NTPC Project Report

PROJECT REPORT
ON
TRAINING AND DEVELOPMENT

ORGANIZATION : NATIONAL THERMAL POWER
CORPORATION
Submitted in the partial fulfillment of the requirement for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION

Session 2009-2011
SUBMITTED TO:-
SUBMITTED BY:-
Ms. Sonam Gulati

Faculty of MBA Dept.
ANIL KUMAR
Roll No.- 0903270005
MBA IIIrd Sem.
DEPARTMENT OF MANAGEMENT
ACADEMY OF BUSINESS AND ENGINEERING SCIENCE, GHAZIABAD
Institute of Management & Research, Ghaziabad
INDEX
Topics
S. No.
Page No.
1.
Acknowledgement
2.
Executive Summary
II
3.
Introduction The Organization NTPC
4.
Problem Undertaken
30
5.
31
6.
Objective of Our Study

Training & Development - Theoretical Perspective
7.
Research Methodology
59
8.
Data Presentation
61
9.
Data Analysis
80
10.
Conclusions
92
11.
Recommendations
93
12.
Limitation
94
13.
Bibliography
95
14.
Annexure
96
15.
Questionnaire
97
32
ACKNOWLEDGEMENT
We are grateful to Mrs. Sonam Gulati for his guidance and support during the
compilation of the project.
We wish to thank Mr. Ashok Yadav, (HR Manager) for giving us the permission to carry
out the project at the National Thermal Power Corporation, Dadri.
We also wish to express our gratitude to all the faculty members at NTPC for their
invaluable inputs.
Last but not the least we thank the employees of NTPC for their co-operation in the
course of our project.
Date:
Anil kumar
Place:
MBA IIIrd semester
EXECUTIVE SUMMARY
National Thermal Power Corporation (NTPC) has emerged as a truly national power
company, with power generating facilities in all the major regions of the country. NTPC
is committed to the environment, generating power at minimal environmental cost and
presenting the ecology in the vicinity of the plants. It has 17 power generating plants
which contribute to 25% of total power supply in India. NTPC is ranked 3 rd in India for
employee satisfaction.
Global competition technological advancement and transformation of the traditional

workplace are raising the pressure on all organizations to improve performance.
Training and development are the most frequently employed organizational strategy to
enhance organizational ability to adopt and use advances in technology because of
highly capable and knowledgeable employees continuous training & development of
employees is crucial in enhancing organiztions competitive position and improve
employee morale, teamwork, problem solving and decision making capabilities. This
has persuaded many organization to form separate training department. NTPC too
believes in this approach towards perfection but consistent.
NTPC is involved in a variety of innovative training & development techniques So as to

make NTPC a learning organization.
INTRODUCTION
THE ORGANIZATION: NTPC
ii
National Thermal Power Corporation Limited (NTPC) is the largest thermal power generating
company of India. It was incorporated in the year 1975 with the objective of planning,
promoting and organizing an integrated development of thermal power in the country. NTPC
is a public sector company wholly owned by Govt. of India. Today NTPC has power
generating capacity in all the four major power regions of the country.
NTPC POWER STATION
Market Share
The present commissioned capacity of NTPC is 19,435 MW. NTPCs share on 31 st
March'2001 in the total installed capacity of the country is 19.3%. It contributed 26% in the
total power generation of the country during 2000-2001.
The approved capacity 22955 MW consisting of 13 coal stations and 7 gas / liquid - fuel
combined cycle power plants. NTPC is also managing Badarpur thermal power station
(705
MW)
of
Government
of
India
and
Balco
Captive
Power
Plant
(270 MW). Among the first Public Sector Enterprises to enter into a Memorandum of
Understanding (MOU) with the Government in 1987-88. NTPC has been placed under the
'Excellent' category (the best category) every year since the MOU system became operative.
Recognizing its excellent past performance and its vast potential, the Govt. of the India has
identified NTPC as one of the 'Navratnas'- a potential global giant.
ORGANIZATION CHART
VISION
NTPC, a front-runner in the Indian power sector, to be one of the largest and best power
utilities of the world and thereby contributing to Indias emergence as one of the worlds
leading economies.
NTPCs vision for the new millennium is inspired by a glorious past, vibrant present and a
brilliant future.
MISSION
To make available reliable and quality power to the nation in increasingly large quantities.
Towards this end, the company will spearhead the process of accelerated development of
the power sector by planning and expeditiously implementing power projects and operating
power stations economically and efficiently. In doing so the company will also seek
opportunities for augmenting power generation through tie-ups with other organizations in
the area of conventional energy sources and additionally through non- conventional energy
sources. The corporation will contribute to all round sector improvement by sharing its
expertise and experience with other organizations. The company will participate in the setting
up of the power projects abroad, if necessary in collaborations with other reputed
organizations.
NTPC CORE VALUES (COMIT)
CUSTOMER FOCUS
ORGANIZATIONAL PRIDE
MUTUAL RESPECT AND TRUST
INITIATIVE AND SPEED
TOTAL QUALITY
OBJECTIVES
In pursuance of the vision and mission, the following would be the corporate objectives of
NTPC:
GROWTH
To add generating capacity within prescribed time and cost;
10
To expand consultancy operations and to participate in ventures abroad;
To diversify in hydro and non-conventional energy sources power generation;
To diversify into power related businesses to ensure integrated development of energy

sector in India.
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 these areas with good business ethics
and values.
HUMAN RESOURCE DEVELOPMENT
To develop a learning organization having knowledge- based competitive edge.
To create a culture of team building, empowerment and accountability to convert

knowledge into productive action with speed, creativity and flexibility.
FINANCIAL SOUNDNESS
To maintain and 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.
TECHNOLOGY LEADERSHIP
To acquire, assimilate and adopt reliable, efficient and cost- effective technologies and to
disseminate knowledge to other constituents of the power sector in the country.
11
SUSTAINABLE POWER DEVELOPMENT
To contribute to sustainable power development by functioning as a responsible

corporate citizen and discharge social responsibilities in the areas of environment protection
and rehabilitation.
The corporation will strive to utilize the ash produced at its stations to the maximum
extent possible.
RESEARCH AND DEVELOPMENT
To carry out research and development for efficient and reliable operation of power
plants in the country.
VALUES
The values shared by the entire organization are to permeate through each and every
discipline within the company and in all its initiatives and responses with the rest of the world:
Respect for each other
Every one a winner
Fairness, business ethics
Customer satisfaction
Vendor partnership
Efficiency, profitability benefit cost orientation
Systems approach and discipline
Innovation, creativity, entrepreneurship
Concern for ecology, environment
Internal customer service
Total quality
12
Sensitivity to feedback, learning and renewal.

GENESIS, GROWTH AND MARKET SHARE
NTPC-GENESIS
The electricity (supply) act of 1948 provided for, among other things, setting up of the state
electricity boards (SEBs) in each state, with responsibility for generation, transmission and
distribution of electric power.
The NTPC was incorporated in the year 1975, through an amendment of the electricity
(supply) act, 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 an integrated
development of thermal power (including associated transmission systems) in the country.
GROWTH
In a span of just over 15 years after commissioning of the first 200 MW unit at Singrauli in
February 1982, NTPC has grown to become the largest utility of the country with the
commissioned capacity of 16,975 MW as in April 1998, at an average annual commissioning
rate of 1000 MW. NTPC has been ranked ninth in thermal generation amongst the worlds
thermal generating companies as per the bench-marking data of 200 top utilities of the world
(published by Marketline International UK).
The total approved capacity of NTPC at the end of the March 1998 stands at 20,515 MW
consisting of 12 coal based stations and7 gas/ liquid fuel based stations. In addition, NTPC
also manages Badarpur thermal power station and Balco captive power plant on behalf of
the government of India and Bharat Aluminium Corporation limited (BALCO) respectively.
NTPC has also constructed 16968 ckt. Km. of transmission lines upto March 1992. These
transmission lines were subsequently transferred to power Grid Corporation of India ltd. In
April 1992 with the ultimate objective of creating a national grid.
MARKET SHARE
NTPCs share in the total installed capacity of the country stands at 18.8% and it contributed
25.3% in the total power generation of the country during the year 1997-98.
13
DIAGNOSIS
Looking back, it has not exactly been an absolutely smooth sailing all the way for NTPC. Till
the late eighties, the central government provided budgetary support through equity
contributions and mobilizations of multilateral and bilateral debt at relatively favorable terms
and loan guarantees, allowing NTPC to plough back all its earnings, thereby providing it with
an important source of long-term capital. The government also supported NTPC in the
realization of dues through central appropriations.
In the liberalized economic scenario, the announcement of a new power policy in October
1991 marked a significant change in the governments priorities. There have been
successive policy announcements to facilitate greater private sector participation. With the
opening up of power sector to private participation, as many as three project sites under
development by NTPC were transferred to the respective state governments for
implementations by the IPPs as:
The government wanted to encourage private participation;
NTPC, during the years 1989-92, was facing a severe financial crunch caused by huge
arrears of SEBs coupled with withdrawal of net budgetary support by the government;
Denial by the multilateral funding agencies like the World Bank to support new NTPC
projects, while continuing the funding of ongoing projects.
This was a turning point in the history of NTPC: a make or break situation that would
determine the survival of the company and the future role it expected to have in the power
sector of the country.
Strategies and approaches had to be quickly evolved, to move from financial crisis to good
health, and this was achieved in large part because of the judicious mix of sound commercial
policies adopted in resolving the crisis with the support of the government. The steps taken
included:
Offering new incentives to encourage prompt payment through LCs by SEBs;
14
Strengthening the commercial department of NTPC;
Intensive liaison with the customer/ state governments;
Central government support, including central appropriations, and
Resorting to regulation of power supply commensurate with payments, wherever

needed and feasible.
The result was dramatic improvement in the realization of dues, and revival of the World
Bank loans under the time slice concept by 1993. Soon, other lending agencies followed suit.
Thus between 1989 and 1997, NTPC went through three distinct phases of first having
projects but no money (1989-1992), having money but no new projects to implement (1995
onwards).
Today, NTPC is well pois3ed to implement an ambitious growth plan of becoming a 30000
MW plus company by the year 2007.
STRATEGIC ADVANTAGE PROFILE
(+Denotes strengths, - Denotes weaknesses/ constraints)
MARKET SHARE
+ The government has reposed its confidence in NTPC by selecting it to be one of the
eleven PSUs having a potential to become a global giant. This privilege provides significant
leverage to NTPC in realizing its vision.
+ With a share of 18.8% in installed capacity and 25.3% in generation contribution, NTPC is
not only the largest and leading power generating company in the country but has also
acclaimed international reputation.
+ Poised to become a 30000 MW plus company by the end of Xth plan i.e. year 2007.
+ High credibility due to transparency in dealings.
15
PAST PERFORMANCE
+ An impressive growth rate in capacity addition, unmatched in the history of power sector in
India.
+An excellent record of project implementation by commissioning most of the units on or
ahead of schedule.
+Achieved new performance benchmarks in operational and efficiency parameters.
+Achieved self-sufficiency in engineering of coal and gas based power stations.
+Brought impressive turnaround in performance of the stations taken over from SEBs and
managed by NTPC.
+Maintained continuously its performance under excellent rating in MOUs with government
for the last 11 years.
+Won several prestigious awards for excellent performance in various areas of productivity,
environment, industrial relations, safety, family welfare, quality assurance, standardization,
project management etc.
- Delays in declaration of commercial operation of some of its units.
- Large inventory of high values, non/ slow moving squares has been
accumulated over
the years.
- Delays in contract closings after the completion of the projects.
-The state owned monopolistic nature of power industry with inadequate focus on service to
customers.
FINANCIAL POSITION
+ High credit rating as evident from confidence reposed in NTPC by multilateral financial
institutions like world bank, ADB, OECB and KFW.
16
+ Increasing profits year after year since inception.

+ Substantial internal resource generation for growth.
- Very large receivables from state electricity boards.
- Low return on investment due to administered tariff.
HUMAN RESOURCES
+ Pool of skilled and dedicated professionals in engineering, operations, maintenance,
contracts, R&D, finance and human resource management, etc.
+ Continued concern for human resource development. Established power management
institute equipped with necessary infrastructure backed by training institutes at all projects to
upgrade the technical and managerial skill.
TECHNOLOGY
+ Full fledged engineering division accredited with ISO 9001 certification.
+ Pioneered several state-of-the art technologies viz. DDCMIS, HVDC etc. in the Indian
power sector. NTPC was also the first to introduce combined cycle power generation in India.
+ Established a full-fledged R&D center equipped with state-of-the-art equipment for carrying
out applied research in power technology. The R&D center supports the sustenance of highlevel operational performance.
ENVIRONMENT AND R&R
+ Center for power efficiency and environmental protection created to improve efficiencies
and minimize environmental pollution. The entire power sector will benefit by the centers
work.
+ First to develop and adopt a well conceived R&R policy in the Indian corporate sector.
+ Well-focused environmental protection policy being followed from Beginning.
ORGANIZATION STRUCTURE
17
+ Three-tier structure provides decentralization of line responsibility while retaining

centralized systems in areas such as engineering, contracting of high value packages, coordination with financing agencies etc.
- Tall hierarchy for controlling and directing
- Role ambiguity has started creeping in.
SYSTEMS AND PROCEDURES
+ Comprehensive management systems exist in various functional areas such as
engineering, contracting, project management, finance and maintenance management.
- While the systems have served NTPC well in the past, the changing environment has
necessitated reengineering of these systems for effective functioning in the future. This is an
important task considering the usual resistance to change, especially in successful
organizations.
- Poor storage and retrieval of data.
SHARED VALUES (CULTURE)
+ No major industrial disputes.
+ Cordial management employees relationship.
- Too many to take credit for successes and too few accountable for failures. This may put
blinkers in the managers perceptions as they become insulated from the environment and
instead of trying innovative approaches; they may stick to what has worked in the past. This
may tend to maintain status quo.
- Lack of information sharing tendency.
18
PRODUCTS AND SERVICES

CONSULTANCY
With the successful execution and operation of thermal power projects, NTPC has emerged
as the acknowledged leader in engineering, construction, O&M and management of thermal
power projects and power systems. In an attempt to gain from this rich experience, many
leading Indian and international utilities have been seeking consultancy services.
NTPC has experience in developing nearly 8,000 MW for other utilities and Independent
Power Producers. The Consultancy Wing acts as the nodal point for all the Consultancy and
turnkey project contracts undertaken for outside clients and organizations.
NTPC offers an entire range of consultancy services related to a wide range of infrastructure
sector business such as:
Fossil fuel based thermal power generation.
Combined cycle power generation.
Cogeneration.
Non-conventional energy.
Water supply and treatment.
Environment engineering and management.
Surface transport (Roads, bridges and fuel transportation).
Town planning and development.
ENTIRE GAMUT OF SERVICES, IN THE ABOVE AREAS, ARE OFFERED SUCH AS:
Owner's Engineer Services.
Lender's Engineer Services.
19
Environment Engineering and Management.
Procurement Services.
Project Management.
Quality Assurance and Inspection Services.
Materials Management.
Construction Management, Erection and Commissioning.
Financial Systems and Modeling.
Operation and Maintenance.
Restoration, Efficiency Improvement and Renovation and Modernization.
HRD and Training.
Research and Development.
Information Technology.
Management Consultancy.
OWNERS ENGINEER SERVICES AND CONSTRUCTION SUPERVISION.
Supervision of Construction, Erection Testing and Commissioning and Project Management
Services, besides Engineering and Procurement services provided to:
3x25 MW Panipar Refinery Captive Power Plant, India.
208 MW Gas Based Combined Cycle Power Plant, Kalinada, for Spectrum Power
Generation Ltd., India.
Rain Calcining Cogeneration Project, Vishakhapatnam for Sargent and Lundy; USA.
2x250 MW Coal Based Raigarh Thermal Power Project for Jindal Power Company,
India.
20
2x250 MW units at NMTPP phase-II of Videocon Power Company, India.
128 MW (8x16 MW) Diesel based Power Station at Kozhikode, Kerala for Kerala State
Electricity Board India.
3x210 MW Baleshwar Power Project of West Bengal Power Development Corporation

Ltd, India.
TURNKEY EXECUTION
Turnkey Execution of projects including Design, Supply Construction, Testing and
Commissioning of:
Seventh Power Project of Nepal S and Hatta for Dubai Electricity and Water Authority;
Dubai.
400/ 132 KV Transmission System for Dubai Electricity and Water Authority; Dubai.
OPERATIONS AND MAINTENANCE
Deployment of O&M experts, O&M Systems Development, Recruitment and Training
services for:
2x125 MW Surat Lignite Power Project with CFBC technology for GIPCL, Vadodara.
1x63.75 MW Coal Based Captive Power Plant at Gummidpoondi for TCP Ltd., Chennai.
PROVIDING VALUE TO VARIOUS CLIENTS
Brief reference to some of the consulting assignments completed is presented here (scope
of work under individual assignments doesn't necessarily cover all the services mentioned).
ENGINEERING AND PROCUREMENT
21
Feasibility Report, Basic Engineering, Bidding Documents, Detailed Engineering, Quality

Assurance, Operational Efficiency Studies, Environmental Studies, Power System Planning,
Socioeconomic Studies and Procurement Services for:
3x250 MW Dahanu Thermal Power Station of BSES Ltd., India.
Efficiency Improvement of TNEB for Asian Development Bank, Manila, Philippines.
450 MW Mchuchuma Mining-cum-Power Project for National Development Corporation,

Tanzania.
300 MW Pragati Combined Cycle Power Project for Delhi Vidyut Board, India.
600 MW Gas based Combined Cycle Power Project at Vypeen, Kerala for Siasin Energy
Pvt Ltd, India.
Tamil Nadu Industries Captive Power Company Ltd, India.
300 MW Combined Cycle Power Project at Hazira (on behalf of ONGC-NTPC Joint
Venture).
500 MW Thermal Power Project at Tuticorin for TNEB, India.
2000 MW Combined Cycle Power Project at Vembar for IIPL, India.
National Aids Control Project of Ministry of Health and Family Welfare funded by World
Bank.
KEY FACTORS WHICH MAKE NTPC UNIQUE
Rich O&M experience

NTPC has developed rich experience in engineering and O&M of thermal power plants
through its own power plants covering 32 units of 200/210 MW, 15 units of 500 MW of
coal/oil fired plants and 31 gas/steam turbine units of various capacities operating at Gas-
22
based Combined Cycle Power Plants. In addition, BTPS (720 MW) and BALCO (720 MW)
are also being operated/managed by NTPC
23
O&M feedback incorporated in designs

Being a power utility, NTPC has the unique advantage of regular feedback on various
operational and maintenance aspects from its generating plants. This feedback is then
suitably incorporated for improvement in future designs.
International Procurement Experience

Most of the NTPC power plants have been funded by International Funding Agencies like the
World Bank, ADB, and OECF etc. These plants incorporated state-of-the-art equipment and
systems generally procured through International Competitive Bidding. NTPC has the varied
and rich experience of working with equipment/systems sourced from different parts of the
world such as USA, UK, France, Germany, Japan, Italy, and Russia etc.
Familiarity with Statutory Authorities

NTPC is fully familiar with the requirements of various government Bodies & Statutory
Authority, Ministry of Environment & Forest etc.
Qualified Manpower
NTPC has a vast Pool of qualified technical and managerial manpower who are well
supported by highly trained staff and excellent infrastructure facilities to extend services to its
own power plants as well as to its various clients.
Experience of working with International Consultants

NTPC engineers have had the opportunity of working in close association with several
international consultants viz. Black and Veatch Intl., USA; UE & C, USA; British Electricity
International, U.K.; Electricite de France, France; Gilbert Commonwealth, USA and many
more.
24
Concept to commissioning and beyond...

NTPC has the capability and expertise to provide the total range of services from Concept to
Commissioning of power station covering areas such as feasibility & EIA studies, design,
engineering, QA&I, procurement, project management, construction supervision, testing,
commissioning, operation & maintenance and training etc.
Registered with International Institutions

NTPC is registered as a consultant with World Bank, Asian Development Bank, African
Development Bank, etc.
25
POWER MANAGEMENT INSTITUTE

INTRODUCTION
The Power Management Institute (PMI) was set up by National Thermal Power Corporation
in recognition of the vital role that training and development has to play in the context of the
challenges associated with the growth of the Indian Power Sector. The Institute set up in the
year 1982, is involved in the training and development of middle and senior level personnel
from the power sector as also from other organizations not related to power sector. PMI
started functioning from the sprawling campus at sector 16, Noida.
Over the years, PMI has developed its strength in designing and delivering customized
programs suited to the needs of individual organizations. While the institutes core
competence in technical areas is related to power sector, its Management and IT
development programs cover all aspects of management development. The infrastructure
and idyllic surroundings of PMI make it conducive to learning and self-development.
OVERVIEW
ISO-9001 certification:
PMI has secured the prestigious ISO-9001 certification from LLOYDS REGISTER QUALITY
ASSURANCE (LRQA). The standard of training imparted has been adjudged to be of high
quality as endorsed by certification.
Policy:
PMI is committed to be a leading institute in developing world-class competencies by
providing state-of-the-art training catering to the needs of the power professionals. The
institute shall endeavor to innovate and adopt latest management and technological
practices to continuously improve the capabilities.
Objectives:
To increase training capacity utilization
26
Continuous up-gradation of faculty competencies
To develop strategic alliances for mutual improvement of core competencies
To widen the customer base and achieve improved customer satisfaction
To carry out benchmarking with national and international training institutes

MANAGEMENT DEVELOPMENT PROGRAMS
Power sector scenario is marked by sweeping changes like private sector participation,
restructuring of SEBs, setting up of regulatory commissions, etc, so as to make the power
industry globally competitive. These programs address the need of equipping power
professionals with the latest managerial tools and techniques so as to enable them to
effectively manage and operate under dynamic circumstances.
The focus of PMI program is to build and develop NTPC and also t6o develop functional
competencies among the individual managers.
The programs are developed after training needs analysis of the organization and the
industry keeping in mind the recent developments in the sector. Finance, behavioral
sciences, strategic management, human resource development, vigilance mechanism,
creativity and values, quality, project management and several other areas are covered in
these programs.
In the recent years, a number of concert programs have been done for organizations, like
Power Finance Corporation, APGENCO, HVPNL, Nuclear Power Corporation, etc.
TECHNICAL PROGRAMS
NTPC is operating a number of thermal power units, both coal and gas based, in various
parts of the country. NTPC has also made its foray in the hydel sector. In all these years,
NTPC has gained sufficient experience and expertise starting from design and construction
to operation and maintenance of units. PMI serves as a platform for sharing a technical
knowledge and experience in this field. It also offers an opportunity imbibing new technology
as a result of R&D efforts as well as technological changes happening else where in the
27
power sector.
A FEW SPECIAL TECHNICAL PROGRAMS ADDRESSING THE SECTORAL NEEDS.
Residual Life Assessment and R&M of Thermal Power Plants.
O&M practices for combine Cycle Gas Power Plants.
Conference on Boiler Pressure Parts Failure
Conference on O&M of power plants.
Energy Audits and Energy Conservation.
Clean Coal Technology.
Co-Generation from Sugar Mills.

Information Technology
In tune with the sweeping changes in the information era, the institute is organizing various
IT programs taking into account the latest development and needs of the organization. ERP,
managing IT, e-commerce, Internet and Intranet for business applications, etc related Java
programming, web publishing are some of the programs in this area.
A few IT programs addressing the emerging needs
Microsoft Office 2000 upgrade
Developing and Hosting a Website
Managing Information Technology
Microsoft Windows NT Core Technologies
PC trouble-Shooting and maintenance
Linux
28
Special Programs
The institute in collaboration with IIT, Delhi has introduced an 18 months M-tech program in
Power Engineering. This program is open to all power engineers having minimum 7 years
experience and less than 40 years of age. The selection is through a written test held all over
the country and interview of the short-listed candidates. Twenty-five candidates are finally
selected. A few seats are reserved for candidates sponsored by external organizations.
PMI has also taken the initiative of offering a degree course, B-Tech in Power Engineering in
collaboration with BITS, Pilani to its employees having diploma in Engineering. The institute
is also expanding its portfolio to include management education.
Over the years PMI has been providing long duration induction level training programs to the
new NTPC executive trainees. Also, organizations like Power finance Corporation, ABB,
Reliance, BSES, Siemens, etc are sponsoring executive trainees to PMI for induction level
courses.
FACULTY PROFILE
Director (Personnel) NTPC is the Director-in-charge of PMI, which is headed by Executive
director, PMI. A competent faculty pool drawn from various disciplines is the core strength of
PMI. The areas include
Organizational Behavior
Human Resource Management
Sociology
Power Plant operation and maintenance
Vigilance Mechanism
Environment Engineering and Management
Power Plant performance and efficiency monitoring
Information Technology
29
Financial Management
Strategic Management
Project Management
Contracts and Materials Management
Renovation and modernization
Rehabilitation and settlement
Energy conservation
The faculty is supported by a competent team of officials from areas like administration,
maintenance, hospitality, environmental management and a host of other support services.
There is a learning resource center having over 8,500 titles of books and videotapes and
also facilities for sports and games including swimming.
RESEARCH
Apart from dissemination of knowledge, PMI strongly believes in undertaking research
projects on topics related to management development. A beginning has been made in this
direction and a culture and an atmosphere stimulating research is being created in the
institute.
CONSULTANCY
PMI has made a foray in the area of Management consultancy by being a part of the Arthur
Anderson consortium in the Andhra Pradesh power sector reforms and restructuring
process. With the restructuring of most of the SEBs in the offing, PMI is poised to become a
major player in this direction by offering consultancy in the area related to training, HR and
financial restructuring.
30
31
TOTAL PROGRAMME DAY
1400
1200
1000
800
600
400
200
0
1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04
32
PROGRAMMES CONDUCTED
350
300
250
200
150
100
50
0
1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04
PARTICIPANTS TRAINED
2003-04
1996-97
1997-98
1998-99
2002-03
1999-00
2001-02
2000-01
33
EXTERNAL ORGANIZATIONS
250
200
150
100
50
0
1996-97
1997-98
1998-99
1999-00
2000-01
2001-02
2002-03
2003-04
34
EXTERNAL PARTICIPANTS
2003-04
2002-03
2001-02
2000-01
1999-00
1998-99
1997-98
1996-97
100
200
300
400
500
600
35
Problem Undertaken
To evaluate the effectiveness of training and development programs
conducted at NTPC (Dadri).
36
OBJECTIVE OF OUR STUDY
The main objectives of our study are
To study the Training and development function at NTPC
To evaluate the effectiveness of training programs conducted
To suggest measures for improvement
TRAINING AND DEVELOPMENT: THEORETICAL PERSPECTIVE

William James of Harvard University estimated that employees could retain their jobs by
37
working a mere 20-30 percent of their potential. His research led him to believe that if these
same employees were properly motivated they could work at 80-90 percent of their
capabilities. Behavioral sciences concepts like motivation and enhanced productivity could
well be used for such improvements in employee output. Training could be one of the means
to achieve such improvements through the effective and efficient use of learning resources.
Training is a long-term investment in human resource using the equation given below:
Performance = ability x motivation
Training can have an impact on both these factors. It can heighten the skills and abilities of
the employees and their motivation by increasing their sense of commitment and
encouraging them to develop and use new skills. It is a powerful tool that can have a major
impact on both employee productivity and morale, if properly used.
WHY IS THERE A NEED FOR TRAINING AND WHY HAVE WE CHOSEN TO STUDY THIS
TOPIC?
Organization viability and the transformation process
The primary concern of an organization is its viability and hence its efficiency. There is
continuous environmental pressure for efficiency, and if an organization does not respond to
this pressure, it may find itself rapidly losing whatever share of the market it has. Employee
training, therefore, imparts specific skills and knowledge to employees in order that they
contribute to the organizations efficiency, and be able to cope with the pressures of the
changing environment.
Technological advances
There has been tremendous development in industrial technology. Mechanization and
automation of the plant is necessary for the organizations survival; hence, it has to train its
employees for more skilled positions. New skills are required to operate new machinery, or
familiarity with new processes and production techniques has to be introduced.
Organizational Complexity
With increasing mechanization, automation and development in technology, many
organizations have emerged as complex organizations that produce a wide range of
products or offer a wide range of services. This had led to complex problems of coordination
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and integration of activities. Eventually the need for training and retraining is felt at the all
levels in such organizations, from shop floor to top executives.
Human Relations
The growing complexity of organizations has led to various human problems, like alienation,
inter-personal and inter-group problems. Hence, training in human relations is becoming
extremely important for tackling these problems.
Due to its great relevance in the current automated, mechanized and extremely competitive
business environment, where skills are becoming obsolete faster than ever, we have chosen
to study in detail the training and development needs of employees.
PLANNING AND TRAINING ACTIVITIES
The effective functioning of any organization requires that employees learn to perform their
jobs at a satisfactory level of proficiency. An effective organization wishes to have amongst
its ranks individuals who are qualified to accept increasing responsibilities. So much so that
organizations need to provide opportunities for the continuous development of employees
not only in their present jobs, but also to develop their capabilities for other jobs for which
they might later be considered.
Training refers to the teaching/learning activities carried on for the primary purpose of
helping members of an organization to acquire and apply the knowledge, skills, abilities and
attitudes needed by that organization. Broadly speaking, training is the act of increasing the
knowledge and skill of an employee for doing a particular job.
Though it is true that unplanned learning through job experience helps development, the
experience of most organizations is that it is advantageous to plan systematic training
programmes of various types as a regular part of an adequate personnel development
programme. Such programs are definite assets in helping managers to learn correct job
methods, to achieve a satisfactory level of job performance, and to acquire capabilities that
would be valuable in possible future jobs.
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The following steps must form the basis of any training activity:
1. Determine the training needs and objectives.
2. Translate them into programs that meet the needs of the selected trainees.
3. Evaluate the results.
TRAINING INPUTS
There are three basic types of inputs: skills, attitudes, and knowledge.
The primary purpose of training is to establish a sound relationship between the worker and
his job- the optimum man-task relationship. Such a relationship is at its best when the
workers attitude to the job is right, when the workers knowledge of the job is adequate, and
he has developed the necessary skills.
Training activities in an industrial organization are aimed at making desired modifications in
skills, attitudes and knowledge of employees so that they perform their jobs most efficiently
and effectively.
SKILLS
Training activities nowadays encompass activities ranging from the acquisitions of a simple
motor skill to a complex administrative one. Training an employee for a particular skill is
undertaken to enable him to be more effective on the job. For instance, new workers can be
trained to achieve levels of output attained by experienced older workers. Similarly existing
workers whose levels of output are below par can be retrained.
ATTITUDE
Through orientation (induction) programmes, organization develops attitudes in new
employees, which are favorable toward the achievement of organizational goals. Training
programmes in industry are aimed at moulding employee attitudes to achieve support for
company activities, and to obtain better cooperation and greater loyalty.
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KNOWLEDGE
Training aimed at imparting knowledge to employees in the organizations provides for
understanding of all the problems of modern industry. This knowledge for a worker is specific
to his job, and related broadly to plant, machinery, material product, and quality and standard
of product. Knowledge for managerial personnel may be related to complexity of problems in
organizing, planning, staffing, directing and controlling. In general, training initiated for
imparting knowledge to employees should consider three aspects:
1. Knowledge in general about factory and work environment- job context
2. Specific knowledge related to job- job content
3. Knowledge related to quality and standards of product or quality of work.
AREAS OF TRAINING
1.
2.
3.
4.
5.
Areas of training can be classified into the following categories:

Training in company policies and procedures (induction training)
Training in particular skills.
Training in human relations.
Managerial and supervisory training.
Apprentice training.
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Training in company policies and procedures.

This is a part of the induction of a new employee. The objective is to orient new employees
with the set of rules, procedures, management, organization structure, environment and
products, which the firm has and/or deals with.
Orientation is a continuous process aimed at the adjustment of all employees to new and
changing situations. It aims to impart the facts of company rules and policy, to create
attitudes of confidence in the company, prides in the products, respect for company
personnel, and to provide information about needs and skills, development, quality of
production and work organization.
It also enables employees to get the first impression of the culture of the firm and the kind
of people he will have to deal with. At no time does it allow for questioning or change of
system. It, therefore, in no way contributes to the organizations growth, nor does it enhance
an employees ability to contribute to the organizations growth. Induction programs are also
used for in-company promotees, who have to be oriented to the demands of their
requirements.
Induction programs are based on the philosophy that the process of initial adjustment and
entry to the organization is a difficult process. Unless a conducive and supportive
atmosphere facilitates it, it would leave the new entrant with several uncertainties in his mind
and make his assimilation in organizational life more complex and difficult. Many
organizations are conscious of this and devote considerable effort to make the initial entry
phase a pleasant and cordial one.
Training In Particular Skills
Training of employees for particular skills is undertaken to enable the employee to be more
effective on the job. It is a here-and-now proposition, somewhat like induction training, which
does not have a very significant development aspect to it. Its aim is narrow-to guarantee a
certain contribution to the job, for instance sales training and machine skills.
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Human Relation Training

This is a broad category embracing many different aspects.
Self-learning and inter-personnel competence can be included in this category-all concerned
with generally the same theme. It stresses a concern for individual relationships, for feeling
and treating people as human beings, rather than as machines. Not only is this concern
and awareness in ones attitudes and behavior conducive to better work-place relations, but
also to enhanced productivity. This category of training is oriented towards the development
of the individual and consequently the organizations efficiency in terms of better teamwork.
Problems Solving Training
Many in-company programmes also revolve around organizational units, like divisions of
branches, which generally handle a product line. The practice is to hold together all
managerial personnel in a particular division/ branch from the both the headquarter and the
field of offices and discuss common problems and solutions across the table. This not only
helps solve problems, but also serves as a forum for the exchange of ideas and information,
which could be utilized in other situations.
Managerial And Supervisory Training
The managerial job combines both techniques and conceptual knowledge. If it is that of a
specialist, it would emphasize some techniques and knowledge like operations, research,
finance, production, and personnel management. If on the other hand it is a general
management job, then the emphasis would be on the principles of scientific management:
organizing, planning, staffing, directing and controlling.
Apprentice Training
The Apprentice Act 1961 was based on the philosophy of providing some technical training
for unskilled people in order that their employment opportunity is enhanced, or alternatively
to help them be self-employed. Industrial organizations in specified industries are required to
train apprentice in proportion to their workforce in designated trades. The duration of training
is one to four years.
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LEARNING AND TRAINING

Irrespective of the type or method of training, trainer has to keep in mind some of the
principles of learning or motivation, which would enhance internalization of what is taught.
Motivation
A trainee needs to have a desire to learn and benefit from the programme. If he is not
interested, or is demotivated, then the learning outcome is going to be insignificant and the
company will have spent its money badly. On the other hand, being too intense about
learning and outcome may result in setting over-ambitious goals for the individual.
Reinforcement
Following on the concept of motivation is that of reinforcement. For learning to take place
and be internalized to the desired extent, a trainee is rewarded or given some
encouragement. This reinforcement, or the acknowledgement that what has been acquired is
desirable, can be either an extrinsic or intrinsic reward- external praise or some tangible
reward, or the individuals feeling of a sense of progress. Current stress is on positive
support and helpful behavior, even when mistakes are made.
Feedback
During the training process, it is useful for the trainee to be told how he is progressing. The
knowledge of results is, several researchers have confirmed, an effective motivator.
Constant and periodic feedback has positive effects on the trainees learning. Unless the
trainee knows how close his performance comes to the desired standard, he will not have an
opportunity to improve. Feedback, therefore, provides a basis for correcting oneself.
Secondly, feedback helps to sustain the trainees interest in the task, or in the learning that is
taking place, by bringing greater involvement with the learning process. If feedback is to be
meaningful, it should follow a learning segment as quickly as possible.
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Transfer Of Training
The maximum use of training can be made if the trainee is able to transfer his learning to his
actual work role. This is possible if elements are incorporated in the training situation from
the job role, either existing or proposed. The more similar the learning situation is to the job
situation, the higher the degree of transfer the trainee can expect, and hence the greater the
relevance of the training programme.
Repetition
Repetition etches a pattern into our memory, e.g., when one studies for an examination, it is
necessary to repeatedly go over ideas so that they can be recalled later.
Relevance
Relevance relates to the meaningful use of material, which aids learning, e.g., trainers
usually explain in the overall purpose of a job to trainees before assigning them a particular
task.
TRAINING POLICY
A company's training policy represents the commitment of its top management to training,
and is expressed in the rules and procedures that govern or influence the standard and
scope of training the organization. Training policies are necessary for the following reasons.
1.
To highlight the firm's approach to the training function, provide guidance for design and
execution, and to provide information regarding programmes to all employees.
2.
Formulation of policy helps in identification of priority areas in training, and since

resources are scarce, they are prioritized according to felt needs.
3.
A training policy document helps to communicate the firm's intent regarding an

employee's career development, and also gives the employee the opportunity to better
his prospects through training.
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POSITIVE OUTCOMES OF TRAINING

The continued effectiveness and efficiency of an organization is to some extent dependent
on the ability of its employees to produce at high levels of efficiency, and keep abreast with
their changing job-role demands. Training will provide for an output in this direction. The
several positive benefits of training are that:
-
Training helps employees to learn their jobs and attain desired levels of performance
speedily thus cutting costs and contributing to better utilization of machines and
materials, for example in workers' categories.
Training helps to reduce the cost of raw materials and products-reducing losses due to
waste, poor quality products and damage to machinery-which would result if an
untrained employee were to learn on his own.
Employee motivation is enhanced when employees known that the firm would provide
them training opportunities to increase their skills and knowledge, thus enabling them to
develop and qualify for higher posts. Such practices create favorable attitudes towards
the organization, which could result in better adjustment and commitment to one's work
and the organization. Thus cooperation could help reduce employee turnover,
absenteeism, accidents, dissatisfactions and grievances.
Finally, training aids in the development of individual skills, better methods, new
equipment, and sometimes new work place relationships. Such a process would also
facilitate technological change by updating the versatility of employees.
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TRAINING METHODS
Training methods are a means of attaining the desired objective in a learning situation. Given
background work such as identification of training needs, a programme design and its
duration (based on these needs), it then becomes pertinent to analyze and select the best
method or combination of methods, given the several constraints, to attain the programme
objective. The choice of a method several constraints, to attain the programme objective.
The choice of a method would depend on a wide variety of factors, such as competence of
instructors, relevance to the participants, the programme design, i.e., is a particular method
the best vehicle to put across the contents, and finally its cost implications.
Numerous training methodologies and techniques have been developed over the years to
meet certain specific needs. Each method has structured procedures for conduct that offer
certain advantages in developing certain limited facets of a trainee, and suffer from some
limitations.
In using a particular method, one should know its strengths and weaknesses, given the
situation, and analyze its relevance, its purpose, and if it is useful, how to get the most out of
it. This would provide the rationale of the various training methods. The trainer should know
the rationale of each of the methods before attempting to use any of them.
OBJECTIVES OF TRAINING METHODS
Training methods have a number of overlapping objectives. As stated earlier, they have to be
chosen in relation to the programme design requirements. The main objectives of individual
training methods could be: demonstration value, developing interest and finally, appeal to
senses. However, more than one, or even all three objectives may be found in one method.
Demonstration value
Complete demonstration of job requirements is training of a kind that enables the trainee to
grasp the meaning of ideas, concepts, or procedures visually. Such a method can be used
effectively as an aid to overcome the "breakdown of communication". People remember
things that they see and hear, much longer than they do information they receive through
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talks or reading, alone.

Developing interest
One of the factors to be kept in mind in choosing a method is its ability to hold and arouse
the interest of the trainee in the learning situation. Much research has been done in the field
to test the effectiveness of various methods. A trainer has to consider alternative methods of
presenting training material to participants in order to stimulate their interest and facilitate
retention of the matter. For instance, if traditionally the matter has been presented through
lectures, perhaps audiovisual methods could be used, or instead project work be assigned
which would mean learning by doing or researching the subject oneself.
Appeal to many senses
The statement that "to see a thing once is better than to hear it a hundred times emphasizes
the inadequacy of words as a means of communication. Experience indicates that almost 75
per cent of what we imbibe is through the sense of sight and the rest is through the sense of
hearing, touch, smell and taste. From the trainer's point of view it would be beneficial to
utilize as many of the trainee's senses as possible, in order to improve retention of learning.
Application of these basic objectives or guidelines alone would not be enough. For the
appropriate use of a method, problem analysis and needs identification are also necessary.
The trainer has to understand and identify the problem area; what is wrong, and where is the
correction needed? He has to examine whether there is a problem with the manner in which
the task is done, i.e., an operational problem, or whether there is a problem with an
individual or individuals, i.e., a human-relations problem.
Secondly, selecting the appropriate method would be dependent on the level of the trainee in
an organizations' hierarchy-is he a shop floor worker, supervisor or a manager?
Finally, before selecting a training method, the trainer should keep the mind cost
effectiveness.
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Classification of Methods
Depending on the learning outcome, and the process by which it is attained, it is possible to
categorize the various methods into several groups.
On-the-job-oriented training methods
In this cluster are included methods whose main objective is centered around the job, more
specifically, learning on the job itself by a variety of methods. They embrace development
through performance on the job, where organizational strength and constraints, human
behavior and technological systems have full and free play. Methods, which fall into this
category, are:
1.
On-the-job training.
2.
Job rotation.
3.
Guidance and counseling.
4.
Brainstorming sessions.
5.
Syndicate method (working in small groups).

Simulation methods
Real-life situations are simulated for imparting training. The methods falling in this category
are:
1.
Role-play.
2.
Case method.
3.
Management games.
4.
In-basket exercise.
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Role Play
The role-play method requires participants to enact roles on the basis of a written script or an
oral description of a particular situation. The enactment process provides an insight and
understanding of the demands and situations of the assigned role, thereby facilitating
empathy with another's (actual) role. The main emphasis in management training is in
facilitating better understanding of interpersonal problems, and attitude change. If not
handled well, however, it could degenerate a childish exercise, where, instead of focusing on
the problem to be understood, the situation might be over-dramatized.
Case method
The case is an actual situation, which is written for discussion purposes. Analysis would need
problem identification, analysis of the situation and of its causes. There could be several
solutions to the problem, and each of these alternatives and their implications needs to be
examined. In the real world, on many occasions, a manager may not have all the relevant
information with him before taking a decision. Similarly, the case method approximates this
reality and in many situations decisions are taken with limited data, or what is termed
decision-making under uncertainty. The managerial response in such a situation is explored
and understood and learning consists of developing problem-solving skills.
Management games
The game is built around the model of a business situation and trainees are divided into
teams representing the management of competing companies. They simulate the real-life
process of taking operation decisions. Decisions taken are analyzed by a computer, or
manually, and a series of the implications of these decisions are fed back. The game is
played in several rounds to take the time dimensions into account.
In-basket exercise
This is a simulation training technique designed around the "incoming mail" of a manager. A
variety of situations are presented which would usually be dealt with by an executive in his
working day. His reactions and responses are taken down in writing and then analyzed.
Feedback on his decisions forces him to re-consider not only his administrative actions but
50
also his behavioral style.

Knowledge-based methods
In this method of training, an effort is made to expose participants to concepts and theories,
basic principles, and pure and applied knowledge in any subject area. Basically, it is aimed at
creating an awareness of the knowledge of fundamentals. The focus is essentially
transmission of knowledge which has to be imbibed by the participants. The methods in this
category are:
1.
Lectures.
2.
Seminars, workshops.
3.
Educational training programmes at academic institutes.
4.
Programmed instruction in which knowledge is disseminated in book form to be learnt at

the individual's pace, and where feedback on the learning is a given aspect of the method.
5.
Films and TV.
6.
Group discussion, especially in combination with some of the above, for assimilation and
integration.
TRAINING ORGANIZATION
There are several administrative aspects that have to be taken into account before
launching in-house training programme, or nominating participants to external programmes.
In-Company/External Programmes
The company needs to formulate its thinking regarding participation in programmes offered
by external agencies like educational management institutes, government institutions and
consultant programmes, vis--vis conducting its own in-house programmes. Where
employee numbers are small, it may not be worthwhile to set up a training establishment and
conduct in-house programmes, but as the numbers increase, this options may offer a distinct
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possibility. There is the cost aspect to be considered: for the cost of sending a participant to
an external programme, several employees could be trained within an organization. Yet, the
advantage of an external programme would be a breath of fresh air through discussions with
other participants and a fresh approach could be brought into the organization and its
problems. The skills and techniques learnt might also be different from those offered by one's
own in-house programmes.
Training Budgets
A training budget for each internal programme has to be prepared, which would include cost
of facilities like training room, food, transport, guest faculty, if any, and cost of teaching
materials. In fact, the cost to the organization should also include the wages and salaries of
employee participants who would be temporarily pulled out of their regular jobs and sent for
training. Yet, organizational requirements would necessitate their jobs being done by
someone else. The reason for costing the trainee employee's salary would be that they
would not be making any contribution to the company during the training period, and that this
is an additional burden on the company's finances.
EVALUATION OF TRAINING
Evaluation of any activity is important, since in evaluating one tries to judge the "value or
worth of the activity, using the information available".
What is the purpose of evaluation? Evaluation, by bringing to the fore "weaknesses and
failuresstrengths and successes," helps to improve training methods. Evaluation helps
management to answer the following questions
-
The relevance of the programmes to the organization's needs-what changes if any

should be made in existing programmes to realign to the organization's needs.
Feedback on the choice of areas of training will also need to be examined in the context
of its contributions to the organization's effectiveness.
Should the money continue to be spent on this activity, or another more relevant activity
that will improve attainment of the organization's objectives?
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Reactions from trainees about the training programme can help identify its strengths and
weaknesses. These reactions can be used as a base for the improvement of programmes,
but those evaluating must first be definite about the aspects they are interested in
investigating.
An evaluation of a training method or system must also take into account the suitability of
objectives. "If the objectives were inadequately formulated in the first place, even a 'good'
training programme has really no chance to be effective."
Objectives have to be clear-cut, must relate to needs, and make way for changes.
Objectives cannot be static and need to be re-appraised frequently so that training may
result in improved overall organizational efficiency. Evaluation of objectives helps to bridge
the gap between needs and objectives.
The Evaluation Process
The most useful means of evaluating training are observations, ratings, trainee surveys and
trainee interviews. Observation is concerned with observing the behavior of people in a
certain situation. To be useful, it must be specific, systematic, quantitative, recorded and
expert. Needless to say, observers, must be trained and have specific ideas about what they
are looking for. This is the most direct method of "assessing the quality of formal training and
of identifying deficiencies".
The second method of evaluation is that of ratings. "Various elements of the training system
should be rated independently by several qualified raters. These elements include trainees,
instructors, equipment, materials, training aids and facilities." The use of rating scales
requires supervised practice, as it is easy to commit errors.
The third method is trainee surveys where opinions of the trainees are used for evaluation.
These opinions should not be used independently, since they cannot always be relied on to
be objective.
The fourth method is trainee interviews, whereby ideas and views that trainees might not put
down on paper can be determined by "skilful questioning". This method allows for more
precise information and details to be obtained and prevents ambiguity, especially in
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interpretation.
The final method is that of collecting the observations and recommendations of instructors
through surveys and interviews "to ensure that the system is consistent with the needs of the
implementers of the training". Interviews with instructors will bring to the surface
characteristics that instructors may feel reluctant to put down on paper.
IS TRAINING THE BEST MEDICINE?
Imagine this: A man is having chest pains. He rush as to his doctor, tells him he is having a
heart attack, and demands that he perform open-heart surgery. He obligingly agrees. It is not
until after a great deal of pain and expense that he discovers it was only in digestion.
When it comes to training, a similar situation happens all the time. If scrap rates are too high,
productivity is too low, and employees neglect to follow standard quality procedures, they
must need more training. Before rushing into the pain and expense of interrupting production
to send them off to a seminar it is necessary to make sure that training is the proper solution.
Just as a doctor must understand the cause of a patients symptoms before he can attempt a
cure, one needs to know why employees are not meeting the companys expectations before
taking action. Thats where a training-needs analysis will help. It tells how well employees are
doing their jobs, where they could use some improvement and how that improvement can
best he achieved. Done correctly, it can save the company from wasting a lot of time and
money on inappropriate training programs.
Gathering the information
To do a valid training-needs analysis, one needs to gather as much objective data about
employee performance as possible. There are many ways to collect this information,
including:
Casual conversations
Formal interviews
Direct observation
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Work samples
Written records
Surveys
Tests
Focus groups
A professional trainer can be hired to perform an analysis but its not just a technique for
trainers. Everybody should be trained in this simple process. Its a supervisors or a
managers job to make sure people can do their jobs. To do training needs analysis the
following steps should be followed:
Study current performance: Before tying to change anything, its essential to know what is
already happening. What skills and knowledge do employees already have? What tasks are
they performing on their daily jobs?
Define ideal performance: what standard of performance is necessary for the business and
the employees to be a success? What tasks must they do? What level of accuracy or
productivity should they achieve? What skills and knowledge must they have?
Find the gap: What is the difference between the definition of ideal performance and what
the employees are currently doing? Are there any areas that arent functioning as well as
they should? Where are there opportunities for improvement? This is the performance gap
that the company is trying to fill. One must look for problems or opportunities that may occur
in future as well as ones that already exist.
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Identify the cause: Why are workers not working up to standard? Have they ever
performed the job correctly? Where and when do the problems occur? Has anything
changed recently that might have instigated the problem? Compare best and worst
performers to find the differences in what they do.
When these steps have been completed one should be ready to make diagnosis, but it must
be remembered that training is not the only medicine for ailing performance. Although it is
often mistakenly applied as a cure- all, the only problem that training can solve is a lack of
skills and knowledge. Do employees know how to do the job? Could they do it if their lives
depended on it? If so, probably there is no training problem. There are many reasons why a
worker might not be doing his job correctly, including unclear expectations, insufficient
feedback, lack of incentive and adverse working conditions. These are all management
problems that can only be improved by management changes.
Too often, people see the gap and they want to just leap right in and fix it. The key is not to
jump to the solution, which is assumed to be training. Understanding the situation is the first
step. Then, once one understands the situation one can think about why (The problem
exists). Only if its because (employees) lack skills and knowledge should training be
considered as a solution.
NEW TRENDS IN TRAINING
Self Directed Learning
Organizational support enhances self -directed learning programs. The term "self -directed
learning" describes training in which the learners essentially guides himself through the
learning process using workbooks, manuals, or computer based training programs. Many
companies are switching to this type of training because it allows for more flexible
scheduling, as well as reduced training time and expenses. If we look at the life cycle of
classroom type training, 90% of that life cycle cost is in the delivery, not in the development.
Plus, as people get up there and start to talk, it takes longer than it does to deliver the
training in some other ways. Well-designed self-directed learning will probably take half the
time of classroom instruction. But even well -designed programs won't achieve optimum
results without proper support. "People [switch to self-directed learning programs] for cost
56
issues, and a lot of them don't recognize that there are organizational issues that they have
to deal with, "If they don't deal with them, the theyre not going to get as big a return on their
training investment as they could. The following are tips for supporting set directed learning
in a company.
1.
Learning is work. Many organizations don't recognize training as real work. Unlike
classroom training, which must have a scheduled time and place, self-directed learning is
often just squeezed in here and there, or the employee may be forced to take it home.
2.
Keep sessions short. All days are much more fragmented than they used to be "So
when self directed modules are developed, there is no space for two hour or three hour
modules. The training needs to be made into shorter chunks, so that it can fit into the shorter
periods of time. "Training should be long enough to get a concept across, but not so long
that it involves too many once.
3.
People need people. Many managers forget about the learners need for contact with
others. Seeing and being seen are very important in the political environments of today's
companies and the classroom is where that often went on. If we take that away from the
classroom, we have to provide some other way for it to happen, because they learn form
each other as well as learning from the class. Meetings, e-mail, and electronic forums are
some ways to compensate for the isolation that self-directed learners may feel.
4.
Combine delivery methods. Self directed learning has many advantages-but it is not
the best choice for every situation. Self directed learning is much better for knowledge based
learning. It can work for some skill based learning, but there are times when one wants to
have hands on. A lot of your best programs are a combination. For example, a well-rounded
program might start with an introductory session delivered by satellite. Self directed,
computer based training could then get everybody up to speed on the basic information.
Classroom sessions could then build on that knowledge by teaching hands on skills. The
most important thing is to plan ahead in the initial training needs analysis for ways to support
the unique needs of your self directed learners. That is a very important part of the needs
analysis that is often neglected. We look at what are the learning objectives, but we don't
look at what has to be taken care of in the organization and culture in order to achieve to
57
those learning objectives.

TRAIN, DON'T TELL
Many companies' so-called training programs are little more than one-way information
dumps. Information is transmitted, but the trainees get little guidance on exactly what to do
with it or why. As a result, the words float by in isolation, seemingly detached from the
employees' real world of paperwork and production quotas. Because the information is
never used, it is quickly forgotten.
This problem is compounded, because the human brain processes procedural knowledge
differently from the way it process declarative (telling) knowledge. The people who are
selected [to do training] are often people who have expertise in doing something. They
usually got that expertise through trial and error, but they try to teach through telling. In other
words, they use declarative methods to teach procedural knowledge. Afterward, they except
trainees to perform the task and they become frustrated when it doesn't work that way.
Real training is a two way street. It helps the trainee process and practice new skills, rather
than simply dumping information on him. By actively engaging the trainee's participation, real
training converts lifeless information into meaningful knowledge. The employee understands
why the new knowledge is relevant and has a clear idea of how to apply it. Transforming
telling into training isn't hard, if one includes these six key elements:
Incentives: Employees need to understand what's in it for them. Why should they do it
this way? Demonstrate how the new knowledge or skill will solve a problem or make
them better, faster, and more effective in their jobs.
Objectives: Make sure trainees understand what the companies wants from them. One
of the biggest inhibitors of employee performance is unclear expectations.
Organization: Organize information to make it easier to remember. Show how it relates

to things they already know. Use analogies, examples, and mnemonics. Dont confuse
beginners with a lot of unnecessary details. Instead, focus on the basic steps to gain
performance.
Participation: Encourage them to ask and answer questions. Get them to try the skills
58
or apply the knowledge for themselves rather than just memorizing what you say or do.
The more they participate, the more they will learn.
Feedback: Let them know how they're doing. This allows them to correct mistakes
before they become habits. It also helps them gain confidence, which will encourage
them to feel comfortable applying new skills.
Rewards: If they're right, tell them they did well. If they're wrong, praise them for trying.
Even if there techniques are applied in small, informal ways, employees will understand what
the company wants a lot better, once one stops telling and starts training.
TRAINING: MANTRA OF THE NEW MILLENNIUM
In today's scenario, change is the order of the day and the only way to deal with it is to learn
and grow. Knowledge is the potent symbol of the new millennium and the only way an
organization can strive to excel is to realize that success today is not a function of financial
muscle or physical assets but of competent workforce. It is the workforce with high caliber,
knowledge and skills that is hard to duplicate. Employees have become central to the
success or failure of an organization; they are the cornucopia of ideas.
Katz and Kahn (1978) have posited that organizations must have three behavioral features.
People must be attracted not only to join the organization but also to remain in it.
People must perform tasks for which they are hired and must do so in a dependable
manner.
People must go beyond this dependable role performance and engage in some form of
creative, spontaneous and innovative behavior at work.
The most important aspect that guides competitiveness in current turbulent markets in how
companies gather, analyze and use information to their advantage. Thus IT capability that
processes and manages information in a corporate will be the single most effective weapon
in the era of information technology. As organizations shift from being product based to
59
knowledge based there has been a shift, with accent on knowledge. Employees today need
to adopt skill sets with ease. The knowledge worker of today is in a constant pressure to
compete with redundancy, as knowledge and information is no longer a prerogative of a few.
IT is affecting the people, process, structure and strategy of organizations. IT acts as an
enabler to capture and disseminate information so that individuals can become knowledge
workers. Keeping this in mind ,organizations need to realign their thought process and give
training a fresh look. Things will never be the same in the e-era.
With the world becoming a global workforce, organizations today have to compete at the
international level. This has redefined job requirements in terms of skills, competencies and
qualifications. Today development of the employee is a prerequisite to make the employees
work for the company rather than in the company.
Today it is not the aptitude that guarantees success but the attitude. Employees are being
encouraged to learn that it is essential not to control one's emotions but to manage them and
channelize them for their effective use. Workshops on emotional intelligence are quiet
common in the corporate arena. One offshoot of EQ training is team building. Teamwork is
highlighted in most companies and various outdoor training programs are conducted, even
at the induction training stage, to nurture the team spirit. Other topics on which training is
being encouraged in the new millennium are communications, computer skills, customer
service, ethics and quality initiatives.
TRAINING IS EVERYBODY'S BUSINESS

Training is not the panacea for all the friction resulting due to change. Yet efforts in the right
direction are definitely worth it, as organizations need to achieve their goals, maintain them
internally and at the same time adapt to the ever changing environment.
Hay Groups annual survey of the world's most admired companies identified training as one
of the best ways to attract, motivate and retain talent. Innovation in training methods seems
to be a result of that. Traditional methods of "chalk and talk" are giving way to virtual learning.
Global giant Motorola is reaping benefits of virtual learning. Motorola University is the most
60
widely benchmarked corporate university in the world. IBM also has a university for its
employees and they are encouraged to learn under the guidance of "dispersed mentors".
Usually companies are turned to the WIN FM-whats in it for me. Companies like GE, General
Motors have their training department independent of HR. It operates as a separate
business center contributing to the company's profit.
COMPANY PRACTICE IN TRAINING
HCL Comnet
Every employee receives training for 8 days on an average.

HR policy is built around Employee Development Growth &
Empowerment (EDGE). It is a consciously developed
program aimed at making Comnet a learning organization.
An exhaustive training module is there to create global
managers where freshly inducted employee follows a
structured path going up with the certification levels from
base line to advanced base line to silver club to finally
become a gold club member -with global level expertise.
Hughes
New recruits go through 8 weeklong induction programs
Software
which consist of both technical & non-technical training.
Service
Skill inventories are maintained by line managers and not

HR.
Line managers are responsible for identifying training needs
and ensuring attendance, role of HR is to facilitate choices.
IBM
Has
virtual
university. IBM
Global
Campus
provides
employees across the globe self-driven learning via the

corporate intranet.
Extensive Lotus Training modules complete with tutorials and
multimedia courseware are available online.
Employees are encouraged to develop relationships with
61
dispersed mentors.
Infosys
Every Infoscion receives an average of 47 hours of training.

2.65% of turnover is spent on education and research.
Motorola
Every employee receives training for 40 hours annually.

Motorola University is the
most widely benchmarked
university in the world. It is a $ 100 million global service

business operating through 99 sites across 21 countries
employing 400 staff members.
University is run as an independent business operation, a
profit center.
NIIT
80% of the training is delivered in-house.

No. of training days per employee is 13 days. "Back to
School is followed where partial course fee is reimbursed for
completion of part time professional courses.
In-house tutorials and training procedures are distributed on
the network without having to print huge documents.
Sat yam
Training is conducted to familiarize employee with different

cultures and business practices.
Tata
It has a training center in Trivandrum where training for new
Consultancy
entrants focuses on team building, presentation skills and
Services
grooming.
It has a 72 days long training program.
One way to minimize the danger of a company losing its financial investment in training is to
share the cost with the employee. By asking an employee to invest partially, one does
increase the intrinsic value of the training to the employee since it is instrumental in career
planning and succession planning.
62
BENEFITS OF TRAINING ARE EXPANSIVE

Employees and organizations need to realize the importance of contribution and learning for
mutual growth and development. An organization with a myopic view cannot realize the
importance of training. Organizations that lack vision undergo stagnation, decline and crisis
after success. Training is the answer to deal with the stagnation stage by constantly updating
it in every field. Other benefits of training include.
Hiring appeal: companies that provide training attract a better quality workforce.
Assessing and addressing any performance deficiency.
Increasing productivity.
Enhancing workforce flexibility. For example, in the IT industry, employees are sent to
different countries for diverse projects and assignments.
Cross-cultural training is
essential for them for better adjustment in the new environment.
Increasing commitment: Training acts as a loyalty booster. Employee motivation is also

enhanced when the employee knows that the organization would provide them
opportunities to increase their skills and knowledge. Business is not just about
transactions but is about relationships.
It gives the organization a competitive edge by keeping abreast of the latest changes; it
acts as a catalyst for change.
Higher customer satisfaction and lower support cost result through improved service,
increased productivity and greater sufficiency.
Training acts as a benchmark for hiring, promoting and career planning.
It acts as a retention tool by motivating employees to the vast opportunities for growth
available in an organization.
In certain cases training can also act as a tool for reward and recognition. Candidates
63
showing high potential can be trained for advanced training in their field. Thus one can
trace the link of training with performance appraisal and potential evaluation.
We have moved a long way from the Machine Age. Today what is required is strategic
acumen and cross-functional expertise. Today the workflow is milestone led. Command and
control have given way to facilitation. The employer- employee relationship in the networked
age is a skill contract and the work is largely cerebral. The benefits resulting due to training
prove that it is time for organizations to discard their parochial view and work towards
developing their human assets. The people factor is the pivot for organizational growth.
Aligning organizational vision to the development of employee is only possible way to
become a success story in an environment which seems to be reverberating with two words:
'perform or perish'.
64
RESEARCH METHODOLOGY
Research in common language refers to a search for knowledge. Research is a scientific
and systematic search for pertinent information on a specific topic. In fact, research is an act
of scientific investigation. Research methodology is a systematic way to solve research
problems. It may be understood as a science of studying how research is done scientifically.
In it we study the various steps that are generally adopted by a researcher in studying his
research problem. It is necessary for the researchers to know not only research
methods/techniques but also the methodology. The scope of Research Methodology is wider
than that of research methods.
The research process consists of a series of closely related activities. At times, the first step
determines the nature of the last step to be undertaken. Why a research study has been
undertaken, how the research problem has been defined, in what way and why the
hypothesis has been formulated, what data has been collected and what particular methods
have been adopted and a host of similar other questions are usually answered when we talk
of research methodology concerning a research problem or study.
SAMPLE SIZE
The sample size chosen was
Trainers: 10
The 10 faculty members were chosen from the total faculty strength of 12. The respondents
were chosen randomly.
Trainees: 20
The 20 respondents chosen were from different departments and different levels in the
organization. They also were chosen randomly.
METHODS OF DATA COLLECTION
65
1.
SECONDARY SOURCES: Secondary data was collected from various sources such
as:
Business magazines
Journals
Textbooks
Internet
Company Bulletin
The details of these sources are mentioned in the bibliography.
2.
PRIMARY DATA: Primary data was collected through a structured, non-disguised

questionnaire. Two questionnaires were designed: one for the trainers and the other for the
trainees.
STATISTICAL METHODS USED FOR ANALYSIS OF DATA

The various methods used for the analysis of the data collected were:
Tally method
Method of Moving averages
Bar graphs and Pie charts.
66
DATA PRESENTATION
In this chapter, the data collected from the respondents has been tabulated. Each question
has been handled one-by-one in sequence.
TRAINERS
1. What are the rules and procedures that govern the standard and scope of training in
your organization?
i.
PMI follows the ISO 9001 standards
ii.
a. Each individual has to undergo at least 7 days of training in a year

b. Need based interventions (for gaps)
c. Planned interventions (for development)
iii.
a. Yearly programs are mentioned with the duration in the training calendar.
b. Excellent, experienced faculty is enlisted
c. Individual feedback is sought after each program
iv.
a. Training needs analysis is done at corporate and project level

b. Training schedule is made on the basis of training needs analysis (TNA)
c. The total training policy is guided by HR development rules
Training policy is clearly laid down by Corporate office, NTPC
67
2. What methods are used for training needs analysis?

i.
By individuals in a form supplemented by their superiors. Need ranking is done.
ii.
a. Meeting the co-coordinator

b. Understanding the profile of the participants
c. Understanding the processes the participants are undergoing
iii.
By taking feedback, discussing with participants, department heads and project

heads
iv.
Identification through a mechanism of TNA between the employee and supervisor at

all levels
v.
Through questionnaires and personal interactions with the heads of departments
vi.
a. Actual interview with GM, HOD and some participants

b. Feedback of programs
c. Performance appraisal form
d. Needs identified by management, PMI
vii.
Organizational needs, customer feedback and practical experience

3. What are the various areas in which training is imparted?
i.
Company policies and procedures
ii.
Functional skills
iii.
Human relations
iv.
Problem solving
68
v.
Managerial and supervisory training
vi.
Apprentice training
4. What are the various training methods employed?
ON THE JOB:
i.
Practical training on site/plant
ii.
Theoretical as well as hands on training

On the job training is generally used at the induction level.
OFF THE JOB:
i.
Lectures
ii.
Seminars
iii.
Case studies
iv.
Simulations
v.
Project work
vi.
Exercises
vii.
Management input and developing of managerial competencies through classroom

lectures
5. On what basis do you select the training methods to be used?

i.
As per the need, experience and job requirements, also depending on organizational
and personal goals
ii.
Availability of resources
iii.
Based on participants profile
69
iv.
Depends on type of training to be imparted
v.
On the basis of objectives set out for the training interventions and its impact
vi.
Survey and analysis
6. Training is conducted in-house and is also out-sourced depending on the nature of the
training input, although out-sourcing is rarely done. Programs like Training for Trainers and
Memory Management are outsourced.
7. If out-sourced, what agencies and consultants are involved?
i.
XENSA
ii.
NIIT
iii.
APTECH
iv.
STG
v.
JETKING
vi.
National Productivity Council
vii.
NIS Sparta
viii.
IIT
ix.
IIM
Thus, reputed and experienced consultants in their field are involved.
70
8. On what basis do you decide to conduct training externally?

i.
If resource-faculty and facility, are not available at PMI
ii.
Once in three years
iii.
In case of new programs, where NTPC has no experience
iv.
If workload at PMI is more
v.
When in-house faculty for the subject concerned is not available
9. On what basis do you select the external agencies?

i.
Through their market reputation, past experiences, and faculty profile
ii.
Interaction with agencies
iii.
References
iv.
Charges
v.
Based on feedback obtained regarding the agencies and any past experience with the
agency for similar type of programs
vi.
Based on credentials, association with NTPC
10. What according to you are the advantages of external training?

i.
It is a change for participants. Also, they interact with participants of other

organizations and can hence benchmark.
ii.
In case of new programs, it gives a good idea for the development of NTPC personnel
in that field
iii.
a. New ideas
71
b. Sharing of workload
iv.
Broader perspectives
v.
Some training requires a conditioned environment, which can be taken care of.
vi.
Some of the topics such as Wagon maintenance can only be seen and understood in
external training programs
vii.
It is more systematic, as they have expertise in their field
11. What generally is the frequency of a training program?

Training programs are on at PMI all year round. However, frequency of the program
depends on the type of program. For example, computer sessions are held weekly,
executive trainee programs are held once in a year.
12.
What normally is the duration of a training program?

Duration of the training program depends on the type of training program. For
example, training programs on computer basics are generally of 3-5 days duration
while those for executives are of one-year duration.
13.
How do you decide on the training budget?
i.
Yearly budget allocation is done to PMI by the head office
ii.
Training program is made on the basis of

A: Training calendar of the institute
B: Projection of any training aids procurement
C: Normal administrative expenditure
iii.
Past experience and bench marking with the current scenario
72
iv.
14.
Cost per participant x no. of participants to be trained

What methods to do you use to evaluate the effectiveness of a training
program?
i.
Observation
ii.
Ratings
iii.
Trainee survey
iv.
Tests before and after
v.
Classroom presentation
vi.
Reviewing the effectiveness after certain interval
vii.
Through their reporting officer
15. What are the changing trends in T&D today? How is it different from what was done
five years ago?
i.
More computer based presentations are used, internet support for presentations and
multimedia presentations
ii.
Development need has shifted from skill to attitude
iii.
More and more emphasis is being laid on T&D. Efforts are on at NTPC to train each
employee for at least 7 days in a year
iv.
Focus is more on skills like presentation, communication and leadership skills
v.
Core values of NTPC are kept in mind
16. What according to you are the roles and responsibilities of trainer and trainee in order
to make a training program successful?
a) Trainer:
73
i.
Well experienced
ii.
Good leader
iii.
Patient listener
iv.
Conviction
v.
Thorough knowledge
vi.
Dedication
vii.
Appropriate preparation
viii.
Should evaluate effectiveness of the program
ix.
Facilitator
x.
Learner-centered
b)
Trainee:
i.
Effective and attentive listener
ii.
Seriousness and commitment
iii.
Co-operation
iv.
Proper feedback on the session
v.
Positive attitude
Both should function in partnership and the trainer should be concerned about the
development of the learner.
17.
What are the essential elements that go into making a training program
successful?
Ranks
74
Clear
objectives
Good faculty
Right training
method
Physical
arrangement
Duration
of
training
program
Contents of TP
Rewards/incen
tives after the
TP
The Tally bars represent the number of respondents who have given specific ranks to each
of the parameters. This would be further used to find out the final rankings.
18. What are the main problems you come across while training individuals?
i.
For some people, training is merely a relief from regular monotony, so they want to
relax during the training days instead of taking it seriously
ii.
Sometimes, participants are sent not on the basis of their needs, but to satisfy the
statistics
iii.
If the batch is not homogeneous, it is a problem to maintain the flow in a training

program
iv.
Caliber of individuals is of different levels
v.
Mindset
vi.
Participants sometimes dont have the prerequisite background for training
75
19. What methods are used to detect and overcome learning blockages that may be
present?
i.
The program can be presented in a very attractive way, linking with practical life, site
problems, learning atmosphere can be made friendly to have an open discussion
ii.
Having a good ice-breaker at the beginning of the session
iii.
By involving the participants, letting him express his views, listening to his views and
problems and by solving them to some extent
iv.
Trainers should identify the level of understanding of each participant and accordingly
exercises should be given to make them comfortable
v.
LSI and behavioral techniques
vi.
Personal interaction
20.
In future, what according to you would be the potential areas of training?
i.
Techno-managerial capabilities
ii.
Actualization of moral values
iii.
Development of HR
iv.
Value-based leadership
v.
Team building
vi.
Paradigm shift
vii.
Benchmarking
viii.
Computers/technological advancements
ix.
Human relations
76
x.
BPR
xi.
Core competencies, core value actualization, business strategies in the changing

scenario
TRAINEES
1.
What are the methods used for the analysis of your training needs?
i.
Analysis by superiors or company, identification by individuals (TNA)
ii.
Discussion with superiors
iii.
Identification by group head or depending on departmental functional needs
iv.
Feedback from persons to be trained about what training they need and this is
incorporated in PMIs program to the extent possible by management
v.
Planned interventions training
vi.
Questionnaires filled by participants
vii.
Training is identified from a list which has been proposed by the training department,
by the employee based on his needs and aptitude
viii.
Self analysis
ix.
Depending on the type and nature of job being handled
x.
Discussions at departmental levels
xi.
Keeping in mind the career map of an employee and also the functional requirements
2.
Are the employees involved in identifying their training needs/areas of training?

Response
No. of respondents saying
77
3.
Yes
18
No
What are the various areas in which training is imparted?
i.
ii.
Functional skills
iii.
Human relations
iv.
Problem solving
v.
vi.
Apprentice training
vii.
Creativity
viii.
Strategic planning
ix.
Computers
x.
Cross-functional skills
4.
i. Computer programming
ii. Core technical areas
iii. Management related
iv. Work culture and discipline
v. Objectives of organization
78
vi. HRD/HRM
vii. Strategic management
viii. Corporate governance
ix. Behavioral and emotional training
x. Interpersonal and interactive skills
xi. Adaptability to change in future
xii. Problem solving
xiii. Communication skills
5.
What are the various training methods employed?

ON THE JOB:
i.
Different locations with the location in charge
ii.
Practical work
79
OFF THE JOB:

i.
Lectures
ii.
Audio-visual aids
iii.
Simulations
iv.
Discussions
v.
Seminars
vi.
Workshops
vii.
Project work
6.
Do you think the methods used are relevant and effective?

Response
Yes
17
No
7. What are your objectives in attending a training program?

i.
Gain knowledge in your area
ii.
To enjoy social get together
iii.
Develop competencies
iv.
Self development
v.
Personal satisfaction as well as taking a break from continuous and strenuous work
vi.
Overcome mental blockage and eliminate complacency
8. Do you think your objective of attending the training program is normally achieved?
80
Response
Yes
19
No
9. What according to you are the key areas in which training should be imparted?
i. Technical skills
ii. Managerial skills
iii. Computers
iv. Functional areas
v. Interpersonal relations
vi. Self development
vii. Behavioral skills
viii. Handling workforce in the age group of 45-50 years
ix. Human relations
x. Communication skills
81
10. Are you provided with adequate continuing training to keep you abreast of the
changes in the environment?
Response
Yes
12
No
11. What are the methods used to evaluate the effectiveness of a training program?
i.
Feedback after training
ii.
Improvement in performance
iii.
Written test / exam
12.
Does the management take into consideration your opinion on the training program planning?
Response
No. of respondents
Yes
11
No
13. Identify the shortcomings in the training programs, if any, regarding the following:
1.
Physical arrangements
2.
Faculty:
3.
Training methods:
4.
Contents of the program:
Any other, please specify: Participants not involved in training program planning
No other shortcomings were mentioned.
82
14.
Have you communicated these problems to the management?

Response
Yes
No
Not applicable
11
83
15. In what way would you like to be involved in improving / planning the training
program in future?
R
Individual
views
1
2
Commn.
meeting
Survey
Suggestion
box
3
4
10
11
12
13
14
15
16
18
19
20
Total
17
F/b on PA
10
Responses
84
R: Respondent
16. In your opinion what are the inputs that would make a training program
successful?
(Rank the following in order of importance)

Ranks
Clear
objectives
Good faculty
Right training
method
Physical
arrangement
Duration of
training
program
Contents of TP
Rewards/incent
ives after the
TP
85
DATA ANALYSIS
The tabulation of the data collected was done in the previous chapter.
Here, we will analyze and interpret the data and try to reach some final conclusion in the next
chapter.
We first begin with the analysis of the data collected from the T&D staff. We will analyze the
responses to each of the questions in sequence.
Q2. METHODS USED FOR TRAINING NEEDS ANALYSIS:
From the data gathered, we can observe the following:
The training needs analysis is done generally by discussion with superiors and
departmental heads.
However, the participants themselves also play a vital role in identifying their own
training needs.
Also, performance appraisal sessions and customer feedback are two important ways
through which training needs can be analyzed.
Q3. AREAS IN WHICH TRAINING IS IMPARTED:
NTPC provides training in all the areas mentioned. However, the kind of training imparted to
the employees is also dependent on their level in the organization. For example, training on
company policies and procedures is provided at the Executive trainee (entry) level. It may be
provided at other levels as well, but only when there are any changes in policies or
procedures.
Q4. TRAINING METHODS EMPLOYED:
86
From the data collected, we see that lectures/classroom sessions are the most used
methods for training. Again, the method used would be dependent on various other factors
as seen in the next question. Also, on the job training is generally used at induction level.
Q5. BASIS ON WHICH TRAINING METHODS ARE SELECTED:
The choice of training methods at PMI is largely dictated by availability of resources.
Also, training methods are selected on the basis of depending on the type of training to
be imparted. For example, they generally use lectures for sessions on company policies and
procedures. Also, for training on problem solving, more of case studies are used.
Q8. BASIS FOR CONDUCTING TRAINING EXTERNALLY:
Training is outsourced very rarely. The only times when it is outsourced is when resources
are not available or the workload at PMI is more. Also, in areas where NTPC does not have
the expertise (for e.g., computers), training is outsourced to reputed organizations like NIIT,
APTECH, etc.
Q10. ADVANTAGES OF CONDUCTING TRAINING EXTERNALLY:
Most of the staff at PMI feels that conducting training externally has its advantages. They
think that by attending training sessions outside the organization, the trainees acquire a
broader perspective of looking at situations, since they get an opportunity to interact with
others outside the closed walls of the organization.
Q11. FREQUENCY OF THE TRAINING PROGRAM:
Training programs are conducted at NTPC throughout the year. However, the frequency of
training programs depends on the type of training being imparted and also the level of
employees to which it is being imparted.
For example, Capsule Course for managers is conducted around 9 times in a year. Training
sessions on computer basics are conducted weekly. Also, Executive trainee programs are
conducted once a year.
87
Q12. DURATION OF A TRAINING PROGRAM:

Again the duration of a training program would depend on the type of training being
imparted. Training sessions on Computer basics last for around 3-5 days. Training of
Executive trainees lasts for a year.
Q13. CHANGING TRENDS IN T&D TODAY:
From the data, it is clearly seen that the focus of training today has the right attitude.
Even in a company like NTPC, where training was largely concentrated on imparting
technical knowledge, the focus today is on overall development of the employee, so that he
is ready to face challenges posed by the fast changing environment.
Also, sophistication of technology has made T&D easier, effective and also faster than
before. The aids used for training today are such that keep up the interest of the trainees and
involve them in the process by appealing to as many senses as possible.
Q14. ROLES AND RESPONSIBILITIES OF TRAINER AND TRAINEE TO MAKE A TRAINING
SUCCESSFUL:
The trainer and the trainee have to work in co-operation in order to make a training program
successful. A good trainer must understand the needs of his trainees and listen to his
problems and queries patiently. But, this can happen only if the trainee takes interest in the
program and wants to gain something substantial from the program. He should look upon
the trainer as somebody who can guide him and help him with his problems, and not as
someone who is there to lecture him on a subject.
Thus, the right attitude is required-both on the part of the trainer and the trainee.
88
Q15. ELEMENTS THAT GO INTO MAKING A TRAINING PROGRAM SUCCESSFUL:

The data tabulated in the previous chapter is reproduced here for convenience:
Ranks
Clear
objectives
Good faculty
Right training
method
Contents of
TP
Final
Ranks
Physical
arrangement
Duration of
training
program
Rewards/ince
ntives after
the TP
89
The Tally bars represent the number of respondents who have given specific ranks to each
of the parameters.
The above table can be used to obtain rankings of the elements in the order of importance.
From the above table, we can clearly see that a clear objective is the most important
element that goes into making a training program successful.
Also, the least important element, according to the T&D staff is rewards/incentives after
the training program.
From the table, we can see that there is a tie between good faculty and contents of the
program for the second rank. However, as two respondents have ranked good faculty as
the most important element, whereas, contents of the program has not been ranked first by
any respondent, we have assigned second rank to good faculty and third rank to contents
of the program. Here, we have used the method of Moving Averages.
The other rankings have also been obtained in a similar way.

Q16. MAIN PROBLEMS IN TRAINING OF INDIVIDUALS:
The main problem the trainers come across while training of individuals is that many a time
the trainees are sent for training not because they need it, but to satisfy the statistics of 7
days of training each year for each employee. As a result, most of the times, the trainees are
not interested in the program and this creates a major problem in getting the trainees
involved in the process.
Q17. METHODS USED TO OVERCOME LEARNING BLOCKAGES:
One of the ways to overcome learning blockages is to have a good icebreaker at the
beginning of the session. Also, most trainers think that it is necessary that the trainer
understand the level and capacity of each trainee, and deal with each accordingly. This
would help the trainee open up to the trainer convey his problems and difficulties without any
hesitation.
90
Q18. POTENTIAL AREAS OF TRAINING IN FUTURE:

It is clearly seen from the data gathered that in future the emphasis would not be on
developing functional skills. Instead the emphasis would be on human relations. Also, with
most of the processes at NTPC being automated and computerized, the knowledge of
computers would be extremely essential. Thus, this would be a main area of training in
future.
TRAINEES
Q1. METHODS USED FOR TRAINING NEEDS ANALYSIS:
Training needs analysis is generally done by discussions with superiors and departmental
heads. The participants are also involved in the analysis of their own training needs. Thus,
the decision on what type of training is required by an individual is not taken by his superiors
alone, but by the trainee and his superior together. The superior analyzes what kind of
training is required by the individual and the trainee gets an opportunity to assess his
strengths and weaknesses and decide in which area he requires additional expertise.
Q2.
IDENTIFICATION OF TRAINING NEEDS

10%
Yes
No
90%
90% of the respondents said that they were involved in the identification of their training
needs, whereas only 10% respondents said that they were not involved.
Q3. POTENTIAL AREAS OF TRAINING IN FUTURE:
91
According to the trainees, the stress in future would be definitely on people skills and
communication skills. Also, training in coping with change in this fast changing environment
would be a key training area. And of course, the focus would also be on computers, since
survival without computer skills would be difficult in this highly automated environment.
Q4.
EFFECTIVENESS OF TRAINING
METHODS USED
15%
Yes
No
85%
85% of the respondents said that the training methods used were relevant and effective.
92
Q5. OBJECTIVES IN ATTENDING A TRAINING PROGRAM:

Majority of the respondents had gaining knowledge as the main objective in attending a
training program.
ACHIEVEMENT OF TRAINING
OBJECTIVES
5%
Yes
No
95%
Q6. 95% of the respondents felt that their main objective in attending a training program was
satisfied, i.e. they gained what they expected to gain from the training program.
Q7.
CONTINUING TRAINING
40%
Yes
60%
No
Almost 40% of the respondents felt that they were not being provided adequate training to
keep them abreast of the changing environment. Although they agreed that they benefited
from training programs, they thought that emphasis should be on training individuals to
prepare them for future uncertainties, for example, managing change.
93
Q8.
INVOLVEMENT IN PROGRAM
PLANNING
45%
Yes
55%
No
45% of the respondents said that the management does not take into consideration their
opinion on the training program planning. They are involved in TNA, but not in the program
planning.
Q9.
COMMUNICATION OF PROBLEMS TO
MANAGEMENT
30%
Yes
No
55%
NA
15%
Out of the 9 respondents who said that they were not involved in the TP planning, only 6
(30%) have communicated their dissatisfaction to the management.
94
Q10. WAYS IN WHICH THE TRAINEES WOULD LIKE TO BE INVOLVED IN

IMPROVING/PLANNING THE TRAINING PROGRAM IN FUTURE:
The table is reproduced here for convenience:
R
Individual
views
1
2
Commn.
meeting
Survey
Suggestion
box
3
4
10
11
12
13
14
15
16
18
17
F/b on PA
95
19
20
Total
10
II
III
IV
Responses
Rankings
R: Respondent
Depending upon the number of responses obtained by each parameter, we will obtain a final
ranking for the various parameters. From the table, we see that conducting a survey of the
participants for planning a training program has got the most responses. Hence, it has been
ranked first. The other rankings have obtained in a similar manner.
Q11. ELEMENTS THAT MAKE A TRAINING PROGRAM SUCCESSFUL:
The table from the earlier chapter is reproduced here for convenience.
Ranks
Clear objectives
Final
Ranking
1
Good faculty
Right training
method
Physical
arrangement
Rewards/incentive
s after the TP
Duration of training
program
Contents of TP
96
From the above table, we can obtain the rankings for each of the elements. For
example, we can clearly see that clear objectives has been ranked first by most of the
respondents, hence we place it at the first position, as the most important element in making
as training program successful.
Rewards and incentives has been ranked 7 by most respondents, hence we assign it
rank
seven.
Good faculty is ranked 2.
By using the method of Moving Averages, we can see that contents will be assigned rank 3
and right training method will be ranked fourth.
Other rankings can be obtained similarly.
97
CONCLUSIONS
From the analysis done in the previous chapter, we can arrive at the following conclusions:
Training needs analysis is done taking into consideration the views of not only the
superiors, but also the trainees themselves. This was confirmed from the responses
of
both the trainees and the trainers. The trainees felt good that they were involved in
the
analysis of their own needs and also said that the management was very co-
operative
and tried to incorporate their views and suggestions to the extent possible.
Thus, as far
as this aspect is concerned, the trainees were satisfied with the procedures
followed.
Both the trainers and the trainees felt that the thrust in future should be on
developing
people skills and not only functional skills. They also said that IT would be a
focus area.
Most of the times trainees were not involved in the training program planning.
Both the trainees and the trainers were in agreement on the most essential elements
that go into making a training program successful. The final ranking obtained is the
same in both the cases. This only goes to show that NTPC is aware of the needs of
the
participants and also understand what elements are most important for a trainee. For
both, clear objective is the most important element that makes a training program
successful.
We can conclude that NTPCs efforts towards training and development have
been quite successful. The employees are satisfied with the training activities, but they
only feel that they should be involved in the planning of the Training Program. According
to them, their views should be taken on all issues instead of just informing them that they
have to attend a training program. They should have a say in deciding on the contents,
physical arrangements, etc. This would involve them further in the exercise and they
would be more open to learning.
98
RECOMMENDATIONS
Training should be imparted on current issues like change management, because

although the employees are quite satisfied with the training programs as a whole, they
still feel that training should be imparted on issues that are relevant in the current
business scenario.
Training sessions should not be too long, long sessions should be split up into modules.
Self-directed learning in some areas should be encouraged. This would save the
companys time and also reduce costs.
99
LIMITATIONS
The main limitation faced while conducting the research was the availability of the faculty
members at the training institute of NTPC i.e., PMI. It was very difficult to be able to meet
them personally, since most of them were busy with the hectic training schedule.
BIBLIOGRAPHY
100
1.
Personnel Management by Arun Monappa and Mirza.S.Saiyadain
2.
Learning to Learn, Sylvia Downs (Handbook on Training and

development by Steve
3.
Truelove)
Quality Magazine, January 1998, Training Trends: Is training the best

medicine?
Source: www.qualitymag.com
4.
Quality Magazine, May 1998, Training Trends: Train, dont tell.

5.
Quality Magazine, October 1998, Training Trends: Every Manager is a

mentor.
6.
Quality Magazine, April 1999, Training Trends: Supporting selfdirected learning.

7.
Quality Magazine, November 1999, Training Trends: On the job

training-Do it right!
8.
Never Stop Listening, Never Stop Learning, Never Stop Training,

Pramod Batra
and Deepak Mahendru.
9.
HRD through training, The Economic Times dated 11-2-94.
10.
Training: Mantra of the new millennium, Sangam Garg, Human

Capital, April 2001.
101
ANNEXURE
102
QUESTIONNAIRE FOR TRAINEES
1.
What are the methods used for the analysis of your training
needs?
2.
Are the employees involved in identifying their training

needs/areas of training?
Yes
No
3.
What are the various areas in which training is imparted?

Functional skills
Human relations
Problem solving
Apprentice training
Any other, please specify ___________________
4.
5.
What are the various training methods employed?

On the job:
Off the job:
6.
Do you think the methods used are relevant and effective?
103
Yes
No
7.
If no, which methods do you think should be selected? Give reasons.
8.
What are your objectives in attending a training program?
Gain knowledge in your area

Get promotion
Get free holiday
To enjoy social get together
Any other, please specify ____________________
9.
Do you think your objective of attending the training program is normally achieved?
Yes
No
10.
What according to you are the key areas in which training should be imparted?
11.
Are you provided with adequate continuing training to keep you abreast of the
changes in the environment?
Yes
No
104
12.
If no, in what areas do you think the company should impart continuing training?
13.
What are the methods used to evaluate the effectiveness of a training program?
Feedback after training

Improvement in performance
Promotion / increment
Written test / exam
Any other, please specify_____________________________________
14.
Does the management take into consideration your opinion on the training program
planning?
Yes
No
15.
Identify the shortcomings in the training programs, if any, regarding the following:
1. Physical arrangements:
2. Faculty:
3. Training methods:
4. Contents of the program:
Any other, please specify__________________________________
16.
Have you communicated these problems to the management?
105
Yes
No
17.
In what way would you like to be involved in improving / planning the training
program in future?
Take our views individually

Hold a communication meeting
Conduct a survey
Suggestion box
Feedback session on performance appraisal
Any other, Please specify _____________________________________
18.
In your opinion what are the inputs that would make a training program successful?
(Rank the following in order of importance)
Clear objectives (gain knowledge/skills)

Good faculty
Right training method
Physical arrangements
Duration of training program
Content of the training program
Reward/ incentive after the training program.
106
QUESTIONNAIRE FOR T&D STAFF
1. What are the rules and procedures that govern the standard and scope of training in your
organization?
2. What methods are used for training needs analysis?
3. What are the various areas in which training is imparted?
Functional skills
Human relations
Problem solving
Apprentice training
4. What are the various training methods employed?

On the job:
Off the job:
5. On what basis do you select the training methods to be used?
6. Training is conducted
107
In house
Out-sourced
7. If out-sourced, what agencies and consultants are involved?
8. On what basis do you decide to conduct training externally?
9. On what basis do you select the external agencies?
10. What according to you are the advantages of external training?
11. What generally is the frequency of a training program?
Quarterly
Half yearly
Yearly
12. What normally is the duration of a training program?
13. How do you decide on the training budget?
14. What methods to do you use to evaluate the effectiveness of a training program?
Observation
108
Ratings
Trainee survey
Trainee interview
Tests before and after
Comparative study between trained and non-trained groups
Classroom presentation
Any other, please specify _____________________________
15. What are the changing trends in T&D today? How is it different from what was done five
years ago?
16. What according to you are the roles and responsibilities of trainer and trainee in order to
make a training program successful?
a) Trainer:
c)
Trainee:
17. What are the essential elements that go into making a training program successful? (Rank
them in the order of importance)
Clear objectives
Good faculty
Right training method
109
Physical arrangement
Duration of training program
Contents of the training program
Reward/ incentive after the training program
18. What are the main problems you come across while training individuals?
19. What methods are used to detect and overcome learning blockages that may be
present?
20. How important is training as a tool for employee retention?
21. In future, what according to you would be the potential areas of training?
110

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PROJECT REPORT

TRAINING AND DEVELOPMENT

MASTER OF BUSINESS ADMINISTRATION

Ms. Sonam Gulati

Institute of Management & Research, Ghaziabad

Introduction The Organization NTPC

Objective of Our Study

Institute of Management & Research, Ghaziabad

MBA IIIrd semester

Institute of Management & Research, Ghaziabad

Global competition technological advancement and transformation of the traditional

NTPC is involved in a variety of innovative training & development techniques So as to

Institute of Management & Research, Ghaziabad

THE ORGANIZATION: NTPC

Institute of Management & Research, Ghaziabad

NTPC POWER STATION

Institute of Management & Research, Ghaziabad

Institute of Management & Research, Ghaziabad

Institute of Management & Research, Ghaziabad

Institute of Management & Research, Ghaziabad

MUTUAL RESPECT AND TRUST

INITIATIVE AND SPEED

To add generating capacity within prescribed time and cost;

Institute of Management & Research, Ghaziabad

To expand consultancy operations and to participate in ventures abroad;

To diversify in hydro and non-conventional energy sources power generation;

To diversify into power related businesses to ensure integrated development of energy

To develop a learning organization having knowledge- based competitive edge.

To create a culture of team building, empowerment and accountability to convert

To develop appropriate commercial policies which ensure remunerative tariffs and

Institute of Management & Research, Ghaziabad

SUSTAINABLE POWER DEVELOPMENT

To contribute to sustainable power development by functioning as a responsible

Respect for each other

Every one a winner

Fairness, business ethics

Efficiency, profitability benefit cost orientation

Systems approach and discipline

Innovation, creativity, entrepreneurship

Concern for ecology, environment

Internal customer service

Institute of Management & Research, Ghaziabad

Sensitivity to feedback, learning and renewal.

Institute of Management & Research, Ghaziabad

The government wanted to encourage private participation;

Offering new incentives to encourage prompt payment through LCs by SEBs;

Institute of Management & Research, Ghaziabad

Strengthening the commercial department of NTPC;

Intensive liaison with the customer/ state governments;

Central government support, including central appropriations, and

Resorting to regulation of power supply commensurate with payments, wherever

Institute of Management & Research, Ghaziabad

Institute of Management & Research, Ghaziabad

+ Increasing profits year after year since inception.

Institute of Management & Research, Ghaziabad

+ Three-tier structure provides decentralization of line responsibility while retaining

Institute of Management & Research, Ghaziabad

PRODUCTS AND SERVICES