INDEX

SR NO.

CONTENTS PAGE NO.

1. INTRODUCTION 6

2. IMPORTANCE 7

3. PRINCIPLES OF TRAINING & DEVELOPMENT 9

4. FACTORS INFLUENCING 14

5. DIFFERENCE BETWEEN TRAINING & DEVELOPMENT

15

6. THEORITICAL ASPECTS OF TRAINING & DEVELOPMENT

16

7. BSNL- COMPANY PROFILE 19

8. SERVICES PROVIDED 21

9. BENEFITS 26

10. TRAINING & DEVELOPMENT IN BSNL 28

11. METHODS USED AT BSNL 30

12. FACILITIES 33

13. FINDINGS 36

14. SUGGESTIONS 37

15. CONCLUSION 39

16. BIBLIOGRAPHY 40

1

TRAINING AND DEVELOPMENT

INTRODUCTION

Training and development is a function of human resource

management concerned with organizational activity aimed at bettering the

performance of individuals and groups in organizational settings. It has been

known by several names, including "human resource development", and

"learning and development".

Training and development is vital part of the human resource

development. It is assuming ever important role in wake of the advancement of

technology which has resulted in ever increasing competition, rise in customer’s

expectation of quality and service and a subsequent need to lower costs. It is

also become more important globally in order to prepare workers for new jobs.

In the current write up, we will focus more on the emerging need of training and

development, its implications upon individuals and the employers.

2

Importance of Training and Development

• Optimum Utilization of Human Resources – Training and Development helps

in optimizing the utilization of human resource that further helps the employee

to achieve the organizational goals as well as their individual goals.

• Development of Human Resources – Training and Development helps to

provide an opportunity and broad structure for the development of human

resources’ technical and behavioral skills in an organization. It also helps the

employees in attaining personal growth.

• Development of skills of employees – Training and Development helps in

increasing the job knowledge and skills of employees at each level. It helps to

expand the horizons of Human intellect and an overall personality of the

employees.

• Productivity – Training and Development helps in increasing the productivity

of the employees that helps the organization further to achieve its long-term

goal.

• Team spirit – Training and Development helps in inculcating the sense of team

work, team spirit, and inter-team collaborations. It helps in inculcating the zeal

to learn within the employees.

• Organization Culture – Training and Development helps to develop and

improve the organizational health culture and effectiveness. It helps in creating

the learning culture within the organization.

3

• Organization Climate – Training and Development helps building the positive

perception and feeling about the organization. The employees get these feelings

from leaders, subordinates, and peers.

• Quality – Training and Development helps in improving upon the quality of

work and work-life.

• Healthy work-environment – Training and Development helps in creating the

healthy working environment. It helps to build good employee, relationship so

that individual goals aligns with organizational goal.

• Health and Safety – Training and Development helps in improving the health

and safety of the organization thus preventing obsolescence.

• Morale – Training and Development helps in improving the morale of the

work force.

• Image – Training and Development helps in creating a better corporate image.

• Profitability – Training and Development leads to improved profitability and

more positive attitudes towards profit orientation.

• Training and Development aids in organizational development i.e.

Organization gets more effective decision making and problem solving. It helps

in understanding and carrying out organisational policies

• Training and Development helps in developing leadership skills, motivation,

loyalty, better attitudes, and other aspects that successful workers and managers

usually display.

4

PRINCIPLES OF TRAINING AND DEVELOPMENT

Relevance: Provide relevant training so that employees can see the value

of the development plans. Long meetings that don’t seem to have

anything to do with their day-to-day duties can turn off employees to

future training and make it difficult to implement new development

modules.

Timing: Keep training sessions short and to the point. The staff can

become overwhelmed when supplied with too much information at one

time. Infuse the employees with important skill updates that they can put

to use immediately.

Flexibility: Give employees training that allows them to incorporate the

methods as they see fit when appropriate. Giving employees autonomy to

make decisions builds a stronger workforce that takes pride in its work

product.

Goals: Define the company goals and devise training and staff

development techniques that lead to fulfilling those goals. Keep all staff

development projects aligned with the company purpose and focused on

customer satisfaction.

Identifiers: Identify the skills and characteristics of individual employees

and arrange for them to participate in training that taps into their natural

abilities.

Consistency: Maintain a consistent schedule of training as part of the

company culture. Staff development should be an ongoing, integral part

of the business to ensure optimal production and employee satisfaction

while keeping up with trends and changes in your industry as they occur.

Support: Support the efforts of the staff who indicate a desire for self-

improvement. Listen to the employees when they tell you what kind of

training they need and how it will improve their performance.

5

Encouragement: Encourage the staff to engage in staff development

projects and to make suggestions. Allow the staff to collaborate and

develop teams that are directly involved in future training plans.

Supply: While training and coaching are an integral part of staff

development, the company must supply the staff with the tools they need

to be successful. Update computers and other equipment as needed when

company implement new work processes or place additional expectations

on employees.

Intervention: When the manger see a problem within the staff, nip it in

the bud early by talking to the errant worker or instituting changes that

effectively stop the harmful behavior. Allowing staff members to

continue upsetting the flow of work can be infectious and negate the

efforts at positive staff development.

OBJECTIVES OF TRAINING:

Preparing both the old & new employees to meet the present as well as the

changing requirements of the job & the organization.

Preventing obsolescence.

Preparing employees for the higher-level tasks.

Ensuring smooth & efficient working of the department.

Ensuring economical output of the required quality.

Imparting knowledge & skills for new entrants.

Induction

Updating

Preparing for future assignments

Competency development

6

CLASSIFICATION OF TRAINING:

There are a number of training methods available; Use of a particular method

depends on the type of trainees viz. worker, supervisor and manager. Basically

these methods can be classified into following categories:

1.Induction training:

Here, training is given to newly joined employees. The main objective of this

training is to give an idea to the employee about the particular work. It is

concerned with orienting a new employee to a new environment.

2.On-the-job training:

Here, the individual is placed on a regular job and taught the skills necessary to

perform that job. The trainee learns under the supervision and guidance of a

qualified worker or instructor. It gives first hand knowledge and experience

under the actual working conditions.

3.Apprenticeship training:

Apprenticeship training is normally given to artisans, electricians, plumbers and

a like. The duration is mainly 6 months to 2 years; this is carried out under the

guidance and intimate supervision of master craftsman, expert worker and

supervisor. During training period the trainee is paid less than that of a qualified

worker.

4.Job Rotation:

This involves the movement of the trainee from one job to another. The trainee

receives job knowledge and gains experience from his supervisor or trainer in

each of the different job assignments. This method gives an opportunity to the

trainee to understand the problems of employees on other jobs.

7

5.Coaching:

The trainee is placed under a particular supervisor who functions as a coach in

training the individuals. The supervisor provides feedback to the trainee on his

performance and offers him some suggestions for improvements. But the

trainee may not have the freedom or opportunity to express his own ideas.

6.Job Instruction:

This method is also known as training through step by step. The trainer

explains to the trainee the way of doing the jobs, job knowledge and skills and

allows him to do the job. The trainer appraises the performance of the trainee,

provides feedback information and corrects the trainee.

7.Committee Assignments:

A group of trainees are given and asked to solve an actual organizational

problem. The trainees solve the problem jointly. It develops teamwork.

8.Off the job training:

The trainee is separated from the job situation and his attention is focused upon

learning the material related to his future job performance. Since the trainee is

not distracted by job requirements, he can place his entire concentration on

learning the job rather than spending his time in performing it. There is an

opportunity for freedom of expression for the trainees.

9.Vestibule training:

Actual work conditions are simulated in the classroom. Material, files and

equipments, which are used in actual job performance, are also used in training.

This type of training is commonly used for training personal for clerical and

semi-skilled jobs. Theory can be related to practice in this method.

8

10.Role-playing:

It is a method of human interactions that involves realistic behavior in

imaginary situations. This method of training involves certain characters. This

method is mostly used for developing inter-personal interactions and relations.

11.Lecture Method:

The instructor organizes the material and gives it to a group of trainees in the

form of a talk. To be effective, the lecture must motivate and create interest

among the trainees. This method is direct and can be used for a large group of

trainees. Costs and time involved are reduced.

12.Conference or discussion:

This method involves a group of people who pose ideas, examine and share

facts, ideas and data, test assumptions and draw conclusions, which contribute

to the improvement of job performance.

13.Programmed instruction:

The subject matter to be learned is presented in a series of carefully planned

sequential units. These units are arranged from simple to more complex levels

of instruction. The trainee goes through these units by answering questions or

filling the blanks.

14.Internship Training:

Here, the organization makes arrangements with technical institutes to get its

employees duly trained in the latest theoretical knowledge and other

developments relating to trade, this training is provided to the employee in such

a way as to bring balance between theory and practice.

15.Professional skill training:

Here, training is given to Professional staff such as Accountants, Surveyors,

Auditors, and Architects etc.

9

HOW TO MAKE TRAINING EFFECTIVE:

Determine the training needs through job description, performance appraisal,

potential appraisal and discussion with employees.

Prepare a training calendar in discussion with the managers concerned.

Define the training objectives specifically.

Select the efficient faculty

FACTORS INFLUENCING TRAINING AND

DEVELOPMENT:

Top management support

Commitment from specialists and generalists

Technological advances

Organizational complexity

Learning principles

10

Difference between Training and Development

Training Development

Training is often referred to as importing

specific skills.

The focus is on improvement in

performance after training.

The impact of training be experienced and

assessed by the organization.

Usually, administrative, supervisory and

technical workforce may be exposed to

training program.

Development on the other hand

is often focused at overall

development of personality.

They focus on aspects like

leadership skills, managing teams,

problem solving, decision making ,

people skills, time management, etc.

Models of Training and Development

Training is a sub-system of the organization because the departments such as,

marketing & sales, HR, production, finance, etc depends on training for its

survival. Training is a transforming process that requires some input and in turn

it produces output in the form of knowledge, skills, and attitudes (KSAs).

11

Theoretical aspects of Training and Development

It is a learning process that involves the acquisition of knowledge, sharpening of

skills, concepts, rules, or changing of attitudes and behaviours to enhance the

performance of employees.

Training is an organized procedure which brings about semi-permanent changes

in behavior, for a definite purpose. The three main areas involved are skills,

knowledge and attitudes (sometimes called social skills) but always with a

definite purpose in mind.

Training also helps a person cultivate appropriate and desired behavior and

attitude towards the work and people.

Training is a process through which a person enhances and develops his

efficiency, capacity and effectiveness at work by improving and updating his

knowledge and understanding the relevant skills relevant to his or her job.

Unless training is provided, the jobs and lives of employees in organizations are

at stake.

Training is activity leading to skilled behavior.

• It’s not what you want in life, but it’s knowing how to reach it

• It’s not where you want to go, but it’s knowing how to get there

• It’s not how high you want to rise, but it’s knowing how to take off

• It may not be quite the outcome you were aiming for, but it will be an outcome

12

• It’s not what you dream of doing, but it’s having the knowledge to do it

• It's not a set of goals, but it’s more like a vision

• It’s not the goal you set, but it’s what you need to achieve it

Training is about knowing where you stand (no matter how good or bad the

current situation looks) at present, and where you will be after some point of

time.

Training is about the acquisition of knowledge, skills, and abilities (KSA)

through professional development.

13

14

COMPANY PROFILE

Bharat Sanchar Nigam Limited (BSNL)

Bharat Sanchar Nigam Limited (known as BSNL, India Communications

Corporation Limited) is a public sector communications company in India. It is

the largest telecommunication company in India and the sixth largest in the

world[citation needed]. Its headquarters are at Bharat Sanchar Bhawan, Harish

Chandra Mathur Lane, Janpath, New Delhi. It has the status of Mini-ratana - a

status assigned to reputed Public Sector companies in India.

BSNL is India's oldest and largest Communication Service Provider (CSP).

Currently BSNL has a customer base of 65.3 million (Basic & Mobile

telephony). It has footprints throughout India except for the metropolitan cities

of Mumbai and New Delhi which are managed by MTNL. As on July 31, 2007

BSNL commanded a customer base of 32.7 million Wireline, 3.7 million

CDMA-WLL and 28.9 million GSM Mobile subscribers. BSNL's earnings for

the Financial Year ending March 31, 2007 stood at INR 397.15b (US$ 9.67 b)

with net profit of INR 78.06b (US$ 1.90 billion). Today, BSNL is India's largest

Telco and one of the largest Public Sector Undertaking of the country with

authorized share capital of US$ 4.26 billion (INR 17,500 Crores) and assets of

US$ 14.74 billion.

The foundation of Telecom Network in India was laid by the British sometime

in 19th century. The history of BSNL is linked with the beginning of Telecom

in India. In 19th century and for almost entire 20th century, the Telecom in

India was operated as a Government of India wing. Earlier it was part of

erstwhile Post & Telegraph Department (P&T). In 1975 the Department of

Telecom (DoT) was separated from P&T. DoT was responsible for running of

Telecom services in entire country until 1985 when Mahanagar Telephone

15

Nigam Limited (MTNL) was carved out of DoT to run the telecom services of

Delhi and Mumbai. It is a well known fact that BSNL was carved out of

Department of Telecom to provide level playing field to private

telecoms.Subsequently in 1990s the telecom sector was opened up by the

Government for Private investment, therefore it became necessary to separate

the Government's policy wing from Operations wing. The Government of India

corporatised the operations wing of DoT on October 01, 2000 and named it as

Bharat Sanchar Nigam Limited (BSNL).BSNL operates as a public sector.

Employment at BSNL

BSNL's employee base comprises of more than 3,57,000 telecom engineers and

professionals.

BSNL's Work Culture

Teamwork, leadership, motivation, etc. are the management principles followed

at BSNL. The entire staff is divided in four groups.

Board of Directors

BOD of BSNL consists of 6 members.

Key Objectives

To provide high speed Internet connectivity (upto 8 Mbps)

To provide Virtual Private Network (VPN) service to the broadband customers

To provide dial VPN service to MPLS VPN customers.

To provide multicast video services, video-on-demand, etc.

16

Services Provided By Bharat Sanchar Nigam Ltd (BSNL)

BSNL LANDLINE

BSNL MOBILE

INTERNET SERVICES

BSNL BROADBAN D

17

Key Players In Indian Telecom Industry :

1) Reliance Communications Limited

2) Bharti Airtel Limited

3) BSNL

4) MTNL

5) Hutchison Essar

6) Ericsson

7) Nokia

8) Siemens Communications

9) Idea Cellular Limited

10) Tata Teleservices

18

Training in Public Sector

Indian Public Sector is passing through massive changes due to advancement in

science and technology and competition from private sector. India has nearly

one-sixth of the world's population. This over abundant human resource needs

to be converted to asset. This is possible only through proper training and

development. The former Prime Minister Rajiv Gandhi rightly sensed this need

and had established a separate Ministry for Human Resource Development in

1985. He stressed on the development of human resources and because of his

initiatives, training had taken a front seat in the national economy. Later on,

most of the PSEs realized the need and importance of training their employees

for better and improved results. The human resource development approach is

essential in order to have the optimum utilization of manpower for the benefit of

both, the employees and the organization.

After opening up of the economy, there has been tremendous amount of

pressure on the PSEs to increase productivity of their employees on one hand

and reduce surplus manpower on the other. PSEs have found out the route to

reduce their manpower strength by adopting Voluntary Retirement Scheme

(VRS). The biggest challenge in VRS is to safeguard talent drain. Talented

employees see this as an opportunity and are moving away from PSEs in search

of high paid jobs in private and multinational companies, which leads to

scarcity of trained manpower. On the one side they get lump sum compensation

package by opting for VRS and on the other side they will be attracted by

MNCs and other private sector enterprises (The Indian Express, January 25,

2001; Business Line, June 08, 2000; www.syndicatebank.com). Nearly 40% of

the employees in Reliance Petroleum were drawn from the public sector (Vittal,

2001). This again emphasizes the need and importance of training and employee

19

retention in PSEs. Research conducted by TVRLS on VRS also proves that

good outside opportunity is one of the important reasons for employees opting

for VRS (www.tvrls.com).

Government of India promoted PSEs to fulfill the social objectives since the

time of the first Prime Minister Jawahar Lal Nehru. As a result, reservation for

socially and educationally weaker sections of the society was introduced in

public sector jobs. The government has banned de-reservation of vacancies

meant for the reserved categories since 1989 and reservation for other backward

classes were introduced in 1993. Now PSEs are required to recruit up to 50% of

their manpower from the reserved categories. In the event of candidates from

reserved categories not meeting the required standards, reserved seats are filled

after relaxing the standards (Naik, 1998). This is another reason to concentrate

more on training and development activities in PSEs and to provide proper

training and development opportunities to persons recruited on relaxed

standards, so that they can come up on par with the required standards.

In the year 2000, 11th Finance Commission emphasized that the second phase

of structural reforms should concentrate on the extensive restructuring of PSEs.

This restructuring should not only give PSEs the same benefits of autonomy and

freedom as the private sector, but also free them from the shackles of ministries

from which they originally emerged. In one of its recommendations, this

Commission said that it a public sector enterprise fails to demonstrate its

sustainability and cannot come out of the zone of chronic losses after five years

of structurally reformed existence, it should be sold of at whatever price it can

fetch. This further emphasized the need for training and development in PSEs to

improve their performance. (Sudhman, 2000)

20

Reasons for Employee Training and Development

Training and development can be initiated for a variety of reasons for an

employee or group of employees, e.g.,:

When a performance appraisal indicates performance improvement is needed

To "benchmark" the status of improvement so far in a performance

improvement effort

As part of an overall professional development program

As part of succession planning to help an employee be eligible for a planned

change in role in the organization

To "pilot", or test, the operation of a new performance management system

To train about a specific topic.

Typical Topics of Employee Training

Communications: The increasing diversity of today's workforce brings a wide

variety of languages and customs.

Computer skills: Computer skills are becoming a necessity for conducting

administrative and office tasks.

Customer service: Increased competition in today's global marketplace makes

it critical that employees understand and meet the needs of customers.

Diversity: Diversity training usually includes explanation about how people

have different perspectives and views, and includes techniques to value

diversity

Ethics: Today's society has increasing expectations about corporate social

responsibility. Also, today's diverse workforce brings a wide variety of values

and morals to the workplace.

Human relations: The increased stresses of today's workplace can include

misunderstandings and conflict. Training can people to get along in the

workplace.

21

Quality initiatives: Initiatives such as Total Quality Management, Quality

Circles, benchmarking, etc., require basic training about quality concepts,

guidelines and standards for quality, etc.

Safety: Safety training is critical where working with heavy equipment ,

hazardous chemicals, repetitive activities, etc., but can also be useful with

practical advice for avoiding assaults, etc.

Sexual harassment: Sexual harassment training usually includes careful

description of the organization's policies about sexual harassment, especially

about what are inappropriate behaviors.

General Benefits from Employee Training and Development

There are numerous sources of online information about training and

development. Several of these sites (they're listed later on in this library)

suggest reasons for supervisors to conduct training among employees. These

reasons include:

Increased job satisfaction and morale among employees

Increased employee motivation

Increased efficiencies in processes, resulting in financial gain

Increased capacity to adopt new technologies and methods

Increased innovation in strategies and products

Reduced employee turnover

Enhanced company image, e.g., conducting ethics training (not a good reason

for ethics training!)

Risk management, e.g., training about sexual harassment, diversity.

22

IMPORTANCE OF TRAINING AT TELECOM SECTOR

Telecom is one of the fastest growing sectors in India with a growth of 21% and

revenue of Rs 86,720 crore in the year 2006. The sector is expected to grow

over 150% by 2012. With increase in competition between the major players

like BSNL, MTNL, Hutchison Essar, BPL, Idea, Bharti Tele services, Tata, etc,

the requirement for mobile analysts, software engineers, and hardware

engineers for mobile handsets has increased. However, holding an engineering

degree is not enough to survive in the Telecom Sector. There is constant need of

updating of knowledge, skills, and attitudes.

With this rapid growth in Telecom Sector, the need for trained professionals in

bound to rise and so is the training need. The total training market in Telecom

Sector is estimated to Rs 400 crore.

Many top players are spending a huge amount on training and development, for

example BSNL alone spends more than 100 crore on training and development

of its employees through the Advanced Level Telecommunications Training

Centre (ALTTC) and 43 other regional training institutes. Reliance has also

established Dhirubhai Ambani Institute of Information and Communication

Technology. In addition to that, Bharti has also tied-up with IIT Delhi for the

Bharti School of Telecommunication Technology and Management.

With the increase in competition, availability of huge amount of information

through internet, magazines, newspapers, TV, etc, and increased awareness

among customers, the demand to impart proper training in non-technological

areas like customer care and marketing has increased too.

23

Rapid technological changes, network security threat, mobile application

development, growing IP deployment in the sector have brought back the

training and development in the priority catalog.

T RAINING AND DEVELOPMENT AT Bharat Sanchar Nigam

Ltd (BSNL)

DoT-BSNL MoU: Training of minimum 20% BSNL officials-: BSNL has

signed MoU with DoT vide which at least 20% staff has to imparted training in

2006-07. To achieve this, all BSNL units have been asked to fix the target to

train 25% of their staff & officers. The training report has to be compiled under

various heads such as indu ction, seminar, workshop, behavior & Attitudinal

etc.

Computerized Training Management System at ALTTC: This system with

online nomination facility has been made operational after clearance by IT cell

of BSNL. This software eases the process of nomination by SSAs, Circles and

other BSNL units, as it is a paperless system with capability of online

nomination & approval. A-circular and approved nomination list are available

online. Through online post training evaluation module Trainees and their

controlling officers can give their feedback regarding effectiveness of the

training. In the last two months many BSNL units have started reaping the

benefit of this system.

E-learning implementation: Keeping pace with technological changes,

leveraging the IT infrastructure, e-learning methodology is being put in place at

major training centers of BSNL.

24

JTO Induction program: BSNL corporate office has approved the JTO

Induction Training Structure & Syllabus vide its letter no 4-1/04/Trg dated

23/6/2006.

Field courses: It is always the endeavor of ALTTC to take all possible steps to

meet the training needs of BSNL family. Many times BSNL Circles have

special need for customized trainings. ATTC is always willing to conduct

customized field course/programs as per the need of BSNL field units. Circle

HQ of field units may write to CGM ALTTC for such requests. Summary of

field programs conducted by ALTCC in the last quarter is given for reference.

Training of all BSNL officials in Customer interface on GSM &

Broadband: BSNL Corporate office has directed ALTTC to conduct courses on

training of trainers for all RTTC/CTTC so that training on GSM & broadband is

disseminated to all BSNL officials working in positions of customer interface.

The feature of this training is not just technical inputs but also the focus on

information from customer’s point of view. One batch of trainers has already

been trained in GSM & Broadband. Two more batches will be trained soon.

 

 Behavior and Attitude revitalization Training: BSNL corporate office has

reiterated its drive to train all BSNL executives in this program vide its letter 2-

4/05-Trg dated 5/1/2006.

 

Panel of volunteers for posting in ALTTC, Ghaziabad,   BRBRAITT, Jabalpur

and NATFM, Hyderabad: BSNL Corporate office has again sought applications

of willing officers having B.Tech & MBA qualification for -JAG/ DEs/

SDEs /TTS Group ‘B’ & Group ‘A’ officers its letter NO.22-6/2005 - Trg

Dated: 21.3.2006 

 

25

Training Methods At Bharatiya Sanchar Nigam Ltd (BSNL)

a) Seminars & Workshops

The institute conducts seminars on the latest topics in new telecommunication

technologies. The institute also conducts workshops on important topics

concerning DoT. For the seminars and workshops luminaries from leading

technical organisations and academic institutions are called.

b ) Induction Training

The induction training is imparted in various disciplines for the newly recruited

staff as a pre-job training. The cadres for which the training is given in the

training centre are ADET (Probationers), Asstt. Manager (Probationers)

(Telecom Factory) , Junior Engineers (Telecom Factories) and Junior Accounts

Officers.

 

c) Inservice Training

The purpose of inservice training is to give the necessary knowledge and know

how about the new systems/technologies inducted into the network from time to

time. The institute offers in-service training in latest technologies and

techniques. JTO specialization batches conducted are a part of in-service

training. The courses are monitored continuously and the utility of these in-

service courses is assessed from time to time and courses which are not in

demand are weeded out and new courses are introduced.

 

d) Field Training Programmes

Considering the need to update the knowledge and skills of the technical

maintenance personnel in specific disciplines of technology from time to time, a

system of short-term practical oriented training programmes has been developed

26

by this institute. For conducting these courses the trainers go to the field

stations. These programmes called Field Training Programmes (FTPs) are for a

maximum of 5 days duration and conducted with the help of the equipment

available in the field. Besides training the lower staff on job, this also helps the

trainers getting acquainted with the day to day problems in the

field which can later be taken care of in the training modules being developed in

the Training Centre.

Infrastructure

In the main building all the administrative offices, class rooms and laboratories

etc. are housed. There are several faculties viz. Electronic Switching I (OCB -

283, E-10B), Electronic Switching -II (C-DOT, ILT, NEAX), Radio

Transmission, Transmission lines, Telecom External Plant, Computer, ITMS.

The technical faculties are supported by the three sections namely

Programming, Works and Administration.

There are 15 class rooms for lecture sessions fully equipped with facilities like

overhead/slide projectors.

There are 66 laboratories for practicals. They are equipped with a wide variety

of latest technology telecommunication equipments like OCB-283, E-10B, C-

DOT 512P, ILT 512P, Digital Microwave, Optical Fibre, V-SAT, Digital UHF,

EKB & EKBC, SFMS, Local Area Network, Pentium/486 computers, Window

based PC software , Commercial service and other latest software. 

The Support facilities for teaching/labs, available in the BRBRAITT are :

 

i) A big library having about 32189 books and 236 technical journals.

 

ii) A Video lab, equipped with sound proof studio, editing video and audio

chain & Computerised video animation.

27

 

iii) Instructional Technology (I.T.) lab fully equipped with micro teaching

equipment like Video Cameras, TV monitors, VCRs etc.

 

iv) Desk Top Publishing unit fully equipped with Computers, Laser Printers,

Scanner, where the text processing of course material / handouts is done.

 

v) A seminar hall with a capacity of about 40 participants fully equipped with

P.A. system, Video and Computer projector on a wide screen and slide/tape

projector.

 

vi) Screening room with facility for projecting 16 mm films and video films

with a capacity of 25 audience.

 

vii) An Audio Visual hall for bigger gatherings upto 200 persons for A/V

programmes and cultural functions.

28

TRAINING FACILITIES

The institute plays a key role in human resource development for telecom

services. To make the training effective, a good infrastructure of well equipped

laboratories with experienced teaching staff has been provided. The equipments

are in live condition and the trainees are free to handle the same to have clear

concepts about the working of the system. It is always endeavoured that the

personnel trained should gain such knowledge and skill that they are in a

position to install, operate and maintain the systems without any difficulty after

completion of the training.

Keeping in view the rapid development in telecom technologies throughout the

world, new labs are being added to the training centre. These are installed and

commissioned by the faculty members. Each lab is maintained by a S.D.E. with

the help of J.T.Os.

TRAINING PLANNING

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The training opportunities outlined here allow you and your subordinates to

develop knowledge and skills which are consistent with departmental goals and

career plans. As individual training needs are identified, the subordinate should

be an integral part of the planning process.

As a preliminary step in planning a complete training program, you should seek

answers to the following questions.

What are the job requirements ?

What past training, job experience and/or education contributes to job

performance ?

What performance deficiencies or problems could be attributed to a lack of

knowledge and / or skills ?

What related job functions would be useful to know ?

In what areas is knowledge needed in order to develop potential for future

assignments ?

Answers to these questions should provide you with sufficient information to

identify training requirements. As part of the planning process, you should

perform the following activities :

Step 1 : Identify the areas in which training is needed.

Step 2 : Determine which courses address those needs.

Step 3 : Determine pre-requisites and ensure that they are met.

Step 4 : Map out the appropriate sequence of courses to be taken.

Step 5 : Document training planned and scheduled.

Step 6 : Schedule of training.

 

REGISTRATION PROCEDURE FOR THE COURSES

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The Course Directory 1999 gives the necessary information about the various

training courses planned to be conducted in the different RTTCs & BRBRAITT

Jabalpur.

The HRD officers of the Telecom Circles are requested to assess the training

needs of their circles and submit to this office the consolidated requirements of

seats for each course, for the entire year 1999 with specific remarks that how

many candidates can be spared at a time for each batch. The requirement of

seats from your Circle must reach this office before 31.12.98 if not submitted

earlier.

Requirements received from subordinate Units/Minor Telecom District/SSAs of

your Circle will not be considered for allotment.

Seats are allotted to your Circle for each course through separate allotment

orders called 'A' Circular which are normally released three months in advance

to the actual dates of commencement of each batch. You may depute the

participants for the respective courses after the fulfillment of various conditions

as laid down in the allotment orders and confirmation of the nomination in 'B'

Circular.

For trainees from other Departments and organisations in non DOT a fee of

Rs. 10,950/- per trainee per week excluding boarding and lodging shall be

charged. The lodging charges are Rs. 100/- to 200/- per bed per day & are likely

to be revised. For foreign trainees a fee of U.S. Dollar 650 (six hundred fifty

U.S. Dollar only) per trainee per week excluding boarding and lodging shall be

charged. For boarding and lodging charging will be done separately. In addition

charges for study tours outside Jabalpur are also payable. (The above rates are

under revision and latest rates may be checked at the time of nomination of

candidates).

FINDINGS

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Training helps to increase productivity and achieve the goals of the

organization

Training programs are well planned in the organization.

The training given in organization is not of sufficient duration.

The training programs are not evaluated periodically.

The training programs strongly focus on technical and managerial

capabilities.

The training programs are not given adequate importance due to the

work pressure in the organization.

Employees’ attitude towards the training programs is casual/informal.

There is no involvement of employees in determining the training need

analysis.

The quality of training programs in the organization is excellent..

The training programs are well designed and widely shared in the

organization.

More priority is given for on the job trainings than the value addition

programs like motivation, stress management, group dynamics.

SUGGESTION

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Employees should decide and determine the training programs that they need so

that they can work more effectively and efficiently, employees should decide

some of the training they would like to undergo.

The HR department should conduct briefing and debriefing sessions for

employees for Training as to give them an idea as to why this training is been

conducted and what they have to learn in the training program conducted and

also after training completion they should take a feedback as to how effective

was the training so that the necessary improvements in training programs can be

considered and implemented.

Apart from on-job training programs the HR Department should conduct

constant value addition programs such as Time management, Stress

management trainings, group dynamics, grievance redressal, these will help to

add value and is also essential in today’s business scenario.

Performance of every employee undergone training should be evaluated so as to

get Improved quality of training activities, Improve ability of the trainers to

relate inputs to output know their understanding about the training programme

conducted

Training program should evaluate the abilities, competencies and potentials of

the trainees for a particular job or work skills.

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It should aim to narrow down the gap between expected level of performance

and the actual level of performance.

It should provide new recruits or trainees a scientific pace for imbibing the

knowledge and skills required to discharge their duties and responsibilities

meaningfully and purposefully.

The company should conduct training programs at regular intervals, which

helps the employees to enhance their knowledge for their current jobs.

The company should design the training program based on the current

requirement, which includes development of technical skills, personality

development, time management, computer knowledge etc.

The training session should be made more interactive and participative so that

trainees and trainer are in constant interaction

CONCLUSION

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According to the study conducted we can conclude that the overall satisfaction

level of employees in relation to the training programs is moderate.

the employees agree that the training programs helps to increase productivity

and achieve the organizational goal.

The employees said that the training programs in the organization are well

planned but they are not satisfied with the duration of the training program and

the are also not satisfied with the evaluation process of training program, they

are not evaluated periodically.

The training programs in the organization strongly focus on the technical and

managerial capabilities but these programs are not given adequate importance

sometimes because of the work pressure.

The employees do not take the training programs seriously, as there are no strict

rules and regulations to attend the training programs.

The employees are not involved in determining the training need analysis. The

training programs are fixed by the top management.

The quality of the training programs is excellent but the employees are not

making the best use of it.

Therefore we can conclude that the training programs in the organization are

excellent but they have been not utilized properly by the employees as the

training programs are not mad compulsory to all the departments. There is a

broader scope to develop and improve its training programs in future in order to

meet the requirements of the global market

BIBLIOGRAPHY

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Books:

Human Resources Management

Websites

http://www.mckinseyquarterly.com/ Nov 2004

http://www.google.com

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