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Field Survey report on the topic

The Training and Development Practices in NTPC

SESSION 2009-11

UNDER SUPERVISION OF: SUBMITTED BY:

Mr. Munish Sharma ANANYA

Senior H.R.officer PG/15/016

NTPC,Noida S.M.S ,Varanasi

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TABLE OF CONTENTS

Page No.
DECLARATION (iii)
PREFACE (v)
ACKNOWLEDGEMENT (vii)
INTRODUCTION (10)
RESEARCH OBJECTIVES (69)
RESEARCH METHODOLOGY (71)
GRAPHS AND INTERPRETATION (75)
FINDINGS (91)
CONCLUSION (94)
LIMITATIONS (96)
BENEFITS (98)
SUGGESTIONS (100)
BIBLIOGRAPHY (102)
ANNEXURE (104)
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DECLARATION
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DECLARATION

I am Ananya (PGDM3rd) from School Of Management Sciences, Varanasi. Hereby

declare that the survey report on “The Training and Development Practices in
NTPC” is the result of my own efforts and is raised on information collected and
guidance given by my mentor & faculty members.

The survey report is correct to the best of my knowledge & this report so
far has not been published anywhere else.

Date:-…………. Signature
Place:- ..……….
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PREFACE
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PREFACE

It is a great privilege for me to place this survey report before the reader. The
report is concerned about “Training and Development Practices in NTPC”. This
report is presented in very simple and understandable language on the basis of
primary data.Lastly I would like to state that although every possible care has
been taken to make the report error free but still the possibility of some error
keeping inadvertently cannot be ruled out. I shall be feeling highly obliged to all
reader if some are brought to my notice. Critical evaluation welcome and shall be
gratefully acknowledged.I sincerely express my gratefulness to all those who
directly or indirectly, helped me in this project. I firmly believe that there is always
scope for improving and accordingly I shall look forward for welcome suggestion
in this direction from all the reader and subject spiel, which shall be thankfully
acknowledged.
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ACKNOWLEDGEMENT
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ACKNOWLEDGEMENT

First of all I would like to bow before all the mighty presence of God without whose
mercy this project would have not been possible.I am extremely grateful to Mr.
Munish Sherma sir for giving me this opportunity to carry out this project work.I
also thanks to the respondent and my friends, without whose co-operation this
would not have been possible.
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NTPC Limited

Type Public

Industry Electricity generation

Founded 1975

Headquarters New Delhi, India

Key people Sri R.S. Sharma, Chairman

& Managing Director

Products and Electricity

services generation,distribution and
trading

Net revenue Rs. 8,800 crore

Employees 24899(2010)

Website www.ntpc.co.in

INTRODUCTION

 NTPC Ltd., a Power Generation Company as defined under Section 2(4) A

of the Electricity (Supply) Act, 1948, was incorporated as National Thermal
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Power Corporation on 7th November, 1975 with the mandate for planning,
promoting and organizing integrated development of thermal power
(including Associated Transmission Systems) in the country.
 The Company acquired its new identity, ‘NTPC Limited’ in November 2005.
 This new identity signifies that the Company has diversified its operations
beyond thermal power segment and has added new business activities by
way of forward, backward and lateral integration, to become an integrated
power company with presence across the entire energy value chain.
 Today NTPC Ltd. is the largest power generating in India, classified as a
schedule ’A’ Company.
 Acknowledging its potential to be a global giant, it was accorded the
‘Navratna’ status in 1997.This gives NTPC enhanced autonomy and
delegation of power in several aspects including decisions on capital
expenditure, formation of joint ventures and subsidiaries and organizational
restructuring. It has a vision to become “A world class integrated power
major, powering India’s growth, with increasing global presence”.
 Towards the aim of powering India’s growth, the company has embarked
upon an ambitious capacity addition programme to become a 50,000 MW
company by the year 2012 and to have an installed capacity of 75,000 MW
plus by the year 2017.

In pursuit of its vision to become an integrated power major, the company has
diversified into hydropower generation, coal mining, power trading, gas/oil
exploration and production and manufacturing of equipments, etc. The company
is also making forays into nuclear power generation and generation of power
through renewable energy sources. The company has also entered into joint
ventures with leading players in the power sector for providing consultancy and
services like Design Engineering, R&M, O&M Services, etc. both in India and
abroad.
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 As of 31.03.2008, the company had – 14 coal based power plants, 7

combined cycle power plants, 3 hydroelectric power projects, 6 subsidiaries
and 11 joint ventures/projects under operation/implementation spread across
the country.

 Various projects having an aggregate capacity of 16680 MW including 3750

NTPC’s generation capacity was 19.11% of the country’s installed capacity
as on 31.03.2008 while if accounted for 28.51% of the entire electricity
generated in the country. The generating capacity of NTPC was 29,394 MW
in 2007-08 including 2,044 MW under joint ventures.
 The company has an authorized capital of Rs 10,000 crores, paid up capital
of Rs 8,245.5 crores and a net worth of Rs 52,638.6 crores. Further NTPC
has made an impressive contribution of Rs 57,00.97 crores to the Central
Exchequer.
 MW under joint venture are under construction.

NTPC is associated with rural electrification work under Rajiv Gandhi

Grameen Vidyutikaran Yojana and improving the performance of state owned
power plants under the Partnership in Excellence programme launched by
Ministry of Power.

NTPC is entering into a higher orbit of performance and growth with many
opportunities and challenges. The Company crossed the 400 billion mark in
terms of gross revenue (Rs. 400.113 billion) and the 200 billion mark in terms
of power generation (200.84 billion units) in the year 2007-08. Its net profit
was Rs 74,148 million.

Vision: NTPC has a vision to become “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.
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 Core Values: (B-COMIT)

o Business Ethics
o Customer Focus
o Organizational & Professional Pride
o Mutual Respect and Trust
o Innovation & Speed
o Total Quality for Excellence

Objectives: To realize the above vision and mission, eight key corporate
objectives have been identified:

o Business portfolio growth

o Customer Focus
o Agile Corporation
o Performance Leadership
o Human Resource Development
o Financial Soundness
o Sustainable Power Development
o Research and Development

NTPC provides efficient, reliable and green critical power solutions and
uninterruptible power supply systems to enable business continuity. With
expert power system engineers and nationwide services and support, the
Company ensures that other organizations have the power to perform.

 The HR Philosophy
To facilitate the organization in fulfilling its strategic objectives with a
“People first” approach, we have developed a HR Philosophy Model
through which we plan to attain our goals. As per the model, at the
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periphery lies the role of HR to facilitate the organization in fulfilling its

Corporate Social Responsibility and facilitate good governance practices.
Within this framework, lies the role of HR to establish good customer
relationship.

At the heart of the Model, lies the role of HR to create a Learning

Organization based on four building blocks i.e. building Competence,
Commitment, Culture and Systems. All the roles performed by HR
professionals require them to be System Designers, Internal Consultants,
System Monitors and Impact Assessors.

 Building Competence
Building competence refers to acquiring the right manpower and further
developing them. NTPC has a formalized and standardized manpower
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planning process. The annual plan and the manpower plan are put
together and the forecast of all the manpower requirements are made
based on the business require- ments, skill availability, market demands,
attrition rate, future requirements etc. Recruitment is done based on plans.
Training is imparted in order to build competence within the organization. A
paradigm shift was made in the Training philosophy and approach to
Training by emphasizing that it must be need based instead of resource
based. A specific scheme of level wise planned training interventions was
drawn up covering entry level (E1) to Business Unit Head level (E8), along
with need based interventions designed after rigorous Training Need
Analysis. Training in “soft skills” has also been taken up simultaneously.
Foreign Training and Long Term Educational Programmes have been
started through tying up with reputed academic institutions.
 Commitment Building - In order to build a sense of loyalty and
commitment towards the organization, HR has helped in building a distinct
Corporate Identity with the help of NTPC Flag and NTPC Song. This has
helped the employees identify with the Company and its Mission/Goals.
NTPC Reward System was developed to recognize and motivate people
after an extensive Benchmarking exercise involving PSU’s and leading
Private companies’ practices. Township/Family Welfare activities are taken
from time to time been for improving the Quality of Life in our Pro- ject
Townships, and providing opportunities for all round development of
children/families of employees.

 Culture Building
HR plays a major role in culture building through following means.
1. Communication:- NTPC has a Communication Plan that reflects the
company’s philosophy to promote greater labor-management cooperation.
A communication matrix has been framed for upward, downward as well as
lateral communication. It comprises of both, formal and informal, channels
of communication.
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2. Creating Cultural Artifacts: Cultural artifacts such as NTPC Song, NTPC

flag, slogans exist. We publish a series of story books called the “Timeless
Treasures” or “Anmol Ratan” which contains short stories that exemplify
our values and culture.
3. Vision and Value Actualization.
4. Reward system:s- Individual, team and Institutional rewards have been
developed in order to motivate employees and develop time spirit in them.
 Systems Building
The mechanism followed in our HR Model for Systems Building is: Design
the System, act as Internal Consultant in setting it up, Monitor its
implementation, and finally Assess the Impact through feedback, etc.
Based on this assessment the System can be reviewed or strengthened.
Learning Organization. The ultimate goal of HR is to create a learning
organization i.e. an organization that is flexible, responsive and adaptive. It
is an organization, which is constantly increasing its capabilities at
individual and organizational level.

 Learning Organization:- The ultimate goal of HR is to create a learning

organization i.e. an organization that is flexible, respon- sive and adaptive.
It is an organization, which is constantly increasing its capabilities at
individual and organizational level.
 Key HR Practices
The HR practices have been designed to deliver the key HR objectives in
line with organizational HR philosophy. These are:
1. Manpower Planning
2. Recruitment
3. Performance Management
4. Career Planning
5. Training & Development
6. Leadership Development,
7. Succession Planning
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8. Reward & Recognition

9. Compensation & Benefits
10. Employee Welfare
11. Organizational Communication
12. Labor-Management Cooperation

• Structure of HR Function :- For strategy execution, the HR function in NTPC

has a 3-tier structure. While the Corporate HR department is responsible for
policy formulation, the Regional HR enables the Units to execute these
policies.

To deliver the various functions of HR, the HR department at each location

is divided into Sections. Ad- ministratively, all HR sections report to their
Head HR at the location while functionally they report to the Functional
Group Head at Corporate Center where the policies are formulated.
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Our HR vision speaks of developing our employees into world class

professionals and to make NTPC a Learning organization. NTPC
subscribes to the belief that efficiency, effectiveness and success of the or-
ganization depends largely on the skills, abilities and commitment of the
employees who constitute the most important asset of the organization.
Therefore, a lot of emphasis is laid on training and development of
employees. All training and employee development initiatives in NTPC
spring from the 4 building blocks of NTPC’s HR philosophy model –
Competence Building, Commitment Building, Culture Building and Systems
Building. Systems for talent management in NTPC comprise of:
1. Talent Induction
2. System for Employee Engagement
3.Training – Long term and Short Term, and Special Training interventions
4. Performance Management System
5. Career Pathing
6. Leadership Development
7. Succession Planning
8. Exit Management

 Strategies
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The tremendous power appetite of the country – whetted by economic

growth, rising living standards and requirements of a huge population –
translates into abundant growth opportunities for NTPC. To actualize Our
Vision and to meet the challenges in our business, the Company is ready
with the following strategies leveraging its resources and strengths and to
exploit the growth opportunities:

• Maintain market leadership: Plan to become 75000 MW capacity by 2017

• Further improve our operating performance
• Pursue our fuel security :Backward integration into mining and gas
sectors
• Diversify fuel mix : Venture into Hydro, Nuclear and renewable sector
• Develop merchant power capabilities: To sell power at market based
price
• Strengthen our diversified businesses
• Adopt advanced technologies :- Adopt super critical and ultra super
critical technologies
• Emphasize research and development: Invest upto 1% of annual profit
after tax in R&D.
• Invest in employee development
• Expand our Corporate Social Responsibility initiatives: Through CSR-
CD and NTPC Foundation.

 Risk Management

The company has to sustain its growth, retain its leadership position in the
country and at the same time improve its operational efficiency. In order to
reduce dependence on conventional fuel, the company is foraying into
hydro, nuclear and non-conventional energy sources. As a step in
backward integration, the Company is entering into coal mining business
and also natural gas value chain.
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Power generation business involves many risks and potential impacts

including failure or loss of generation, safety and environment hazards,
obsolescence of technology, inadequate supply of fuel and water, legal
risks, breach of information security, financial risks, sustaining market
share, sustaining realization, delay in project execution, inability to attract
and retain skilled and experienced manpower, threats to security of people
and property, impact of natural calamities, impact of government policies
and performance below expected or contracted levels of output or
efficiency.

NTPC has taken adequate measures to address the above mentioned risks
by developing appropriate systems and practices. In order to institutionalize
the risk management in NTPC, a risk management policy was formulated
in fiscal 2005. After careful analysis of business environment, corporate
plan and business practices and with a view to enhance business
performance, NTPC has adopted a two-pronged strategy - the short term
as well as long term measures to mitigate the risks and put in place a
reporting system which would enable critical risks beyond certain tolerance
levels to be reported for further action.

In order to imbibe the best practices prevalent in the industry, NTPC has
also appointed a reputed consultant to develop the enterprise risk
Management framework. After holding detailed deliberations involving all
the units of the Company, an entity wide Risk Register is under
development and an enterprise wide Risk Reporting Framework would be
implemented in 2008-09.

 Robust Financials of the company

• Net Sales of Rs 370,501 million during 2007-08 as against Rs 325,952

million registering an increase of 13.67%. Gross Revenue is Rs 400,177
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million during 2007-08 as against Rs 353,807 million for the year 2006-07,
an increase of 13.11%.
• Profit after tax for the year 2007-08 is Rs 74,148 million as compared to Rs
68,647 million during the year 2006-07, an increase of 08.01%.
• Highest total dividend @ 35% amounting to Rs 28, 859 million for the year
2007-08.
• Contributed Rs 57,009.7 million to exchequer on account of corporate tax,
dividend and tax thereon and wealth tax.
• Market capitalization of the company is over Rs 1621 billion (US $ 40.33
billion approximately) making it the third largest company as on 31.3.2008.
• Highest ever-capital expenditure of Rs 87519 million during 2007-08.

100% realization of the billing for the fifth year in succession.

Key Impacts, Challenges and Opportunities

The power industry in India has been historically facing imbalances

between demand and supply. Although the power generation capacity has
increased substantially in recent years, it has not kept pace with the
continued growth of Indian economy. To address the persistent shortages,
the Government of India has taken significant steps to restructure the
industry, attract investment and plan for fast track capacity addition through
incentivised policy initiatives. These include policy intervention such as
Electricity Act, 2003, National Electricity Policy 2005 and Tariff Policy
2006. Further the Government has also liberalized policies relating to
transmission and distribution sectors.

NTPC faces numerous challenges, being the largest power generating

company in the country, with a market share of approximately 19.11% in
terms of installed capacity and producing 28.51% of the total electricity
generated in India. With the responsibility of operating a capacity of
around 30,000 MW and an ever-increasing urgency of timely capacity
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addition, the responsibilities and challenges associated to achieving its

organizational goals are increasing. However, as the leader in the power
industry, NTPC understands that the only way to sustain growth is to
combat challenges, continually seek opportunities and formulate
appropriate strategies.

• Key impacts

NTPC has generating stations based on coal and gas.. NTPC is taking a
number of initiatives towards preservation of the environment by providing
state-of-the-art pollution control systems, strict environment monitoring,
judicious use of natural resources (coal, gas, water and land), study of
impact on ambient air due to plant’s operations, etc. Strict control is
exercised during operation of the plants to optimize use of fuel. Key
impacts of the business of NTPC may be summarized as:

• Acquisition of Land: Conversion agricultural and forest to industrial land

use - displacement of people/loss of homesteads and livelihoods.

o Ash Generation: Conversion agricultural and forest land to waste

land in the form of ash disposal
sites.
o Water Consumption: Withdrawal of water and generation of
effluents
o Air Quality: Air emissions due to combustion of fossil fuels
o Afforestation: Maintenance of ecological balance
o Safety Concerns: Fire and safety hazards

 Contribution:-
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• NTPC today accounts for 29% of India’s total power generation through
a large and efficient fleet of 22 power generating stations (total capacity
31,000 MW plus).
• NTPC is steadily moving towards its stated objective of becoming a
75,000 MW Plus Company by the year 2017.
• NTPC is pursuing strategic integration along the power-value-chain
through its entry into coal mining, power equipment manufacturing,
power trading, power distribution and its lateral diversification into
hydro, new renewables and nuclear power.
• Presently our installed capacity is 31,134 MW including 2,294 MW
under joint ventures.
• A capacity of 17,830 MW is under construction and 7,092 MW is under
bidding. Feasibility Reports have been approved for a capacity of 4,705
MW.
• Feasibility Reports for a capacity of nearly 20,000MW are under
different stages of preparation.
• Further, NTPC is effectively pursuing strategic integration along the
power-value-chain through its entry into coal mining, power equipment
manufacturing, power trading, power distribution and its lateral
diversification into hydro, new renewables and nuclear power. NTPC
has embarked on a journey of becoming the most valuable company in
the country, one of the largest integrated power majors in the world and
a leader in GREEN POWER by the year 2032.
 No. of Locations 121 (2008-09)

No.of branches are as follows:-

Coal Based Power Stations

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With 15 coal based power stations, NTPC is the largest thermal power generating company in
the country. The company has a coal based installed capacity of 24,885 MW.

COAL BASED(Owned by COMMISSIONED

STATE
NTPC) CAPACITY(MW)
1. Singrauli Uttar Pradesh 2,000
2. Korba Chhattisgarh 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 2,340
8. NCTPP, Dadri Uttar Pradesh 1,330
9. Talcher Kaniha Orissa 3,000
10. Feroze Gandhi, 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-II Chhattisgarh 1,000
Total 24,885

Coal Based Joint Ventures:

COAL BASED
COMMISSIONED
(Owned by STATE
CAPACITY
JVs)
s1. Durgapur West Bengal 120
2. Rourkela Orissa 120
3. Bhilai Chhattisgarh 574
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4. Kanti Bihar 110

Total 924

• The details of Gas –based power stations are as follows:-

GAS BASED
COMMISSIONED
STATE
CAPACITY(MW)
(Owned by NTPC)
1. Anta Rajasthan 413
2. Auraiya Uttar Pradesh 652
3. Kawas Gujarat 645
4. Dadri Uttar Pradesh 817
5. Jhanor-Gandhar Gujarat 648
Rajiv Gandhi CCPP
6. Kerala 350
Kayamkulam
7. Faridabad Haryana 430
Total 3,955

Gas Based Joint Ventures:

COAL BASED
COMMISSIONED
(Owned by STATE
CAPACITY
JVs)
1. RGPPL Maharashtra 1480
Total 1480

Hydro Based Power Projects (Under Implementation)

NTPC has increased thrust on hydro development for a balanced portfolio for
long term sustainability. The first step in this direction was taken by initiating
investment in Koldam Hydro Electric Power Project located on Satluj river in
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Bilaspur district of Himachal Pradesh. Two other hydro projects under

construction are Tapovan Vishnugad and Loharinag Pala. On all these projects
construction activities are in full swing.

APPROVED
HYDRO BASED STATE
CAPACITY(MW)
1. Koldam (HEPP) Himachal Pradesh 800
2. Loharinag Pala (HEPP) Uttarakhand 600
Tapovan Vishnugad 520
3. Uttarakhand
(HEPP)
Total 1,920
 Organisational structure

Board of Directors

• The Chairman and Managing Director is the highest executive officer of

NTPC. NTPC Limited is a Government Company within the meaning of
section 617 of the Companies Act, 1956 as the President of India holds
84.5%(after disivestment the stake by Indian government on 19october2009)
of the total paid-up share capital.
• As per Articles of Association, the power to appoint Directors including
Chairman and Managing Director vests in the President of India. The
combined posts of the Chairman and Managing Director ensure single person
authority and accountability.
• In terms of the Articles of Association of the Company the strength of the
Board is not to be less than four Directors or more than twenty Directors.
These Directors may be either whole-time functional Directors or part-time
Directors.

Composition of the Board

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• As on 31st March 2008, the Board comprised of thirteen Directors out of

which seven were whole-time functional Directors including the Chairman
and Managing Director.
• Two Directors were nominees of the Government of India.
• The Board also had four independent Directors, appointed by the
Government of India through a search committee constituted for the
purpose. The Directors bring to the Board wide range of experience and
skills.

During the year 2007-08, there were only four Independent Directors on the
Board of the Company, against the requirement of nine. The listing
agreements with stock exchanges stipulate half of the Board members to
be independent directors. The company has requested Government of
India to initiate necessary steps for appointment of adequate number of
Independent Directors so that Board composition is in compliance with the
Listing Agreement.

For appointment of functional directors including Chairman and Managing

Director, job description and required qualification and experience have
been approved by the Board, which is updated from time to time keeping in
view the changed scenario in industry. For appointment of independent
directors, Government of India has set up a search committee in which
Chairman and Managing Director of a PSU is a representative. DPE has
also prescribed that the independent director to be appointed shall have an
experience of not less than 10 years at the level of Joint Secretary and
above in the Government; Chairman and Managing Director/ MD in
Corporate Sector; Professor level in an Academic Institution or
professionals of repute like eminent Chartered Accountant/ Cost
Accountants at the level of Directors of Institutes/ Heads of Department;
persons of eminence with proven track record from Industry, Business or
Agriculture.
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The age limit of the Chairman and Managing Director and other whole-time
functional Directors is 60 Years. The Chairman & Managing Director and
other whole time Functional Directors are appointed for a period of five
years from the date of taking charge or till the date of superannuation of the
incumbent, or till further instructions from the Government of India,
whichever event occurs earlier. Government Nominee Directors
representing Ministry of Power, Government of India retire from the Board
on ceasing to be officials of the Ministry of Power. Independent Directors
are appointed by the Government of India usually for a tenure of three
years.

 Stakeholder Engagements

Stakeholder engagement in NTPC involves dialogue between the company

and one or more of its stakeholders. There are, however, important
reasons for the company to engage with some of its stakeholders. In NTPC
stakeholder engagement is a part of continuous learning and a means of
providing the company with the benefits associated with diverse
perspectives.

The total stakeholder base of the company encompasses Government of

India, financiers, investors, customers, media, community, employees,
regulators, suppliers, partners and statutory bodies. In the year 2004, the
company launched its Initial Public Offer (IPO), making the shareholders a
major stakeholder. Thus major stakeholders include:

o Government
o Shareholders
o Investors
o Partners
o Customers
o Suppliers
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o Neighborhood Communities
o Media
o Statutory Authorities
o Employees

• Government: The Company was formed in the year 1975 as a wholly-

owned entity of Government of India and the Government of India held
89.5% of the paid-up share capital of the Company in 2007-08. The
working of the Company is subject to quarterly reviews by the Government
at its Secretary level. Government has also nominated its representatives
on the Company’s Board and monitors the performance of the Company
through various means such as the Parliamentary Committees, Comptroller
and Auditor General of India, Ministry of Power, Department of Public
Enterprises and the Members of the Parliament. All these agencies have
been giving a number of feedbacks on various facets of operation of the
Company. The Company, after assessment of such feedback, submits
action taken reports to these agencies.
• Shareholders: In 2004, NTPC came out with an IPO of equity shares
including an offer for sale by Govt. of India The Company has more than
6,50,000 retail shareholders. The Company besides appointing a Share
Transfer Agent for servicing these shareholders has set up an in-house
Investor Services Department to ensure proper and timely redressal of
grievances of these small shareholders. The department along with the
Company Secretariat constantly takes feedback from these shareholders to
bring out improvement in the services being provided.
• Investors: In 2007-08, 10.5% of the paid-up capital was held by the public
out of which Foreign Institutional Investors and Mutual Funds held 8%. The
Directors of the Company constantly interact with the Institutional Investors
to explain to them the strategies and plans of the company. During such
interactions, investors have expressed various viewpoints on the sector
 29

and business of the company and the management has, in turn, addressed
their concerns and explained the measures taken by the Company.
• JV Partners: NTPC has formed a number of joint venture companies for
undertaking specific business activities. The names of these companies
are; NTPC-SAIL Power Company Pvt. Ltd., NTPC-Aistom Power Services
Pvt. Ltd., Utility Powertech limited, NTPC Tamilnadu Energy Co. limited,
Ratnagiri Gas and Power Private ltd., PTC India Limited, Aravali Power
Company Pvt. Ltd., NTPC SCCL Global Ventures Pvt. Ltd., Meja Urja
Nigam Private limited, NTPC BHEL Power Projects Pvt. Ltd., BF-NTPC
Energy Systems Ltd.
• Customers: The State Electricity Boards, JV partners, Government of
India and users of consultancy services are the major customer groups.
NTPC organizes customer workshops to meet and obtain the feedback
from them. Regular meetings are held with customers in each region for
operating plants. All capacity additions are planned in consultation with the
customers for meeting their future requirement of power. Customer Focus
being one of the Core Values of the Company, NTPC makes it a point to
regularly participate in all Regional Electricity Board Meetings, which has
representation of all customers of the region. These meetings are held on
a regular basis, 3-4 times in a year and provide a forum for feedback
regarding current requirements of the customers. Customers attend these
meetings along with concerned functional executives of NTPC from such
areas like commercial, operations, etc. and issues pertaining to the
respective areas are discussed and resolved to the mutual satisfaction of
customers and NTPC. Technical co-ordination committee meetings and
Board Meetings are attended at a very senior level in which NTPC ensures
regular participation for a very fruitful interaction with its customers. Views
expressed by the customers are given due importance in formulating future
business plans and strategies
• NTPC’s Customer Initiatives: Customer focus is an article of faith for the
Company. CRM (Customer Relationship Management) is at the core of the
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Company’s business approach. NTPC strives to source fuel and inputs at

low cost in order to provide power at the least possible cost. It reaches out
to the customers through various initiatives like performance improvement
support, extending training facilities, customer support services, customer
meets and customer satisfaction index.
• Suppliers: Good supplier relations and supplier network are must for
successful construction and operation of a plant. Therefore, they are
identified as one of the stakeholders. NTPC organizes pre-bid conferences
with suppliers to learn about the latest developments in the relevant field
and to incorporate these in the bidding documents before the tendering
process commences for award of major packages.
• Community: Public interest groups affected by the setting up of projects
have their concerns, needs, aspirations and requirements. These may be
with reference to environment, R&R or any other relevant aspect. Public
hearings and meetings with local interest groups are a cohesive part of
project implementation programme to satisfy the local communities and the
Project Affected People (PAP). The process of consultation is continued
even after setting up the plant.
• Statutory Authorities: The Company has to adhere to various statutory
and mandatory rules and regulations and licenses have to be obtained for
setting up and running the plant. All such government and local authorities
and their requirements are identified and met with.
• Media: There are effective communications and regular interactions with
media (both print and electronic) on various occasions including publication
of quarterly results, annual results and other important events. Annual
press meet is held in the first week of April every year.
• Employees: The employees of the company are the most important
stakeholders of the Company. Professional and career growth
opportunities, employee satisfaction, social welfare, health, safety and
quality of life are the issues and interests that have to be addressed with
respect to them.
 31

 Products and Services:

• · Electricity Generation
• · Power Distribution
• · Power Trading
• · Consultancy Services (including training in Power Technologies)
• · Coal Mining
• · Manufacturing of Electrical Transformers
• · Manufacturing Ash Bricks and Ash Cement,
• · Oil & Gas Exploration.
 Names/ No. of Geographical Markets- India, SAARC,
West Asia, Asia Pacific, Africa
 Major Competitors of NTPC (2009) in Rs. crore

NAME OF Last Price Market Cap.Sales Net Profit Total Assets

COMPANIES Turnover

NTPC 202.10 166,640.84 44,126.08 8,201.30 93,562.70

Power Grid Corp 107.00 45,034.60 6,675.85 1,690.61 41,999.41

NHPC 30.05 36,963.73 2,671.85 1,075.22 30,214.65

Reliance Power 152.45 36,539.22 -- 248.90 13,792.81

Tata Power 1,310.00 31,087.25 7,236.23 922.20 13,890.56

Reliance Infra 1,060.20 25,961.15 9,868.61 1,066.54 19,239.62

Adani Power 119.00 25,942.42 -- -1.87 7,277.74

Neyveli Lignite 144.00 24,159.02 3,354.91 821.09 13,526.93

JSW Energy 122.00 20,008.67 - -

 32

Torrent Power 300.00 14,173.45 4,424.96 405.09 6,485.70

 Strengths

o Leadership position in the Indian power sector

o Strong cash flow
o Sound customer relations and commercial performance
o High operational efficiency of coal-based stations
o Long term agreements for coal and gas supply
o Strategic locations near fuel source
o Effective project implementation
o Ability to turn around underperforming stations
o Experienced in-house engineering capabilities
o Advanced information technology platform
o Strong balance sheet
o Government support
o Competent and committed workforce
o Emphasis on corporate governance

 Challenges

o Fuel linkages/ fuel security issues

o Project execution/implementation issues
o Sustaining market realization due to poor financial health of many
SEBs.
o Sustaining market share in wake of Competition.
o Stringent environmental norms and vulnerability due to climate
change regulations in the future may add to cost of generation.
 33

o To lead the sector in environment protection including effective Ash

utilization, peripheral development and energy conservation
practices.
o Rehabilitation and resettlement of Project affected persons
o Capacity constraints of power equipment manufacturers
o Diversification of business portfolio
o Mobilization of adequate financial resources at competitive rates for
capacity addition plans

 Opportunities

o Expand generation capacities by setting up thermal/hydro, nuclear

capacities.
o Aggressively enter and establish presence in nuclear power and
renewable energy.
o Broad based fuel mix viz coal (domestic and imported), gas, hydro
power, nuclear power, etc with a view to mitigate fuel risks and
maintain competitiveness.
o Development and commercial deployment of renewable/non-
conventional energy sources
o Backward integration into fuel management through acquisition and
development of coal mines to exercise greater control and
understanding of supply economics.
o Strengthening of revenue collection by trading, setting up of
merchant power plants, direct sale to bulk customers and forward
integration into distribution business.
o Expanding consultancy services in the areas of O&M, R&M, EPC
business in domestic and international markets.
 34

o Leverage cleaner and advanced technologies to cut emissions,

conserve energy, higher operational efficiencies thereby reducing
operational costs.
o Improve market share through high brand equity amongst stake
holders.
o Participating in community building through various programmes
under CSR.
o To build ash utilization models to insure compliance with regulations
o To leverage robust financials, excellent operational performance and
strong project management skills for achieving performance relative
to global peers.

 Awards & Achievements:-

 Performance Awards

1. The Best Performing CFO Award

• Instituted by CNBC TV 18
India Pride Awards – Energy and Power Category
Instituted by Dainik Bhaskar & DNA
NTPC was awarded Gold trophy for excellence in Energy & Power
Catogory.

1. Enertia Award 2009

Falcon Media Group

NTPC-Vindhyachal has been declared winner of Enertia-2009 –
India’s Award for Sustainable Energy & Power for the Excellent
Operational Performance of India’s largest Super Thermal Power
Station.
 35

The Enertia Awards has been instituted by the Falcon Media

Group, India’s leading journal on sustainable energy power.

2. SAFA Best Presented Accounts Awards 2008

NTPC received the 'Certificate of Merit' for Best Presented

Accounts and Corporate Governance Disclosures Awards 2008 in
the category of Public Sector Entities from South Asian
Federation of Accountants (An Apex Body of SAARC). SAFA is a
Committee for Improvement in Transparency, Accountability and.

3. CII-EXIM Excellence Award, 2009 Governance

NTPC's Talcher-Kaniha, Kayamkulam and Rihand projects
received the 'CII-EXIM Excellence Award'09' for its Strong
Commitment to Excel.
4. National Awards for Meritorious Performance

Ministry of Power.
NTPC's Six (6) Stations received the National Awards for
Meritorious Performance in Power Sector for the year 2008-09.
Simhadri (1000 MW) received the Gold, Korba (2100 MW) and
Ramagundam (2600 MW) received the Silver and
Vindhyachal(3260 MW), Rihand (2000 MW) and NCPP Dadri
(840) received the bronze medal.

 CSR AWARDS

1. 2nd India Power Awards 2009

Organized by the Council of Power Utilities and KW Conferences

Pvt. Ltd.
 36

NTPC awarded in the category of 'Social and Community Impact'

of 2nd India Power Awards 2009 for pioneering in Corporate
Social Responsibility strides.

2. CII ITC Sustainability Award

Instituted by CII-ITC Centre of Excellence for Sustainable

Development
NTPC – CSR has been conferred with CII-ITC Sustainability
Award for the Commendation for Significant Achievement among
Large Business Organizations for the year 2009. NTPC was a
worthy winner after a rigorous two-stage assessment including a
site visit, followed by scru
 Environment Awards

1. The Sunday Indian Special Mega Excellence – “India’s Best

Environment Driven Company Award – 2009.

Instituted by Planman Media .

NTPC awarded The Sunday Indian Special Mega Excellence -
"India's Best Environment Driven Company Award-2009". This
award is a special award to recognize and applaud the
commitment of NTPC Limited towards environment and ecology.

2. 4th Water Digest Water Award 2009-10

NTPC was warded the Water Digest Water Award 2009-10 in the
Category “Best water Management –Public Sectors “.Water
Awards were set up in 2006 by Water Digest to honor
distinguished work carried out by various companies in order to
save and conserve water.
 37

 Safety Awards

1. Safety Award 2009

Greentech Foundation
Award ceremony held in Goa on May 4, 2009.
NTPC's Barh STPP awarded Silver Award in Construction Sector
for outstanding achievement in Safety Management by Greentech
Foundation.

1. Best Environment Management Station Award for Safety

Instituted by Direct orate of Factories and Boilers, Orissa

Shri Lalan Prasad, Executive Director, Talcher Kaniha received a
Shield and a Certificate from Shri Puspendra Singhdeo, Minister
of State, Labour & Employment of Orissa on 6th July, 2009 at
Bhubaneswar.
Talcher Kaniha of NTPC was awarded Best Environment
Management Award for Safety in the 36th State Safety Award
Ceremony

 Company Rankings

1. Platts Top 250 Global energy Company for 2009

Instituted by Platts Global Energy Company.

NTPC Ltd. Has earned a ranking of 73 on overall global
performance in the Industry Sector. NTPC has also been ranked
No.1 in Independent Power Producers in Asia and ranked 2nd in
Independent Power Producers Globally with overall performance at
 38

rank No.10 in Asia.

Platts’ rankings are based on four key metrics – asset worth,
revenues, profits and return on invested capital.

2. India’s Biggest News Makers Survey

Business Today
NTPC has been ranked Number One News Maker in the Power
Sector of India by the Business Today – India’s Biggest News
Makers Survey.
The survey took into account public relations and image building
efforts of the Corporates, their visibility quotient and quality of
exposure as well as image score to determine Indian Corporates
who got the best press coverage.

3. Business Standard's "BS1000" companies

Business Standard
NTPC ranked amongst top 10 companies by the premier business
daily Business Standard in the 'BS 1000' listing of India's corporate
giants for the year 2009. NTPC ranked 9th in the list of 1000
companies.
The rankings are based on the net sales of the top 1000 listed
companies during 2008-09.

 HR Awards

1. Great Places to Work Award 2009

Joint Study conducted by Great Places to Work Institute India and

The Economic Times
 39

NTPC bagged 4 Awards at the Great Places to Work Awards-

2009. NTPC has been ranked 1st among Large Organizations
(with over 10,000 employees), the Best PSU (Public Sector
Undertaking) and 1st in Industry Verticals rankings in the
Manufacturing and Production Segment by a Joint Study
conducted by Great Places to Work Institute India and The
Economic times.

2. AMITY HR Excellence Award

Amity International Business School and Amity Global Business

School, NOIDA.
NTPC was awarded "Amity HR Excellence Award" for the
exemplary acceleration and development of the organisation by
managing a talent pool in a talent scarce macro – environment,
thus achieving unprecedented growth by utilizing its human
capital. This award acknowledges the impeccable global HR
practices followed by the organization that have led its astounding
growth towards being recognized as one of the best and most
admired company in its domain.

3. NCPEDP-Shell Helen Keller Award 2009

National Centre for Promotion of Employment for Disabled People

(NCPEDP)
NTPC awarded for NCPEDP – Shell Helen Keller Awards 2009 in
the Category'C':Companies/organiza-tions /institutions who share
NCPEDP's vision and through their policies and practices
demonstrate their belief in equal rights and gainful employment for
persons with disabilities

4. Vishwakarma Rashtriya Puraskar (VRP) – 2007

 40

Instituted by Ministry of Labour.

VRP provides public recognition of such outstanding achievement
on the part of the workers at the national level.

5. Best Companies to Work For – 2009

Survey done by Business Today

NTPC has been ranked Second in the Core Sector with Index
Score of 98 out of 100 and ranked 21st in the 25 toppers list based
on a survey of 8,742 respondents in 1000 organizations across
800 cities.

6. SCOPE Meritorious Award for Best Practices in Human Resource

Management

Instituted by Standing Conference of Public Enterprises (SCOPE)

NTPC has been awarded the Gold Trophy for SCOPE Meritorious
Award for Best Practices in Human Resource Management for the
year 2008-09.


 Corporate Governance Awards

1.Golden Peacock Global Award for Excellence in Corporate

Governance – 2009 .Golden Peacock Global Awards have been
instituted by World Council for Corporate Governance.

2.ICSI National Award for Excellence in Corporate Governance 2009

The Institute of Company Secretaries of India
NTPC Limited has been awarded "ICSI National Award for Excellence
in Corporate Governance 2009".
 41


 Quality Awards

• International Gold Star Award for Quality 2009

Instituted by BID ,a leading organisation of Europe focused on promoting

the quality culture.
NTPC- CenPEEP received the international Gold Star Award for Quality
2009 in recognition of outstanding commitment to Quality contributing
towards the success for India in the business world. This award is
recognition of the pro-active work carried out by NTPC.

 Current announcements:-
Government of India, Deptt. of Public Enterprises, Ministry of Heavy
Industries & Public Enterprises vide Office Memorandum dated 19th May,
2010 has conveyed grant of Maharatna status to NTPC apart from three
other Central Public Sector Enterprises (CPSEs). Since, presently NTPC
has requisite number of non-official Directors on its Board, therefore, only
NTPC is eligible to exercise delegated Maharatna powers.
Consequent upon grant of Maharatna status, the Board of Directors of
NTPC shall be, inter-alia, empowered to make equity investment to
establish financial joint ventures and wholly-owned subsidiaries and
undertake mergers & acquisitions, in India or abroad, subject to a ceiling of
15% of the net worth, limited to Rs.5000 crore in one project as against
earlier limit of Rs.1000 crore.
The exercise of Maharatna powers would be subject to the same conditions
and guidelines as laid down by the Government in respect of Navratna
CPSEs from time to time.

 Training and development

 42

 Introduction –

Training and development is the process of teaching, informing, or educating

people so that they may become as well qualified as possible to do their
jobs, and they become qualified to perform in positions of greater difficulty
and responsibility.

•Training and development can be initiated for a variety of reasons for an

employee or group of employees
•To improve performance on the job for enhanced contribution to
organizational goals and objectives.
• To “benchmark” the status of improvement with regard to a performance
improvement effort.
• To facilitate overall professional development of employees for increased
job satisfaction and productivity.
• To assist organizations in succession planning to help an employee be
eligible for a planned change in role in the organization.
• To “pilot”, or test, the operation of a new performance management system.
• To develop organization specific skills and competencies, which is
otherwise scarcely or not at all available in the human resource market.

PURPOSE OF TRAINING & DEVELOPMENT

Training facilitates achievement of organization’s business objectives and

missions-
• Training programmes are derived from the organizations overall
performance objectives and specific job requirements.
• Training programmes are developed with participative input from
management, supervisors, and employees.
• Training objectives, contents and delivery methods reflect the
organizational needs, structure, technology, and its ethos.
 43

• Training addresses both occupational skill requirements and the academic

or foundational knowledge, skills and behaviours that underlie them.
• Training supports broadening of employee’s skills and empowering them.
• Training and development activities are interactive and experiential, and
include regular opportunities to integrate the knowledge and skills learned
into solving problems commonly encountered on the job.
• Training is modular so it can be adapted to workplace schedules.
• Training is developed based upon an assessment of the target employee’s
knowledge, skills and abilities.
• Training and development builds employee’s understanding that learning is
an integral part of successful job performance.
• Training meets individual skill development needs as reflected in an
individualized development plan.
 TYPES OF TRAINING

1. COMMUNICATIONS TRAINING

The increasing diversity of today’s workforce brings a wide variety of

languages and customs. This requires initiation of communications training for
effective communications in the organization.

2. COMPUTER SKILLS TRAINING

Computer skills are becoming a necessity for conducting administrative, shop

floor and office tasks. Therefore, computer training helps employees and
organizations to take advantage of computer technology.

3.CUSTOMER SERVICE TRAINING -Increased competition in today’s global

marketplace makes it critical employees understand and meet the needs of
customers.

4.DIVERSITY TRAINING
 44

Diversity training usually includes explanation about how people have different
perspectives and views, and includes techniques to value and diversity. This is
most relevant for expatriate employees/managers who work for multi
national corporations and their families.

5.ETHICS TRAINING

Today’s society has increasing expectations about corporate social

responsibility. Also, today’s diverse workforce brings a wide variety of values
and morals to the workplace. Ethics training helps managers and employees to
adhere to the ethical norms of the organization and helps improve corporate
image.

6.HUMAN RELATIONS TRAINING

The increased stresses of today’s workplace can include misunderstandings

and conflict. Training can facilitate people to go along well in the workplace.

7.QUALITY TRAINING

Initiatives such as total quality management, quality circles, benchmarking,

etc, require basic training about quality concepts, guidelines and standards for
quality, etc. quality is the hallmark of doing business successfully.

8.SAFETY TRAINING

Safe working is necessary to prevent accident – unplanned and unintended

loss of men, money and morale. Safety training is critical where working with
heavy equipment, hazardous chemicals, repetitive activities, etc., but can
also be useful with practical advice for avoiding assaults, etc.

PRINCIPLES OF TRAINING

1. PRINCIPLE OF GOAL SETTING

 45

Training should be based on specific needs and objectives of the

organizationas well as employees. Determination of goals pertaining to
development of skills, knowledge and behaviour helps in improving
organizational performance.

2. PRINCIPLE OF INDIVIDUALITY

The learning needs and styles of each individual employee are different
from another. Trainees respond differently to the same training. This is due
to factors such as the individual’s state of training, employee
characteristics, their personal commitment and their level of maturity.

3. PRINCIPLE OF PRACTICE

Employees must be accorded opportunity to practice what they have learnt

in training programme so that training can be transferred to workplace
effectively and results in performance improvement.

4. PRINCIPLE OF FEEDBACK

Employees/trainees needs to be given non-critical feedback so as to

reinforce what they have learnt in the training for effective skill transfer to
the job.

5. PRINCIPLE OF MEANINGFULNES-Training should focus on job relevant

skills, knowledge and information. This helps in achieving objectives of
training.

6. PRINCIPLE OF OVERLOAD

Training should not provide so many details to employees/trainees that it

overloads the employee/trainee resulting in loss of learning retention.

7. PRINCIPLE OF SPECIFICITY
 46

Training must be specific to the needs of individual employees and jobs.

Specificity helps in attaining the training and learning objectives with ease.

8. PRINCIPLE OF ADAPTATION

Training programmes must be adapted for specific individual employees or

group of employees keeping in view their competence, personal profile, job
requirements and job conditions.

9. PRINCIPLE OF PROGRESSION

Training should be imparted in a progressive manner from simple to

difficult part in a rationale and logical flow. It must address the basic skill
requirements in the beginning and gradually move to more complex skills
and competency requirements.

10. PRINCIPLE OF VARIATION

If training programmes are repetitious, employees/trainees can soon

become bored and lose their motivation to learn.

BENEFITS OF TRAINING

o Increased job satisfaction and morale among employees.

o Increased employee motivation.
o Increased efficiencies in processes, resulting in financial gain and
competitiveness.
o Increased capacity to adopt new technologies and methods.
o Increased innovation in strategies and products
o Reduced employee turnover and absenteeism
o Enhanced organizational image, e.g, conducting ethics training.
o Risk management, e.g., training about preventing sexual
harassment, diversity training, safety training, etc.
 47

Training and Development Methods

I. On-the Site Methods

 Apprentice

An apprenticeship is a formal agreement between an individual who wants to learn

a skill and a employer who needs a skilled worker. Apprenticeship training is an
“earning while learning” arrangement for a required term. Training occurs under
the supervision of an experienced person; an apprentice receives knowledge and
develops skills associated with a designated trade through on the job training.
Upon successfully completing an apprenticeship program, the trainee is eligible for
applying for permanent job in an organization subject to availability of vacancy.

 Job Rotation

Job rotation involves the movement of employees through a range of jobs in order
to increase interest and motivation. Job rotation can improve ”multi-skilling” but
also involves the need for greater training. In a sense job rotation is similar to job
enlargement. This approach widens the activities of an employee by switching him
around a range or work.

The starting point of job rotation lies within business and their trainings need which
can result from the introduction of new technology, organizational changes or
internationalizes processes. As the qualification of the employees are key factors
contributing to high productivity and competitiveness of the organization, job
rotation intends to provides individual employees and the organization with new
sills and competencies.
 48

 Vestibule training

Vestibule training is a method that combined the benefits of the class room with
the benefits of on the job training. The classroom is located as close as conditions
allowed to the department for which the employees are being trained. It is
furnished with the same machine as used in production. There were normally six
to ten trainees per trainer, who are either skilled workers or supervisors from the
organization.

The employees are trained as if on the job, but it did not interfere with the more
vital task of production. Transfer of skills and knowledge to the workplace is not
required since the classroom is a model of the working environment. Classes are
small so that the trainees receive immediate feedback and can ask question more
easily than in a large classroom.

 On the Job training

Also called job instruction training. It consists of a formal systematic programme

for conducting training in the workplace; training is conducted by the supervisor.
Includes apprentice-ship, practicum and internships. It is responsibility of
supervisors and managers to utilize available resources to train, qualify and
develop their employees.

On the job training is a technique of training the employees by using the actual
work site as a proper setting to instruct employees while at the same time
engaging in productive Work. On the job training (OJT) is one of the best training
methods because it is planned organized and conducted at the employee’s
worksite. It will generally be the primary method used for broadening employee
skills and increasing productivity.

II. Off-the Site Methods

 Lecture Method
 49

The lecture method is a widely used method of training where the instructor
becomes the sole disseminator of information. The instructor presents information
to the learners systematically in this method. It is an oral presentation in which the
trainer or other speaker presents facts, opinions, events, principles, or
explanations.

This approach is considered to be the best method to use because the instructor
interfaces with the learners by presenting segments of instruction, questions the
learners frequently and provides periodic summaries or logical points of
development.

 Small Group Activity Method

The Small Group Activity Method is based on the principle that adults learn best
by doing. This approach places the learners in a series or carefully constructed
problems solving or discovery situations where they are asked as a group to apply
their own experiences combined with information and resources provided in the
training to solving problems that are relevant to their day-to day experiences. The
trainer’s role is to organize this process within the workshop and to add his
expertise.

Learners are divided into small groups of from three to five. Each group chooses a
group reporters or “scribe” to help facilities the discussion, take notes and report
back to the group as a whole. The group work on a common written activity which
requires them to make judgments, and bring to bear their own experiences.

 Case Studies

Case studies are descriptions of a real life experience, related to the field of study
o training which are used to make point raise issues or otherwise enhance the
participants understanding and learning experience. The account usually follows a
realistic scenario such as a management or technical problem from start to finish.
 50

Because they provide practical examples of problems and solutions challenges

and strategies they support more theoretical material and often make the “lesson”
more memorable and believable for the participants.

Case studies are particularly useful in the archives and records management field
as there is so much variety in the full range or archives and records management
programmes with many different types of organizations as well as local, national
and regional differences.

 Business Games

It is an exercise in which competition or cooperation (or both) is used to illustrate

or practice principles. Usually intended to be fun, games incorporate rules,
decisions and time pressure. Business Games may have hidden agendas or
purposes, which are revealed after the game is complete.

A variety of management games are used in a number of courses for learning by

substitute tasks and reflection. Out Door Management Exercises and a number or
other management games such as PRINCIPLE GAME, BROKEN SQUARES;
RUMOR CLINIC, etc. Achieving targets are used very effectively in the training
methods and professional development programmes. The participants get
subjected to a degree of physical and mental stress, thereby enabling them to
draw lesson for application in their real work situations. This also help indirectly
and in a very subtle way in influencing the attitudes.

 Role Plays

Role plays is an extremely valuable method of training. It encourages thinking and

creativity lets participants develop and practice new languages and behavioral
skills in a relatively non threating setting , and can create the motivation and
involvement necessary for learning to occur. Learners act out or perform a
dramatization of a situation in order to develop insight or apply what has been
 51

learned. Learners are given roles to play and usually the instructor provides the
situation, opinions, agendas and characterizations. Portrays human interaction. A
number of role-plays can be conducted in the same room at the same time or a
role play can be demonstrated.

Programmed Instructions are self study programmes, usually printed

compromised of instructional material divided up into small segments. Participants
complete a series of questions; answer are immediately provided. This method is
used for remedial and make up learning, highly motivated, and geographically
distant learners.

Programmed instruction method involves presenting new knowledge and skills

participants in a graded sequence of controlled steps. Participants work through
the programmed material by themselves at their own speed and after each step
test their comprehension by answering an examination question or filling a
diagram. They are then immediately shown the correct answer or give additional
information. Computers and other types of training machines are often used to
present the material, although books may also be used. Computer-assisted
instruction, which both test participant’s abilities and marks their progress, may
supplements training activity or help participants to develop ideas and sills
independently.

 In Basket Exercise

Practice exercises that incorporate a set of tasks that will be faced on the job.
Most commonly prepared items are given to the learners as if arriving in their in
baskets. Such material include letters, memos, report and telephone calls.
Learners must prioritize, make decisions and handle problems in order to get the
work load completed within the time frame given.

In basket exercise assess a participants ability to perform management job from

an administrative perspective. In the exercise the participant is confronted with the
 52

issue problems and complexity of managerial life in the form of documents such
as memos from superiors peers and subordinates reports or various kinds letters
from stakeholders and messages and other correspondence that have
accumulated in the manager’s in-basket. The participants takes is to take action
on these varies issues and problems.

 Experiential Learning

Experiential learning is the process of actively engaging participants in a

experience that will have real consequences. Participants make discoveries and
experiment with knowledge themselves instead of hearing or reading about the
experiences of others. Participants also reflect on their experiences, thus
developing new skills, new attitudes and new theories or way of thinking.

‘Experiential learning can apply to any kind of learning through experience.

‘Experience learning’ s often used by providers of training or learning to refer to a
structured learning sequence which is guided by a cyclical model of experiential
learning. Less contrives forms of experiential learning (including accidental or
unintentional learning ) are usually described in more everyday language such as
“learning from experience” or learning through experience’.

An experiential learning cycle ‘ is a mean of representing sequences in

experiential learning. It s often assumed that the that the stages of a ‘learning
cycle’ are managed by a facilitator but they can also be self managed or even
unmanaged in the sense that learning from experience is a normal everyday
process from most people.

 Sensitivity/T-Group Training

Sensitivity, T- Group or laboratory training attempts to change individual behavior

by placing participants in an unstructured, ambiguous situation and having them
resolve the conflicts, which emerge as a result of ambiguity through interpersonal
 53

interactions.

T- Group Training are:-

• To increase self insight concerning why one acts in certain ways in

interpersonal situations and to develop an understanding of how others see
these behaviours.
• To increase individual sensitivity to the behaviours of others and their
underlying emotional bases.
• To increase awareness of the types of interactions which enhance or
reduce the effectiveness of groups.
• To increase diagnostic skills so that problems areas in group functioning
may be recognized and treated.
 Transactional Analysis
Transactional analysis is a powerful tool to bring about human well being.
In Psychotherapy, transactional analysis utilizes a contract for specific
changes desired by the participant and involves the “Adult “ in both the
participant and the trainer top sort out behavior emotions and thoughts that
prevent the development of full human potential. Transactional analysis
intervene as they work with participants in a safe, protective, mutually
respectful OK/OK environment to eliminate dysfunctional behaviours and
establish and reinforce positive relationship styles and healthy functioning

 Training and development practices in NTPC

 Employee Induction/ Orientation System

NTPC has a standardized orientation process in place for new joinees that is
tailored to fit the organiza- tional requirements as well as help the new joinee
blend fast into NTPC culture. NTPC hires fresh blood as trainees and grooms
them into power professionals. The purpose of induction is –
• To facilitate the new entrants to learn the history of the organization, its
 54

founders, Vision, Mission & Core Values of organization

• To understand the organizational businesses, various business locations,
organization structure, the role & importance of various functions and their
inter-linkages in the organization.
• The induction program also clarifies the entitlements & benefits of the new
joinee and the future career growth that the individual can have for himself in
the organization.
• Induction training gives an insight into the respective core function of the new
joinee
• The induction program in totality creates an awareness and understanding
about the organiza- tion and socialises the new entrant into the organizational
fabric and weds him into the organiza- tional ethos.
 Trainees join in large batches of 400-500. Joining formali- ties are followed by
a week long induction program which begins with a grand inaugural function on
day one. Among company top officials, many dignitaries like the Union Min-
ister for Power join to welcome the new batch and give their blessings. In the
following days, new hires are given a com- pany overview by various functional
heads. The organization has built its cadre through three primary modes of
hiring process viz
(i) Executive Trainees
(ii) Diploma Trainees
(iii) Artisan Trainees.
The initial induction process is followed by a 52-week in- duction training
program, which has a mix of classroom learning and on the job training.
• Executive Trainees: First Division Graduate Engi- neers/Post graduates in
other disciplines like Fi- nance and HR are hired. Hiring is followed by in-
duction training (fully paid) consisting of 52 weeks of theoretical input in
class rooms/institutions, with practical training, on the job training,
Simulator, management modules, NTPC systems, policies & practices,
theater workshop etc, which make them a highly competent professional in
respective func- tional areas at junior management level.
 55

• Diploma Trainees: Persons with Diploma in engi- neering with minimum of

70% marks are hired on the basis of all India written test conducted at re-
gional levels followed by interview. This is followed by 52 weeks (fully paid)
training to prepare them to positions such as controllers, foremen. They
also under go theoretical, practical and on the job train- ing in addition to
visits to manufacturers’ works apart from exposure to company overview,
busi- ness plans etc.
• Artisan Trainees/ ITI Trainees: The candidates with ITI qualifications in
designated Trades like Fitter/Electrician/Instrumentation etc. are hired on
the basis of a regional concept at unit levels through a written test, Trade
Test and Interview. They are put through a rigorous training of 52 weeks
(fully paid) in various aspects of job re- sponsibilities of
Operator/Technicians in the power plant erection, operation and
maintenance apart from exposure to company overview, busi- ness plans
etc.
• Laterals: Apart from the trainee schemes, fresh recruitment is made from
campuses, as well as experienced employees from other organizations.
Each recruit is provided with an interactive CD-ROM which captures all the
Company information. This is particularly useful for lateral hires as well as
new hires that directly join at projects. This standardized induction module
ensures that everyone gets the same inputs across organization. The CD-
ROM is given to all new joinees irrespective of their profile and function.

 Training
Training in NTPC is carried out with short term and long term objectives to
impart skills required to carry out various jobs and provide developmental
input for individual’s and organization’s future growth. NTPC has its own
training infrastructure for provid- ing technical and managerial training
which com- prises of the Power Management Institute (PMI) at apex level,
Employee Development Centers (EDCs) at all locations, and Simulator
Centers for providing training in operating power plants. We also sponsor
 56

employees to external training facili- ties in India and abroad. A separate

provision for training and development related expenses is made in the
training budget. This is then subdivided into various components such as
Foreign Training, External Training, PMI Budget and budget for EDCs. Our
training policy envisages minimum 7 days (56 Hours) of training per
employee per year which is the international benchmark in Power Sector
industry (Source: AT Kearney).Training is provided to enhance knowledge
and build on weak areas. Training need analysis process takes its input
form Business Needs, Performance Management Data, Organization wide
Training Need Analysis, Spe- cific development plans, Individual Training
Need Analysis, Development Centre output, Psychomet- ric Tests output,
Planned interventions at different levels, Health & Safety, TQM areas etc.
Following types of training interventions are under- taken as envisaged in
the training policy

1. Technical training and skill up gradation in power plant (thermal/ hydro)

technologies
2. Non-technical and softer areas
• Executive and Managerial skills
• Customer orientation
• Integrated personality development
• Attitudes & behaviors
3. Organizational development issues like:
• Functional management area
• Industry best practices
• Benchmarking, 5S, QC, kaizen etc.
 4. Educational Up gradation plan
• BS (Power Engg.) in collaboration with BITS Pilani.
• M Tech (Power generation) in collaboration with IIT, Delhi.
• PGDBM in General Management with MDI Gurgaon.
 57

• ITI for all metric pass non-executives.

• Diploma course for all ITI non-executives.
 58

 Training on Core Values:

In order to explain the meaning of core values and help employees
internalize them, organization wide Value Workshops have been conducted
in NTPC.

• HR for Line Managers

Training program to align line managers with HR functions have been
started in NTPC with an objective of empowering the Line people to take
care of the performance and career development aspects of their
subordinates. HR for Line Manager program provides an overview of
various HR initiatives such as Job Rotation, Career Growth Path, HR Audit,
Mentoring System, Development Center, Attitude training, Per- formance
Appraisal System, Organizational Culture, Vision, Value etc. to the line
managers. This helps the individual manager to understand and appreciate
the HR requirement of his team members. A work- book has been designed
in-house by HR Department to conduct the programme in a focused way.
 Planned Interventions
For management development, we have a set of planned interventions for
each stage in a person’s ca- reer. Each of these is a custom made, medium
term training program, specifically designed to give de- velopmental input at
a particular stage in the person’s career.
59
60
 61

• Training Evaluation
NTPC follows Kirkpatrick model for training effectiveness. The training
evaluation is based on measure- ment of three key metrics, which require
three levels of program feedback (Program feedback, Learning feedback, and
Program Impact Assessment). Training evaluation is done for all programs of
more that 10 days duration. L1: Programme Feedback The Training
Centre/PMI/HR Group, as the case may be, seeks participant feedback at the
end of the training programme in the Programme Feedback Form, for making
modifications/ improvements in future programmes. This is a reaction level
feedback (L1), which is to be captured for all programs.
• L2: Learning Feedback Apart from the L1 feedback, L2 feedback, which
indicates the learning acquired by the participants through the program, is also
obtained for all programs conducted in NTPC. This involves both a pre andpost
objective type test to determine the progress made by participants as a result
of inputs provided during the training program.
• L3: Impact Assessment
It involves measuring the change in job behavior of the employee on account
of the learning during the training programme. The information is collected
through the Impact Assessment Form (IAF) after com- pletion of six months of
the programme by the concerned Course Director. This is done for medium
and long term programs only.
• Executive Coaching/ Mentoring
A mentoring/ coaching initiative called Effective Personal productivity
(EPP) has been started for NTPC’s high potential senior management with
the help of Leadership Management International Inc., USA (LMI) from the
year 2007. A mentoring system for new joinees already exists in NTPC
since the year 2000. Individual Development Plans (IDP) are prepared for
senior management employees who undergo LEADS. The EPP program
works at bringing about the desired transformation and results based on the
IDPs through a mentoring/ coaching based approach. The key objectives
 62

of the program are to build on business and life skills that will enhance
productivity of each participant, which in turn impact the organization and
add to its profits. The methodology comprises of structured lessons and
evaluation sessions. The program facilitator, the participant and the partici-
pant’s supervisor are independently involved in the evaluations and this
enables multi level inputs. This is how the process works:
1. From the IDP of the participant, areas where transformation is required
are identified. Some of the common challenges identified to be addressed
are:
• Strategic Orientation;
• Team leadership;
• Customer focus;
• Risk taking;
• Decision making;
• Impact and influence;
2. Representatives from LMI make a presentation to the participants at the
beginning of the program toexplain the process. Participants undertake
self-evaluation and assessment instruments to under- stand their value and
how to use them
3. LMI accredited facilitator meets with the participants as well as with their
bosses to establish per- ceived needs of each participant with respect to
their IDP’s / Key Result areas. A triangle of commu- nication is maintained
periodically between the participants, their boss and the program facilitator
4. The facilitator leads the group of participants towards action oriented
interactive sessions held once a week. Participants learn to apply the
proven concepts and principles from the program to address their individual
challenges in their professional and personal circumstances.
5. These facilitation sessions and group interactions offer innovative and
thought stimulating ideas which help participants evaluate their own attitude
& behavioral changes required to be brought about; identify and develop
action steps required for new habits necessary to achieve predetermined
 63

goals
6. Where required, one-on-one coaching is provided as a supplement to
help participants appreciate the benefit of such an intervention and provide
an opportunity to discuss individual issuesThe process is implemented over
several weeks so that time changed behavior patterns are applied di- rectly
to every day issues and participants gain clarity in identifying goals for
achieving overall objectives identified at the start of the program. In this
way the program process helps in customizing the learning to each
participant's specific needs 11 senior level managers of NTPC participated
in EPP for the first time in 2007. The feedback obtained from the
participants and their bosses indicate significant improvements in the
participant’s behavior. 7 out of 11 participants have reported tangible gains
like;
Enhanced personal productivity through controlling priorities. The
participants reported that they were able to priorities their business targets
as well as start some improvement pro-
grams at their workplace. One participant has initiated a system to bring
about standardiza- tion of design of townships. It is estimated that the
initiative will generate savings of approxi- mately Rs.6 Cr. Per annum.
Align Organizational & Personal goals and achieve results. Participants
reported better time management skills which helped in reducing stress in
day to day work and having better control over their environment.
Communicate more effectively. Participants said they were able to conduct
more productive meetings. Become a team player.Be a Coach and
Mentor for the team members. Participants are devoting more time towards
development of their team members and are empowering them. Thrive in
a learning environment. One of the participants has commenced work on
approach to Gas Sourcing, which is a major area of challenge for NTPC
today. It is expected that continued practice of approaches learned at the
program will accelerate their transition from Managing to Leading. The
success of the program has been felt by the top management of NTPC and
 64

a second program is being launched shortly.

 System of Training Nomination
In the organization wide surveys conducted in NTPC, one of the concern
areas that emerged was sys- tem of training nomination. Some employees
expressed that need based training being provided to them were not
adequate and sometimes they could not attend due to not being informed
on time regarding the dates of the programme. To take care of this
anomaly, a system of self-nomination through ESS (Employee Self Service
through SAP ERP) has been implemented. As per NTPC’s training policy,
each employee has to complete 7 mandays training per annum. In the
earlier system, training calendars of the apex training institute (PMI) as well
as local employee develop-ment centers (EDCs) were manually circulated
amongst Head of Departments. Additionally, brochures of external training
programs were circulated inviting nominations for the programs. The Head
of Depart- ment (HoD) either distributed the calendar to employees under
him or used to nominate someone from department based on training
needs of the employees. In very large departments, it was a cumbersome
job to circulate the program brochure manually or to remember training
needs and training mandays of all employees. This sometimes led to
mismatch of training needs and training nominations. Under the new
system, the responsibility of training nomination rests with the individual
rather than being with the HoD. The bi-annual training calendar of PMI and
annual training calendars of EDCs have been posted on ESS. Additionally
notification of external training programs can be made on the portal. The
employee can choose from the list of programs and nominate himself. The
nomination is routed to the training institute via the individual’s HoD. The
benefits of the system are:
• The system operates faster than earlier system and requires less coordination
efforts by the training institutes and HoDs for circulating the program and
seeking nominations
• Automatic generation of periodic training MIS which was being generated
 65

manually so far
• The employee response to training program can be known. This will help
training coordinators to de- cide if more of, or less of, the training program
should be scheduled in the future
• Initial reaction of employees towards the new system has been positive.
Measure of how this system has impacted employee satisfaction with training
systems will be undertaken in the next organization wide climate survey.

 Employee Productivity Indices

The skills and competency level of the employees has improved over time.
This is reflected in the fact that today we have an executive (professional)
to non-executive ratio of nearly 1:1 down from about 3:5 in 1991. Due to
enhanced skills level the Man:Megawatt ratio has come down from 1.6 in
1991 to 0.9 in 2006. It is further planned to bring it down to 0.6 through
making our employees multi- skilled and specialists. The improved
generation per employee in Million Units is given in the exhibit.

• Financial Perspective
 66

Despite a surge in cost per employee from Rs.3,69,484/- in FY 1999-2000 to

Rs.6,75,185/- in FY 2006-07, we have been able to improve our profitability. This
can be seen from the Profit after tax (PAT) in per employee and Value Added per
Employee figures for past 8 financial years as given in the exhibit.
 67

• Training and Development Budget

NTPC has been slowly increasing the allocation towards training and
develop- ment of employees in its HR budget. Training and development
expenses as a percentage of HR budget is given in the exhibit.
 68

RESEARCH OBJECTIVES
 69

Objectives:-

(1) To understand the employees for whom training and development practices
are being conducted in NTPC.

(2) To understand the important barriers of training and development practices

in NTPC.

(3) To understand the methods of training practices which are used in NTPC.

(4) To understand the expectation of employees in terms of training programmes

which they feel are important for their career progression.

(5) To know about the conditions that should be improved during the training
sessions.

(6) To know about the skills of trainer which will make the training and
development practices more effective in NTPC.
 70

RESEARCH METHODOLOGY

Research methodology:-
 71

(1) Type of research:-Descriptive (which describes the situations as it is)

(2) Sampling Technique :- Convenience
(3) Type of data to be collected:-Primary
(4) Data collection method:-Survey
(5) Sample unit:- Employees of NTPC
(6) Data collection instrument:-Questionnaire
(7) Sample size:-100 (respondents)
(8) Data representation tools:-Pie-chart

RESEARCH METHODOLGY
 72

 Research Design:

Research design is the planned structure answers strategy of investigation

conceived so as to obtain answers to research questions and to control
variance.
There are several ways of studying and taking a problem. There is no
single perfect design. Different types of research designs have emerged on
account of the different perspective from which a research study can be
viewed.
 Descriptive Research
In this research work the ideas, concepts and the procedures far or less are
taken from Descriptive Research concepts because Descriptive
experimental researches are used to find solutions to the problem.

 Data collection method

This survey has been done through primary data collection. For primary
data questionnaire method has been adopted for consumer. The
questionnaire has only close ended question

 Sampling design
Sampling may be defined as the selection of some part of an aggregate or
totality on the basis of which a judgment or inference about the aggregate
or totality is made. In other words, it is the process of obtaining information
about an entire population by examining only a part of it. In most of the
research work and surveys, the usual approach happens to be make
generalizations or to draw inferences based on samples about the
parameters of population from which the samples are take .The sample
size was decided to be within the range which is assumed to be adequate.
 73

 Sample Size: 100

 Sample Unit: Respondent

 74

ANALYSIS
 75

(1) Your Organisation considers training as a part of organisational strategy.

Do you agree with this statement?

Choices No. of respondents (%)

Strongly agree 32
Agree 60
Neutral 8
Disagree 0
Strongly disagree 0

Interpretation -
As majority of the respondents are agreed with the statement thus we may
conclude that NTPC considers training as a part of organizational strategy and
provides developmental input for individual’s and organization’s future growth.

(2) How many training programmes will you attend in a year?

Choices No. of respondents (%)

 76

2-3 10
4-6 85
6-7 5
8 and above 0

Interpretation-
According to the above data we may conclude that NTPC provides enough
training to their employees within a year to enhance their skills and knowledge and
build on weak areas.

(3) To whom the training is given more in your organisation?

Choices No. of respondents (%)

 77

Senior staff 8
Junior staff 0
New staff 60
Based on requirement 32

Interpretation-

According to the above data we may conclude that Training policy of NTPC takes
care of training needs of the employees whether they would be new recruited
employees or experienced employees working at all levels.

(4) What are all the important barriers to Training and Development practices in
your organisation?

Choices No. of respondents (%)

Time 36
Money 8
Lack of interest by the staff 52
 78

Non-availability of skilled trainer 4

Interpretation-
According to the above data we may conclude that lack of interest by the staff
and time scarcity are the important barriers in the training and development
practices of NTPC.

(5) What mode of training method is normally used in your organization?

Choices No. of respondents (%)

Lecture sessions 9
External training 3
Conference/discussion 5
Programmed instruction 10
All of the above 73
 79

Interpretation-
According to the above data we may conclude that in NTPC different
training methods like lecture sessions, conference / discussion , Programmed
instruction , external training etc. are used as per the job requirement .

(6) Enough practice is given for us during training session? Do you agree with this
statement?

Choices No. of respondents (%)

Strongly agree 35
Agree 55
Neutral 6
Disagree 4
Strongly disagree 0
 80

Interpretation-

As majority of the respondents have said that NTPC provides them enough time
for practice thus they get opportunity to practice what they have learnt in training
programme so that training can be transferred to workplace effectively and results
in performance improvement.

(7) The training sessions conducted in your organisation is useful. Do you agree
with this statement?

Choices No. of respondents (%)

Strongly agree 28
Agree 60
Neutral 12
Disagree 0
Strongly disagree 0
 81

Interpretation-
As most of the respondents have said that training sessions are useful for them
through which they can increase their skills and knowledge.

(8) Employees are given appraisal in order to motivate them to attend the training.
Do u agree with this statement?

Choices No. of respondents (%)

Strongly agree 25
Agree 70
Neutral 5
Disagree 0
Strongly disagree 0
 82

Interpretation -
As majority of the respondents have said that NTPC provides appraisal to their
employees to motivate them to attend the training and development programmes.

(9) What type of training is being imparted for new recruitments in your
organization ?

Choices No. of respondents (%)

Technical training 6
Management training 5
Presentation skill 4
All of these 85
Other 0
 83

Interpretation-
According to the above data we may conclude that NTPC provides
comprehensive training in all the relevant fields to their employees.

(10) How well the workplace of the training is physically organized?

Choices No. of respondents (%)

Excellent 40
Good 60
Average 0
Bad 0
 84

Interpretation-
According to the data we may conclude that the workplace of the training and
development programmes of NTPC are well organized where different kinds of
training and development programmes can be easily carried out.

(11) What Training and Development do you need to make your career
aspirations to come true?

Choices No. of respondents (%)

Leadership training 64
External Degree Study 12
Formal meeting procedures 8
All of these 8
Other 8
 85

Interpretation-
As majority of the respondents have said that they need leadership training
programmes which are important for their career progression.

(12) What are the conditions that have to be improved during the training
sessions?

Choices No. of respondents

Re-design the job 8
Remove interference 32
Re-organize the work place 0
Upgrade the information of the 60
material given during training
 86

Interpretation-
On the basis of above data we may conclude that NTPC should improve the
conditions during training sessions so that employees may update their
knowledge according to changing environment. like upgrade the information of
the material given during the training sessions and remove interference .

(13) What are the skills that the trainer should possess to make the training
effective?

Choices No. of respondents (%)

Should possess only Soft skills 10
Should possess only Technical skills 11
Should possess both soft skills and 75
Technical skills
Fond of talking to people 4
 87

Interpretation-
According to the data we may conclude that the trainer should possess some
skills like soft skills and technical skills to make the training programme more
effective.

(14) What are the general complaints about the training session?

Choices No. of respondents (%)

Take away precious time of 8
employees
Too many gaps between the 12
sessions
Training sessions are unplanned 36
Boring and not useful 20
None of these 24
 88

Interpretation –
According to the above data we may conclude that different employees have
their different complaints regarding the training and development practices of
NTPC like most of the respondents have said that training sessions are
unplanned and boring and not useful while some of the respondents have said
that they take away their precious time and there are too many gaps between the
sessions.

(16) Comment on the degree to which the training objective are met during the
training sessions:

Choices No. of respondents (%)

All the objectives are met 12
Some objectives are met 68
Met according to the need 20
None of the objectives are met 0
 89

Interpretation-
As majority of the respondents have said that training and development practices
of NTPC are very good and they are able to meet their short term as well as long
term objectives.
 90

FINDINGS

Findings:-

After completing the field survey I found that -

(1) Most of the employees of the NTPC think that NTPC considers training and
development programmes as its organizational strategy to improve their
performance on the job as well as their enhanced contribution towards
organizational goals and objectives.

(2) Most of the employees attend essential training programmes in a year

because NTPC carries enough training programmes to their employees within a
year to facilitate overall professional development of employees for increased job
 91

satisfaction and productivity.

(3) I found that in NTPC training and development programmes are being carried
out not only for their new recruited employees to improve their performance on
the job but also their old employees to upgrade their knowledge according to
changing environment.

(4) I found that in NTPC the important barriers in the training and development
practices are lack of interest by the employees and time scarcity .

(5) I found that a good mix of training tools are used to impart training
programmes of their employees in NTPC.

(6) Most of the employees of the NTPC think that they get enough time to
practice what they have learnt in training programme .

(7) Most of the employees of the NTPC think that training and development
practices are useful for them .

(8) I found that NTPC provides appraisal to their employees to motivate them to
attend the training and development programmes.

(9) Most of the employees think that NTPC provides them comprehensive
training in all the relevant fields .

(10) I found that the workplace of the training and development programmes of
NTPC are well organized where different kinds of training and development
programmes can be easily carried out.

(11) Most of the employees of the NTPC have preferred that they need leadership
training programmes for their career progression.

(12) Most of the employees of the NTPC have preferred that NTPC should
improve the conditions during training sessions like upgrade the information of the
material given during the training and development .

(13) Most of the employees of NTPC have preferred that the trainer should
possess soft skills as well as technical skills to make the training and development
programmes more effective.

(14) I found that in NTPC different employees have their different complaints
regarding the training and development programmes.
 92

(15) Most of the employees of the NTPC think that training and development
practices of NTPC are able to meet their objectives.
 93

CONCLUSION

Conclusions:-
 Training and Development programmes in NTPC is carried out with short
term and long term objectives to impart skills required to carry out various
jobs and provide developmental input for individual’s and organization’s
future growth.
 NTPC has its own training infrastructure for providing technical and
managerial training which comprises of the Power Management Institute
 94

(PMI) at apex level, Employee Development Centers (EDCs) at all

locations, and Simulator Centers for providing training in operating power
plants.
 It also sponsor employees to external training facilities in India and
abroad.
 These training and Development programmes are able to fulfill their career
aspirations.
 NTPC should try to reduce the complaints of employees regarding their
training and development practices so that their objectives can be easily
met.
 95

LIMITATIONS

LIMITATIONS:-

1. The time provided was less for the collection of primary data for my survey
project which was the major limitation .

2. The resources were limited for conducting my survey report.

3. The authenticity of my survey report is fully dependent on the responses of

 96

the respondents.

4. Sometime people hesitate to give their opinion and personnel detail that is
why it was also one of the major limitations which I faced during my survey.
 97

BENEFITS

Benefits:-
(1) I got the indepth knowledge of the training and development policies in a large
power generating organization .
(2) Through this survey I come to know about the employees for whom training
and development practices are being conducted in NTPC.
(3) I got information about the important barriers of training and development
 98

practices of NTPC.
(4) I got information about the the methods of training practices which are being
used in NTPC.
 99

SUGGESTIONS

Suggestions :-

(1) NTPC should try to update the informations given during training and
development practices according to the changing environment .
 100

(2) Employees should take active participation in different kinds of training and
development programmes .
(3) NTPC should try to remove the complaints of the employees about the training
sessions like training sessions should make interesting etc.
(4) NTPC should increase on job training and development programmes so that
employees may get practical knowledge.
(5) The company should provide opportunities to the employees to implement
what they have learnt in the training and development programmes.
 101

BIBLIOGRAPHY

WEBSITES REFFERED:-

(i) www.Ntpcco.in
 102

(ii) www.Ntpcindia.com
 103

ANNEXURE

Questionnaire:-
A survey report on “Training and Development practices in NTPC”.
Dear sir/madam,
 104

I am conducting a field survey on aforesaid topic as a part of my

curriculum, the data of which would be kept confidential & all analysis would be
kept for academic purposes only. Please provide your kind support in filling up this
questionnaire.
Thank you
ANANYA
PGDM-Semester III
SCHOOL OF MANAGEMENT SCIENCES, VARANASI
RESPONDENT PROFILE:-
(1) NAME:- …………………………………………………………….
(2) AGE:- ………………………….. GENDER:-……………………
(3) DESIGNATION:-………………………………………………….
(4) CONTACT NO:-………………………………………………….

Questionnaire on the topic

Training & Development practices in N.T.P.C.

(1) Your Organisation considers training as a part of organisational strategy. Do

 105

you agree with this statement?

(a) Strongly agree (b) Agree (c) Neutral

(d) Disagree (e) Strongly disagree

(2) How many training programmes will you attend in a year?

(a) Less than 10 (b) 10-20
(c) 20-40 (d) More than 40

(3) To whom the training is given more in your organisation?

(a) Senior staff (b) Junior staff
(c) New staff (d) Based on requirement

(4) What are all the important barriers to Training and Development in your
organisation?
(a) Time (b) Money
(c) Lack of interest by the staff (d) Non-availability of skilled trainer

(5) What mode of training method is normally used in your organization?

(a) Job rotation (b) External training
(c) Conference/discussion (d) Programmed instruction (e) All of these

(6) Enough practice is given for us during training session? Do you agree with this
statement?
(a) Strongly agree (b) Agree (c) Neutral
(d) Disagree (e) Strongly disagree

(7) The training sessions conducted in your organisation is useful. Do you agree
with this
statement?
 106

(a) Strongly agree (b) Agree (c) Neutral

(d) Disagree (e) Strongly disagree

(8) Employees are given appraisal in order to motivate them to attend the training.
Do u agree with
this statement?
(a) Strongly agree (b) Agree (c) Neutral
(d) Disagree (e) Strongly disagree

(9) What type of training is being imparted for new recruitments in your
organisation?
(a) Technical training (b) Management training
(c) Presentation skill (d) All of these
(d) Other (Please Specify)……………………………..

(10) How well the workplace of the training is physically organized?

(a) Excellent (b) Good
(c) Average (d) Bad

(11) What Training and Development do you need to make your career
aspirations to come true?
(a) Leadership training (b) External Degree Study
(c) Formal meeting procedures (d) All of these
(e) Other (Please Specify)……………………………………

(12) What are the conditions that have to be improved during the training
sessions?
(a) Re-design the job (b) Remove interference
(c) Re-organize the work place (d) Upgrade the information of the material
 107

given during
training

(13) What are the skills that the trainer should possess to make the training
effective?
(a) Should possess only Soft skills
(b) Should possess only Technical skills
(c) Should possess both soft skills and Technical skills
(d) Generalist makes better Personnel managers that Specialist
(e) Fond of talking to people

(14) What are the general complaints about the training session?
(a) Take away precious time of employees
(b) Too many gaps between the sessions
(c) Training sessions are unplanned
(d) Boring and not useful

(15) The time duration given for the training period is?
(a) Sufficient (b) To be extended
(c) To be shortened (d) Manageable

(16) Comment on the degree to which the training objective are met during the
training
sessions:
(a) All the objectives are met (b) Some objectives are met
(c) Met according to the need (d) None of the objectives are met

(17) Have you ever come across any problem during the training session
conducted in your
organisation?
(a) Yes (b) No
 108

If yes, what is the problem, what are the relevant steps taken to solve those
problem

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