PROJECT REPORT

ON

“UNDERSTANDING THE HR STRATEGIES FOR

TRAINING & DEVELOPMENT OF EMPLOYEES”

AT

NTPC Limited
A Govt. of India Enterprise
(Formerly National Thermal Power Corporation.)

Submitted for the partial fulfillment of the degree of

PGDBM (Human Resource)

from

Submitted to: Submitted By:

Placement Cell, IIeBM, Kaushlendra Pratap Singh

Pune Reg.No.-169
Batch 2009-11
 INDIAN INSTITUTE OF EDUCATION & BUSINESS MANAGEMENT
Let knowledge prevail

Survey No. 114/1/3, Bhumkar Wasti, Wakad – Marunje Road, Off Mumbai – Bangalore Highway,
Pune – 411057. Tele:22932255/56/57 E-mail:communicate@iiebm.com Web:www.iiebm.com

TO WHOMSOEVER IT MAY CONCERN

This is to certify that Mr. Kaushlendra Pratap Singh student of IIEBM, Pune has
successfully completed his project titled “Understanding of HR Strategies for
Training & Development at NTPC” for “NTPC, Vindhyanagar, Singrauli
(MP) from 18th June 2010 to 1st August 2010 in partial fulfillment of her
PGDBM requirements for Summer Internship Project at IIEBM.

He had been in touch with the faculty at the institute and received regular inputs
related to the project. We found him to be a committed and hardworking student.

Place: Pune
Date: AUTHORIZED SIGNATORY
 Preface

An organization oriented at growth, looking ahead, aiming high, with clarity of

vision and mission. Lightening one fourth of the nation, NTPC India’s largest and
premiere power company, playing its leadership roles. With its ambitious growth
strategy and successful corporate plan, NTPC is pursuing the path of excellence.
Making the best use of available resources and thereby powering India’s growth.

I got the opportunity to do my vocational training at NTPC Vindhyachal, Dist-

Singrauli, Madhya Pradesh, which is a great achievement for me. I have worked
with my full dedication and determination.

I have made this report in a simple manner covering the Overview of Power
Sector Scenario, study of different aspects of NTPC and different working
methods & manuals which reflects the Business Strategies of NTPC,
Vindhyanagar including supporting documents.

I have made all my sincere efforts to complete the project within the stimulated
time period and I have enjoyed my training very much.

Kaushlendra Pratap Singh

Reg. No.: 169, Batch:
Batch: 2009-
2009-2011
IIeBM, Pune
 Acknowledgement

With deep reverence and profound gratitude I express my sincere

thanks to Mr. R.S. Rathore (DGM, Operations) & Mr. S.K. SHARMA (Engr.
HR-Employee Development) for giving me an opportunity to do the training at
NTPC Vindhynagar, Singrauli (MP).

I also want to thank Mr. N.K.L. DAS (AGM, Contracts &Materials), Mr.
Sebastian Joseph DGM (HR), Mr..R. A. Singh DGM (HR-EDC),Mr. S.P.
Acharya (Sr. Manager, PURCHASE) and Mr. John Philip (Manager HR-
Employee Benefits), who has allowed me to do training in various departments of
NTPC, Vindhyanagar.

Further, I thank to Mr. Sudheer I. (Engr. PURCHASE), Mr.

Hemant Narvariya (Engr. PURCHASE), Ms. B Sucharita (Sr. Officer ,HR),
Ms. Shilpa Dung Dung(Sr. OfficerHR) and who have properly guided me
during my training period and provided me with all the theoretical & practical
knowledge necessary for the training. I would also like to thank Mr. Sunil Joshi,
Engr. (EMD) who has helped me at the working sites, explaining and giving me
all the information I needed to complete this report.

At last I would like to convey my thanks to all the members of the

C&M, PURCHASE, HR-EB and who have helped me at every stage of training.

Kaushlendra Pratap Singh

Place- NTPC, Vindhyanagar Date- 01.08.2010
Dist- Singrauli
Madhya Pradesh
 TABLE OF CONTENTS

Serial Page

No. No.
CHAPTER NAME

1. INTRODUCTION:
1
1.1 Scenario of Power Sector in INDIA
4
1.2 Structure of Power Supply Industry
7
1.3 Introduction to NTPC
15
1.4 An Overview of NTPC Power Plants
21
1.5 Subsidiaries of NTPC
23
1.6 Introduction to VSTP
2.
HUMAN RESOURCE
31
2.1 HR Overview
32
2.2 Human Resource Planning
39
2.3 Training and Development

2.4 HR initiative for sustained growth

75

RESEARCH & STUDY PART

3.

3.1Objective of the Research & Study 80

3.2 Methodology
81
 3.3 Scope & Limitations 82

4. DATA REPRESENTATION & ANALYSIS 85

5. SUGGESTIONS AND CONCLUSION 97-98

6. BIBLIOGRAPHY 99
 CHAPTER I: INTRODUCTION
1.1 Scenario of Power Sector in India
Growth of economy calls for a watching rate of growth in infrastructure
facilities. Power sector is one of the major aspects of this infrastructure building.
Some prominent people like the Ex Chairman of GE Jack Welch have gone to the
extent of saying, “You dont have a chance to stand in the 21st century without lots
of power………Without this you miss the next revolution”.

India is the emerging giants of the world economy and international

energy markets. Energy developments in India are transforming the global energy
system by dint of their sheer size and their growing weight in international fossil-
fuel trade. India is increasingly exposed to changes in world energy markets. The
staggering pace of Indian economic growth in the past few years, outstripping that
of all other major countries, has pushed up sharply their energy needs, a growing
share of which has to be imported. The momentum of economic development
looks set to keep their energy demand growing strongly. As they become richer,
the citizens of India are using more energy to run their offices, factories and buying
more electrical appliances and cars. These developments are contributing to a big
improvement in their quality of life, a legitimate aspiration that needs to be
accommodated and supported by the rest of the world. The consequences for India,
the OECD and the rest of the world of unfettered growth in global energy demand
are, however, alarming. If governments around the world stick with current
policies – the underlying premise of our Reference Scenario – the world’s energy
needs would be well over 50% higher in 2030 than today. China and India together
account for 45% of the increase in demand in this scenario. Globally, fossil fuels
continue to dominate the fuel mix. These trends lead to continued growth in
energy-related emissions of carbon-dioxide (CO2) and to increased reliance of
consuming countries on imports of oil and gas – much of them from the Middle
East and Russia. Both developments would heighten concerns about climate
change and energy security. The challenge for all countries is to put in motion a
transition to a more secure, lower-carbon energy system, without undermining
economic and social development. Nowhere will this challenge be tougher, or of
greater importance to the rest of the world, than in China and India. Vigorous,
immediate and collective policy action by all governments is essential to move the
world onto a more sustainable energy path. There has so far been more talk than
action in most countries. Were all the policies that governments around the world
are considering today to be implemented, as we assume in an Alternative Policy
Scenario, the world’s energy demand and related emissions would be reduced
substantially. Measures to improve energy efficiency stand out as the cheapest and
fastest way to curb demand and emissions growth in the near term. But even in this
scenario, CO2 emissions are still one quarter 4 World Energy Outlook 2007 above
current levels in 2030. To achieve a much bigger reduction in emissions would
require immediate policy action and technological transformation on an
unprecedented scale. Both the Reference and Alternative Policy Scenario
projections are based on what some might consider conservative assumptions
about economic growth in the two giants. They envisage a progressive and marked
slow-down in the rate of growth of output over the projection period. In a High
Growth Scenario, which assumes that China’s and India’s economies grow on
average 1.5 percentage points per year faster than in the Reference Scenario
(though more slowly than of late), energy demand is 21% higher in 2030 in China
and India combined. The global increase in energy demand amounts to 6%,
making it all the more urgent for governments around the world to implement
policies, such as those taken into account in the Alternative Policy Scenario, to
curb the growth in fossil-energy demand and related emissions.

Moreover, the growth rate of demand for power in developing countries is

generally higher than that of GDP. In India, the elasticity ratio was 3.06 in 1st plan,
and peaked at 5.11 during 3rd plan and came down to 1.65 in 80s. For 90s a ratio
of around 1.5 was projected. Hence, in order to support a growth of GDP of around
7% the rate of growth of power supply of 10% is required. If we look at current
scenario, electricity consumption in India has more than doubled in the last decade,
outpacing the economic growth. If we analyze the various statistics of Indian
power sector, we will find that the generating capacity has gone up tremendously
from a meager 1712MW in 1950 to a whooping 112000MW today.

Generating capacity has grown manifold from 1,712 MW in 1950 to more than
112,000 MW today. At the same as a result of growing installed capacity, the
power produced has also gone up. In 1950, the total power produced by Indian
power sector was a meager 50BU and that is now 587.3BU. The Indian govt.
emphasized the need of independence in power generation and in all subsequent
five-year plans the allocated budget for power sector development was increased.
But despite all these efforts by our govt., there is an acute power shortage in the
country.

1.2 Structure of Power Supply Industry

In December 1950 about 63% of the installed capacity in Utilities was in the
private sector and about 37% was in the public sector. The Industrial Policy
Resolution of 1956 envisaged the generation, transmission and distribution of
power almost exclusively in the public sector. As a result of this Resolution and
facilitated by the Electricity (Supply) Act 1948 the electricity industry developed
rapidly in the State Sector. In the Constitution of India “Electricity” is a subject
that falls within the concurrent jurisdiction of the Centre and the States. The
Electricity (Supply) Act, 1948 envisaged creation of State Electricity Boards
(SEBs) for planning and implementing the power development programs in their
respective states. The Act also provided for creation of central generation
companies for setting up and operating generating facilities in the Central Sector.
The Central Electricity Authority constituted under the Act is responsible for
power planning at the national level. In addition the Electricity (Supply) Act also
allowed from the beginning the private licensees to distribute and/or generate
electricity in the specified areas designated by the concerned State
Government/SEB. The National thermal Power Corporation (NTPC) and
National Hydro-electric Power Corporation (NHPC) were set up for the
generation and bulk transmission of power to supplement the efforts at the State
level and took upon itself the responsibility of setting up large power projects these
purposes in 1975. North- Eastern Electric Power Corpor ation (NEEPCO) was
set up in 1976 to implement the regional power projects in the North-East.
Subsequently two more power generation corporation was set up in 1988 viz. Tehri
Hydro Development Corporation (NJPC). To construct, operate and maintain the
inter-state and interregional transmission systems the National Power
transmission Corporati on (NPTC) was set up in 1989. The corporation was
renamed as POWER GRID in 1992.
The policy of liberalization the Government of India announced in 1991
and consequent amendments in Electricity (Supply) Act have opened new vistas to
involve private investment and the major policy changes have been announced by
the Government in this regard.
Regional Power System:
In order to optimally utilize the dispersed sources for power generation it was
decided right at the beginning of the 1960’s that the country would be divided into
5 regions and the planning process would aim at achieving regional self
sufficiency.
Viability of SEBs:
The financial health of the SEBs will be improved through rationalization of tariff,
restructuring and reforms to make economically viable and their projects bankable
to generate energy on economic rate, to provide quality services to the consumers
and to ensure a fair return to the investors. This can be best achieved by
unbundling single entity (SEBs) and corporatizing the same for the above
activities. In this context, some of the States have taken initiative by unbundling
their respective SEBs into separate companies for Generation & Transmission &
Distribution.
Regulatory Bodies:
The Government of India has promulgated Electricity Regulatory Commission
Act, 1998 for setting up of Independent regulatory bodies both at the Central level
and at the State level viz. the Central Electricity Regulatory Commission
(CERC) and the State Levels respectively. These regulatory bodies would
primarily look into all aspects of tariff fixation and matters incidental there to.

Technology Up gradation:
Refurbishment of existing Thermal Power Station
Continuous deterioration in performance of thermal power stations had been
observed during early 80’s. Therefore, Renovation and Modernizations Scheme
(R&M Schemes) were drawn and executed for improving the performance of
existing thermal power stations. Pollution control measures in these power stations
being a capital-intensive activity, it accounted for major portion-around 40% of
Rs.12billion kept for R&M schemes under phase-Ι. During phase-Ι, 163 units of 34
thermal power stations were covered. As a result of R&M schemes these achieved
10,000 million units of additional generation per annum against the target of 7000
million units. Encouraged by the results achieved, R&M phase-ΙΙ programme is
presently under progress. Total estimated cost of these works is Rs.24 billion. Most
of the Electricity Boards or other generating agencies are facing financial
constraints to carry out R&M activities. Therefore, this area has to be taken on
priority to arrange financial assistance.
Overview of Organization:
India’s largest power company, NTPC was set up in 1975 to accelerate power
development in India. NTPC is emerging as a diversified power major with
presence in the entire value chain of the power generation business. Apart from
power generation, which is the mainstay of the company, NTPC has already
ventured into consultancy, power trading, ash utilization and coal mining. NTPC
ranked 317th in the 2009 by the Forbes Global 2000’ ranking of the World’s
biggest companies.

1.3 Introduction to NTPC

Vision:
"A world class integrated power major, powering India’s growth,
with increasing global presence."
Mission:
“Develop and provide reliable power, related products and services
at competitive prices, integrating multiple energy sources with
innovative and eco-friendly technologies and contribute to
society.”
Core Value: “BCOMIT”
• Business Ethics
• Customer Focus
• Organizational & Professional Pride
• Mutual Respect & Trust
• Innovation & Speed
• Total Quality for Excellence
 NTPC Limited
(Formerly Known as National Thermal Power Corporation)
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 the balance 10.5% is held by FIIs, Domestic Banks, Public and
others. Within a span of 31 years, NTPC has emerged as a truly national power
company, with power generating facilities in all the major regions of the country.

The total installed capacity of the company is 30, 144 MW (including JVs) with 15
coal based and 7 gas based stations, located across the country. In addition under
JVs, 3 stations are coal based & another station uses naphtha/LNG as fuel. By
2017, the power generation portfolio is expected to have a diversified fuel mix
with coal based capacity of around 53000 MW, 10000 MW through gas, 9000 MW
through Hydro generation, about 2000 MW from nuclear sources and around 1000
MW from Renewable Energy Sources (RES). NTPC has adopted a multi-pronged
growth strategy which includes capacity addition through green field projects,
expansion of existing stations, joint ventures, subsidiaries and takeover of stations.
NTPC has been operating its plants at high efficiency levels. Although the
company has 18.79% of the total national capacity it contributes 28.60% of total
power generation due to its focus on high efficiency.

Establishing a Global Presence

To become a truly global company serving global markets, it is essential
for NTPC to establish its brand equity in overseas markets. NTPC would continue
to focus on offering Engineering & Project Management Services, Operations &
Maintenance services, and Renovation & Modernization services in the
international market. Establishing a successful services brand would be a precursor
to taking higher investment decisions in different markets.
Going forward, NTPC would continue to evaluate various options for
strengthening its presence in global markets including setting up power generation
capacity, acquisition of gas blocks etc. By the year 2017, NTPC would have
successfully diversified its generation mix, diversified across the power value
chain and entered overseas markets. As a result NTPC would have altered its
profile significantly. Elements of the revised profile that NTPC would seek to
achieve are:

Amongst top five market capitalization in the Indian market

An Indian MNC with presence in many countries

Diversified utility with multiple businesses

Setting benchmarks in project construction and plant availability &
efficiency

Preferred employer

Have a strong research and technology base

Loyal customer base in both bulk and retail supply

A leading corporate citizen with a keen focus on executing its social
responsibility.

Services offered by NTPC

An entire gamut of services is offered in the areas mentioned above. These are:

Owner's Engineer Services

Lender's Engineer Services

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
 In October 2004, NTPC launched its Initial Public Offering (IPO)
consisting of 5.25% as fresh issue and 5.25% as offer for sale by Government of
India. NTPC thus became a listed company in November 2004 with the
government holding 89.5% of the equity share capital. The rest is held by
Institutional Investors and the Public. The issue was a resounding success. NTPC
is among the largest five companies in India in terms of market capitalization.

NTPC’s core business is engineering, construction and operation of

power generating plants. It also provides consultancy in the area of power plant
constructions and power generation to companies in India and abroad. As on date
the installed capacity of NTPC is 27,904 MW through its 15 coal based (22,895
MW), 7 gas based (3,955 MW) and 4 Joint Venture Projects (1,054 MW). 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 also has 28.33% stake in Ratnagiri Gas &
Power Private Limited (RGPPL) a joint venture company between NTPC, GAIL,
Indian Financial Institutions and Maharashtra SEB Holding Co. Ltd. The present
capacity of RGPPL is 740 MW.

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 aforestation in the vicinity of its plants. Plantations have
increased forest area and reduced barren land. The massive aforestation by NTPC
in and around its Ramagundam Power station (2600 MW) have contributed
reducing the temperature in the areas by about 3°c. NTPC has also taken proactive
steps for ash utilisation. 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.

A "Centre for Power Efficiency and Environment Protection (CENPEEP)" has

been established in NTPC with the assistance of United States Agency for
International Development. (USAID). Cenpeep is an efficiency oriented, eco-
friendly and eco-nurturing initiative - a symbol of NTPC's concern towards
environmental protection and continued commitment to sustainable power
development in India.

As a responsible corporate citizen, NTPC is making constant efforts to improve the

socio-economic status of the people affected by the its projects. Through it's
Rehabilitation and Resettlement programmes, the company endeavors to improve
the overall socio-economic status of Project Affected Persons.
NTPC was 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. Recognising its excellent performance and
vast potential, Government of the India has identified NTPC as one of the jewels of
Public Sector ‘Maharatnas’- a potential global giant. Inspired by its glorious
past and vibrant present, NTPC is well on its way to realise it’s vision of being “A
world class integrated power major, powering India’s growth, with increasing
global presence”.
AN OVERVIEW OF NTPC POWER PLANTS
 Commissioned
Projects No. of Projects
Capacity (MW)

NTPC OWNED

COAL 15 22,895

GAS/LIQ. FUEL 07 3,955

TOTAL 22 26,850

OWNED BY JVCs

Coal 3 314*

Gas/LIQ. FUEL 1 740**

GRAND TOTAL 26 27,904

* Captive Power Plant under JVs with SAIL

** Power Plant under JV with GAIL, FIs & MSEB

PROJECT PROFILE

Coal Based Power Stations

Commissioned
Coal based State Capacity
(MW)

1. Singrauli Uttar Pradesh 2,000

2. Korba Chattisgarh 2,100

3. Ramagundam Andhra Pradesh 2,600

 4. Farakka West Bengal 1,600

5. Vindhyachal Madhya Pradesh 3,260

6. Rihand Uttar Pradesh 2,000

7. Kahalgaon Bihar 1,340

8. NTCPP Uttar Pradesh 840

9. Talcher Kaniha Orissa 3,000

10. Unchahar Uttar Pradesh 1,050

11. Talcher Thermal Orissa 460

12. Simhadri Andhra Pradesh 1,000

13. Tanda Uttar Pradesh 440

14. Badarpur Delhi 705

15. Sipat Chattisgarh 500

Total (Coal) 22,895

Gas/Liq. Fuel Based Power Stations

Commissioned
Gas based State Capacity
(MW)

16. Anta Rajasthan 413

17. Auraiya Uttar Pradesh 652

 18. Kawas Gujarat 645

19. Dadri Uttar Pradesh 817

20. Jhanor-Gandhar Gujarat 648

Rajiv Gandhi CCPP

21. Kerala 350
Kayamkulam

22. Faridabad Haryana 430

Total (Gas) 3,955

Power Plants with Joint Ventures

Commissioned
Coal Based State Fuel Capacity
(MW)

23. Durgapur West Bengal Coal 120

24. Rourkela Orissa Coal 120

25. Bhilai Chhattisgarh Coal 74

26. RGPPL Maharastra Naptha/LNG 740

Total(JV) 1054

Grand Total (Coal + Gas + JV) 27,904

Projects under Implementation

Additional
Capacity Under
Coal / Hydro State Fuel
Implementation
(MW)

Kahalgaon
500
1. Stage II (Phase I) Bihar Coal
500
(Phase II)

Sipat (Stage I) 1980

2. Chhattisgarh Coal
(Stage II) 500

3. Barh Bihar Coal 1980

Bhilai (Exp. Power

4. Project-JV with Chhattisgarh Coal 500
SAIL)

5. Korba (Stage III) Chhattisgarh Coal 500

6. Farakka (Stage III) West Bengal Coal 500

Uttar
7. NCTPP (Stage II) Coal 980
Pradesh

Andhra
8. Simhadri (Stage II) Coal 1000
Pradesh

Himachal
9. Koldam (HEPP) Hydro 800
Pradesh

Loharinag Pala
10. Uttarakhand Hydro 600
(HEPP)
 Tapovan
11. Uttarakhand Hydro 520
Vishnugad (HEPP)

Total (Coal + Hydro) 10,860

AWARDS AND ACCOLADES WON by NTPC:

Shell Helen Keller Award 2002 for promoting employment opportunities to
disabled people.

Plats Global Energy Award 2002 for commitment to community
development.

CORE-BCSD corporate social responsibility Award 2001- 02 instituted by
TERI.

AICC-UNEP World Summit Business Award for Sustainable Development
Partnership

National Safety Award 2002 instituted the British Safety Council, to seven
NTPC stations

Best HR Practices Award 2002 instituted by Indian Society of Training and
Development

World HRD Congress Award instituted by World HRD Congress

Golden Peacock National Training Award 2003 instituted by Institute of
directors to PNI

Meritorious Productivity Award of the Government of India to 12 stations

Prime minister’s Shram Award for the 17th year, including to SHRAM
RATNA

Vishwakarma Award by Ministry of Labour, Government of India

Climate Technology Initiative Award

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-Hewitte Best Employers Award

1.5 Subsidiaries of NTPC

NTPC Electric Supply Company Ltd. (NESCL)
The company was formed on August 21, 2002. It is a wholly owned
subsidiary company of NTPC with the objective of making a foray into the
business of distribution and supply of electrical energy, as a sequel to reforms
initiated in the power sector.

NTPC Vidyut Vyapar Nigam Ltd. (NVVN)

The company was formed on November 1, 2002, as a wholly owned
subsidiary company of NTPC. The company’s objective is to undertake sale and
purchase of electric power, to effectively utilize installed capacity and thus enable
reduction in the cost of power.

NVVN NTPC Hydro Ltd. (NHL)

The company was formed on December 12, 2002, as a wholly owned
subsidiary company of NTPC with an objective to develop small and medium
hydroelectric power projects of up to 250 MW.

Pipavav Power Development C o. Ltd. (PPDCL)

 A memorandum of understanding was signed between NTPC, Gujarat
Power Corporation Limited (GPCL) and Gujarat Electricity Board (GEB) in 2004
for development of a 1000 MW thermal power project at Pipavav in Gujarat by
forming a new joint venture company between NTPC and GPCL with 50:50 equity
participation. Pursuant to the decision of Gujarat Government, NTPC Ltd. has
dissociated itself from this company. PPDCL is under winding up.
Kanti Bijlee Utpadan Nigam Limited
It was formerly known as Vaishali Power Generating Company Limited.
To take over Muzaffarpur Thermal Power Station (2*110MW), a subsidiary
company named ‘Vaishali Power Generating Company Limited (VPGCL)’ was
incorporated on September 6, 2006 with NTPC contributing 51% of equity and
balance equity was contributed by Bihar State Electricity Board. This company
was formed to renovate the existing unit and run the plant. The second unit has
been successfully re-synchronized on October 17, 2007 after 4 years of being idle.
Renovation and modernization of the first unit is under progress. The company was
rechristened as ‘Kanti Bijlee Utpadan Nigam Limited’ on April 10, 2008.

Bharatiya Rail Bijlee Company Limited (BRBCL)

A subsidiary of NTPC under the name of ‘Bharatiya Rail Bijlee Company
Limited’ was incorporated on November 22, 2007 with 74:26 equity contribution
from NTPC and Ministry of Railways, Govt. of India respectively for setting up of
four units of 250 MW each of coal based power plant at Nabinagar, Bihar.
Investment approval of the project was accorded in January, 2008.
 1.6 Introduction
Introduction to VSTPP

NTPC-Vindhyachal Super Thermal Power Project is one of the most

prestigious flagships of NTPC striving ahead to bridge the country generation gap
especially in the western region. It is the largest power station in Asia. Presently it
has the capacity of 3260 mw.

The station is located in Sidhi district in MP in the northwestern side of the

country. It has secured ISO 14001 and ISO 9001 certificate in the field of
environment and power generation but also in various other fields.
On September 2002, it made glorious achievement by ensuring production up
to 2260 MW. And the Unit # 10 commercial operation started on 15/07/2007 and
the total capacity of the plant became 3260 MW.
It has won number of awards from government of India for proper utilization
and consumption and has bagged the safety awards presented by U.S.A. and
British safety council.
COAL SOURCE:
Northern coal fields limited (NCL) mines at Dudhichua (7Km) and Nigahi (10Km)
and Jayant (5Km).
FUEL OIL SOURCE:
Indian Oil Corporation (IOC), COLD (Customer operated lubricant and oil
deposit) at Jayant (5Km).
WATER SOURCE:
Discharge canal of Singrauli Super Thermal Power Station (SSTPS).
BENEFICIARY STATES:
Madhya Pradesh, Chattisgarh, Maharastra, Gujarat, Goa, Daman & Diu and Dadar
& Nagerhaveli.
INTERNATIONAL ASSISTANCE:
USSR and World Bank under time slice loan.
UNITS COMMISSIONED:

1. Unit 1 210MW October 1987

2. Unit 2 210MW July 1988
3. Unit 3 210MW February 1989
4. Unit 4 210MW December 1989
5. Unit 5 210MW March 1990
6. Unit 6 210MW February 1991
7. Unit 7 500MW March 1999
8. Unit 8 500MW February2003
9. Unit 9 500MW March 2007
10. Unit 10 500MW July 2007

Vindhyachal station belongs to the western region and feeds power to states and
union territories of: -

Madhya Pradesh 24.4%

Chattisgarh 4.7%
Maharastra 32.3%
Gujarat 20.8%
Goa, Daman & Diu 2.4%
Dadar& nagerhaveli 0.4%
Unallocated 15.0 %
The power flows out from Vindhyachal through 400KV power transmition system.

VINDHYACHAL Capacity:

3260MW= [St.1 (6x210MW) + St.2 (2x500MW)]

St.3 (2x500MW)

THERMAL POWER PLANT OVERVIEW:

A modern boiler has capacity of burning pulverized coal at rates up to 200
tones an hour (32000 metric ton per day). From the coal store, fuel is carried on a
conveyor belt and discharged by means of a coal tipper into the bunker. It then
falls perhaps through a weigher into the coal pulverizing mill where it is grounded
to a powder as fine as flour. The mill usually consists of a round metal table on
which large steel rollers or balls are positioned. The table revolves, forcing the coal
under the rollers or balls which crush it.

Air is drawn from the top of the boiler house by the Forced Draught (FD) Fan
and passed through the air preheaters, to the hot air duct. From here some of the
air passes directly to the burners and the remainder is taken through the Primary
Air (PA) Fan to pulverizing mill, where it is mixed with powdered coal, blowing
it along pipes to burners of the furnace. Here, it mixes with the rest of the air and
burns with great heat.
The boiler consists of a large number of tubes extending the full height of the
structure and the heat produced raises the temperature of the water circulating in
them to create stem which passes to the steam drum at very high pressure. The
steam is then heated further in the super heater and fed through the outlet valve to
the high pressure cylinder of the steam turbine. It may be hot enough to make the
steam pipe glow a dull red (around 540°C).
When the steam has been through the first cylinder (High Pressure) of the
turbine, it is returned to the boiler and reheated before being passed through the
other cylinder (Intermediate and Low Pressure) of the turbine.
From the turbine the steam passes into a condenser to be turned back into water
called ‘condensate’. This is pumped through feed heaters (where it may be heated
to about 250°C) to the economizer where the temperature is raised sufficiently for
the condensate to be returned to the lower half of the steam drum of the boiler.
The flue gases leaving the boiler are used to reheat the condensate in the
economizer and then pass through the air –preheater, to the Electrostatic
Precipitor (ESP). Finally, they are drawn by the Induced Draught (ID) Fan into
the main flue and to the chimney.

The ash is either sold for use in road and building constructions or piped as
slurry of ash and water to a settling lagoon, where the water drains off. Once this
lagoon (which may originally have been a worked out gravel pit) has been filled, it
can be returned to agricultural use, or the ash removed for other purposes.
The electrostatic precipitator consists of metal plates which are electrically
charged .Dust and Grit in the flue gases are attracted on to these plates, so that they
do not pass up the chimney to pollute the atmosphere. Regular mechanical
hammer blows cause the accumulations of ash, dust and grit to fall to the bottom
of the precipitator, where they collect in a hopper for disposal. Additional
accumulations of ash also collect in the hoppers beneath the furnace.

Conversion of Steam to mechanical power:

From the boiler, a steam pipe conveys steam to the turbine through a stop valve
(which can be used to shut off steam in an emergency) and through control valves
that automatically regulate the supply of the steam to the turbine. Stop valve and
control valves are located in a steam chest and a governor, driven from the main
turbine shaft, operates the control valves to regulate the amount of steam used.
(This depends upon the speed of the turbine and the amount of electricity required
from the generator).
Steam from the control valves enters the high pressure cylinder of the turbine,
where it passes through a ring of stationary blades fixed to the cylinder wall. These
act as nozzles and direct the steam onto a second ring of moving blades mounted
on a disc secured to the turbine shaft .This second ring turns the shafts as a result
of the force of the steam. The stationary and moving blades together constitute a
‘stage’ of the turbine and in practice many stages are necessary, so that the
cylinder contains a number of rings of stationary blades with rings of moving
blades arranged between them. The steam passes through each stage in turn until it
reaches the end of the high pressure cylinder and in its passage some of its heat
energy is changed into mechanical energy.

The steam leaving the high pressure cylinder goes back to the boiler for reheating
and returns by further pipe to the intermediate pressure cylinder. Here it passes
through another series of stationary and moving blades.
Finally ,the steam is taken to the low pressure cylinders, each of which it
enters at the centre flowing outwards in opposite directions through the rows of
turbine blades – an arrangement known as double flow – to the extremities of the
cylinder. As the steam gives up its heat energy to dive the turbine, its temperature
and pressure fall and it expands .Because of this expansion and blades are much
larger and longer towards the low pressure ends of the turbine.
 The turbine shaft usually rotates at 3000 revolutions per minute. This
speed is determines by the frequency of the electricity system used in this country
and is the speed at which a 2- pole generator must be driven to generate alternating
current at a frequency of 50 /cycles per second.
When as much energy as possible has been taken from the steam it is
exhausted directly to the condenser. This runs the length of the low pressure part
of the turbine and may be beneath or on either side of it. The condenser consists of
a large vessel containing some 20,000 tubes, each about 25 mm in diameter. Cold
water from river, estuary, sea or cooling tower is circulated through these tubes
and as the steam from the turbine passes round them it is rapidly condensed into
water – condensate .Because water has a much smaller comparative volume than
steam, a vacuum is created in the condenser. This allows the steam to be used
down to pressures below that of the normal atmosphere and more energy can be
utilized.

From the condenser, the condensate is pumped through low pressure feed heaters
by the extraction pump, after which its pressure is raised to boiler pressure by the
boiler feed pump. It is passed through further feed heaters to the economizer and
the boiler for reconversion into steam.
Where the cooling water for power station s is drawn from large rivers,
estuaries or the coast, it can be returned directly to the source after use. Power
stations situated on smaller rivers and inland do not have such vast water resources
available, so the cooling water is passed through cooling towers (where its heat is
removed by evaporation) and re- used.
A power station generating 2000000kw of electricity required about
227,500 cubic meters water an hour for cooling purposes. Where cooling towers
are used, about one hundredth part of its source to carry away any impurities that
collect. Most of it, however, is recalculated.

Switching and transmission:

The electricity is usually produced in the stator windings of large
modern generators at about 25000 volts and is fed through terminal connections to
one side of a generator transformer, that steps up the voltage to 132kv or 400kv.
From here conductors carry it to a series of three switches comprising an isolator,
a circuit –breaker (CB) and another isolator.
Three wires are used in a three phase system for large power
transmission as it is cheaper than two wire ‘single phase’ system that supplies the
home. The centre of the power station is control room .Here engineer monitor the
output of the electricity, supervising and controlling the operation of generating
plant and high voltage switch- gear and directing power to the grid system as
required .Instruments on the control panels show the output and conditions which
exist on all the main plant and a miniature diagram indicates the precise state of the
electrical system.
 RESOURCE
CHAPTER II: HUMAN RESOURCE
2.1 HR-
HR-OVERVIEW

"HR Planning and HRIS", deals with how organisations can plan the
utilization of human resources and how they can use their human resources
and human resources information systems (HRIS) to best meet their needs

"Job Design and Work Organisation", considers the main approaches to

designing jobs and work systems and their respective advantages and
disadvantages from a management perspective.

"Recruitment and Selection", deals with techniques for attracting and

choosing employees and considers the relative strengths and weaknesses of
different methods.

"Supervision and Performance Management", and the following topics

deal with how employees should be managed for optimal performance. We
consider the role of managers in supervising employees and monitoring and
developing their performance.

"Training and Career Development", deals with training and career

development.

"Compensation and Benefits", looks at systems of compensation and

benefits.
 2.2 HUMAN RESOURCE PLANNING
Human Resource Planning (HRP) is the process of assessing the human resource
needs of an organisation and deciding what steps need to be taken to ensure that
these needs are met. This involves managers within organisations deciding on the
skills and capabilities needed by the organisation at the present time and into the
future, as well as assessing how appropriate the current human resources of the
organisation are to its present and future needs.

Effective HRP is an essential part of a strategic approach to human resources

management (HRM). This is because it concerns the planning of human resource
activities to facilitate the pursuit of an overall organisational strategy. The
centrality of HRP to strategic HRM means that it is particularly important that
HRP is closely linked with the process of making and implementing organisational
strategy.

Strategic human resource planning can be seen as the key link between the overall
strategic plan and HRM practices in the organisation (Anthony, Kacmar and
Perrewe, 2002). This is illustrated by the diagram adapted from these authors
below.

Before we examine the HRP process in detail, view the animation below which
highlights the importance of planning human resources in an organisation, as well
as the logical and ordered way in which planning takes place.
The process of HRP commences with decisions about the overall strategy of the
organisation and concludes with decisions about how to meet these needs via
specific HRM practices. It generally consists of six steps (Anthony, Kacmar and
Perrewe, 2002) as shown in the graphic below, adapted from these authors.
 JOB DESIGN AND WORK ORGANIZATION

"Job Design and Work Organisation", will teach you about work organisation.
Work organisation is about the ways tasks are combined into jobs which workers
perform. That is, it concerns how people go about doing what they do in their jobs.
Work organisation comprises two separate but very closely related sets of
activities:

Job analysis, which is the process by which managers determine the tasks, duties
and responsibilities of existing jobs, their relationships to other jobs and the skills
necessary to do them

Job design, which concerns the ways that tasks and duties are combined into new
jobs

Key HRM Activities and the Importance of Job Analysis

Recruitment It is not possible to describe a job and its requirements in an

and selection advertisement, or to make decisions about who should fill the
job, without detailed information about the job itself.

Decisions about The rate of pay for a job will be fundamentally influenced by an
pay assessment of the worth of that job, which involves assessing the
tasks, levels of responsibility, skills, etc. required to do a job,
which requires job analysis.

Job design Job analysis is a necessary prior step to job design because it
facilitates an understanding of how jobs are currently done. This
provides a basis for decisions about different ways in which they
can be done.
Training It is necessary to know what employees actually do in their jobs
before it is possible to decide what training they need.

Performance Performance management requires knowledge of what

management employees do in their jobs, because it is not possible to assess
performance or attempt to improve it, without knowing what a
given job involves.

Information for job analysis can be collected in a number of ways, perhaps most
commonly by interviewing or surveying job holders and line managers. Regardless
of how the data are collected, they are used to produce the following documents:

Job Descriptions

These are documents which describe a particular job in terms of features such as its
title, location within the organisation, the key duties carried out in the job, the
relationship of the job to other jobs in the organisation, to whom the job holder
reports and who reports to him or her, etc. There is no standard format for a job
description, and they range from very simple documents to very complex ones.

Job Specifications

These documents are derived from the information contained in job descriptions,
and they set out the skills, knowledge and abilities necessary to do a particular job.
That is, they specify the requirements an employee would have to meet to be able
to do a job.

RECRUITMENT AND SELECTION

Recruitment and selection are the two phases in the process which extend from the
creation of a job vacancy (either because of an employee leaving a job or a new
job being created) to the point where a job offer is made to an applicant.
Although many people use the terms "recruitment" and "selection"
interchangeably, strictly speaking they are two separate parts of the process.
Recruitment involves "searching for, and obtaining, potential job candidates in
sufficient numbers and quality, and at the right cost, for the organisation to select
the most appropriate people to fill its jobs" (Kramar, McGraw and Schuler, 1997).
That is, it is about getting a pool of applicants for a vacancy or vacancies.

Selection refers to "the process of gathering...information about job applicants in

order to determine who should be hired" (Kramar, McGraw and Schuler, 1997).
That is, it is about choosing those whom you consider most appropriate to the
needs of the organisation from the pool of applicants generated by recruitment.

The way the two parts of the process fit together is illustrated below:
 SUPERVISION

Supervision refers to "managing others to perform a task" (Gallasch, 1997). This

means that it concerns making sure that people do what they have to do in ways
which allow the organisation, or part of the organisation, to function. Why is it so
important?

In spite of the flattening of many organisations in recent years, virtually all

organisations retain a degree of hierarchy – they consist of a series of levels of
management. Each level of management is responsible to the level above it and
responsible for the level below it, which means that virtually all managers have
some responsibility for the supervision of more junior staff. This chain of
supervision is shown in the diagram below:
Supervision brings responsibilities with it. The key task is to make sure that those
you supervise perform their work effectively – that is, it involves a responsibility
to the organisation for how employees perform at work. At the same time,
however, it brings a responsibility to the employees. Effective supervision entails a
concern with employee well-being and a responsibility to behave ethically towards
those you Supervises.

Supervision requires a range of different skills, but the most critical ones are
interpersonal skills. These include:

• Communication skills: Supervision involves the constant receiving and

transmitting of information.

• Negotiation: Managers will often have different views from those they
supervise, and from more senior managers, about how best to perform a set
of tasks. This means that it is important to be able to negotiate with those
above and below you in the chain of supervision.

• Performance management: Effective supervision involves the monitoring

of employee performance and the attempt to ensure that performance is
aligned with the needs of the organization. This makes performance
management skills imperative.
 2.3 TRAINING AND DEVELOPMENT
Training and Development is a subsystem of an organization. It ensures that
randomness is reduced and learning or behavioral change takes place in structured
format.

What is Training:
Training means equipping the employee with the required skill. It is the
process of learning a sequence of programmed behaviors it is application of
knowledge. It makes people aware of the rules & procedure to guide their
behavior. It improves the performance of employee in current Job & prepares them
for indented job.
Training is the act of increasing the knowledge and skill of an employee for
doing a particular job it is concerned with importing specific skill for particular
purpose.
After an employee is selected, placed & introduced he or she must be
provided with raining facilities training is the act of increasing the knowledge and
skill of an employee for doing a particular job.
Concentration our mind in the field of industries as an organization, it need
to have will trained and experienced people to perform the activities that have to be
done. If the current or potential job occupant can meet the requirement training in
not important, but every new employee regardless of his previous training,
education and experience needs to be introduced to work environment of his new
employment and to be taught how to perform specific task.
It is necessary to raise the skill levels and increasing the versatility and
adaptability of employees for their efficient performance to all new and old
employees.
In absence of a systematic training programme the training cost would have
been rather higher, the interest of about and management would be closer if not
identical if a sound training programme, is establishment in the organization.
 If no planned programme of training is provided in the organization,
employee managers himself by trial and error or by observing. This training costs
much and should have to be eliminated.
In an organization all types of job requires some type of training for this
efficient performance to all new and old employees.
Training is the organized procedure by which people learn knowledge and
skill for different purpose.

DEFINITION OF TRAINING
TRAINING
According to - Dunn and Stephens

"Training refers to the organization's efforts to improve an individual's

ability to perform a job or organization role, whereas development refers to the
organization's efforts (and the individual's won efforts) to enhance an individual’s
ability to advance in his organization to perform additional duties."

According to - Bill Badly

"Becoming number one is easier than remaining number one"

According to - Date & Beach

“The organized procedure by which people learn knowledge and skill for a define
purpose”

MEANING OF TRAINING

Training is a organized procedure which bring about a semi permanent

change in behavior for definite purpose. The three main area involved are skill
knowledge and attitude (some time call social skills) but always with a definite
purpose in mind training is aimed at specific job based objective rather than the
broader society based aims of education it is important that due attention is paid to
training right from the training when one first starts doing a job.

The job will be really learned satisfactorily by making an individual repeat

and demonstrate step by step during instruction by keeping a watch fledge of close
intervals in the initial stages and by checking progress periodically later on one can
ensure that job will be all done for all time to come.

NEED OF TRAINING

The need for training in part depends upon the company’s selection and promotion
policies .Companies that attempt to employee only people who already have the
neede3d skills, place less emphasis on training. On the other hand, firms that stress
promotion from within may have to take special steps to ensure that employee
develop the skill which will be needed.

PRINCIPLES
PRINCIPLES OF TRAINING

 People must be interested in learning and be willing to learn before they

will accept training.
 The operational objective of the training should be know by those
responsible for in and by those involved in time constraints and
performance standard should be predetermined and also made known.
 Training must be granted to the individual need of those being trained and
be seen to be so.
 Training must be done either by a supervisor or manager or by an agency
acting within pattern fully understood and approved by the supervisor or
manager and which he will subsequently maintain an reinforce.
  People can learn by being told or shown how to do work but best of all from
the personal involvement of doing work to accepted standards under skilled
coaching.

 Training should be planned executed and evaluated systematically in the

contest of organization needs.

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure

the availability of a skilled and willing workforce to an organization. In addition to
that, there are four other objectives: Individual, Organizational, Functional, and
Societal.

Individual Objectives – help employees in achieving their personal goals, which

in turn, enhances the individual contribution to an organization.
Organizational Objectives – assist the organization with its primary objective by
bringing individual effectiveness.

Functional Objectives – maintain the department’s contribution at a level suitable

to the organization’s needs.

Societal Objectives – ensure that an organization is ethically and socially

responsible to the needs and challenges of the society

Importance of Training and Development

• Optimum Utilization of Human Resources – Training and Development helps in

optimizing the utilization of human resource that further helps the employee to
achieve the organizational goals as well as their individual goals.
• Development of Human Resources – Training and Development helps to
provide an opportunity and broad structure for the development of human
resources’ technical and behavioral skills in an organization. It also helps the
employees in attaining personal growth.

• Development of skills of employees – Training and Development helps in

increasing the job knowledge and skills of employees at each level. It helps to
expand the horizons of human intellect and an overall personality of the
employees.

• Productivity – Training and Development helps in increasing the productivity of

the employees that helps the organization further to achieve its long-term goal.

• Team spirit – Training and Development helps in inculcating the sense of team
work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to
learn within the employees.

• Organization Culture – Training and Development helps to develop and

improve the organizational health culture and effectiveness. It helps in creating the
learning culture within the organization.

• Organization Climate – Training and Development helps building the positive

perception and feeling about the organization. The employees get these feelings
from leaders, subordinates, and peers.

• Quality – Training and Development helps in improving upon the quality of

work and work-life.
• Healthy work-environment – Training and Development helps in creating the
healthy working environment. It helps to build good employee, relationship so that
individual goals aligns with organizational goal.

• Health and Safety – Training and Development helps in improving the health
and safety of the organization thus preventing obsolescence.

• Morale – Training and Development helps in improving the morale of the work
force.

• Image – Training and Development helps in creating a better corporate image.

• Profitability – Training and Development leads to improved profitability and

more positive attitudes towards profit orientation.

•Training and Development aids in organizational development i.e. Organization

gets more effective decision making and problem solving. It helps in understanding
and carrying out organizational policies

• Training and Development helps in developing leadership skills, motivation,

loyalty, better attitudes, and other aspects that successful workers and managers
usually display.

DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT

Points of Training Development

Differences

1. Meaning Training is an activity to Development means the

increase understanding, skill growth of employees at
 and attitude to perform every level of management
specific job in better ways. by planned and organized
process.

2. Aim/Purpose The best possible The best possible utilizati-

performance on the specific on of employees capabi -lity
job by the employee is its is it main aim.
own

3. Scope training is the part of Development is a wider,

development and also limited term. It includes education
in its scope. learning and training

4. Level of The training is imparted at The level of development is

persons lower level for employees higher and concerns senior
involved and junior managers. managers.

5. Duration Training is imparted for a It is continuing process and

fixed period unending activity in the
industry.
 CONCEPT OF TRAINING

1. The purpose of training is to help employee to meet company objectives by

providing opportunities for employee at all organizational level.

2. Employee in work organization tends to be most responsive to training

programmes when they feel the need to learn.

3. Learning is more efficient where there is reinforcement in the form of reward

and punishment.

4. In the long run award is more effective for changing behavior than
punishment.

5. Reward for the application of learned behavior is most useful when they
quickly follow the desired performance.

6. Larger the reward given for good performance greater will be the
reinforcement of the new behavior.

7. Negative reinforcement result in adequate performance.

8. Training that request the employees to make change in his value, altitudes and
social belief usually achieve better results. If the employees are encouraged to
participate, decrease and discover new behavior.

9. The employee should be provided with feedback on the process he utilizing

training he has received.

The training material should be made as meaningful as possible

 OBJECTIVE OF TRAINING

1. To prepare the employee both new and old to meet the present as well as the
changing requirement of the job and the organization.

2. To prepare employee for higher level.

3. To ensure smooth and efficient working of a department.

4. To develop potential of employee for next level job.

5. To increase productivity.

6. To improve quality

7. To meet future heaven resources requirements of the organization.

8. To improve organization climate.

9. To improve safety & health.

10. To promote individual and collective morale

ADVANTAGES OF TRAINING PROGRAM

A systematic training program offers the following advantages to the

organization.

1. It makes the worker committed and loyal to the organization by educating

him about the culture, philosophy and policies of the organization.

2. It helps in improving the quality and quantity of a worker's output.

3. It enables the worker to make the most economical and best use of materials
and equipment. This reduces spoiled work and damage to machinery.
 4. It gives a sense of satisfaction to the worker and makes him feel that he is
being properly cared for. So that, a worker's morale and his relation with
superior improve.

5. It develops in the worker effective work habits and methods of work,

thereby reducing the accident rate and the need for close supervision.

6. It instructs the worker toward better job adjustment and reduces the rate of
labour turnover and absenteeism.

7. It helps the bright but dronish employee to formulate his goals.

8. It facilitates promotion of workers to higher jobs and increases their market

value and earning power.

9. It helps in creating pool of trained personnel from which replacement can be

drawn to fill the loss of key personnel at any time.

IMPORTANCE OF TRAINING OBJECTIVES

Training objective is one of the most important parts of training program.

While some people think of training objective as a waste of valuable time. The
counterargument here is that resources are always limited and the training
objectives actually lead the design of training. It provides the clear guidelines and
develops the training program in less time because objectives focus specifically on
needs. It helps in adhering to a plan. Training objectives tell the trainee that what is
expected out of him at the end of the training program. Training objectives are of
great significance from a number of stakeholder perspectives,
1.Trainer
2.Trainee
3.Designer
4. Evaluator

1. Trainer – The training objective is also beneficial to trainer because

it helps the trainer to measure the progress of trainees and make the required
adjustments. Also, trainer comes in a position to establish a relationship
between objectives and particular segments of training.

2. Trainee – The training objective is beneficial to the trainee because it helps

in reducing the anxiety of the trainee up to some extent. Not knowing
anything or going to a place which is unknown creates anxiety that can
negatively affect learning. Therefore, it is important to keep the participants
aware of the happenings, rather than keeping it surprise.
Secondly, it helps in increase in concentration, which is the crucial factor to
make the training successful. The objectives create an image of the training
program in trainee’s mind that actually helps in gaining attention. Thirdly, if
the goal is set to be challenging and motivating, then the likelihood of
achieving those goals is much higher than the situation in which no goal is
set. Therefore, training objectives helps in increasing the probability that the
participants will be successful.

3. Designer – The training objective is beneficial to the training designer

because if the designer is aware what is to be achieved in the end then he’ll
 buy the training package according to that only. The training designer would
then look for the training methods, training equipments, and training content
accordingly to achieve those objectives. Furthermore, planning always helps
in dealing effectively in an unexpected situation. Consider an example; the
objective of one training program is to deal effectively with customers to
increase the sales. Since the objective is known, the designer will design a
training program that will include ways to improve the interpersonal skills,
such as verbal and non verbal language, dealing in unexpected situation i.e.
when there is a defect in a product or when a customer is angry.
Therefore, without any guidance, the training may not be designed
appropriately.

4. Evaluator – It becomes easy for the training evaluator to measure the

progress of the trainees because the objectives define the expected
performance of trainees. Training objective is an important to tool to judge
the performance of participants

METHODS OF TRAINING

There are various methods of training, which can be divided in to cognitive

and behavioral methods. Trainers need to understand the pros and cons of each
method, also its impact on trainees keeping their background and skills in mind
before giving training.

Cognitive methods are more of giving theoretical training to the trainees.

The various methods under Cognitive approach provide the rules for how to do
something, written or verbal information, demonstrate relationships among
concepts, etc. These methods are associated with changes in knowledge and
attitude by stimulating learning.

The various methods that come under Cognitive approach are:

  Lecture

 Demonstration

 Discussions

 Computer Based Training

 Intelligent Tutorial System

 Programmed Instruction

 Virtual Reality

Behavioral methods are more of giving practical training to the trainees. The
various methods under Behavioral approach allow the trainee to behavior in a real
fashion. These methods are best used for skill development.

The various methods that come under Behavioral approach are:

GAMES AND SIMULATIONS

BEHAVIOR-MODELING

BUSINESS GAMES

CASE STUDIES

EQUIPMENT STIMULATORS

IN-BASKET TECHNIQUE

ROLE PLAYS

These methods can be used effectively to change attitudes, but through

different means.
Another Method is MANAGEMENT DEVELOPMENT METHOD

MANAGEMENT DEVELOPMENT
DEVELOPMENT METHOD

The more future oriented method and more concerned with education of the
employees. To become a better performer by education implies that management
development activities attempt to instill sound reasoning process.

Management development method is further divided into two parts:

1. ON THE JOB TRAINING

The development of a manager’s abilities can take place on the job. The four
techniques for on-the job development are:

a) COACHING

b) MENTORING

c) JOB ROTATION

d) JOB INSTRUCTION TECHNIQUE (JIT)

A) COACHING

Coaching is one of the training methods, which is considered as a corrective

method for inadequate performance. According to a survey conducted by
International Coach Federation (ICF), more than 4,000 companies are using
coach for their executives. These coaches are experts most of the time outside
consultants.

A coach is the best training plan for the CEO’s because

  It is one-to-one interaction
 It can be done at the convenience of CEO
 It can be done on phone, meetings, through e-mails, chat
 It provides an opportunity to receive feedback from an expert
 It helps in identifying weaknesses and focus on the area that needs
improvement This method best suits for the people at the top because if we
see on emotional front, when a person reaches the top, he gets lonely and it
becomes difficult to find someone to talk to. It helps in finding out the
executive’s specific developmental needs. The needs can be identified
through 60 degree performance reviews.

B). MENTORING

Mentoring is an ongoing relationship that is developed between a senior and

junior employee. Mentoring provides guidance and clear understanding of how the
organization goes to achieve its vision and mission to the junior employee.

The meetings are not as structured and regular than in coaching. Executive
mentoring is generally done by someone inside the company. The executive can
learn a lot from mentoring. By dealing with diverse mentee’s, the executive is
given the chance to grow professionally by developing management skills and
learning how to work with people with diverse background, culture, and language
and personality types.

Executives also have mentors. In cases where the executive is new to the
organization, a senior executive could be assigned as a mentor to assist the new
executive settled into his role. Mentoring is one of the important methods for
preparing them to be future executives. This method allows the mentor to
determine what is required to improve mentee’s performance. Once the mentor
identifies the problem, weakness, and the area that needs to be worked upon, the
mentor can advise relevant training. The mentor can also provide opportunities to
work on special processes and projects that require use of proficiency.

SOME KEY POINTS ON MENTORING

 Mentoring focus on attitude development

 Conducted for management-level employees

 Mentoring is done by someone inside the company

 It is one-to-one interaction

 It helps in identifying weaknesses and focus on the area that needs

improvement

C). JOB ROTATION

For the executive, job rotation takes on different perspectives. The executive
is usually not simply going to another department. In some vertically integrated
organizations, for example, where the supplier is actually part of same organization
or subsidiary, job rotation might be to the supplier to see how the business operates
from the supplier point of view. Learning how the organization is perceived from
the outside broadens the executive’s outlook on the process of the organization, or
the rotation might be to a foreign office to provide a global perspective.

For managers being developed for executive roles, rotation to different

functions in the company is regular carried out.
 This approach allows the manger to operate in diverse roles and understand
the different issues that crop up. If someone is to be a corporate leader, they must
have this type of training. A recent study indicated that the single most significant
factor that leads to leader’s achievement was the variety of experiences in different
departments, business units, cities, and countries.

An organized and helpful way to develop talent for the management or

executive level of the organization is job rotation. It is the process of preparing
employees at a lower level to replace someone at the next higher level. It is
generally done for the designations that are crucial for the effective and efficient
functioning of the organization.

Benefits of Job Rotation

Some of the major benefits of job rotation are:

 It provides the employees with opportunities to broaden the horizon of

knowledge, skills, and abilities by working in different departments,
business units, functions, and countries

 Identification of Knowledge, skills, and attitudes (KSAs) required

 It determines the areas where improvement is required

 Assessment of the employees who have the potential and caliber for filling
the position

D). JOB INSTRUCTION TECHNIQUE

Job Instruction Technique (JIT) uses a strategy with focus on knowledge (factual
and procedural), skills and attitudes development.
Procedure of Job Instruction Technique (JIT)

JIT consists of four steps:

Plan – This step includes a written breakdown of the work to be done because the
trainer and the trainee must understand that documentation is must and important
for the familiarity of work. A trainer who is aware of the work well is likely to do
many things and in the process might miss few things. Therefore, a structured
analysis and proper documentation ensures that all the points are covered in the
training program. The second step is to find out what the trainee knows and what
training should focus on. Then, the next step is to create a comfortable atmosphere
for the trainees’ i.e. proper orientation program, availing the resources,
familiarizing trainees with the training program, etc.

Present – In this step, trainer provides the synopsis of the job while presenting the
participants the different aspects of the work. When the trainer finished, the trainee
demonstrates how to do the job and why is that done in that specific manner.
Trainee actually demonstrates the procedure while emphasizing the key points and
safety instructions.
Trial – This step actually a kind of rehearsal step, in which trainee tries to perform
the work and the trainer is able to provide instant feedback. In this step, the focus
is on improving the method of instruction because a trainer considers that any error
if occurring may be a function of training not the trainee. This step allows the
trainee to see the after effects of using an incorrect method. The trainer then helps
the trainee by questioning and guiding to identify the correct procedure.

E). OFF THE JOB TRAINING

There are many management development techniques that an employee can

take in off the job. The few popular methods are:

 SENSITIVITY TRAINING

 TRANSACTIONAL ANALYSIS

 STRAIGHT LECTURES/ LECTURES

 SIMULATION EXERCISES

SENSITIVITY TRAINING

Sensitivity training is about making people understand about themselves and

others reasonably, which is done by developing in them social sensitivity and
behavioral flexibility.

 Social sensitivity in one word is empathy. It is ability of an individual to

sense what others feel and think from their own point of view.

 Behavioral flexibility is ability to behave suitably in light of understanding.

PROCEDURE OF SENSITIVITY TRAINING

 Sensitivity Training Program requires three steps:

Unfreezing the old values – It requires that the trainees become aware of the
inadequacy of the old values. This can be done when the trainee faces dilemma in
which his old values is not able to provide proper guidance. The first step consists
of a small procedure:

• An unstructured group of 10-15 people is formed.

• Unstructured group without any objective looks to the trainer for its
guidance

• But the trainer refuses to provide guidance and assume leadership

• Soon, the trainees are motivated to resolve the uncertainty

• Then, they try to form some hierarchy. Some try assume leadership role
which may not be liked by other trainees

• Then, they started realizing that what they desire to do and realize the
alternative ways of dealing with the situation

Procedure of Sensitivity Training

Development of new values – With the trainer’s support, trainees begin to

examine their interpersonal behavior and giving each other feedback. The
reasoning of the feedbacks are discussed which motivates trainees to experiment
with range of new behaviors and values. This process constitutes the second step in
the change process of the development of these values.

Refreezing the new ones – This step depends upon how much opportunity the
trainees get to practice their new behaviors and values at their work place.

TRANSACTIONAL ANALYSIS

Transactional Analysis provides trainees with a realistic and useful method

for analyzing and understanding the behavior of others. In every social interaction,
there is a motivation provided by one person and a reaction to that motivation
given by another person. This motivation-reaction relationship between two
persons is a transaction.

Transactional analysis can be done by the ego states of an individual.

An ego state is a system of feelings accompanied by a related set of behaviors.

There are basically three ego states:

Child: It is a collection of recordings in the brain of an individual of behaviors,

attitudes, and impulses which come to her naturally from her own understanding as
a child. The characteristics of this ego are to be spontaneous, intense, unconfident,
reliant, probing, anxious, etc. Verbal clues that a person is operating from its child
state are the use of words like “I guess”, “I suppose”, etc. and non verbal clues
like, giggling, coyness, silent, attention seeking, etc.

Parent: It is a collection of recordings in the brain of an individual of behaviors,

attitudes, and impulses imposed on her in her childhood from various sources such
as, social, parents, friends, etc. The characteristics of this ego are to be
overprotective, isolated, rigid, bossy, etc. Verbal clues that a person is operating
from its parent states are the use of words like, always, should, never, etc and non-
verbal clues such as, raising eyebrows, pointing an accusing finger at somebody,
etc.

Adult: It is a collection of reality testing, rational behavior, decision-making, etc.

A person in this ego state verifies, updates the data which she has received from
the other two states. It is a shift from the taught and felt concepts to tested
concepts.

All of us evoke behavior from one ego state which is responded to by the
other person from any of these three states.

Lectures

It is one of the oldest methods of training. This method is used to create

understanding of a topic or to influence behavior, attitudes through lecture. A
lecture can be in printed or oral form. Lecture is telling someone about something.
Lecture is given to enhance the knowledge of listener or to give him the theoretical
aspect of a topic. Training is basically incomplete without lecture. When the trainer
begins the training session by telling the aim, goal, agenda, processes, or methods
that will be used in training that means the trainer is using the lecture method. It is
difficult to imagine training without lecture format. There are some variations in
Lecture method. The variation here means that some forms of lectures are
interactive while some are not.

Straight Lecture: Straight lecture method consists of presenting information,

which the trainee attempts to absorb. In this method, the trainer speaks to a group
about a topic. However, it does not involve any kind of interaction between the
trainer and the trainees. A lecture may also take the form of printed text, such as
books, notes, etc. The difference between the straight lecture and the printed
material is the trainer’s intonation, control of speed, body language, and visual
image of the trainer. The trainer in case of straight lecture can decide to vary from
the training script, based on the signals from the trainees, whereas same material in
print is restricted to what is printed. A good lecture consists of introduction of the
topic, purpose of the lecture, and priorities and preferences of the order in which
the topic will be covered.

MAIN FEATURES OF LECTURE METHOD

Some of the main features of lecture method are:

• Inability to identify and correct misunderstandings

• Less expensive

• Can be reached large number of people at once

• Knowledge building exercise

GAMES AND SIMULATIONS

Games and Simulations are structured and sometimes unstructured, that are
usually played for enjoyment sometimes are used for training purposes as an
educational tool. Training games and simulations are different from work as they
are designed to reproduce or simulate events, circumstances, processes that take
place in trainees’ job.

A Training Game is defined as spirited activity or exercise in which trainees

compete with each other according to the defined set of rules.

Simulation is creating computer versions of real-life games. Simulation is about

imitating or making judgment or opining how events might occur in a real
situation. It can entail intricate numerical modeling, role playing without the
support of technology, or combinations.

Training games and simulations are now seen as an effective tool for training
because its key components are:

• Challenge

• Rules

• Interactivity

These three components are quite essential when it comes to learning. Some of the
examples of this technique are:
Follow-up – In this step, the trainer checks the trainee’s job frequently after the
training program is over to prevent bad work habits from developing.

TRAINING-DESIGN

The design of the training program can be undertaken only when a clear
training objective has been produced. The training objective clears what goal has to
be achieved by the end of training program i.e. what the trainees are expected to be
able to do at the end of their training. Training objectives assist trainers to design
the training program.

The trainer – Before starting a training program, a trainer analyzes his technical,
interpersonal, judgmental skills in order to deliver quality content to trainers.

The trainees – A good training design requires close scrutiny of the trainees and
their profiles. Age, experience, needs and expectations of the trainees are some of
the important factors that affect training design.

Training climate – A good training climate comprises of ambience, tone, feelings,

positive perception for training program, etc. Therefore, when the climate is
favorable nothing goes wrong but when the climate is unfavorable, almost
everything goes wrong.

Trainees’ learning style – the learning style, age, experience, educational

background of trainees must be kept in mind in order to get the right pitch to the
design of the program.
Training strategies – Once the training objective has been identified, the trainer
translates it into specific training areas and modules. The trainer prepares the
priority list of about what must be included, what could be included.

Training topics – After formulating a strategy, trainer decides upon the content to
be delivered. Trainers break the content into headings, topics, ad modules. These
topics and modules are then classified into information, knowledge, skills, and
attitudes.

Sequence the contents – Contents are then sequenced in a following manner:

• From simple to complex

• Topics are arranged in terms of their relative importance

• From known to unknown

• From specific to general

• Dependent relationship

Training tactics – Once the objectives and the strategy of the training program
becomes clear, trainer comes in the position to select most appropriate tactics or
methods or techniques. The method selection depends on the following factors:

• Trainees’ background

• Time allocated

• Style preference of trainer

• Level of competence of trainer

• Availability of facilities and resources, etc

Constraints – The various constraints that lay in the trainers mind are:

• Time

• Accommodation, facilities and their availability

• Furnishings and equipments

• Budget

• Design of the training, etc

TRAINING IMPLEMENTATION

To put training program into effect according to definite plan or procedure is

called training implementation. Training implementation is the hardest part of the
system because one wrong step can lead to the failure of whole training program.
Even the best training program will fail due to one wrong action.

Training implementation can be segregated into:

• Practical administrative arrangements

• Carrying out of the training

Implementing Training

Once the staff, course, content, equipments, topics are ready, the training is
implemented. Completing training design does not mean that the work is done
because implementation phase requires continual adjusting, redesigning, and
refining. Preparation is the most important factor to taste the success. Therefore,
following are the factors that are kept in mind while implementing training
program:

The trainer – The trainer need to be prepared mentally before the delivery of
content. Trainer prepares materials and activities well in advance. The trainer also
set grounds before meeting with participants by making sure that he is comfortable
with course content and is flexible in his approach.

Physical set-up – Good physical set up is pre-requisite for effective and successful
training program because it makes the first impression on participants. Classrooms
should not be very small or big but as nearly square as possible. This will bring
people together both physically and psychologically. Also, right amount of space
should be allocated to every participant.

Establishing rapport with participants – There are various ways by which a

trainer can establish good rapport with trainees by:

• Greeting participants – simple way to ease those initial tense moments

• Encouraging informal conversation

• Remembering their first name

• Pairing up the learners and have they familiarized with one another

• Listening carefully to trainees’ comments and opinions

• Telling the learners by what name the trainer wants to be addressed

• Getting to class before the arrival of learners

• Starting the class promptly at the scheduled time

• Using familiar examples

• Varying his instructional techniques

• Using the alternate approach if one seems to bog down

Reviewing the agenda – At the beginning of the training program it is very

important to review the program objective. The trainer must tell the participants the
goal of the program, what is expected out of trainers to do at the end of the
program, and how the program will run. The following information needs to be
included:

• Kinds of training activities

• Schedule

• Setting group norms

• Housekeeping arrangements

• Flow of the program

• Handling problematic situations

TRAINING EVALUATION

The process of examining a training program is called training evaluation.

Training evaluation checks whether training has had the desired effect. Training
evaluation ensures that whether candidates are able to implement their learning in
their respective workplaces, or to the regular work routines.

Purposes of Training Evaluation

The five main purposes of training evaluation are:

Feedback: It helps in giving feedback to the candidates by defining the objectives
and linking it to learning outcomes.

Research: It helps in ascertaining the relationship between acquired knowledge,

transfer of knowledge at the work place, and training.

Control: It helps in controlling the training program because if the training is not
effective, then it can be dealt with accordingly.

Power games: At times, the top management (higher authoritative employee) uses
the evaluative data to manipulate it for their own benefits.

Intervention: It helps in determining that whether the actual outcomes are aligned
with the expected outcomes.
 PROCESS OF TRAINING EVALUATION

Before Training: The learner’s skills and knowledge are assessed before the
training program. During the start of training, candidates generally perceive it as a
waste of resources because at most of the times candidates are unaware of the
objectives and learning outcomes of the program. Once aware, they are asked to
give their opinions on the methods used and whether those methods confirm to the
candidates preferences and learning style.

During Training: It is the phase at which instruction is started. This phase usually
consist of short tests at regular intervals

After Training: It is the phase when learner’s skills and knowledge are assessed
again to measure the effectiveness of the training. This phase is designed to
determine whether training has had the desired effect at individual department and
organizational levels. There are various evaluation techniques for this phase.
 TECHNIQUES OF EVALUATION

The various methods of training evaluation are:

• Observation

• Questionnaire

• Interview

• Self diaries

DEVELOPMENT OF EMPLOYEES INTRODUCTION

Every organization and individual wants to develop and progress for their
survival & attainment of mutual goal in competitive market. So training and
development programs are necessary for every organization to survive in
competitive market.

The modern business environment requires that the business enterprise

should go on developing its own employees to take up higher positions. It is rightly
said that development of employees, capable of efficiently taking higher position is
more important than producing goods at cheaper rates.

According to Peter Ducker, "An institution which cannot produce its own
managers will die. From overall points of view the ability of an institution to
produce managers is more important than its ability to produce goods efficiently
and cheaply."

OBJECTIVE

 To prepare old and new employees to meet the present as well as changing
environment of job & organization.
  To improve the health & safety of employees.

 To develop the potential of employees for the next level job.

 To make employees aware about new techniques & culture in organization.

 To ensure smooth & efficient working of a department

DEVELOPMENT NEEDS IDENTIFICATION

Development needs should be derived from one or more of the following

processes:

a) Annual Performance planning & review: -

The development needs will be identified by the appraiser &the appraisee jointly at
the time of annual appraisal discussions, in context of the competencies identified
for a particular position.

b) Learning & Development plan cycle: -

The development plan roll out will be from July to June. This has been done to
ensure that relevant data from the annual performance management exercise is also
available.

LEARNING & DEVELOPMENT PLANS

Learning calendar

The learning Calendar puts together the purpose, contents, target audience,
duration and follow up details for each of the programs planned during the year. It
intends to meet the need of having a planned and structured intervention, which
provides the flexibility to choose and plan individual and departments, time and
addresses and the learning and development needs of the organization.

INTERVENTION TRAININGS
TRAININGS

Based on specific requirements of the specific function or a functional group, there

might be a need to carry out training/organizational interventions or send
individuals to management development programs.

These initiatives will be highly customized to the specific requirements of the

function, and can only be initiated once a functional head specifically articulates a
need.

LEARNING STYLES:

Individuals bring unique characteristics to learning and development situation.

Understanding one’s preferred learning style allow an individual to select and
structure learning situations and more effectively and in so doing to maximize
his/her personal development. There are 4 main learning styles:

A).Learning by observing others

Individuals who learn in this way prefer, to be able to think about new
information quietly and draw conclusions. Watching someone perform a task or
process and observing the skills and behavior that person demonstrates might be a
preferred learning activity. Learning by observing other is a more passive form of
learning used in activities such as role modeling or shadowing.
B).Learning by doing/Action Learning/Experiential Learning

Some individuals prefer to learn by actively trying to master a new process or

procedure, often trail & error and self-review, as well as soliciting help from them
they can learn.

C). Learning by reading

Individuals who learn by reading like to see the logic and reasoning behind what
they are learning. They thrive on developing an intellectual understanding of new
process and reviewing exiting information to analyze various ideas and
approaches. They prefer to understand other individual’s experiences and ideas so
that a logical approach can be adapted to a specific context.

D). Learning by being coached

Individuals who prefer this style, like to relate new information to their practical
environment and to real life events. Receiving feedback on one’s performance
from someone else who observes one’s application of new skills and techniques
would be one way of achieving this preference. This learning style relies on trust,
good quality feedback and respect between the person who is giving and the one
who is receiving the feedback
 Compensation and
and Benefits
Compensation and benefits are critical aspects of HRM. They play key roles in
attracting the right people to organisations and encouraging effective performance.
Organisations which are able to link their compensation and benefits systems to
their overall strategies are likely to enjoy superior performance.

Compensation refers to financial rewards which employees receive for their work.
Generally, a distinction is made between the wages or salary on one hand and other
financial benefits, such as healthcare, superannuation, a vehicle, etc, on the other.
These non-salary components are generally referred to as "benefits", while the
wage or salary component is referred to as "compensation".

Compensation can play a major role in the pursuit of the organisation's goals by

• Attracting and retaining the kind of staff which the organisation needs to
pursue its strategy.

• Motivating staff to perform by rewarding them for performance which

furthers the pursuit of the organization's strategy.

• Keeping organizational costs under control by attempting to ensure that

the organization is getting value for money from its staff.
 2.4 HR Initiatives for a sustained Growth

Training emphasis for all employees at-least 7 days in a year, Up-
gradation of technical knowledge and skill through retraining and
monitoring of learning index.

Responsibility accounting & Subordinate development.

Inspiring people to become leaders at all levels this is done through
seminars.

Conducting Mass Communication Meetings at various levels like GM,
HOD etc. for providing an open platform for sharing the views related to
all the fields amongst employees.

Continuous enhancing of personal effectiveness through innovative
reward and recognition.

At the time of selection of the Employee the HR team considers the

following points-

WHY DO WE SELECT THE RIGHT EMPLOYEE????????????

We don’t want liability.

Personnel requirements vary from job to job

The intellectual, communication, logical, aptitude abilities may vary
person to person.

Your interests , objectives, goals may differ from our organization’s
interests.

You may cost us and can create problem for our company.
• Determining the need
• Job Audit
• Job description
• Personnel specifications

• Applicant Search and Resume Evaluation

• Finding Applicants
• Reviewing Resumes and Applications
• Analysis of recruitment strengths and weakness

• Candidate Assessment
• Interviews
• Testing
• Reference and credential check

• The Decision Making Process

• Making the Decision
• Notification
• Making an offer
 • Determining the need

Job Audit Job description Personnel (job)

specifications

Is it actually necessary
Define the duties and
Defines the special

to hire an additional responsibilities of the demands made by the
employee or replace job. job-physical
one.
Allows both the conditions, unusual

Consists of the job title, parties to have hours, or travelling
the major and minor mutual understanding away from home.
duties, necessary and start point of
qualification, experience discussion

In-depth study how this

position can be
enhanced and improved

• Attracting candidates
Source of Applicants Reviewing resumes and Analysis of recruitment
applications strengths and weakness

Professional agencies,
Reviewer needs to
Take care of matters

recruiters, and college eliminate as many of like local and national
placement centers. the responses as reputation of company,

Newspaper ads possible pay, working

e-cruiting and
Look for grammatical conditions

cybercruiting and spelling errors,
Aim is to prepare a

 overall appearance, good image of
qualification, company
experience, well
organized format,
accomplishments

• Candidate assessment
Preparing for the Testing Reference and
Effective Interview Credential Checks

Determine who will
It may be costly, so
Need to verify the

conduct the interviews take a correct decision college of candidate

Comparison shopping
To test the technical/
Easily don’t get
before interviewing aptitude skills accurate and effective

Applicants’ responses
Questions are framed references
and attitude during the depending upon the
interview should be job requirement
considered.

• Decision making process

Making the decision Notification Making offer

developing a candidate
Notification of
Offer must be send to

selection form selection must be send selected candidates as

Should be able to to selected candidates soon as possible.
justify the decision
Those not chosen

Emphasis upon ability, should be send a
team orientation, and rejection letter, or call
interpersonal skills. and thanking him/her
for his time, depending
upon the budget of
company.

Used the right criteria for

HR selection

Recruited effectively

Screened objectively

Interviewed

Right Employee prudently

 CHAPTER III : RESEARCH &
STUDY PART

3.1 Objective of the Research & Study

Study
The above study is aimed at:

To gain the overall idea about the organization.

To gain a firsthand knowledge about the structure and the functioning of the
various departments of NTPC.

To have an effective exposure of the actual working situation of NTPC,
Vindhyanagar.

To gain and enhance different managerial skills.

To study the rules and practices implemented at NTPC Vindhyanagar,
depending on the local environment and circumstances.

To see the applicability and usability of theory which have been taught to us
during the first year of the course?

To find out the performance of the Human Resource Management System in
terms of the Training and Development of the employees of the
organization.

To find out the future requirements of Training &development for NTPC.

Depending on the studies as stated above suggest some new innovative ideas
which may beneficial to the organization.
 Methodology
The information was collected from various sources which are listed below:-

From the official documents.

From records and manuals of different departments of the organization.

From a close observation of the functioning of various departments of the
organization.

Last but not the least, knowledge, both negative and positive precipitated
through informal discussions with the employees of different departments.

Research Methodology :
Plan of Study
A proper and systematic approach is essential in any project work. Proper planning
should be done for conducting the data collection, completion and presentation of
the project. Each and every step must be so planned that it leads to the next step
automatically. This systematic approach is a blend of planning and organization
and major emphasis is given to interdependence of various steps.
The plan of this study is as follows:

A. Research Purpose: The purpose of the research was to know the criteria on
which investment of the company is raised every year and a favorable rate of
 return is arrived at, increasing the net result of the company as per their
budget.
B. Research Objective: The main objective of the research is:

To know the Business strategies & investment decisions.

To analyze the investment depending on internal rate of return.

Scope and Limitations:

Limitations:

Research Boundaries: This study is based on the consolidated data of the

organization; as such the IRR cannot be calculated region wise.
Limitation of the study:

The time was a big constraint as the two months was a short span of time.

As the respondents are on high designations, reaching them was hectic task.

The respondents were to be reached through emails and by personal contacts
and the time were not enough to get the response about the quarries and
doubts raised.
Research design: Research design helps in proper collection and analysis of the
data. It helps in further course of action.
Research approach: The most appropriate research is Descriptive. This is
because the goal of the study is clear and a detailed research will help to
understand the concept better.
Classification of Data: The data used for this study is Primary data and
Secondary data. Primary data includes the information collected mainly from the
office. This has served as primary source of data for this study. Secondary data
includes the information gathered from various websites.
Sampling Technique: The sampling procedure employed for this project is
judgmental sampling, a convenience sampling technique in which elements are
based on the judgment of researcher.
Statistical Analysis;

Information collected was classified and tabulated for further analysis.

Calculations were done for the interpretation of the data e.g. Discount factor,
Averages, etc.

The report is covered with various data and tables on which the project has
been carried out.
Software tools used for the data analysis: The software tool used for data
analysis is MS WORD & MS EXCEL.

Limitations of the Study

The limitations faced during the summer course are:-

First – it was not possible to study various aspect of the organization in
detail.

Employees were apprehensive of secrecy of data and therefore hesitated in
disclosing all the data regarding some of the points concerning to this study.

As this is a general study, hypothesis could not be drawn.

Some executives could not afford time because of their busy schedule.

Problem Signs at NTPC


In 2006-07, NTPC had lost 130 employees mostly to the private
sector.

The Corporation is concerned over the attrition issue, it is looking at it
as an opportunity to create a talent pool within the organization.

Sources say it will not be possible to match the high packages being
offered by the private sector.

The power producer sees a lot of turnover in respect to employees
leaving the public sector firm. While about 500 people leave NTPC
every year, 400 to 500 people retire on an annual basis.

No Decision Support System in Data ware house , so this creates gap
between the past and future communication.
 CHAPTER IV: DATA REPRESENTATION
& ANALYSIS
Place: Various Departments of NTPC

Method: Questionnaire Method

Respondent: 100

1. The training centre at my unit is well equipped.

(i) Strongly agree (ii) Agree

(iii) Neither agrees nor disagrees (iv) Disagree

(v) Strongly disagree

1 Srongly Agree

6% 2%
12% 2 Agree

3 Neither Agree Nor

Disagree
20% 60% 4 Disagree

5 Srongly Disagree

2. Training centre at unit is well maintained.

(i) Strongly agree (ii) Agree

(iii) Neither agrees nor disagrees (iv) Disagree

(v) Strongly disagree

2. Training centre at unit

is well maintained.
5% 3% 2%
40%

50%

3. A mix of internal and external faculty takes training session at EDC.

(i) Strongly agree (ii) Agree

(iii) Neither agrees nor disagrees (iv) Disagree

(v) Strongly disagree

 1 Srongly Agree

5% 0% 15% 2 Agree

3 Neither Agree Nor

Disagree
4 Disagree
80%
5 Srongly Disagree

4. Most training needs of employees are addressed by the local EDC.

(i) Strongly agree (ii) Agree

(iii) Neither agrees nor disagrees (iv) Disagree

(v) Strongly disagree

 1 Srongly Agree
5% 5% 0%
2 Agree
42%
3 Neither Agree Nor
Disagree
4 Disagree
48%
5 Srongly Disagree

5. Faculty knowledge and training methodology at EDC are to my satisfaction.

(i) Strongly agree (ii) Agree

(iii) Neither agrees nor disagrees (iv) Disagree

(v) Strongly disagree

 3% 2%0% 1 Srongly Agree
20%

2 Agree

3 Neither Agree Nor

Disagree
4 Disagree
75%
5 Srongly Disagree

6. Training nomination takes place as per the training needs of the employee.

(i) Strongly agree (ii) Agree

(iii) Neither agrees nor disagrees (iv) Disagree

(v) Strongly disagree

1 Srongly Agree

10% 0%
27% 2 Agree

3 Neither Agree Nor

Disagree
4 Disagree
63%
5 Srongly Disagree
7. Reporting officer takes active interest in training of their subordinate.

(i) Strongly agree (ii) Agree

(iii) Neither agrees nor disagrees (iv) Disagree

(v) Strongly disagree

1 Srongly Agree
0% 3%
3% 30% 2 Agree

3 Neither Agree Nor

Disagree
4 Disagree
64%
5 Srongly Disagree

8. Employees are given as per their development plan by their reporting

officer for job rotation etc.

(i) Strongly agree (ii) Agree

(iii) Neither agrees nor disagrees (iv) Disagree

(v) Strongly disagree

 1 Srongly Agree

5% 2% 3% 2 Agree
33%
3 Neither Agree Nor
Disagree
4 Disagree
57%
5 Srongly Disagree

9. Employees actively apply their learning from training at work place.

(i) Strongly agree (ii) Agree

(iii) Neither agrees nor disagrees (iv) Disagree

(v) Strongly disagree

1 Srongly Agree

2% 6% 19%
10% 2 Agree

3 Neither Agree Nor

Disagree
4 Disagree
63%
5 Srongly Disagree
10. Employees are given time for attending training programs.

(i) Strongly agree (ii) Agree

(iii) Neither agrees nor disagrees (iv) Disagree

(v) Strongly disagree

1 Srongly Agree

1% 7%
2% 17% 2 Agree

3 Neither Agree Nor

Disagree
4 Disagree
73%
5 Srongly Disagree

11. In my opinion training and development system of NTPC adds value to

organization.

(i) Strongly agree (ii) Agree

(iii) Neither agrees nor disagrees (iv) Disagree

(v) Strongly disagree

 1 Srongly Agree

13% 2 Agree
3%
4% 23%
3 Neither Agree Nor
57% Disagree
4 Disagree

5 Srongly Disagree

12. I look forward to take up special assignment as a part of cross functional

teams.

(i) Strongly agree (ii) Agree

(iii) Neither agrees nor disagrees (iv) Disagree

(v) Strongly disagree

1 Srongly Agree

9% 12% 2 Agree
9%
12%
3 Neither Agree Nor
Disagree
4 Disagree
58%
5 Srongly Disagree
13. All employees in my department get nominated for training programs
uniformly.

(i) Strongly agree (ii) Agree

(iii) Neither agrees nor disagrees (iv) Disagree

(v) Strongly disagree

1 Srongly Agree

10% 5% 18% 2 Agree

5%
3 Neither Agree Nor
Disagree
4 Disagree
62%
5 Srongly Disagree

14. Employees in my department almost get same number of training man

days per annum.

(i) Strongly agree (ii) Agree

(iii) Neither agrees nor disagrees (iv) Disagree

(v) Strongly disagree

 1 Srongly Agree

13% 4% 11% 2 Agree

3 Neither Agree Nor

Disagree
23%
4 Disagree
49%

5 Srongly Disagree

15. Seniors readily share their knowledge and experience with their juniors.

(i) Strongly agree (ii) Agree

(iii) Neither agrees nor disagrees (iv) Disagree

(v) Strongly disagree

1 Srongly Agree

3% 15% 2 Agree

43% 3 Neither Agree Nor

Disagree
35% 4 Disagree
4%
5 Srongly Disagree
16. People openly share their knowledge and ideas with each other.

(i) Strongly agree (ii) Agree

(iii) Neither agrees nor disagrees (iv) Disagree

(v) Strongly disagree

1 Srongly Agree

3%
22% 2 Agree
30%
3 Neither Agree Nor
Disagree
4 Disagree
7% 38%
5 Srongly Disagree

17. I have imported adequate training needed to carry out my responsibility

effectively.

(i) Strongly agree (ii) Agree

(iii) Neither agrees nor disagrees (iv) Disagree

(v) Strongly disagree

 1 Srongly Agree

7% 4%
2 Agree
11% 32%

3 Neither Agree Nor

Disagree
4 Disagree
46%
5 Srongly Disagree

18. I feel NTPC as an organization is committed towards training and

development of its employees.

(i) Strongly agree (ii) Agree

(iii) Neither agrees nor disagrees (iv) Disagree

(v) Strongly disagree

1 Srongly Agree

5% 3% 2% 2 Agree
28%

3 Neither Agree Nor

Disagree
4 Disagree
62%
5 Srongly Disagree
 SUGGESTIONS
SUGGESTIONS

1. Training nominations must be made in accordance with the identified

training need of each employees.

2. Training of subordinates may be made mandatory KPA for each reporting

officers .In addition training impact assessment study may be carried out for
a least technical /job related training programme.

3. Critical incident diary may be maintained by reporting officers to check

time to time the improvement of their skill/performance.

4. Reporting officers must be maintained to their diary for before joining to the
training programme and returning to the training programme what are the
improvement to their skills and knowledge.
 CONCLUSION
The training season was very educational and informative. Being
a BHARAT MAHARATNA, the NTPC have good harmonic relationship and co-
ordination between the staff members. As the vocational training seem laborious
job to get in touch with the activities. It was nobility of people to provide the
information and required theoretical background at their continuous job hour. Most
of the equipments were technically strong for huge production. Doing training in
NTPC, I hope it would be useful in my future not only in academic but also in
professional carrier. Electricity is much more than just another commodity. It is the
life-blood of the economy and our quality of life. Failure to meet the expectations
of society for universally available low-cost power is simply not an option. As the
world moves into the digital age, our dependency on power quality will grow
accordingly. The infrastructure of our power delivery system and the strategies and
policies of our insurers must keep pace with escalating demand. Unfortunately,
with the regulators driving toward retail competition, the utility business priority is
competitiveness (and related cost-cutting) and not reliability.
 BIBLIOGRAPHY

 Handbook of NTPC Ltd.

 Annual Report of NTPC Ltd.2008 – 09,2009-10

 Corporate HR Manual 2006, NTPC Ltd.

 A manager’s guide to performance management, second edition;

(Improvement & Development Agency)

 www.ntpc.co.in

 www.scribd.com

 www.citehr.com

 www.managementparadise.com

 www.constructionupdate.com

 www.reportlinker.com

 http://goliath.ecnext.com/com2/product-compint-0000470912-page.html

 http://biz.yahoo.com/ic/57/57108.html

 www.managementparadise.com/ntpc/report_annual

 http://en.wikipedia.org/wiki/national_thermal_power_corporation

 http://wwwnagpurpulse.com/hrm-pick-ntpc
REMARKS