Final Competency Development Initiatives-

A PROJECT REPORT

ON

A STUDY ON COMPETENCY DEVELOPMENT INITIATIVES at

NTPC RAMAGUNDAMSUBMITTED

TO SATAVAHANA UNIVERSITY

IN PARTIAL FULFILMENT FOR THE AWARD OF THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

Submitted BySYEDA HUMERA

H.T.No: 125-12-672-003

Under the guidance of

B.MAMATHA RANI ASSISTANT PROFESSOR

DEPARTMENT OF COMMERCE AND BUSINESS MANAGEMENT

VANINIKETAN INSTITUTE OF MANAGEMENT STUDIES(Affiliated to Satavahana University, Karimnagar)

KARIMNAGAR-505001

(2011-2013)

ACKNOWLEDGMENT

I would like to express my most sincere thanks to MY GUIDE Smt. B. MAMATHA RANI for giving me complete guidance in finishing the project successfully.

I would like to express my most sincere thanks to Sri SUDARSHAN, Head of the Department of Vaniniketan Institute of Management Sciences.

I express my sincere to the principal Dr. VENUGOPAL REDDY without his blessing; it would not have been possible for me to carry out this work.

I would like to thank all of my lecturers who made me able to complete this project report successfully.

I greatly indebted and thanking with heart and soul to my parents and friends, without their affection and inoperative support I could not have achieved this task. I thank every employee of NTPC, Ramagundam.

SYEDA HUMERA

DECLARATION

I SYEDA HUMERA hereby declare that the project work entitled (A STUDY ON COMPETENCY DEVELOPMENT INITIATIVES at NTPC RAMAGUNDAM) submitted to Department of Commerce and Business Management, Satavahana University, Karimnagar in partial fulfillment for the award of the degree of MASTER OF BUSINESS ADMINISTRATION is a bonafied work done by me.

I also declare that the project did not submitted any ware else for the award of any degree/ diploma Place:

Date:

(SYEDA HUMERA)CONTENTSCHAPTER

PAGE NO.

CHAPTER-1 (01-08)

INTRODUCTION

1

NEED OF THE STUDY 4

HYPOTHESIS OF THE STUDY 4 OBJECTIVES OF THE STUDY 5

SCOPE OF THE STUDY 6 RESEARCH METHODOLOGY 7

LIMITATIONS OF THE STUDY 8

CHAPTER-2

(09-26) INDUSTRY PROFILE 10

COMPANY PROFILE 13

CHAPTER-3

27 THEORITICAL FRAMEWORK 28

CHAPTER-4

35

DATA ANALYSIS AND 36

INTERPRETATION

CHAPTER-5

( 66-69)

FINDINGS

67

SUGGESTIONS

68 CONCLUSION

69

ANNEXURE

(70-71) BIBLIOGRAPHY

71

QUESTIONNAIRE 73

CHAPTER -1INTRODUCTION

COMPETENCY DEFINITIONA cluster of related abilities, commitments, knowledge and skills that enable a person (or an organization) to act effectively in a job or situation.INTRODUCTION:

The prominent role of competency development in enhancing the success of employees and organization has drawn the attention of practitioners leading them to introduce competency development as a central part of their human resources practices unfortunately; the strong managerial interest in competency development was not fully translated into the world, creating a gap between theory and practice. The main purpose of this study was to fill this gap by unraveling the process of competency development in organizations. While discussing competency development Importance as a key strategy, the competency development is a very important in any organization. All organizations are based on some competencies and if any organization is not taking this as key strategy that will affect the output and productivity of the individual and then the organization a whole.

Also while answering a question on how to identify and use generic and cultural specific competency development strategies to build branch strength, first we have to understand the culture of our organization, all organizations follow some values and that are based on corporate culture. Based on the value and competencies we need to define certain behavior indicators. The behavior indicators have to be possessed by each individual by way of educating them.

Competency development is to enhance any employees required behavioral or technical skill in particular position in an organization. Some of the examples are developing managerial competency model for middle managers or leadership development model for succession planning. Most important strategy is assessment of the present competencies and communicating the gap with the individual and supporting the individual by way of action plan and counseling.LITERATURE REVIEWBill Hoberecht, A sample project management competency framework (PMI published issue 2, 2007), identified knowledge and competencies for project managers. This article examines that project managers will concern themselves with their resume when (when seeking employment), a job description (when determining what their job entails) and project management standards (when seeking or renewing professional certification) one other item deserves a place on this list a frame work can be used by individual project manager in creating their plan for professional development and by organization in establishing a detailed specification of knowledge, skill and performance expectation.Jo potter and Nick cotter, Getting the most out of a competency framework (oakleigh consulting ltd in 2007), studied the use of competency frameworks and their role in driving up performance. If done well a competency framework can have major benefits for an organization. However, if done badly it may not br worth the paper it is written on.

Ulrich small wood and zenger, Leveraging leadership competencies to produce leadership brand(2000) discussed the significant amount of research, time and money that has been invested in the search for a holy grail of leadership attributes. As described by te authors, this holy grail, when found, would identify a small set of attributes that successful leaders possess, articulate them in ways that could be transferred across all leaders and create leadership development experiences to ensure that future leaders possess these attributes.Delmare Le Deist & Winterton. Vlerick Leuven Gent Working Paper Series (2005), describes the prominent role of competency development in enhancing the success of employees and organizations has drawn the attention of practitioners leading them to introduce competency development as a central part of their human resources practices.NEED OF THE STUDYThe need of the study is to define the structure of jobs in an organization and organizational culture. To know how the competency initiative helps the employee to gain knowledge and skills that enable someone to act in a wide variety of situations. To identify how the staff members are often permitted into supervisory roles based on their performance in the direct service position rather than their capacity to supervise,

If the organization doesnt undertake the competency initiative then employee working in organization will be less satisfied when it comes to career development.HYPOTHESIS OF THE STUDY1) Competency development initiatives help in increasing the job performance.

2) Competency development initiatives have impact on the performance development of an employee.OBJECTIVES OF THE STUDY1) To know the initiatives undertaken by NTPC, Ramagundam for the employee in order to develop their competencies.

2) To study the professional development of the employees as their career development.

3) To check how the competency development initiatives help in increasing the job performance of the employee.

4) To identify gap between current capabilities and future requirements.5) To know the customized training and professional development.SCOPE OF THE STUDYA competency development programmer is very useful for giving employees clear guidance on what is expected in current and possible future roles. It can be used as a basis for designing, training, developing interview questions, create role hierarchies and for performance management.The scope of the study is limited to the NTPC, Ramagundam employees and the competency development initiatives undertaken in enhancing their career. This study covers all the levels of employees working in NTPC, Ramagundam and efforts in developing their capabilities and career.RESEARCH METHODOLOGY1) Primary Data :

The primary data are those which are collected in two ways. They area) Questionnaire

b) Interviewa) Questionnaire: Data is gathered by distributing questionnaire to managers and employees. Questionnaires are prepared and protested before using it for data collection. Questionnaires are a structure one consisting of questions, which are closed ended having fixed response pattern with multiple answers.b) Interview Method:

The study also includes information from knowledgeable persons. This interview is informal or unstructured one with competent and articulate individuals, employees and professionals of the organization.2) Secondary Data: The secondary data is that which is already available i.e. refer to data which have been collected and analyzed by someone else. Secondary data is gathered from the organization catalogues, journals, publications, newspapers, books etc3) Sample size: For the purpose of this study, 100 employees, at various levels and from various departments, is taken as sample to represent the whole population.4) Statistical tools used for analysis:

The statistical tools used for analysis is percentage calculation, frequency tables and graphically presented by using MS-Excel.LIMITATIONS OF THE STUDY1) Limitations according to the available, comfortable conversation with employees and management.

2) The study conducted for a limited period of only 45 days.

3) The study confined only to employees of NTPC, Ramagundam

4) The given information by the employees towards questionnaires may or may not correct as per their opinions and attitudes and may differ from one to another.

CHAPTER-2INDUSTRY PROFILE COMPANY PROFILEINDUSTRY PROFILEINDUSTRY OVERVIEW:As the Indian economy continues to surge ahead, its power sector has been expanding concurrently to support the growth rate. The demand for power is growing exponentially and the scope for the growth of this sector is immense. Indias total installed capacity of electricity generation has expanded from 105,045.96MW at the end of 2001-02 to 155,859.23MW at the end of November 2009. In fact India ranks sixth globally in terms of total electricity generation.

Source wise, at the end of November 2009, thermal power plants accounted for an overwhelming 63.92% of the total installed capacity producing 99628.48MW. Hyde power plants come next with an installed capacity of 36,885.40MW, accounting for 23.67% of the total installed electricity generation capacity. Besides thermal and Hyde power, renewable energy sources contribute 9.77% to the total power generation in the country producing 15,225.35MW. Nuclear energy makes up the balance 2.64%, contributing 41,200MW.

According to the latest data obtained from the central electricity authority while power demand increased marginally from 108,911MW in the first seven months of the financial year 2007-08 to 109,304MW in the same period of 2008-09, it jumped to 116,281MW in the first seven months of 2009-10, as industrial activity improved due to the recovery. Factories accounted for around 30-40% of the total power consumed in the country.GROWTH POTENTIAL: According to a report by KPMG (Khynveld Peat Marnick Goerdeler (an account firm)) and CII (confederation of Indian industry) released in December 2007, Indias energy sector will require an investment of around US$120 billion US$ 150 billion over the next five years. The government has revised its target of power capacity addition to 92,700MW in the 11th five year plan (2007-12), (as of June 2007) to sustain the growth momentum of the economy.

Further, according to planning commission estimates, renewable energy projects worth US$ 16.50 billion, for the generation of 15000 MW power would come up in the 11th plan. Moreover the government has market a total capital subsidy of US$ 6.88 billion for providing electricity connections and for the distribution of infrastructure to rural households.INVESTMENTS: According to research by venture intelligence, Indias power sector is set to emerge as a key destination for private equity (PE) players to make investments, with close to US$ 1.64 billion worth of infrastructure funds, mainly in power, awaiting their launch.

National Hydroelectric Power Corporation (NHPC), the countrys largest Hydel Power producer will develop the 1,500MW Tipaimukh Hydropower project in the North-eastern state of Manipur at an investment of US$1.7 billion.

Bhushan power and Steel (BPSL plans to invest US$ 629.1 million to add 250MW capacity to its existing power plants and to increase production of value added steel at its Orissa facility over the next one year.

More than US$ 15.4 billion worth of investments have been lined up for various power projects in Maharashtra; it was announced by Mr. Subrat Rao, Maharashtra power secretary.

A loan agreement of US$ 330 million for the Haryana power system improvement project has been signed by representatives from the government of India, the government of Haryana and the World Bank.

The Orissa government has approved two bio-mass based power projects with a combined generating capacity of 39MW of power in an effort to exploit the available potential in the bio-mass sector.

Torrent Power Limited has dedicated the countries biggest gas based power project of 1,147MW capacity near Surats and is further scaling up generation capacity of its plant by adding another 3,400MW in the next five years.

The joint venture between Toshiba of Japan and the JSW group, which is setting up a US$ 215 million power plant equipment manufacturing unit in Chennai plans to start work on the project by December 2009.

Larsen & Tourba has reached a milestone in the Indian power sector by establishing the countrys largest transmission line research and testing centre at Kanchipuram near Chennai. GOVERNMENT INITIATIVES:

The government has taken several proactive steps to open the sector for the private players and realize the full potential of the country in the power sector.

Introduction of the electricity act 2003 and the notification of the National Electricity and Tariff policies.

Constitution of Independent state electricity regulatory commissions in the states.

Allowing the private sector to set up coal, gas or liquid-based thermal projects, hydel projects and wind or solar projects of any size.

Allowing foreign equity participation up to 100% in the power sector under the automatic route.

Allowing 100% foreign Direct Investment (FDI) in the Indian power sector (except nuclear) and in the renewable energy sector.

Providing income tax holiday for a block of 10yrs in the first 15yrs of operation and waiver of capital goods import duties on mega power projects (above 1,000 MW generation capacities).

The government has also taken some ambitious programmes like the Ultra Mega Power Projects (UMPP), Rajeev Gandhi Grameen Vidhyutikaran Yojana (RGVVY), accelerated Rural Electrification programme and the goal of power for all by 2012 among others to rapidly increase the installed capacity.

Looking ahead:

A study by consultancy major MC Kinsey estimates, Indias power demand to increase to 315 GW-335 GW by 2017, if India continuous to grow at an average of 8% in that time. This would require a five-to-tenfold rise in power production, entailing investments worth US$ 600 billion. To fuel its rapidly growing economy, India is planning to get an additional 60,000MW of electricity from various Hydro-Power Projects by the end of 2025.

COMPANY PROFILE National Thermal power corporation (NTPC) has redrawn the power map of India. NTPC Ltd. is the largest thermal power generating company of India; it was incorporated in the year 1975 to accelerate power development in the country as a wholly owned company of the government of India.

NTPC Ltd. was established on 7th November 1975 to play a major role in the development of Indian power sector. NTPC is Indias largest power utility with an installed capacity of 32,000MW, lighting up one fourth of the country through its 15 coal based, 7 gas based and 4 joint venture projects. It is established with the objective of planning and organizing as integrated development of thermal power in the country. For the year 2009-2010 NTPC contribute 29.36% of total electricity generated in India with 20.37% share of countrys total installed capacity.

The company has commenced work on a diversified portfolio with initiative in lateral, forward & backward integration. NTPC is becoming an integrated power major with presence in coal mining, power distribution and power trading. In future, planning to more in manufacturing power plant equipments, renewable energy & nuclear power coming up as a strong player in the Hydro power sector, providing consultancy services in engineering, project management, operation & maintenance of power plants to clients with in and outside India. NTPC has set new benchmarks for the power industry both in the power plant construction & operations. It is providing power at the cheapest average tariff in the country with its experience and expertise in the power sector.

NTPC was among the first public sector enterprise to enter into a Memorandum of Understanding (MOU) with the government in 1987-88. NTPC has been placed under the excellent category (the best category) every year since the MOU system became operative.

NTPCS quest for diversification started with its foray into hydro power. It has, since then been moving towards becoming a diversified integrated company. NTPC, with a rich experience of engineering, construction and operation of over 32,000MW of thermal generating capacity, is the largest and one of the most efficient power companies in India, having operations that match the global standards, commensurate with our countrys growth challenges. NTPC has embarked upon an ambitious plan to attain a total installed capacity of 75,000 MW by 2017. Towards this end NTPC has adopted multi range strategy such as Green field projects, Brown field projects, joint venture and acquisition route. Apart from this, NTPC has also adopted the diversification strategy in related business areas such as services, coal mining, power trading, power exchange, manufacturing to ensure robustness and growth of the company. NTPC is extending consultancy services to various organizations. It is committed to the environment, generating power at minimum cost and preserving the ecology in the vicinity of the plants. It has undertaken massive afforest ration in the vicinity of its plants. Plantation has increased forest area and reduces barrel land. NTPC has also formulated a capacity addition of about 1000MW through renewable resources by 2017. Simultaneously it will also have a capacity addition of 301MW through solar photo voltaic (pv) and thermal by march 2014.NTPC Ltd would add about 6,550 MW power in the four southern states by 2017.For this the company would invest about Rs 32,750 crores.NTPC An Insight:

The common minimum programme of the government, states, inter-alia that govt, will identify public sector companies that have comparative advantages and support them in their drive to become global giants. In pursuance of these objectives the govt has enhanced autonomy and granted Navaratna status of few public sector companies. NTPC limited is one of these companies.

The grant of autonomy to the board of public sector enterprises is specific to 9 enterprises identified by the government BHEL, BPCL, HPCL, IOC, IPCL, NTPC, ONGC, and SAIL & VSNL.Core sector:

In order to ensure energy supply and security, the company has launched much lateral backward and forward integration making it an integrated power major with interests in:

Hydro power captive coal mining

Oil and gas exploration

Power distribution and trading through its subsidiaries NTPC electricity supply co. Ltd and NTPC Vidyut Vyapaar Nigam Ltd. Highly Skilled Labour is Available:

In the successful saga of NTPC every milestone achieved is a dream comes true for over 24955 employees, having a highly motivated and trained human resource which has contributed its best in taking NTPC to its present heights, propel its stations across the country achieving excellence in several areas.

NTPC has been rated 3rd great place to work for in India 2005 by grow talent and business world and 5th best company to work for in India for 2005 by mercer consulting and business today.Welfare Oriented Company:

The NTPC town ship is like a mini India, where people from various religions and languages are living in harmony. A well laid out town ship has been constructed on a 10,000 acre land between NTPC Ramagundam and Godavarikhani, which houses over 2000 families. It is equipped with quality amenities like schools, junior colleges, recreation centres, hospital, shopping complex, post office, banks and places of worship. Well designed parks add aesthetic value to the township; jyothinagar is spreading its splendour of light to its surroundings. Corporate Social Responsibility:As a responsible corporate citizen, the company is committed to the protection of environment making Conscious efforts are being made to preserve to the ecology near its plants, as a part of its afforest ration drive in a large scale, NTPC has planted over lakhs of trees in and around the station. Under the CSR foundation it established a development centre for physically challenged persons with a view to facilitate economic self reliance, and also distributed artificial limbs, calipers, tricycle and wheel chairs to physically challenged persons. Comprehensive CSR policy has developed and NTPC foundation set up to take up projects for the benefit of physically handicapped, for preservation of national monuments, for dealing with natural disasters and calamities etc.Rehabilitation and Resettlements:

For the construction of NTPC, the villages around the company had sacrificed their lands and they became helpless. For those people the company gave a job to a person in every house and in many aspects the company had helped the people financially to promote self employment.Adopting Villages:

As a responsible corporate organization the company adopted many villages, built schools for the workers children, provided drinking water facility with added chlorine to make them aware of health, organization conducted medical camps & constructed roads to the villages providing transport facility to employees to their villages.NTPC VISION: To be the worlds largest and best power producer, powering Indias growth. CORE VALUES: Business Ethics Environmentally&Economically Customer Focus Organisational & Professional Pride Mututal Respect & Trust Motivating Self And Others Innovation & Speed Total Quality For Excellence Transparent & Respected Organization Enterprising DevotedINTRODUCTION OF NTPC LIMITEDMission: Develop and Provide Reliable Power, Related Products and Services at Competitive Prices, Integrating Multiple Energy Sources with Innovative and Eco-Friendly Technologies and Contribute To SocietyOrigin of NTPC:

NTPC ltd was incorporated on 17th November 1975 in the central sector as a power generating company with the objective of planning and organizing as integrated development of thermal power in the country.About NTPC:

The trust of national growth after independence was laid on the industrial development by adopting mixed economy, where state played pre-dominant role as an investor, entrepreneur and regular for industries in core sectors. Example: steel, coal, fertilizers, petroleum and power. The areas reserved for public sector and the industries developed in a protected environment. National Thermal Power Corporation (NTPC) is the major utility generating over Th of the total thermal power in the country. The corporation has established its credentials over a period of more than 2 decades and is maintaining its impeccable record by consistency generating reliable and quality power.

UK has ranked NTPC as the 6th largest company in the world in terms of thermal generation and second most efficient in capacity utilization in the basis 1999 data. During the year 1999-2000 NTPC stations generated 1, 18.676(Mil) of electricity, which is approximately 23% of the total generation and 30% of the generation in the country.

NTPC today has an impressive record of accomplishment and installed capacity of 1, 19,435 (MW) with its eleven coal based and six gases based combined cycle. Thermal plants spread all over India. NTPC contribution to overall growth of the countries power sector can be seen from the fact that out of the eight plan target of 5002 MW and for the tenth plan target of 5002 MW is assigned to NTPC.Location:The 2100 MW Ramagundam super thermal project is located in karimnagar district of Andhrapradesh south of river Godavari. The project linked to the south Godavari coal field or the singareni collaries. In addition to the capacity of 500MW in Ramagundam stage-3 have commissioned increasing the total capacity to 2600 MW as on April/may 2006. NTPC ACTIVITIES:

Planning and investigation of new site preparation of feasibility prospect report and the designing as well as engineering of power stations.

NTPC is also managing badarpur Thermal Power Station (705 MW) of govt, of India in Delhi.

Operation and maintenance of power stations.

Research & Development in area relate to power generation.

NTPC also bagged turnkey contract for the construction of 21 sub stations from Nepal electricity authority.

The research & Development of NTPC has been instrumental enhancing the reliability of plant & equipment. OBJECTIVES OF NTPC LIMITED:1. To add the generation capacity within prescribed time and cost to operate & maintain power stations at high availability ensuring minimum cost of generation. It has planned massive growth to mate itself by 75,000MW Company.

2. To maintain the financial soundness of the company by managing the financial operations in accordance with good commercial utility practices.

3. To function as a responsible corporate citizen & discharge social responsibility in object of environment protection & rehabilitation. The corporation will strive to utilize the ash produced as its stations to the maximum extent possible through production of ash bricks, build material etc.

4. To adopt appropriate human resource development policy leading to creation of team of motivated & competent power professionals. To introduce, assimilate & attain self sufficiency in technology, acquire expertise in utility management. 5. To develop search and development (R&D) for achieving improved plant reliability.

6. To expand the consultancy operations & to participate in ventures abroad.

7. To operate and maintain power stations as high availability ensuring minimum cost of generation.

8. To develop appropriate commercial policy leading to remunerative tariffs and minimum receivables.HUMAN RESOURCE MANAGEMENT AT NTPC RAMAGUNDAM

Human resource department makes the skilled and talented man power available for any organization by recruiting the best and talented employees HR provides continuous training and develops manpower.

The company has continuously added to its installed capacity, yet the Man-MW ration has been consistently improving. The total employees strength is 24,955 as on 31st March 2010 as against 24,713 on 31st March 2009. The attrition rate of the executives during 2009 to 2010 was 1% as compared to 1.88% in the previous year.

Power Management Institute (PMI) trained 9,049 participants which clocked 42,190 man days.

In tune with companys HR initiatives, training and development given a renewed thrust to build competence and commitment among the employees. The target of seven days training for employees achieved by most of the plants.EMPLOYEE RELATIONS:Employee relations in NTPC, rooted in the philosophy of bipartism, continued to be cordial & harmonious during the year.

To effectively leverage information technology to drive process efficiencies.

To aim for performance excellence in the diversification business.HUMAN RESOURCE DEVELOPMENT:1) TO enhance organizational performance by institutionalizing an objective and open performance management system.

2) To align individual and organizational needs and develop business leaders by implementing a career development system.

3) To enhance commitment of employees by recognizing and rewarding high performance.

4) To build and sustain learning organization of competent world calls professionals.

5) To institutionalize core values and create a culture of team building, empowerment, equity, innovation and openness which would motivate employees and enable achievement of strategic objectives.POWERING INDIAS GROWTH THROUGH PEOPLE:NTPC believes in achieving organizational excellence through continuous development of its human resources. Therefore a comprehensive human resource strategy spanning activities preceding the pre-employment of personnel to the activities following their separation is in place.

NTPC has created project training centres, simulators training centres and an apex institute called Power Management Institute (PMI). While the project training canters have specialized in imparting technical skills and knowledge, PMI places emphasis on management development. A systematic training plan is in place, comprising level-wise planned interventions designed to groom people for assuming positions of higher responsibility, and specific need-base interventions designed after scientific Training Need Analysis.

NTPC has been making concerted efforts to build structures and processes that enable dissemination of knowledge and putting that knowledge to practical use. One such initiative is NTPC Open Competition Executive Talent (NOCET), in which terms of executives compete annually through oral and written presentations on a theme chose by the CMD. Another development initiative is the mentoring system.HONOUR OF EXCELLENCEThe awards won are:

1. The Prime Minister Sharma Bhushan awards- 1987, 1989, and 1994, 1995-1996.

2. Meritorious productivity awards- 1985-86.1987.1990, 1991, 1992-93,1994-951996-97

3. CEA gold medal 1997-1998

4. Safety award from British safety council-1996sword of honour from British safety.

5. National safety award-1987, 1990-91.

6. Andhra Pradesh government award for best family planning drive-1992.

7. IOC award for oil conservation.

8. Best industrial canteen award from government of Andhra Pradesh for the year 1993-1994 and 1994-95.

9. Karmika Ratna award of Andhra Pradesh government 1993-1997.

10. Award from all India organizations of employers for best industrial relations 1994-96.

11. Raj bhushan award for the year 1999-2000.

12. Nine employs of NTPC received the sharma bhushan and sharma shri award for the 2001.

13. Climate protection award 2002, to CENPEEP of NTPC (center for power efficiency and environmental protection.

14. Golden peacock award for excellence in corporate governance.

15. Best HR practice award.

16. Best employer national award for the welfare of disable persons in Dec3rd 2003

17. Five employees of NTPC won vishwakarma rashtriya puraskar 2001 in 2003.

18. CII Exim Bank award in 2003 for strong commitment in Total Quality Management.

19. Golden Peacock Award for corporate social responsibility on 14th Nov 2003

20. Indian institution of industrial engineering performance excellence award for the year 2002-2003 on 4th June 2004.

21. Golden Peacock Eco innovation award & Environment management Award on 12th June 2004.

22. Greentech safety Award 2003-04 on 21st June 2004.

23. Safety innovation award 2006.24. Gold award for the year 2004-05

25. Best professional circle region award in the convention in 2005-06

26. National meritorious performance award 2007 by PM Manmohan singh to CMD of NTPC.

27. CII-ITS sustainability Award for corporate social responsibility in 2008.

28. Golden peacock Environment mgt Award for Environment management 2008.

29. Water Digest Water award for environment management in 2008

30. ICAI Award for reporting in 2008.

31. CII Exim excellence award for performance in 2008.

32. Golden peacock Award for occupational Health & safety 2008.

33. Indian power award in the category of energy efficiency in 2008

34. Best CFO award in the infrastructure on 19th Nov 2009.

35. Won the prestigious Dun & Bradstreet Rolta corporate award, 2009 in the power sector segment.

36. Gold star award for quality 2009 in recognition of outstanding commitment to quality at international quality convention, Geneva.

37. Scope Gold award for HR management for 2008-09 in April 2010 by President Pratibha Devi Singh Patil.Jyothinagar An Ideal Place:

A well laid out township has been constructed an 800 acres of land between RAMAGUNDAM and GODAVARIKHANI which houses over 20,000 people inhabitants with the amenities including schools, junior college, recreation centres, hospitals, post office, bank and places of worship, well designed parks add to the aesthetic value. It is our pride that the wards of employee secure admissions to professional college including some prestigious institution and many are placed.RSTPS PROFILE

Ramagundam Super Thermal Power Station (RSTPS) is the largest thermal power generating stations in southern India. November 14th 1978, suddenly the sleepy village RAMAGUNDAM becomes the sense of hectic activities. Barricades & Welcomes arches were erected all the among the road leading to what in now the site of 2600 MW power station. It is on the auspicious day of November 14th 1978 the prime minister of India late Shri. Morarji Desai laid the foundation stone for the MAMMOTH POWER STATION IN SOUTH INDIA.

Its emergency has put the southern states one step ahead in their effort to meet their power requirements, third in the series super thermal power station set up by NTPC Ramagundam is situated in the interiors of ANDHRA PRADESH on the banks of GODAVARI river in Karimnagar Dist of TELANGANA region, just across the coal pitheads of the SINGARENI COLLERIES.

Ramagundam has been rising at this time & earned the proud destination of being the only station to commission all the seven units ahead of the schedule, constructed at a cost of Rs.1702 crores, the station has been one of the largest recipients of the World Bank. NTPC Ramagundam plant is generating power at a consistently high load factor. This station is Indias best performing plants, but also figures among the top five plants in the country.

The station has earned the name as The BEACON LIGHT of southern states. The station has excellent in all facets operations, namely generation, plant load factor, environment management, safety Human resource development. Ramagundam today is a power station radiant with the spirit of self reliance looking boldly to the future for challenges to spur it on. When the nations prosperity depends on the availability of more power, Ramagundam power station is all set to cater to the rising national demand for need of power. NTPC in and around its Ramagundam power station(2600 MW) has contributed reducing the temperature in the areas by about 3c. NTPC has also taken pro active steps for ash utilization. In 1991, it set up ash utilization division to manage efficient use of the ash produced in its coal station. This quality of ash produced is ideal for use in cement, concrete, cellular concrete and building material.

A Centre for Power Efficient and Environment Protection (CENPEEP) has been established in NTPC with the assistance of United States agency for international Development (USAID). CENPEEP is efficiently oriented co-friendly and eco-nurturing initiative. It is a symbol of NTPCS concern towards environmental protection and continued commitment to sustainable power development in India.

As a responsible corporate citizen, NTPC is making constant efforts to improve the socio-economic states of the people affected by its projects through its rehabilitation and resettlement programmes, the company endeavours to improve the overall socio economic states of project affected persons. The station has been one of the largest receipts of the World Bank Loan. It is the project implementation and financial control has been appreciated by World Bank with saying, Ramagundam can be considered as the scholar for construction of power projects, its generation performance has helped to achieve the government of Indias meritorious productivity award as many as 4 times.

Following Are Units Sizes

Stage 1: 3*20 QMW

Stage 2: 3*500MW

Stage 3: 1*500 MwRSTPS ORGANIZATION & FUNCTIONS

The project organization, headed by a general manager, entrusted with the total responsibility for implementation of all aspects of the project in accordance with the master network schedule and the operation maintenance of running units in a most cost effective manners.1) Project Organization:

The two executives functions under this are civil construction and equipment erection the civil construction takes care of all the activities starting from survey and soil investigation, site leveling infrastructure development, township construction etc. the equipment erection wing carries out of the mechanical and electrical and control and instrument activities concerning erection and commission of plant and equipment.2) Operation and maintenance :

This department looks after the operation of commissioned and the short, long term maintenance works. O & M includes main plant operation mechanical maintenance, electrical maintenance and control instrumentation maintenance, fuel handling (O &M) chemistry and coal transport (MGR) groups.

3) Materials management :

This group under takes the control of bulk structure construction materials like steel, cement, diesel and fuel oil apart from the procurements, storages and control of consumables, equipments and spare parts. TRAINING AND DEVELOPMENT Conduct training needs assessment and identify training needs in coordination with PMI.

Manage training & development of employee development centers.

Prepare annual training calendars.

Organize faculty (internal and external) for the training programs.

Organize nominations for training at unit.

Conduct training programs.

Maintain employee data base for training.

Coordinate with line managers and other HR groups at station for seamless delivery of training to employees.

Coordinate with power management institutions for assistance in connecting training programs, nominating employees for training at PMI and providing feedback on PMI training.

Network with EDC at other locations.

Pre employment training (E.g. Employee Training (ET) induction) in coordination with PMI.

Conduct training effectiveness assessments.

Coordinate IGNOU and power engineering courses.

Identify external agencies for training identified in training needs analysis and functional requirement.Functional Competence Requirements: Knowledge of functional & managerial competencies required in the organization to facilitate employee development.

Awareness of NTPC rules and policies regarding training and development.

Training management ability to evolve design and source programs according to requirement.

Counselling, coaching & communication skills.Cross Functional Competence Requirements: Knowledge of others HR functions like public relations, employee relations/ industrial relations, employee benefits, employee services and employee development.

Broad understanding of line functions.Employee Development Centre:In NTPC Ramagundam EDC department deals with the training and development of employees. The basic idea of training and development is to upgrade the skills of employees and keep them a breast latest development in science and technology. Giving them training to take higher responsibility.

Here in NTPC Ramagundam training function looks after the conduct of long duration training programs under the executive/diploma/ITI trainee scheme apart from short term skilled worker/ supervisory development program. The development and maintenance of workshops, hostels and other training facilities from a part of this function.NTPC Leadership Development System:Objective

To build competency based global leadership pipeline at various levels in the company, creating a culture of excellence in leadership competency framework and to prepare right people for key higher positions at right time, manage transition and maintain continuity in leadership roles.CHAPTER 3THEORITICAL FRAMEWORKTHEORITICAL FRAMEWORK

Competency development initiative was often equated with training. However training has a number of important disadvantages as regards effectiveness and cost price. For example, it is not always self evident that what has been learned will be applied in practice in the work place. Employees also appear to forget what they have been learned very quickly. Secondly, there is high cost price. In addition to the costs of the trainer, the training materials, the location etc. The employee temporarily stops work during training and cannot carry out his/her everyday tasks. That is why HR professionals increase approach competence development from a broader perspective in their search for effectiveness and efficiency.

The current economic crisis also encourages business to review their policy on development and look for alternative (and cheaper) ways. This results in a more comprehensive and creative approach with a clear focuses on on-the-job learning, so that what is learned can be applied immediately in the work place. The line managers and the business also experience the benefits of this directly, so that the development is seen as a win win situation by all the parties concerned. Furthermore; on -the- job learning is often cheaper.

Therefore both in the HR world and in business, competency development is reflected in a comprehensive package of training, on-the-job learning and career management. In this respect, on-the-job learning comes first, while training has a more supporting role.

One important factor for success in competency development is the creation of a single common identity for the organization. A comprehensive approach to development means that the organization as a whole is more effective so that the different organizational processes are integrated as well as possible. Co-operation is a crucial for this. A single open organizational culture is necessary, so that the flow of expertise and mobility between departments arte encouraged. Therefore organizations must no longer tolerate the solo thinking of employees and managers. After all, internal competition between departments is pointless. This shift in the organizational culture should also be supported by an adapted, more open and flexible structure which easily adapts to the changes in the working environment and stimulates an open mind set in employees. One example of this is the project structure in which permanent manager chosen on the basis of his/her expertise.

While training and development were above all responsibility of the HR department in the past, there is now a shift to the business. If an employee performs better, the performance of the organization is also optimized. Therefore this is a win win situation which is in the interests of both the employee and the line manager. After all, because of competence development the employee can increase the ways in which he can be deployed and therefore his own job security. In addition, the manager can count on a more effective team and therefore achieve better performances. Further more, new trends increasingly place the responsibility on both parties. In this way on-the-job learning ensures that competence development increasingly takes place within the relationship between the employee and the line manager. The line manager serves as a facilitator of the process of development in the employee and provides the necessary support for this.

In business the role of the HR department shifts from an executive to a supporting role. After all, line managers acquire a new role as a coach for the development and focuses on strengthening people management in the organization. With regard to employees, HR stimulates the sense of responsibility for their own development and career. The focus is also on a culture in which self monitoring is en courage and facilitated in employees.

The term individual refers to the extent to which it is decided to focus on the development of the individual employee. In fact, every employee has his/her own strengths, which must be developed as effectively and efficiently as possible. The mass production of the past, in which all the employees in one organization or in one job were given the same training must be replaced now by customization. Examples of this include the introduction of individual supervision methods, such as coaching, mentoring and drawing up personal development and career plans.

Competency development is accessible for all the employees in the organization. The potential of every employee is examined and developed with an annual talent review. Several organizations are also starting to draw up competence profiles for employees.

The Human capital forms the core strength of every organization. Making optimum use of capital ensures that the effectiveness and efficiency of the organization are maximized. In this respect, competence development is increasingly seen as a strategic instrument that provides a solution or the demand for an optimal match between the needs of the organization and the competencies of the employee.

Further more, competence development can also contribute to achieving future organizational goals by developing employees. Competency development has actually become a strategic instrument that gives the organization an important competitive advantage in relation to its competitors.

A competency frame work contains knowledge, skills and behaviours that staff members or members of specific category need to demonstrate in order to carry out their task and responsibly successfully. Competencies are the foundation for effective performance in any job or position. A competency profile can include core competencies which identify those core values that all staff members should demonstrate; managerial competencies, relevant for management positions and functional/ technical competencies that are specific to functional areas.

The first phase was focused on core skill development for four domains of supervision: quality of care, administration, professional development and support. Through out training, supervisors learned about contracting with supervisees, identifying a supervisees learning needs, building an education plan and working with a supervision resistant supervisees.

The second phase focused on developing an agency-specific plan for the sustainability of these skills. This effort includes strategies to develop formal supervision standards for each participating agency, such as frequency and duration of supervision. The web based learning modules continues on phase 2 with the goal of reducing the need for didactic in service training and increasing the use of workplace based learning guided by the supervisor and supported through e-learning modules.

Competency development is to enhance any employees required behavioural or technical skill in particular position in an organization. Some of the examples are developing managerial competency model for middle managers or leadership development model for succession planning. Most important strategy is assessment of the present competencies and communicating the gap with the individual and supporting the individual by way of action plan and counseling.

For organizations to succeed in todays competitive and complex environment, employees at all levels need to develop and demonstrate the personal capabilities, underlying characteristics and behaviours that drive superior performance at work. Competency models and competency based HRM and HRD process have become the best practice foundation of high quality business focused HR for thousands of international business and public sector organizations.COMPETENCY BASED HR:It is possible to define the behaviours that create exemplary employees and we can create a model to codify that we can promote those who have it hire those who have it, rain those who dont have it on how to have it compensate those who exhibit behaviours aligned against the model thus drive our organization to achieve a higher level of success. Training and development refer to the imparting of specific skills, abilities and knowledge to an employee.

More clearly, training and development may be understood as any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his/her skills and knowledge. The need for training and competency development is determined by the employees performance deficiency computed.

Development refers to those learning opportunities designed to help employees grow. Competency development initiatives provide general knowledge and attitudes which will be helpful to employee in higher positions.

The competency development programme must contain inputs which enable the participants to gain skills, learn theoretical concepts and help acquire vision to look into the distant future.

Competency development initiatives are designed to impart specific skills, abilities and knowledge to employees. The development programme is important as it lends stability and flexibility to an organization. Skills, education, development, ethics, attitudinal changes and decision making skills must go into any programme of training and development.

Career development refers to a formal approach used by the firm to ensure that people with proper qualifications and experiences are available when needed. Career management is the process of enabling employees to better understand and develop their skills and interests and use them for the benefit of the organization and self. Specifically career management activities include offering career development initiatives, providing realistic career oriented appraisals and posting open jobs.

Every organization needs to have career development Programme and integrate the function with other HR activities. Employees need to know how far they can climb in the ladder of hierarchy with in the organization and how management views their performances.

There are two roles in employee development. They are

1) Employers role

2) Employees roleEmployers role:

Employers role should be proactive. The manager should wake up, encourage, facilitate and reward an employee in his/her career advancement. We use the words wakeup because the tendency with most employees is to slog on given jobs.Employees role: In todays organizations, employees are responsible for indicating and maintaining their own careers. It is up to each individual to identify his or her own knowledge, skills, abilities, interests, values and seek out information about career options in order to set goals and develop career plans. Individuals responsibility should make use of development opportunities provided in the organization.

Employee Career Planning Workshops:

Structure workshops are available to guide employees individually through systematic self assessment of values, interests, abilities, goals and personal development plans. Employees are made to define and match their specific career objectives with the needs of the company. Generally these workshops are designed to guide individuals to figure out their strengths and weaknesses, job, career opportunities and necessary steps for reaching their goals.Employee counseling: Career counseling helps employees discuss their career goals in one to one counseling sessions. Along with goals other variables identified are capabilities, interests, current job activities and performance. While some firms make counseling a part of the periodic performance appraisal, career counseling is usually voluntary. Employee counseling may be provided by the HR staff, managers, supervisors or consultants.Mentoring:

Mentoring involves coaching, advising and encouraging employees of usually lesser ranks. Mentor (superior officer) is an important aid in the development of an employee (mentee). Such as greater job satisfaction, organizational commitment and attainment of higher salary and career progress. Mentoring is also valuable for improving the job involvement and satisfaction of the mentor.Personal Development Plans:

In these employees write their own personal development plans. Such development plans include development needs and action plans to achieve them. A personal development plans could be the nucleus of a wider career plan such as setting out alternative long term strategies, identifying ones long-term needs and setting out a plan of self development.

Competency development refers to strategically improving employees professional skills through specialized training and specifically guided experience. Competency development programmers can help employees grow personally, as well, teaching them things like effective conflict management skills, which can positively affect all areas of their lives. If an employee development programmed is to work, however employees must take personal responsibility n responding to and taking advantage of the opportunities their employers provide.

Competency development initiatives can involve identifying potential management candidates on the front lines and giving them training and extra responsibility to prepare them for a future promotion. Employees have the responsibility to speak up to management about their ambitions and desire to progress in their career, however and must earn the attention of management through excellent individual and team performance.

Employees must have positive attitudes when approaching competency development programs. An attitude of entitlement can seriously hinder employees profession growth. If an employer gives an employee additional responsibilities, for example, it is up to employee to view it as an opportunity to learn and grow rather than being forced to do extra work. In addition, employees have a responsibility to make the most of training sessions rather than complain that training wastes their time.Organizational Career Development: The assistance from managers and the HR department is equally important in achieving individual career goals and meeting organizational needs. A variety of tools and activities are employed for his/her purpose.Employee Development Programmes:

These consist of skill assessment and training efforts that organisations use to groom their employees for future vacancies seminars, workshops, job rotations and mentoring programmes are used to develop a broad based of skills as a part such developmental activities.

CHAPTER 4DATA ANALYSIS&INTERPRETATION1) Do you think competency development initiatives are required in an organization?SL.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aYes7878%

bNo99%

cCant say1313%

Total100100%

INTERPRETATION78% of employees said that competency development initiatives are required in an organization. 9% of employees said no and 13% said cant say.2) Does your organization have any development initiative Program?SL.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aYes7575%

bNo1313%

cCant say1212%

Total100100%

INTERPRETATION

75% of employees said that their organization is having development initiative Programme. 13% of employees said no and 12% of employees said cant say.

3) What type of development initiatives is given importance in your organization?SL.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aTraining 1010%

bCounseling and mentoring22%

cPersonal development plans77%

dAll the above8181%

Total100100%

INTERPRETATION

81% of employees said that training counseling & mentoring, personal development plans are given importance in their organization 10% said only training, 2% said only counseling & mentoring, 7% said only personal development plans.4) How the organization give importance to the competency development of an employee. SL.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aFull importance7878%

bPartly importance1010%

cPoor importance00%

dAverage importance1212%

Total100100%

INTERPRETATION

78% of employees said organization gives full importance the CD of employees. 10% said partly importance. 0% said poor importance. 12% said average importance.5) Do you have employee development center in your organization?SL.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aYes100100%

bNo00%

cCant say00%

Total100100%

INTERPRETATION

100% of employees said that they are having employee development centre in their organization.6) What impact do you think the competency development will have on career enhancement?SL.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aModerate impact1010%

bNo impact99%

cStrong impact8181%

Total100100%

INTERPRETATION81% of employees said that competency development will have strong impact on career enhancement, 10% of employees will have moderate impact and 9% of employees said no impact.7)Did ever competency development program help you in enhancing professional career?SL.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aYes6464%

bNo1616%

cCant say2020%

Total100100%

INTERPRETATION64% of employees said competency development program will help in enhancing professional career, 16% of employees said no and 20% of employees havent said anything.8)Are you satisfied with the current competency development initiative program in organization?SL.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aSatisfied7676%

bNot satisfied2424%

Total100100%

INTERPRETATION76% of employees said that they are satisfied with the current competency development initiative program in their organization and 24% of employees said that they are not satisfied.SL.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aFully6868%

bPartially2424%

cNo involvement88%

total100100%

9)What sort of personal involvement is there from your side on competency development program?

INTERPRETATION68% of employees said that they are fully involved in competency development program, 24% of employees are partially involved and 8% of employees are not involved.10) Do you think competency development program help in improving job Performance?

SL.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aYes8080%

bNo88%

cCant say1212%

Total100100%

INTERPRETATION80% of employees said that competency development program helps in improving job performance, 8% said no and 12% of employees said cant say.11)Apart from training do you think any other initiatives are required for career enhancement?SL.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aYes6666%

bNo2020%

cCant say1414%

Total100100%

INTERPRETAION66% of employees said that apart from training, other initiatives are required for career enhancement, 20% of employees said no and 14% employees said we cant say.12)Do you agree one can overcome the gaps between current capabilities and future requirements through competency development program?SL.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aAgree3030%

bDisagree1010%

cStrongly agree6060%

dStrongly disagree00%

Total100100%

INTERPRETATION60% of employees are strongly agreed that they can overcome the gaps between current capabilities and future requirements, 30% of employees agreed normally and 10% of employees are disagreed by the above statement.13) Is there any impact of career development initiatives in increasing the roles and responsibilities of your current job?SL.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aNo impact1212%

bLittle impact1010%

cHuge impact7878%

Total100100%

INTERPRETATION78% of employees said that there is a huge impact of competency development initiatives in increasing the roles and responsibilities of current job, 12% of employees said no impact and 10% of employees said little impact.14)Do you think competency development help in achieving organizational goals?SL.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aYes6363%

bNo1111%

cCant say2626%

Total100100%

INTERPRETATION63% of employees thought that career development program helps in achieving organizational goals, 11% of employees said no and 26% of employees said that we cant say.15)Do you think you are getting the appropriate support from the management for competency development program?SL.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aYes they support8888%

bNo Support55%

cYes sometimes77%

Total100100%

INTERPRETATION88% employees said that they are getting appropriate support from management for competency development program, 5% of employees said no support and 7% of employees said yes sometimes.16) Do you agree career goals, organization goals and performance gaps are considered in the training program?SL.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aAgree5656%

bDisagree2020%



total100100%

INTERPRETATION24% of employees strongly said that career goals, organizational goals and performance gaps are considered in the training program,56% of employees are agreed and20% of employees are disagree.17) Is there regular documentation of employees work which can be easily analyzed to know their current competencies?SL.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aYes3535%

bNo2020%

cCant say4545%

Total100100%

INTERPRETATION35% of employees said that there is a regular documentation of employees work which can be easily analyzed to know their current competencies, 45% of employees said that they cant say and 20% employees said no.18)Does your organization provide regular training and study material to help employees to develop their competencies?SL.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aYes8686%

bNo66%

cSometimes88%

Total100100%

INTERPRETATION86% of employees said that organization is providing regular training and study material to help employees to develop their competencies, 6% of employees said no and 8% of employees sometimes.19)Do you agree competencies improve job satisfaction and result in better employee retention?S.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aAgree2626%

bDisagree1616%



total100100%

INTERPRETATION58% of employees strongly agreed that the competencies improve job satisfaction and result in better employee retention, 26% of employees agreed and 16% of employees disagreed.20)Did you reward fairly for the contribution you to the organizational success?SL.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aYes8181%

bNo1010%

cSometimes99%

Total100100%

INTERPRETATION81% of employees said that they were rewarded fairly for the contribution they made to the organizational success, 10% of employees said no and 9% of employees said yes sometimes. SL.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aYes6464%

bNo1212%

cCant say2424%

Total100100%

21)Do the employees are provided with resources necessary to acquire competencies?

INTERPRETATION64% of employees said that they are provided with the resources necessary to acquire competencies, 2% of employees said no and 24% of employees said that they cant say.22)Does the organization compare your competencies before and after the training and development program?SL.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aYes8989%

bNo00%

cYes sometimes1111%

Total100100%

INTERPRETATION89% of employees said that the organization will compare their competencies before and after the training and development program, 11% of employees said that they cant say.23)Competency development program help to develop and improve the organizational culture and effectiveness?S.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aAgree3636%

bDisagree11%



Total100100%

INTERPRETATION62% of employees strongly agreed that competency development program helps to develop and improve the organization culture and effectiveness, 36% of employees were agreed, 1% of employees disagree and 1% of employees strongly disagreed.S.NORATING SCALENO.OF RESPONDANTS% OF RESPONDANTS

aAgree1717%

bDisagree1010%



Total100100%

24)Do you agree if any organization is not taking competency development program as a key strategy, and then will affect the output and productivity of organization?

INTERPRETATION73% of employees strongly agree that if any organization is not taking competency development program as a key strategy, then it will affect the output and productivity of the organization, 17% of employees agreed and 10% of employees were disagree.25)Do you agree competency development program help in building the positive perception about the organization?S.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aAgree5454%

bDisagree1010%



Total100100%

INTERPRETATION54% of employees agree that competency development program help in building the positive perception about the organization, 10% of employees disagree, 32% of employees strongly agree and 4% of employees are strongly disagreed.26)Do you agree training and development helps in improving the quality of work and work life of an employee?S.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aAgree6363%

bDisagree1616%



total100100%

INTERPRETATION63% of employees agree that training and development help in improving the quality of work and work life of an employee, 16% of employees disagree, 21% of employees are strongly agreed.27)Did the competency development program help the employees in attaining personal growth?SL.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aYes5353%

bNo2525%

cCant say2222%

Total100100%

INTERPRETATION53% of employees said that competency development program helps the employees in attaining personal growth, 25% of employees said no and 22% of employees said they cant say.28) How Competency program help the employees to increase the job position at each level?S.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aAgree2525%

bDisagree1212%



Total100100%

INTERPRETATION25% of employees agreed that competency programs help the employees in increasing the job position of employees at each level, 54% of employees are strongly agreed, 12% of employees are disagreed and 9% of employees are strongly disagreed.29)Is there any necessity of competency development program for developing leadership skills, motivation, loyalty, better attitudes for successful workers?SL.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aYes7777%

bNo00%

cCant say2323%

Total100100%

INTERPRETATION 77% of employees said that competency development programs are necessary for developing leadership skills, motivation, loyalty, better attitudes for successful workers, and 23% of employees said that they cant say.30)Do you agree the training and development programs help in creating better corporate image of an employee?SL.NORATING SCALENO.OF RESPONDENTS% OF RESPONDENTS

aYes5151%

bNo2424%

cCant say2525%

Total100100%

INTERPRETATION51% of employees said that the training and development programs help in creating better corporate image of an employee, 24% of employees said no and 25% of employees said they cant say.CHAPTER-5FINDINGS, SUGGESTIONS AND CONCLUSIONSFINDINGSThe study reveals that a few of the employees are not aware of the programs that are conducted for the improvement of competencies of the employees. Hence, the organization may improve the communication process to inform the employees about the purpose, importance, benefits, etc of the programs which may result in more involvement of employees and also improve the effectiveness of the programmers conducted.1) 78% of respondents said that competency development initiatives are required in an organization.

2) 75% of respondents said that their organization have development initiative programme.

3) 81% of respondents said that training, counseling & mentoring and personal development plans are given importance in their organization.

4) 78% of respondents said that their organization gives full importance to the competency development of an employee.

5) 100% of respondents said that they are having employee development centre in their organization.

6) 81% of respondents said that competency development will have strong impact on career enhancement.

7) 64% of respondents said competency development programe will help in enhancing professional career.

8) 76% of respondents said that they are satisfied with current competency development initiative programme in an organization.

9) 68% of respondents give full involvement from their side on competency development programme.

10) 80% of respondents said competency development program help in improving job performance.

SUGGESTIONS1) Enough resources are to be provided for the employees to enhance their competencies so that the employees can overcome their performance gaps.2) The employee development programs are to be designed innovatively to standardize the competencies and also in order to encourage the maximum participation of employees in the programmer.3) Even though the employees are satisfied with the development programs conducted in the organization but the management needs to have the 100% satisfaction of employees through these programs by enhancing the standard of development programs.CONCLUSION1) HR is the backbone of any organization success. The updating and development of competencies of employees improve their performance which further improves the performance of the organization. Thus, the competency development of employees is a key to success of any organization I the liberalized & globalized environment.2) The study on Competency Development Initiatives at NTPC, Ramagundam, with the active participation of employees, reveals a few areas for improvement.3) Through the survey and in among the employees and with my physical observation the organization and the Competency Development program is having both positive and negative dimensions.4) Proper utilization of Competency Development Initiative programs improves job knowledge and skills of employees.

BIBLIOGRAPHYBIBLIOGRAPHYBooks:1) Human resource management-sixth edition- k.Aswathappa- reprint 20102) Training and development- G. Pandu Naik-reprint 2009Article : A simple project management competency framework, bill [email protected].

Article : Getting The Most Out Of A Competency Framework, written by Jo potter and Nick cotter published by oakleigh consulting 2007.Article : Leveraging Leadership Competencies To Produce Leadership Brandauthored by ulrich small wood and zenger published in human resources planning winter 2000.Article vlerick leuven gent working paper series written by Delmare le deist &winterton published by vlerick leuven gent management school in the year 2007, Website: www.google.com www.citehr.com www.igoogle.comANNEXURE

QUESTIONNAIRE

QUESTIONNAIRE1. Do you think competency development initiatives are required in an organization?

A) YesB) no

C) cant say

2. Does your organization have any development initiative Programme?

A) Yes B) no

C) cant say

3. What type of development initiatives is given importance in your organization?

A) Training B) Counseling & Mentoring C) Personal development plans

D) All the above

4. How the organizations give importance to the competency development of an employee?

A) Full importance

b) Partly importance

c) Poor importance

d) Average importance

5) Do you have employee development centre in your organization?

A) Yes

B) No

C) cant say

6) What impact do you think the competency development will have on career enhancement?

A) No impact B) Moderate impactC) Strong impact

7) Did ever competency development Programme help you in enhancing professional career?

A) Yes

B) No

C) Cant say

8) Are you satisfied with the current competency development initiative Programme in organization?

A) Satisfied

B) Not satisfied

9) What sort of personal involvement is there from your side on competency development Programme?

A) Fully

B) Partially

C) No involvement

10) Do you think competency development Programmer help in improving job performance?

A) Yes B) no

C) cant say

11) Apart from training do you think any other initiatives are required for career enhancement?

A) Yes B) No

C) cant say

12) Do you agree one can overcome the gaps between current capabilities and future requirements?

A) Agree

B) Disagree

C) Strongly agree

D) strongly disagree

13) Is there any impact of competency development initiatives in increasing the roles and responsibilities of your current job?

A) No impact

B) little impactC) huge impact

14) Do you think competency development Programmes help in achieving organizational goals?

A) yes

B) no

C) cant say

15) Do you think you are getting the appropriate support from your management for competency development Programmes?

A) Yes they support B) no support C) Yes sometimes

16) Do you agree career goals, orginisation goals and performance gaps are considered in the training Programme?

A) Agree

B) disagree

C) Strongly agree


17) Is there regular documentation of employees work which can be easily analyzed to know their current competencies?

A) yes

B) no

C) cant say

18) Does your organization provide regular training and study material to help employees to develop their competencies?

A) Yes

B) no

C) sometimes

19) Do you agree Competencies improve job satisfaction and result in better employee retention?

A) Agree

B) disagree

C) Strongly agree


20) Did you rewarded fairly for the contribution you made to the organizational success?

A) Yes

B) no

C) yes sometimes

21) Do the employees are provided with resources necessary to acquire competencies?

A) Yes

B) no

C) cant say

22) Does the organization compare your competencies before and after the training and development Programme?

A) Yes

B) no

C) cant say

23) Do you agree if any organization is not taking competency development Programme as a key strategy, then it will affect the output and productivity of organization?

A) Agree

B) disagree

C) Strongly agreeD) strongly disagree

24) Competency development Programme help to develop and improve the organizational culture and effectiveness?

A) Agree

B) Disagree


25) Do you agree competency development Programmes help building the positive perception about the organization?

A) Agree

B) Disagree


26) Do you agree training and development help in improving the quality of work and work life of an employee?

A) Agree

B) disagree

C) Strongly agree D) strongly disagree

27) Did the competency development Programmes help the employees in attaining personal growth?

A) Yes

B) No

C) cant say

28) Competency development Programmes help in increasing the job position of the employees at each level?

A) Agree

B) disagree


29) Is there any necessity of competency development Programme for developing leadership skills, motivation, loyalty, better attitudes for successful workers?

A) Yes

B) No

C) cant say

30) Do you agree training and development Programmes help in creating better corporate image of an employee?

A) Yes

B) No

C) cant say

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100YesYes

0NoNo

0Cant sayCant say

Series 1

Column1

Column2

100%

0%

0%

Sheet1


Yes100

No0

Cant say0


_1429007720.xlsChart1

10TrainingTraining

2Counseling and mentoringCounseling and mentoring

7Personal development plansPersonal development plans

81All the aboveAll the above

Series 1

Column1

Column2

10%

2%

7%

81%

Sheet1


Training10

Counseling and mentoring2

Personal development plans7

All the above81


_1429007722.xlsChart1

75YesYes

13NoNo

12Can't SayCan't Say

Series 1

Column1

Column2

75%

13%

12%

Sheet1


Yes75

No13

Can't Say12


_1429007727.xlsChart1

78YesYes

9NoNo

13Can't SayCan't Say

Series 1

Column1

Column2

78%

9%

13%

Sheet1


Yes78

No9

Can't Say13


_1429007715.xlsChart1

78Full importanceFull importance

10Partly importancePartly importance

0Poor importancePoor importance

12Average importanceAverage importance

Series 1

Column1

Column2

78%

10%

0%

12%

Sheet1


Full importance78

Partly importance10

Poor importance0

Average importance12


_1429007708.xlsChart1

10Moderate impactModerate impact

9No impactNo impact

81Strong impactStrong impact

Series 1

Column1

Column2

10%

9%

81%

Sheet1


Moderate impact10

No impact9

Strong impact81


_1429007701.xlsChart1

68FullyFully

24PartiallyPartially

8No involvementNo involvement

Series 1

Column1

Column2

68%

24%

8%

Sheet1


Fully68

Partially24

No involvement8


_1429007703.xlsChart1

76SatisfiedSatisfied

24Not satisfiedNot satisfied

Series 1

Column1

Column2

76%

24%

Sheet1


Satisfied76

Not satisfied24


_1429007699.xlsChart1

80YesYes

8NoNo

12Cant sayCant say

Series 1

Column1

Column2

80%

8%

12%

Sheet1


Yes80

No8

Cant say12


_1429007674.xlsChart1

86YesYes

6NoNo

8SometimesSometimes

Series 1

Column1

Column2

86%

6%

8%

Sheet1


Yes86

No6

Sometimes8


_1429007678.xlsChart1

56AgreeAgree

20DisagreeDisagree

24Strongly agreeStrongly agree

0Strongly disagreeStrongly disagree

Series 1

Column1

Column2

56%

20%

24%

0%

Sheet1


Agree56

Disagree20

Strongly agree24

Strongly disagree0


_1429007687.xlsChart1

63YesYes

11NoNo

26Cant sayCant say

Series 1

Column1

Column2

63%

11%

26%

Sheet1


Yes63

No11

Cant say26


_1429007690.xlsChart1

12No impactNo impact

10Little impactLittle impact

78Huge impactHuge impact

Series 1

Column1

Column2

12%

10%

78%

Sheet1


No impact12

Little impact10

Huge impact78


_1429007694.xlsChart1

30AgreeAgree

10DisagreeDisagree



Series 1

Column1

Column2

30%

10%

60%

0%

Sheet1


Agree30

Disagree10

Strongly agree60

Strongly disagree0


_1429007683.xlsChart1

88Yes they supportYes they support

5No SupportNo Support

7Yes sometimesYes sometimes

Series 1

Column1

Column2

88%

5%

7%

Sheet1


Yes they support88

No Support5

Yes sometimes7


_1429007676.xlsChart1

35YesYes35YesYes

20NoNo20NoNo

45Cant sayCant say45Cant sayCant say

Series 1

Column1

Column2

Series 1

Column1

Column2

35%

20%

45%

Sheet1


Yes35

No20

Cant say45


_1429007645.xlsChart1

63AgreeAgree

16DisagreeDisagree



Series 1

Column1

Column2

63%

16%

21%

0%

Sheet1


Agree63

Disagree16

Strongly agree21

Strongly disagree0


_1429007664.xlsChart1

64YesYes

12NoNo

24Cant sayCant say

Series 1

Column1

Column2

64%

12%

24%

Sheet1


Yes64

No12

Cant say24


_1429007667.xlsChart1

81YesYes

10NoNo

9SometimesSometimes

Series 1

Column1

Column2

81%

10%

9%

Sheet1


Yes81

No10

Sometimes9


_1429007671.xlsChart1

26AgreeAgree

16DisagreeDisagree



Series 1

Column1

Column2

26%

16%

58%

0%

Sheet1


Agree26

Disagree16

Strongly agree58

Strongly disagree0


_1429007655.xlsChart1

17AgreeAgree

10DisagreeDisagree



Series 1

Column1

Column2

17%

10%

73%

0%

Sheet1


Agree17

Disagree10

Strongly agree73

Strongly disagree0


_1429007662.xlsChart1

89YesYes

0NoNo

11Yes sometimesYes sometimes

Series 1

Column1

Column2

89%

0%

11%

Sheet1


Yes89

No0

Yes sometimes11


_1429007660.xlsChart1

36AgreeAgree

1DisagreeDisagree


1Strongly disagreeStrongly

Date post:	30-Oct-2015
Category:	Documents
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Final Competency Development Initiatives-

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