Training Effectiveness and Its Development

INTRODUCTION
TRAINING & DEVELOPMENT AND ITS EFFECTIVENESS Improving business performance is a journey, not a destination. Business performance rises and falls with the ebb and flow of human performances. HR professionals lead the search for ways to enhance the effectiveness of the employees in their jobs today and prepare them for tomorrow. Over the years training programmes have grown into corporate with these goals into mind. Training programmes should enhance the performance and enrich the contributions of the workforce. The ultimate goal of the training is to develop appropriate talent in the workforce internally. In India training ,as an activity, has been going on as a distinct field with its own roles, structures and budgets, but its is still young, this field is however expanding fast but controversy seems to envelop any attempt to find benefits commensurate with the escalating costs of the training. Training has made significant contributions to development of all kinds. Training is essential; doubts arise over its contribution in practice. Complaints are growing over its ineffectiveness and waste. The training cost and apparatus have multiplied but not benefits. Dissatisfaction persists and growing at the working level where the benefits of the training should show up most clearly. This disillusionment shows in many ways- reluctance to send the most promising people for training, inadequate use of personnel after training etc. With this disillusionment mounting in the mid of expansion training has entered a dangerous face of its development.
Kamla Nehru Institute Of Management & Technology Sultanpur
Training is neither a panacea for all ills nor its a waste of time. What is required is an inside vision into what training can or can not do and skills in designing and carrying out training effectively and economically. Search light of enquire may make the task and challenges stand out too starkly and too simply. Using experience with training in India and other developing countries has this advantage at the similar risk. The contribution ,that training can make development, is needed accurately and obviously. At the same time limit resources available in these countries make this contribution hard to come by. These lines are sharply drawn on the one hand, no promise can be ignored, and on the other hand no waste is permissible.
SIGNIFICANCE OF THE PROJECT

As a part of my curriculum I had to do two months training in a well-reputed firm and for this I had selected NTPC Electric Supply Company Ltd. & Power Management Institution (PMI) NTPC Noida as a perfect Training place and got the topic TRAINING & DEVELOPMENT for my project work. I had chosen PMI NTPC only because it is the training apex of NTPC. The eight weeks of summer training at the referred organization gave me a complete exposure to relevance of Training for organizational excellence. It was a unique opportunity to explore the realities of Indias leading power generation company as a researcher and gather knowledge from its vast repertoire of experience. It was a great learning experience .The project not only helped me to enhance my practical knowledge on training but it also gave me an insight into the way work force is utilized here. It is a rare chance where I got to witness the challenges and opportunities for training, as a profession. The summer project, also made me realize the worth of a well-designed training programme (and training system) towards organizational excellence. I got to know the importance of communication and interpersonal skill in getting things done from others. In a nutshell, it was a very fulfilling and fruitful period of my life as a management student.
OBJECTIVES OF THE STUDY

The main objective of the project is to study the Training And Development System And Its Effectiveness In NTPC NTPC is a well known public sector power generating organization and is now expanding their business to other sector such as hydro power generation, nuclear power, coal mining, consultancy etc. for this; they are required highly efficient and laborious work force. Here the study is made to find out how far the policies, the facilities of NTPC are successful to make their employees satisfied. To understand and appreciate the Training System in an organizational context. To examine the Training Practices of NTPC Ltd. NTPC Ltd., being the largest power generation enterprise of its kind in India and being one of the Navratnas of the country, I would have really loved to visit its different units in the different locales of the country where I would have been able to get a better understanding of the operations of such a large power generation company and its associated complexities. The time
constraint also did not allow me to go through the other HR practices of NTPC Ltd.
CONCEPTUALIZATIONS
Training refers to the acquisition of knowledge, skills, and attitudes as a result of the teaching of vocational or practical skills and knowledge that relates to specific useful skills. It forms the core of apprenticeship and provides the backbone of content at technical colleges and polytecniques . Today it is often referred to as professional development. Physical training is more mechanistic: planned suites of regimes develop specific skills or muscles with a view to peaking at a particular time. A specialized field of training often used in sports is autogenic training. Another type of training is fartek training which is a flexible training type which can be adapted to suit almost any athelete..
Many early American astronauts trained extensively in Icelands central highlands due to its similarity to an extraterrestrial training.
Training & Development is the field concerned with workplace learning to improve performance. Such training can be generally categorized as on-the-job or off the job. On-the-job describes training that is given in a normal working situation, using the actual tools, equipment, documents or materials that they will use when fully trained. On-the-job training is usually most effective for vocational work. Off-the-job training takes place away from normal work situation, which means that the employee is not regarded as productive worker when training is taking place. An advantage of off-the-job training is that it allows people to get away from work and totally concentrate on the training being given. This is most effective for training attitudes, concepts, and ideas.
Once the desired abilities have been learned, on-going training means to drill and keep in shape in case of deployment orders.
FOCUS OF STUDY
How to be training effective ?
Postpone judgment: dont reject any idea Create alternative frames of reference Break the boundary of thinking Examine a different aspect of the problem Specify the resources and environment Make a wish-list of solution Borrow ideas from other fields Look for process to change or eliminate Think up alternative methods Adopt another persons perspective
Question all Assumption
LITERATURE REVIEW
2.2 Need for basic purpose of training
To increase productivity. To improve quality. To help company to fulfill its future personnel needs. To improve organization climate. To improve health and safety. Obsolescence Prevention. Personal growth.
2.3 Types of training

There are many approaches of training.
Skill training: The need for training in basic skills (such as reading, writing,
computing, speaking, listening, problem solving, managing oneself, knowing how to learn, working as part of a team, leading others)
Refresher training: Rapid changes in technology may force companies to
go in for this kind of training. It is conducted at regular intervals by taking the help of outside consultants who specialize in a particular descriptive.
Cross-functional training: This training involves training employees to perform

operations in areas other than their assigned job. It has following benefit: 1) Workers gain rich experience in handling diverse jobs. 2) They can better engineer their own carrier paths. .
Team training: The training basically throws light on :

1) How members should communicate to each other. 2) How they have to cooperate and get ahead. 3) How they should deal with conflict situations.
Diversity training: This training aims to create better cross-cultural sensitivity with the aim of fostering more harmonious and fruitful working relationships among a firms employees.
TRAINING METHODS
Training methods are usually classified by the location of instruction. Some of the widely used training method are listed below: 1. Job instruction training (JIT): It is developed during II world war. Its including preparation, presentation & performance. The four steps followed in the JIT methods are: The trainee receives an overview of the job, purpose and also clear focus on the relevance of training. a. The trainer demonstrates the job to handle it properly. b. Employee does the job independently without supervision. c. Trainee learns fast through practice and observation. d. It is economical does not require any special setting e. It is most suitable for unskilled and semi-skilled jobs.
2. Coaching: coaching is a kind of daily training and feedback given to employees by immediate supervisors. Coaching can be implemented when: An employee demonstrates a new competency. An employee expresses interest in a different job. An employee seeks feedback. An employee is a expressing low morale, violating company policies or practices or having performance problems. 3. Mentoring: Mentoring is a process whereby senior employees of the organization, acting as mentors, take under their wings new recruits or other junior organizational members and imparts them their experience, knowledge, wisdom, values etc.
Importance of mentoring:
There is an excellent opportunity to learn. Constant guidance helps the men tee to be on track, using facilities to good advantage.
4. Job Rotation: This kind of training involves the movement of trainee from one job
to another. This helps to have a general understanding of how the organizational functions. The purpose of the job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as better sense of their own carrier objective and interest.
Importance of job rotation:

Improves participants job skills, job satisfaction. Provides valuable opportunities to network within the organization. Offers faster promotion and higher salaries to quick learners. Lateral transfer may be beneficial in rekindling enthusiasm and developing new talents.
5.
Apprenticeship Training: Most craft workers such as plumbers and

carpenters and trained through formal apprenticeship programmers. Apprentices are trainees who spend a prescribed amount of time working with an experienced guide, coach of traine
6.
Committee Assignment: In this method, trainees are asked to solve an actual

organization problem. The trainees have to work together and offer solution to the problem. It is a cost effective method.
2.4 Importance of training:

Training offers innumerable benefits to both employees and employers. It makes the employee more productive and more useful to an organization. The importance of training can be studied under the following heads:
Benefits of the business

Trained workers can wok more efficiently. They use machines, tools, and materials in a proper way.
Benefits to the employees

Training makes an employee useful to a firm. Training makes employees more efficient and effective. By combining materials, tools and equipment in a right way.
Training improves the knowledge of employees regarding the use o machines and equipment. Trained workers can show superior performance and turn out better performance and also better quality goods by putting the materials, tools, and equipment. Training makes employees more loyal to inclined to leave the unit where there are growth opportunities.
Training enables employees to secure promotions easily. They can realize the carrier goal comfortably Training helps to employee to move one organization to another organization easily. by this he mobile and pursue career goals actively. Training can contribute to higher
an organization.fewer mistakes, greater job satisfaction and lower labour turnover. production, They will be less
2.5 IDEAL TRAINING FLOWCHART
Organization Vision Short Term Business Strategy HR Strategy
Training strategy
Career Planning Succession Planning
Performance Assessment Need Assessment Assessment Center Training Design
Training Delivery
Feedback
2.6 TRAINING NEED ASSESSMENT(TNA)

TRAINING NEED ASSESSMENT Training need assessment is the means where the training activity achieves this relevance . It is a supportive link in the chain of activities which cater to the design, develop and implement of the training activity .It forms an important part of a symbolic system .The training process: -
Research Diagnosis
Evaluation
Implementation/Training Action
Kamla Nehru Institute Of Management & Technology training needs Sultanpur
Identification of
Training Objectives
Training Plan
The Training process a cyclical system with interlocking elements. Inner ring plots the course of design /develop. Outer ring symbolizes a need for feed back/ validation.
TNA is shown as a sub-phase of the training need identification phase. The reason is that it is necessary to determine that a training need exists before assessment can take place. Thus training need identification is necessary to indicate the nature of solution, it is therefore a decision making phase.
Difference between TNI (Training need identification) & TNA (Training needs assessment) TNI
Identifying the problem and Making a distinction between those that is responsive to training solution and those that requires other forms of solution.
TNA
It analyses the causes of the problem and establishes the impact of the problem being investigated and clarifies the various situation that must be treated if the problem is to be successfully solved.
TNI MODEL
B
A
Represents job in totality A B Represents the position which the workers can do Represents the position, which the workers cannot do Represents external forces
Pitfalls of training
Most of them are ill conceived Have vague and general objective Have a content that does not match the objectives Fail to produce any significant changes or visible changes in behaviors / performance
Factors to be assessed as a part of the TNA to avoid pitfalls

1) 2) 3) 4) 5) 6) 7) 8) 9) Knowledge Skill Attitude Supervision Working condition including work load pressure Job Design Machines/Equipment/Materials Work Group norm Intra-group Conflict
10) Dissatisfaction/ Grievances
LEVELS OF CLASSIFICATION OF TRAINING NEEDS At the Organizational level. In respect of Occupational groupings. At the individual level.
CLARIFYING THE TRAINING NEED
TNA
NEED Results Training and development Interventions Knowledge Skill Situation (with support or inhibiting variables)
Attitude Other
In which result may be manifested.
FACTORS INHIBITING SUCCESSFUL TNA (Training Need Assessment)
1) Low status of trainers 2) Attitudes towards HRD a) Attitudes of decision makers b) Attitudes of recipients of training 3) Organization issues 4) Occupational issues 5) Lack of skill in gathering information a) Strategic / Corporate plan b) Departmental plans c) Employment records d) Training and development records e) Performance appraisal forms f) Selection interview reports g) Union representatives h) Consultants i) Project proposals j) Customers feedback reports k) Training instructors
TRAINING NEED INDICATORS

1. Organizational Plans Projected changes in objectives and programmes Changes in structure Changes in personnel Changes in technology and/or procedures
2. Employee Records High staff turn-over High absenteeism High sick leave rates Low performance ratings Career paths
3. Work and Work Flow Production Bottlenecks Performance appraisals career Fluctuation in production Reports on public dissatisfaction with services
4. Staff Selection Policy Qualifications of staff at functional level Experience and training background of present staff
5. Morale Factors Personal friction Excessive complaints Poor leadership, etc.
6. Job Knowledge Technical phases. Administrative phases. Supervisory phases. Poor written and oral communications. Failure of information to flow-up, down. Semantic difficulties. Lack of clarity in work assignment Improper handling of grievances Lack of job interest Poor coordination Failure to motivate
7. Communication failures
8. Supervision
2.7 TRAINING EVALUATION

Evaluation of training is a main concern for trainers in public enterprises in developing countries. It is defined as: The assessment of total value of a training system , training course or training programme in special as well as in financial terms.
Difference between training evaluation and training validation Training Evaluation

Measures the overall cost benefits of the Course or programme and not just the achievement of its laid down objectives
Training Validation
Related to continuous monitoring of a programme or of the training function as a whole
Decision to training
Validation
Training Plan Training Activity Training Results
Evaluation
RELATIONSHIP BETWEEN VALIDATION AND EVALUATION
Evaluation involves decisions on

What to evaluate? When to evaluate? Who should do the evaluation? What methods should be used?
Benefits of evaluation
Provides feedback for training performance. Helps in validating and assessing aspects of training objectives and activities Provides feedback of the quality of performance training staff. Facilitates up gradation of training facilities. Provides feedback for training need assessment. Provides justification of training expenditure. Ascertains suitability of a training programme for specific purpose of trainees.
Potential Objects Of Evaluation

Re-Validation 1) Training Need Analysis 2) Training Objectives 3) Training Criteria 4) Training Strategy 5) Training Methods and Techniques
Re- Evaluation
1) 2) 3) 4) 5) 6) Output of training Facilities Learning Aids Organization and Administration of training Instructors Contributions Methods
In expanding the above list the trainer should consider 1) Evaluation must be concerned with instructors in terms of their impact on the learning process. 2) Evaluation is expected to identify how the activity influenced competence / capability.
3) Evaluation helps to determine those objectives, which were attained, and those, which were not. 4) Evaluation provides information regarding the appropriateness of teaching methods in respect of individual trainees and group.
Problems in the method Of Evaluation Structural Problem

Money Criteria Lack of support Crisis Orientation
Learning Related Problems

Objectivity Isolating the training contribution Multiplicity of Indicators Unreliability of Examinations Decision making hierarchy in public enterprises
Methods of Training Evaluation Cost Benefit Analysis

It Includes: a) Identifying the costs and benefits of a given Programme.
b) Listing the cost and benefits and quantifying them in monetary terms. c) Comparing benefits with cost for decision-making
Cost Includes
a) b) c) Trainees Salaries Fees to resource personnel External course fees d) Course expenditure e.g. Refreshments etc e) Research and Development
A. Benefits Includes
a) Share of general overheads b) Lost production, due to attendance at courses c) Fixed Costs
Observation
It is accomplished: 1) Games 2) Practical assignment during training . 3) On the job assignments 4) Role play Role Play Surveys
Case Study Participatory Evaluation And Follow Up Seminars Projects Training And Development (T & D) Self Audit
It is valuable instrument for: 1) Probing all aspects of training 2) Identifying those areas which should be upgraded
The audit involves a systematic detailed study of all T & D subsystems, e.g.
a) Philosophy and Goals b) Policies c) Decision making d) Building and Facilities e) Management f) Curriculum g) Implementation and Results
Evaluation Support Instruments

1) Documents
It provides information on: a) needs b) c) d) e) Aspects relating to the identification and assessment of training The determination of training objective The selection and preparation of trainees The planning and design of training curriculum Records of performance subsequent to the training activity
2) Questionnaire 3) Interviews
2.5 TRAINING CURRICULUM DEVELOPMENT

Basic training models
OBJECTIVE
CONTENT Validation
STRATEGY Validation METHOD/TECHNIQUE Validation
EVALUATION
Areas Of Concern For Curriculum Development

Development of managerial cadres for replacement, succession, planning, expansion and growth.
Management development for improved managerial performance at top. Middle and supervisory level.
Development of technical and professional personnel to inspire improvement. Retraining in skills to facilitate changes in job and performance requirements. Upgrading of skills to enhance increased productivity. Preparation of personnel who are planning to leave the enterprise as a result of retrenchment, redundancy, etc.
The Phases In The Curriculum Development Process

The key considerations in Curriculum Development are: Identification / Selection of Participants Clear statement of objectives Decision on contents Strategy, Method, Technique Selecting Resource Persons Organizing Training Facilities
LEARNING: IMPLICATIONS FOR CURRICULUM DEVELOPMENT

When dealing with training or the concept of the learning organization, it is useful to have a working definition of learning. An organism is said to have learnt when it has increased its options for applying, to a specific set of circumstances, new or different behavior which the organism believes will be to its benefit.
We can deduce from this definition that in order to learn, an organism needs the ability to:

Sense what is going on in its environment; Assess whether its response to an event is beneficial or harmful; Remember the event, its response and the consequences; Respond with a different behavior.
Thus learning can be summarized as: Learning is a relatively permanent change in behavior that is attributable to practice and experience, and is inferred from improvement in performance.
Learning Styles
Further it is required to know about learning styles of every individual. Thus learning style is defined as: Learning Styles are the manner in which people's brains learn and store information. There are several learning styles such as: Theorists Reflective Linguistics Activists Abstract conceptualization Logical mathematical Pragmatists
Honey and Mum ford learning style model

Peter Honey and Honey Mum ford identify four distinct learning styles or preferences. These are the approaches that individuals take naturally prefer.
They recommend that in order to maximize ones own personnel learning each learner ought to: Understand their own learning styles. Seek out opportunities to learn using that style.
To be a truly effective learner one ought to develop the ability to learn in other styles too.
Activist
Reflector
Pragmatist
Theorist
Honey Mum fords Learning Styles
Honey & Mum fords Learning Style Questionnaire

Peter Honey & Alan Mum ford are best known for their learning style questionnaire. Knowing ones learning style can accelerate their learning as they undertake activities that best fit their preferred style. Knowing the learning style can also help avoid repeating mistakes by undertaking activities that strengthen other styles
Activitists (Do)

Immerse themselves fully in new experiences Enjoy here and now Open minded, enthusiastic, flexible Act first, consider consequences later Seek to center activity around themselves
Reflectors (Review)

Stand back and observe Cautious, take a back seat Collect and analyze data about experience and events, slow to reach conclusions Use information from past, present and immediate observations to maintain a big picture perspective.
Theorists (Conclude)

Think through problems in a logical manner, value rationality and objectivity Assimilate disparate facts into coherent theories Disciplined, aiming to fit things into rational order Keen on basic assumptions, principles, theories, models and systems thinking
Pragmatists (Plan)

Keen to put ideas, theories and techniques into practice Search new ideas and experiment Act quickly and confidently on ideas, gets straight to the point Are impatient with endless discussion
Steps to be taken after knowing the learning style

According to Honey and Mum ford the following activities might discourage reflection, and should be reduced or removed: short time to plan or think, moving too quickly from one activity to another, a reluctance to listen carefully and to write things down.
To strengthen reflection, trainers might encourage trainees to keep a diary or journal, practice reviewing and summarizing after a meeting, research ideas that require painstaking research, and draw up lists for and against a course of action. Honey and Mum ford recommend that trainers should remove fear of failure, fear of ridicule, and help trainees to overcome anxiety about trying new/unfamiliar things. To strengthen the Activist style, they suggest trainees should do something new at least once each week, makes presentations, practice thinking aloud and think on their feet. Staff should set problems and allow trainees to bounce possible solutions around.
NTPC: AN INTRODUCTION
NTPC VISION
TO BE ONE OF THE WORLDS LARGEST AND BEST POWER UTILITIES, POWERING INDIAS GROWTH
ELECTRICITY TO ALL BY 2012
1.4 NTPC- AN OVERVIEW

1.4.1 Genesis of NTPC Ltd.
The Electricity (Supply) Act of 1948 provided for among other things, setting up of the state electricity boards (sebs) in each states, with the responsibility of generation, transmission and distribution of electric power. In 1975, the above act was amended and the National Thermal Power Corporation Ltd. (NTPC) was formed. This was done with a view to supplement the efforts of the states for quicker and greater capacity addition. The mandate given to this new entity was planning, promoting and organizing integrated development of thermal power (including Associated Transmission Systems) in the country
1.4.2 ABOUT THE ORGANISATION

NTPC Limited is the largest thermal power generating company of India. A public sector company, it was incorporated in the year 1975 to accelerate power development in the country as a wholly owned company of the Government of India. At present, Government of India holds 89.5% of the total equity shares of the company
and FIIs, Domestic Banks, Public and others hold the balance 10.5%. Within a span of 30 years, NTPC has emerged as a truly national power company, with power generating facilities in all the major regions of the country. Based on 1998 data, carried out by Data monitor UK, NTPC is the 6th largest in terms of thermal power generation and the second most efficient in terms of capacity utilization amongst the thermal utilities in the world.
1.4.3 Navaratna
Status
In 1997, the Department of Public Enterprises granted Navratna status with powers of autonomy to the boards of nine PSEs (later extended to eleven PSEs), including NTPC. This status has helped NTPC in the speed of implementation of power projects, absorption of new technologies and formation of JVs in the core generation as well as support service business.
STAKE HOLDERS
CENTRAL GOVT.
OIL SUPPLIERS
FUNDING AGENCIES
S U P P L I E R S
COAL SUPPLIERS
NTP C
SEBS
B U Y E R S
RAILWAYS EQUIPMENT SUPPLIERS
STATE GOVT.
Installed Capacity
NTPC Owned Coal
NO. OF PLANTS 15
CAPACITY (MW) 24,395
Gas/Liquid Fuel Total Owned By JVs
7 22 4
3,955 28,350 2,294
Coal & Gas
Total
26
30,644
NTPC's
core
business
is
engineering, construction and operation of power generating plants and also providing consultancy to power utilities in India and abroad. As on date the installed capacity of NTPC is 30,644 MW through its 15 coal based, 7 gas based and 3 Joint Venture Projects with an individual installed capacity as mentioned above. NTPC acquired 50% equity of the SAIL Power Supply Corporation Ltd. (SPSCL). This JV Company operates the captive power plants of Durgapur (120 MW), Rourkela (120 MW) and Bhilai (74 MW). NTPC is also managing Badarpur thermal power station (705MW)of Government of India.NTPCs share on 31 Mar 2006 in the total installed capacity of the country was 19.51% and it contributed 27.68% of the total power generation of the country during 2005-06. NTPC contributes more than one-fourth of Indias total power generation with one-fifth capacity. NTPC has set new benchmarks for the power industry both in the area of power plant construction and operations. It is providing power at the cheapest average tariff in the country. With its experience and expertise in the power sector, NTPC is extending consultancy services to various organizations in the power business.
NTPC is committed to the environment, generating power at minimal environmental cost and preserving the ecology in the vicinity of the plants. NTPC has undertaken
massive a forestation in the vicinity of its plants. Plantations have increased forest area and reduced barren land. The massive a forestation by NTPC in and around its Ramagundam Power station (2100 MW) have contributed reducing the temperature in the areas by about 3c. NTPC has also taken proactive steps for a forestation. In 1991, it set up Ash Utilisation Division to manage efficient use of the ash produced at its coal stations. This quality of ash produced is ideal for use in cement, concrete, cellular concrete, building material.
1.4.4 VISION
To be one of the worlds largest and best power utilities, powering Indias growth.
1.4.5 HR-VISION
To be a family of committed world class professionals, making ntpc a learning Organization.
1.4.6
MISSION
De
velop and provide reliable power, related product and services at competitive prices, integrating multiple energy sources with innovative and eco-friendly techniques and contribute to society.
1.4.7 CORPORATE OBJECTIVES

In pursuance of the vision and mission the following would be the corporate objectives of NTPC:
1) GROWTH
To add generating capacity within prescribed time and cost.
To expand consultancy operations and to participate in ventures abroad. To diversify into Hydro and Non- conventional Energy source for Power Generation and To diversify into power related business to ensure integrated development of . energy in India
2) PERFORMANCE LEADERSHIP To achieve continuous performance improvement in the areas of project implementation, plant operation and maintenance, generation efficiency etc and to acquire and sustain internationally comparable standards in the areas with good business ethics and values.
3) HUMAN SOUNDNESS
To develop a learning organization having knowledge based competitive edge. To create a culture of team building, empowerment & accountability to covert knowledge into productive action with speed, creativity & flexibility.
4) FINANCIAL SOUNDNESS
To maintain & improve the financial soundness of NTPC by managing the financial resources in accordance with the best commercial utility practices. To develop appropriate commercial policies which ensure remunerative tariffs and minimum receivables?
5) TECHNOLOGY LEADERSHIP
To acquire assimilate and adopt reliable, efficient and cost effective technologies and to disseminate of the power sector in the country.
6) SUSTAINABLE POWER DEVELOPMENT

To contribute to sustain power development by functioning as a responsible corporate citizen and discharge social responsibilities in the areas of environment protection and rehabilitation.
The corporation will strive to utilize the ash produced as its stations to the maximum extent possible.
7) RESEARCHES & DEVELOPMENT

To carry out R&D Development for efficient & reliable operation of power plants in the country.
1.4.8 CORE VALUES (B-COMIT)

Business Ethics Customer Focus Organizational and Professional pride Mutual respect and Trust Innovation and Speed Total quality for excellence
1.5 FUTURE PLAN

NTPC believes in appreciating the requirement constraints of the customer. The Corporate has plans to become 66,000 MW plus company by the year 2017. The Mega projects at Kahalgaon (1320 MW), North Karanpura (1980 MW) & Barh (1980 MW) in Eastern Region are being taken up for execution to meet the demand of the power in Northern Region and Western Region through 1000 cost pit head generation. Beside these Mega projects expansions at Rihand (1000 MW), Dadri thermal (500 MW) and Unchahar (600 MW) have been identified for beneficiaries of Northern Region. NTPC has also entered the Hydro sector by taking up Implementation of 800 MW Koldam Hydroelectric power project, which is envisaged to come up in the 11th plan. To realize the vision, NTPC has drawn up a detailed Corporate Plan for the period 2002 2017 which represents the companys collective optimism and enthusiasms, inspired by a glorious past, a vibrant present and a brilliant future. The road map that has been
charted out was after a through scan of the strengths and weakness with in the organization as well as opportunities and threats in the environment.
1.6 MULTI-PRONGED GROWTH STRATEGY
THERMAL CAPACITY ADDITION THROUGH
Greenfield Projects
Expansion of Existing stations
Acquisitions of SEBs plants
Joint Ventures
Considering multi-dimensional opportunities in the energy sector, NTPC will adopt a multi-pronged growth strategy for capacity addition through Greenfield sites, expansion of existing stations, takeovers and joint ventures. The capacity addition plans that have been drawn up for the fifteen-year period using all the above strategies will enable the Corporation to become a 66000 MW Company by 2017 A .D.
1.7
BUSINESS STRATEGIES
1.7.1 THERMAL CAPACITY ADDITION o Goal

To add generating capacity of 5000-5500 MW in the IX plan, 7500-8000 MW in the X plan and 9000-10,000 MW in the XI plan. Thus, Corporation cell becomes a 30,000 MW plus company by the end of X plan and about 40,000 MW Company at the end of XI plan.
o Strategies Multi pronged Approach
The Corporation will adopt a multi pronged growth strategy for capacity addition through Greenfield site, expansion of existing stations, takeovers and joint ventures.
a) Greenfield sites
In view of limited scope for the expansion of existing stations other than strategy advantage, Greenfield sites having scope for future expansion would constitute a major portion of the future capacity addition programmed?
b) Expansion of the existing stations

Due to the inherent advantage of expansion existing stations, NTPC will adopt this for coal and combined cycle power stations wherever feasible.
c) Acquisition
The numbers of power projects with the State Electricity Boards are technically viable but they are not run efficiently due to various constraints. The turnaround capability of NTPC can be effectively utilized to improve the performance of such plans. This will also solve the receivables problems, with part of outstanding SEBs adjusted against the cost of acquisition. Some of the critical problem with acquisition strategy includes SEBs demand for the absorption of work force along with the station.
1.9.2 IN POWER EXCELLENCE GENERATION

ICC-UNEP World Summit Business Award for Sustainable Development Partnership. National Safety Award 2002 instituted by the British Safety Council, to seven NTPC stations. Best HR Practices Award 2002 instituted by Indian Society of Development. World HRD Congress Award instituted by World HRD Congress. Golden Peacock National Training Award 2003 instituted by Institute of directors to PMI. Meritorious Productivity Award of the Government of India to 12 stations. Prime Ministers Shram award for the 17th year including two SHRAM RATNA. Vishvakarma Award by Ministry of Labor, Government of India. Climate Technology Initiative award. Training &
MoU Excellence Award of Government of India. CII Award for Excellence in Infrastructure. Greentech Environment Excellence Award. Best Employer National Award for the welfare of physically challenged people. Business Today Hewitt Best Employers Award.
1.9.3 OTHER AWARDS & ACCOLADES WON

Shell Helen Keller Award 2002 for promoting employment opportunities to disabled people. Platts Global energy Award 2002 for commitment to community development. CORE-BCSD Corporate Social Responsibility Award 2001-02 instituted by TERI. ICC-UNEP World Summit Business Award for Sustainable Development Partnership. National Safety Award 2002 instituted by the British Safety Council, to seven NTPC stations. Best HR Practices Award 2002 instituted by Indian Society of Development. World HRD Congress Award instituted by World HRD Congress. Golden Peacock National Training Award 2003 instituted by Institute of directors to PMI. Meritorious Productivity Award of the Government of India to 12 stations. Prime Ministers Shram award for the 17th year including two SHRAM RATNA. Vishvakarma Award by Ministry of Labor, Government of India. Climate Technology Initiative award. MoU Excellence Award of Government of India. Training &
CII Award for Excellence in Infrastructure. Greentech Environment Excellence Award. Best Employer National Award for the welfare of physically challenged people. Business Today Hewitt Best Employers Award.
1.10 EXECUTIVE LEVELS

Level wise sanction of executive manpower has been structured on the basis of objective, which is approved by chief managing director that is as follows: 1. E1-Assistant officer 2. E2- Senior officer 3. E3- Executive Trainee equivalent to officer 4. E3- Senior officer 5. E4- Department manager 6. E5- Manager 7. E6- Senior Manager 8. E7- DGM 9. E7A- AGM 10. E8- GM 11. E9- Executive Director
The above post has been sanctioned by the consultation with the concerned functional director.
Corporate Structure of NTPC
Preamble
NTPC today represents Indias Flagship Power Company meeting approximately 29% of the total power requirement in the country. The efficiency parameters meet the against all India PLF of 77 during the last year. The diversified business portfolio includes Thermal and Gas based Power Generation with lateral integration to include world class standards with NTPC stations recording an average PLF of 91.14 % as
Hydro, Nuclear and Non-conventional Green Power Generation. Under backward and forward integration of the portfolio, NTPC has diversified into coal mining/ gas & oil
Providing Input Power and Retail Power Distribution
exploration, power trading and retail power distribution. With the distribution sector witnessing major reforms and efficiency improvement trajectory, NTPC incorporated its wholly owned subsidiary company as NTPC Electric Power Supply Company Limited (NESCL) to tap new business potential as well as provide requisite support to the state owned sector in augmenting their efforts in mitigating the acute power shortage currently being faced in the country.
NTPC Vidyut NTPC Vidyut
Journey of NESCL
Providing Input Power and Retail Power Distribution
NTPC- HUMAN RESOURCE MANAGEMENT
NTPC HR VISION
TO ENABLE OUR PEOPLE TO BE A FAMILY OF COMMITTED

WORLD CLASS PROFESSIONALS,
MAKING NTPC A LEARNING
ORGANISATION.
1.11 HUMAN RESOURCES
Director (HR)
Industrial Engineering & Transfers Group
Executive Director
Power Industrial Management Establishment Institute
HR Policy Division
HR Recruitment
Employee Relation 1.12 POWER MANAGEMENT INSTITUTE (PMI) Welfare
Promotion & Appraisals
The Power Management Institute (PMI) was set up by the National Thermal Power Corporation (NTPC) in recognition of the vital role that training & development Services Noida has Employee to play in the context of the challenges associated with the growth of the Group Indian Benefit Power Sector. The institute, was set up in year 1982,is involved in the training & development of middle &senior level personnel from the power sector as well as from the other organization not related to power sector. The Power Management Institute is committed to be leading institute in developing world-class competencies by proving a staff-of-art training, which responds to, as well as pre-empts the need of the power professionals. The institute has the capacity of running 8 programs concurrently. Services are also offered in the areas of Open Learning Center, integrated personality development including language proficiency, theater workshop and professional update sessions, following screening of management/ technical films.
PMIs integrated campus at Noida has the modern infrastructure. Lecture rooms, complemented by smaller syndicate facilities and a personal growth laboratory. The institute has its own auditorium with a setting capacity of more than 200 persons. The Learning Resource Center (LRC) includes latest books, data bank and information service in print as well as in electronic media. LRC also has computerbased referencing facility, electronic information products on CD-ROM and online access to international database. The academic and computing needs of the institute are met through a campus-
wide IT network. The centralized computer labs have the capacity to train about
40 participants simultaneously, catering to both high and low end user needs. Internet connectivity is extended all over the campus, through a dedicated 64 kbps radio-link..
ISO-9001 CERTIFICATION
PMI has secured the prestigious ISO-9001 certification from LLOYDS
REGISTER QUALITY ASSURANCE (LRQA). The standard of training

imparted has been adjudged to be high quality as endorsed by the certification.
POLICY
PMI is the committed to be a leading Institute in developing world-class competencies by providing state-of-the-art training catelatest management and technological practices to continuously improve the capabilities.
1.12.3 PMI THE Origin

1982 Started as Center for Education in Power Management
1983 Identified as Nodal Institute for collaboration with Economic Development Institute of World Bank.
1984 Department of power urges NTPC to develop PMI as an Institute of Excellence for entire Power Sector.
1985 - Renamed as Power Management Institute. 1994 Starts functioning from 11acre complex at Naiad.
Aligned to NTPC & the HR Vision
NTPC
To be one of the worlds largest & best power utilities powering Indias growth.
HR
To enable our people to be a family of committed world class professionals, making NTPC a learning organization.
PMI Vision
To become an institute of excellence as a global center of education for power professionals to build world class competencies
TRAINING SYSTEM IN NTPC

PHILOSOPHY
The basic philosophy of the guidelines is to make training an effective instrument in transforming NTPC into a learning organization OBJECTIVES The objectives of the guidelines are to Make learning one of the fundamental values of the Company Ensure value addition through training to the overall business process Institutionalize learning opportunities that supplement work experience Integrate organizational and individual developmental needs
Enable employees to keep abreast with the latest knowledge and skills and enable them to undertake current and future responsibilities in a more effective manner.
Provide linkages between the different functionaries of training activity Provide linkages of training activity with overall Human Resource function.
DEFINITIONS
Training: Training shall include a training Programme, seminar, convention,
workshop, symposium or any other structured learning or developmental Programme, based on organizational needs and/or Training Need Analysis.
Training Year: Training Year shall mean a period of one year commencing from 1st
April till 31st March of the subsequent year.
In-house Training Programme: A training programmed designed, developed and

conducted within the Company, exclusively for the regular employees of the Company, with or without the assistance of external agency (ies).
External Training Programme: A training Programme designed, developed and

conducted within India, by an outside agency, not exclusively for the employees of the Company, and to which one or more employees of the Company may be nominated.
Classification of Training Needs (Need-based Programmes):

Essential: Developmental needs, which, if not met, may affect job performance Desirable: Developmental needs which are necessary for personal development
and growth.
Short-term: Developmental needs, which need to be fulfilled for immediate,

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

performance, in next two years or so.
TRAINING TARGET:
It shall be the endeavors of the Company to provide seven Mondays of training in a training year to every employee. Employees shall make full use of the Training Systems to support this endeavor to create a learning organization.
AGENCIES OF TRAINING:
The agencies that shall deal with the training function in the Company shall include:
Power Management Institute: PMI shall be the apex-training institute and the
nodal agency for Training for the Company. It shall cater to the advanced training needs of all executives of the Company. In case of employees of Corporate Center, it shall cater to the training needs of both executives and non-executives. It shall specialize in Management Development and advanced technical areas including Information Technology and shall serve as knowledge dissemination center for the Company as a whole. It will also engage in research and consultancy.
Unit Training Centers: Unit Training Centers shall cater to the training and
development needs of the employees of the respective units.
Simulator Training Centers: The Simulator training centers at Korba & Kawas,
designed to produce real time behavior of the Thermal and gas modules respectively,
shall cater to the needs of the corporation. In addition, depending on the availability of resources, the Simulator training centers would also provide training to external agencies / organizations, on commercial terms.
Regional HR group: The Regional HR group shall cater to the training and
development needs of the employees of the respective region. Wherever it is not feasible for the Unit Training Centers to organize a specific Programme, Regional HR group would organize such a Programme for the employees in the entire region. It would also take an active and proactive part in finalization of the training calendars of each unit within the region.
Corporate HR Group: HR Group shall co-ordinate external training programmes

for all the employees of Corporate Center. It would also co-ordinate specified interventions for targeted groups.
Departmental Training Co-coordinator: The Head of each Department shall

nominate an executive who shall, besides his normal functional assignment, co-ordinate the training and related matters for the employees of the department. It shall be the responsibility of the Departmental Training Co-coordinator for conducting Training Need Analysis and so ensuring nomination of the employees of the department concerned to training programmes that the Training Target of 7 Mondays of training for every employee in a training year is achieved.
TRAINING NEEDS ANALYSIS (TNA): The objectives of Training Need Analysis are to1) Systematically identify developmental needs of employees 2) Integrate so-identified individual needs with organizational needs 3) Enhance relevance and acceptance of training programmes Employees would identify their training needs once in two years.
Each employee will identify his/her training needs in a maximum of four areas in consultation with his reporting officer. The training needs expressed should be related to the employees present responsibilities and his likely areas of future assignments. Training Needs would be classified as essential and Desirable along two time frames of short-term (for immediate job performance) and long-term (for future job performance, in next two years or so).
TRAINING CALENDAR:
The Heads of training from the Projects / Stations would meet in the Regional Head Quarter during 1week of January to share training calendars. They would also provide inputs to RHQ / PMI regarding programmes to be assigned to RHQ / PMI, from out of the training needs identified by the employees of their respective projects. Each Training Center/PMI shall bring out, by 15th February every year, a Training Calendar, specifying the schedules of the programmes, both planned interventions and need-based interventions, planned to be conducted by it during the following training year. Each Training Center shall circulate on bi-monthly basis calendar of programmes scheduled for the next two months to all HODs and other Training Agencies. The Training Calendars of the various Training Centers and of PMI would be widely made available to all departments/sections at all plants/offices. Copies of Training Calendar would also be kept in the Central Library of the Unit. Copies of Training Calendar of one Project/Station would be circulated to other Training Centers and PMI by 15th March, for need-based utilization. NOMINATION SYSTEM: The objectives of the nomination system are To ensure that employees are nominated to training in areas which are relevant to their duties or which have been identified as their developmental needs
To ensure that opportunities to attend training programmes are made available to all employees to achieve the Training Target of average of seven Mondays of training in a training year for each employee.
NOMINATION FOR TRAINING PROGRAMMES: Planned interventions:

The Training Center/PMI would send to departmental training co-coordinators, schedules for the next three programmes of a planned intervention, who in turn shall seek preferences for nomination from the employees in the target group and send the list of employees to the Training Center/PMI. On the basis of the preferences received for nomination, the Training Center/PMI shall send confirmation.
Need-Based:
The Training Agency will ensure that employees are normally nominated to programmes related to training needs identified. An employee interested in attending any of the training programmes included in the training calendar of the training center of respective Unit or PMI should forward his/her request for nomination, through the reporting officer, at least two weeks before the commencement of the Programme.
External Training:
Employees may generally be considered for nomination to training programmes only in the areas identified in the Training Needs Analysis and after verifying if a similar Programme is being conducted in house during the year. Training centers shall, as far as possible, try to provide training to employees in-house. Employees will normally be nominated for external programmes only for advanced programmes or where conducting the Programme in-house is not feasible.
CATEGORISATION OF PROGRAMMES:
On the basis of duration, training programmes would be categorized as

Short-duration Medium-duration Long-duration Up to Three days Four days to ten training days Above ten training days
LIMIT ON THE NUMBER OF PROGRAMMES: An employee may be nominated for training programmes within the limits stipulated herein. Short-duration Medium-duration Long-duration Maximum of three in a year Maximum of two in a year Once in two years
INFORMATION REGARDING NOMINATION:

An employee will normally be informed through his Reporting Officer, by the Training Agency, regarding his/her nomination for the Programme preferably with a notice of 3 days in case of short-duration programmes 7 days in case of medium-duration programmes 2 weeks in case of long-duration programmes
However, where verbal or any other form of concurrence of the participant and the Head of Department is obtained, the period of notice could be less. Copy of the communication regarding nomination for a training Programme shall be sent to the Departmental Training Co-ordinator. TRAINING DATABASE: Training centers should maintain a database of training details of all employees of the respective unit, which shall include
Training Needs identified Training Programmes nominated/attended/absented
The Training Centers should also maintain details of the programmes conducted, training cost and all other similar information. PMI would maintain the training database for all executives. For this, different training agencies should forwarded training details to Power Management Institute on a monthly basis. Training details will be periodically updated in the personal files of the employees, for which the Training Agency would forward the details of nomination/attendance/absence of employees to the Head of Personnel concerned.
TRAINING EVALUATION: The objective of training evaluation is to enhance value addition through training programmes by building on the strengths and by removing the shortcomings, if any, and measure the impact of training programmes on job behavior. Training Evaluation would be done at three levels: Pre-training Evaluation Programmed Feedback Impact Assessment
Pre-training Evaluation:
Pre-training Evaluation is aimed at detecting shortcomings in the
programme design before the commencement of the programme. For this, in case of all in-house long-duration programmes, the Training Center/PMI/HR Group, as the case may be, shall review the programme design, content etc. in the light of the feedback obtained from a sample of participants.
Programme Evaluation:
The Training Center/PMI/HR Group, as the case may be, shall seek participant feedback at the end of the training programme in the Programme Feedback Form as in Annexure IV for making modifications/improvements in future programmes.
Impact Assessment:
It involves measuring the change in job behavior of the employee on account of the learning during the training Programme. Pre-training Evaluation is required in case of all Long-duration programmes. Impact Assessment is required in case of all Long-duration programmes and Planned Interventions of duration of not less than 10 days.
Programme Evaluation Report:

After Impact Assessment, the Training Center/PMI/HR Group, as the case may be, would prepare a Programme Evaluation Report in case of all Long-duration programmes and Planned Interventions of a duration of not less than 10 training days .
Honorium For Faculty:

Honorarium for faculty, both internal and external, for training programmes would be regulated as per the extant rules on Honorarium rates and other training related expenses.
TEMPLATE COURSES:
PMI/Corporate HR Group will design templates for training programmes in areas like Attitudinal Training, Information Technology, Executive Development Programme etc. for bringing about uniformity across the Company in important areas of training.
Sessions on Yoga/Meditation and Values shall be included in all in-house training programmes of medium-duration and long-duration categories.
SHARING OF LEARNING:
Employees who have attended training programmes shall normally share their learning with other employees in for like Professional Circles, Quality Circles, departmental meetings etc. In case of medium and long-duration programmes for executives, the participant shall submit an action plan to his Reporting Officer, with a copy marked to the Training Agency, detailing the steps that would be taken by him/her for implementing the learning in his/her job.
RESEARCH METHODOLOGY
OBJECTIVE OF STUDY:
The main emphasis has been laid down on studying the level of satisfaction among employees regarding the benefits provided to them, to asses the awareness levels among employees. And to know the views of the employees for further improvement in the training and development programmes and benefits they receive. So, as to improve working efficiency and interest among employees of the organization. To understand and document the employee training and development system in public section organization.
INTRODUCTION
My research work establishes a framework of evaluation and revaluation of primary and secondary research. The techniques and concept used in primary research in order to arrive at findings, which are dealt with and lead to a logical deduction towards analysis and result
RESEARCH DESIGN
First, a secondary research was conducted, keeping in mind the topic of study, to gain a clear insight of the topic .For this, I consulted many books, manuals and theories. This helped me in designing and framing the right kind of questions. The proper design helped in selection of relevant questions for the study .The following questions was then proposed to be studied, under descriptive research which helped me in analysis. .
COLLECTION OF DATA
Primary source
Primary source of data collection is used under the study, questionnaire were prepared to conduct the study.
Sample space
Employees including executives and non-executives of NTPC are distributed questionnaire. (100 questionnaires)
Secondary source
Secondary source of data collection was done to gain a clear insight of the topic. The research was conducted from various books, journal, and manuals for conducting primary research.
QUESIONNAIRE ANALYSIS
Q.1
NTPC has got well defined Training and Development system.
10
22
62
strongly agree
agree
disagree
strongly disagree
ANALYSIS
The figure shows that most of employees feels that NTPC has well defined training and development system and agree to this statement.
Q.2 I am getting good opportunity to attend training and development programmes in NTPC.
15%
8%
49%
28%
strongly agree agree
disagree
strongly disagre e
ANALYSIS The figure shows that most of employees feels that they getting good opportunity to attend training and development programmes in NTPC and agree to this
statement.
Q.3. I am able to identify my training need effectively.

60 strongly agree agree disagree strongly disagree 50 40 30 20 10 0
58
32
ANALYSIS The figure shows that most of employees feels that they able to identify their training need effectively and agree to this statement.
Q.4 My superiors has given me enough opportunity relevant to my work area.
strongly agree agree disagree
52 27 14 7
strongly disagree
ANALYSIS The figure shows that most of employees feels that their superiors has given them enough opportunity relevant to their work area and agree to this statement.
Q.5 In NTPC training and development

programmes are conducted in professional manner.
70 60 50 40 30 20 10 0 strongly agree agree disagree strongly disagree
, 63
, 23 , 11 ,3 63 23 11 3
ANALYSIS The figure shows that most of employees feels that in ntpc training and development programmes are conducted in professional manner and most agree to this statement.
Q.6 Training and development programmes given to me was relevant to my job and was timely.
strongly disagree disagree
agree ,2
,6
, 25
, 67 40 60 80
strongly agree
20
ANALYSIS The figure shows that most of employees feels that in ntpc training and development programmes given to them were relevant to their job and was timely and agree to this statement.
Q.7 Training and development programme was very effective and it increases my performance very much.
35
56
strongly agree
agree
disagree
strongly disagree
ANALYSIS The figure shows that most of employees feels that in ntpc training and development programme was very effective and it increases their performance very much and agree to this statement.
Q.8 Knowledge and skills gained through training and development programmes had an impact on my job performance.
80 70 60 50 40 30 20 10 0
, 71 strongly agree agree , 21 , 5, 4 71 21 5 4 disagree
strongly agree agree disagree strongly disagree
strongly disagree
ANALYSIS
The figure shows that most of employees feels that in NTPC
knowledge and skills gained through training and development programmes had an impact on their job performance.
Q.9 My thinking has improved after I have gone training and development programmes.
70 , 69 60 50 40 30 20 10 0 strongly agree agree disagree strongly disagree ,4 ,0 69 27 4 0 disagree , 27 strongly agree
agree
strongly disagree
ANALYSIS
The figure shows that most of employees feels that their
thinking has improved after i have gone training and development programmes .
Q.10
Overall I am satisfied with training and development programmes in NTPC.
8%
3%
strongly agree
agree
30% 59%
disagree
strongly disagree
ANALYSIS
The figure shows that most of employees feels that
overall they are satisfied with training and development programmes in NTPC and most agree to this statement.
Q.11 Training and development programmes in NTPC covers all aspects development needs of an employees.
strongly agree disagree 7 1
agree strongly disagree
27
65
ANALYSIS The figure shows that most of employees feels that Training and development programmes in NTPC covers all aspects development needs of an employees.
Q.12 All around development of employee is done ,not just the job specified development .
16
strongly agree agree disagree

47 33
strongly disagree
ANALYSIS The figure shows that most of employees feels that in NTPC All around development of employee is done ,not just the job specified development .
Q.13 Programmes are designed using modern presentation methods to impart conceptual /technical skills .
60
s n ly a re tro g g e a re g e d a re is g e s n ly tro g d a re is g e
, 56
50 40 30 20 10 0 ,9 ,2 5 6 3 3 9 2 , 33
s n ly a re tro g g e a re g e d a re is g e s n ly d a re tro g is g e
ANALYSIS The figure shows that most of employees feels that in NTPC, Programmes are designed using modern presentation methods to impart conceptual /technical skills and most agree to this statement.
Q.14 Training and development programmes develop the knowledge, attitude, behavior and skills in employee.
8%
3%
strongly agree
agree
30% 59%
disagree
strongly disagree
ANALYSIS The figure shows that most of employees feels that Training and development programmes in NTPC develop the knowledge, attitude, behavior and skills in employees.
Q.15 Do you consider the training and development programmes, an effective step towards development of skills of an individual ?
7% 26%
1%
66% strongly agree disagree agree strongly disagree
ANALYSIS The figure shows that most of employees feels that they consider the training and development programmes, an effective step towards development of skills of an individual.
SWOT ANALYSIS
S-T-R-E-N-G-T-H-S
1. INVESTOR CONFIDENCE The Companys IPO issued in November 2004 was oversubscribed by over 13 times. NTPC has been consistently amongst the top three in terms of market capitalization demonstrating investor confidence. The Medium Term Note issued in February 2006 oversubscribed more than five times. 2. LARGEST MARKET SHARE IN DOMESTIC POWER GENERATION NTPC has maintained its leadership position in domestic power generation. Till January 2006, NTPC has generated more than 27% of the countrys total power and over 34% of thermal power. 3. EXCELLENT TRACK RECORD OF PERFORMANCE IN PROJECT IMPLEMENTATION The Company won the IPMA International Project Management Award 2005 for Simhadri. NTPC is the first Asian Company to win this prestigious honoour. The commissioning of Simhadri, Ramagundam and Rihand units of 500MW in just 38-39 months reflects the efforts in continuous improvement. 4. HIGHLY COMPETENT AND COMMITTED HUMAN RESOURCES NTPC has been rated 3rd Great Place to Work for in India for 2005 by Grow Talent and Business World and 5th Best Company to Work for in India by Mercer Consulting and Business Today.
5. TRANSPARENCY AND GOVERNANCE - NTPC has won Golden Peacock Global Award for Excellence in Corporate Governance, London, U.K.
W-E-A-K-N-E-S-S
1. COAL Coal Mines are not being developed or expanded at required pace in comparison to the pace at which capacities are being added. This may lead to situations where some of the power stations may have difficulty in operating at full capacity due to the scarcity of coal. 2. GAS Availability of gas and its pricing is a key concern. However, the recent gas finds in India do provide few opportunities for its existing and upcoming gas power projects.
O-P-P-O-R-T-U-N-I-T-I-E-S
1. BECOME 66000MW COMPANY BY 2017- Thrust on hydropower targeting about 8000MW of hydro capacity by 2017, integrated coal mining cum-power projects including large size units for future projects. 2. BACKWARD INTEGRATION NTPC has been allotted 7 mining blocks which are initially being planned for coal production. Work is already underway at Pakri Barwadih. 3. FORWARD INTEGRATION Focus on developing Power Trading and Power Distribution. The company is also engaged in promoting the setting up of National Power Exchange. The distribution subsidiary of NTPC is also exploring business opportunities. Getting into the end consumer facing part of electricity value chain would be an important addition to the NTPC portfolio. The main competition of NTPC in this field is Power Grid Corporation of India.
4. ENERGY SUPPLY- ENERGY SECURITY - Participation in the entire value chain of NG/LNG covering exploration, equity stakes in gas fields, liquefaction terminals etc. 5. TECHNOLOGY AS KEY DRIVER FOR FUTURE Launch of Energy Technology Center for development of technologies with focus on fundamental R&D is move towards this. 6. CUSTOMER-RELATIONSHIP MANAGEMENT A number of steps like customer support projects, specialized training etc has been undertaken to strengthen the customer relationship. 7. IT ENABLEMENT Peoplesoft HRMS has been rolled out organization wide; e-payment and e-procurement have been launched; the process of procurement and implementation of ERP has gained momentum. 8. INCREASING GLOBAL PRESENCE A dedicated International Marketing Cell is focusing on promoting consultancy services abroad. Plans are also on for increasing the site presence through overseas offices. 9. POWER DEMAND Considering the existing demand-supply gaps and the expected increase in per capita consumption in view of the overall growth, the 16th Electric Power Survey has projected a peak load demand of 157,107MW and an energy demand of 975.2 billion units by the end of March 2012. To meet this demand India would require 212000MW of generating capacity by 2012. 10. ELECTRICITY ACT 2003 Has opened up several opportunities for existing power sector players like NTPC. These are in areas of direct supply to large customers, retail supply, distribution, trading etc. The enabling framework put in place by the Act and the built in reform thrust would lead to better cash flow for the states. This in turn would result in better realizations and better paying capacity of NTPC customers.
T-H-R-E-A-T-S
1. RISK OF RETURNS The tariff structure for the sector regulated and based on cost plus return regime. The return and norms for operational performance are set by regulator at the Central and state levels. Existing regulations that are applicable for the period of 2004-2009 provide for return on equity @145. Whether same level of return would be maintained in future tariff period is not known. 2. RISK OF REALIZATION SEBs or their unbundled entities continue to be major customers for power. These entities are not in very good financial conditions. Central government through various initiatives has been trying to bring about improvement in the health of these entities. The one-time settlement scheme, provided for the settlement of old dues by waiving of the late payment surcharge, and taking over the liabilities of these entities by State government, has helped many Electricity Boards to improve their commercial performance. And has resulted in their making prompt payments of current dues but whether they can sustain the prompt payment of the current dues is not known. 3. FORWARD INTEGRATION The trading arm of NTPC i.e. NVVN has been in business now for last two years. This entity is facing stiff competition since many other players have also been given the trading license by regulator. 4. COMPETITION The Electricity Act 2003 is likely to result in increased competition in the generation sector due to the waver of the licensing criteria for thermal generation, provision of open access and possibility of trying captive. The company enjoys economies of sale and large capacities with low tariffs, and therefore would like to take lead and tie-up customers by offering power at competitive prices.
SUGGESTIONS FOR IMPROVEMENT

When the goal of having a training program is defined the initiative is in trouble from the start .The problem typically begins when someone in upper management decrees that the company needs to have a program on some particular topic.
The various suggestions to improve the current training practices in NTPC are
By having a proper program for training need assessment By having action with analysis By having a centralized information system for nomination of trainees By having proper structure of HRD By properly measuring the training results By linking the past training inputs with the corporate Knowledge Management Archive
Certain Recommendations to Enhance the Training system of NTPC

In order to bridge the gap between actual training and training practices in NTPC following steps should be taken: Benchmarking Development of managers linking competencies to job requirements and career development Succession planning HR organization should be flexible around the work to be done (projects, programs and outsourcing) E-Learning Developing a centralized information system HR processes tied to business strategy Building the HR network organization more wide
Strategy Advice
Strategy Advice Service
Kamla Nehru Institute Of Management & Technology Out Sultanpur
IT
Self Source Service Shared
Service
Service
OLD
NEW
Recommended Training Cycle
RESEARCH Information diagnosis and assessment
CURRICULUM DEVELOPMENT Objectives/criteria, strategy, content, methods/techniques
IMPLEMENTATION Conducting and activity
EVALUATION Feedback
LIMITATIONS OF THE STUDY

TIME CONSTRAINT: There was not enough time to collect as much information required due to time constraint. COOPERATION WAS NOT EASILY AVAILABLE: The respondents and the staff did not provide sufficient time. The major reason for the non-response was that the respondents refused to fill the questionnaire. INSUFFICIENT KNOWLEDGE: Respondents were not having full information. Some respondent misinterpreted the question, omitted essential items and gave the answer casually and it was practically impossible to return such incomplete and unsatisfactory questionnaire to the respondent for the correction. TIME AND GEOGRAPHICAL CONSTRAINT: It was difficult to personally visit all respondents due to time and geographical constraint. RELIABILITY OF REPLIES: This method does not provide a check on the honesty and reliability of replies, if the respondent gives wrong replies, the investigator cannot know what the truth is. INAPPROPRIATE METHOD OF ANALYSIS
Inappropriate method when spontaneous answers were wanted, where it was important that the views of one person were obtained, uninfluenced by the discussion of others. THE RESPONSE RATE BEING VERY LOW. Despite these limitations, the data collection through questionnaire fulfills the purpose of the study.
CONCLUSION
Structured Training and development system should be introduced. Some suitable and reliable person should be given responsibilities for implementing the programs.
Training and development programmes in NTPC are relevant and effective in preparing the employees for the job they do as wells as keeping them apprise with new technology in this competitive era. Training facilities were perceived by the respondents to be quite adequate . The training was relevant and effective in terms of the job performed by the managers. When Training and development programmes are relevant to the jobs trainee perform, effectiveness in job performance often results and Training and development programmes undergone by the management staff improve performance and effectiveness of employees
SAMPLE QUESTIONNAIRE
A study on EFFECTIVENESS
OF TRAINING PROGRAMMES provided to
NTPC'S EMPLOYEES
RESPECTED SIR / MAM, I am a Student of MASTER OF BUSINESS ADMINISTRATION (MBA) .As a part of our summer training, I am conducting a study. I would request you to please spare some of your time in answering these questions.
1.
NTPC has got well defined Training and Development system.
Agree Strongly agree Disagree Strongly disagree 2. I am getting good opportunity to attend training and development programmes in NTPC. Agree Strongly agree Disagree Strongly disagree 3. I am able to identify my training need effectively.
Agree Strongly agree Disagree Strongly disagree 4. My superiors has given me enough opportunity relevant to my work area. . Agree Strongly agree Disagree Strongly disagree 5. In NTPC training and development programmes are conducted in professional manner. Agree Strongly agree Disagree Strongly disagree 6. Training and development programmes given to me was relevant to my job and was timely. Agree Strongly agree Disagree Strongly disagree 7. Training and development programme was very effective and it increases my performance very much. Agree Strongly agree Disagree Strongly disagree 8. Knowledge and skills gained through training and development programmes had an impact on my job performance. Agree
Strongly agree
Disagree
Strongly disagree
9. My thinking has improved after I have gone training and development

programmes Agree Strongly agree Disagree Strongly disagree
10. Overall I am satisfied with training and development programme in NTPC.

Agree
Strongly agree
Disagree
Strongly disagree
11.Training and development programmes in NTPC covers all aspects of

development needs of an employee. Agree Strongly agree Disagree Strongly disagree 12.All around development of employee is done ,not just the job specified development .
Agree Strongly agree Disagree Strongly disagree 13.Programmes are designed using modern presentation methods to impart conceptual /technical skills . Agree Strongly agree Disagree Strongly disagree 14.Training and development programmes develop the knowledge, attitude, behaviour and skills in employee. Agree Strongly agree Disagree Strongly disagree 15.Do you consider the training and development programmes, an effective step towards development of skills of an individual ? Agree
Strongly agree
Disagree
Strongly disagree
Your suggestions for improvement:
DEPARTMENT: DESIG / GRADE:
THANKS FOR YOUR GENUINE RESPONSES AND PRESCIOUS TIME
BIBLIOGRAPHY
R. K. Sahu, Training for Development Lloyd A. Stanley, Training Need Assessment Lloyd A. Stanley, Training Evaluation Lloyd A. Stanley , Training Curriculum Development V.S.P Rao, Human Resource Management
C.R Kothari, Research Methodology
JOURNALS
Indian Journal Of Training And Development,Jan Dec 2004,5 Horizon , Journal Of Ntpc ,Jan-Mar 2006 Hr Reflections, Hrd Conference2006,Ntpc Ltd NTPC Samachar
WEBSITES

www.hr.com www.ntpc.co.in www.hrguide.com www.trainingmag.com www.astd.org www.ntpceoc.com www.trainingcontent.com www.pmintpc.com www.mindtools.com

Training Effectiveness and Its Development

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Training Effectiveness and Its Development

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INTRODUCTION

Kamla Nehru Institute Of Management & Technology Sultanpur

SIGNIFICANCE OF THE PROJECT

OBJECTIVES OF THE STUDY

Kamla Nehru Institute Of Management & Technology Sultanpur

Kamla Nehru Institute Of Management & Technology Sultanpur

Kamla Nehru Institute Of Management & Technology Sultanpur

Kamla Nehru Institute Of Management & Technology Sultanpur

Question all Assumption

2.3 Types of training

Refresher training: Rapid changes in technology may force companies to

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

Team training: The training basically throws light on :

Importance of job rotation:

Kamla Nehru Institute Of Management & Technology Sultanpur

Apprenticeship Training: Most craft workers such as plumbers and

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

2.4 Importance of training:

Kamla Nehru Institute Of Management & Technology Sultanpur

Benefits of the business

Benefits to the employees

Kamla Nehru Institute Of Management & Technology Sultanpur

2.5 IDEAL TRAINING FLOWCHART

Organization Vision Short Term Business Strategy HR Strategy

Career Planning Succession Planning

Performance Assessment Need Assessment Assessment Center Training Design

2.6 TRAINING NEED ASSESSMENT(TNA)

Kamla Nehru Institute Of Management & Technology training needs Sultanpur

Kamla Nehru Institute Of Management & Technology Sultanpur

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

10) Dissatisfaction/ Grievances

CLARIFYING THE TRAINING NEED

In which result may be manifested.

FACTORS INHIBITING SUCCESSFUL TNA (Training Need Assessment)

TRAINING NEED INDICATORS

5. Morale Factors Personal friction Excessive complaints Poor leadership, etc.

2.7 TRAINING EVALUATION

Kamla Nehru Institute Of Management & Technology Sultanpur

Difference between training evaluation and training validation Training Evaluation

RELATIONSHIP BETWEEN VALIDATION AND EVALUATION

Evaluation involves decisions on

Potential Objects Of Evaluation

Problems in the method Of Evaluation Structural Problem

Learning Related Problems

Kamla Nehru Institute Of Management & Technology Sultanpur

Methods of Training Evaluation Cost Benefit Analysis

Kamla Nehru Institute Of Management & Technology Sultanpur

Evaluation Support Instruments

Kamla Nehru Institute Of Management & Technology Sultanpur

2.5 TRAINING CURRICULUM DEVELOPMENT

STRATEGY Validation METHOD/TECHNIQUE Validation

Areas Of Concern For Curriculum Development

Kamla Nehru Institute Of Management & Technology Sultanpur

The Phases In The Curriculum Development Process

LEARNING: IMPLICATIONS FOR CURRICULUM DEVELOPMENT

Kamla Nehru Institute Of Management & Technology Sultanpur

Honey and Mum ford learning style model

Kamla Nehru Institute Of Management & Technology Sultanpur

Honey Mum fords Learning Styles

Honey & Mum fords Learning Style Questionnaire

Kamla Nehru Institute Of Management & Technology Sultanpur

Steps to be taken after knowing the learning style

Kamla Nehru Institute Of Management & Technology Sultanpur