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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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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.
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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.
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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.
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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.
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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.
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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.
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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 .
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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.
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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.
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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 .
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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
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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
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Strategy
Advice
Service
Strategy
Advice
IT
Out
Self
Source
Service
Shared
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OLD
NEW
Recommended Training Cycle
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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
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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.
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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
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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