, secunderabad only. 2. 3. The study is limited to Training Programmes. The sample chosen for the study was just 50 out of 250 by not disturbing their work which was strictly in compliance with the company rules and regulations. 4. As the Employees are busy with their hectic work, interview was conducted in fragments, whenever they were free. As a result the string of continuity was lost and this could have affected their style of answering. 5. It was not possible to collect information from all the employees in the Organization. 6. Human beings tend to behave artificially particularly, this happens particularly when they are observed or interviewed. This might have disorted the findings to some extent.
Training and development
IMPORTANCE OF TRAINING
With the advancement in technology and the spread of business on a global scale, it has become necessary for the organizations to concentrate on training their employees to meet the global challenges. Merely selecting employees does not ensure that an organization will be successful. It has to train them to face the continuous challenges of a competitive business environment Moreover, the ongoing trends of greater work force diversify, flatter organization in increased global competition. This increases the significance of training and development in helping the employees take up greater responsibilities. Definition and Purpose of the Training: Training is an essential need of an oriented program for new recruits in an organization. Training enhances the skills and capabilities of the individual in an organization. According to Michael Armstrong task or job”. According to Edwin Flippo, training is “the act of increasing knowledge and skills of an employee for doing a particular job”. The main objectives of Training are: * Improving Employees Performance * Updating Employee skills * Avoiding Managerial Obsolesce * Preparing for promotion and Managerial Succession * Retaining and Motivating Employees. training is “the systematic development of the
knowledge, skills and the attitudes required by an individual to perform adequately a given
Training and development * Creating an Efficient and Effective Organization AREAS OF TRAINING:Training enhances the overall performance of an organization in various ways. Training in one area can benefit the organization in many other areas. The major areas where employees are trained are: 1. Company policies and procedures: Understanding company policies and procedures is important for an employee of the organization .An employee should acquaint himself with the organization‘s rule, practices, process and procedures, apart from the organization culture, structure and business. 2. Skilled-Based Training: Employees should be provided training to match the skill requirements of the job they perform. Such training helps in improving the employee’s job effectiveness. Skilled base training should also be imparted to enable the employees adapt to technological changes. 3. Human Relation Training: In an organization, employees interact with their peer, supervisors, subordinates, suppliers and customers. They might also have to interact with external agents like Government agencies or legal bodies. It is important to employees to know how to manage their professional relationship. Human resources training is essential to improve the employee’s skills in the area of self training, interpersonal skills group dynamics, perception, leadership styles, motivation, disciplinary procedures, grievances redressal, and soon. 4. Problem Solving Training: Every employee encounters problems in the course of his work in an organization. These can range from simple operational problems to major decision-making problems. Training in problem-solving skills equips an employee to deal successfully with such problems. 5. Managerial and supervisory Training:
Training and development All employees in an organization, at some point of time perform managerial and supervisory functions such as planning, organizing, directing, controlling and decisionmaking. Thus, training in these areas is essential for employees as they move ahead in their career paths to assume positions of increase responsibility.
TRAINING INPUTS:There are three primary types of inputs –skills, attitudes and knowledge. The primary purpose of training is to establish a sound relationship between the employee and his job. This purpose can be served when the workers attitude is in favor of the job, organization is adequate and when the worker possesses the required skills. Training activities are therefore aimed at increasing, modeling and modifying the skills, attitudes and knowledge of the employees. 1. Skills: Training programmes give an excellent oppournity for developing the skills of presentation. Through role-plays, video recording and syndicate work. Employee can be exposed to the experience of making presentation in a friendly atmosphere. Training activities encompasses activities ranging from the acquisition of a sample mechanical skill to a complex administration one. 2. Attitudes: Training programmes in industry are aimed at moulding employee’s attitudes to achieve support for company activities and to obtain better cooperation and greater loyalty 3. Knowledge: The final main benefit to an individual from training programme is the increase in knowledge. Experience is a great teacher; but people will only learn from experience the lessons, which happen to emerge from daily life. Employee should possess: 1. 2. Knowledge about the job, the factory, industry and its organization in general Specific knowledge about the job, knowledge relating to the quality and standard of the products/services and knowledge about the particular discipline relating to
Training and development the job. The company has to provide this knowledge through the training programme. TRAINING METHODS:The most popular training methods used by organizations can be classified as either, On the job training Off the job training On-the-Job training On the job training takes place in a real environment where the trainee is exposed to an actual work situation. The major advantage of this method is that the trainee will get hands-on experience. This form of direct learning helps the employees understand and imbibe the training lessons better. This will also help in better application of the knowledge and skills gained during the training. The disadvantage of on-the- job training is that, as the trainee is still going through the learning process, any mistakes he commits on the job might result in a loss to the organization. Hence while choosing this method; the organization should asses the damage caused due to the mistakes by the trainees. Some widely used on- the-job programmes are a. Job instruction training b. Apprenticeship& coaching c. Job rotation d. Committee Assignments a. Job instruction training: In this method of training, the trainee is given instruction by their trainer while performing the job on the site and any doubts of the trainee are cleared immediately. This method is very popular because the trainee can discuss his problem in performing the job immediately with the trainer. Job instruction training follows a systematic sequence of activities. • As the first step, the trainee is prepared for the training by giving him clear information about the training to be imparted, the job to be performed and the
Training and development venue and the time of training, any doubt regarding the training should be cleared at this stage. • After the training is imparted to the trainee, in the form of instruction, the trainee is asked to demonstrate the job. This will help in assessing the trainee’s understanding of the instruction and his learning. • After the trainer is satisfied with the performance of the trainee, the trainee is left on his own, with someone designated to be called upon when he requires any assistance or help. b. Apprenticeship & coaching: Individuals seeking to enter skilled trades, like those of carpenters, electricians, etc, are required to go through formal apprenticeship under experienced employees, before they join their regular jobs. The apprenticeship period typically ranges from one year to five years. Apprenticeships are not “employees’ of the organization and are not governed by any of the laws that are applicable to regular employees. They do not even figure on the organization’s rolls. Coaching is similar to apprenticeship where the coach acts as a model for the trainee to emulate. Typically, the supervisors or HR professionals function as coaches. Coaching is provided for employees when needed, rather than being a part of a more planned, structured program. Participation, feedback and knowledge transfer to job are generally high in coaching. c. Job Rotation: This is a training method where the trainee is placed on various jobs across different functions in the organization .The trainee gains cross-functional knowledge and is equipped to take up different jobs .The time spent on each of the jobs ranges from one to two days to several weeks. Under job rotation, the trainee moves from his trainers/supervisors in each of the different job assignments. d. Committee Assignments: Under the committee assignments method, groups of employee are given an actual organizational problem and are asked to find a solution. The trainee develops their team-
Training and development management skills, interpersonal skills, communications skills, problem- solving skills and leadership while solving the problem as a group. Off -the -job training While the training is performed on the job, any mistake by the trainee might result in damage to the organization, especially if it involves a customer or something of value. To avoid such situations, off –the-job training is used. An advantage of off the job training is that the employees are free from distractions of his job requirements and would be able to concentrate better on learning the job rather than just performing it. Off-job-training refers to the training imparted away from the employee’s immediate work area.
Methods of Off-The-Job-Training: 1. Class Room Lectures: The lecture or conference approach is well adapted to conveying specific information rules, procedures or methods. The use of audiovisuals or demonstrations can often make a formal classroom presentation more interesting while increasing retention and offering a vehicle for clarifying more difficult points. The lecture liabilities include possible lack of feedback and the lack of active involvement by the trainee. However, this can be partially offset by reducing the structured lecture format and allowing trainee to provide feedback to the lecturer or creating discussions groups under the direction of a conference leader. 2. Simulation Exercises: In this method of training, the trainee is exposed to an artificial work situation that closely resembles the actual work situation. In situations where the organizations cannot afford any mistakes by the trainee during on-the-job training, simulation exercises are great help. Simulation exercises can be in the form of : a. Case exercises- In this method, a real-life problem encountered in the organizations is presented to the trainees in the form of a case study. They are then asked to analyze the case and present their views and recommendations for solving the problem. They also have to suggest alternative courses of action to provide for contingencies that might arise.
Training and development b. Experimental exercises- In these exercises, the trainer simulates situations where
the employees are exposed to actual work problems. For example, the trainer can create a situation where the employees are required to work in teams. After the exercise is complete, the trainer discusses the behavior of the employees during the exercise, with the group. He appraises the trainees about their performance and discusses the exercise with the help of the theoretical concepts. In this way, the employees learn quickly and also understand their mistakes or problems easily. Hence, in experiential exercises, employees learn through direct experience. c. Computer modeling- Complex computer modeling simulates the work environment by programming a computer to imitate some of the realities of the job. Computer modeling is widely used by airlines in the training of pilots. The computer simulates a number of critical job dimensions and allows learning to take place with out the risk or high costs that would be incurred if mistakes were made in a real life flying situations. An error during a simulation offers an opportunity to learn through ones mistakes. A similar error under real life conditions might cost a number of lives and the loss of a multimillion –dollar aircraft quite a high price for learning exercise. Obviously, complex computer modeling is expensive and can be justified only where programmes are formal. A number of trainees will be developed and the costs of allowing the individual to learn on the job are prohibitive. d. Vestibule trainingThis is a training method where the actual work conditions are
simulated and the equipment used by the trainees is similar to what is used on the job. In this way, the trainees gain experience of using the equipment with out any pressure of work or cost involved. Though expensive, vestibule training helps employees ‘again knowledge about the actual job situations .It also reduces the problem of transferring learning to the job, since the trainee uses the same materials and equipment during training, as on the job. e. Role playing- Role-playing is described as a method of human interaction .It involves realistic behavior in imaginary situations. The trainee assumes the role of different characters in the organizational context. For example, some trainees may form the HR Department while others form the labor union. The ensuring role-play of negotiation can
Training and development help them improve their negotiating skills, communications skills etc. A role-play basically helps in improving the communications, people-management and relationship management skills of the trainees. 3. Programmed instructions: In this method of training the trainee is given a series of questions after he studies the relevant material required for the accomplishment of the job. After the trainee answers questions, he is given immediate feedback whether it is right or wrong. If the answer is correct, he is asked to proceed to the next questions but if it is wrong, he is asked to refer back to the material. This kind of program promotes continuous interaction between the trainer and the trainee and facilitates learning. EVALUATION OF THE TRAINING PROGRAM:After a training program has been implemented, the organization should evaluate the program. This evaluation helps the organization identify the areas for improvement, which can help in designing future training programs.
Factors that can be used to evaluate a training program are: • • • • Trainee’s feedback on the content and process of training Changes in job performance or behavior as a result of training. Measurable improvements or results seen in individuals or the organization like decreased absenteeism or fewer accidents Knowledge or learning acquired by the trainee as a result of the training experience. The method to be used for evaluating a training program has to be determined at the planning itself .Evaluating helps in auditing and redesigning a training program. Methods of Evaluation:
Training and development It is an accepted fact that besides money, material and machine, the success of any organization depends up on its human resources. In light of these training is more important to employees under heads which are specific and planned properly. Test-rest Method: The first approach is referred to as test-rest method. Participants are given a test before they begin the program. After the program is completed, the participants retake the test .The difficulty arises in an attempting to substantiate the changes in the test scores. This will be reflected in performance and that whatever changes has occurred can be fully attributed to the instruction. Pre-post performance method: The utilization of tests as proxies (substitute for job performance) creates the opportunity for error. Our second approach, the pre-post performance method is designed to correct these errors. In this method, each participant is evaluated prior to training and rated on actual job performance. After the instruction is completed the participants are reevaluated .As with the test-rest method, the increase is assumed to be attributed to the instruction .However, in contrast to test–rest, the prepost performance method deals directly with the job behavior. Experimental control group method: The most sophisticated evaluate approach is the experimental control group method. Two groups are established comparably as skills, intelligence and learning abilities are evaluated on actual job performance. Members of the control group work on the job but do not undergo instruction. The experimental control group is given instructions .At the conclusion of training the two groups are reevaluated. If the training is really effective, the experimental group performance will have improved. And its performance will be substantially better than that of the control group. This approach attempts, to correct other than instruction programmes that influence job performance. Of the three methods mentioned, the experimental control group method is preferred.
Training and development
TABLE -1 Q-1) your work experience in the company? OPTIONS <5 years 5-10 years 10-15 years >15 years Total CHART:90 80 70 60 50 40 30 20 10 0 <5 years 5-10 years 10-15 years >15 years 3 6 2 4 3 6 42 NO.OF. RESPONDENTS % OF RESPONDENTS 84
NO.OF. RESPONDENTS 3 2 3 42 50
% OF RESPONDENCE 6 4 6 84 100
INFERENCE: - From the above chart 84% of employees are more than 15 years
Experience. 6% of employees are below 5 years
Training and development
TABLE- 2
Q-2) what are the methods followed for training?
NO OF RESPONDENTS Coaching 4 Lecturers 8 Seminars 6 Workshops 24 Role-plays 6 Games, quizzes etc., 2 Total 50
OPTIONS
% OF RESPONDENTS 8 16 12 48 12 4 100
CHART:-
Training and development
60 50 40 30 20 10 0
Le ct ur er s W or ks ho ps C oa ch epl ay s in ar s zz es em et c. , qu i in g
48
24 16 4 8 8 6 12 6 12 2 4
R ol G am
S
NO OF RESPONDENTS % OF RESPONDENTS
INFERENCE: - From the above chart 48% of the respondence agreed organization was following workshop. Only only 4% of respondence agreed Organization was
Following games, quizzes.
TABLE -3 Q-3) Do you think that the training programme will help you in improving your
Knowledge?
OPTIONS Strongly agree Agree Disagree Strongly disagree Total CHART:-
NO OF RESPONDENTS 22 26 0 2 50
es ,
% OF RESPONDENTS 44 52 0 4 100
Training and development
60 52 50 40 30 22 20 10 0 Strongly agree Agree 0 0 2 4 26 44
Disagree
Strongly disagree
No.of respondents %of respondents
INFERENCE: - From the above chart 52% of employees are Agree. Only 4% of
employees are strongly disagree.
TABLE -4
Q-4) How has your relationship with your peers/subordinates/superiors changed after attending the training programme?
OPTIONS Excellent Good Average Poor Total
NO OF RESPONDENTS 10 35 5 0 50
% OF RESPONDENTS 20 70 10 0 100
Training and development
CHART:80 70 60 50 40 30 20 10 0 Excellent Good Average 10 20 5 10 0 0 35 70
Poor
NO OF RESPONDENTS
% OF RESPONDENTS
INFERENCE: - 70% of employees are feeling good. Only 10% of employees feel
Average.
TABLE- 5
Q-5) How far does the management consider your ideas and suggestion?
OPTIONS
NO OF RESPONDENTS
% OF RESPONDENTS
Training and development
Always In most occasions On some occasions Very few occasions Never Total CHART:45 40 35 30 25 20 15 10 5 0
A lw
4 16 20 8 2 50
8 32 40 16 4 100
40 32 20 16 8 4
si o n s io n s io n s
16 8 2
ca s e r N e v
4
a ys
ca s
ca
o c
so m
m
In
O n
NO OF RESPONDENTS
V e
ry
fe w
o s
e
t
INFERENCE: - From the above chart 40% respondence agreed management
considering their ideas on some occasions’ and only 4% agreed Management never considers their ideas.
TABLE- 6
Q-6) Are you satisfied with the recognition you get from the management for your work?
o c
o c
% OF RESPONDENTS
Training and development
OPTIONS Highly satisfied Satisfied Dissatisfied Highly dissatisfied Total CHART:90 80 70 60 50 40 30 20 10 0 5
NO OF RESPONDENTS 5 42 1 2 50
% OF RESPONDENTS 10 84 2 4 100
84
42
10 1 Satisfied 2 2
4
Highly satisfied
Dissatisfied
Highly dissatisfied
NO OF RESPONDENTS
% OF RESPONDENTS
INFERENCE:-From the above chart 84% of the employee’s satisfied recognition
get from the management and only2% dissatisfied.
TABLE -7
Q-7) Does the training programme help you in achieving both individual goals and organization goals?
Training and development
OPTIONS Yes No To some extent Total
NO OF RESPONDENTS 42 7 1 50
% OF RESPONDENTS 84 14 2 100
CHART:-
7, 14%
1, 2% Yes No To some extent 42, 84%
INFERENCE:-From the above char 84% of the respondence agreed training
programme helps in achieving both individual Employees interested to some extent. and Organizational goal and only 2% of
TABLE-8 Q-8) How often is training conducted?
Training and development
NO OF RESPONDENTS Quarterly 13 Half-yearly 10 Monthly 2 Depends on requirement 25 Total 50 CHART:60 50 40 30 20 10 0 Quarterly Half-yearly Monthly 13 26 20 10 2 4
OPTIONS
% OF RESPONDENTS 26 20 4 50 100
50
25
Depends on requirement
NO OF RESPONDENTS
% OF RESPONDENTS
INFERENCE:-From the above chart 50% of the respondence agreed that
training programme conduct depends on requirements and only 4% respondence agreed that training conducted monthly
TABLE- 9
Q-9) Are you satisfied with the frequency of the training programme?
OPTIONS
NO OF
% OF
Training and development
Highly satisfied Satisfied Dissatisfied Highly dissatisfied Total
RESPONDENTS 12 33 5 0 50
RESPONDENTS 24 66 10 0 100
CHART:70 60 50 40 30 20 10 0 Highly satisfied Satisfied Dissatisfied 12 5 24 10 0 0 33 66
Highly dissatisfied
NO OF RESPONDENTS
% OF RESPONDENTS
INFERENCE: - From the above chart 66% of the employees satisfied the
training programmes by NTPC, only 10% of the employees dissatisfied
TABLE- 10
Q-10) All techniques learnt in training programme are directly applied to your job?
Training and development
OPTIONS Yes No To some Extent Total
NO OF RESPONDING 26 21 3 50
% OF RESPONDENTS 52 42 6 100
CHART: 3, 6%
21, 42%
26, 52%
Yes
No
To some Extent
INFERENCE:-From the above chart 52% of the employees agreed techniques learn in
training programme are directly applied to their job and only 6% of employees interested to some extent.
TABLE -11
Q-11) What is the training methods followed for new joiners in the organization?
Training and development
OPTIONS Coaching Lecturer Seminars Workshops Total
NO OF RESPONDENTS 6 11 8 25 50
% OF RESPONDENTS 12 22 16 50 100
CHART:60 50 40 30 20 10 0 Coaching Lecturer Seminars Workshops 6 12 22 16 11 8 25 50
NO OF RESPONDENTS
% OF RESPONDENTS
INFERENCE:-From the above chart 50% of the employees agreed training method
Followed for new joiners to work shop and only 12% of employees Agreed coaching’s.
TABLE -12
Training and development Q-12) Training helps new joiners in the organization to get accustomed to the organization culture?
OPTIONS Strongly agree Agree Disagreed Strongly disagree Total CHART:60 50 40 30 20 10 0 Strongly agree 27 54
NO OF RESPONDENTS 27 22 0 1 50
% OF RESPONDENTS 54 44 0 2 100
44
22
0 Agree
0
1
2
Disagreed
Strongly disagree
NO OF RESPONDENTS
% OF RESPONDENTS
INFERENCE:-From the above chart 54% of the employees agreed training helps new joiners to accustomed to organization culture and only 2% of Employees are strongly disagreed
TABLE -13
Q-13) To what extent does the training boosts up your moral at work place?
Training and development
OPTIO0NS Very high High Average Low No effect Total CHART:50 45 40 35 30 25 20 15 10 5 0
NO OF RESPONDENTS 8 23 17 0 2 50
% OF RESPONDENTS 16 46 34 0 4 100
46
34 23 16 8 0 Very high High Average 0 2 4 17
Low
No effect
NO OF RESPONDENTS
% OF RESPONDENTS
INFERENCE:-From the above chart 46% of the employees feel that training boosts Up their morels at work place is high and only 4% feel that no effect.
TABLE -14
Training and development Q-14) Dose training programme help in enhancing the discipline at work place?
OPTIONS Yes No To Some Extent Total
NO OF RESPONDENTS 39 8 3 50
% OF RESPONDENTS 78 16 6 100
CHART:90 80 70 60 50 40 30 20 10 0 Yes No To Some Extent % OF RESPONDENTS 16 8 3 6 39
78
NO OF RESPONDENTS
INFERNCE:-From the above chart 78% of the employees agreed training progrmme
helps in enhancing the discipline at work place and only 6%of employees are interested to some extent.
Training and development
TABLE -15
Q-15) What is your opinion about the present training given by the organization?
OPTINS Excellent Very good Good poor Total
NO OF RESPONDENTS 9 19 17 5 50
% OF RESPONDENTS 18 38 34 10 100
CHART:-
40 35 30 25 20 15 10 5 0 Excellent 9 18 19
38 34
17 10 5
Very good
Good
poor
NO OF RESPONDENTS
% OF RESPONDENTS
INFERENCE:-From the above chart 38%of the employees agreed that present training
Given by the organization is very good and only 10%agreed it is poor.
Training and development
TABLE -16 Q-16) Do you gain knowledge at work place after attending training programme? OPTIONS Yes No To Some extent Total CHART:90 80 70 60 50 40 30 20 10 0 Yes No To Some extent % OF RESPONDENTS 6 12 3 6 41 82
NO OF RESPONDEMNTS 41 6 3 50
% OF RESPONDENTS 82 12 6 100
NO OF RESPONDEMNTS
INFERENCE:-From the above chart 82% of employees are agreed that gain knowledge After attending the training programme and only6% of the employees agreed that to some Extent.
Training and development
TABLE 17
Q-17) Are you satisfied with quality of training programme?
OPTIONS Highly satisfied Satisfied Average Dissatisfied High dissatisfied Total
NO OF RESPONDENTS 11 32 6 1 0 50
% OF RESPONDENTS 22 64 12 2 0 100
CHART:-
70 60 50 40 30 20 10 0
fie d fie d
64
32 22 11 6
ge
12 1 2
fie d
0 0
sa tis fie d
A ve ra
tis
sa
tis
D is sa
S a
tis H ig h
H ig
hl y
NO OF RESPONDENTS
% OF RESPONDENTS
INFERENCE:-From the above chart 64% of the employees satisfied with the quality of
training programme and only 2% are dissatisfied.
di s
Training and development
FINDINGS
• In this organization most of the employees are interested to adopt the workshops in the training methods apart the on the job training • • There is healthy relationship between the peers, subordinates, superiors.
In this organization maximum no of employees are agree with the management considering their ideas and suggestions on some occasions only
•
In this organization maximum no of employees are satisfied with the recognition they get from their work
•
In this organization training program’s will help the employees in achieving both individual goals and organization goals
• •
In NTPC training programs are conducted depend on requirement also.
In this organization maximum no of employees are satisfied with the training program conducted by NTPC
• •
Employers are gained knowledge at work place after attending the training Program
In this organization training programs will help the new comers in order to get Accustomed to the organization culture
•
In the organization the training boost up the self morale and discipline at Work Place
Training and development
•
For new joiners in organizations training method are conducted like coaching’s and besides orientation programs
•
According to NTPC training policy, training target of 7 man days of training but they are selecting employees randomly, as such some of the employees are not able to cover training 7 man days.
• • •
Employees are not at all satisfied with training need analysis (TNA). In NTPC employees are not satisfied with skill based training programmes
In NTPC for new joiners does not have an induction programmes.
Training and development
SUGGESTIONS
• NTPC should conduct more and more training programs related to the functional competencies of the employees. • NTPC should ensure that whenever they take feed back from employees their suggestions are taken into consideration and implemented as soon as possible this will make employees to give honest and appropriate feed back. • NTPC in this regard should conduct a forum for feed back so that real time information is available with respect to training needs of the employees. • Aim of any company is to ensure that all employees apply techniques learnt in training program on the job hence at each level skill base training should be given. • The needs to organize more and more effective personality development programs tie- ups can be made with leading institutions for the same. • The need is for the management to bring the most efficient trainers to the training programs there trainers can be selected on basics of their ratings in the corporate world. • Here the management has to improve the quality of the training programs in NTPC. A quality based approach like PCMM can be used. • While evaluating the training programmes the feed back will be collected each and every day in training period and also the feed back form can be distributed to the employees every day in lunch break
Training and development • The organization has to strive to implement training need analysis (TNA) for better planning to every training programme and also consider the Return on Training Investment(ROTI) • The NTPC has to conduct multi skill based programmes to meet the further needs of the organization. • NTPC have to implement the induction training programmes.
Training and development
BIBLIOGRAPHY
BOOKS • • • • • • • • “Mammoria C.B. (2000), Personnel Management”, Himalaya Publishing House. “Chhabra T. N. (2002), Human Resource Management”, Dhanpat Rai & Co. (P) Ltd. “Cornelius Nelarine, (2000), Human Resource Management”. “Robbins Stephen P & Coulter Mary, (2003), Management”, Pearson Education. “Boydell Tom, (2000), Identifying Training needs”, Tata McGraw Hill Publishing Co. Ltd. “Aswathappa (2001), Human Resource and Personnel Management”, Tata McGraw Hill Publishing Co. Ltd. “T.V.Rao (2006), Readings in Human Resource Development”, Oxford&IBH Publishing co.pvt.ltd. “Dr.Lalitha Bal Krishnan, Mr.S. Srividhya (2007)”, Human Resource Development WEBSITES • • • • • • • www.ntpc.co.in www.google.com [email protected] (human resources) [email protected] (business process reengineering) [email protected] (change management) [email protected] (consulting) www.citehr.com
Training and development
QUESTIONNAIRE
Name Age Department : : : d) >15 years Designation :
Qualification :
1. Your work experience in the company? (a) <5 years b) 5-10 years c) 10-15 years 2. What are the methods followed for training? a) Coaching e) Role-plays b) Lectures c) Seminars
d) Workshops
f) Games, Quizzes etc.,
3. Do you think that the training programme will help you in improving your knowledge? a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree
4. How has your relationship with your peers/subordinates/superiors changed after attending the training programme? a) Excellent b) Good c) Average d) Poor
5. How far does the management consider your ideas and suggestion? a) Always b) In most Occasions c) On some Occasionsd) Very few Occasions e) Never 6. Are you satisfied with the recognition you get from the management for your work? a) Highly Satisfied organization goals? b) Satisfied c) Dissatisfied d) Highly Dissatisfied 7. Does the training programme help you in achieving both individual goals and
Training and development a) Yes b) No
8. How often is training conducted? a) Quarterly b) Half-Yearly c) Monthly d) depends on requirement
9. Are you satisfied with the frequency of the training programme? a) Highly Satisfied b) Satisfied c) Dissatisfied d) Highly Dissatisfied
10. All techniques learnt in training programme are directly applied to your job? a) Yes b) No
11. What are the training methods followed for new joiners in the organization? a) Coaching b) Lectures c) Seminars d) Workshops
12. Training helps new joiners in the organization to get accustomed to the organization culture? a) Strongly Agree b) Agree c) Disagreed d) Strongly Disagree
13. To what extent does the training boosts up your moral at work place? a) Very High b) High c) Average d) low e) No effect.
14. Does training programme help in enhancing the discipline at work place? a) Yes b) No
15. What is your opinion about the present training given by the organization? a) Excellent b) Very Good c) Good d) Poor
16. Do you gain knowledge at work place after attending training programme? a) Yes b) No
17. Are you satisfied with quality of training programme? a) Highly Satisfied d) Highly Dissatisfied b) Satisfied c) Average c) Dissatisfied
Training and development 18. Do you suggest me any thing related to training programme______________ _________________________________________________________________
doc_267658406.doc
NTPC's core business is engineering, construction and operation of power generating plants and providing consultancy to power utilities in India and abroad.
Training and development
INTRODUCTION
Training has become a major growth industry in recent years. Every organization needs to have well trained and experienced people to perform the activities that have to be done .In rapidly changing society employee training is not only an activity that is desirable but also an activity that an organization must commit resources to ,if it is to maintain a viable and knowledge workforce. Planned development training programme will return values to the organization in terms of increased productivity, heightened morale, reduced costs and greater organizational stability and flexibility to adapt to changing external requirements. Such programmes and assignments that can add up to lifelong careers. Training is a learning experience which seeks a relatively permanent change in an individual that will improve his or her ability to perform the job. We typically say training can involve the changing of skills, knowledge, attitudes or social behavior. It may mean changing what employees know, how they work or their interactions with their co-workers or their supervisors.
Training is the systematic development of the knowledge, skills and attitudes required by an individual to perform adequately a given task or jobs. Training can involve learning of various kinds and in various situations i.e. on the job, off the job, in the company or outside the company. It can involve the use of many techniques like demonstration, practice, coaching guided reading, lectures, discussions, case studies, role playing, assignments, projects, group exercises, programmed learning, seminars ,workshops,games,quizzes etc., and Educationists. These techniques can be deployed by many people, specially by company Trainers, Managers, Supervisors, colleagues or External Trainers
Training and development TRAINING CONSISTS OF: ? The identification and analysis of training needs—All T raining Programmes must be directed towards the satisfaction of defined needs: for the company as a whole, for specific functions or groups of employees, or for individual. The definition of training objective –Training must aim to achieve measurable goals expressed in terms of the improvement or changes expected in corporate, function, departmental or individual performance. The preparation of training plans—these plans must describe the overall schemes of training and its costs and benefits. It also provide for the development of training programmes and facilities, the selection and use of appropriate training methods and the selection of trainers. The implementation of Training plans: This includes the maintenance of training records. The measurement and analysis of results: This refers to the validation of the achievements of each Training Programme against its objective and the education of the effect of the whole Training scheme on company or departmental performance. The feedback of the results: This refers that getting feedback of validation and
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?
?
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evaluations so that training plans, programmes and techniques can be improved
Training and development The sequence of Training:
Identify the Training Needs
Prepare Training Plans
Programs mes
Facilities
Methods
Trainers
Implement the Training Plans
Validate
Evaluate
Training and development
INTRODUCTION
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 the balance 10.5% is held by FIIs, Domestic Banks, Public and others. For shareholding pattern. 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 NTPC’s 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. 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. NTPC’s share on 31 Mar 2007 in the total installed capacity of the country was 20.18% and it contributed 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 and operations. 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.
Training and development 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. The massive afforestation by NTPC in and around its Ramagundam Power station (2600 MW) has contributed reducing the temperature in the areas by about 3°c. NTPC has also taken proactive steps for ash utilizations. In 1991, it set up Ash Utilisation 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 the its projects. Through its Rehabilitation and Resettlement programmes, the company endeavors to improve the overall socioeconomic status of Project Affected Persons. .
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 identified NTPC as one of the jewels of Public Sector ‘Navratnas’- a potential global giant. Inspired by its glorious past and vibrant present, NTPC is well on its way to realise its vision of being “A world class integrated power major, powering India’s growth, with increasing global presence”.
Training and development
HUMAN RESOURCES
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 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 discipline 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 canters, 2 simulator training canters and an apex institute namely 'Power Management Institute' (PMI). While the project training canters (Employee Development Canters) have specialized in imparting technical skills and knowledge, PMI places emphasis on management development. Besides opportunities for long term education are also provided through tie ups with reputed Institutions like IIT, Delhi, (M.Tech in Power Generation Technology), MDI, Gurgaon (Executive MBA programme), BITS, Pilani (B.Tech) etc.
Training and development 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. 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 perform and 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 the employees 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 2005.
Training and development NEW BUSINESSDEVELOPEMENT: NTPC, with a rich experience of engineering, constructing and operating over 26,000 MW of thermal generating capacity, is the largest and one of the most efficient power companies in India, having operations that match the global standards. NTPC has identified Joint Ventures, strategic alliances as well as acquisitions and diversifications as viable and desired options for its business development.
NTPC looks for opportunity to create such joint ventures and strategic alliances, in the entire value chain of the power business. NTPC as a partner endows the Joint Venture Alliances with a winning acquisition and Diversifications in the areas related to the core business not only ensure growth but also add to the robustness of the company. Diversification is carried out either directly or through subsidiaries/JVs.
Training and development
COMPANY PROFILE
Name of the company Chairman Directors : NATIONAL THERMAL POWER CORPORATION
: Shri.C.P.Jain. : T. Sankaralingam. Chandam Roy, R.S. Sharama, R.K. Jain, AK.Singhal, M.Sahsssoo, Harish chanra : L.V.Rao : K.D.V.Prasad rao : SOUTHERN REGION 2ND &5TH FLOOR, MCH COMPLEX R.P. ROAD, SECUNDERABAD – 500003 ANDHRA PRADESH : NTPC BHAWAN CORE-7, SCOPE COMPLEX, 7 INSTITUTIONAL AREA, LODI ROAD, NEW DELHI-110003 : NATIONAL THERMAL POWER CORPORATION .
ED DGM Company address
Head Office
Location
[SRHQ], situated in the Hot of the Hyderabad in A.P. The company is established in an area where the basic all facilities are available in plenty.
Nature of Business Year of Establishment
:
POWER PRODUCTION : NTPC was incorporated in 1975. In the last 31 years,
it has grown into the largest power utility of India.
Training and development Company Capital : The net profit after tax for the year was Rs. 58,202
million – almost at the same level as the previous year’s profit of Rs. 58,070 million. However, on an adjusted basis the profit after tax was Rs. 53,263 million as compared to Rs. 45,176 million in the previous year thus growing by 17.90%.
Company Status data of 1998.
: NTPC is the sixth largest thermal power generator
in the World and the Second most efficient utility in terms of capacity utilization based on
No. of Employees employees.
: 23500 through India but in Hyderabad only 250
Company’s Vision, Mission and Core Values:
VISION: "A world class integrated power major, powering India’s growth, with increasing global presence" MISSION: "Develop and provide reliable power, related products and services at competitive prices, integrated multiple energy sources with innovative and eco-friendly technologies and contribute to society" CORE VALUES: (B C O M I T) B - Business Ethics C - Customer Focus O - Organizational & Professional Pride M - Mutual Respect & Trust I - Innovation & Speed T - Total Quality for Excellence Share Capital:i) Authorized: Rs. 10,000.00 crore ii) Subscribed, issued& paid-up: Rs. 8,245.46 crore
Training and development DIFFERENT DEPARTMENTS IN NTPC (SRHQ):- NTPC has various departments like. 1. Human resource management. 2. Finance department. 3. Finance/ Internal audit department. 4. Commercial department. 5. Operation services department. 6. Vigilance department. 7. Planning and monitoring department. 8. New projects department. 9. Engineering department. 10. Ash utilization department. 11. Contracts and materials department. 12. Information Technology department. 13. Total Quality Management. 14. Corporate Social Responsibility. CATAGERIES:I. II. III. Executives [E1 to E9]. Workmen [W0 to w11]. Supervisors [S1 to s4].
E1 - Assistant officer. E2 -Senior Assistant officer. E2A –Officer. E3- Senior officer. E4- Deputy Manager. E5- Manager. E6- Senior Manager. E7- Deputy General Manager. E7A- Assistant General Manager. E8- General Manager. E9- Executive Director.
Training and development DIFFERENT DEPARTMENTS IN HRM:1. Employee development. 2. Establishment. 3. Employee welfare. 4. Employee services. 5. Public relations. 6. Human Resource Industrial Engineering. 7. Law.
8. Rajbhasha (Hindi cell).
Business of the Company:NTPC has been established to carry out the objectives specified in the Memorandum & Articles of Association of the Company as amended from time to time. The main activities of NTPC are setting up of power plants and power generation through its coal-based and gas-based power plants. The Company has also diversified into construction of hydro power plants and generation of hydro power besides trading and distribution of electricity. The Company is now entering into area of coal mining & coal washrags and oil exploration as well. The business portfolio of the company is as under:
i) Power Project Construction ii) Generation of Electric Power. iii) Coal Mining and Coal Washries. iv) Oil Exploration. v) Distribution, Trading of Electricity, Trading of Ash and other related products through its wholly-owned subsidiary companies.
Training and development
About HR Department
:-
Effective management of human resources is essential to the survival and growth of organizations. The HR department plays an important role in the efficient and effective functioning of an organization. In NTPC the HR manager provides sound advice, valid information, useful assistance and every other possible support to the line managers. He also handles various functions such as employment, training, development, wage and salary administration, grievance, redressed, collective bargaining etc. HR Department in NTPC Ltd:The HR department in NTPC acts as bridge between the employees and the management. It gives advice to the management including the top management on various people related issues. The HR department facilitates the design and implementation of many developmental activities like training, management development and performance appraisal.HR department takes initiative in preparing the organization and its employees to face new challenges successfully.HR department ensures the compliance of various laws and regulations which govern the organization environment. There 26 employees working for HR department from top level to lower level.
Training and development
DETAILS OF TRAINING AND DEVELOPMENT IN NTPC
1. PHILOSOPHY: The basic philosophy of the guidelines is to make training an effective instrument in transforming NTPC into a learning organization 2. OBJECTIVES: The objectives of the guidelines are to: • • • • • • • Make learning one of the fundamental values of the Company Ensure value addition through training to the overall business process Institutionalize learning opportunities that supplement work experience Integrate organizational and individual developmental needs 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. Provide linkages between the different functionaries of training activity Provide linkages of training activity with overall Human Resource function.
3. COVERAGE: The Training System shall cover all regular employees of the Company nominated for training. 4. DEFINITIONS: 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. 2. Training Year: Training Year shall mean a period of one year commencing
Training and development from. 1stApril till 31st March of the subsequent year 3. In-house Training Programme: A training programme designed, developed and conducted within the Company, exclusively for the regular employees of the Company, with or without the assistance of external agencies. 4. External Training Programme: A training programme designed, developed and conducted within 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. 5. Planned Intervention: A grade/level/category-wise in-house training programme, normally based on a template course design, and conducted to improve competency base of employees as felt necessary by the organization. 6. Need-based Programme: A training programme, designed, developed and conducted on the basis of the developmental needs felt and identified for the employees concerned in the Training Needs Form. 7. Specified Intervention: An external training programme or an in-house training programme other than a Planned Intervention or a Need-based Programme, conducted to improve certain specified competencies, as felt necessary by the organization. 8. Classification of Training Needs (for Need-based Programmes): A) Essential: Developmental needs which, if not met, may affect job performance. B) Desirable: Developmental needs which are necessary for personal development and growth. C) Short-term: Developmental needs which need to be performance. D) Long-term: Developmental needs which need to be fulfilled for future job performance, in next two years or so. fulfilled for immediate job
Training and development
5. TRAINING TARGET: • It shall be the Endeavour of the Company to provide seven man days of training in a training year to every employee.
•
Employees shall make full use of the Training Systems to support this Endeavour to create a learning organization.
6. AGENCIES OF TRAINING: The agencies that shall deal with the training function in the Company shall include. • 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 and advanced 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. • Unit Training Centers: Unit Training Centres shall cater to the training and development needs of the employees of the respective units. • Simulator Training Centers: The Simulator training centres at Korba & Kawas, designed to produce real time behaviour 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 training centres would also provide training to external agencies / organizations, on commercial terms.
Training and development • Regional HR group: The Regional HR group shall cater to the training and development needs of the employees of the respective region. Wherever it is not feasible for the Unit Training Centres 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 • Corporate HR Group: HR Group shall co-ordinate external training programmes for all the employees of Corporate Centre. It would also coordinate specified interventions for targeted groups • Departmental Training Coordinator: 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 the Departmental Training coordinators 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. TRAINING NEEDS ANALYSIS (TNA): The objectives of Training Need Analysis Is • • • • • systematically identify developmental needs of employees integrate so-identified individual needs with organizational needs enhance relevance and acceptance of training programmes Employees would identify their training needs once in two years. This is as per the Training Plan implemented in 1998. 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
Training and development related to the employee’s present responsibilities and his likely areas of future assignments. • Training Needs would be classified as Essential and Desirable along two timeframes of short-term (for immediate job performance) and long-term (for future job performance, in next two years or so). The identified needs would be prioritized in the following manner: Priority A Priority B Priority C Priority D • Essential Short-term Desirable short-term Essential long-term Desirable long-term
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 would consolidate and submit the filled up Training Need forms of Executives and Non- Executives, of his/her department concerned to the respective Training Centre by 30th October
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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
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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.
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In case of advanced training needs where it is not possible for the Training Centres to design and conduct programmes, the same should be forwarded to PMI for designing and conducting Company-level programmes and
Training and development incorporation of the same in its Training Calendar. For this purpose, the Heads of Personnel of Regions and PMI shall meet before 15th December for sharing Training Calendars of the Projects/Stations of the respective Region and for providing inputs to the Training Calendar of PMI • 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 Region would 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. • 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 • 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 respective departments, by 15th December. 8. TRAINING CODE DIRECTORY: • 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 training needs identified and training programmes attended by employees. • The needs may be analyzed 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
Training and development ‘AAAA’ for initial consideration/registration. Subsequently these would be reported to PMI for inclusion in the Code Directory.
9. TRAINING CALENDAR:
• The Heads of training from the Projects / Stations would meet in the Regional Head Quarter during 1week of January to share training calendars. They would also provide inputs to RHQ / PMI regarding programmes to be assigned to projects. • Each Training Centre/PMI shall bring out, by 15th 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. • 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. • The Training Calendars of the various Training Centres 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/Station would be circulated to other Training Centres and PMI by 15th March, for need-based utilization. 10. NOMINATION SYSTEM: The objectives of the nomination system are o To ensure that employees are nominated to training in areas which are relevant to their duties or which have been identified as their developmental needs o 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. RHQ / PMI, from out of the training needs identified by the employees of their respective
Training and development
11. CATEGORISATION OF PROGRAMMES: On the basis of duration, training programmes would be categorized as o Short-duration o Medium-duration o Long-duration Up to Three days Four days to ten training days Above ten training days
12. LIMIT ON THE NUMBER OF PROGRAMMES: An employee may be nominated for training programmes within the limits stipulated herein.
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Short-duration Medium-duration Long-duration
Maximum of three in a year Maximum of two in a year Once in two years
13. INFORMATION REGARDING NOMINATION: An employee will normally be informed through his Reporting Officer, by the Training Agency, regarding his/her nomination for the programme preferably with a notice of 3 days in case of short-duration progammes 7 days in case of medium-duration programmes 2 weeks in case of long-duration programmes
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14. NON-ATTENDANCE /ABSENCE FROM TRAINING PROGRAMMES: • Communication regarding inability to attend the programme shall be intimated to the Training Agency at least 1 day before the programme for short-duration programmes, three days for medium-duration programmes and one week for longduration programmes.
Training and development • Where an employee has been nominated but has absented himself or withdrew in the midst of the programme or has partially attended the programme without giving adequate notice and adequate reasons for the same, the cost of the programme may be recovered from the monthly salary of the employee in interest-free equated monthly installments within a year. • The Training Agency, within two days from the commencement of the programme, shall take up with the Reporting Officers cases of absence/withdrawal. 15. TRAINING DATABASE: • • • • • Training centers should maintain a database of training details of all employees of the respective unit, which shall include Training Needs identified Training Programmes nominated/attended/absented The Training Centers should also maintain details of the programmes conducted, training cost and all other similar information PMI would maintain the training database for all executives. For this, different training agencies should forwarded training details to Power Management Institute on a monthly basis • Training details will be periodically updated in the personal files of the employees, for which the Training Agency would forward the details of nomination/attendance/absence of employees to the Head of Personnel concerned. 16. TRAINING EVALUATION: The objective of training evaluation is to enhance value addition through training programmes by building on the strengths and by removing the shortcomings, if any, and measure the impact of training programmes on job behavior. Training Evaluation would be done at three levels: • • • Pre-training Evaluation Programme Feedback Programme Feedback
Training and development 17. Pre-training Evaluation: Pre-training Evaluation is aimed at detecting shortcomings in the programme design before the commencement of the programme. For this, in case of all in-house long-duration programmes, the Training Centre/PMI/HR Group, as the case may be, shall review the programme design, content etc. in the light of the feedback obtained from a sample of participants 18. Programme Evaluation: The Training Centre/PMI/HR Group, as the case may be, shall seek participant feedback at the end of the training programme in the Programme Feedback Form
19. Impact Assessment: It involves measuring the change in job behaviors of the
employee on account of the learning during the training programme. The information would be collected through the Impact Assessment Form (IAF)
20. Programme Evaluation Report: After Impact Assessment, the Training
Centre/PMI/HR Group, as the case may be, would prepare a Programme Evaluation Report in case of all Long-duration programmes and Planned Interventions of duration of not less than 10 training days in the Performa given and circulate it to all the participants concerned.
21. Honorarium for faculty: Honorarium for faculty, both internal and external, for
straining programmes would be regulated as per the extant rules on ‘Honorarium rates and other training related expenses’.
Training and development
SCOPE OF THE STUDY
The study covers 50 respondents at worker level. The study “Training programmes “covers whether the training programmes conducted by the company are useful for employee’s overall development i.e. Individual development and organizational development. The study benefits for the employees and management for further changes in the programmes for their improvement
Training and development
OBJECTIVES OF THE STUDY
• • To measure the impact of training programmes and their effectiveness in NTPC ltd. To find out the improvement of the employees work skills based upon the training programmes. • To study the scope for employee advancement and career development oppournities in NTPC Ltd. • • • To find out whether the employee is benefited from the programmes.
To get feed back on the Training Programmes of NTPC Limited.
To know about the evaluation process of training programme.
Training and development
RESEARCH METHODOLOGY
In any study of research a proper reason of analysis is essential for reaching the goal or an effective solution to the problem. This reasoning can be done in a research study with the help of research methodology. Research methodology is a way to systematically solve the problem. It may be understood as a science of studying how research is done scientifically. The present study is on “TRAINING & DEVELOPMENT PROGRAMMES AT NTPC LIMITED”. The research was done to find out whether the company is providing the Training Programmes to employees which are useful to set the goals to achieve their objectives.
Sample Size: The Sample constituted of 50 Employees form various departments of the company. Survey Design: The survey is based on the primary source of data. Three methods of primary data were selected to conduct the study i.e., Questionnaire, Observation and Personal Interviews methods. Since the statements in the Questionnaire and Schedule were qualitative, they are quantified on a three-point to Six-point Scale using Likert type technique. Respondents are asked to tick mark the appropriate scope on a five-point or six-point continuum.
Method of Sampling: There are many sample methods to collect data. The sampling method used is simple random sampling
Sources of data:
Training and development The data has been collected from both Primary and Secondary sources for the research work. Primary Data: The primary data is collected with the help of questions, which consists of closed ended questions. The questionnaire is chosen for of its simplicity and reliability. Researchers can expect a straight answer, which is directly related to the questions asked. Interpretation of data under this can also be done correctly .It helps the responded to understand the significance and answer reliability. In this method response rate and reliability is higher. In addition to this the data is collected through observation method and personal interview. Secondary Data: Secondary data is collected through the document provided by Personnel Department such as training schedules, personnel manuals, reports regarding suggestions, scheme etc., relevant books from various authors on HRD, magazines, journals and other reports. Statistical tools used: The design tool used to analyze the data is Percentage method. Percentage method: The method is very simple to analyze the data. The sample size may be large . To analyze such large size of data, we change into percentages. To change that the formula is
No of respondents Total No of sample size
Plan of Analysis: The data, which was collected from the respondents through a structured questionnaire, was organized, processed and tabulated on a data sheet. Separate tables were furnished under specific headings. They were analyzed with the help of statistical analysis
*100
Training and development techniques in order to interpret the data and draw conclusions. Graphs were also drawn to depict a clear picture of findings and conclusions
LIMITATIONS OF THE STUDY
1. Data collected is confined to NATIONAL THERMAL POWER CORPORATION, secunderabad only. 2. 3. The study is limited to Training Programmes. The sample chosen for the study was just 50 out of 250 by not disturbing their work which was strictly in compliance with the company rules and regulations. 4. As the Employees are busy with their hectic work, interview was conducted in fragments, whenever they were free. As a result the string of continuity was lost and this could have affected their style of answering. 5. It was not possible to collect information from all the employees in the Organization. 6. Human beings tend to behave artificially particularly, this happens particularly when they are observed or interviewed. This might have disorted the findings to some extent.
Training and development
IMPORTANCE OF TRAINING
With the advancement in technology and the spread of business on a global scale, it has become necessary for the organizations to concentrate on training their employees to meet the global challenges. Merely selecting employees does not ensure that an organization will be successful. It has to train them to face the continuous challenges of a competitive business environment Moreover, the ongoing trends of greater work force diversify, flatter organization in increased global competition. This increases the significance of training and development in helping the employees take up greater responsibilities. Definition and Purpose of the Training: Training is an essential need of an oriented program for new recruits in an organization. Training enhances the skills and capabilities of the individual in an organization. According to Michael Armstrong task or job”. According to Edwin Flippo, training is “the act of increasing knowledge and skills of an employee for doing a particular job”. The main objectives of Training are: * Improving Employees Performance * Updating Employee skills * Avoiding Managerial Obsolesce * Preparing for promotion and Managerial Succession * Retaining and Motivating Employees. training is “the systematic development of the
knowledge, skills and the attitudes required by an individual to perform adequately a given
Training and development * Creating an Efficient and Effective Organization AREAS OF TRAINING:Training enhances the overall performance of an organization in various ways. Training in one area can benefit the organization in many other areas. The major areas where employees are trained are: 1. Company policies and procedures: Understanding company policies and procedures is important for an employee of the organization .An employee should acquaint himself with the organization‘s rule, practices, process and procedures, apart from the organization culture, structure and business. 2. Skilled-Based Training: Employees should be provided training to match the skill requirements of the job they perform. Such training helps in improving the employee’s job effectiveness. Skilled base training should also be imparted to enable the employees adapt to technological changes. 3. Human Relation Training: In an organization, employees interact with their peer, supervisors, subordinates, suppliers and customers. They might also have to interact with external agents like Government agencies or legal bodies. It is important to employees to know how to manage their professional relationship. Human resources training is essential to improve the employee’s skills in the area of self training, interpersonal skills group dynamics, perception, leadership styles, motivation, disciplinary procedures, grievances redressal, and soon. 4. Problem Solving Training: Every employee encounters problems in the course of his work in an organization. These can range from simple operational problems to major decision-making problems. Training in problem-solving skills equips an employee to deal successfully with such problems. 5. Managerial and supervisory Training:
Training and development All employees in an organization, at some point of time perform managerial and supervisory functions such as planning, organizing, directing, controlling and decisionmaking. Thus, training in these areas is essential for employees as they move ahead in their career paths to assume positions of increase responsibility.
TRAINING INPUTS:There are three primary types of inputs –skills, attitudes and knowledge. The primary purpose of training is to establish a sound relationship between the employee and his job. This purpose can be served when the workers attitude is in favor of the job, organization is adequate and when the worker possesses the required skills. Training activities are therefore aimed at increasing, modeling and modifying the skills, attitudes and knowledge of the employees. 1. Skills: Training programmes give an excellent oppournity for developing the skills of presentation. Through role-plays, video recording and syndicate work. Employee can be exposed to the experience of making presentation in a friendly atmosphere. Training activities encompasses activities ranging from the acquisition of a sample mechanical skill to a complex administration one. 2. Attitudes: Training programmes in industry are aimed at moulding employee’s attitudes to achieve support for company activities and to obtain better cooperation and greater loyalty 3. Knowledge: The final main benefit to an individual from training programme is the increase in knowledge. Experience is a great teacher; but people will only learn from experience the lessons, which happen to emerge from daily life. Employee should possess: 1. 2. Knowledge about the job, the factory, industry and its organization in general Specific knowledge about the job, knowledge relating to the quality and standard of the products/services and knowledge about the particular discipline relating to
Training and development the job. The company has to provide this knowledge through the training programme. TRAINING METHODS:The most popular training methods used by organizations can be classified as either, On the job training Off the job training On-the-Job training On the job training takes place in a real environment where the trainee is exposed to an actual work situation. The major advantage of this method is that the trainee will get hands-on experience. This form of direct learning helps the employees understand and imbibe the training lessons better. This will also help in better application of the knowledge and skills gained during the training. The disadvantage of on-the- job training is that, as the trainee is still going through the learning process, any mistakes he commits on the job might result in a loss to the organization. Hence while choosing this method; the organization should asses the damage caused due to the mistakes by the trainees. Some widely used on- the-job programmes are a. Job instruction training b. Apprenticeship& coaching c. Job rotation d. Committee Assignments a. Job instruction training: In this method of training, the trainee is given instruction by their trainer while performing the job on the site and any doubts of the trainee are cleared immediately. This method is very popular because the trainee can discuss his problem in performing the job immediately with the trainer. Job instruction training follows a systematic sequence of activities. • As the first step, the trainee is prepared for the training by giving him clear information about the training to be imparted, the job to be performed and the
Training and development venue and the time of training, any doubt regarding the training should be cleared at this stage. • After the training is imparted to the trainee, in the form of instruction, the trainee is asked to demonstrate the job. This will help in assessing the trainee’s understanding of the instruction and his learning. • After the trainer is satisfied with the performance of the trainee, the trainee is left on his own, with someone designated to be called upon when he requires any assistance or help. b. Apprenticeship & coaching: Individuals seeking to enter skilled trades, like those of carpenters, electricians, etc, are required to go through formal apprenticeship under experienced employees, before they join their regular jobs. The apprenticeship period typically ranges from one year to five years. Apprenticeships are not “employees’ of the organization and are not governed by any of the laws that are applicable to regular employees. They do not even figure on the organization’s rolls. Coaching is similar to apprenticeship where the coach acts as a model for the trainee to emulate. Typically, the supervisors or HR professionals function as coaches. Coaching is provided for employees when needed, rather than being a part of a more planned, structured program. Participation, feedback and knowledge transfer to job are generally high in coaching. c. Job Rotation: This is a training method where the trainee is placed on various jobs across different functions in the organization .The trainee gains cross-functional knowledge and is equipped to take up different jobs .The time spent on each of the jobs ranges from one to two days to several weeks. Under job rotation, the trainee moves from his trainers/supervisors in each of the different job assignments. d. Committee Assignments: Under the committee assignments method, groups of employee are given an actual organizational problem and are asked to find a solution. The trainee develops their team-
Training and development management skills, interpersonal skills, communications skills, problem- solving skills and leadership while solving the problem as a group. Off -the -job training While the training is performed on the job, any mistake by the trainee might result in damage to the organization, especially if it involves a customer or something of value. To avoid such situations, off –the-job training is used. An advantage of off the job training is that the employees are free from distractions of his job requirements and would be able to concentrate better on learning the job rather than just performing it. Off-job-training refers to the training imparted away from the employee’s immediate work area.
Methods of Off-The-Job-Training: 1. Class Room Lectures: The lecture or conference approach is well adapted to conveying specific information rules, procedures or methods. The use of audiovisuals or demonstrations can often make a formal classroom presentation more interesting while increasing retention and offering a vehicle for clarifying more difficult points. The lecture liabilities include possible lack of feedback and the lack of active involvement by the trainee. However, this can be partially offset by reducing the structured lecture format and allowing trainee to provide feedback to the lecturer or creating discussions groups under the direction of a conference leader. 2. Simulation Exercises: In this method of training, the trainee is exposed to an artificial work situation that closely resembles the actual work situation. In situations where the organizations cannot afford any mistakes by the trainee during on-the-job training, simulation exercises are great help. Simulation exercises can be in the form of : a. Case exercises- In this method, a real-life problem encountered in the organizations is presented to the trainees in the form of a case study. They are then asked to analyze the case and present their views and recommendations for solving the problem. They also have to suggest alternative courses of action to provide for contingencies that might arise.
Training and development b. Experimental exercises- In these exercises, the trainer simulates situations where
the employees are exposed to actual work problems. For example, the trainer can create a situation where the employees are required to work in teams. After the exercise is complete, the trainer discusses the behavior of the employees during the exercise, with the group. He appraises the trainees about their performance and discusses the exercise with the help of the theoretical concepts. In this way, the employees learn quickly and also understand their mistakes or problems easily. Hence, in experiential exercises, employees learn through direct experience. c. Computer modeling- Complex computer modeling simulates the work environment by programming a computer to imitate some of the realities of the job. Computer modeling is widely used by airlines in the training of pilots. The computer simulates a number of critical job dimensions and allows learning to take place with out the risk or high costs that would be incurred if mistakes were made in a real life flying situations. An error during a simulation offers an opportunity to learn through ones mistakes. A similar error under real life conditions might cost a number of lives and the loss of a multimillion –dollar aircraft quite a high price for learning exercise. Obviously, complex computer modeling is expensive and can be justified only where programmes are formal. A number of trainees will be developed and the costs of allowing the individual to learn on the job are prohibitive. d. Vestibule trainingThis is a training method where the actual work conditions are
simulated and the equipment used by the trainees is similar to what is used on the job. In this way, the trainees gain experience of using the equipment with out any pressure of work or cost involved. Though expensive, vestibule training helps employees ‘again knowledge about the actual job situations .It also reduces the problem of transferring learning to the job, since the trainee uses the same materials and equipment during training, as on the job. e. Role playing- Role-playing is described as a method of human interaction .It involves realistic behavior in imaginary situations. The trainee assumes the role of different characters in the organizational context. For example, some trainees may form the HR Department while others form the labor union. The ensuring role-play of negotiation can
Training and development help them improve their negotiating skills, communications skills etc. A role-play basically helps in improving the communications, people-management and relationship management skills of the trainees. 3. Programmed instructions: In this method of training the trainee is given a series of questions after he studies the relevant material required for the accomplishment of the job. After the trainee answers questions, he is given immediate feedback whether it is right or wrong. If the answer is correct, he is asked to proceed to the next questions but if it is wrong, he is asked to refer back to the material. This kind of program promotes continuous interaction between the trainer and the trainee and facilitates learning. EVALUATION OF THE TRAINING PROGRAM:After a training program has been implemented, the organization should evaluate the program. This evaluation helps the organization identify the areas for improvement, which can help in designing future training programs.
Factors that can be used to evaluate a training program are: • • • • Trainee’s feedback on the content and process of training Changes in job performance or behavior as a result of training. Measurable improvements or results seen in individuals or the organization like decreased absenteeism or fewer accidents Knowledge or learning acquired by the trainee as a result of the training experience. The method to be used for evaluating a training program has to be determined at the planning itself .Evaluating helps in auditing and redesigning a training program. Methods of Evaluation:
Training and development It is an accepted fact that besides money, material and machine, the success of any organization depends up on its human resources. In light of these training is more important to employees under heads which are specific and planned properly. Test-rest Method: The first approach is referred to as test-rest method. Participants are given a test before they begin the program. After the program is completed, the participants retake the test .The difficulty arises in an attempting to substantiate the changes in the test scores. This will be reflected in performance and that whatever changes has occurred can be fully attributed to the instruction. Pre-post performance method: The utilization of tests as proxies (substitute for job performance) creates the opportunity for error. Our second approach, the pre-post performance method is designed to correct these errors. In this method, each participant is evaluated prior to training and rated on actual job performance. After the instruction is completed the participants are reevaluated .As with the test-rest method, the increase is assumed to be attributed to the instruction .However, in contrast to test–rest, the prepost performance method deals directly with the job behavior. Experimental control group method: The most sophisticated evaluate approach is the experimental control group method. Two groups are established comparably as skills, intelligence and learning abilities are evaluated on actual job performance. Members of the control group work on the job but do not undergo instruction. The experimental control group is given instructions .At the conclusion of training the two groups are reevaluated. If the training is really effective, the experimental group performance will have improved. And its performance will be substantially better than that of the control group. This approach attempts, to correct other than instruction programmes that influence job performance. Of the three methods mentioned, the experimental control group method is preferred.
Training and development
TABLE -1 Q-1) your work experience in the company? OPTIONS <5 years 5-10 years 10-15 years >15 years Total CHART:90 80 70 60 50 40 30 20 10 0 <5 years 5-10 years 10-15 years >15 years 3 6 2 4 3 6 42 NO.OF. RESPONDENTS % OF RESPONDENTS 84
NO.OF. RESPONDENTS 3 2 3 42 50
% OF RESPONDENCE 6 4 6 84 100
INFERENCE: - From the above chart 84% of employees are more than 15 years
Experience. 6% of employees are below 5 years
Training and development
TABLE- 2
Q-2) what are the methods followed for training?
NO OF RESPONDENTS Coaching 4 Lecturers 8 Seminars 6 Workshops 24 Role-plays 6 Games, quizzes etc., 2 Total 50
OPTIONS
% OF RESPONDENTS 8 16 12 48 12 4 100
CHART:-
Training and development
60 50 40 30 20 10 0
Le ct ur er s W or ks ho ps C oa ch epl ay s in ar s zz es em et c. , qu i in g
48
24 16 4 8 8 6 12 6 12 2 4
R ol G am
S
NO OF RESPONDENTS % OF RESPONDENTS
INFERENCE: - From the above chart 48% of the respondence agreed organization was following workshop. Only only 4% of respondence agreed Organization was
Following games, quizzes.
TABLE -3 Q-3) Do you think that the training programme will help you in improving your
Knowledge?
OPTIONS Strongly agree Agree Disagree Strongly disagree Total CHART:-
NO OF RESPONDENTS 22 26 0 2 50
es ,
% OF RESPONDENTS 44 52 0 4 100
Training and development
60 52 50 40 30 22 20 10 0 Strongly agree Agree 0 0 2 4 26 44
Disagree
Strongly disagree
No.of respondents %of respondents
INFERENCE: - From the above chart 52% of employees are Agree. Only 4% of
employees are strongly disagree.
TABLE -4
Q-4) How has your relationship with your peers/subordinates/superiors changed after attending the training programme?
OPTIONS Excellent Good Average Poor Total
NO OF RESPONDENTS 10 35 5 0 50
% OF RESPONDENTS 20 70 10 0 100
Training and development
CHART:80 70 60 50 40 30 20 10 0 Excellent Good Average 10 20 5 10 0 0 35 70
Poor
NO OF RESPONDENTS
% OF RESPONDENTS
INFERENCE: - 70% of employees are feeling good. Only 10% of employees feel
Average.
TABLE- 5
Q-5) How far does the management consider your ideas and suggestion?
OPTIONS
NO OF RESPONDENTS
% OF RESPONDENTS
Training and development
Always In most occasions On some occasions Very few occasions Never Total CHART:45 40 35 30 25 20 15 10 5 0
A lw
4 16 20 8 2 50
8 32 40 16 4 100
40 32 20 16 8 4
si o n s io n s io n s
16 8 2
ca s e r N e v
4
a ys
ca s
ca
o c
so m
m
In
O n
NO OF RESPONDENTS
V e
ry
fe w
o s
e
t
INFERENCE: - From the above chart 40% respondence agreed management
considering their ideas on some occasions’ and only 4% agreed Management never considers their ideas.
TABLE- 6
Q-6) Are you satisfied with the recognition you get from the management for your work?
o c
o c
% OF RESPONDENTS
Training and development
OPTIONS Highly satisfied Satisfied Dissatisfied Highly dissatisfied Total CHART:90 80 70 60 50 40 30 20 10 0 5
NO OF RESPONDENTS 5 42 1 2 50
% OF RESPONDENTS 10 84 2 4 100
84
42
10 1 Satisfied 2 2
4
Highly satisfied
Dissatisfied
Highly dissatisfied
NO OF RESPONDENTS
% OF RESPONDENTS
INFERENCE:-From the above chart 84% of the employee’s satisfied recognition
get from the management and only2% dissatisfied.
TABLE -7
Q-7) Does the training programme help you in achieving both individual goals and organization goals?
Training and development
OPTIONS Yes No To some extent Total
NO OF RESPONDENTS 42 7 1 50
% OF RESPONDENTS 84 14 2 100
CHART:-
7, 14%
1, 2% Yes No To some extent 42, 84%
INFERENCE:-From the above char 84% of the respondence agreed training
programme helps in achieving both individual Employees interested to some extent. and Organizational goal and only 2% of
TABLE-8 Q-8) How often is training conducted?
Training and development
NO OF RESPONDENTS Quarterly 13 Half-yearly 10 Monthly 2 Depends on requirement 25 Total 50 CHART:60 50 40 30 20 10 0 Quarterly Half-yearly Monthly 13 26 20 10 2 4
OPTIONS
% OF RESPONDENTS 26 20 4 50 100
50
25
Depends on requirement
NO OF RESPONDENTS
% OF RESPONDENTS
INFERENCE:-From the above chart 50% of the respondence agreed that
training programme conduct depends on requirements and only 4% respondence agreed that training conducted monthly
TABLE- 9
Q-9) Are you satisfied with the frequency of the training programme?
OPTIONS
NO OF
% OF
Training and development
Highly satisfied Satisfied Dissatisfied Highly dissatisfied Total
RESPONDENTS 12 33 5 0 50
RESPONDENTS 24 66 10 0 100
CHART:70 60 50 40 30 20 10 0 Highly satisfied Satisfied Dissatisfied 12 5 24 10 0 0 33 66
Highly dissatisfied
NO OF RESPONDENTS
% OF RESPONDENTS
INFERENCE: - From the above chart 66% of the employees satisfied the
training programmes by NTPC, only 10% of the employees dissatisfied
TABLE- 10
Q-10) All techniques learnt in training programme are directly applied to your job?
Training and development
OPTIONS Yes No To some Extent Total
NO OF RESPONDING 26 21 3 50
% OF RESPONDENTS 52 42 6 100
CHART: 3, 6%
21, 42%
26, 52%
Yes
No
To some Extent
INFERENCE:-From the above chart 52% of the employees agreed techniques learn in
training programme are directly applied to their job and only 6% of employees interested to some extent.
TABLE -11
Q-11) What is the training methods followed for new joiners in the organization?
Training and development
OPTIONS Coaching Lecturer Seminars Workshops Total
NO OF RESPONDENTS 6 11 8 25 50
% OF RESPONDENTS 12 22 16 50 100
CHART:60 50 40 30 20 10 0 Coaching Lecturer Seminars Workshops 6 12 22 16 11 8 25 50
NO OF RESPONDENTS
% OF RESPONDENTS
INFERENCE:-From the above chart 50% of the employees agreed training method
Followed for new joiners to work shop and only 12% of employees Agreed coaching’s.
TABLE -12
Training and development Q-12) Training helps new joiners in the organization to get accustomed to the organization culture?
OPTIONS Strongly agree Agree Disagreed Strongly disagree Total CHART:60 50 40 30 20 10 0 Strongly agree 27 54
NO OF RESPONDENTS 27 22 0 1 50
% OF RESPONDENTS 54 44 0 2 100
44
22
0 Agree
0
1
2
Disagreed
Strongly disagree
NO OF RESPONDENTS
% OF RESPONDENTS
INFERENCE:-From the above chart 54% of the employees agreed training helps new joiners to accustomed to organization culture and only 2% of Employees are strongly disagreed
TABLE -13
Q-13) To what extent does the training boosts up your moral at work place?
Training and development
OPTIO0NS Very high High Average Low No effect Total CHART:50 45 40 35 30 25 20 15 10 5 0
NO OF RESPONDENTS 8 23 17 0 2 50
% OF RESPONDENTS 16 46 34 0 4 100
46
34 23 16 8 0 Very high High Average 0 2 4 17
Low
No effect
NO OF RESPONDENTS
% OF RESPONDENTS
INFERENCE:-From the above chart 46% of the employees feel that training boosts Up their morels at work place is high and only 4% feel that no effect.
TABLE -14
Training and development Q-14) Dose training programme help in enhancing the discipline at work place?
OPTIONS Yes No To Some Extent Total
NO OF RESPONDENTS 39 8 3 50
% OF RESPONDENTS 78 16 6 100
CHART:90 80 70 60 50 40 30 20 10 0 Yes No To Some Extent % OF RESPONDENTS 16 8 3 6 39
78
NO OF RESPONDENTS
INFERNCE:-From the above chart 78% of the employees agreed training progrmme
helps in enhancing the discipline at work place and only 6%of employees are interested to some extent.
Training and development
TABLE -15
Q-15) What is your opinion about the present training given by the organization?
OPTINS Excellent Very good Good poor Total
NO OF RESPONDENTS 9 19 17 5 50
% OF RESPONDENTS 18 38 34 10 100
CHART:-
40 35 30 25 20 15 10 5 0 Excellent 9 18 19
38 34
17 10 5
Very good
Good
poor
NO OF RESPONDENTS
% OF RESPONDENTS
INFERENCE:-From the above chart 38%of the employees agreed that present training
Given by the organization is very good and only 10%agreed it is poor.
Training and development
TABLE -16 Q-16) Do you gain knowledge at work place after attending training programme? OPTIONS Yes No To Some extent Total CHART:90 80 70 60 50 40 30 20 10 0 Yes No To Some extent % OF RESPONDENTS 6 12 3 6 41 82
NO OF RESPONDEMNTS 41 6 3 50
% OF RESPONDENTS 82 12 6 100
NO OF RESPONDEMNTS
INFERENCE:-From the above chart 82% of employees are agreed that gain knowledge After attending the training programme and only6% of the employees agreed that to some Extent.
Training and development
TABLE 17
Q-17) Are you satisfied with quality of training programme?
OPTIONS Highly satisfied Satisfied Average Dissatisfied High dissatisfied Total
NO OF RESPONDENTS 11 32 6 1 0 50
% OF RESPONDENTS 22 64 12 2 0 100
CHART:-
70 60 50 40 30 20 10 0
fie d fie d
64
32 22 11 6
ge
12 1 2
fie d
0 0
sa tis fie d
A ve ra
tis
sa
tis
D is sa
S a
tis H ig h
H ig
hl y
NO OF RESPONDENTS
% OF RESPONDENTS
INFERENCE:-From the above chart 64% of the employees satisfied with the quality of
training programme and only 2% are dissatisfied.
di s
Training and development
FINDINGS
• In this organization most of the employees are interested to adopt the workshops in the training methods apart the on the job training • • There is healthy relationship between the peers, subordinates, superiors.
In this organization maximum no of employees are agree with the management considering their ideas and suggestions on some occasions only
•
In this organization maximum no of employees are satisfied with the recognition they get from their work
•
In this organization training program’s will help the employees in achieving both individual goals and organization goals
• •
In NTPC training programs are conducted depend on requirement also.
In this organization maximum no of employees are satisfied with the training program conducted by NTPC
• •
Employers are gained knowledge at work place after attending the training Program
In this organization training programs will help the new comers in order to get Accustomed to the organization culture
•
In the organization the training boost up the self morale and discipline at Work Place
Training and development
•
For new joiners in organizations training method are conducted like coaching’s and besides orientation programs
•
According to NTPC training policy, training target of 7 man days of training but they are selecting employees randomly, as such some of the employees are not able to cover training 7 man days.
• • •
Employees are not at all satisfied with training need analysis (TNA). In NTPC employees are not satisfied with skill based training programmes
In NTPC for new joiners does not have an induction programmes.
Training and development
SUGGESTIONS
• NTPC should conduct more and more training programs related to the functional competencies of the employees. • NTPC should ensure that whenever they take feed back from employees their suggestions are taken into consideration and implemented as soon as possible this will make employees to give honest and appropriate feed back. • NTPC in this regard should conduct a forum for feed back so that real time information is available with respect to training needs of the employees. • Aim of any company is to ensure that all employees apply techniques learnt in training program on the job hence at each level skill base training should be given. • The needs to organize more and more effective personality development programs tie- ups can be made with leading institutions for the same. • The need is for the management to bring the most efficient trainers to the training programs there trainers can be selected on basics of their ratings in the corporate world. • Here the management has to improve the quality of the training programs in NTPC. A quality based approach like PCMM can be used. • While evaluating the training programmes the feed back will be collected each and every day in training period and also the feed back form can be distributed to the employees every day in lunch break
Training and development • The organization has to strive to implement training need analysis (TNA) for better planning to every training programme and also consider the Return on Training Investment(ROTI) • The NTPC has to conduct multi skill based programmes to meet the further needs of the organization. • NTPC have to implement the induction training programmes.
Training and development
BIBLIOGRAPHY
BOOKS • • • • • • • • “Mammoria C.B. (2000), Personnel Management”, Himalaya Publishing House. “Chhabra T. N. (2002), Human Resource Management”, Dhanpat Rai & Co. (P) Ltd. “Cornelius Nelarine, (2000), Human Resource Management”. “Robbins Stephen P & Coulter Mary, (2003), Management”, Pearson Education. “Boydell Tom, (2000), Identifying Training needs”, Tata McGraw Hill Publishing Co. Ltd. “Aswathappa (2001), Human Resource and Personnel Management”, Tata McGraw Hill Publishing Co. Ltd. “T.V.Rao (2006), Readings in Human Resource Development”, Oxford&IBH Publishing co.pvt.ltd. “Dr.Lalitha Bal Krishnan, Mr.S. Srividhya (2007)”, Human Resource Development WEBSITES • • • • • • • www.ntpc.co.in www.google.com [email protected] (human resources) [email protected] (business process reengineering) [email protected] (change management) [email protected] (consulting) www.citehr.com
Training and development
QUESTIONNAIRE
Name Age Department : : : d) >15 years Designation :
Qualification :
1. Your work experience in the company? (a) <5 years b) 5-10 years c) 10-15 years 2. What are the methods followed for training? a) Coaching e) Role-plays b) Lectures c) Seminars
d) Workshops
f) Games, Quizzes etc.,
3. Do you think that the training programme will help you in improving your knowledge? a) Strongly Agree b) Agree c) Disagree d) Strongly Disagree
4. How has your relationship with your peers/subordinates/superiors changed after attending the training programme? a) Excellent b) Good c) Average d) Poor
5. How far does the management consider your ideas and suggestion? a) Always b) In most Occasions c) On some Occasionsd) Very few Occasions e) Never 6. Are you satisfied with the recognition you get from the management for your work? a) Highly Satisfied organization goals? b) Satisfied c) Dissatisfied d) Highly Dissatisfied 7. Does the training programme help you in achieving both individual goals and
Training and development a) Yes b) No
8. How often is training conducted? a) Quarterly b) Half-Yearly c) Monthly d) depends on requirement
9. Are you satisfied with the frequency of the training programme? a) Highly Satisfied b) Satisfied c) Dissatisfied d) Highly Dissatisfied
10. All techniques learnt in training programme are directly applied to your job? a) Yes b) No
11. What are the training methods followed for new joiners in the organization? a) Coaching b) Lectures c) Seminars d) Workshops
12. Training helps new joiners in the organization to get accustomed to the organization culture? a) Strongly Agree b) Agree c) Disagreed d) Strongly Disagree
13. To what extent does the training boosts up your moral at work place? a) Very High b) High c) Average d) low e) No effect.
14. Does training programme help in enhancing the discipline at work place? a) Yes b) No
15. What is your opinion about the present training given by the organization? a) Excellent b) Very Good c) Good d) Poor
16. Do you gain knowledge at work place after attending training programme? a) Yes b) No
17. Are you satisfied with quality of training programme? a) Highly Satisfied d) Highly Dissatisfied b) Satisfied c) Average c) Dissatisfied
Training and development 18. Do you suggest me any thing related to training programme______________ _________________________________________________________________
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