PARTICULAR Page no

1 DECLARATION

APPROVAL
2
3 ACKNOWLEDGEMENT

4 PREFACE

5 EXECUTIVE SUMMARY

6 ABOUT THE TOPIC

7 OBJECTIVE OF THE STUDY

8 SIGNIFICANCE OF THE STUDY

9 RESEARCH METHODOLOGY

10 DATA INTERPRETATION

11 CONCLUSION

12 LIMITATIONS OF THE STUDY

13 BIBLIOGRAPHY
 DECLARATION

I hereby declare that the research report entitled TRAINING submitted by me, PREETI

SHARMA, to Step Hbti, Kanpur in partial fulfillment of the requirement for the award of

the degree of Post Graduate Diploma in Management (Human Resource and Marketing).

This is a record of the bonafide internship work carried out by me under the guidance

Ms.RASHI SAXENA. I further declare that the work reported and declared in this

research report has not been submitted and will not be submitted, either in part or in full,

for the award of any other Degree or any other Diploma in this Institute or any other

Institute or University.

This research report has the requisite standard for the partial fulfillment of the Post

Graduate Diploma in Management. To the best of our knowledge, no part of this report

has been reproduced from any other report and the contents are based on original

research.

I am aware that in case of non-compliance, Step-Hbti is entitled to cancel the report.

PREETI SHARMA
STUDENT

STEP-HBTI, KANPUR
 APPROVAL
After joint consultation with my Research Guide, , and my Faculty Guide,

Ms.Rashi Saxena, I have made this report according to the guidelines provided by them.

No part of this report has been copied or made out of the guidelines provided. I further

declare that the work reported and declared in this internship report has not been

submitted and will not be submitted, either in part or in full, for the award of any other

Degree or any other Diploma in this Institute or any other Institute or University.

I would request my Industry Guide and my Faculty guide to provide their approval for

this report and give their kind guidance for further improvement in this report, if any.

RESEARCH GUIDE FACULTY GUIDE

FACULTY FACULTY

STEP HBTI, KANPUR STEP HBTI,KANPUR

 ACKNOWLEDGEMENT

Every project involves the contribution of many people and no project is complete

without a mention of all those who contributed to its existence, however an expression of

thanks, no matter how existence is complete or adequate. This project also bears the

imprint of many people and it is a great pleasure to acknowledge them.

It is indeed a privilege to express my gratefulness to Ms RASHI SAXENA for giving me

this opportunity. My experience was overwhelming and enriching. In the preparation

period, I had experienced a lot and learned many things.

She has been a consistent help at every stage of my research. I would like to extend my

heartfelt gratitude to my research guide .. for the motivation and

guidance that he provided me and made my research a success.

Sincerely,

PREETI SHRMA

Post Graduate Diploma in Management- Human Resource & Marketing

STEP/15/020
STEP-HBTI, KANPUR

Date: MAR 3, 2017

PREFACE

I am undertaking this study as a Research Project requirement by the STEP-HBTI,

KANPUR for completion of my PGDM Program. The project requires me to undergo a

study for two weeks during the course of which I have to satisfactorily perform the

project requirements.

The project assigned to me as TRAINING & DEVELOPMENT AND ITS

EFFECTIVENESS in NTPC NOIDA. This project helps in development of new skill

and development programmes for the employee of NTPC NOIDA.

 EXECUTIVE SUMMARY

Every organization needs to have well trained and experienced people to perform the
activities that have to be done. If current or potential job occupants can meet these
requirements, training is not important. When this not the case, it is necessary to raise the
skills levels and increase the versatility and adaptability of employees.

It is being increasing common for individual to change careers several times during their
working lives. The probability of any young person learning a job today and having
those skills go basically unchanged during the forty or so years if his career is extremely
unlikely, may be even impossible. In a rapid changing society employees training is not
only an activity that an organization must commit resources to if it is to maintain a viable
and knowledgeable work force.
The entire project talks about the training and development in theoretical as well as new
concepts, which are in trend now. Here we have discussed what would be the input of
training if we ever go for and how can it be good to any organization in reaping the
benefits from the money invested in terms like (ROI )i.e. return on investment. What are
the ways we can identify the training need of any employees and how to know what kind
of training he can go for?
Training being in different aspect likes integrating it with organizational culture. The best
and latest available trends in training method, the benefits which we can derive out of it.
How the evaluation should be done and how effective is the training all together. Some of
the companies practicing training in unique manner a lesson for other to follow as to how
train and retain the best resource in the world to reap the best out of it.

Development is integral part of training if somebody is trained properly and efficiently

the developments of that individual and the company for whom he is working. Here we
discussed about development of employees, how much to identify the needs, and after
developing how to develop executive skill to sharpen their knowledge. Learning should
be continues process and one should not hesitate to learn any stage. Learning and
developing is fast and easy at NTPC Noida

ABOUT THE TOPIC

TRAINING & DEVELOPMENT AND ITS EFFECTIVENESS

Improving business performance is a journey, not a destination. Business

performance rises and falls with the ebb and flow of human performances. HR
professionals lead the search for ways to enhance the effectiveness of the employees in
their jobs today and prepare them for tomorrow.

Over the years training programmes have grown into corporate with these goals
into mind. Training programmes should enhance the performance and enrich the
contributions of the workforce. The ultimate goal of the training is to develop appropriate
talent in the workforce internally.

In India training, as an activity, has been going on as a distinct field

with its own roles, structures and budgets, but it is still young, this field is however
expanding fast but controversy seems to envelop any attempt to find benefits
commensurate with the escalating costs of the training.

Training has made significant contributions to development of all kinds.

Training is essential; doubts arise over its contribution in practice. Complaints are
growing over its ineffectiveness and waste.

The training cost and apparatus have multiplied but not benefits.
Dissatisfaction persists and growing at the working level where the benefits of the
training should show up most clearly.

This disillusionment shows in many ways- reluctance to send the most promising people
for training, inadequate use of personnel after training etc. With this disillusionment
mounting in the mid of expansion training has entered a dangerous face of its
development.

Training is neither a panacea for all ills nor its a waste of time. What is required is an
inside vision into what training can or cant do and skills in designing and carrying out
training effectively and economically.
Search light of enquire may make the task and challenges stand out too starkly and too
simply. Using experience with training in India and other developing countries has this
advantage at the similar risk.

The contribution, that training can make development, is needed accurately and
obviously. At the same time limit resources available in these countries make this
contribution hard to come by. These lines are sharply drawn on the one hand, no promise
can be ignored, and on the other hand no waste is permissible.

FOCUS OF STUDY
How to be training effective ?

Postpone judgment: dont reject any idea

Create alternative frames of reference

Break the boundary of thinking

Examine a different aspect of the problem

Specify the resources and environment

Make a wish-list of solution

Borrow ideas from other fields

Look for process to change or eliminate

Think up alternative methods

Adopt another persons perspective

Question all Assumption

1.0 PHILOSOPHY:
1.1 The basic philosophy of the guidelines is to make training an effective instrument in
transforming NTPC into a learning organization

2.0 OBJECTIVES:
2.1 The objectives of the guidelines are to:
2.1.1 Make learning one of the fundamental values of the Company
2.1.2 Ensure value addition through training to the overall business process
2.1.3 Institutionalize learning opportunities that supplement work experience
2.1.4 Integrate organizational and individual developmental needs
2.1.5 Enable employees to keep abreast with the latest knowledge and skills and enable
them to undertake current and future responsibilities in a more effective manner.
2.1.6 Provide linkages between the different functionaries of training activity
2.1.7 Provide linkages of training activity with overall Human Resource function.

3.0 COVERAGE:
3.1 The Training System shall cover all regular employees of the Company nominated for
training.

4.0 DEFINITIONS:

4.1 Training: Training shall include a training programme, seminar, convention,

workshop, symposium or any other structured learning or developmental programme,
based on organizational needs and/or Training Need Analysis.
4.2 Training Year: Training Year shall mean a period of one year commencing from 1 st
April till 31st March of the subsequent year.

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

conducted within the Company, exclusively for the regular employees of the Company,
with or without the assistance of external agency (ies).

4.4 External Training Programme: A training programme designed, developed and

conducted within India, by an outside agency, not exclusively for the employees of the
Company, and to which one or more employees of the Company may be nominated.

4.5 Planned Intervention: A grade/level/category-wise in-house training programme,

normally based on a template course design, and conducted to improve competency base
of employees as felt necessary by the organization. The List of current Planned
Interventions is given in Annexure I.

4.6 Need-based Programme: A training programme, designed, developed and conducted

on the basis of the developmental needs felt and identified for the employees concerned
in the Training Needs Form.
4.7 Specified Intervention: An external training programme or an in-house training
programme other than a Planned Intervention or a Need-based Programme, conducted to
improve certain specified competencies, as felt necessary by the organization.
4.8 Classification of Training Needs (for Need-based Programmes):
4.8.1 Essential: Developmental needs which, if not met, may affect job performance
4.8.2 Desirable:. Developmental needs which are necessary for personal development and
growth.
4.8.3 Short-term: Developmental needs which need to be fulfilled for immediate job
performance.
4.8.4 Long-term: Developmental needs which need to be fulfilled for future job
performance, in next two years or so.
5.0 TRAINING TARGET:

5.1 It shall be the endeavor of the Company to provide seven man days of training in a
training year to every employee.
5.2 Employees shall make full use of the Training Systems to support this endeavor to
create a learning organization.

6.0 AGENCIES OF TRAINING:

6.1 The agencies that shall deal with the training function in the Company shall include:
6.1.1 Power Management Institute: PMI shall be the apex-training institute and the nodal
agency for Training for the Company. It shall cater to the advanced training needs of all
executives of the Company. In case of employees of Corporate Centre, it shall cater to the
training needs of both executives and non-executives. It shall specialise in Management
Development and advanced technical areas including Information Technology and shall
serve as knowledge dissemination centre for the Company as a whole. It will also engage
in research and consultancy.
6.1.2 Unit Training Centers: Unit Training Centers shall cater to the training and
development needs of the employees of the respective units.
6.1.3 Simulator Training Centers: The Simulator training centers at Korba&Kawas,
designed to produce real time behavior of the Thermal and gas modules respectively,
shall cater to the needs of the corporation. In addition, depending on the availability of
resources, the Simulator training centers would also provide training to external
agencies / organizations, on commercial terms.
6.1.4 Regional HR group: The Regional HR group shall cater to the training and
development needs of the employees of the respective region. Wherever it is not feasible
for the Unit Training Centers to organize a specific programme, Regional HR group
would organize such a programme for the employees in the entire region. It would also
take an active and proactive part in finalization of the training calendars of each unit
within the region.
6.1.5 Corporate HR Group: HR Group shall co-ordinate external training programmes for
all the employees of Corporate Centre. It would also co-ordinate specified interventions
for targeted groups.
6.1.6 Departmental Training Co-ordinator: The Head of each Department shall nominate
an executive who shall, besides his normal functional assignment, co-ordinate the
training and related matters for the employees of the department. It shall be the
responsibility of the Departmental Training Co-ordinator for conducting Training Need
Analysis and so ensuring nomination of the employees of the department concerned to
training programmes that the Training Target of 7 man days of training for every
employee in a training year is achieved.

7.0 TRAINING NEEDS ANALYSIS (TNA):

7.1 The objectives of Training Need Analysis are to

7.1.1 Systematically identify developmental needs of employees
7.1.2 Integrate so-identified individual needs with organizational needs
7.1.3 Enhance relevance and acceptance of training programmes
7.2 Employees would identify their training needs once in two years. This is as per the
Training Plan implemented in 1998.
7.3 Each employee will identify his/her training needs in a maximum of four areas in
consultation with his reporting officer. The training needs expressed should be related to
the employees present responsibilities and his likely areas of future assignments.
7.4 Training Needs would be classified as Essential and Desirable along two time-frames
of short-term (for immediate job performance) and long-term (for future job performance,
in next two years or so ).
7.5 The identified needs would be prioritized in the following manner and would be
addressed accordingly:
7.5.1 Priority A Essential Short-term
7.5.2 Priority B Desirable short-term
7.5.3 Priority C Essential long-term
7.5.4 Priority D Desirable long-term
7.6 Training needs identification in case of executives would be done by the executive
concerned in consultation with his/her Reporting Officer in the Training Needs Form
enclosed at Annexure II.
7.7 Training needs identification in case of non-executives would be done by their
Reporting Officers in the Training Needs Form enclosed at Annexure III.
7.8 The Departmental Training Co-coordinator shall trigger the TNA exercise from 1 st
September, every second year, with the distribution of Training Need Forms. He/she
would consolidate and submit the filled up Training Need forms of Executives and Non-
Executives, of his/her department concerned to the respective Training Centre by 30th
October.

7.9 In case of projects/stations/units, based on such Training Need forms, a Department-

wise analysis would be done by the Training Centre of the Unit and discussed in Site
Management Committee/Heads of Department for evolving the yearly Training Calendar
for the next two years, by 15th November.
7.10 With a view to integrate the process of evolving of the Training Calendar and to
utilize Training resources optimally, the finalization of Training Calendars would be done
by Heads of Training in association with the Head of Personnel of the respective Regions
by 30th November.
7.11 In case of advanced training needs where it is not possible for the Training Centers
to design and conduct programmes, the same should be forwarded to PMI for designing
and conducting Company-level programmes and incorporation of the same in its Training
Calendar. For this purpose, the Heads of Personnel of Regions and PMI shall meet before
15th December for sharing Training Calendars of the Projects/Stations of the respective
Region and for providing inputs to the Training Calendar of PMI.
7.12 In case of training needs expressed by only a few employees and it is not viable to
design and conduct programmes at the project/station level, the Heads of Personnel / HR
of each Region would explore the possibility of conducting the programmes at the
Region-level either at the Regional Headquarters or in any of the Projects/Stations of the
Region, so that the training needs are not left unfulfilled for want of number of
employees.
7.13 In case of Company-level need-based programmes, the Training Need Analysis
forwarded by individual projects/stations and Corporate Centre would be consolidated by
PMI and the yearly training calendar for the next two years would be prepared
accordingly, by end February.
7.14 In case of Corporate Centre, the Training Need forms and Department-wise analysis
would be consolidated by PMI and the yearly supplementary training calendar for the
next two years would be prepared accordingly, after discussion with and acceptance of
the EDs/GMs of the respective departments, by 15th December.

8.0 TRAINING CODE DIRECTORY

8.1 A training code directory, listing out codes for various training courses/programmes
shall be evolved, maintained and circulated by PMI for uniform compilation and
classification of training needs identified and training programmes attended by
employees.

8.2 The needs may be analysed on the basis of the training course codes given in Code
Directory. All such courses, which do not appear in Directory, shall be marked as
AAAA for initial consideration/registration. Subsequently these would be reported to
PMI for inclusion in the Code Directory.

9.0 TRAINING CALENDAR:

9.1 The Heads of training from the Projects / Stations would meet in the Regional Head
Quarter during 1week of January to share training calendars. They would also provide
inputs to RHQ / PMI regarding programmes to be assigned to RHQ / PMI, from out of
the training needs identified by the employees of their respective projects.
9.2 Each Training Centre/PMI shall bring out, by 15th February every year, a Training
Calendar, specifying the schedules of the programmes, both planned interventions and
need-based interventions, planned to be conducted by it during the following training
year.
9.3 Each Training Centre shall circulate on bi-monthly basis calendar of programmes
scheduled for the next two months to all HODs and other Training Agencies.
9.4 The Training Calendars of the various Training Centres and of PMI would be widely
made available to all departments/sections at all plants/offices. Copies of Training
Calendar would also be kept in the Central Library of the Unit. Copies of Training
Calendar of one Project/Station would be circulated to other Training Centres and PMI by
15th March, for need-based utilization.
10.0 NOMINATION SYSTEM:
10.1 The objectives of the nomination system are
10.1.1 to ensure that employees are nominated to training in areas which are relevant to
their duties or which have been identified as their developmental needs
10.1.2 to ensure that opportunities to attend training programs are made available to all
employees to achieve the Training Target of average of seven man days of training in a
training year for each employee.

11.0 NOMINATION FOR TRAINING PROGRAMMES:

11.1 Planned Interventions:
11.1.1 The Training Centre/PMI would send to departmental training co-ordinates,
schedules for the next three programs of a planned intervention, who in turn shall seek
preferences for nomination from the employees in the target group and send the list of
employees to the Training Centre/PMI.
11.1.2 On the basis of the preferences received for nomination, the Training Centre/PMI
shall send confirmation.
11.2 Needs-Based:
11.2.1 The Training Agency will ensure that employees are normally nominated to
programs related to training needs identified.
11.2.2 An employee interested in attending any of the training programmes included in
the training calendar of the training Centre of respective Unit or PMI should forward
his/her request for nomination, through the reporting officer, at least two weeks before
the commencement of the programme.
11.3 External Training:
11.3.1 Employees may generally be considered for nomination to training programs only
in the areas identified in the Training Needs Analysis and after verifying if a similar
programme is being conducted in-house during the year.
11.3.2 Training centers shall, as far as possible, try to provide training to employees in-
house. Employees will normally be nominated for external programmes only for
advanced programmes or where conducting the programme in-house is not feasible.
12.0 PRE-PROMOTION TRAINING FOR SC/ST EMPLOYEES:

12.1 The Departmental Training Co-ordinator shall ensure that employees of Scheduled
Caste and Scheduled Tribe categories are adequately nominated to training programmes.
12.2 The Training Centers/PMI/Corporate HR Group shall also endeavor to organize pre-
promotion training programmes exclusively for SC/ST employees.

13.0 CATEGORISATION OF PROGRAMMES:

13.1 On the basis of duration, training programmes would be categorized as
13.1.1 Short-duration Up to Three days
13.1.2 Medium-duration Four days to ten training days
13.1.3 Long-duration Above ten training days
14.0 LIMIT ON THE NUMBER OF PROGRAMMES:
14.1 An employee may be nominated for training programmes within the limits stipulated
herein.
14.1.1 Short-duration Maximum of three in a year
14.1.2 Medium-duration Maximum of two in a year
14.1.3 Long-duration Once in two years
14.2 Relaxation of the limits on the number of training programmes for an employee in a
year as stipulated in Para 14.1 can be permitted by
i) Head of the Project concerned/ In case of Non-executives &
GM at CC Executives up to E4
ii) ED Up to E7
iii) Functional Director Full powers
15.0 INFORMATION REGARDING NOMINATION:
15.1 An employee will normally be informed through his Reporting Officer, by the
Training Agency, regarding his/her nomination for the programme preferably with a
notice of
15.1.1 3 days in case of short-duration progammes
15.1.2 7 days in case of medium-duration programmes
15.1.3 2 weeks in case of long-duration programmes

16.0 SHARING OF LEARNING:

16.1 Employees who have attended training programmes shall normally share their
learning with other employees in fora like Professional Circles, Quality Circles,
departmental meetings etc.
16.2 In case of medium and long-duration programmes for executives, the participant
shall submit an action plan to his Reporting Officer, with a copy marked to the Training
Agency, detailing the steps that would be taken by him/her for implementing the learning
in his/her job.
17.0 GENERAL:
17.1 The system shall be reviewed from time to time to keep it in line with the latest
trends in the area of Training and Development. The management reserves the right to
modify, cancel, add or amend any of these provisions at any time.

LITERATURE REVIEW

2.2 Need for basic purpose of training

To increase productivity.
To improve quality.
To help company to fulfill its future personnel needs.
To improve organization climate.
To improve health and safety.
Obsolescence Prevention.
Personal growth.
2.3 Types of training

There are many approaches of training.

Skill training: The need for training in basic skills (such as reading, writing,
computing, speaking, listening, problem solving, managing oneself, knowing how
to learn, working as part of a team, leading others)

Refresher training: Rapid changes in technology may force companies to go in for

this kind of training. It is conducted at regular intervals by taking the help of
outside consultants who specialize in a particular descriptive.

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

operations in areas other than their assigned job. It has following benefit:
1) Workers gain rich experience in handling diverse jobs.
2) They can better engineer their own carrier paths.
.
Team training: The training basically throws light on :
1) How members should communicate to each other.
2) How they have to cooperate and get ahead.
3) How they should deal with conflict situations.
 Diversity training: This training aims to create better cross-cultural sensitivity with
the aim of fostering more harmonious and fruitful working relationships among a
firms employees.

TRAINING METHODS

Training methods are usually classified by the location of instruction. Some of the widely
used training method are listed below:

1. Job instruction training (JIT): It is developed during II world war. Its including
preparation, presentation & performance. The four steps followed in the JIT
methods are:
a. The trainee receives an overview of the job, purpose and also clear focus on
the relevance of training.
b. The trainer demonstrates the job to handle it properly.
c. Employee does the job independently without supervision.
d. Trainee learns fast through practice and observation.
e. It is economical does not require any special setting
f. It is most suitable for unskilled and semi-skilled jobs.

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

by immediate supervisors. Coaching can be implemented when:
An employee demonstrates a new competency.
 An employee expresses interest in a different job.
An employee seeks feedback.
An employee is a expressing low morale, violating company policies or practices or
having performance problems.

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

acting as mentors, take under their wings new recruits or other junior
organizational members and imparts them their experience, knowledge, wisdom,
values etc.

Importance of mentoring:
There is an excellent opportunity to learn.
Constant guidance helps the men tee to be on track, using facilities to good
advantage.

4. Job Rotation: This kind of training involves the movement of trainee from one job
to another. This helps to have a general understanding of how the organizational
functions. The purpose of the job rotation is to provide trainees with a larger
organizational perspective and a greater understanding of different functional areas
as well as better sense of their own carrier objective and interest.
 Importance of job rotation:
Improves participants job skills, job satisfaction.
Provides valuable opportunities to network within the organization.
Offers faster promotion and higher salaries to quick learners.
Lateral transfer may be beneficial in rekindling enthusiasm and
developing new talents.

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

carpenters and trained through formal apprenticeship programmers. Apprentices
are trainees who spend a prescribed amount of time working with an experienced
guide, coach of trainee.

2.4 Importance of training:

Training offers innumerable benefits to both employees and employers. It makes the
employee more productive and more useful to an organization. The importance of
training can be studied under the following heads:
Benefits of the business
Benefits to the employees
Trained workers can wok more Training makes an employee
efficiently. useful to a firm.
They use machines, tools, and Training makes employees more
materials in a proper way. efficient and effective. By
combining materials, tools and
equipment in a right way.
Training improves the knowledge Training enables employees to
of employees regarding the use o secure promotions easily. They
machines and equipment. can realize the carrier goal
comfortably
Trained workers can show superior Training helps to employee to
performance and turn out better move one organization to another
performance and also better quality organization easily. by this he
goods by putting the materials, mobile and pursue career goals
tools, and equipment. actively.
Training makes employees more Training can contribute to higher
loyal
production,
to an organization.
fewer mistakes,
They greater
will job satisfaction and lower labour
be less inclined to leave the unit
where there are growth
opportunities.
TRAINING NEED ASSESSMENT

Training need assessment is the means where the training activity achieves this
relevance . It is a supportive link in the chain of activities which cater to the design,
develop and implement of the training activity .It forms an important part of a symbolic
system .The training process: -

Research Diagnosis

Identification of
Evaluation training needs

Training Objectives
Implementation/Training
Action

Training Plan
The Training process a cyclical system with interlocking elements.
Inner ring plots the course of design /develop.
Outer ring symbolizes a need for feedback/ validation.
TNA is shown as a sub-phase of the training need identification phase. The reason is that
it is necessary to determine that a training need exists before assessment can take place.
Thus training need identification is necessary to indicate the nature of solution, it is
therefore a decision making phase.

Pitfalls of training

Most of them are ill conceived

Have vague and general objective
Have a content that does not match the objectives
Fail to produce any significant changes or visible changes in behaviors /
performance

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

1) Knowledge
2) Skill
 3) Attitude
4) Supervision
5) Working condition including work load pressure
6) Job Design
7) Machines/Equipment/Materials
8) Work Group norm
9) Intra-group Conflict
10) Dissatisfaction/ Grievances

LEVELS OF CLASSIFICATION OF TRAINING NEEDS

At the Organizational level.

In respect of Occupational groupings.

At the individual level.

CLARIFYING THE TRAINING NEED

TNA
NEED

Knowledge

Training and development Skill

Results Interventions
Attitude

Other
Situation (with support or inhibiting variables)
In which result may be manifested.

FACTORS INHIBITING SUCCESSFUL TNA (Training Need Assessment)

1) Low status of trainers

2) Attitudes towards HRD

a) Attitudes of decision makers

b) Attitudes of recipients of training

3) Organization issues

4) Occupational issues

5) Lack of skill in gathering information

a) Strategic / Corporate plan

 b) Departmental plans
c) Employment records
d) Training and development records
e) Performance appraisal forms
f) Selection interview reports
g) Union representatives
h) Consultants
i) Project proposals
j) Customers feedback reports
k) Training instructors

TRAINING NEED INDICATORS

1. Organizational Plans
Projected changes in objectivesand programmes
Changes in structure
Changes in personnel
Changes in technology and/or procedures

2. Employee Records
High staff turn-over
High absenteeism
 High sick leave rates
Low performance ratings
Career paths

3. Work and Work Flow

Production Bottlenecks
Performance appraisals career
Fluctuation in production
Reports on public dissatisfaction with services

4. Staff Selection Policy

Qualifications of staff at functional level
Experience and training background of present staff

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

6. Job Knowledge
Technical phases.
Administrative phases.
Supervisory phases.
 7. Communication failures
Poor written and oral communications.
Failure of information to flow-up, down.
Semantic difficulties.
8. Supervision
Lack of clarity in work assignment
Improper handling of grievances
Lack of job interest
Poor coordination
Failure to motivate

2.7TRAINING EVALUATION

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

countries. It is defined as: -

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

programme in special as well as in financial terms.
Benefits of evaluation

Provides feedback for training performance.

Helps in validating and assessing aspects of training objectives and activities

Provides feedback of the quality of performance training staff.

Facilitates up gradation of training facilities.

Provides feedback for training need assessment.

Provides justification of training expenditure.

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

Potential Objects Of Evaluation

Re-Validation
1) Training Need Analysis
2) Training Objectives
3) Training Criteria
4) Training Strategy
5) Training Methods and Techniques

Re- Evaluation
1) Output of training
2) Facilities
3) Learning Aids
4) Organization and Administration of training
5) Instructors Contributions
6) Methods
Problems in the method Of Evaluation

Structural Problem

Money Criteria

Lack of support

Crisis Orientation

Learning Related Problems

Objectivity

Isolating the training contribution

Multiplicity of Indicators

Unreliability of Examinations

Decision making hierarchy in public enterpris

 Methods of Training Evaluation

Cost Benefit Analysis

It Includes: -

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

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

c) Comparing benefits with cost for decision-making

A. Cost Includes

a) Trainees Salaries

b) Fees to resource personnel

c) External course fees

d) Course expenditure e.g. Refreshments etc

e) Research and Development

B. Benefits Includes

a) Share of general overheads

b) Lost production, due to attendance at courses

c) Fixed Costs

Observation

It is accomplished: -
 1) Games

2) Practical assignment during training .

3) On the job assignments

4) Role play

Role Play

Surveys

Case Study

Participatory Evaluation And Follow Up Seminars

Projects Training And Development (T & D) Self Audit

It is valuable instrument for: -

1) Probing all aspects of training

2) Identifying those areas which should be upgraded

The audit involves a systematic detailed study of all T & D subsystems, e.g.
a) Philosophy and Goals

b) Policies

c) Decision making

d) Building and Facilities

 e) Management

f) Curriculum

g) Implementation and Results

OBJECTIVES OF THE PROJECT

The project is entitled as, Training and Development and its Effectiveness.

To acquire a thorough knowledge base on subject of Training and Development.

 To study how Training and Development programes are undertaken in the
organization.

To study the effectiveness of Training and development in the organization.

To measure the satisfaction level of employees regarding training and

development.

To examine the impact of training on workers.

SIGNIFICANCE OF THE STUDY

As a part of my curriculum I had to do two weeks training in a well-reputed firm and for
this I had selected Power Management Institution (PMI) NTPC Noida and got the topic
TRAINING & DEVELOPMENT for my project work. I had chosen PMI NTPC only
because it is the training apex of NTPC.
The two weeks of winter training at PMI NTPC Ltd. gave me a complete exposure to
relevance of Training for organizational excellence. It was a unique opportunity to
explore the realities of Indias leading power generation company as a researcher and
gather knowledge from its vast repertoire of experience.

It was a great learning experience .The project not only helped me to enhance my
practical knowledge on training but it also gave me an insight into the way work force is
utilized here. It is a rare chance where I got to witness the challenges and opportunities
for training, as a profession.

The winter project, also made me realize the worth of a well-designed training program
me (and training system) towards organizational excellence. I got to know the importance
of communication and interpersonal skill in getting things done from others. In a nutshell,
it was a very fulfilling and fruitful period of my life as a management student.

RESEARCH METHODOLOGY

RESEARCH DESIGN

First, a secondary research was conducted, keeping in mind the topic of study, to gain
a clear insight of the topic .For this, I consulted many books, manuals and theories.
This helped me in designing and framing the right kind of questions. The proper
design helped in selection of relevant questions for the study .The following questions
was then proposed to be studied, under descriptive research which helped me in
analysis.
.
COLLECTION OF DATA
 Primary source
Primary source of data collection is used under the study, questionnaire were
prepared to conduct the study.

Sample space
Employees including executives and non-executives of NTP are distributed
questionnaire. (300 questionnaires)

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

SAMPLING DESIGN

For completion of the research work a survey was conducted. Following is the
description of the Sample Design considered for the survey:
Sample Unit:
The sample unit constitutes the Executive Employees of NTPC of the level E1 E7.
Sample Size:
The sample size, which has selected for this project is 300. The sample size constitutes of
the executive employees of NTPC.
Sampling Technique:
The sampling technique used in the study is random sampling technique.

Collection of Data:
The method of Data collection used in the study is Survey/ Feedback methods.

RESEARCH INSTRUMENT:
The research instrument for the study is Questionnaire/interview.

DATA USED IN STUDY

The data collected for the purpose of the study has been collected from two main sources;
they are primary data and secondary data;

(a) Primary data:

The primary data will be collected through a Questionnaire and personal interaction.
The data will be collected through questionnaire method because exact and first hand
information can be gained. This is more helpful rather than adopting any other
method.
The primary data is collected by having personal interaction with the executive
employees of NTPC EOC.
A detailed questionnaire was given to the employees which was the primary source of
my study.
o The questionnaire consisted of 18 questions
o The employees were requested to select the answer which suited him/her the
o The total sample of the employees survey was 300 respondents
(b) Secondary Data:
The secondary data comprises of information from internal records of the
organization, text books, journals and various literature available in and outside of the
corporation, presentation reports on various topics, standing orders.
This is the data which is already available, published or unpublished and is collected
from the company records and manuals which are maintained by it.

TOOLS AND TECHNIQUES USED FOR ANALYSIS

MS Excel
MS Word
Pie charts
 DATA ANALYSIS AND INTERPRETATION

The data analysis has been done question wise as well as according to the grades of the
executive employees. The present study is carried out by administering questionnaire of
18 questions and a sample of 300 employees/respondents

(QUESTION-WISE)

Q1: The training centre at my unit is well equipped.

Q1
STRONGLY DISAGREE DISAGREE
NEUTRAL AGREE
STRONGLY AGREE

22% 1% 4%
19%

53%

ANALYSIS: Here the percentage of favoring employees to this question is very high, so
most of the employees feel that the training centre at NTPC is well equipped.
From the figure, it can be considered that 54% of the employees are agree,22% are
strongly agree(ie.76% are in favor),19% are neither agree nor disagree,4% are disagree
and 1% are strongly disagree(5% are not in favor) to this statement.
Q2: The training centre at my unit is well maintained.

Q2
STRONGLY DISAGREE DISAGREE
NEUTRAL AGREE
STRONGLY AGREE

1% 6%
20% 14%
59%

ANALYSIS: Most of the employees feel that the training centre at NTPC is well
maintained as we can see here that the favoring percentage is very-very high to this
question.

From the figure, it can be considered that 59% of the employees are agree, 20% are
strongly agree (i.e. 79% are in favor), 14% are neither agree nor disagree,6% are disagree
and 1% are strongly disagree(i.e. 7% are not in favor) to this statement.
Q3: Most training needs of employees are addressed by the local EDC.

Q3
STRONGLY DISAGREE DISAGREE
NEUTRAL AGREE
STRONGLY AGREE

1%
9%
14%
23%
53%

ANALYSIS: The employees favoring to this question has a high percentage in

comparison to the unfavoring employees so, most of the employees feel that their training
needs are addressed by the local EDC.

From the figure, it can be considered that 53% of the employees are agree, 23% are
strongly agree (i.e. 76% are in favor), 14% are neither agree nor disagree, 9% are
disagree and 1% are strongly disagree (i.e. 10% are not in favor) to this statement.
Q4: A mix of internal and external faculties takes training sessions at the EDC.

Q4
STRONGLY DISAGREE DISAGREE
NEUTRAL AGREE
STRONGLY AGREE

1% 4%
21% 19%
54%

ANALYSIS: Most of the employees feel that a mix of internal and external faculties
takes training session at EDC as in the figure the favoring percentage of employees is
high.

From the figure, it can be considered that 55% of the employees are agree, 21% are
strongly agree (i.e. 76% are in favor), 19% are neither agree nor disagree, 4% are
disagree and 1% are strongly disagree (i.e. 5% are not in favor) to this statement.
Q5: Faculty knowledge and training methodology at EDC is to my satisfaction.

Q5
STRONGLY DISAGREE DISAGREE
NEUTRAL AGREE
STRONGLY AGREE

15% 1%6%
22%

55%

ANALYSIS: Here the favoring percentage of employees to this question is quite high so,
most of the employees feel that faculty knowledge and training methodology at EDC is to
their satisfaction.

From the figure, it can be considered that 55% of the employees are agree, 16% are
strongly agree (i.e. 71% are in favor), 22% are neither agree nor disagree, 6% are
disagree and 1% are strongly disagree (i.e. 7% are not in favor)to this statement.
Q6: Training nomination takes place as per the training needs of the employees.

Q6
STRONGLY DISAGREE DISAGREE
NEUTRAL AGREE
STRONGLY AGREE

14% 5%
11%
23%
47%

ANALYSIS: Most of the employees feel that the training nomination takes place as per
the training needs of the employees as we can see here that the favoring percentage of
employees to this question ranked higher than the other parameters.

From the figure, it can be considered that 47% of the employees are agree, 14% are
strongly agree (i.e. 64% are in favor), 23% are neither agree nor disagree, 11% are
disagree and 5% are strongly disagree (i.e. 16% are not in favor) to this statement.
Q7: Reporting officers take active interest in training nomination of their subordinates.

Q7
STRONGLY DISAGREE DISAGREE
NEUTRAL AGREE
STRONGLY AGREE

16% 5%
13%
39% 27%

ANALYSIS: Here the favoring percentage of employees is not that much high with
respect to the other parameters but still most of the employees feel that the reporting
officers take active part in training nomination of their subordinates.

From the figure, it can be considered that 39% of the employees are agree, 16% are
strongly agree (i.e. 55% are in favor), 27% are neither agree nor disagree, 13% are
disagree and 5% are strongly disagree (i.e. 18% are not in favor) to this statement.
Q10: Employees are released on time for attending training programs.

Q10
STRONGLY DISAGREE DISAGREE
NEUTRAL AGREE
STRONGLY AGREE

17% 3%
13%
38% 29%

ANALYSIS: Here also approx half of the employees are in favor to this question .the
neutral percentage is also quite high here but still most of the employees feel that the
employees are released on time for attending training programs.
From the figure, it can be considered that 38% of the employees are agree, 17% are
strongly agree (55% are in favor), 29% are neither agree nor disagree, 13% are disagree
and 3% are strongly disagree (16% are not in favor) to this statement.

Q11: In my opinion, training and development system of NTPC adds value to the
organization.

Q11
STRONGLY DISAGREE DISAGREE
NEUTRAL AGREE
STRONGLY AGREE

4% 7%
24%
21%

45%
ANALYSIS: In this figure the favoring percentage of employee is quite high and most of
the employees feel that the training and development of NTPC adds value to the
organization.

From the figure, it can be considered that 44% of the employees are agree, 24% are
strongly agree (i.e. 68% are in favor), 21% are neither agree nor disagree, 7% are
disagree and 4% are strongly disagree (i.e. 11% are not in favor) to this statement.
Q12: I look forward to taking up special assignments as a part of cross-functional
uniformly.

Q12
STRONGLY DISAGREE DISAGREE
NEUTRAL AGREE
STRONGLY AGREE

24% 4%
7%
21%
45%

ANALYSIS: Here also the favoring percentage of employees is quite high in comparison
to the rest of the parameters so, most of the employees feel that they look forward to take
up special assignments as a part of cross functional uniformly.

From the figure, it can be considered that 44% of the employees are agree, 24% are
strongly agree (i.e. 68 % are in favor), 21% are neither agree nor disagree, 7% are
disagree and 4% are strongly disagree (i.e. 11% are not in favor) to this statement.
Q13: All employees in my department get nominated for training programs uniformly.

Q13
STRONGLY DISAGREE DISAGREE
NEUTRAL AGREE
STRONGLY AGREE

16% 3% 9%
24%
47%

ANALYSIS: Most of the employees feel that all the employees in their department get
nominated for training programs uniformly as the favoring percentage of employees are
high to this question.
 From the figure, it can be considered that 48% of the employees are agree, 16% are
strongly agree (i.e. 64 % are in favor), 24% are neither agree nor disagree, 9% are
disagree and 3% are strongly disagree (i.e. 12 % are not in favor) to this statement.

Q14: Employees in my department almost get same number of training man days.

Q14
STRONGLY DISAGREE DISAGREE
NEUTRAL AGREE
STRONGLY AGREE

11%5%13%

40% 31%

ANALYSIS: Here half percentage of employees is in favor to this question. The neutral
percentage is also quite high but still overall most of the employees feel that the
employees in their department almost get same number of training man days.
 From the figure, it can be considered that 40% of the employees are agree, 11% are
strongly agree (i.e. 51% are in favor), 31% are neither agree nor disagree, 13% are
disagree and 5% are strongly disagree (i.e. 18 % are not in favor) to this statement.

Q15: Seniors readily share their knowledge and experience with their juniors.

Q15
STRONGLY DISAGREE DISAGREE
NEUTRAL AGREE
STRONGLY AGREE

15% 1%
8%
29%
47%
ANALYSIS: Most of the employees feel that the seniors readily share their knowledge
and experience with their juniors. This is something negative for the company but most
of the employees are in favor as the favoring percentage is quite high.

From the figure, it can be considered that 47% of the employees are agree, 15% are
strongly agree (i.e. 62 % are in favor), 29% are neither agree nor disagree, 8% are
disagree and 1% are strongly disagree (i.e. 9 % are not in favor)to this statement.

Q16: People openly share their knowledge and ideas with each other.

Q16
STRONGLY DISAGREE DISAGREE
NEUTRAL AGREE
STRONGLY AGREE

18% 1%
52% 7%
22%
ANALYSIS: Here the favoring percentage of employees to this question is very high so,
most of the employees feel that the people openly share their knowledge and ideas with
each other.

From the figure, it can be considered that 52% of the employees are agree, 18% are
strongly agree (i.e. 70% are in favor), 22% are neither agree nor disagree, 7% are
disagree and 1% are strongly disagree (i.e. 8% are not in favor) to this statement.

Q17: I am imparted adequate training needed to carry out my responsibilities

effectively.

Q17
STRONGLY DISAGREE DISAGREE
NEUTRAL AGREE
STRONGLY AGREE

2%
24%
7%
14%
54%
ANALYSIS: Most of the employees feel that they are imparted adequate training needed
to carry out their responsibilities effectively as in this figure the favoring percentage of
employees is very-very high in comparison to the disagreed percentage of employees.

From the figure, it can be considered that 53% of the employees are agree, 24% are
strongly agree (i.e. 77% are in favor), 14% are neither agree nor disagree, 7% are
disagree and 2% are strongly disagree (i.e. 9% are not in favor) to this statement.

Q18: I feel NTPC, as an organization, is committed towards training and development of

its employees.
 Q18
STRONGLY DISAGREE DISAGREE NEUTRAL
AGREE STRONGLY AGREE

1% 3%
15%
36%

45%

ANALYSIS: In this figure almost all the employees are in favor to this question as the
favoring percentage is very-very high or rather we can say that it is up to hundred so,
most of the employees feel that at NTPC, as an organization, is committed towards
training and development of their employees.

From the figure, it can be considered that 45% of the employees are agree, 36% are
strongly agree (i.e. 81% are in favor), 15% are neither agree nor disagree, 3% are
disagree and 1% are strongly disagree (i.e. 4% are not in favor) to this statement.

DEPARTMENT WISE ANALYSIS:-

Average scores of employees based on parameters-

 parameter 1 2 3 4 5 6
Deptt.
Audit 2.2 2.53 3.64 2.9 3.1 2.8
Barh-Tf 3.49 3.6 3.95 3.91 4.08 3.33
CC&M &CS 3.45 3.86 3.75 3.75 3.81 3.5
Engg 3.51 3.74 3.86 3.68 3.82 3.86
Fin 2.07 2.21 3.39 3.8 3.99 3
HR 3.64 3.67 4.33 4.2 4.41 4.24
IT 3.36 3.68 3.8 3.6 3.8 3.4

5
4.41
4.33
4.5 4.24
4.2
4.08 3.99
3.95
3.91 3.863.81 3.86
4 3.75
3.75 3.74 3.82 3.8 3.83.8
3.64 3.6 3.68 3.67
3.64 3.68
3.6
P 3.49 3.45 3.53.51
3.5 3.33 3.36 3.39 3.36 3.4
A 3.1
R 2.92.8 3
3 1
A 2.53
M 2.5 2.2 2.21 2
E 2.07
3
2
T 4
E 1.5 5
R
S 1 6

0.5

0
audit barh-tf cc&m &cs engg fin hr it

DEPT
Diagrammatic representation of the Department-wise analysis:-Keys to parameters:-

1.= Subordinate development

2.= Training nomination process
3.= Training infrastructure
4.=Knowledge sharing culture
5.= Commitment to training
6.= Application of learning

INTERPRETATIONS:-

The questionnaire consists of 18 questions and the average scores of each department
given to individual parameters have been found out. The diagrammatic representation has
also been displayed. We could categorize the score into two. Any score above 3 can be
considered good and the score below 3 can be considered as poor.
As can be seen from the figure; in the AUDIT department, Training infrastructure
and commitment to training are the two parameters which have a score above 3
(GOOD) , i.e. 3.5 and 3.1 respectively whereas all the remaining parameters have a
score below three. Therefore, the company has to take steps to improve these
parameters.
As can be seen from the figure; in the BARH-TF department, all the parameters
have a score above 3 and can be treated as GOOD in the company.
 As can be seen from the figure; in the CC&M and CS department, all the
parameters have a score above 3 and can be considered GOOD.
As can be seen from the figure; in the Engineering department; all the parameters
have a score above 3 and can be considered as GOOD.
As can be seen from the figure; in the Finance department, the parameters like
training infrastructure, knowledge sharing culture, commitment to training and
application of learning have a score above 3 i.e. 3.39,3.8, 3.99 and 3 respectively
whereas the remaining two parameters have a score less than 3.

As can be seen from the figure; in the Human Resources department, all the
parameters have a GOOD score.
As can be seen from the figure; in the IT department also, all the parameters have a
score above 3 and can be considered as GOOD.
 RECOMMENDATIONS

NTPC is a model organization only in respect of operational performance but also

management of its human resource. It is amongst a few privileged public sector
undertakings, which have been honored the status of the MAHARATNA. Besides, as
mentioned earlier NTPC has been ranked No.1 best employer in India in a survey
carried out by Business Today and Hewitt Associates. During interaction with the
employees, in my study I found the work culture in schemes is judiciously formulated by
the management to take care of mutual benefits of NTPC and its work force.

Employees are the best source to know about the strengths and weakness of the
organization as they have spent a major part of their life in the organization. When I
interacted employees with the objective to get their ideas and opinion how do they feel
about improving it , I found majority of them highly motivated and quite satisfied with
their employer as NTPC is already sincerely concerned about its work force.
I feel that other organization should follow NTPC as role model to improve their
performance, productivity by using training as a management tool. This is all because the
management of NTPC makes time-to-time positive changes leaving no scope for the
people to get dissatisfied. Continuous processes of positive changes to meet out the
mutual requirement to organization as well as individual are part of work culture in
NTPC.

However I feel that various training schemes should not only be implemented but also
along with them the employees should be encouraged to increase their performance for
achieving incentives.

LIMITATIONS OF THE STUDY

TIME CONSTRAINT:
There was not enough time to collect as much information required due to time
constraint.
COOPERATION WAS NOT EASILY AVAILABLE:
The respondents and the staff did not provide sufficient time. The major reason for the
non-response was that the respondents refused to fill the questionnaire.
INSUFFICIENT KNOWLEDGE:
Respondents were not having full information. Some respondent misinterpreted the
question, omitted essential items and gave the answer casually and it was practically
impossible to return such incomplete and unsatisfactory questionnaire to the respondent
for the correction.
TIME AND GEOGRAPHICAL CONSTRAINT:
It was difficult to personally visit all respondents due to time and geographical constraint.

RELIABILITY OF REPLIES:
This method does not provide a check on the honesty and reliability of replies, if the
respondent gives wrong replies, the investigator cannot know what the truth is.

INAPPROPRIATE METHOD OF ANALYSIS

Inappropriate method when spontaneous answers were wanted, where it was important
that the views of one person were obtained, uninfluenced by the discussion of others.
Despite these limitations, the data collection through questionnaire fulfills the purpose of
the study.
CONCLUSION

A structured Training and development system should be introduced.

Some suitable and reliable person should be given responsibilities for implementing the
programs.

Training and development programmes in NTPC are relevant and effective in preparing
the employees for the job they do as well as keeping them apprise with new technology in
this competitive era.

Training facilities were perceived by the respondents to be quiteadequate. The training

was relevant and effective in terms of the job performed by the managers.

Training and development programmes undergone by the management staff improve

performance and effectiveness of employees.
QUESTIONNAIRE FOR THE TRAINING AND DEVELOPMENT CLIMATE

Kindly tick your responses rating from 1 to 5.

1- Strongly Disagree
2- Disagree
3- Neither agree n or disagree
4- Agree
5- Strongly Agree

Q1: The training centre at my unit is well equipped.

1 2 3 4 5

Q2: The training centre at my unit is well maintained.

1 2 3 4 5

Q3: Most training needs of employees are addressed by the local EDC.
1 2 3 4 5

Q4: A mix of internal and external faculties takes training sessions at the EDC.
1 2 3 4 5

Q5: Faculty knowledge and training methodology at EDC is to my satisfaction.

1 2 3 4 5

Q6: Training nomination takes place as per the training needs of the employees.
1 2 3 4 5

Q7: Reporting officers take active interest in training nomination of their subordinates.
1 2 3 4 5
Q8: Employees are released as per their development plan by their reporting officers for
job rotation etc.
1 2 3 4 5

Q9: Employees actively apply their learning from training at workplace.

1 2 3 4 5

Q10: Employees are released on time for attending training programs.

1 2 3 4 5

Q11: In my opinion, training and development system of NTPC adds value to the
organization.
1 2 3 4 5

Q12: I look forward to taking up special assignments as a part of cross-functional

uniformly.
1 2 3 4 5

Q13: All employees in my department get nominated for training programs uniformly.
1 2 3 4 5

Q14: Employees in my department almost get same number of training man days.
1 2 3 4 5

Q15: Seniors readily share their knowledge and experience with their juniors.
1 2 3 4 5

Q16: People openly share their knowledge and ideas with each other.
1 2 3 4 5

Q17: I am imparted adequate training needed to carry out my responsibilities effectively.

1 2 3 4 5

Q18: I feel NTPC, as an organization, is committed towards training and development of

its employees.
1 2 3 4 5

Thank you for your valuable time!!!

BIBLOGRAPHY:-
1. NTPC employee book
2. Intranet
3. Compendium
4. Earlier research works and projects
5. www.ntpc.co.in