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Training Effectiveness and Its Development

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    Training is neither a panacea for all ills nor its a waste of time. What is requiredis an inside vision into what training can or can not do and skills in designing and

    carrying out training effectively and economically.

    Search light of enquire may make the task and challenges stand out too starkly

    and too simply. Using experience with training in India and other developing

    countries has this advantage at the similar risk.

    The contribution ,that training can make development, is needed accurately and

    obviously. At the same time limit resources available in these countries make thiscontribution hard to come by. These lines are sharply drawn on the one hand, no

    promise can be ignored, and on the other hand no waste is permissible.

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    Sultanpur

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    SIGNIFICANCE OF THE PROJECT

    As a part of my curriculum I had to do two months training in a well-reputed firm

    and for this I had selected NTPC Electric Supply Company Ltd. & Power

    Management Institution (PMI) NTPC Noida as a perfect Training place and got

    the topic TRAINING & DEVELOPMENT for my project work. I had chosen

    PMI NTPC only because it is the training apex of NTPC.

    The eight weeks of summer training at the referred organization gave me a

    complete exposure to relevance of Training for organizational excellence. It was

    a unique opportunity to explore the realities of Indias leading power generation

    company as a researcher and gather knowledge from its vast repertoire of

    experience.

    It was a great learning experience .The project not only helped me to enhance my

    practical knowledge on training but it also gave me an insight into the way work

    force is utilized here. It is a rare chance where I got to witness the challenges and

    opportunities for training, as a profession.

    The summer project, also made me realize the worth of a well-designed training

    programme (and training system) towards organizational excellence. I got to

    know the importance of communication and interpersonal skill in getting things

    done from others. In a nutshell, it was a very fulfilling and fruitful period of my

    life as a management student.

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    OBJECTIVES OF THE STUDY

    The main objective of the project is to study the

    Training And Development System And Its Effectiveness In NTPC

    NTPC is a well known public sector power generating organization and is

    now expanding their business to other sector such as hydro power

    generation, nuclear power, coal mining, consultancy etc. for this; they are

    required highly efficient and laborious work force. Here the study is made

    to find out how far the policies, the facilities of NTPC are successful to

    make their employees satisfied.

    To understand and appreciate the Training System in an

    organizational context.

    To examine the Training Practices of NTPC Ltd.

    NTPC Ltd., being the largest power generation enterprise of its kind in India

    and being one of the Navratnas of the country, I would have really loved to

    visit its different units in the different locales of the country where I would

    have been able to get a better understanding of the operations of such a large

    power generation company and its associated complexities. The time

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    constraint also did not allow me to go through the other HR practices of

    NTPC Ltd.

    CONCEPTUALIZATIONS

    Training refers to the acquisition of knowledge, skills, and attitudes as a result of

    the teaching of vocational or practical skills and knowledge that relates to

    specific useful skills. It forms the core of apprenticeship and provides the

    backbone of content at technical colleges and polytecniques . Today it is often

    referred to as professional development.

    Physical training is more mechanistic: planned suites of regimes develop specific

    skills or muscles with a view to peaking at a particular time. A specialized field

    of training often used in sports is autogenic training. Another type of training is

    fartek training which is a flexible training type which can be adapted to suit

    almost any athelete..

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    Many early American astronauts trained extensively in Icelands central

    highlands due to its similarity to an extraterrestrial training.

    Training & Development is the field concerned with workplace learning to

    improve performance. Such training can be generally categorized as on-the-job or

    off the job.

    On-the-job describes training that is given in a normal working situation, using

    the actual tools, equipment, documents or materials that they will use when fully

    trained. On-the-job training is usually most effective for vocational work.

    Off-the-job training takes place away from normal work situation, which means

    that the employee is not regarded as productive worker when training is taking

    place.

    An advantage of off-the-job training is that it allows people to get away from

    work and totally concentrate on the training being given. This is most effective

    for training attitudes, concepts, and ideas.

    Once the desired abilities have been learned, on-going training means to drill and

    keep in shape in case of deployment orders.

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    FOCUS OF STUDY

    How to be training effective ?

    Postpone judgment: dont reject any idea

    Create alternative frames of reference

    Break the boundary of thinking

    Examine a different aspect of the problem

    Specify the resources and environment

    Make a wish-list of solution

    Borrow ideas from other fields

    Look for process to change or eliminate

    Think up alternative methods

    Adopt another persons perspective

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    Question all Assumption

    LITERATURE REVIEW

    2.2 Need for basic purpose of training

    To increase productivity.

    To improve quality.

    To help company to fulfill its future personnel needs.

    To improve organization climate.

    To improve health and safety.

    Obsolescence Prevention.

    Personal growth.

    2.3 Types of training

    There are many approaches of training.

    Skill training: The need for training in basic skills (such as reading, writing,

    computing, speaking, listening, problem solving, managing oneself, knowing how to

    learn, working as part of a team, leading others)

    Refresher training: Rapid changes in technology may force companies to

    go in for this kind of training. It is conducted at regular intervals by taking the help of

    outside consultants who specialize in a particular descriptive.

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    Cross-functional training: This training involves training employees to perform

    operations in areas other than their assigned job. It has following benefit:

    1) Workers gain rich experience in handling diverse jobs.2) They can better engineer their own carrier paths.

    .

    Team training: The training basically throws light on :

    1) How members should communicate to each other.

    2) How they have to cooperate and get ahead.

    3) How they should deal with conflict situations.

    Diversity training: This training aims to create better cross-cultural sensitivity with the

    aim of fostering more harmonious and fruitful working relationships among a firms

    employees.

    TRAINING METHODS

    Training methods are usually classified by the location of instruction. Some of the widely

    used training method are listed below:

    1. Job instruction training (JIT): It is developed during II world war. Its including

    preparation, presentation & performance. The four steps followed in the JIT methods

    are:

    The trainee receives an overview of the job, purpose and also clear focus on the relevance of

    training.

    a. The trainer demonstrates the job to handle it properly.

    b. Employee does the job independently without supervision.

    c. Trainee learns fast through practice and observation.

    d. It is economical does not require any special setting

    e. It is most suitable for unskilled and semi-skilled jobs.

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    2. Coaching: coaching is a kind of daily training and feedback given to employees

    by immediate supervisors. Coaching can be implemented when:

    An employee demonstrates a new competency.

    An employee expresses interest in a different job.An employee seeks feedback.

    An employee is a expressing low morale, violating company policies

    or practices or having performance problems.

    3. Mentoring: Mentoring is a process whereby senior employees of the organization,

    acting as mentors, take under their wings new recruits or other junior organizational

    members and imparts them their experience, knowledge, wisdom, values etc.

    Importance of mentoring:

    There is an excellent opportunity to learn.

    Constant guidance helps the men tee to be on track, using facilities to good

    advantage.

    4. Job Rotation: This kind of training involves the movement of trainee from one job

    to another. This helps to have a general understanding of how the organizational

    functions. The purpose of the job rotation is to provide trainees with a larger

    organizational perspective and a greater understanding of different functional areas as

    well as better sense of their own carrier objective and interest.

    Importance of job rotation:

    Improves participants job skills, job satisfaction.

    Provides valuable opportunities to network within the organization.

    Offers faster promotion and higher salaries to quick learners.

    Lateral transfer may be beneficial in rekindling enthusiasm and

    developing new talents.

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    5. Apprenticeship Training: Most craft workers such as plumbers and

    carpenters and trained through formal apprenticeship programmers. Apprentices are

    trainees who spend a prescribed amount of time working with an experienced guide,

    coach of traine

    6. Committee Assignment: In this method, trainees are asked to solve an actual

    organization problem. The trainees have to work together and offer solution to the

    problem. It is a cost effective method.

    2.4 Importance of training:

    Training offers innumerable benefits to both employees and employers. It makes the employee

    more productive and more useful to an organization. The importance of training can be studied

    under the following heads:

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    Kamla Nehru Institute Of Management & Technology

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    Benefits of the business

    Benefits to the employees

    Trained workers can wok moreefficiently.

    Training makes an employee useful to afirm.

    They use machines, tools, and materials

    in a proper way.

    Training makes employees more

    efficient and effective. By combining

    materials, tools and equipment in a

    right way.

    Training improves the knowledge of

    employees regarding the use o machines

    and equipment.

    Training enables employees to secure

    promotions easily. They can realize the

    carrier goal comfortably

    Trained workers can show superior

    performance and turn out better

    performance and also better quality

    goods by putting the materials, tools, and

    equipment.

    Training helps to employee to move

    one organization to another

    organization easily. by this he mobile

    and pursue career goals actively.

    Training makes employees more loyal to

    an organization. They will be less

    inclined to leave the unit where there are

    growth opportunities.

    Training can contribute to higher

    production, fewer mistakes, greater job satisfaction and lower labour turnover.

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    2.5 IDEAL TRAINING FLOWCHART

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    Organization Vision

    Short Term

    Business

    Strategy

    HR Strategy

    Training strategy

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    2.6 TRAINING NEED ASSESSMENT(TNA)

    TRAINING NEED ASSESSMENT

    Training need assessment is the means where the training activity achieves this relevance . It is

    a supportive link in the chain of activities which cater to the design, develop and implement of

    the training activity .It forms an important part of a symbolic system .The training process: -

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    Need

    Assessment

    Training Design

    Training Delivery

    Feedback

    Performance

    Assessment

    Assessment Center

    Career

    Planning

    SuccessionPlanning

    Research Diagnosis

    Identification of

    training needs

    Training Objectives

    Evaluation

    Implementation/Training

    Action

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    The Training process a cyclical system with interlocking elements.

    Inner ring plots the course of design /develop.

    Outer ring symbolizes a need for feed back/ validation.

    TNA is shown as a sub-phase of the training need identification phase. The reason is that it is

    necessary to determine that a training need exists before assessment can take place. Thus

    training need identification is necessary to indicate the nature of solution, it is therefore a

    decision making phase.

    Difference between TNI (Training need identification) & TNA

    (Training needs assessment)

    TNI TNA

    Identifying the problem and It analyses the causes of the

    Making a distinction between problem and establishes the impact

    those that is responsive of the problem being investigated

    to training solution and those and clarifies the various situation

    that requires other forms of solution. that must be treated if the problem is

    to be successfully solved.

    TNI MODEL

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    Training Plan

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    Represents job in totality

    A Represents the position which the workers can do

    B Represents the position, which the workers cannot do

    Represents external forces

    Pitfalls of training

    Most of them are ill conceived

    Have vague and general objective

    Have a content that does not match the objectives

    Fail to produce any significant changes or visible changes in behaviors / performance

    Factors to be assessed as a part of the TNA to avoid pitfalls

    1) Knowledge

    2) Skill

    3) Attitude

    4) Supervision

    5) Working condition including work load pressure6) Job Design

    7) Machines/Equipment/Materials

    8) Work Group norm

    9) Intra-group Conflict

    10) Dissatisfaction/ Grievances Kamla Nehru Institute Of Management & Technology

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    A

    B

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    LEVELS OF CLASSIFICATION OF TRAINING NEEDS

    At the Organizational level.

    In respect of Occupational groupings.

    At the individual level.

    CLARIFYING THE TRAINING NEED

    Situation (with support or inhibiting variables)

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    TNA

    Training and development

    Interventions

    Results

    NEED

    Knowledge

    Skill

    Attitude

    Other

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    In which result may be manifested.

    FACTORS INHIBITING SUCCESSFUL TNA (Training Need Assessment)

    1) Low status of trainers

    2) Attitudes towards HRD

    a) Attitudes of decision makers

    b) Attitudes of recipients of training

    3) Organization issues

    4) Occupational issues

    5) Lack of skill in gathering information

    a) Strategic / Corporate plan

    b) Departmental plans

    c) Employment records

    d) Training and development records

    e) Performance appraisal forms

    f) Selection interview reportsg) Union representatives

    h) Consultants

    i) Project proposals

    j) Customers feedback reports

    k) Training instructors Kamla Nehru Institute Of Management & Technology

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    TRAINING NEED INDICATORS

    1. Organizational Plans

    Projected changes in objectivesand programmes

    Changes in structure

    Changes in personnel

    Changes in technology and/or procedures

    2. Employee Records

    High staff turn-over

    High absenteeism

    High sick leave rates

    Low performance ratings

    Career paths

    3. Work and Work Flow

    Production Bottlenecks

    Performance appraisals career

    Fluctuation in production

    Reports on public dissatisfaction with services

    4. Staff Selection Policy

    Qualifications of staff at functional level

    Experience and training background of present staff

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    5. Morale Factors

    Personal friction

    Excessive complaints

    Poor leadership, etc.

    6. Job Knowledge

    Technical phases.

    Administrative phases.

    Supervisory phases.

    7. Communication failures

    Poor written and oral communications.

    Failure of information to flow-up, down.

    Semantic difficulties.

    8. Supervision

    Lack of clarity in work assignment

    Improper handling of grievances

    Lack of job interest

    Poor coordination Failure to motivate

    2.7TRAINING EVALUATION

    Evaluation of training is a main concern for trainers in public enterprises in developing

    countries. It is defined as: -

    The assessment of total value of a training system , training course or training programme in

    special as well as in financial terms.

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    Difference between training evaluation and training validation

    Training Evaluation Training Validation

    Measures the overall cost benefits of the Related to continuous monitoring of

    Course or programme and not just the a programme or of the training

    achievement of its laid down objectives function as a whole

    RELATIONSHIP BETWEEN VALIDATION AND EVALUATION

    Evaluation involves decisions on

    What to evaluate?

    When to evaluate?

    Who should do the evaluation?

    What methods should be used?

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    Decision totraining

    Training Plan

    TrainingActivity

    Training

    ResultsEvaluation

    Validation

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    Benefits of evaluation

    Provides feedback for training performance.

    Helps in validating and assessing aspects of training objectives and activities

    Provides feedback of the quality of performance training staff.

    Facilitates up gradation of training facilities.

    Provides feedback for training need assessment.

    Provides justification of training expenditure.

    Ascertains suitability of a training programme for specific purpose of trainees.

    Potential Objects Of Evaluation

    Re-Validation

    1) Training Need Analysis2) Training Objectives

    3) Training Criteria

    4) Training Strategy

    5) Training Methods and Techniques

    Re- Evaluation1) Output of training2) Facilities

    3) Learning Aids

    4) Organization and Administration of training5) Instructors Contributions

    6) Methods

    In expanding the above list the trainer should consider

    1) Evaluation must be concerned with instructors in terms of their impact on the learning

    process.

    2) Evaluation is expected to identify how the activity influenced competence / capability.

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    3) Evaluation helps to determine those objectives, which were attained, and those, which

    were not.

    4) Evaluation provides information regarding the appropriateness of teaching methods in

    respect of individual trainees and group.

    Problems in the method Of Evaluation

    Structural Problem

    Money Criteria

    Lack of support

    Crisis Orientation

    Learning Related Problems

    Objectivity

    Isolating the training contribution

    Multiplicity of Indicators

    Unreliability of Examinations

    Decision making hierarchy in public enterprises

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    Methods of Training Evaluation

    Cost Benefit Analysis

    It Includes: -

    a) Identifying the costs and benefits of a given Programme.

    b) Listing the cost and benefits and quantifying them in monetary terms.

    c) Comparing benefits with cost for decision-making

    Cost Includes

    a) Trainees Salaries

    b) Fees to resource personnel

    c) External course fees

    d) Course expenditure e.g. Refreshments etc

    e) Research and Development

    A. Benefits Includes

    a) Share of general overheads

    b) Lost production, due to attendance at courses

    c) Fixed Costs

    Observation

    It is accomplished: -

    1) Games

    2) Practical assignment during training .

    3) On the job assignments

    4) Role play

    Role Play

    Surveys

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    Case Study

    Participatory Evaluation And Follow Up Seminars

    Projects Training And Development (T & D) Self Audit

    It is valuable instrument for: -

    1) Probing all aspects of training

    2) Identifying those areas which should be upgraded

    The audit involves a systematic detailed study of all T & D subsystems,

    e.g.

    a) Philosophy and Goals

    b) Policies

    c) Decision making

    d) Building and Facilities

    e) Management

    f) Curriculum

    g) Implementation and Results

    Evaluation Support Instruments1) Documents

    It provides information on:

    a) Aspects relating to the identification and assessment of training

    needs

    b) The determination of training objective

    c) The selection and preparation of trainees

    d) The planning and design of training curriculum

    e) Records of performance subsequent to the training activity

    2) Questionnaire

    3) Interviews

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    2.5 TRAINING CURRICULUM DEVELOPMENT

    Basic training models

    Validation

    Validation

    Validation

    Areas Of Concern For Curriculum Development

    Development of managerial cadres for replacement, succession, planning,

    expansion and growth.

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    OBJECTIVE

    CONTENT

    STRATEGY

    METHOD/TECHNIQUE

    EVALUATION

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    Management development for improved managerial performance at top.

    Middle and supervisory level.

    Development of technical and professional personnel to inspire improvement.

    Retraining in skills to facilitate changes in job and performance requirements.

    Upgrading of skills to enhance increased productivity.

    Preparation of personnel who are planning to leave the enterprise as a result

    of retrenchment, redundancy, etc.

    The Phases In The Curriculum Development Process

    The key considerations in Curriculum Development are:

    Identification / Selection of Participants

    Clear statement of objectives

    Decision on contents

    Strategy, Method, Technique

    Selecting Resource Persons

    Organizing Training Facilities

    LEARNING: IMPLICATIONS FOR CURRICULUM

    DEVELOPMENT

    When dealing with training or the concept of the learning organization, it is useful to

    have a working definition of learning.

    An organism is said to have learnt when it has increased its options for

    applying, to a specific set of circumstances, new or different behavior

    which the organism believes will be to its benefit.

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    We can deduce from this definition that in order to learn, an organism needs the ability

    to:

    Sense what is going on in its environment;

    Assess whether its response to an event is beneficial or harmful;

    Remember the event, its response and the consequences;

    Respond with a different behavior.

    Thuslearning can be summarized as: -

    Learning is a relatively permanent change in behavior that is attributable

    to practice and experience, and is inferred from improvement in

    performance.

    Learning Styles

    Further it is required to know about learning styles of every individual. Thus learning

    style is defined as: -

    Learning Styles are the manner in which people's brains learn and storeinformation.

    There are several learning styles such as: -

    Theorists

    Reflective

    Linguistics

    Activists

    Abstract conceptualization

    Logical mathematical

    Pragmatists

    Honey and Mum ford learning style model

    Peter Honey and Honey Mum ford identify four distinct learning styles or preferences.

    These are the approaches that individuals take naturally prefer.

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    They recommend that in order to maximize ones own personnel learning each learner

    ought to: -

    Understand their own learning styles.

    Seek out opportunities to learn using that style.

    To be a truly effective learner one ought to develop the ability to learn in other styles

    too.

    Honey Mum fords Learning Styles

    Honey & Mum fords Learning Style Questionnaire

    Peter Honey & Alan Mum ford are best known for theirlearning style questionnaire.

    Knowing ones learning style can accelerate their learning as they undertake activities

    that best fit their preferred style.

    Knowing the learning style can also help avoid repeating mistakes by undertaking

    activities that strengthen other styles

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    Activist Reflector

    Pragmatist Theorist

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    To strengthen reflection, trainers might encourage trainees to keep a diary or journal,

    practice reviewing and summarizing after a meeting, research ideas that require

    painstaking research, and draw up lists for and against a course of action.

    Honey and Mum ford recommend that trainers should remove fear of failure, fear of

    ridicule, and help trainees to overcome anxiety about trying new/unfamiliar things.

    To strengthen the Activist style, they suggest trainees should do something new at

    least once each week, makes presentations, practice thinking aloud and think on their

    feet. Staff should set problems and allow trainees to bounce possible solutions around.

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    NTPC: AN INTRODUCTION

    NTPC VISION

    TO BE ONE OF THE WORLDS

    LARGEST AND BEST POWER

    UTILITIES, POWERING INDIAS

    GROWTH

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    ELECTRICITY TO ALL BY 2012

    1.4 NTPC- AN OVERVIEW

    1.4.1 Genesis of NTPC Ltd.

    The Electricity (Supply) Act of 1948 provided for among other things, setting up of the

    state electricity boards (sebs) in each states, with the responsibility of generation,

    transmission and distribution of electric power. In 1975, the above act was amended and

    the National Thermal Power Corporation Ltd. (NTPC) was formed. This was done witha view to supplement the efforts of the states for quicker and greater capacity

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

    integrated development of thermal power (including Associated Transmission Systems)

    in the country

    1.4.2ABOUT THE ORGANISATION

    NTPC Limited is the largest thermal powergenerating company of India. A public sector

    company, it was incorporated in the year 1975 to

    accelerate power development in the country as

    a wholly owned company of the Government of

    India. At present, Government of India holds

    89.5% of the total equity shares of the company

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    and FIIs, Domestic Banks, Public and others hold the balance 10.5%. Within a span of

    30 years, NTPC has emerged as a truly national power company, with power generating

    facilities in all the major regions of the country. Based on 1998 data, carried out by Data

    monitor UK, NTPC is the 6th largest in terms of thermal power generation and the

    second most efficient in terms of capacity utilization amongst the thermal utilities in the

    world.

    1.4.3 Navaratna Status

    In 1997, the Department of Public Enterprises granted Navratna status with powers of

    autonomy to the boards of nine PSEs (later extended to eleven PSEs), including NTPC.

    This status has helped NTPC in the speed of implementation of power projects,

    absorption of new technologies and formation of JVs in the core generation as well as

    support service business.

    Installed Capacity

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    NTP

    C

    RAILWAYS

    EQUIPMENT

    SUPPLIERS

    STATE

    GOVT.

    COAL

    SUPPLIERS SEBS

    OIL

    SUPPLIERS

    CENTRAL

    GOVT.

    FUNDING

    AGENCIES

    S

    UP

    P

    L

    I

    E

    R

    S

    STAKE HOLDERS

    B

    U

    Y

    E

    R

    S

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    NTPC Owned NO. OF PLANTS CAPACITY

    (MW)

    Coal 15 24,395

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    Gas/Liquid Fuel 7 3,955

    Total 22 28,350

    Owned By JVs

    Coal & Gas 4 2,294

    Total 26 30,644

    NTPC's core business is

    engineering, construction and

    operation of power generating

    plants and also providing

    consultancy to power utilities

    in India and abroad. As on

    date the installed capacity of

    NTPC is 30,644 MW through

    its 15 coal based, 7 gas based

    and 3 Joint Venture Projects

    with an individual installed capacity as mentioned above. NTPC acquired 50% equity of

    the SAIL Power Supply Corporation Ltd. (SPSCL). This JV Company operates the

    captive power plants of Durgapur (120 MW), Rourkela (120 MW) and Bhilai (74 MW).

    NTPC is also managing Badarpur thermal power station (705MW)of Government of

    India.NTPCs share on 31 Mar 2006 in the total installed capacity of the country was

    19.51% and it contributed 27.68% of the total power generation of the country during

    2005-06.

    NTPC contributes more than one-fourth of Indias total power generation with one-fifth

    capacity.

    NTPC has set new benchmarks for the power industry both in the area of power plant

    construction andoperations. It is providing power at the cheapest average tariff in the

    country. With its experience and expertise in the power sector, NTPC is extending

    consultancy services to various organizations in the power business.

    NTPC is committed to the environment, generating power at minimal environmental

    cost and preserving the ecology in the vicinity of the plants. NTPC has undertaken

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    http://www.ntpc.co.in/operations/operations.shtmlhttp://www.ntpc.co.in/operations/operations.shtmlhttp://www.ntpc.co.in/Services_Offered/services_offered.shtmlhttp://www.ntpc.co.in/operations/operations.shtmlhttp://www.ntpc.co.in/Services_Offered/services_offered.shtml
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    massive a forestation in the vicinity of its plants. Plantations have increased forest area

    and reduced barren land. The massive a forestation by NTPC in and around its

    Ramagundam Power station (2100 MW) have contributed reducing the temperature in

    the areas by about 3c. NTPC has also taken proactive steps for a forestation. In 1991, it

    set up Ash Utilisation Division to manage efficient use of the ash produced at its coal

    stations. This quality of ash produced is ideal for use in cement, concrete, cellular

    concrete, building material.

    1.4.4 VISION

    To be one of the worlds largest and best power utilities, powering Indias

    growth.

    1.4.5 HR-VISION

    To be a family of committed world class professionals, making ntpc a learning

    Organization.

    1.4.6 MISSIONDe

    velop and provide reliable power, related product and services at competitive prices,

    integrating multiple energy sources with innovative and eco-friendly techniques and

    contribute to society.

    1.4.7 CORPORATE OBJECTIVES

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

    of NTPC:

    1) GROWTH

    To add generating capacity within prescribed time and cost.

    To expand consultancy operations and to participate in ventures abroad.

    To diversify into Hydro and Non- conventional Energy source for Power

    Generation and

    To diversify into power related business to ensure integrated development of

    . energy in India

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    2) PERFORMANCE LEADERSHIP

    To achieve continuous performance improvement in the areas of project

    implementation, plant operation and maintenance, generation efficiency etc

    and to acquire and sustain internationally comparable standards in the areas

    with good business ethics and values.

    3) HUMAN SOUNDNESS

    To develop a learning organization having knowledge based competitive

    edge.

    To create a culture of team building, empowerment & accountability to

    covert knowledge into productive action with speed, creativity & flexibility.

    4) FINANCIAL SOUNDNESS

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

    financial resources in accordance with the best commercial utility practices.

    To develop appropriate commercial policies which ensure remunerative

    tariffs and minimum receivables?

    5) TECHNOLOGY LEADERSHIP

    To acquire assimilate and adopt reliable, efficient and cost effective

    technologies and to disseminate of the power sector in the country.

    6) SUSTAINABLE POWER DEVELOPMENT

    To contribute to sustain power development by functioning as a responsible

    corporate citizen and discharge social responsibilities in the areas of

    environment protection and rehabilitation.

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

    maximum extent possible.

    7) RESEARCHES & DEVELOPMENT

    To carry out R&D Development for efficient & reliable operation of power

    plants in the country.

    1.4.8 CORE VALUES (B-COMIT)

    Business Ethics

    Customer Focus

    Organizational and Professional pride

    Mutual respect and Trust

    Innovation and Speed

    Total quality for excellence

    1.5 FUTURE PLAN

    NTPC believes in appreciating the requirement constraints of the customer. The

    Corporate has plans to become 66,000 MW plus company by the year 2017. The Mega

    projects at Kahalgaon (1320 MW), North Karanpura (1980 MW) & Barh (1980 MW) in

    Eastern Region are being taken up for execution to meet the demand of the power in

    Northern Region and Western Region through 1000 cost pit head generation. Beside

    these Mega projects expansions at Rihand (1000 MW), Dadri thermal (500 MW) and

    Unchahar (600 MW) have been identified for beneficiaries of Northern Region. NTPC

    has also entered the Hydro sector by taking up Implementation of 800 MW Koldam

    Hydroelectric power project, which is envisaged to come up in the 11 th plan. To realize

    the vision, NTPC has drawn up a detailed Corporate Plan for the period 2002 2017

    which represents the companys collective optimism and enthusiasms, inspired by a

    glorious past, a vibrant present and a brilliant future. The road map that has been

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    charted out was after a through scan of the strengths and weakness with in the

    organization as well as opportunities and threats in the environment.

    1.6 MULTI-PRONGED GROWTH STRATEGY

    Considering multi-dimensional opportunities in the energy sector, NTPC will adopt a

    multi-pronged growth strategy for capacity addition through Greenfield sites, expansion

    of existing stations, takeovers and joint ventures. The capacity addition plans that have

    been drawn up for the fifteen-year period using all the above strategies will enable the

    Corporation to become a 66000 MW Company by 2017 A .D.

    1.7 BUSINESS STRATEGIES

    1.7.1 THERMAL CAPACITY ADDITION

    o Goal

    To add generating capacity of 5000-5500 MW in the IX plan, 7500-8000 MW in the X

    plan and 9000-10,000 MW in the XI plan. Thus, Corporation cell becomes a 30,000

    MW plus company by the end of X plan and about 40,000 MW Company at the end of

    XI plan.

    o Strategies

    Multi pronged Approach

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    THERMAL CAPACITY ADDITION THROUGH

    Greenfield

    Projects

    Expansion of

    Existing stations

    Acquisitions of

    SEBs plantsJoint Ventures

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    The Corporation will adopt a multi pronged growth strategy for capacity addition

    through Greenfield site, expansion of existing stations, takeovers and joint ventures.

    a) Greenfield sites

    In view of limited scope for the expansion of existing stations other than

    strategy advantage, Greenfield sites having scope for future expansion would

    constitute a major portion of the future capacity addition programmed?

    b)Expansion of the existing stations

    Due to the inherent advantage of expansion existing stations, NTPC will adopt

    this for coal and combined cycle power stations wherever feasible.

    c) Acquisition

    The numbers of power projects with the State Electricity Boards are technically viable

    but they are not run efficiently due to various constraints. The turnaround capability of

    NTPC can be effectively utilized to improve the performance of such plans. This will

    also solve the receivables problems, with part of outstanding SEBs adjusted against the

    cost of acquisition. Some of the critical problem with acquisition strategy includes

    SEBs demand for the absorption of work force along with the station.

    1.9.2 IN POWER EXCELLENCE GENERATION

    ICC-UNEP World Summit Business Award for Sustainable Development

    Partnership.

    National Safety Award 2002 instituted by the British Safety Council, to seven

    NTPC stations.

    Best HR Practices Award 2002 instituted by Indian Society of Training &

    Development.

    World HRD Congress Award instituted by World HRD Congress.

    Golden Peacock National Training Award 2003 instituted by Institute of

    directors to PMI.

    Meritorious Productivity Award of the Government of India to 12 stations.

    Prime Ministers Shram award for the 17th year including two SHRAM RATNA.

    Vishvakarma Award by Ministry of Labor, Government of India.

    Climate Technology Initiative award.

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    MoU Excellence Award of Government of India.

    CII Award for Excellence in Infrastructure.

    Greentech Environment Excellence Award.

    Best Employer National Award for the welfare of physically challenged people.

    Business Today Hewitt Best Employers Award.

    1.9.3 OTHER AWARDS & ACCOLADES WON

    Shell Helen Keller Award 2002 for promoting employment opportunities to

    disabled people.

    Platts Global energy Award 2002 for commitment to community development.

    CORE-BCSD Corporate Social Responsibility Award 2001-02 instituted by

    TERI.

    ICC-UNEP World Summit Business Award for Sustainable Development

    Partnership.

    National Safety Award 2002 instituted by the British Safety Council, to seven

    NTPC stations.

    Best HR Practices Award 2002 instituted by Indian Society of Training &

    Development.

    World HRD Congress Award instituted by World HRD Congress.

    Golden Peacock National Training Award 2003 instituted by Institute of

    directors to PMI.

    Meritorious Productivity Award of the Government of India to 12 stations.

    Prime Ministers Shram award for the 17th year including two SHRAM RATNA.

    Vishvakarma Award by Ministry of Labor, Government of India.

    Climate Technology Initiative award.

    MoU Excellence Award of Government of India.

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    CII Award for Excellence in Infrastructure.

    Greentech Environment Excellence Award.

    Best Employer National Award for the welfare of physically challenged people.

    Business Today Hewitt Best Employers Award.

    1.10 EXECUTIVE LEVELS

    Level wise sanction of executive manpower has been structured on the basis of

    objective, which is approved by chief managing director that is as follows:

    1. E1-Assistant officer

    2. E2- Senior officer

    3. E3- Executive Trainee equivalent to officer

    4. E3- Senior officer

    5. E4- Department manager

    6. E5- Manager

    7. E6- Senior Manager

    8. E7- DGM

    9. E7A- AGM

    10. E8- GM

    11. E9- Executive Director

    The above post has been sanctioned by the consultation with the concerned functional

    director.

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    Journey of NESCL

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    NTPC- HUMAN RESOURCE MANAGEMENT

    NTPC HR

    VISION

    TO ENABLE OUR PEOPLE

    TO BE A FAMILY OF COMMITTED

    WORLD CLASS PROFESSIONALS,

    MAKING NTPC A LEARNING

    ORGANISATION.

    1.11 HUMAN RESOURCES

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    PMIs integrated campus at Noida has the modern infrastructure. Lecture rooms,

    complemented by smaller syndicate facilities and a personal growth laboratory. The

    institute has its own auditorium with a setting capacity of more than 200 persons.

    TheLearning Resource Center (LRC) includes latest books, data bank and

    information service in print as well as in electronic media. LRC also has computer-

    based referencing facility, electronic information products on CD-ROM and online

    access to international database.

    The academic and computing needs of the institute are met through a campus-

    wideIT network. The centralized computer labs have the capacity to train about

    40 participants simultaneously, catering to both high and low end user needs.

    Internet connectivity is extended all over the campus, through a dedicated 64 kbps

    radio-link..

    ISO-9001 CERTIFICATION

    PMI has secured the prestigious ISO-9001 certification from LLOYDS

    REGISTER QUALITY ASSURANCE (LRQA). The standard of trainingimparted has been adjudged to be high quality as endorsed by the certification.

    POLICY

    PMI is the committed to be a leading Institute in developing world-class

    competencies by providing state-of-the-art training catelatest management and

    technological practices to continuously improve the capabilities.

    1.12.3 PMI THE Origin

    1982 Started as Center for Education in Power Management

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    1983 Identified as Nodal Institute for collaboration with Economic

    Development Institute of World Bank.

    1984 Department of power urges NTPC to develop PMI as an Institute of

    Excellence for entire Power Sector.

    1985 - Renamed as Power Management Institute.

    1994 Starts functioning from 11acre complex at Naiad.

    Aligned to NTPC & the HR Vision

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    NTPC

    To be one of the worlds

    largest & best power utilities

    powering Indias growth.

    HR

    To enable our people

    to be a family of committed

    world class professionals,

    making NTPCa learning organization.

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    TRAINING SYSTEM IN NTPC

    PHILOSOPHY

    The basic philosophy of the guidelines is to make training an effective

    instrument in transforming NTPC into a learning organization

    OBJECTIVES

    The objectives of the guidelines are to

    Make learning one of the fundamental values of the Company

    Ensure value addition through training to the overall business process

    Institutionalize learning opportunities that supplement work experience

    Integrate organizational and individual developmental needs

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    PMI Vision

    To become an institute of excellence as a

    global center of education for power professionals

    to build world class competencies

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    Enable employees to keep abreast with the latest knowledge and skills

    and enable them to undertake current and future responsibilities in a

    more effective manner.

    Provide linkages between the different functionaries of training activity

    Provide linkages of training activity with overall Human Resource

    function.

    DEFINITIONS

    Training: Training shall include a training Programme, seminar, convention,

    workshop, symposium or any other structured learning or developmental Programme,

    based on organizational needs and/or Training Need Analysis.

    Training Year: Training Year shall mean a period of one year commencing from 1st

    April till 31st March of the subsequent year.

    In-house Training Programme:A training programmed designed, developed and

    conducted within the Company, exclusively for the regular employees of the Company,

    with or without the assistance of external agency (ies).

    External Training Programme: A training Programme designed, developed and

    conducted within India, by an outside agency, not exclusively for the employees of the

    Company, and to which one or more employees of the Company may

    be nominated.

    Classification of Training Needs (Need-based Programmes):

    Essential: Developmental needs, which, if not met, may affect job performance

    Desirable: Developmental needs which are necessary for personal development

    and growth.

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    Short-term: Developmental needs, which need to be fulfilled for immediate,

    job performance.

    Long-term: Developmental needs, which need to be fulfilled for future, job

    performance, in next two years or so.

    TRAINING TARGET:

    It shall be the endeavors of the Company to provide seven Mondays of

    training in a training year to every employee.

    Employees shall make full use of the Training Systems to support this

    endeavor to create a learning organization.

    AGENCIES OF TRAINING:

    The agencies that shall deal with the training function in the Company shall include:

    Power Management Institute: PMI shall be the apex-training institute and the

    nodal agency for Training for the Company. It shall cater to the advanced training needs

    of all executives of the Company. In case of employees of Corporate Center, it shall

    cater to the training needs of both executives and non-executives. It shall specialize in

    Management Development and advanced technical areas including Information

    Technology and shall serve as knowledge dissemination center for the Company as a

    whole. It will also engage in research and consultancy.

    Unit Training Centers: Unit Training Centers shall cater to the training and

    development needs of the employees of the respective units.

    Simulator Training Centers:The Simulator training centers at Korba & Kawas,

    designed to produce real time behavior of the Thermal and gas modules respectively,

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    shall cater to the needs of the corporation. In addition, depending on the availability of

    resources, the Simulator training centers would also provide training to external

    agencies / organizations, on commercial terms.

    Regional HR group: The Regional HR group shall cater to the training and

    development needs of the employees of the respective region. Wherever it is not

    feasible for the Unit Training Centers to organize a specific Programme, Regional HR

    group would organize such a Programme for the employees in the entire region. It

    would also take an active and proactive part in finalization of the training calendars of

    each unit within the region.

    Corporate HR Group:HR Group shall co-ordinate external training programmes

    for all the employees of Corporate Center. It would also co-ordinate specified

    interventions for targeted groups.

    Departmental Training Co-coordinator: The Head of each Department shall

    nominate an executive who shall, besides his normal functional assignment, co-ordinate

    the training and related matters for the employees of the department. It shall be the

    responsibility of the Departmental Training Co-coordinator for conducting Training

    Need Analysis and so ensuring nomination of the employees of the department

    concerned to training programmes that the Training Target of 7 Mondays of training for

    every employee in a training year is achieved.

    TRAINING NEEDS ANALYSIS (TNA):

    The objectives of Training Need Analysis are to-

    1) Systematically identify developmental needs of employees

    2) Integrate so-identified individual needs with organizational needs

    3) Enhance relevance and acceptance of training programmes

    Employees would identify their training needs once in two years.

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    Each employee will identify his/her training needs in a maximum of four areas in

    consultation with his reporting officer. The training needs expressed should be related

    to the employees present responsibilities and his likely areas of future assignments.

    Training Needs would be classified as essential and Desirable along two time frames of

    short-term (for immediate job performance) and long-term (for future job performance,

    in next two years or so).

    TRAINING CALENDAR:

    The Heads of training from the Projects / Stations would meet in the Regional

    Head Quarter during 1week of January to share training calendars. They would

    also provide inputs to RHQ / PMI regarding programmes to be assigned toRHQ / PMI, from out of the training needs identified by the employees of their

    respective projects.

    Each Training Center/PMI shall bring out, by 15th February every year, a Training

    Calendar, specifying the schedules of the programmes, both planned interventions and

    need-based interventions, planned to be conducted by it during the following training

    year.

    Each Training Center shall circulate on bi-monthly basis calendar of programmes

    scheduled for the next two months to all HODs and other Training Agencies.

    The Training Calendars of the various Training Centers and of PMI would be widely

    made available to all departments/sections at all plants/offices. Copies of Training

    Calendar would also be kept in the Central Library of the Unit. Copies of Training

    Calendar of one Project/Station would be circulated to other Training Centers and PMI

    by 15th March, for need-based utilization.

    NOMINATION SYSTEM:

    The objectives of the nomination system are

    To ensure that employees are nominated to training in areas which are

    relevant to their duties or which have been identified as their

    developmental needs

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    To ensure that opportunities to attend training programmes are made

    available to all employees to achieve the Training Target of average of

    seven Mondays of training in a training year for each employee.

    NOMINATION FOR TRAINING PROGRAMMES:

    Planned interventions:

    The Training Center/PMI would send to departmental training co-coordinators,

    schedules for the next three programmes of a planned intervention, who in turn shall

    seek preferences for nomination from the employees in the target group and send the list

    of employees to the Training Center/PMI.

    On the basis of the preferences received for nomination, the Training Center/PMI shall

    send confirmation.

    Need-Based:

    The Training Agency will ensure that employees are normally nominated to

    programmes related to training needs identified.

    An employee interested in attending any of the training programmes included in

    the training calendar of the training center of respective Unit or PMI should

    forward his/her request for nomination, through the reporting officer, at least two

    weeks before the commencement of the Programme.

    External Training:

    Employees may generally be considered for nomination to training programmes only

    in the areas identified in the Training Needs Analysis and after verifying

    if a similar Programme is being conducted in house during the year.

    Training centers shall, as far as possible, try to provide training to employees in-house.

    Employees will normally be nominated for external programmes only for advanced

    programmes or where conducting the Programme in-house is not feasible.

    CATEGORISATION OF PROGRAMMES:

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    On the basis of duration, training programmes would be categorized

    as

    Short-duration Up to Three days

    Medium-duration Four days to ten training days

    Long-duration Above ten training days

    LIMIT ON THE NUMBER OF PROGRAMMES:

    An employee may be nominated for training programmes within the limits stipulated

    herein.

    Short-duration Maximum of three in a year

    Medium-duration Maximum of two in a year

    Long-duration Once in two years

    INFORMATION REGARDING NOMINATION:

    An employee will normally be informed through his Reporting Officer, by the Training

    Agency, regarding his/her nomination for the Programme preferably with a notice of

    3 days in case of short-duration programmes

    7 days in case of medium-duration programmes

    2 weeks in case of long-duration programmes

    However, where verbal or any other form of concurrence of the participant and the

    Head of Department is obtained, the period of notice could be less.

    Copy of the communication regarding nomination for a training Programme shall be

    sent to the Departmental Training Co-ordinator.

    TRAINING DATABASE:

    Training centers should maintain a database of training details of all employees of the

    respective unit, which shall include

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    Training Needs identified

    Training Programmes nominated/attended/absented

    The Training Centers should also maintain details of the programmes conducted,

    training cost and all other similar information.

    PMI would maintain the training database for all executives. For this, different training

    agencies should forwarded training details to Power Management Institute on a monthly

    basis.

    Training details will be periodically updated in the personal files of the employees, for

    which the Training Agency would forward the details of nomination/attendance/absence

    of employees to the Head of Personnel concerned.

    TRAINING EVALUATION:

    The objective of training evaluation is to enhance value addition through training

    programmes by building on the strengths and by removing the shortcomings, if any, and

    measure the impact of training programmes on job behavior.

    Training Evaluation would be done at three levels:

    Pre-training Evaluation

    Programmed Feedback

    Impact Assessment

    Pre-training Evaluation:

    Pre-training Evaluation is aimed at detecting shortcomings in the

    programme design before the commencement of the programme. For this, in

    case of all in-house long-duration programmes, the Training Center/PMI/HR

    Group, as the case may be, shall review the programme design, content etc.

    in the light of the feedback obtained from a sample of participants.

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    Programme Evaluation:

    The Training Center/PMI/HR Group, as the case may be, shall seek participant

    feedback at the end of the training programme in the Programme Feedback Form as

    in Annexure IV for making modifications/improvements in future programmes.

    Impact Assessment:

    It involves measuring the change in job behavior of the employee on account of the

    learning during the training Programme.

    Pre-training Evaluation is required in case of all Long-duration programmes. Impact

    Assessment is required in case of all Long-duration programmes and Planned

    Interventions of duration of not less than 10 days.

    Programme Evaluation Report:

    After Impact Assessment, the Training Center/PMI/HR Group, as the case may be,

    would prepare a Programme Evaluation Report in case of all Long-duration

    programmes and Planned Interventions of a duration of not less than 10 training days .

    Honorium For Faculty:

    Honorarium for faculty, both internal and external, for training programmes would be

    regulated as per the extant rules on Honorarium rates and other training related

    expenses.

    TEMPLATE COURSES:

    PMI/Corporate HR Group will design templates for training programmes in areas like

    Attitudinal Training, Information Technology, Executive Development Programme

    etc. for bringing about uniformity across the Company in important areas of training.

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    Sessions on Yoga/Meditation and Values shall be included in all in-house training

    programmes of medium-duration and long-duration categories.

    SHARING OF LEARNING:

    Employees who have attended training programmes shall normally share their

    learning with other employees in for like Professional Circles, Quality Circles,

    departmental meetings etc.

    In case of medium and long-duration programmes for executives, the participant shall

    submit an action plan to his Reporting Officer, with a copy marked to the Training

    Agency, detailing the steps that would be taken by him/her for implementing the

    learning in his/her job.

    RESEARCH METHODOLOGY

    OBJECTIVE OF STUDY:

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    The main emphasis has been laid down on studying the level of satisfaction among

    employees regarding the benefits provided to them, to asses the awareness levels

    among employees. And to know the views of the employees for further

    improvement in the training and development programmes and benefits they

    receive. So, as to improve working efficiency and interest among employees of the

    organization. To understand and document the employee training and development

    system in public section organization.

    INTRODUCTION

    My research work establishes a framework of evaluation and revaluation of primary and secondary research. The techniques and concept used in primary

    research in order to arrive at findings, which are dealt with and lead to a logical

    deduction towards analysis and result

    RESEARCH DESIGN

    First, a secondary research was conducted, keeping in mind the topic of study, to

    gain a clear insight of the topic .For this, I consulted many books, manuals and

    theories. This helped me in designing and framing the right kind of questions. The

    proper design helped in selection of relevant questions for the study .The following

    questions was then proposed to be studied, under descriptive research which helped

    me in analysis.

    .

    COLLECTION OF DATA

    Primary source Primary source of data collection is used under the study, questionnaire were

    prepared to conduct the study.

    Sample space

    Employees including executives and non-executives of NTPC are distributed

    questionnaire. (100 questionnaires)

    Secondary source

    Secondary source of data collection was done to gain a clear insight of the topic.The research was conducted from various books, journal, and manuals for

    conducting primary research.

    QUESIONNAIRE ANALYSIS

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    Q.1 NTPC has got well defined Training and

    Development system.

    6222

    106

    strongly agree agree disagree strongly disagree

    ANALYSIS

    The figure shows that most of employees feels that NTPC has

    well defined training and development system and agree to

    this statement.

    Q.2 I am getting good opportunity to attend training

    and development programmes in NTPC.

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    49%

    28 %

    8%15 %

    s trongly agree agree disagree s trongly disagre

    ANALYSIS

    The figure shows that most of employees feels that they

    getting good opportunity to attend training and

    development programmes in NTPC and agree to this

    statement.

    Q.3. I am able to identify my training need

    effectively.

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    58

    32

    64

    0

    10

    20

    30

    40

    50

    60

    strongly agree

    agree

    disagree

    strongly

    disagree

    ANALYSIS

    The figure shows that most of employees feels that they

    able to identify their training need effectively and agree to

    this statement.

    Kamla Nehru Institute Of Management & Technology

    Sultanpur

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    64/88

    Q.4 My superiors has given me enough opportunity

    relevant to my work area.

    52

    27

    14

    7

    strongly agree

    agree

    disagree

    strongly

    disagree

    ANALYSIS

    The figure shows that most of employees feels that their

    superiors has given them enough opportunity

    relevant to their work area and agree to this statement.

    Kamla Nehru Institute Of Management & Technology

    Sultanpur

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    Q.5 In NTPC training and developmentprogrammes are conducted in professional

    manner.

    , 6 3

    , 23

    , 11, 3

    010

    20

    30

    40

    50

    60

    70

    strongly agree 63

    agree 23

    disagree 11

    stron l disa ree 3

    ANALYSIS

    The figure shows that most of employees feels that in ntpctraining and development programmes are conducted in

    professional manner and most agree to this statement.

    Kamla Nehru Institute Of Management & Technology

    Sultanpur

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    Q.6 Training and development programmes given to

    me was relevant to my job and was timely.

    , 67, 25

    , 6, 2

    0 20 40 60 80

    stronglydisagree

    disagree

    agree

    stronglyagree

    ANALYSIS

    The figure shows that most of employees feels that in ntpc

    training and development programmes given to them were

    relevant to their job and was timely and agree to thisstatement.

    Kamla Nehru Institute Of Management & Technology

    Sultanpur

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    Q.7 Training and development programme was very

    effective and it increases my performance very

    much.

    7 2

    56

    35

    strongly agree agree disagree strongly disagree

    ANALYSIS

    The figure shows that most of employees feels that in ntpc

    training and development programme was very effective

    and it increases their performance very much and agree to

    this statement.

    Kamla Nehru Institute Of Management & Technology

    Sultanpur

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    68/88

    Q.8 Knowledge and skills gained through training

    and development programmes had an impact on

    my job performance.

    , 71

    , 21

    , 5, 4

    0

    10

    20

    30

    40

    50

    60

    70

    80

    stronglyagree

    agree

    disagree

    stronglydisagree

    strongly agree 71

    agree 21

    disagree 5

    strongly

    disagree

    4

    ANALYSIS

    The figure shows that most of employees feels that in NTPC

    knowledge and skills gained through training and

    development programmes had an impact on their jobperformance.

    Kamla Nehru Institute Of Management & Technology

    Sultanpur

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    Q.9 My thinking has improved after I have gone

    training and development programmes.

    , 69

    , 27

    , 4, 0

    0

    10

    20

    30

    40

    50

    60

    70

    stronglyagree

    agree

    disagree

    stronglydisagree

    strongly agree 69

    agree 27

    disagree 4

    stronglydisagree

    0

    ANALYSIS

    The figure shows that most of employees feels that their

    thinking has improved after i have gone training and

    development programmes .

    Kamla Nehru Institute Of Management & TechnologySultanpur

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    Q.10 Overall I am satisfied with training and

    development programmes in NTPC.

    59%

    30%

    8%3%

    stronglyagree

    agree

    disagree

    stronglydisagree

    ANALYSIS

    The figure shows that most of employees feels that

    overall they are satisfied with training and

    development programmes in NTPC and most agree tothis statement.

    Kamla Nehru Institute Of Management & Technology

    Sultanpur

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    71/88

    Q.11 Training and development programmes in

    NTPC covers all aspects development needs

    of an employees.

    65

    27

    7 1

    strongly agree agree

    disagree strongly disagree

    ANALYSIS

    The figure shows that most of employees feels thatTraining and development programmes in NTPC

    covers all aspects development needs of an employees.

    Kamla Nehru Institute Of Management & Technology

    Sultanpur

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    Q.12 All around development of employee is done ,not

    just the job specified development .

    47

    33

    164

    stronglyagree

    agree

    disagree

    stronglydisagree

    ANALYSIS

    The figure shows that most of employees feels that inNTPC All around development of employee is done

    ,not just the job specified development .

    Kamla Nehru Institute Of Management & Technology

    Sultanpur

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    Q.13 Programmes are designed using modern

    presentation methods to impart conceptual

    /technical skills .

    , 56

    , 33

    , 9

    , 20

    10

    20

    30

    40

    50

    60

    strongly agree

    agree

    disagree

    stronglydisagree

    strongly agree 56

    agree 33

    disagree 9

    strongly disagree 2

    ANALYSIS

    The figure shows that most of employees feels that in

    NTPC, Programmes are designed using modern

    presentation methods to impart conceptual /technical

    skills and most agree to this statement.

    Kamla Nehru Institute Of Management & Technology

    Sultanpur

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    Q.14 Training and development programmes develop

    the knowledge, attitude, behavior and skills in

    employee.

    59%

    30%

    8%3%

    stronglyagree

    agree

    disagree

    stronglydisagree

    ANALYSIS

    The figure shows that most of employees feels that

    Training and development programmes in NTPC

    develop the knowledge, attitude, behavior and skills in

    employees.

    Kamla Nehru Institute Of Management & Technology

    Sultanpur

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    Q.15 Do you consider the training and development

    programmes, an effective step towards

    development of skills of an individual ?

    66%

    26%

    7% 1%

    strongly agree agree

    disagree strongly disagree

    ANALYSIS

    The figure shows that most of employees feels that they

    consider the training and development programmes, an

    effective step towards development of skills of an

    individual.

    Kamla Nehru Institute Of Management & TechnologySultanpur

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    SWOT ANALYSIS

    S -T-R-E-N-G-T-H-S

    1. INVESTOR CONFIDENCE The Companys IPO issued in November 2004

    was oversubscribed by over 13 times. NTPC has been consistently amongst the

    top three in terms of market capitalization demonstrating investor confidence.

    The Medium Term Note issued in February 2006 oversubscribed more than five

    times.

    2. LARGEST MARKET SHARE IN DOMESTIC POWER GENERATION

    NTPC has maintained its leadership position in domestic power generation. Till

    January 2006, NTPC has generated more than 27% of the countrys total power

    and over 34% of thermal power.

    3. EXCELLENT TRACK RECORD OF PERFORMANCE IN PROJECT

    IMPLEMENTATION The Company won the IPMA International Project

    Management Award 2005 for Simhadri. NTPC is the first Asian Company to

    win this prestigious honoour. The commissioning of Simhadri, Ramagundam

    and Rihand units of 500MW in just 38-39 months reflects the efforts in

    continuous improvement.

    4. HIGHLY COMPETENT AND COMMITTED HUMAN RESOURCES

    NTPC has been rated 3rd Great Place to Work for in India for 2005 by Grow

    Talent and Business World and 5th Best Company to Work for in India by

    Mercer Consulting and Business Today.

    Kamla Nehru Institute Of Management & TechnologySultanpur

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    5. TRANSPARENCY AND GOVERNANCE - NTPC has won Golden Peacock

    Global Award for Excellence in Corporate Governance, London, U.K.

    W-E-A-K-N-E-S-S

    1. COAL Coal Mines are not being developed or expanded at required pace in

    comparison to the pace at which capacities are being added. This may lead to

    situations where some of the power stations may have difficulty in operating at

    full capacity due to the scarcity of coal.

    2. GAS Availability of gas and its pricing is a key concern. However, the recent

    gas finds in India do provide few opportunities for its existing and upcoming gas

    power projects.

    O-P-P-O-R-T-U-N-I-T-I-E-S

    1. BECOME 66000MW COMPANY BY 2017- Thrust on hydropower targeting

    about 8000MW of hydro capacity by 2017, integrated coal mining cum-power

    projects including large size units for future projects.

    2. BACKWARD INTEGRATION NTPC has been allotted 7 mining blocks

    which are initially being planned for coal production. Work is already underway

    at Pakri Barwadih.

    3. FORWARD INTEGRATION Focus on developing Power Trading and

    Power Distribution. The company is also engaged in promoting the setting up of

    National Power Exchange. The distribution subsidiary of NTPC is also

    exploring business opportunities. Getting into the end consumer facing part of

    electricity value chain would be an important addition to the NTPC portfolio.

    The main competition of NTPC in this field is Power Grid Corporation of India.

    Kamla Nehru Institute Of Management & TechnologySultanpur

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    4. ENERGY SUPPLY- ENERGY SECURITY - Participation in the entire value

    chain of NG/LNG covering exploration, equity stakes in gas fields, liquefaction

    terminals etc.

    5. TECHNOLOGY AS KEY DRIVER FOR FUTURE Launch of Energy

    Technology Center for development of technologies with focus on fundamental

    R&D is move towards this.

    6. CUSTOMER-RELATIONSHIP MANAGEMENT A number of steps like

    customer support projects, specialized training etc has been undertaken to

    strengthen the customer relationship.

    7. IT ENABLEMENT Peoplesoft HRMS has been rolled out organization wide;

    e-payment and e-procurement have been launched; the process of procurement

    and implementation of ERP has gained momentum.

    8. INCREASING GLOBAL PRESENCE A dedicated International Marketing

    Cell is focusing on promoting consultancy services abroad. Plans are also on for

    increasing the site presence through overseas offices.

    9. POWER DEMAND Considering the existing demand-supply gaps and the

    expected increase in per capita consumption in view of the overall growth, the

    16th Electric Power Survey has projected a peak load demand of 157,107MW

    and an energy demand of 975.2 billion units by the end of March 2012. To meet

    this demand India would require 212000MW of generating capacity by 2012.

    10. ELECTRICITY ACT 2003 Has opened up several opportunities for existing

    power sector players like NTPC. These are in areas of direct supply to large

    customers, retail supply, distribution, trading etc. The enabling framework put in

    place by the Act and the built in reform thrust would lead to better cash flow for

    the states. This in turn would result in better realizations and better paying

    capacity of NTPC customers.

    Kamla Nehru Institute Of Management & TechnologySultanpur

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    T-H-R-E-A-T-S

    1. RISK OF RETURNS The tariff structure for the sector regulated and based

    on cost plus return regime. The return and norms for operational performance are set

    by regulator at the Central and state levels. Existing regulations that are applicable

    for the period of 2004-2009 provide for return on equity @145. Whether same level

    of return would be maintained in future tariff period is not known.

    2. RISK OF REALIZATION SEBs or their unbundled entities continue to be

    major customers for power. These entities are not in very good financial conditions.

    Central government through various initiatives has been trying to bring about

    improvement in the health of these entities. The one-time settlement scheme,

    provided for the settlement of old dues by waiving of the late payment surcharge,

    and taking over the liabilities of these entities by State government, has helped

    many Electricity Boards to improve their commercial performance. And has

    resulted in their making prompt payments of current dues but whether they can

    sustain the prompt payment of the current dues is not known.

    3. FORWARD INTEGRATION The trading arm of NTPC i.e. NVVN has

    been in business now for last two years. This entity is facing stiff competition since

    many other players have also been given the trading license by regulator.

    4. COMPETITION The Electricity Act 2003 is likely to result in increased

    competition in the generation sector due to the waver of the licensing criteria for

    thermal generation, provision of open access and possibility of trying captive. The

    company enjoys economies of sale and large capacities with low tariffs, and

    therefore would like to take lead and tie-up customers by offering power at

    competitive prices.

    Kamla Nehru Institute Of Management & TechnologySultanpur

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    SUGGESTIONS FOR IMPROVEMENT

    When the goal of having a training program is defined the initiative is

    in trouble from the start .The problem typically begins when someone

    in upper management decrees that the company needs to have a

    program on some particular topic.

    The various suggestions to improve the current training

    practices in NTPC are

    By having a proper program for training need

    assessment

    By having action with analysis

    By having a centralized information system for

    nomination of trainees

    By having proper structure of HRD

    By properly measuring the training results

    By linking the past training inputs with the corporate

    Knowledge Management Archive

    Kamla Nehru Institute Of Management & Technology

    Sultanpur

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    Certain Recommendations to Enhance the Training

    system of NTPC

    In order to bridge the gap between actual training and training

    practices in NTPC following steps should be taken: -

    Benchmarking

    Development of managers linking competencies to job

    requirements and career development

    Succession planning

    HR organization should be flexible around the work to be done

    (projects, programs and outsourcing)

    E-Learning

    Developing a centralized information system

    HR processes tied to business strategy

    Building the HR network organization more wide

    Kamla Nehru Institute Of Management & Technology

    Sultanpur

    Strategy

    Advice

    Service

    Strategy

    Advice

    IT

    Out

    Self

    Source

    Service

    Shared

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    OLD

    NEW

    Recommended Training Cycle

    Kamla Nehru Institute Of Management & Technology

    Sultanpur

    Service

    Service

    RESEARCH

    Information

    diagnosis and

    assessment

    CURRICULUM

    DEVELOPMENT

    Objectives/criteria,

    strategy, content,

    methods/techniques

    IMPLEMENTATION

    Conducting and

    activity

    EVALUATION

    Feedback

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    LIMITATIONS OF THE STUDY

    TIME CONSTRAINT:

    There was not enough time to collect as much information required

    due to time constraint.

    COOPERATION WAS NOT EASILY AVAILABLE:

    The respondents and the staff did not provide sufficient time. The

    major reason for the non-response was that the respondents refused to

    fill the questionnaire.

    INSUFFICIENT KNOWLEDGE:

    Respondents were not having full information. Some respondent

    misinterpreted the question, omitted essential items and gave the

    answer casually and it was practically impossible to return such

    incomplete and unsatisfactory questionnaire to the respondent for the

    correction.

    TIME AND GEOGRAPHICAL CONSTRAINT:

    It was difficult to personally visit all respondents due to time andgeographical constraint.

    RELIABILITY OF REPLIES:

    This method does not provide a check on the honesty and reliability of

    replies, if the respondent gives wrong replies, the investigator cannot

    know what the truth is.

    INAPPROPRIATE METHOD OF ANALYSIS

    Kamla Nehru Institute Of Management & TechnologySultanpur

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    Inappropriate method when spontaneous answers were wanted, where

    it was important that the views of one person were obtained,

    uninfluenced by the discussion of others.

    THE RESPONSE RATE BEING VERY LOW.

    Despite these limitations, the data collection through questionnaire

    fulfills the purpose of the study.

    Kamla Nehru Institute Of Management & Technology

    Sultanpur

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    CONCLUSION

    Structured Training and development system should be introduced.

    Some suitable and reliable person should be given responsibilities for

    implementing the programs.

    Training and development programmes in NTPC are relevant and

    effective in preparing the employees for the job they do as wells as

    keeping them apprise with new technology in this competitive era.

    Training facilities were perceived by the respondents to be quite

    adequate . The training was relevant and effective in terms of the job

    performed by the managers.

    When Training and development programmes are relevant to the jobs

    trainee perform, effectiveness in job performance often results andTraining and development programmes undergone by the

    management staff improve performance and effectiveness of

    employees

    Kamla Nehru Institute Of Management & Technology

    Sultanpur

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    SAMPLE QUESTIONNAIRE

    A study on EFFECTIVENESS OF TRAINING PROGRAMMES provided toNTPC'S EMPLOYEES

    RESPECTED SIR / MAM,

    I am a Student of MASTER OF BUSINESS ADMINISTRATION

    (MBA) .As a part of our summer training, I am conducting a study. I would request

    you to please spare some of your time in answering these questions.

    1. NTPC has got well defined Training and Development system.

    Agree Strongly agree Disagree Strongly disagree 2. I am getting good opportunity to attend training and development programmes

    in NTPC.

    Agree Strongly agree Disagree Strongly disagree 3. I am able to identify my training need effectively.

    Agree Strongly agree Disagree Strongly disagree 4. My superiors has given me enough opportunity relevant to my work area. .

    Agree Strongly


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