SGB SREESHAIL

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Contents

1.INTRODUCTIONa. Reason for selection BHEL

b. Over View

2. RESEARCH DESIGNa. Statement of the problemb. Nature of studyc. Objective of the studyd. Scope of the studye. Limitation of study

3. COMPANY PROFILE

a. About BHEL - Vision,Mission &Value

b. Competitors Profile

4. PRODUCT PROFILE

a. Automation &Process electronic system b. Telecommunicationc. Semi conductor & photo voltaic system

d. Defense electronice. Energy meterf. Services offeredg. Global preference

5. ORGANISATIONAL CHART OF BHEL

6.DEPARTMENT PROFILE

7.FACTORY TO HR MANAGEMENT PROFILE

8.HRMATBHEL


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9.

THEORETICAL FRAME WORK OF THESTUDY

a. Training & development meaning .

b. Need for training

c. Objective of training

d. Recent developments in traininge. Types

f. Methods of trainingg. Training strategy

h. HRD & Organizational effectiveness

thorough training

i. Functions & responsibilities of HRD

10.METHODOLOGY

11. DATE ANALYSIS & INTERPRETATION

12. INTERPRETATION OF INFORMATIONGATHEREDFROM TRAINING COORDINATION

13. SUMMARY OF FINDINGS & CONCLUSION

14. RECOMMENDATION & SUGGESTION

15.

APPENDIX & ANNEXURES16.

BIBLIOGRAPHY


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SI.NOGRAPHS

PAGENO

1.Consideration of training as an effective

tool for development of people & organization

2.Fulfillment of employees need by training

& development department

3.Number of training programme attendedin his whole Career

4.Nomination for the recently attended program

5.Perception for the infrastructure available at

HRD for conduct of the training programme

6. Opinion for the faculty chosen for conductingthe training programme

7.Best method for identification of the training need

8.Sharing of experience and knowledge gained

from the programme with the peers

9.Sharing of the peer's experience of thetraining programme

10.Individual's per caption about general trainingConcept

11. Employees grading for the differentevaluation methods

12.Reason for respondents interest for the

out bound training

13.Contribution of the training programmefor individual development which enhancethe organizations growth

14.Techniques of training utmost bythe employees

15.Annual number of program employeethinks he must attend


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INTRODUCTION

In a short span of 20 years, training has mushroomed into large-scale activity. In

industrially developed countries training is a means to reduce obsolescence among

people and organizations in the face of relentless technology innovation. In developing

countries, far away to the South, increased knowledge and skill, and application are

the latent resource that can be mobilized by training without heavy demands on

scarce capital and scarcer foreign exchange. The concept, strategy, and method of

training do not differ from the industrialized to the industrializing countries.

India spends around $6 billion on training and development each

Year and USA almost the double expenditure of such magnitudes calls for a sharp look.

Training needs this look extra much. For one thing, it is a new field and is still

expanding fast. For another, controversy seems to envelop essential, obviously so. The

doubt comes over its distribution in practice. Complaints are growing about its

effectiveness and waste.

Training activities are act of increasing the knowledge and skills of employees for

doing a particular job. It imparts specific skills for specific purposes. It can be given to

both new and old employees throughout their stay in the organization. Every

management has to develop their organization through Human Resource

Development (HRD). Employee

Training is the important sub-system of HRD. In current scenario, the success

and survival of any enterprise depends not on the capital, assets the company owns, nor

the present market standing, does it depend mainly on knowledge and skills of its

people. Training bridges the gap between job requirement and employee present

specification.


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a. Reason forselecting BHEL

BHEL has been disclosed as one of the "NAVARATHNA" of the public sector units

by the Government of India bringing it on the threshold of becoming the World-class

player in the international arena. One of the reasons to select BHEL is that it is one of

the TOP SEVEN organizations in Asia to record High Employment Satisfaction. Andever since 1970's BHEL is making profits continuously, even in this Globalization era

it is standing stiff in its position competing with capital rich MNCS.

The BHEL-Electronics Division (BHEL-EDN) is one among the three units of

BHEL in Bangalore and also which owns the goodwill of providing its employees the

best training programs. BHEL-EDN spends up to 25 lakh rupees per annum on its

training and development activities to update and enrich its employee's skills,

knowledge, efficiency, aptitude, and attitude and to achieve its well-being in the

organization. This inspired me to study on TRAINING AND

DEVELOPMENT

Activities at BHEL-EDN and to know whether its investment in this area is

effective.

b. OVERVIEW:

Project titled Trainingand Development at BHEL -EDN" has the mainobjective of

checking the effectivenessof the trainingprograms conducted in the organization.

Apart from the main focus, the related information's like training co-ordinates,

working Pattern, study of the procedure and policies prepared for the same

were also collected.

The collection of the information was done through questionnaire and

personal Interaction. The mainaspect on which study is done inproject covers

the following: Procedures and policies Identification of Needs. Conduction of the

programs Evaluation Techniques


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Proceduresand policies:

A policy is a predetermined, selected course established as a guide the

accepted goal and objectives. On one hand where policy indicates "what"

and why" procedure indicates how Policy is to be carried out. Each organization

prepares a guideline for the activity conducted ins ide it; in BHEL-EDN

they have theirownpredetermined course ofaction.

Identificationofneeds:

The firs t for conduction for any tra ining program is identificationof

need. On the Basis of which a candidate participates in a training program.

Need identification at BHEL_EDN can be done in any/all of the three ways:

Trainingand Development Training coordinators Personal Basis

Conductionof the program:

Once the needs are identified, training programs could be conducted.

Followingare the Step involved in thisprocess:

a. Selecting Faculty

b. Asking for Nominationof Candidates

c. Arrangement of training Aids

d. Evaluating the Trainingprogram

Evaluation:

The evaluation techniques adopted by both training programs are

conducted. Followingare the Step involved in thisprocess:

a. Selecting faculty

b. Asking for Nominationof Candidates

c. Arrangementsof training Aids

d. Evaluating the Training program


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Evaluation:

The evaluation techniques adopted by both Training and

Development department and training coordinators have their own

importance. Actually the evaluation is sometimes done by training

and Development department and sometimes by the Head o f the

department (training co-coordinators)

The training and development department usually adopts the

method of Questionnaire.

Training coordinators of the different department adopt different

method for Evaluation, viz.,

a. Observation

b. Interactions

c. Presentations

d. Analysis through Assignments.


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REASARCH DESIGN

Research inculcates scientific and inducting thinking and it promotes the

development of logical habit of thinking and organization

Significance of research may be understood by the words given by

"Hudson" as follows:

"All progress is bom of inquiry, doubt is often better than overconfidence,

for it leads to inquiry leads to invention"

a. STATEMENT OF THE PROBLEM

Human resource is considered as a vital resource and their development and up

gradation is very essential. For that training is given to help and

improve the skills and knowledge of employees. The problem selected

here is TR AINI NGAN D DEVELOPMENT AT BHEL-EDN, BANGALORE."

b. NATURE OF THE STUDY

The nature of the training is to "Create a learning Organization".Which is a

new philosophy and view the organization's manpower as its resources and not as

liabilities on mere hands. Therefore, the training is the best strategy to educate the

employees to learn the new systems, which helps to increase the productivity of the

organization and individual so recognition of training in an enterprise create new ways

for effective and management of the organization.


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c. OBJECTIVES OF THE STUDY

The objective of study has been divided into two parts, primary and secondary:

a. Primary objective:

The prime objective of the project is to find out the effectiveness of"Training

and Development" programs held by the organization to provide the Employees

with a range of skills.

b. Secondary Objectives:

The secondary objectives of the project are:

1. To study the procedures and policies of training and Development

programs.

2. To evaluate the effectiveness in determination of training needs.

3. To check the perception of BHEL employees for training.

C. SCOPE OF THE STUDY:

The study conducted not only provides employees' perception for various

Training program organized by the department but also their expectation. This Study

can help the department by knowing the need coming from the employees' to

make this process of sharing of knowledge more effective.

1. The project work is done at BHEL-EDN : Mysore road, Be agalore

2. The study covers Executive cadre of employees

3. The study was conducted in of 1 MONTH.

4. The project work covers detailed study of TRAINING AND

DEVELOPMENT at BHEL-EDN


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d. LIMITATIONS

The constrains in the study can be divided as

1. Time Constra int:

The time available for accomplishing the task was one month, As

per the availability of Time, the sample size of employees taken for the

Training Perception Survey was 35 People. A large sample size may have

reflected the clearer picture.

2. Language Constra int:

Although more than 90% employees are comfortable with English, but 10% of

the Sample sizes are not able to communicate in English, Which created the

communication Gap,(which includes workers , employees and the apprentices).

Thus resulting into imperfect information gathering from the respective

groups.

3. Lackof involvement of the Employees:

A few employees of the organization are reluctant to share their experience.

Although all the efforts were done to make the employees free to express their

unbiased Opinion. Still some individual Biases do exist.

4. OTHERS:

y This study is restricted to the Executive cadre in BHEL-EDN therefore results

cannot be generalized to employees of other divisions of BHEL.

y Analysis and interpretation of data is done on the assumption and the respondents'

information not free from

y Time constraint restricted the sample size

y The information collected is totally subjective

y The study is purely based on the facts provided by BHEL-EDN, HRD

Department


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3. COMPANY PROFILE

A. ABOUT BHEL

VISION

A World class Engineering Enterprise Committed .to Enhancing

Stakeholder value

MISSION

To be an Indian Multinational Engineering Enterprise Providing Total Business

Solutions through Quality Products, Systems and Services in the fields of Energy,

Industry, Transportation, Infrastructure and other Potential areas.

VALUES

Zeal to Excel and Zest for Change

Integrity and Fairness in all matters

Respect for Dignity and potential of Individuals

Strict adherence to Commitments

Ensure speed of Response

Foster Learning, Creativity and Team-workLoyalty and price in the Company r

BHEL is the largest engineering and manufacturing enterprise in India in the

infrastructure, energy and power sector today. BHEL established in late 50's is a name

which is recognized across the industrial world. BHEL

was established ushering Indigenous has been more than realized in a well-recognized

track record of performance. It offers a wide range of spectrum of products services

for core sector like power generation, transmission and distribution etc. besides

supply of Energy Systems


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BHEL manufactures over 180 products under 30 major product groups and caters to

core sectors of the Indian economy. It has been earning profits continuously since

1971-72 and paying dividends since 1976-77. The wide network of BHEL 's include 8

service centers, 18 regional offices and a large number of project sites spread all over

India and abroad enables the company to promptly serve its customers and provide

them with suitable products, systems and services-efficiently and at competitive

prices.BHEL is India's industrial ambassador to the world with expert presence in

more than 50 countries. It has had a consistent track of growth, performance and

profitability. The World Bank, in its. report on Indian public sector, has described

BHEL as "One of the most efficient enterprises in the industrial sectorat par

with international standardsof efficiency".

A dynamic 62,500 strong team including over 11,000 highly qualified engineers

embodies the BHEL philosophy of professional excellence through continuous

striving for state-of-the-art technology.

Towards meeting its quality, BHEL is using the vehicle of 'Quality Management

Systems', which are certified to ISO 9001:2000 series of standards by internationally

acclaimed certifying agency, BVQI, Corporate quality and unit level Quality structure

enables requisite planning, control and implementation of company's vision statement.

Corporate Quality derives strength from direct reporting to Chairman and Managing

Director of the Company.

The Quality and reliability of BHEL's products is due to the emphasis on design,

engineering and manufacturing to international standards by acquiring and adopted some

of the best technologies from leading companies in the world, together with its own R&D

centers.

BHEL has acquired certifications to Quality Management Systems ISO 900I,

Environment Management System ISO 14001 and occupational Health And Safety

Management System, OHSAS 18001 and hasalsoone among the 'NAVARATHNA '

companies


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The greatest strength of BHEL is its highly skilled and committed workforce. Every

employee is given an equal opportunity to develop himself and improve his position.

Continuous Training and Retraining, Career planning, positive work culture and

participate style of management have engendered development of a committed and

higher level of quality BHEL corporate headquarter is at New Delhi.

Address: BHEL HOUSESiri fort,

New Delhi-110049

Tel:(91)(l 1)26001010Fax:(91)( 11)26493021

It has four Regional Offices at

y NOIDA (North)

y KOLKATA (East)

y NAGPUR (West)

y CHENNAI (South)

BHEL has 15 Business centers

y Bangalore

y Bauvaneshwar

y Chandigarh

y Chennai

y Guwahati

yHaridwar

y Jabalpur

y Kola

y Lucknow

y Mumbai

y New Delhi


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y Patna

y Ranchi

y Raipur

y Secandrabad

It has 13 main Manufacturing units

y 3 units at Bangalore

y 2 units at Haridwar

y 3 units at Tiruchirapally

y 1 unit at Bhopal

y

1 unit at Golndwal

y 1 unit at Jagadishpur

y 1 unit at Jhonsi

y 1 unit at Ranipet

y 1 unit at Rudmpur

It also has 8 service centers at

y Chandigarh

y Kolkata

y Nagpur

y Noida

y Patna

y Secunderabad

y Varanasi

y Varanasi

y Vadodara


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BMEL has its corporate R&D at HYDERABAD

b. COMPETITORS PROFILE

After the Government Of India adopted the Liberalization Preivitazation Globalisation in

its New Economic policy, many MNC's invaded in to the country suppressing the scope

of domestic industries both the private and public sectors in the country. The major

competitors of.BHEL are:

y ABB India

y Alfa Laval

y Siemens India

y Larseb and Turbo

y Thermax

y Hitachi

y GE

4. PRODUCT PROFILE

The comprehensive product panorama of the Bharat Heavy Electrical Limited,

Electronics Division, Bangalore includes:

a. Automationand Power Electronic Systems:

y Power Plant Automation

y Excitation Systems

y Industrial Automation

y Sub-Station Automation and Supervisory Control and Data

Acquisition Systemsy DC Drive Systems

y AC Drive Systems

y Power Supplies


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y Static Starters

y Traction Drive Systems for Locos and EMU'S

y HVDC Systems

y Static VAR Compensation (SVC) Systems

y Capswitch Systems

b. Telecommunication

y Rural Automation Exchanges (RAX) and Access Network RAX (AN-RAX)

y Single Base Module (SBM-XL &VE)

y Multimodule Automatic Exchange-Extra Large (MAX-XL)

y

Remote Switching Unit (RSU)

y 120 Lines Remote Line Concentrator (RLC)

y Interactive Voice Response System (IVRS)

y Network Synchronizing Equipment (NSE)

y Integrated System Digital Network (ISDN)

y Common Channel Signalizing (CCS # 7) and V 5.2 Protocol

c. Semiconductorand Photovoltaiccv Systems

y Power Semiconductor Devices

y Solar Photovoltaic Cells Photovoltaic Panels

y PV Systems

y Grid Interactive, Hybrid and Stand Alone PV Power Plants

y Space Grade PV Panels Space Quality Batteries


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d. Defense Electronics

y Simper Tactical Gunnery Simulator

y Infantry Weapon Effects Simulator for Tactical Gunnery Training

y Small Arms Training Simulator For Marksmanship Training

e. Energy Meters

y Electromechanical Energy Meters

y Electronic Energy Meters

f. Services Offered

y Erection and Commissioning by Highly experienced team of

Engineers

y In-house expertise for efficient Services-After-Sales

y Assured Supply of Spares

y A highly competent team to respond to customers emergency needs

y Total Solutions to renovation and modernization requirements

GLOBAL PREFERENCE:BHEL-EDN has the core competence in offering Comprehensive

solutions to the varied needs of customers across the globe. The countries where BHEL-

EDN manufactured equipments/systems have been in

operation are:

y Azerbaijan

y

Bangladesh

y Bhutan

y Germany

y Ghana


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y Italy

y Malaysia

y Malta

y Mauritius

y Nepal

y New Zealand

y Oman

y Saudi Arabia

y Sweden

y Tanzania

y Thailand

y USA.

TURNOVER GROWTH (Rs.in Crores)

0

100

200

300

400

500

1976-

77

1980-

81

1985-

86

1990-

91

1995-

96

1999-

2000

Series1


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5. ORGANISATION CHART OF BHEL

AGMCC&PR

GM/CE-E&C

GM/ESDGM[PRDN]

GM/CE-

E&C

AGMTELECO

AGMEM

GMSC &PV

EXECUTIVE

AGMHR

AGMQS

AGMFINANCE

SDGMP&D

SDGMVIGILANCE

SDGMHRD

DGMPTS & S

AGMFS&T


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DEPARTMENT PROFILE

1. PRODUCTION AND MANUFACTURING DEPARTMENT

y Production in EDN is divided into 5 major product groups they are:

y Control equipment (CE)

y Power Semi Conductor devices (SE/PV)

y Energy Meters (EM)

y Sub-assembly Telecom

y Defence Electronics

Functions:

y Produce respective products in prescribed quality and quantity given

by Marketing and Engineering Departments

y Pass on the products produced to the Quality Control Department after testing them

Responsibilities

y This department is responsible foe developing the products that is designed by the

Engineering department

y To submit the Bill Of Materials regularly to the Material Management department

y And is responsible for testing the materials and also deals with the customer while

testing the products.

2. SERVICE GROUP

A. Factory service and Township department

Headed by a GM and AGM, this department is mainly involved in the

maintenance of the entire factory premises including machines, land and buildings. It

takes up both preventive and breakdown maintenance activities.


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B. Common Purchase Department

Headed by an AGM, this department is mainly involved in the procurement of

required material inputs to all the product group departments both from indigenous and

imports. This department is responsible for accounting of the purchases made by it and

submission of bills/statements to the Finance department on date.

C. Shipping Department

Headed by an AGM, this is common department that is responsible for the shipment

activities of all products to its customers. This department at present is under the contract

of Control Equipment. It is also responsibie of packing and dispatching of the materials.

D. Productivity, Technology service and Safety Department

(PTS&S)

Headed by DGM who in-turn has to report to the GM (FS&T/HRD), this department

does the research and development job. It is responsible for development of technology

and designs, which incorporates the new technological advances. Safety department

takes every possible step to minimize accidents by taking the necessary measures at the

various stages of planning and designing.

Though the frequency of accidents is extremely low the management is taking keen

interest to reduce accidents as far as possible by engineering methods and personnel

protective equipment at various stages. Safety day is celebrated around March every year

and apart from this surprise site visits are carried out to check whether the employees are

following the safety measures.


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E. Human Resource Development Department

Headed by SDGM, its major functions are :

y Training and Development

y Student Training apprentices and Training the management trainees

y Recruitment and selection for suitable posts of apprentices

y Co-ordination in seminars and meetings

3. SPECIAL FUNCTION GROUPS

A. Cash collectionand public relation Department (CC&PR)

Headed by an AGM, this department mainly deals with

y Invoice generation

y Billing

y Collection activities

y Correspondence with customers of BHEL-EDN one the marketing

department places the order. It works towards satisfaction of the customers.

BHEL-EDN keeps track of customer satisfaction through:

yThe below expectation log, a database used to track complaints and record root causes,

corrective actions made, cost of resolution and new

yCustomer retention data and analysis

yUnsolicited testimonials

yTrade shows and face-to-face feedback from customers

yPhone contacts with customers from all areas

ySales and customer data


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B.Planningand development Department

This department decides targets to be achieved. It involves developing short and long

term objectives that in turn must support the objectives of the organization as a whole.

C.Vigilance Department

This is and intelligent Department in the company, its responsibility is to place a check

and take care of all the policies, rules and regulations of the organization. It is also

responsible in detecting corruption and taking necessary actions to eliminate them.

D. Informationand Technology Department

This department is responsible for providing Infotech and IT enabled services to the

company. It is also responsible for providing the hardware, software and network

services to all the departments in the company.

4. COMMON FUNCTIONS GROUP

A. Quality Service Department

This department gives more emphasis to the highest standard of quality at every stage of

operations through implementation of Quality Management System and procedures, in

line with international standards and practices. This department is responsible to

maintain the quality of products and services generated by the company. It functions

mainly through testing of both inputs and outputs of the company.

B. Finance Department

There are about 93 employees employed in this department, 23 Executives, 25

Supervisors and 45 supporting staff. One SDGM takes care of internal audit. which is

Statutory requirement.


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Functionsand Responsibilities

y Collection of accounts from all the sections and departments

y Prepare the books of accounts of the company

y Bill Payment activities

y Payment to establishment

y Costing and cost audit

y Preparation of Financial statements on date

y Internal audit

B. Human Resource Department

BHEL derives its strength from its strong and dedicated work force, who are highly

qualified professionals and are distributed across major categories and units. The

employees of BHEL can be defined knowledge workers, which is very precious resource

of the organization. The HR department is mainly concerned with developing and

sustaining a dynamic work culture which enables joint organization of organizational

goals and individual potential, taking care of changing aspiration at this juncture. The

duties of personnel department are classified into four main categories namely:

y Establishment

y Welfare

y Administration

y Appraisal


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8. FACTORY HUMAN RESOURCE MANAGEMENT PROFILE

Introduction Human Resource Management is a process of bringing people and

organization together so that the goals of each are met". "HRM is concerned with the

most effective use of people to achieve organizational and individual goals. It is a way of

managing people at work, so that they give their best to the organization

-Invancevich and Glueck

SCOPE OF HRM

Scope of Human Resource Management was very limited in the beginning. Persona)

Department, in those days was called as "Health and Happiness" department. The scope

of management in general and personal in particular has changed considerably, covering

more areas and responsibilities. It is a fact, that there is no general agreement among the

authors as to the scope of HRM. However American Society For Training and

Development (ASTD), conducted fairly an exhaustive study in this field and identified

nine broad areas of activities of HRM, Human Resource Planning (HRP), Design of

Organization and job. Selection and Staffing, Training and development, Organization

Development (OD), Compensation and benefits. Employee Assistance, Union/Labour

Relations, Personnel Research and Information Systems.

EVOLUTION OF HRM

The utilization and management of people can be traced back to ancient times at east in

its rudimentary forms. The basic difference in the way of people management lies on the

ground that people in ancient times were managed in a more informal manner as against

a more scientific and specialized way of managing people in today's context of HR.

The history of HRM can be traced through the passing of four broad phases:


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CRAFTS SYSTEM

SCIENTIFIC MANAGEMENT

HUMAN RELATIONS

CURRENT ORGANIZATIONAL SCIENCE-HR APPROACH


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CRAFTS SYSTEM

From the earliest times in Egypt and Babylon, training in craft skills was

emphasized to maintain an adequate supply of crafts workers. Crafts was emphasized to

maintain an adequate supply of crafts workers. Crafts guiolds existed which recruited

employees and these recruiters were taken on the Job after a considerable period of

training as an apprentice. Thus the Crafts system was best suited to the domestic

industry.

SCIENTIFIC MANAGEMENT

When industrial revolution ushered in the 19 century the development of mass

production and. several other factors led to the deterioration of the craft guilds. The

founder of this new field of scientific management was an American Mechanical

Engineer, Fredrick W Taylor. Taylor along with several other contemporaries did

conduct a series of experiments to evolve on the most appropriate way of managing

people scientifically. Taylor and his disciples assumed that workers wanted to be used

efficiently were motivated by money. However, this philosophy proved to be incorrect

because it ignored feelings and actual motivation workers remained dissatisfied with

their jobs. Trade unions also started rising voice against taylorism for havihg deprived

the workers of a voice in the conditions and functions of their work. The result was the

Emergence of welfare secretaries as organizational employees to

oversee the welfare of employees. Thus marked the beginning of professional personnel.


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HUMAN RELATIONS

The first important discovery in the social context of mass production resulted

from the famous experiments conducted by social scientists like Elton Mayo and fritz

roethlisberger 1924 and 1932 at western electric's Hawthorne plant in Chicago Mayo and

his colleagues sought to study the effects on employee productivity as a result of changes

in the illumination of the plant. The investigators choose 2 groups of employees working

under similar conditions. The level of illumination was varied for the test groups constant

for the control group. To Mayo's surprise. The output of the groups rose. Even when the

researchers told the workers in one group that the light was going to be changed but not

actually change it, workers expressed satisfaction and productivity continued to

increased. Thus it was observed that the variable here was psychological and not

physical. The discovery of these Hawthorne studies led to further research on social

factors associated with work. Ties led to human relations movement with its emphasis on

the fact that the employee need to understood to increase productivity.

ORGANIZATIONAL SCIENCE

This approach focuses more on the total organization and less on just the individual and

looks at individual as a significant asset of the organization.


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8. HRAT BHEL-EDN

WORK CULTURE

Discipline

The company believes in maintaining a very high level of organizational discipline

by synergising personnel with technological discipline.

Hoursof working

Monday to Friday: 7.30 to 4.30

Saturday : 7.30 to 12.30

Attendance

Being at work regularly and on time is an important part of the over all job performance.Employees have to take an entry/exit to the company at the specified timings and have to

scratch their electronic ID cards at the security entrance, where their attendance details

are maintained in the electronic systems which is further used by the HR department to

calculate the remuneration.

Communication

BHEL-EDN has a formal communication channel, the general flow of instruction is from

top to bottom in the organization structure. BHEL-EDN follows an open communication

policy and has an open pattern of communication among the employees. Each functional

team meets regularly to review its key measures. If the team is discussing an issue that

affects another team, that team is invited to the meeting to promote cross team sharing

Decision Making

Decision-making is a critical process handled by the top management to draw conclusion

and solution for a situation/problem. The power of taking decision is centralized. The

major strategic decisions are taken at the corporate office and are delegated to the units

of BHEL. But however the day-to-day and functional decisions are taken at the

respective divisions. Generally the management backing the sprit of workers

participation appreciates the group decisions.


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HUMAN RESOURCE DEVELOPMENT DEPARTMENT at BHEL-EDN

SDGM

Sr. Executive

Off. Superintendent

Sr.Assistant

Tech.appre,ntices/T&

Personal Assistant

ET's/Student

Sr. Assistant ET's

Hostel/Trade

Office Attendant


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Human Resource Department at BHEL-EDN is a part of Human Resource

Management. He Reports to the Executive Director A. Bhattacharya.

The sections of HRM are

ESTABLISHMENT

Takes care of manpower planning, selection, recruitment, Reporting, Posting,

Deployment and redeployment, fixing of pay and perks. Promotions increments,

maintenance of personal files. Performance Appraisals, Retirements, Resignation, Super

animations, and Transfers. Sanctioning of loans, advances, incentives, and subsidies.

WELFARE

Health, safety environment, working conditions including non-tangible incentives such

as issue of uniform, gifts to the employees, allotment of quarters and personal problems

If an employee dies the welfare section will provide them with Death Relief Fund.

Canteen also comes under the Welfare Section. Licensing with various Government

bodies such as Pollution Control Board is taken care by this department. Looking after

the Hazardous work area that is safe and unsafe acts also comes under the Welfare

section. Last but not the least is Dealing with contract laborers.


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ADMINISTRATION

Provide infrastructure facilities and improving the working conditions, transport facilities

issue of identification badges, attendance and control of central mailing section. All the

mails to BHEL go out and come in through the Central Mailing section of the Central

Industrial Security Force (CISF) for security purposes,

INDUSTRIAL RELATIONS

Liasoning with various associations. Attend day-to-day problems (Misunderstanding

between the employees) Manage associations and committees is the role of Industrial

Relations section.

LEGAL SECTION

Any legal disputes or litigations that arise out of company's business with outside

agencies is handled by this section. Customers or suppliers dispute. Individual Cases

(dismiss), Trade unions Violence at work place or issuing charge sheet; conducting

internal enquiry according to standing orders is taken care by this section. One thing to

be noted is that the Standing Orders do not apply to the Supervisors.


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9. THEORETICAL FRAME WORK OF THE STUDY

TRAINING AND DEVELOPMENT

A formal definition of Training and Development is:

"Training and development is an attempt to improve current or future employee

performance by increasing and employee's ability to perform through Learning, usually

by changing the employee's attitude or increasing his or her skills and knowledge "

The below Chinese proverbs, clearly explains the importance of Training and

Development.

"Ifyou want to help a man to lead a day, give him a fish. If you want to help him lead a

week, give him a basket of fishes, but if you really want to help him to lead his life,

Teach him how to catch the fish ".

"If you wish to plan for a year, sow seeds if you wish to plan for 10 years, plant trees If

you wish to plan for a lifetime, development".

MEANING OF TRAINING AND DEVELOPMENT

The total context of Training can be divided into three categories:

Training' can be defined as those activities designed to improve performance on the job

the employee is presently doing, is being hired to do, or is being promoted into.

y Education' includes those activities which are designed to improve the overallcompetence of an employee is being prepared for a different place in the organizationfrom that he now hods. Education includes preparation for promotion into a position withnew area of activity; it also includes learning inputs for long-range career advancement.

y 'Development' activities are those, which increase the competence and ability of an

employee to move with the organization as it changes and grows. Developments isconcerned with the future of the organization and the individual and usually have goalswhich cannot be stated in specific terminology, the current job is evolving and changingand what it will be in the conditions and standards of proficiency are not today's reality.Employee development is designed to provide a viable and flexible work as theorganization into the future


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b. NEED FOR TRAINING

Shortage of skills: Skilled and knowledgeable people are always on short supply.

Alternatively they are too costly to hire from outside. The best alternative is to improve

skill and knowledge of existing employees through T & D.

Technological Obsolescence: Growth of technology takes place very fast. This will

render current technology obsolete in the near future. There is a great need to upgrade

technology. This needs suitable training.

Personal Obsolescence: At time of recruitment employees possess a certain amount of

knowledge and skill. As time passes their knowledge becomes obsolete unless it is

updated by proper Training. This happens because of changes taking place in product

technology, production methods, procurement of better machines, setting up of modem

production lines, etc.

Organizational Obsolescence: Modem management has introduced a number of

innovative steps in functions of management of society like planning, organizing,

controlling, coordinating and directing. To prevent this employees must be exposed to

modem technology techniques through training.

Upgrading Ability of Threshold Workers: Public policy provide reservation to

disadvantaged sections of the society like handicapped, minorities and dependants of

deceased workers etc. All these are threshold workers having less than minimum

prescribed level of knowledge and skill. They require extensive training to bring them up

to the minimum level of performance.

Human capital: The latest thinking is to treat employees as "Human Capital". The

expenditure involved in Training and development is now considered to be an investment.

This is because in Globalisation, it is the knowledge and skills of the employees, which

determine the competitive advantage of firm. Such enlightened firms focus their attention

on employees. They invest money to update their knowledge and skill through Training

and development.


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TRAINING AND DEVELOPMENT AS IMPLEMENTED IN BHEL-EDN

a. OBJECTIVES OF TRAINING

The BHEL-EDN, HRD Department major department objective of providing Training

to the employees are:

y Performance Management is cornerstone of BHELs strategy for future success. Every

executive and supervisor has to plat a full part in making such a process effective. The

aim of the Training is to ensure that people have the skills to do it.

y The company cannot compete successfully unless it makes a major change in its attitude

to customers. To support the policies and specific actions that has been announced.Training is provided to enhance the understanding of Customer care.

y Their aim is to train personnel to prevent problems arising and to face the challenges

effectively.

y To help employees bring about changes in their attitude and behavior this helps them to

become more professional.

y To enhance the capabilities and problem-solving capacities of employees.

y To improve the individual and organizational effectiveness.

d.RECENT DEVELOPMENTS IN RAINING

y Employee Self Initiative

Employees have realized that change is the order of the day and they have started playing

the role of a change agent. Consequently, employees identify their own training needs.

Select appropriate training programmes organized by various institutions and undergo the

training programmes. Thus employees in recent times started taking proactive learning

measures on their own.

yOnline Training

BHEL has started providing on-line Training. Trainees can undergo training be staying at

the place of their work, participants complete course work from wherever they have access


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to computer and Internet. Different types of media are used on Online Training.

e. TYPES OF TRAINING PROVIDED AT BHEL-EDN

1. IN-HOUSE TRAINING

These are the training programmes those, which are conducted with in the organization.

These programmes are headed either by the internal or external trainers.

2. OUT-HOUSE TRAINING

These are the training programmes those, which are conducted outside the organization

either by a training institution or in any other organizations. It is generally off-job Training.

FURTHER CATAGORIZATION OF TRAINING

3. ON-THE JOB TRAINING

It emphasizes on learning while an individual is actually engaged in work. It is

suitable for all types of employees thus personnel can learn by working on their respective

jobs. This type of training is generally preferred by the management and supervisors as there

is no stoppage or break in the work.

4. OFF-THE-JGB TRAINING

The purpose of off-the-job training, a trainee has to leave the place of working and devote

his entire time for learning during this period; the trainee doesn't contribute anything to the

organization for the same. These can be followed either in the organization itself or the

trainee may be sent away for training course organized by specialized training agencies.


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f. METHODS OF TRAINING AT BHEL-EDN

1. ON-THE-JOB TRAINING

y JOB-INSTRUSTION TRAINING

y VESTIBULE TRAINING

y TRAINING BY SUPERVISORS

y DEMONSTRATION AND EXAMPLES

y SIMULATION

y TRAINING BY EXPERIENCED WORKMEN APPRENTICESHIP

y EXPERIENCIAL TRAINING (GRAPE VINE) JOB ROTATION

y PROJECTS

y PROBLEM-SOLVING

y WORK-SHOPS

y COMPUTER BASED TRAINING

y OPEN LEARNING

2. OFF THE JOB TRAINING

y CLASS ROOM LECTURES

y LECTURES

y CONFERENCES

y GROUP DISCUSSIONS

y CASE STUDY

y ROLEPLAY

y T-GROUP TRAINING

y BRAIN STORMING AND INSTRUCTION

y SYMPOSIUM


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y PANEL DISCUSSION

y VIDEO PRESENTATION

y QUALITY CIRCLES

y GAMES

y INTERACTIVE LESSONS

y LANGUAGE LABORATARIES etc.

g. TRAINING STRATEGY AT BHEL-EDN

BHEL-EDN adopts a unique Training Strategy, which is a mixture of both 'Trainer-

centered' training strategies, to draw a dual advantage of both. Here both trainer and

trainee are the focus of the training. Trainees enjoy learning experiences, or discovering

for themselves and the training is more accommodating of the individual skills and

abilities. Active method of learning is used, enabling the trainee to interact with the

trainer and the training materials.

The other characteristics are that the information, which is given out usually, come out of

set of syllabus, often interpreted by the HRD Department. Training co-ordinators and

trainer; the instruction takes place at set times for set time tabled periods; the training is

organized to fit neatly into the individual and organizational needs.

The main purpose of this Mixed Strategy is to promote healthy learning environment in

the organization by inspiring both the trainer and the trainee who are the very key factors

of Training.


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EVALUATION OF TRAINING

"Evaluation is a system designed to value the effectiveness, efficiency and effects of

training and of the trainer."

"THE MORE ACTIVE THE TRAINEE THE MORE EFFECTIVE THE TRAINING"

FUNCTIONS OF TRAINING

y BHEL-EDN follows a summative evaluation technique where the result of

training is finished and it confirms both the improvements in the trainee's

performance and in training itself.

y Measure the effectiveness of the training in total

yIdentify the outcomes of training, for the purpose of grading and certificationtrainees.

y Appraise our effectiveness as trainers have done their job.

y Make reports to management about the success of the training or its failure

y Value the training in terms of cost-effectiveness

y Consider the effect of any innovations, which have been made in training and

Provide information, which makes further innovation more effective

y Identify procedures which we can use to improve the design of training, and

y Provide increased resources

y Judge all effects of training, in general, by producing feedback from both trainees and

trainers-

y General information about the structure of training which gives insight into the

difficulties and problems of designing the training

y Check on the predictive value of the selective process and trainability tests.


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BHE1-EDN still follows the 'traditional method of Evaluation Of training programmesthat is 'Cyclic or General Evaluation Technique* which is a continuing process

BHEL-EDN also follows the 'Self Evaluation Technique' where the trainees themselve

evaluate their progress and achievements.

PROBLEM

Problem identified by need

analysis; Need for training

FIRST SOLUTIONThis is the first training pgm

Structured by means of our designSystem and implemented accordingly

EVALUATIONLooking for and identifying faults i

First training pgm.

This is the second training courses, aImprovement and modification of thfirst

SECOND

SOLUTION

EVALUATION And so on.


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h.HRD AND ORGANIZATIONAL EFFECTIVENESS THROUGH

TRAINING

Training, personal involvement, commitment, dedication are vital for organizational

effectiveness. Organizational effectiveness is vital for survival in this competitive global

market.That is why, so much emphasis is placed on self-improvement (Controlled

behavior through the principle of quality) through training. Training is the activity where

the learning is focused on HRD training programmes of total personality development is

the key to Human culture improvement and hence surest way towards Excellency in

organizational culture. Prime objective of the training is to provide a development-

oriented environment to the available human energy and enhance team-work, mutual

coordination, cooperation, culture of openness, affinity towards the organization, heart toheart communication in link language and positive support to team member to achieve

seek performance and excellency in organizational culture.It is said that by way of

training and retraining an environment in organization is created in such a way that the

human power working at all levels will be inspired for

i. Knowledge - to be updated

ii. Skills - to be sharpened

iii. Attitudes - to be changed up to keep up with the time.


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i. FUNCTIONS AND RESPONSIBILITIES OF HRP AT

BHEL-EDN

Functionsof HRD

y Explore, investigate and keep abreast of new HRD innovations and

techniques.

y Establish HRD standards, policy and evaluation guidelines

y Provide research and analysis to develop and implement HRD programmes

y Conducts need analysis to determine overall direction of new HRD

Programmes.

y Develop system for collecting data to use in measuring the results of programs

y Develop system for estimating monitoring and reporting HRD program cost.

y Analyze and interpret evaluation data and report conclusions to appropriate anagement

personnel.

y Recommend program adjustments to HRD personnel based on evaluation data.

y As requested, calculated cost/ benefit ratios, returns on investment, ancf other measures

of economic justification for HRD programs

yDevelop guidelines for communicating HRD program results to appropriate personnel.Specific Responsibilitiesof HRD

y Training and Development of Employees

y Positioning, Redeploying, controlling and monitoring the Training of

Apprentices.

y Implementation of one-yearly Training scheme for Management Trainees

y Administration of Trainee Hostel facilities

y Student Training- project work, Industrial in-plant Training and factory visits.

y Giving support to other departments in conducting various seminars and

programs


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Documents Maintained at HRD

List of need statements and need index

Decisions taken at the Training Coordinators Meeting

Training plan

Training nomination sheets

Trainers Details

Training Calendar

Training Attendance sheets

Training Cardex

Training program material details

Trainee feedback sheets

Cost sheet

Annual report on T & D activities

Student Trainees Record

Apprentices records

Constraints in conducting Trainingprograms

Top management attitude

Time factor- rush of work/ workload

Pressure in individual

Employee perception, reluctance and inefficiency

Resistance from Line managers and Supervisors

Budgeting and funds

Glass shield at superior level

Lack of enforcement

Want of Infrastructure facilities


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10.METHODOLOGY

The study of TRAINING AND DEVELOPMENT AT BHEL-EDN required multiple

methods in order to arrive at an objective conclusion. The study required the collection of

both primary and secondary data.

Individual interviews

An interview with the HR department was undertaken. Such interviews helped a lot in

capturing their processes and procedures. This interview has helped in obtaining certain

sensitive and significant information. Such information gives an insight in to their

working styles, organizations cultule and values. Individual interviews with other

departments was also undertaken to analyze their perceptions on the implementation of

what they have learnt in the training program.Questionnaire method

A comprehensive questionnaire is also administered analyzing.groups of employees. The

questionnaire was administered individually. This ensures uninterrupted answering of the

questionnaire and provides scope for getting more credible and unbiased data due to

personal opinions and explanations. These questionnaires attempt to assess various

preferences of the employees in attending the training programme and to what extent

they were satisfied with the training programme conducted at BHEL-EDN. The

questionnaire is elf-explanatory and was easy for employees to answer.

Analysisofsecondary data

Secondary data is in-fact a contributory and also complimentary source of data. The

study involved analysis of various secondary sources like records, annual reports,

schedules, statistics etc.


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Place of the study

The study was conducted at BHARAT HEAVY ELECTRICALS LIMITED(BHEL)

ELECTRONICS DIVISION (EDN),Mysore road , Bangalore

SAMPLING TECHNIQUE

The sampling technique used in the study is random sampling without any bias in age

group, experience, and positions along with their qualification. This helps in arriving at

an objective and unbiased conclusions of the study.

SAMPLING SIZE

The analysis was done on a sample size of 40 respondents across various deparments.

SAMPLING DESCRIPTION

A sample of 40 respondents was chosen and the questionnaires were distributed. The

questions are framed in such a way that it is easier for employees to answer. It does not

in any way affect their personnel values or affect their personnel values or affect the

organizations image. It only calls for honest opinions.

STEPS TO AVOID ERRORS IN DATA COLLECTION

Special pains were taken to avoid errors in the format of a content of questionnaire. All

possible steps were take to see that no errors crept in the collection stage also.

Extent of knowledge.

The errors that might rise due to the questions being outside the extent of knowledge of

the respondents were eliminated.

Length of the questionnaire

The length of the questionnaire was kept minimum so that the idea is communicated

easily. Wherever needed a long question was split into more than one question.

Time costs

This is the error, which might have crept in a little into the study. The respondent when

gets tired stalls giving wrong or ambiguous answers. This errors was sought to be

mitigated by visiting the employees in their free time only.


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Framework of the analysis

Structured interview was used and data classification was done and master chart was

prepared with tally marks and letter codes to indicate the various aspects covered under

the study and from this data, tables are drawn and percentage are calculated. Based on

these percentages, the data is analyzed and interpreted.


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11. DATA ANALYSIS & INTERPRETATION

L Consideration of training as an effective tool for development of

people & organization

Response:

y Nearly 51% of the sample has strong Agreement for this statement.

y 37% of the sample partially agrees with this statement.

y Where as 12% showed negative response.

can t Say Fully Agree Full Disagerr

Chart: 1

Fulfillment of Employees Need by Training And Development Department

Responses:

11% of the total strongly agrees.

Mere agreement comes from 57%.

26% marks Disagree.

Whereas 6% strongly Disagree with this

51%

37%

12% 0%


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strongly agree agree disagree O strongly disagree

CHART 2

Interpretation

Major Portion of the surveyed People appreciates the training Department' s work. Bui

very small part just 11% of the total have strong agreement and rest simply Agrees.

Which widens the scope for improvement in identifying the training needs. When asked

for reason of this negative response the regression comes out for improper assessment of

training needs. While interaction with the training coordinators it was found that less

Importance is given in this area due to more involvement in their own work, they Give

more stress on the their primary responsibility as compared to second Qn&. The time

interval when asked it came to known this exercise of assessment is done hardly once or

twice a year.

57%26%

6%

11%


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3.Number Of Training Programme Attended in His Whole Career

Response

Approximately 43% say yes that they have attended more than 5 trainings.

34% says they have attended 2 to 5 programs.

23% have attended 1 to 2 programs.

No person was found who have not attended even a single training.

none 31 to 2 O3 to 5 Dabove five

CHART - 3

Interpretation

The experienced and old employees have attended more then five trainings in their

carrier at BHEL. But a Strange result came out when three of the executives marked that

they have attended just I-2 Training in their service of 27. 24. And 23 years respectively.

Rest of the employee found in this category was the executive trainees who have not yet

completed there one year of service. During the discussion with those three employees

who states that they have not attended more then 2 training's at BHEL. They said

sometimes their training coordinator refused and said you don't need training of such

34%

23%

43%

0%

1

2

3

4


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type you are already good in that and sometimes the circumstances didn't allowed them

because of health and some personal problem.

Interpretati on

The experienced and old employees have attended more than five training's in their

Career at BHEL but a strange result came out when three of the executives marked that

they have attended just 1-2 training in their service of 27,24, and 23 years Respectively.

Rest of the employee found in this category was the executive trainees. Who have not yet

completed there one year of service. During the discussion with those three employees

who states that they have Not attended more than 2 training at BHEL, they said

sometimes their training Coordinator refused and said you don't need training of such

type you are already Good in that and sometimes the circumstance didn't allowed them

because of health And some personal problem. The problem for the higher level of

executive is that their work gets affected Due to this program so they only attend that

program which they perceive as of Paramount importance. They say that their work

unlike the workers can be done by any substitute they themselves are responsible for

their work and duties no Delegation can be done here. This restricts them from

participating in the various Training program for which they may have interest.


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4. Nomination for the recently attended program.

Response

y About 40% employees surveyed marked over HRD's Discretion.

y 26% stated Training coordinator nominated them.

y 20% sponsored by HOD

y Remaining 14% by their own will.

HOD'S sponsoring D HRD's Discretion

traning cordinator's nomination

DMy own Option

CHART 4

InterpretationAs 40% of the en ployees were nominated for the training by the judgment by HRD.

And very small figure i.e. of 14% comes under volunteer participation in the training

Programme, which may act as a bottleneck here because an individual should be ableTo access his needs for learning and this shows his reluctance in learning something

new. The peers and supervisors working them needs can identify the training

Efficiently. For this reason the duty of accessing training needs is given to the

Executive. Chosen for the nomination coming for the various training program

20%

26%40%

14%


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From these training coordinator is less than the expectation. Low needs coming from the

department shows either lack of interest of the Individual or the lacks of interpret ting

ability of the head? The need should arise within the department for the overall

development of the employee and the Organization. In this way the job did by HRD

deserve the appraisal for performing their duty.


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5. Perception for The Infrastructure Available At HRD for conduct

of the Training Programme.

Response

6% employees find the infrastructure to be Excellent.

Nearly 48% of the surveyed employee perceives it quite satisfactory.

43% marks it averages.

3% marks poor.

EXCELLENT ^SATISFACTORY QAVERAGE OPOOR

CHART - 5

Interpretation:

Looking towards the responses, it is very clear that the perception for the infrastructure

available at HRD have positive image over the 97% mass of the Surveyed employee.Which speaks the story of proper improvement in the Infrastructure with time to time.

HRD department seems too able to keep the pace with the growing technology by

implementing the new an essential aids need for the Training. The negative response

from 3% of the sample can be taken as the personal Business or over demanding attitude

of some employees.

6. Opinion for The Faculty Chosen For Conducting The Training Programme.

48%

43%

3% 6%


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Response

29% of the surveyed people consider the faculty chosen for conducting the Training

Programme to be excellent.

57% states that they are satisfied with the faculty.

About 14% marks faculty as Average.

None of the surveyed people perceive faculty as poor

OUTSTANDING AND EMINENT ^GOOD OMEDICINE DPOOR

CHART 6

InterpretationOrganization' s employee seems to be happy with the faculty appointed for conducting

the program they appreciate the selection of Faculty done by the BHEL-EDN. About

86% of the surveyed people considers the faculty above average rest considers it to be

Average. This shows the efficiency of the HRD in choosing the faculty. But one aspect,

which should be considered here, is the cost involved in the process.

29%

57%

14% 0%


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7. Best Method For Identification Of The Training Needs

Response

14% of the sample finds the employee's group head to be right person for

Identification of the Training needs.

23% of the sample has confidence over their MAP.

Conduction of tests is considered to be the best method for assessment of the

Training needs by 17%.

29 % of the surveyed people want to attend Training program when they feel there

is need for that.

A considerable number of surveyed people states there can't be just

Method for assessment of the training needs.

HIS HEAD'S ADVICE DA MIXED STRATEGY SHIS OWN ADVICE

CONDUCTING TESTS

BY PERFORMANCE APPRAISALCHART 7

17%

23%

17%

29%

14%


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Interpretation

As there is not only one strategy for identifying the needs of Training. The

employees of organization have scattered opinion for the effective identification of

Training needs. The figures found in survey are quite close so any decision or the result

for this can't be taken out from this. The major portion amounting to be 29% believe that

they can judge themselves well and 23% have confidence over the Performance

Appraisal. But Still 17% want the identification based on situation, which could be a mix

of the Above stated. During interaction, the reason found is disinterest of the employee

from the Executive level. They want to attend the training program, which they feels they

require and this method may be useful for them. But this concept may not be as useful

for the worker level.


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8. Sharing Of Experience And Knowledge Gained From The

Program With The Peers

Response

40 % of the surveyed people state that they always share their training Experience

with their peers.

About 31% of the surveyed employees practice this many times

23% of the employees surveyed state they sometimes share their experience

Remaining 6% seldom shares their experience.

ALWAYS MANY TIMES SOME TIMES SELDOM

CHART -8

40%

31%

23%

6%


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Interpretation

The analysis of the data collected for this quoits shows the interest of the employee

For the training programme. About 40% of the total surveyed employees always share

Their experience with their peers, which in fact is essential and helpful to the

Organization in multiple ways. This not generates the interest in the peer and Other

employees of the organization but also helps the head in evaluating the Program.

It was found during interaction with the employees that the process of sharing Is

not a regular practice. A very obvious reason is that the sharing process just depends on

the perception of that very individual for that training programme. If the Employees

found programme to be interesting they would like to share otherwise not.

9.Sharing Of The Peer's Experience Of The Training Programme. Response

38% of the total surveyed people say that they always ensure that their

Per share their knowledge with them .

34% Practice this many times .

23% ensures sometimes only .

5% seldom ensures that.

DALWAYS MANY TIMES QSOME TIMES DSELDOM

CHART - 9

38%

34%

23%

5%


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Interpretation

Near about same inference can be drawn from this as it was done in the previous one

here it shows the inquisitiveness of the employees for the training program. The HO

must ensure that this practice must continue in the department for which the Pro

appraisal and feedback is been given to the employee of the Department.

10. Individual's Perception about 'General Training Concept'

Response

69% of the respondents fully agree

31% shows partial agreement for this fact.

No disagreement for the fact was found among the responded.

fully agree ^partially agree qdisagree dcan'T say ea

Chart-10

69%

34%

0%

1

2

3


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Interpretation

Employees of BHEL seem to be aware of the importance of training and have clear Concep

about training. They consider training as motivating factor. Training According to the BHE

employees motivate them for inculcating the new range of Skills. This plays an important ro

in awakening of dormant interests of an employees In their respective fields /jobs. Apart fro

this fact they consider training as the best Method of gaining, giving and sharing knowledg

Employee believes that although the primary objective of the training program is to provi

the participants with the Wide range of skills and enhance his personality it has a hidd

objective of motivating the employee for learning.


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11. Employeesgrading For the Different Evaluation Methods

Response

53% of the respondent believes that conduction of test is the best method f

Evaluation.

17% have confidence in their own opinion.

11% finds the group head as the best evaluator.

6% shows their interest in the evaluation done by faculty conducting

Programme.

CONSULT GROUP HEAD CONDUCT RESTMIXED STRATEGY CONSULT FACULTYTO SEEKHIS OWN OPINION

CHART - 11.

11%

53%

13%

6%

17%

1

2

3

4

5


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Interpretation

Large no of employees consider the best technique of evaluation is conducting tests.

They find this as first hand information i.e. direct. No biases and the instructor's

Perception is involved in this process of evaluation. Employees appreciate the

Techniques of getting questionnaire filled by them, which acts as a feedback for the

Training program. This not only conveys the conductors about the employee's

Knowledge advancement but also makes a quick review of the study done in program.

Second popular method for the evaluation is the participant's own opinion. Small

percentage amounting up to 50% stress upon getting the faculty's opinion. Only 11%

have faith on the evaluation done by group head besides being the Best method for

evaluation, the response was weak. As it is considered, the person Supervising them can

judge can well the improvement in their performance.


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12. Reason forrespondents' Interest for the outbound training.

Response

34% of the respondents think that it provides a changed environment

from the mundane activity for refreshing breather.

26% have opinion that they can attend training program without any

Disturbance.

14% finds the outbound training gives the desired break from the

regular Activities.

14% of the sample gets psychological satisfaction of taking part in an

external Activity.

NO DISTURBANCE

BREAKFROM REGULAR ACTIVITY

MIXED

CHANGE IN ENVIRONMENTPSYC0L0GICAL SATISFACTION

CHART- 12

26%

14%

12%

34%

14%


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Interpretation

About 100% of tie surveyed people found to be very much interested in outbound

Training, the reason behind this is more or less similar. The general believes of

employees for outbound training is relaxation, 26% of The sample agrees that they like

attending the programs. Which are held outside the Organization because it makes themto concentrate well without any disturbance. The Executive in this category says main

problem of in-house training is disturbance Created by the intermediate calls they get

from-their respective departments which Disable them to continue with the program and

on returning they are not able to Establish the link again. Major part of the sample

considers outbound training as the best method by evaluating it on the basis of change in

regular activities. The outbound training Program may be useful in two ways. One is it

gives the employee break from regular Or mundane activities which enhances the interest

of individual in that program. The Training conducted outside the organization makes

them refreshed, which has positive Impact on grasping.


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13. Contributionof the trainingprogramme for individual

Development, which Enhances the Organization's Growth,

Response

y 34% of the respondents have strong agreement

y 54% of the respondents agree with this fact

y 12% express partial agreement.

y None of the respondent disagrees.

STRONGLY AGREE AGREE

PARTIALLY AGREE STRONGLY DISAGREE

CHART-13

Besides having a positive perception for training. Employees of BHEL are also aware uf

the ultimate contribution of their learning towards the organization goal About90% of the

sample was agreed training enhances the organizationai growth.

34%

54%

12% 0%


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14. Techniquesof training linked utmost by the employees

Response

y 23% of the respondents states that they would like to attend outbound

training than others

y 17% express their interest at group Discussion.

y 16% towards Simulation

y 16% of the sample finds best is need oriented.

y 13% of the sample likes simulation

y 8% goes for Classroom training

y 6% prefer online training]

CHART- 14

0%

5%

10%

15%

20%

25%

30%

1 2 3 4 5 6

Series1


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Interpretation

As observed in one of the previous question. Outbound is demanded more due To

various reasons. The response found for this was mixed, but still it has an edge over the

other training program the second popular method among the employee is Group

Discussion and Experience sharing. The employees states that they found this method to

be an Interesting one as a sense of participation comes from this which makes their

interest Deeper in learning l/oless than this i.e. about 16%of the sample admire the

hands on experience or on the job training. The category opting for this method includes

the workers and executive working on the machine working on the machine. They think

on the job training gives them first hand experience. Remaining methods got low

response from the employees, training methods like classroom and online training.


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15. Annual Number Ofprograms Employee Thinks He Must Attend.Response

46% of the sample thinks an employee must attend 2-5 programs every year

23%saya once in a year.

14%of respondents want to attend more than 5 programs every year.

17% believes that the training must be given only when needed.

Interpretation

46%) of the respondents suggest that number of program an employee must

be senator should be 2-5 , which should be made mandatory by the organization On the

other hand 22% of the sample says just n 1 program is enough for the year. About 18%

respondents want that training should be given when need arises.

0%

10%

20%

30%

40%

50%

1 3 5 7 9 11

Series1


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12. Interpretation of Information Gathered From Training Coordinators

To have clearer picture of identification of training needs and implementation of its

Knowledge, an interaction was done with the training co-coordinators. The information

was gathered by discussing the facts and getting filled up the information though

Questionnaire. The detailinterpretation of which is presented below fewer than five

Broad categories.

a. Need identification

b. Training perception

c. Training evaluation

d. Suggestion

Need Identification

Technique adopted for the identification of training need depends upon the work

Carried out in the department and on the staff working in that particular department. The

identification method adopted for the worker may not be appropriate for identifying the

training need of an executive. What comes out powerfully is the growing importance of

performance appraisal In identifying the training needs. About 17 training co-ordinators

consider E-MAP of The employees for identifying the training needs. 10 out of this 17-

regarded Performance appraisal as a primary mean. 15 out of 29 co-ordinators perceive

observation as an important tool. Out of these 15, 5 co-ordinators regard this as a primary

tool. These 5 are the executives having worker staff working under them. About 15

Co-ordinates identify the needs at fixed interval and rest does not Identify the needs at

regular interval of time, they nominated their employee as the Need arises.


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IDENTIFICATION OF NEED AT REGULAR INTERVAL

Chart- 12.1

During discussion they share the reason " if the worker is working on some Machine then

only his immediate supervisor can find where the person is lacking " This shows the need

of delegating the responsibility of training need identification to The supervisor. One of

the co-coordinator said that in department the training needs are identified by regular

discussion between individuals and line managers and added "as we are moving towards

the performance management culture where line manager are given more responsibility

for ensuring that the training is done". Different identification techniques

1. Need based

!. Technical

!!. Individual

2. Information received from HRD Department

3.

HRD's yearly programs4. According to training calendar

5. Department's requirement

6. Co-Operate goals

7. Personal interaction.

54%

46%


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12.2 Training Perception

When respondents were asked for relevance of training program with their job. 13

Training coordinators many times. This means most of the training programs Conducted

for employees are job related. Whereas respondents equally agree for other training

programs like health and lifestyle, behavioral skill etc.

Forrelevance of Training Program tojob

When training Co-ordinators were asked for the criterion of deciding The objective oftraining program, primary consideration according to them Should be need of employee.

19 number of training of interest. They express the Need of more interest oriented

program in the organization so demand for the same form various department should not

be demand for the development. The long duration training like for 2k=3; days may not

effect the Work of the worker's department that is to say the worker's work can be carried

Out by other so this may not affect the training program for long duration; Number of

jobs will get suffered in the department. So for their reasons the Organization must ask

for such programme to the executives when it is Necessary. The perception of people for

the personality development training Like positive attitude risk taking etc can not change

the behavior of the Employee overnight so here importance of these skills should be

conveyed Which can develop the interest for inculcating these skills in himself.

0%

2%

4%

6%

8%

10%

12%

14%

16%

Series1


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12.3 Evaluationof trainingprogram

Surprisingly only 19 training coordinators out of 30 Evaluates the effectiveness of

training in their department. Reason for not practicing this activity was their disinterest in

the job. They are already very busy with their regular work; this duty of training

Coordinators seems to be the extra burden on their work. This unable them to do justice

with both the jobs so they take the responsibility of training Coordinators as secondary.

Chart-12.3

Most of the training coordinator depends upon the evaluation done by Training

and Development department. During interaction it was found most of the training

coordinators were busy with their meetings, which diminishes their Interest in evaluating

the program. 3 2 among those 19 co-ordinators who evaluate the training program adopt

the observation method. This'category has major portion of the executives supervising

the workers. 6 of 19 co-ordinators practice the method of questionnaire for evaluation.

When asked for the result got from this evaluation the response was:

Positive: 12

Mixed: 8

Negative: 0

63%

37%

1

2


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EXPOSITIVE

S MIXED

NEGATIVE 60%

Chart-13.4

12.5 Results from Evalution

The response may due to individual difference. Especially for the executive level

no feedback is taken. Some co-ordinators thinks that is the job of training and

development department to evaluate the needs of training-.-. The worker category

receives on the job training for which evaluation can be done on the spot.

Various evaluation Techniques

personal interaction

Result of the project work

Though detailed discussion

Though presentation

By giving questionnaire to the trainees' immediate supervisor for his

Observation

60%

40%

0%

1

2

3


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13. SUMMARY OF FINDING & CONCLUSION

1. SUMMARY OF FINDING

BHEL-EDN considers training as a most important aspect and considers it as

uses integral part. 3 Training need analysis is not scientific but general. The selection

procedure for selecting the employees for the training is not scientific. The employees

have identified the training program, are on the bases of job requirement.Self-initiation

for training is encouraged by the management.

Majority of the employees and training co-ordinate are not satisfied with the

infrastructure facilities provided in conducting training programs satisfactory

up to the expectations of the employees.

BHEL-EDN adopts a mixed training strategy and a traditional cycle method of

training evaluation is used No much stress is given on obtaining feedback from the

employees & are not serious and sincere in giving feedback.

Majority of employees is having more than 15 years experience.

Majority of employees has technical background.

Majority of programme conducted by the company.

Majority of the employee says that different type of training programmes has been

conducted i.e. interpersonal effectiveness, communication skill, and personality

development, health, safety, and environment, technical & skill development.

Majority of the employees say that they will share training programme with their

friends & colleagues.


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14.2 Conclusion

The objective of study conducted in Bharat Heavy Electrical Limited Electronic

division" was to evaluate the effectiveness of Training Program conducted. In the

organization and to find out the extent to which it helps the organization in

accomplishing its goal. As per the study conducted and information gathered the

conclusion could be drawn that, employees of the organization are aware of the

importance of training. They not appreciate the organizational aspects of training but

finds training much more than that. The employees of the organization consider training

as effective tool for personally development. The perception of the employees covers

wide area of Importance related to the training program like enhancement of knowledge,

Rise in Feeling of participation, to move ahead with it zeal of learning in the Employees

some areas need to Is more focused which are already conveyed.


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14. RECOMMENDATION AND SUGGESTION

a. RECOMMENDATION

1. A review of the organization structure is necessary although there is a

concert well established structure, it consist too many Hierarchies which

makes it more complex.

2. The managers have to be more challenging in taking necessary bold

decision with calculative risks

3. Infrastructure of the training center has to be improved

4. Trainees opinions & feedback has to be taken as a matter of serious &

suggestions have to be well adopted.

b. Suggestion for T&D programme which employee think is needed:

1. Interplant training

2. Training related to knowledge management

3. Training should be conducted on practical also instead of only on theory.

4. Time management related to job training

5. How to overcome day-to-day activities

6. Stress relief training like yoga & meditation

7. It related training programme.

8. Enterprise resources planning

9. Training in thinking positively, towards word and organization. 12. Need based

Training must be given to the employees.

10.External venues must be selected for organizing the training program.

11.Training program for once in six months must be made mandatory for the

Employees.

12.All the training needs are identified in department plan for the executives

especially In-e-map should be covered in next calendar year.

13.Training and re-training has must there for all the grades regularly.

14.Personals should be trained on latest information technology.


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15. There is further scope methodology to evaluate the effectiveness of training

Program.

16. Based on present environment skills and knowledge of companies

requirement Has to be enhanced for all the categories of employees.

17. Training department should be well equipped with hi-tech equipment's Projectors,

multimedia PCs to avoid the disturbance to the participants while the Training

being conducted

18. For fresh recruited candidate as an executive training a separate computer

related module should be given specially in the field for ERP package so that it

Would enhance the value of the employee while performing his day-to-day

activity.

19. Training must be made mandatory.

20. Each individual executive must be given a target of attending 2-5 programs a

Year.

21. Need for improvement is found in proper identification of training needs

Employees have complaint, that there demand for the training when conveyed to

the head are overlooked.

Language can be a constraint to learn because of heterogeneity in the trainees

Group. So more considerations is required for this There is need of growing the