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A PROJECT REPORT

ON

TRAINING AND DEVELOPMENTTRAINING AND DEVELOPMENT

ORGANIZATION : NATIONAL THERMAL

POWER CORPORATION

TO BE SUBMITTED FOR THE PARTIAL

FULFILLMENT

FOR THE AWARD OF THE DEGREE OF

BACHELOR OF BUSINESS

ADMINISTRATION (BBA)

UNDER THE GUIDANCE OF: SUBMITTED BY:

MS.MANMEET KAUR NEHA VATS

(FACULTY OF CENTRAL DELHI ENROLLMENT NO.

CENTRE, NEW DELHI) ODL\09\403\026

SUBMITTED TO:

JAMIA HAMDARD UNIVERSITY

THROUGH CENTER CODE: 1003

CENTRAL DELHI CENTER

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NEW DELHI

(2009-2012)

CERTIFICATE

This is to certify that the thesis titled Training And

Development(Organization: National Thermal Power

corporation) is prepared and submitted by Ms. NEHA

VATS to Jamia Hamdard, New Delhi in partial fulfillment

for the award of the Bachelor Degree in Business

Administration.

Inter Guide Submitted by:

Ms. Manmeet kaur NEHA VATS

Enrollment No.

ODL\09\403\026

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PREFACE

It is a great privilege to me to place this report before the reader. The report is

concerned about Training and Development (Organization: National

Thermal Power corporation) .this report is presented in a very simple and

understandable language on the basis of primary data. Lastly I would like to

state that although every possible care has been taken to make this report error

free but still the possibility of some error keeping inadvertently cannot be ruled

out. I shall be feeling highly obliged to all the readers if some are brought to my

notice. Critical evaluation welcome and shall be gratefully acknowledged

sincerely express my gratefulness to all those who directly or indirectly, helped

me in this project. I firmly believe that there is always scope for improving and

accordingly I shall look forward for welcome suggestions in this direction from

all the readers and subject spiel which shall be thankfully acknowledged.

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ACKNOWLEDGEMENT

The present work is an effort to throw some light

onTraining And Development(Organization: National

Thermal Power corporation) The work would not have

been possible to come to the present shape without the

guidance, supervision and help to me by number of people.

With deep sense of gratitude I acknowledge the

encouragement and guidance received by Jamia

Hamdard,New Delhi. I also convey my heartfelt affection

to Ms.Manmeet Kaur who helped and supported me

during the course, for completion of my thesis.

NEHA VATSENROLLMENT NO:

ODL\09\403\026

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EXECUTIVE SUMMARY

National Thermal Power Corporation (NTPC) has emerged as a truly national

power company, with power generating facilities in all the major regions of the

country. NTPC is committed to the environment, generating power at minimal

environmental cost and presenting the ecology in the vicinity of the plants. It

has 17 power generating plants which contribute to 25% of total power supply

in India. NTPC is ranked 3rd in India for employee satisfaction.

Global competition technological advancement and transformation of thetraditional workplace are raising the pressure on all organizations to improve

performance. Training and development are the most frequently employed

organizational strategy to enhance organizational ability to adopt and use

advances in technology because of highly capable and knowledgeable

employees continuous training & development of employees is crucial in

enhancing organizations competitive position and improve employee morale,

teamwork, problem solving and decision making capabilities. This has

persuaded many organization to form separate training department. NTPC too

believes in this approach towards perfection but consistent.

NTPC is involved in a variety of innovative training & development techniques

So as to make NTPC a learning organization

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INTRODUCTION

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THE ORGANIZATION: NTPC

National Thermal Power Corporation Limited (NTPC) is the largest thermal

power generating company of India. It was incorporated in the year 1975 with

the objective of planning, promoting and organizing an integrated

development of thermal power in the country. NTPC is a public sector

company wholly owned by Govt. of India. Today NTPC has power generating

capacity in all the four major power regions of the country.

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NTPC POWER

STATION

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ORGANIZATION

CHART

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VISION

NTPC, a front-runner in the Indian power sector, to be one of the largest and best

power utilities of the world and thereby contributing to Indias emergence as one of

the worlds leading economies.

NTPCs vision for the new millennium is inspired by a glorious past, vibrant present

and a brilliant future.

MISSION

To make available reliable and quality power to the nation in increasingly large

quantities. Towards this end, the company will spearhead the process of accelerated

development of the power sector by planning and expeditiously implementing power

projects and operating power stations economically and efficiently. In doing so the

company will also seek opportunities for augmenting power generation through tie-

ups with other organizations in the area of conventional energy sources and

additionally through non- conventional energy sources. The corporation will

contribute to all round sector improvement by sharing its expertise and experience

with other organizations. The company will participate in the setting up of the power

projects abroad, if necessary in collaborations with other reputed organizations.

NTPC CORE VALUES (COMIT)

CUSTOMER FOCUS

ORGANIZATIONAL PRIDE

MUTUAL RESPECT AND TRUST

INITIATIVE AND SPEED

TOTAL QUALITY

OBJECTIVES

In pursuance of the vision and mission, the following would be the corporate

objectives of NTPC:

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GROWTH

To add generating capacity within prescribed time and cost;

To expand consultancy operations and to participate in ventures abroad;

To diversify in hydro and non-conventional energy sources power generation;

To diversify into power related businesses to ensure integrated development of

energy sector in India.

PERFORMANCE LEADERSHIP

To achieve continuous performance improvement in the areas of project

implementation, plant operation and maintenance, generation efficiency etc. and

to acquire and sustain internationally comparable standards in these areas with

good business ethics and values.

HUMAN RESOURCE DEVELOPMENT

To develop a learning organization having knowledge- based competitive edge.

To create a culture of team building, empowerment and accountability to convert

knowledge into productive action with speed, creativity and flexibility.

FINANCIAL SOUNDNESS

To maintain and improve the financial soundness of NTPC by managing the financial

resources in accordance with the best commercial utility practices.

To develop appropriate commercial policies which ensure remunerative tariffs

and minimum receivables.

TECHNOLOGY LEADERSHIP

To acquire, assimilate and adopt reliable, efficient and cost- effective

technologies and to disseminate knowledge to other constituents of the power

sector in the country.

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SUSTAINABLE POWER DEVELOPMENT

To contribute to sustainable power development by functioning as a responsible

corporate citizen and discharge social responsibilities in the areas of environment

protection and rehabilitation.

The corporation will strive to utilize the ash produced at its stations to the

maximum extent possible.

RESEARCH AND DEVELOPMENT

To carry out research and development for efficient and reliable operation of

power plants in the country.

VALUES

The values shared by the entire organization are to permeate through each and every

discipline within the company and in all its initiatives and responses with the rest of

the world:

Respect for each other

Every one a winner

Fairness, business ethics

Customer satisfaction

Vendor partnership

Efficiency, profitability benefit cost orientation

Systems approach and discipline

Innovation, creativity, entrepreneurship

Concern for ecology, environment

Internal customer service

Total quality

Sensitivity to feedback, learning and renewal.

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GENESIS, GROWTH AND MARKET SHARE

NTPC-GENESIS

The electricity (supply) act of 1948 provided for, among other things, setting up of

the state electricity boards (SEBs) in each state, with responsibility for generation,

transmission and distribution of electric power.

The NTPC was incorporated in the year 1975, through an amendment of the

electricity (supply) act, to supplement the efforts of the states for quicker and greater

capacity addition. The mandate given to this new entity was planning, promoting and

organizing an integrated development of thermal power (including associated

transmission systems) in the country.

GROWTH

In a span of just over 15 years after commissioning of the first 200 MW unit at

Singrauli in February 1982, NTPC has grown to become the largest utility of the

country with the commissioned capacity of 16,975 MW at an average annualcommissioning rate of 1000 MW. NTPC has been ranked ninth in thermal generation

amongst the worlds thermal generating companies as per the bench-marking data of

200 top utilities of the world (published by Marketline International UK).

The total approved capacity of NTPC at the end of the March 2011 stands at 20,515

MW consisting of 12 coal based stations and7 gas/ liquid fuel based stations. In

addition, NTPC also manages Badarpur thermal power station and Balco captive

power plant on behalf of the government of India and Bharat Aluminium Corporationlimited (BALCO) respectively.

Market share

Indias current installed power generation capacity as on 30 th June, 2010 is at1,50,324 MW as

against 89,103 MW during 1997-98 and 1,32,329 MW at the end of March,2011. In addition

to this, the captive power capacity has been pegged at over 24,000 MW at present.

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DIAGNOSIS

Looking back, it has not exactly been an absolutely smooth sailing all the way for

NTPC. Till the late eighties, the central government provided budgetary support

through equity contributions and mobilizations of multilateral and bilateral debt at

relatively favorable terms and loan guarantees, allowing NTPC to plough back all its

earnings, thereby providing it with an important source of long-term capital. The

government also supported NTPC in the realization of dues through central

appropriations.

In the liberalized economic scenario, the announcement of a new power policy in

October 1991 marked a significant change in the governments priorities. There have

been successive policy announcements to facilitate greater private sector

participation. With the opening up of power sector to private participation, as many as

three project sites under development by NTPC were transferred to the respective

state governments for implementations by the IPPs as:

The government wanted to encourage private participation;

NTPC, during the years 1989-92, was facing a severe financial crunch caused by

huge arrears of SEBs coupled with withdrawal of net budgetary support by the

government;

Denial by the multilateral funding agencies like the World Bank to support new

NTPC projects, while continuing the funding of ongoing projects.

This was a turning point in the history of NTPC: a make or break situation that would

determine the survival of the company and the future role it expected to have in the

power sector of the country.

Strategies and approaches had to be quickly evolved, to move from financial crisis to

good health, and this was achieved in large part because of the judicious mix of sound

commercial policies adopted in resolving the crisis with the support of the

government. The steps taken included:

Offering new incentives to encourage prompt payment through LCs by SEBs;

Strengthening the commercial department of NTPC;

Intensive liaison with the customer/ state governments;

Central government support, including central appropriations, and

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Resorting to regulation of power supply commensurate with payments, wherever

needed and feasible.

The result was dramatic improvement in the realization of dues, and revival of the

World Bank loans under the time slice concept by 1993. Soon, other lending agencies

followed suit.

Thus between 1989 and 1997, NTPC went through three distinct phases of first

having projects but no money (1989-1992), having money but no new projects to

implement (1995 onwards).

Today, NTPC is well pois3ed to implement an ambitious growth plan of becoming a

30000 MW plus company by the year 2011.

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STRATEGIC ADVANTAGE PROFILE

(+Denotes strengths, - Denotes weaknesses/ constraints)

MARKET SHARE

+ The government has reposed its confidence in NTPC by selecting it to be one of the

eleven PSUs having a potential to become a global giant. This privilege provides

significant leverage to NTPC in realizing its vision.

+ With a share of 18.8% in installed capacity and 25.3% in generation contribution,

NTPC is not only the largest and leading power generating company in the country

but has also acclaimed international reputation.

+ Poised to become a 30000 MW plus company by the end of Xth plan i.e. year 2011.

+ High credibility due to transparency in dealings.

PAST PERFORMANCE

+ An impressive growth rate in capacity addition, unmatched in the history of power

sector in India.

+An excellent record of project implementation by commissioning most of the units

on or ahead of schedule.

+Achieved new performance benchmarks in operational and efficiency parameters.

+Achieved self-sufficiency in engineering of coal and gas based power stations.

+Brought impressive turnaround in performance of the stations taken over from SEBs

and managed by NTPC.

+Maintained continuously its performance under excellent rating in MOUs with

government for the last 11 years.

+Won several prestigious awards for excellent performance in various areas of

productivity, environment, industrial relations, safety, family welfare, quality -

Delays in declaration of commercial operation of some of its units.

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- Large inventory of high values, non/ slow moving squares has been accumulated

over the years.

- Delays in contract closings after the completion of the projects.

-The state owned monopolistic nature of power industry with inadequate focus on

service to customers.

FINANCIAL POSITION

+ High credit rating as evident from confidence reposed in NTPC by multilateral

financial institutions like world bank, ADB, OECB and KFW.

+ Increasing profits year after year since inception.

+ Substantial internal resource generation for growth.

- Very large receivables from state electricity boards.

- Low return on investment due to administered tariff.

HUMAN RESOURCES

+ Pool of skilled and dedicated professionals in engineering, operations, maintenance,

contracts, R&D, finance and human resource management, etc.

+ Continued concern for human resource development. Established power

management institute equipped with necessary infrastructure backed by training

institutes at all projects to upgrade the technical and managerial skill.

TECHNOLOGY+ Full fledged engineering division accredited with ISO 9001 certification.

+ Pioneered several state-of-the art technologies viz. DDCMIS, HVDC etc. in the

Indian power sector. NTPC was also the first to introduce combined cycle power

generation in India.

+ Established a full-fledged R&D center equipped with state-of-the-art equipment for

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carrying out applied research in power technology. The R&D center supports the

sustenance of high-level operational performance.

ENVIRONMENT AND R&R

+ Center for power efficiency and environmental protection created to improve

efficiencies and minimize environmental pollution. The entire power sector will

benefit by the centers work.

+ First to develop and adopt a well conceived R&R policy in the Indian corporate

sector.

+ Well-focused environmental protection policy being followed from Beginning.

ORGANIZATION STRUCTURE

+ Three-tier structure provides decentralization of line responsibility while retaining

centralized systems in areas such as engineering, contracting of high value packages,

co-ordination with financing agencies etc.

- Tall hierarchy for controlling and directing

- Role ambiguity has started creeping in.

SYSTEMS AND PROCEDURES

+ Comprehensive management systems exist in various functional areas such as

engineering, contracting, project management, finance and maintenance management.

- While the systems have served NTPC well in the past, the changing environment

has necessitated reengineering of these systems for effective functioning in the future.

This is an important task considering the usual resistance to change, especially in

successful organizations.

- Poor storage and retrieval of data.

SHARED VALUES (CULTURE)

+ No major industrial disputes.

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+ Cordial management employees relationship.

- Too many to take credit for successes and too few accountable for failures. This

may put blinkers in the managers perceptions as they become insulated from the

environment and instead of trying innovative approaches; they may stick to what has

worked in the past. This may tend to maintain status quo.

- Lack of information sharing tendency.

PRODUCTS AND SERVICES

CONSULTANCY

With the successful execution and operation of thermal power projects, NTPC has

emerged as the acknowledged leader in engineering, construction, O&M and

management of thermal power projects and power systems. In an attempt to gain

from this rich experience, many leading Indian and international utilities have been

seeking consultancy services.

NTPC has experience in developing nearly 8,000 MW for other utilities and

Independent Power Producers. The Consultancy Wing acts as the nodal point for all

the Consultancy and turnkey project contracts undertaken for outside clients and

organizations.

NTPC offers an entire range of consultancy services related to a wide range of

infrastructure sector business such as:

Fossil fuel based thermal power generation.

Combined cycle power generation.

Cogeneration.

Non-conventional energy.

Water supply and treatment.

Environment engineering and management.

Surface transport (Roads, bridges and fuel transportation).

Town planning and development.

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ENTIRE GAMUT OF SERVICES, IN THE ABOVE AREAS, ARE OFFERED

SUCH AS:

Owner's Engineer Services.

Lender's Engineer Services.

Environment Engineering and Management.

Procurement Services.

Project Management.

Quality Assurance and Inspection Services.

Materials Management.

Construction Management, Erection and Commissioning.

Financial Systems and Modeling.

Operation and Maintenance.

Restoration, Efficiency Improvement and Renovation and Modernization.

HRD and Training.

Research and Development.

Information Technology.

Management Consultancy.

OWNERS ENGINEER SERVICES AND CONSTRUCTION

SUPERVISION.

Supervision of Construction, Erection Testing and Commissioning and Project

Management Services, besides Engineering and Procurement services provided to:

3x25 MW Panipar Refinery Captive Power Plant, India.

208 MW Gas Based Combined Cycle Power Plant, Kalinada, for Spectrum

Power Generation Ltd., India.

Rain Calcining Cogeneration Project, Vishakhapatnam for Sargent and Lundy;

USA.

2x250 MW Coal Based Raigarh Thermal Power Project for Jindal Power

Company, India.

2x250 MW units at NMTPP phase-II of Videocon Power Company, India.

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128 MW (8x16 MW) Diesel based Power Station at Kozhikode, Kerala for

Kerala State Electricity Board India.

3x210 MW Baleshwar Power Project of West Bengal Power Development

Corporation Ltd, India.

TURNKEY EXECUTION

Turnkey Execution of projects including Design, Supply Construction, Testing and

Commissioning of:

Seventh Power Project of Nepal S and Hatta for Dubai Electricity and Water

Authority; Dubai.

400/ 132 KV Transmission System for Dubai Electricity and Water Authority;

Dubai.

OPERATIONS AND MAINTENANCE

Deployment of O&M experts, O&M Systems Development, Recruitment and

Training services for:

2x125 MW Surat Lignite Power Project with CFBC technology for GIPCL,Vadodara.

1x63.75 MW Coal Based Captive Power Plant at Gummidpoondi for TCP Ltd.,

Chennai.

PROVIDING VALUE TO VARIOUS CLIENTS

Brief reference to some of the consulting assignments completed is presented here

(scope of work under individual assignments doesn't necessarily cover all the services

mentioned).

ENGINEERING AND PROCUREMENT

Feasibility Report, Basic Engineering, Bidding Documents, Detailed Engineering,

Quality Assurance, Operational Efficiency Studies, Environmental Studies, Power

System Planning, Socioeconomic Studies and Procurement Services for:

3x250 MW Dahanu Thermal Power Station of BSES Ltd., India.

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Efficiency Improvement of TNEB for Asian Development Bank, Manila,

Philippines.

450 MW Mchuchuma Mining-cum-Power Project for National Development

Corporation, Tanzania.

300 MW Pragati Combined Cycle Power Project for Delhi Vidyut Board, India.

600 MW Gas based Combined Cycle Power Project at Vypeen, Kerala for Siasin

Energy Pvt Ltd, India.

Tamil Nadu Industries Captive Power Company Ltd, India.

300 MW Combined Cycle Power Project at Hazira (on behalf of ONGC-NTPC

Joint Venture).

500 MW Thermal Power Project at Tuticorin for TNEB, India.

2000 MW Combined Cycle Power Project at Vembar for IIPL, India.

National Aids Control Project of Ministry of Health and Family Welfare funded

by World Bank.

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KEY FACTORS WHICH MAKE NTPC UNIQUE

Rich O&M experience

NTPC has developed rich experience in engineering and O&M of thermal power

plants through its own power plants covering 32 units of 200/210 MW, 15 units of

500 MW of coal/oil fired plants and 31 gas/steam turbine units of various capacities

operating at Gas-based Combined Cycle Power Plants. In addition, BTPS (720 MW)

and BALCO (720 MW) are also being operated/managed by NTPC

O&M feedback incorporated in designs

Being a power utility, NTPC has the unique advantage of regular feedback on various

operational and maintenance aspects from its generating plants. This feedback is then

suitably incorporated for improvement in future designs.

International Procurement Experience

Most of the NTPC power plants have been funded by International Funding Agencies

like the World Bank, ADB, and OECF etc. These plants incorporated state-of-the-art

equipment and systems generally procured through International Competitive

Bidding. NTPC has the varied and rich experience of working with

equipment/systems sourced from different parts of the world such as USA, UK,

France, Germany, Japan, Italy, and Russia etc.

Familiarity with Statutory Authorities

NTPC is fully familiar with the requirements of various government Bodies &

Statutory Authority, Ministry of Environment & Forest etc.

Qualified Manpower

NTPC has a vast Pool of qualified technical and managerial manpower who are well

supported by highly trained staff and excellent infrastructure facilities to extend

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services to its own power plants as well as to its various clients.

Experience of working with International

Consultants

NTPC engineers have had the opportunity of working in close association with

several international consultants viz. Black and Veatch Intl., USA; UE & C, USA;

British Electricity International, U.K.; Electricite de France, France; Gilbert

Commonwealth, USA and many more.

Concept to commissioning and beyond...

NTPC has the capability and expertise to provide the total range of services from

Concept to Commissioning of power station covering areas such as feasibility & EIA

studies, design, engineering, QA&I, procurement, project management, construction

supervision, testing, commissioning, operation & maintenance and training etc.

Registered with International Institutions

NTPC is registered as a consultant with World Bank, Asian Development Bank,

African Development Bank, etc.

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POWER

MANAGEMENT

INSTITUTE

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INTRODUCTION

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

Corporation in recognition of the vital role that training and development has to play

in the context of the challenges associated with the growth of the Indian Power

Sector. The Institute set up in the year 1982, is involved in the training and

development of middle and senior level personnel from the power sector as also from

other organizations not related to power sector. PMI started functioning from the

sprawling campus at sector 16, Noida.

Over the years, PMI has developed its strength in designing and delivering

customized programs suited to the needs of individual organizations. While the

institutes core competence in technical areas is related to power sector, its

Management and IT development programs cover all aspects of management

development. The infrastructure and idyllic surroundings of PMI make it conducive

to learning and self-development.

Overview

ISO-9001 certification:

PMI has secured the prestigious ISO-9001 certification from LLOYDS REGISTER

QUALITY ASSURANCE (LRQA). The standard of training imparted has been

adjudged to be of high quality as endorsed by certification.

Policy:

PMI is committed to be a leading institute in developing world-class competencies by

providing state-of-the-art training catering to the needs of the power professionals.

The institute shall endeavor to innovate and adopt latest management and

technological practices to continuously improve the capabilities.

Objectives:

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To increase training capacity utilization

Continuous up-gradation of faculty competencies

To develop strategic alliances for mutual improvement of core competencies

To widen the customer base and achieve improved customer satisfaction

To carry out benchmarking with national and international training institutes

MANAGEMENT DEVELOPMENT PROGRAMS

Power sector scenario is marked by sweeping changes like private sector

participation, restructuring of SEBs, setting up of regulatory commissions, etc, so as

to make the power industry globally competitive. These programs address the need of

equipping power professionals with the latest managerial tools and techniques so as

to enable them to effectively manage and operate under dynamic circumstances.

The focus of PMI program is to build and develop NTPC and also t6o develop

functional competencies among the individual managers.

The programs are developed after training needs analysis of the organization and the

industry keeping in mind the recent developments in the sector. Finance, behavioral

sciences, strategic management, human resource development, vigilance mechanism,

creativity and values, quality, project management and several other areas are covered

in these programs.

In the recent years, a number of concert programs have been done for organizations,

like Power Finance Corporation, APGENCO, HVPNL, Nuclear Power Corporation,

etc.

TECHNICAL PROGRAMS

NTPC is operating a number of thermal power units, both coal and gas based, in

various parts of the country. NTPC has also made its foray in the hydel sector. In all

these years, NTPC has gained sufficient experience and expertise starting from design

and construction to operation and maintenance of units. PMI serves as a platform for

sharing a technical knowledge and experience in this field. It also offers an

opportunity imbibing new technology as a result of R&D efforts as well as

technological changes happening else where in the power sector.

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A FEW SPECIAL TECHNICAL PROGRAMS ADDRESSING

THE SECTORAL NEEDS.

Residual Life Assessment and R&M of Thermal Power Plants.

O&M practices for combine Cycle Gas Power Plants.

Conference on Boiler Pressure Parts Failure

Conference on O&M of power plants.

Energy Audits and Energy Conservation.

Clean Coal Technology.

Co-Generation from Sugar Mills.

INFORMATION TECHNOLOGY

In tune with the sweeping changes in the information era, the institute is organizing

various IT programs taking into account the latest development and needs of the

organization. ERP, managing IT, e-commerce, Internet and Intranet for business

applications, etc related Java programming, web publishing are some of the programs

in this area.

A few IT programs addressing the emerging needs

Microsoft Office 2000 upgrade

Developing and Hosting a Website

Managing Information Technology

Microsoft Windows NT Core Technologies

PC trouble-Shooting and maintenance

Linux

SPECIAL PROGRAMS

The institute in collaboration with IIT, Delhi has introduced an 18 months M-tech

program in Power Engineering. This program is open to all power engineers having

minimum 7 years experience and less than 40 years of age. The selection is through a

written test held all over the country and interview of the short-listed candidates.

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Twenty-five candidates are finally selected. A few seats are reserved for candidates

sponsored by external organizations.

PMI has also taken the initiative of offering a degree course, B-Tech in Power

Engineering in collaboration with BITS, Pilani to its employees having diploma in

Engineering. The institute is also expanding its portfolio to include management

education.

Over the years PMI has been providing long duration induction level training

programs to the new NTPC executive trainees. Also, organizations like Power finance

Corporation, ABB, Reliance, BSES, Siemens, etc are sponsoring executive trainees to

PMI for induction level courses.

Faculty Profile

Director (Personnel) NTPC is the Director-in-charge of PMI, which is headed by

Executive director, PMI. A competent faculty pool drawn from various disciplines is

the core strength of PMI. The areas include

Organizational Behavior

Human Resource Management

Sociology

Power Plant operation and maintenance

Vigilance Mechanism

Environment Engineering and Management

Power Plant performance and efficiency monitoring

Information Technology

Financial Management

Strategic Management

Project Management

Contracts and Materials Management

Renovation and modernization

Rehabilitation and settlement

Energy conservation

The faculty is supported by a competent team of officials from areas like

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administration, maintenance, hospitality, environmental management and a host of

other support services. There is a learning resource center having over 8,500 titles of

books and videotapes and also facilities for sports and games including swimming.

Research

Apart from dissemination of knowledge, PMI strongly believes in undertaking

research projects on topics related to management development. A beginning has

been made in this direction and a culture and an atmosphere stimulating research is

being created in the institute.

. Consultancy

PMI has made a foray in the area of Management consultancy by being a part of the

Arthur Anderson consortium in the Andhra Pradesh power sector reforms and

restructuring process. With the restructuring of most of the SEBs in the offing, PMI is

poised to become a major player in this direction by offering consultancy in the area

related to training, HR and financial restructuring.

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TOTAL PROGRAMME DAY

600

800

900

1000

1100

1200

1300

1400

0 5 0 0 1 0 0 0 1 5 0 0

2 0 0 3 - 0 4

2 0 0 4 - 0 5

2 0 0 5 - 0 6

2 0 0 6 - 0 72 0 0 7 - 0 8

2 0 0 8 - 0 9

2 0 0 9 - 1 0

2 0 1 0 - 1 1

Ser ies

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PROGRAMMES CONDUCTED

p r o g r a m m e s c o

1 01 5

1 7

1 9

2 5

3 0

3 5

2 0

2 0 0 3 -

2 0 0 4 -

2 0 0 5 -

2 0 0 6 -

2 0 0 7 -

2 0 0 8 -

2 0 0 9 -

2 0 1 0 -

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PARTICIPANTS TRAINED

participants train

5% 6%8%

11%

13%16%

19%

22%

2003-0

2004-0

2005-0

2006-02007-0

2008-0

2009-1

2010-11

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EXTERNAL ORGANIZATIONS

7 5

1 0

1 1

1 5

1 9

2 0

2 1

2 5

externalorganisations

2 0 1 0 - 1

2 0 0 9 - 1

2 0 0 8 - 0

2 0 0 7 - 0

2 0 0 6 - 0

2 0 0 5 - 0

2 0 0 4 - 0

2 0 0 3 - 0

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EXTERNAL PARTICIPANTS

external participan

100 200

250

300

350450

550

590

2003-04

2004-052005-06

2006-07

2007-08

2008-09

2009-10

2010-11

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ProblemUndertaken

To evaluate the effectiveness of training and development programs

conducted at NTPC (Dadri).

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OBJECTIVE OF

OUR STUDY

The main objectives of our study are

To study the Training and development function at NTPC.

To evaluate the effectiveness of training programs conducted.

To suggest measures for improvement.

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TRAINING AND

DEVELOPMENT:

THEORETICAL

PERSPECTIVE

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William James of Harvard University estimated that employees could retain their jobs

by working a mere 20-30 percent of their potential. His research led him to believe

that if these same employees were properly motivated they could work at 80-90

percent of their capabilities. Behavioral sciences concepts like motivation and

enhanced productivity could well be used for such improvements in employee output.

Training could be one of the means to achieve such improvements through the

effective and efficient use of learning resources.

Training is a long-term investment in human resource using the equation given

below:

Performance = ability x motivation

Training can have an impact on both these factors. It can heighten the skills and

abilities of the employees and their motivation by increasing their sense of

commitment and encouraging them to develop and use new skills. It is a powerful

tool that can have a major impact on both employee productivity and morale, if

properly used.

WHY IS THERE A NEED FOR TRAINING AND WHY HAVE

WE CHOSEN TO STUDY THIS TOPIC?

Organization viability and the transformation process

The primary concern of an organization is its viability and hence its efficiency. There

is continuous environmental pressure for efficiency, and if an organization does not

respond to this pressure, it may find itself rapidly losing whatever share of the market

it has. Employee training, therefore, imparts specific skills and knowledge to

employees in order that they contribute to the organizations efficiency, and be ableto cope with the pressures of the changing environment.

Technological advances

There has been tremendous development in industrial technology. Mechanization and

automation of the plant is necessary for the organizations survival; hence, it has to

train its employees for more skilled positions. New skills are required to operate new

machinery, or familiarity with new processes and production techniques has to be

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introduced.

Organizational Complexity

With increasing mechanization, automation and development in technology, many

organizations have emerged as complex organizations that produce a wide range of

products or offer a wide range of services. This had led to complex problems of

coordination and integration of activities. Eventually the need for training and

retraining is felt at the all levels in such organizations, from shop floor to top

executives.

Human Relations

The growing complexity of organizations has led to various human problems, like

alienation, inter-personal and inter-group problems. Hence, training in human

relations is becoming extremely important for tackling these problems.

Due to its great relevance in the current automated, mechanized and extremely

competitive business environment, where skills are becoming obsolete faster than

ever, we have chosen to study in detail the training and development needs of

employees.

PLANNING AND TRAINING ACTIVITIES

The effective functioning of any organization requires that employees learn to

perform their jobs at a satisfactory level of proficiency. An effective organization

wishes to have amongst its ranks individuals who are qualified to accept increasing

responsibilities. So much so that organizations need to provide opportunities for the

continuous development of employees not only in their present jobs, but also to

develop their capabilities for other jobs for which they might later be considered.

Training refers to the teaching/learning activities carried on for the primary purpose

of helping members of an organization to acquire and apply the knowledge, skills,

abilities and attitudes needed by that organization. Broadly speaking, training is the

act of increasing the knowledge and skill of an employee for doing a particular job.

Though it is true that unplanned learning through job experience helps development,

the experience of most organizations is that it is advantageous to plan systematic

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training programmes of various types as a regular part of an adequate personnel

development programme. Such programs are definite assets in helping managers to

learn correct job methods, to achieve a satisfactory level of job performance, and to

acquire capabilities that would be valuable in possible future jobs.

The following steps must form the basis of any training activity:

1. Determine the training needs and objectives.

2. Translate them into programs that meet the needs of the selected trainees.

3. Evaluate the results.

TRAINING INPUTS

There are three basic types of inputs: skills, attitudes, and knowledge.

The primary purpose of training is to establish a sound relationship between the

worker and his job- the optimum man-task relationship. Such a relationship is at its

best when the workers attitude to the job is right, when the workers knowledge of

the job is adequate, and he has developed the necessary skills.

Training activities in an industrial organization are aimed at making desired

modifications in skills, attitudes and knowledge of employees so that they perform

their jobs most efficiently and effectively.

SKILLS

Training activities nowadays encompass activities ranging from the acquisitions of a

simple motor skill to a complex administrative one. Training an employee for a

particular skill is undertaken to enable him to be more effective on the job. For

instance, new workers can be trained to achieve levels of output attained by

experienced older workers. Similarly existing workers whose levels of output are

below par can be retrained.

ATTITUDE

Through orientation (induction) programmes, organization develops attitudes in new

employees, which are favorable toward the achievement of organizational goals.

Training programmes in industry are aimed at moulding employee attitudes to

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achieve support for company activities, and to obtain better cooperation and greater

loyalty.

KNOWLEDGE

Training aimed at imparting knowledge to employees in the organizations provides

for understanding of all the problems of modern industry. This knowledge for a

worker is specific to his job, and related broadly to plant, machinery, material

product, and quality and standard of product. Knowledge for managerial personnel

may be related to complexity of problems in organizing, planning, staffing, directing

and controlling. In general, training initiated for imparting knowledge to employees

should consider three aspects:

1. Knowledge in general about factory and work environment- job context

2. Specific knowledge related to job- job content

3. Knowledge related to quality and standards of product or quality of work.

AREAS OF TRAINING

Areas of training can be classified into the following categories:

1. Training in company policies and procedures (induction training)

2. Training in particular skills.

3. Training in human relations.

4. Managerial and supervisory training.

5. Apprentice training.

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Training in company policies and procedures.

This is a part of the induction of a new employee. The objective is to orient new

employees with the set of rules, procedures, management, organization structure,

environment and products, which the firm has and/or deals with.

Orientation is a continuous process aimed at the adjustment of all employees to new

and changing situations. It aims to impart the facts of company rules and policy, to

create attitudes of confidence in the company, prides in the products, respect for

company personnel, and to provide information about needs and skills, development,

quality of production and work organization.

It also enables employees to get the first impression of the culture of the firm and

the kind of people he will have to deal with. At no time does it allow for questioning

or change of system. It, therefore, in no way contributes to the organizations growth,

nor does it enhance an employees ability to contribute to the organizations growth.

Induction programs are also used for in-company promotees, who have to be oriented

to the demands of their requirements.

Induction programs are based on the philosophy that the process of initial adjustmentand entry to the organization is a difficult process. Unless a conducive and supportive

atmosphere facilitates it, it would leave the new entrant with several uncertainties in

his mind and make his assimilation in organizational life more complex and difficult .

Many organizations are conscious of this and devote considerable effort to make the

initial entry phase a pleasant and cordial one.

Training In Particular Skills

Training of employees for particular skills is undertaken to enable the employee to be

more effective on the job. It is a here-and-now proposition, somewhat like induction

training, which does not have a very significant development aspect to it. Its aim is

narrow-to guarantee a certain contribution to the job, for instance sales training and

machine skills.

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Human Relation Training

This is a broad category embracing many different aspects.

Self-learning and inter-personnel competence can be included in this category-all

concerned with generally the same theme. It stresses a concern for individual

relationships, for feeling and treating people as human beings, rather than as

machines. Not only is this concern and awareness in ones attitudes and behavior

conducive to better work-place relations, but also to enhanced productivity. This

category of training is oriented towards the development of the individual and

consequently the organizations efficiency in terms of better teamwork.

Problems Solving Training

Many in-company programmes also revolve around organizational units, like

divisions of branches, which generally handle a product line. The practice is to hold

together all managerial personnel in a particular division/ branch from the both the

headquarter and the field of offices and discuss common problems and solutions

across the table. This not only helps solve problems, but also serves as a forum for the

exchange of ideas and information, which could be utilized in other situations.

Managerial And Supervisory Training

The managerial job combines both techniques and conceptual knowledge. If it is that

of a specialist, it would emphasize some techniques and knowledge like operations,

research, finance, production, and personnel management. If on the other hand it is a

general management job, then the emphasis would be on the principles of scientific

management: organizing, planning, staffing, directing and controlling.

Apprentice Training

The Apprentice Act 1961 was based on the philosophy of providing some technical

training for unskilled people in order that their employment opportunity is enhanced,

or alternatively to help them be self-employed. Industrial organizations in specified

industries are required to train apprentice in proportion to their workforce in

designated trades. The duration of training is one to four years.

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LEARNING AND TRAINING

Irrespective of the type or method of training, trainer has to keep in mind some of the

principles of learning or motivation, which would enhance internalization of what is

taught.

Motivation

A trainee needs to have a desire to learn and benefit from the programme. If he is not

interested, or is demotivated, then the learning outcome is going to be insignificant

and the company will have spent its money badly. On the other hand, being too

intense about learning and outcome may result in setting over-ambitious goals for the

individual.

Reinforcement

Following on the concept of motivation is that of reinforcement. For learning to take

place and be internalized to the desired extent, a trainee is rewarded or given some

encouragement. This reinforcement, or the acknowledgement that what has been

acquired is desirable, can be either an extrinsic or intrinsic reward- external praise or

some tangible reward, or the individuals feeling of a sense of progress. Current stress

is on positive support and helpful behavior, even when mistakes are made.

Feedback

During the training process, it is useful for the trainee to be told how he is

progressing. The knowledge of results is, several researchers have confirmed, an

effective motivator. Constant and periodic feedback has positive effects on the

trainees learning. Unless the trainee knows how close his performance comes to thedesired standard, he will not have an opportunity to improve. Feedback, therefore,

provides a basis for correcting oneself. Secondly, feedback helps to sustain the

trainees interest in the task, or in the learning that is taking place, by bringing greater

involvement with the learning process. If feedback is to be meaningful, it should

follow a learning segment as quickly as possible.

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Transfer Of Training

The maximum use of training can be made if the trainee is able to transfer his

learning to his actual work role. This is possible if elements are incorporated in the

training situation from the job role, either existing or proposed. The more similar the

learning situation is to the job situation, the higher the degree of transfer the trainee

can expect, and hence the greater the relevance of the training programme.

Repetition

Repetition etches a pattern into our memory, e.g., when one studies for an

examination, it is necessary to repeatedly go over ideas so that they can be recalled

later.

Relevance

Relevance relates to the meaningful use of material, which aids learning, e.g.,

trainers usually explain in the overall purpose of a job to trainees before

assigning them a particular task.

TRAINING POLICY

A company's training policy represents the commitment of its top management to

training, and is expressed in the rules and procedures that govern or influence the

standard and scope of training the organization. Training policies are necessary for

the following reasons.

1. To highlight the firm's approach to the training function, provide guidance for

design and execution, and to provide information regarding programmes to all

employees.

2. Formulation of policy helps in identification of priority areas in training, and

since resources are scarce, they are prioritized according to felt needs.

3. A training policy document helps to communicate the firm's intent regarding an

employee's career development, and also gives the employee

the opportunity to better his prospects through training.

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POSITIVE OUTCOMES OF TRAINING

The continued effectiveness and efficiency of an organization is to some extent

dependent on the ability of its employees to produce at high levels of efficiency, and

keep abreast with their changing job-role demands. Training will provide for an

output in this direction. The several positive benefits of training are that:

- Training helps employees to learn their jobs and attain desired levels of

performance speedily thus cutting costs and contributing to better utilization of

machines and materials, for example in workers' categories.

- Training helps to reduce the cost of raw materials and products-reducing losses

due to waste, poor quality products and damage to machinery-which would result if

an untrained employee were to learn on his own.

- Employee motivation is enhanced when employees known that the firm would

provide them training opportunities to increase their skills and knowledge, thus

enabling them to develop and qualify for higher posts. Such practices create favorable

attitudes towards the organization, which could result in better adjustment and

commitment to one's work and the organization. Thus cooperation could help reduce

employee turnover, absenteeism, accidents, dissatisfactions and grievances.

- Finally, training aids in the development of individual skills, better methods, new

equipment, and sometimes new work place relationships. Such a process would also

facilitate technological change by updating the versatility of employees.

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TRAINING METHODS

Training methods are a means of attaining the desired objective in a learning

situation. Given background work such as identification of training needs, a

programme design and its duration (based on these needs), it then becomes pertinent

to analyze and select the best method or combination of methods, given the several

constraints, to attain the programme objective. The choice of a method several

constraints, to attain the programme objective. The choice of a method would depend

on a wide variety of factors, such as competence of instructors, relevance to the

participants, the programme design, i.e., is a particular method the best vehicle to put

across the contents, and finally its cost implications.

Numerous training methodologies and techniques have been developed over the years

to meet certain specific needs. Each method has structured procedures for conduct

that offer certain advantages in developing certain limited facets of a trainee, and

suffer from some limitations.

In using a particular method, one should know its strengths and weaknesses, given thesituation, and analyze its relevance, its purpose, and if it is useful, how to get the most

out of it. This would provide the rationale of the various training methods. The trainer

should know the rationale of each of the methods before attempting to use any of

them.

OBJECTIVES OF TRAINING METHODS

Training methods have a number of overlapping objectives. As stated earlier, they

have to be chosen in relation to the programme design requirements. The main

objectives of individual training methods could be: demonstration value, developing

interest and finally, appeal to senses. However, more than one, or even all three

objectives may be found in one method.

Demonstration value

Complete demonstration of job requirements is training of a kind that enables the

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trainee to grasp the meaning of ideas, concepts, or procedures visually. Such a

method can be used effectively as an aid to overcome the "breakdown of

communication". People remember things that they see and hear, much longer than

they do information they receive through talks or reading, alone.

Developing interest

One of the factors to be kept in mind in choosing a method is its ability to hold and

arouse the interest of the trainee in the learning situation. Much research has been

done in the field to test the effectiveness of various methods. A trainer has to consider

alternative methods of presenting training material to participants in order to

stimulate their interest and facilitate retention of the matter. For instance, if

traditionally the matter has been presented through lectures, perhaps audiovisual

methods could be used, or instead project work be assigned which would mean

learning by doing or researching the subject oneself.

Appeal to many senses

The statement that "to see a thing once is better than to hear it a hundred times

emphasizes the inadequacy of words as a means of communication. Experience

indicates that almost 75 per cent of what we imbibe is through the sense of sight and

the rest is through the sense of hearing, touch, smell and taste. From the trainer's point

of view it would be beneficial to utilize as many of the trainee's senses as possible, in

order to improve retention of learning.

Application of these basic objectives or guidelines alone would not be enough. For

the appropriate use of a method, problem analysis and needs identification are also

necessary.

The trainer has to understand and identify the problem area; what is wrong, and

where is the correction needed? He has to examine whether there is a problem with

the manner in which the task is done, i.e., an operational problem, or whether there is

a problem with an individual or individuals, i.e., a human-relations problem.

Secondly, selecting the appropriate method would be dependent on the level of the

trainee in an organizations' hierarchy-is he a shop floor worker, supervisor or a

manager?

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Finally, before selecting a training method, the trainer should keep the mind cost

effectiveness.

Classification of Methods

Depending on the learning outcome, and the process by which it is attained, it is

possible to categorize the various methods into several groups.

On-the-job-oriented training methods

In this cluster are included methods whose main objective is centered around the job,

more specifically, learning on the job itself by a variety of methods. They embrace

development through performance on the job, where organizational strength and

constraints, human behavior and technological systems have full and free play.

Methods, which fall into this category, are:

1. On-the-job training.

2. Job rotation.

3. Guidance and counseling.

4. Brainstorming sessions.

5. Syndicate method (working in small groups).

Simulation methods

Real-life situations are simulated for imparting training. The methods falling in this

category are:

1. Role-play.

2. Case method.

3. Management games.

4. In-basket exercise.

Role Play

The role-play method requires participants to enact roles on the basis of a written

script or an oral description of a particular situation. The enactment process provides

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an insight and understanding of the demands and situations of the assigned role,

thereby facilitating empathy with another's (actual) role. The main emphasis in

management training is in facilitating better understanding of interpersonal problems,

and attitude change. If not handled well, however, it could degenerate a childish

exercise, where, instead of focusing on the problem to be understood, the situation

might be over-dramatized.

Case method

The case is an actual situation, which is written for discussion purposes. Analysis

would need problem identification, analysis of the situation and of its causes. There

could be several solutions to the problem, and each of these alternatives and their

implications needs to be examined. In the real world, on many occasions, a manager

may not have all the relevant information with him before taking a decision.

Similarly, the case method approximates this reality and in many situations decisions

are taken with limited data, or what is termed decision-making under uncertainty. The

managerial response in such a situation is explored and understood and learning

consists of developing problem-solving skills.

Management games

The game is built around the model of a business situation and trainees are divided

into teams representing the management of competing companies. They simulate the

real-life process of taking operation decisions. Decisions taken are analyzed by a

computer, or manually, and a series of the implications of these decisions are fed

back. The game is played in several rounds to take the time dimensions into account.

In-basket exercise

This is a simulation training technique designed around the "incoming mail" of a

manager. A variety of situations are presented which would usually be dealt with by

an executive in his working day. His reactions and responses are taken down in

writing and then analyzed. Feedback on his decisions forces him to re-consider not

only his administrative actions but also his behavioral style.

Knowledge-based methods

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In this method of training, an effort is made to expose participants to concepts and

theories, basic principles, and pure and applied knowledge in any subject area.

Basically, it is aimed at creating an awareness of the knowledge of fundamentals. The

focus is essentially transmission of knowledge which has to be imbibed by the

participants. The methods in this category are:

1. Lectures.

2. Seminars, workshops.

3. Educational training programmes at academic institutes.

4. Programmed instruction in which knowledge is disseminated in book form to be

learnt at the individual's pace, and where feedback on the learning is a given aspect of

the method.

5. Films and TV.

6. Group discussion, especially in combination with some of the above, for

assimilation and integration.

TRAINING ORGANIZATION

There are several administrative aspects that have to be taken into account before

launching in-house training programme, or nominating participants to external

programmes.

In-Company/External Programmes

The company needs to formulate its thinking regarding participation in programmes

offered by external agencies like educational management institutes, government

institutions and consultant programmes, vis--vis conducting its own in-house

programmes. Where employee numbers are small, it may not be worthwhile to set up

a training establishment and conduct in-house programmes, but as the numbers

increase, this options may offer a distinct possibility. There is the cost aspect to be

considered: for the cost of sending a participant to an external programme, several

employees could be trained within an organization. Yet, the advantage of an external

programme would be a breath of fresh air through discussions with other participants

and a fresh approach could be brought into the organization and its problems. The

skills and techniques learnt might also be different from those offered by one's own

in-house programmes.

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Training Budgets

A training budget for each internal programme has to be prepared, which would

include cost of facilities like training room, food, transport, guest faculty, if any, and

cost of teaching materials. In fact, the cost to the organization should also include the

wages and salaries of employee participants who would be temporarily pulled out of

their regular jobs and sent for training. Yet, organizational requirements would

necessitate their jobs being done by someone else. The reason for costing the trainee

employee's salary would be that they would not be making any contribution to the

company during the training period, and that this is an additional burden on the

company's finances.

EVALUATION OF TRAINING

Evaluation of any activity is important, since in evaluating one tries to judge the

"value or worth of the activity, using the information available".

What is the purpose of evaluation? Evaluation, by bringing to the fore "weaknesses

and failuresstrengths and successes," helps to improve training methods.

Evaluation helps management to answer the following questions

The relevance of the programmes to the organization's needs-what changes if any

should be made in existing programmes to realign to the organization's needs.

Feedback on the choice of areas of training will also need to be examined in the

context of its contributions to the organization's effectiveness.

Should the money continue to be spent on this activity, or another more relevant

activity that will improve attainment of the organization's objectives?

Reactions from trainees about the training programme can help identify its strengths

and weaknesses.These reactions can be used as a base for the improvement of

programmes, but those evaluating must first be definite about the aspects they are

interested in investigating.

An evaluation of a training method or system must also take into account the

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suitability of objectives. "If the objectives were inadequately formulated in the first

place, even a 'good' training programme has really no chance to be effective."

Objectives have to be clear-cut, must relate to needs, and make way for changes.

Objectives cannot be static and need to be re-appraised frequently so that training

may result in improved overall organizational efficiency. Evaluation of objectives

helps to bridge the gap between needs and objectives.

THE EVALUATION PROCESS

The most useful means of evaluating training are observations, ratings, trainee

surveys and trainee interviews. Observation is concerned with observing the behavior

of people in a certain situation. To be useful, it must be specific, systematic,quantitative, recorded and expert. Needless to say, observers, must be trained and

have specific ideas about what they are looking for. This is the most direct method of

"assessing the quality of formal training and of identifying deficiencies".

The second method of evaluation is that of ratings. "Various elements of the training

system should be rated independently by several qualified raters. These elements

include trainees, instructors, equipment, materials, training aids and facilities." The

use of rating scales requires supervised practice, as it is easy to commit errors.

The third method is trainee surveys where opinions of the trainees are used for

evaluation. These opinions should not be used independently, since they cannot

always be relied on to be objective.

The fourth method is trainee interviews, whereby ideas and views that trainees might

not put down on paper can be determined by "skilful questioning". This method

allows for more precise information and details to be obtained and prevents

ambiguity, especially in interpretation.

The final method is that of collecting the observations and recommendations of

instructors through surveys and interviews "to ensure that the system is consistent

with the needs of the implementers of the training". Interviews with instructors will

bring to the surface characteristics that instructors may feel reluctant to put down on

paper.

IS TRAINING THE BEST MEDICINE?

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Imagine this: A man is having chest pains. He rush as to his doctor, tells him he is

having a heart attack, and demands that he perform open-heart surgery. He obligingly

agrees. It is not until after a great deal of pain and expense that he discovers it was

only in digestion.

When it comes to training, a similar situation happens all the time. If scrap rates are

too high, productivity is too low, and employees neglect to follow standard quality

procedures, they must need more training. Before rushing into the pain and expense

of interrupting production to send them off to a seminar it is necessary to make sure

that training is the proper solution.

Just as a doctor must understand the cause of a patients symptoms before he can

attempt a cure, one needs to know why employees are not meeting the companys

expectations before taking action. Thats where a training-needs analysis will help. It

tells how well employees are doing their jobs, where they could use some

improvement and how that improvement can best he achieved. Done correctly, it can

save the company from wasting a lot of time and money on inappropriate training

programs.

Gathering the information

To do a valid training-needs analysis, one needs to gather as much objective data

about employee performance as possible. There are many ways to collect this

information, including:

Casual conversations

Formal interviews

Direct observation

Work samples

Written records

Surveys

Tests

Focus groups

A professional trainer can be hired to perform an analysis but its not just a technique

for trainers. Everybody should be trained in this simple process. Its a supervisors or

a managers job to make sure people can do their jobs. To do training needs analysis

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the following steps should be followed:

Study current performance: Before tying to change anything, its essential to

know what is already happening. What skills and knowledge do employees already

have? What tasks are they performing on their daily jobs?

Define ideal performance: what standard of performance is necessary for the

business and the employees to be a success? What tasks must they do? What level of

accuracy or productivity should they achieve? What skills and knowledge must they

have?

Find the gap:What is the difference between the definition of ideal performance

and what the employees are currently doing? Are there any areas that arent

functioning as well as they should? Where are there opportunities for improvement?

This is the performance gap that the company is trying to fill. One must look for

problems or opportunities that may occur in future as well as ones that already exist.

Identify the cause: Why are workers not working up to standard? Have they ever

performed the job correctly? Where and when do the problems occur? Has anything

changed recently that might have instigated the problem? Compare best and worst

performers to find the differences in what they do.

When these steps have been completed one should be ready to make diagnosis, but it

must be remembered that training is not the only medicine for ailing performance.

Although it is often mistakenly applied as a cure- all, the only problem that training

can solve is a lack of skills and knowledge. Do employees know how to do the job?

Could they do it if their lives depended on it? If so, probably there is no training

problem. There are many reasons why a worker might not be doing his job correctly,

including unclear expectations, insufficient feedback, lack of incentive and adverse

working conditions. These are all management problems that can only be improved

by management changes.

Too often, people see the gap and they want to just leap right in and fix it. The key is

not to jump to the solution, which is assumed to be training. Understanding the

situation is the first step. Then, once one understands the situation one can think

about why (The problem exists). Only if its because (employees) lack skills and

knowledge should training be considered as a solution.

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NEW TRENDS IN TRAINING:

SELF DIRECTED LEARNING

Organizational support enhances self -directed learning programs. The term "self

-directed learning" describes training in which the learners essentially guides himself

through the learning process using workbooks, manuals, or computer based training

programs. Many companies are switching to this type of training because it allows for

more flexible scheduling, as well as reduced training time and expenses. If we look at

the life cycle of classroom type training, 90% of that life cycle cost is in the delivery,

not in the development. Plus, as people get up there and start to talk, it takes longer

than it does to deliver the training in some other ways. Well-designed self-directed

learning will probably take half the time of classroom instruction. But even well

-designed programs won't achieve optimum results without proper support. "People

[switch to self-directed learning programs] for cost issues, and a lot of them don't

recognize that there are organizational issues that they have to deal with, "If they

don't deal with them, the theyre not going to get as big a return on their training

investment as they could. The following are tips for supporting set directed learning

in a company.

1. Learning is work.Many organizations don't recognize training as real work.

Unlike classroom training, which must have a scheduled time and place, self-directed

learning is often just squeezed in here and there, or the employee may be forced to

take it home.

2. Keep sessions short.All days are much more fragmented than they used to

be "So when self directed modules are developed, there is no space for two hour or

three hour modules. The training needs to be made into shorter chunks, so that it can

fit into the shorter periods of time. "Training should be long enough to get a concept

across, but not so long that it involves too many once.

3. People need people. Many managers forget about the learners need for

contact with others. Seeing and being seen are very important in the political

environments of today's companies and the classroom is where that often went on. If

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we take that away from the classroom, we have to provide some other way for it to

happen, because they learn form each other as well as learning from the class.

Meetings, e-mail, and electronic forums are some ways to compensate for the

isolation that self-directed learners may feel.

4. Combine delivery methods. Self directed learning has many advantages-

but it is not the best choice for every situation. Self directed learning is much better

for knowledge based learning. It can work for some skill based learning, but there are

times when one wants to have hands on. A lot of your best programs are a

combination. For example, a well-rounded program might start with an introductory

session delivered by satellite. Self directed, computer based training could then get

everybody up to speed on the basic information. Classroom sessions could then build

on that knowledge by teaching hands on skills. The most important thing is to plan

ahead in the initial training needs analysis for ways to support the unique needs of

your self directed learners. That is a very important part of the needs analysis that is

often neglected. We look at what are the learning objectives, but we don't look at

what has to be taken care of in the organization and culture in order to achieve to

those learning objectives.

TRAIN, DON'T TELL

Many companies' so-called training programs are little more than one-way

information dumps. Information is transmitted, but the trainees get little guidance on

exactly what to do with it or why. As a result, the words float by in isolation,

seemingly detached from the employees' real world of paperwork and production

quotas. Because the information is never used, it is quickly forgotten.

This problem is compounded, because the human brain processes procedural

knowledge differently from the way it process declarative (telling) knowledge. The

people who are selected [to do training] are often people who have expertise in doing

something. They usually got that expertise through trial and error, but they try to

teach through telling. In other words, they use declarative methods to teach

procedural knowledge. Afterward, they except trainees to perform the task and they

become frustrated when it doesn't work that way.

Real training is a two way street. It helps the trainee process and practice new skills,

rather than simply dumping information on him. By actively engaging the trainee's

participation, real training converts lifeless information into meaningful knowledge.

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The employee understands why the new knowledge is relevant and has a clear idea of

how to apply it. Transforming telling into training isn't hard, if one includes these six

key elements:

Incentives: Employees need to understand what's in it for them. Why should

they do it this way? Demonstrate how the new knowledge or skill will solve a

problem or make them better, faster, and more effective in their jobs.

Objectives: Make sure trainees understand what the companies wants from

them. One of the biggest inhibitors of employee performance is unclear expectations.

Organization: Organize information to make it easier to remember. Show how

it relates to things they already know. Use analogies, examples, and mnemonics.

Dont confuse beginners with a lot of unnecessary details. Instead, focus on the basic

steps to gain performance.

Participation: Encourage them to ask and answer questions. Get them to try

the skills or apply the knowledge for themselves rather than just memorizing what

you say or do. The more they participate, the more they will learn.

Feedback: Let them know how they're doing. This allows them to correct

mistakes before they become habits. It also helps them gain confidence, which will

encourage them to feel comfortable applying new skills.

Rewards:If they're right, tell them they did well. If they're wrong, praise them

for trying.

Even if there techniques are applied in small, informal ways, employees will

understand what the company wants a lot better, once one stops telling and starts

training.

TRAINING: MANTRA OF THE NEW MILLENNIUM

In today's scenario, change is the order of the day and the only way to deal with it is

to learn and grow. Knowledge is the potent symbol of the new millennium and the

only way an organization can strive to excel is to realize that success today is not a

function of financial muscle or physical assets but of competent workforce. It is the

workforce with high caliber, knowledge and skills that is hard to duplicate.

Employees have become central to the success or failure of an organization; they are

the cornucopia of ideas.

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Katz and Kahn (1978) have posited that organizations must have three behavioral

features.

People must be attracted not only to join the organization but also to remain in it.

People must perform tasks for which they are hired and must do so in a dependable

manner.

People must go beyond this dependable role performance and engage in some form of

creative, spontaneous and innovative behavior at work.

The most important aspect that guides competitiveness in current turbulent markets in

how companies gather, analyze and use information to their advantage. Thus IT

capability that processes and manages information in a corporate will be the single

most effective weapon in the era of information technology. As organizations shift

from being product based to knowledge based there has been a shift, with accent on

knowledge. Employees today need to adopt skill sets with ease. The knowledge

worker of today is in a constant pressure to compete with redundancy, as knowledge

and information is no longer a prerogative of a few. IT is affecting the people,

process, structure and strategy of organizations. IT acts as an enabler to capture and

disseminate information so that individuals can become knowledge workers. Keeping

this in mind ,organizations need to realign their thought process and give training a

fresh look. Things will never be the same in the e-era.

With the world becoming a global workforce, organizations today have to compete at

the international level. This has redefined job requirements in terms of skills,

competencies and qualifications. Today development of the employee is a

prerequisite to make the employees work for the company rather than in the

company.

Today it is not the aptitude that guarantees success but the attitude. Employees are

being encouraged to learn that it is essential not to control one's emotions but to

manage them and channelize them for their effective use. Workshops on emotional

intelligence are quiet common in the corporate arena. One offshoot of EQ training is

team building. Teamwork is highlighted in most companies and various outdoor

training programs are conducted, even at the induction training stage, to nurture the

team spirit. Other topics on which training is being encouraged in the new

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millennium are communications, computer skills, customer service, ethics and quality

initiatives.

TRAINING IS EVERYBODY'S BUSINESS

Training is not the panacea for all the friction resulting due to change. Yet efforts in

the right direction are definitely worth it, as organizations need to achieve their goals,

maintain them internally and at the same time adapt to the ever changing

environment.

Hay Groups annual survey of the world's most admired companies identified

training as one of the best ways to attract, motivate and retain talent. Innovation in

training methods seems to be a result of that. Traditional methods of "chalk and talk"

are giving way to virtual learning. Global giant Motorola is reaping benefits of virtual

learning. Motorola University is the most widely benchmarked corporate university in

the world. IBM also has a university for its employees and they are encouraged to

learn under the guidance of "dispersed mentors". Usually companies are turned to the

WIN FM-whats in it for me. Companies like GE, General Motors have their training

department independent of HR. It operates as a separate business center contributing

to the company's profit.

COMPANY PRACTICE IN TRAINING

HCL

Comment

Every employee receives training for 8 days on an average.

HR policy is built around Employee Development Growth &

Empowerment (EDGE). It is a consciously developed program aimed

at making Comment a learning organization.

An exhaustive training module is there to create global managers

where freshly inducted employee follows a structured path going up

with the certification levels from base line to advanced base line to

silver club to finally become a gold club member -with global level

expertise.

Hughes

Software

Service

New recruits go through 8 weeklong induction programs which

consist of both technical & non-technical training.

Skill inventories are maintained by line managers and not HR.

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Line managers are responsible for identifying training needs and

ensuring attendance, role of HR is to facilitate choices.

IBM Has virtual university. IBM Global Campus provides employees

across the globe self-driven learning via the corporate intranet.

Extensive Lotus Training modules complete with tutorials and

multimedia courseware are available online.

Employees are encouraged to develop relationships with dispersed

mentors.

Infosys Every Info scion receives an average of 47 hours of training.

2.65% of turnover is spent on education and research.Motorola Every employee receives training for 40 hours annually.

Motorola University is the most widely benchmarked university in the

world. It is a $ 100 million global service business operating through

99 sites across 21 countries employing 400 staff members.

University is run as an independent business operation, a profit center.

NIIT 80% of the training is delivered in-house.

No. of training days per employee is 13 days. "Back to School is

followed where partial course fee is reimbursed for completion of part

time professional courses.

In-house tutorials and training procedures are distributed on the

network without having to print huge documents.

Sat yam Training is conducted to familiarize employee with different cultures

and business practices.

TataConsultancy

Services

It has a training center in Trivandrum where training for new entrantsfocuses on team building, presentation skills and grooming.

It has a 72 days long training program.

One way to minimize the danger of a company losing its financial investment in

training is to share the cost with the employee. By asking an employee to invest

partially, one does increase the intrinsic value of the training to t