Training and Development On BSNL Survey

TRAINING & DEVELOPMENT SURVEY AT BSNL
TABLE OF CONTENT
Chapter-1
1. Executive summary
2. Introduction to Training and Development
3. Importance of Training and Development
4. Need for the study
Title of the project
Statement of the problem
Purpose of the study
Scope of the study
Objectives of the study
Chapter-2
Research methodology
Sampling plan
Area covered
Methodology
Chapter-3
1. Data collection
Primary data
Secondary data
2. Data Analysis
Statistical tool
Statistical package
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Chapter-4
1. Limitation of the study
2. Theoretical aspects of training and development
3. Introduction to the company
Chapter-5
Analysis and interpretation
Chapter-6
1. Findings
2. Suggestions
3. Conclusion
4. Bibliography
EXECUTIVE SUMMARY
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Telecommunication is a technology intensive industry
with a high probability of obsolescence. Our country has witnessed
a number of technologies varying from magneto exchanges to the
modern New Technology Digital Switches. We have also seen
changes in the transmission technology starting from carrier
systems to the DWDM systems providing long distance circuits
across the length and breadth of the country. Telecommunications
today is both a public utility and a vital infra-structure. Therefore
an in house training center is an essential institution for
continuous training of the officers and employees in this key
technological field.
Training is a process through which a person
enhances and develops his efficiency, capacity and effectiveness
at work by improving and updating his knowledge and
understanding the skills relevant to perform his or her job.
Training also helps a person cultivate appropriate and desired
behavior and attitude towards the work and people. Unless
training is provided, the jobs and lives of employees in
organizations are at stake. It gives people an awareness of the
Rules & Procedures to guide their behavior. It is an application of
knowledge to improve the performance on the Current job or to
prepare one for an intended job.
Organization & individual for their survival & attainment
of mutual goals should develop & progress simultaneously; this
can be done mainly through training technique because training is
the most important technique & it is a value addition to the
organization through Human Resource Development for the
development of the employee. The employee she/he been
selected, placed & introduced in an organization should be
provided with training facilities in order to adjust & make them
suitable for the Job as no organization can get a candidate who
exactly matches with the job & organizational requirements.
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The trained employees are the valuable assets to any
organization. Training at BSNL is given when there is a difference
between the job requirements & employees present specifications.
Thus employee training is the most important sub-system,
specialized & one of the fundamental operative functions of
Human
Resource
Development.
Organizational
efficiency,
productivity, progress & development, also organization viability,

stability & growth to greater extent depend on training. If the
required training is not provided it leads to the performance failure
of
the
employees.
Training
enhances
the
Competence,
Commitment, and Creativity & Contribution to the organization.

The first step in my study is to find out the
effectiveness of training and development in achieving the goals
of the company, to study the different methods of training
followed at BSNL, The basis on which training programmees are
planned and scheduled and how the performance appraisal helps
in identifying training needs.
The second step was data collection through
various sources I used both primary and secondary data for the
study as both are quiet essential in any type of survey.
primary data was collected through survey and
personal interview, where as secondary data made use of certain
reports from the HRD department provided the information as to
the total no of employees, schedule of training programs, number
of persons attending it and other such things. The secondary data
also included textbooks, company data, internet.
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The analysis of the questionnaire was carried out
through which the purpose of the study was served. The analysis
was done by using statistical tool in which the study made use of
two test that is : frequency test and correlation.
These tests gave the clear idea about the
most significant factors which are positively correlated and those
factors which are not so significant and are not positively
correlated. Hence it helped the study to identify the important
factors which are quiet essential for effective training and
development in the organization.
This study gives a detailed idea about the employees
attitude towards the training program and how the employees
apply the knowledge, skills and attitude in job performance.
Therefore through the analysis the study could be
interpreted that the training and development programs are quiet
effective but still needs to be improved on some of the aspects
mentioned above.
INTRODUCTION TO TRAINING AND DEVELOPMENT

HUMAN RESOURCE MANAGEMENT:
Human Resource Management is defined as the
people who staff and manage organization. It comprises of the
functions and principles that are applied to retaining, training,
developing, and compensating the employees in organization. It is
also applicable to non-business organizations, such as education,
healthcare, etc Human Resource Management is defined as the set
of activities, programs, and functions that are designed to
maximize both organizational as well as employee effectiveness.
Scope of HRM without a doubt is vast. All the activities
of employee, from the time of his entry into an organization until
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he leaves, come under the horizon of HRM.The divisions included
in HRM are Recruitment, Payroll, Performance Management,
Training and Development, Retention, Industrial Relation, etc. Out
of all these divisions, one such important division is training and
development.
TRAINING AND DEVELOPMENT is a subsystem of an
organization. It ensures that randomness is reduced and learning
or behavioral change takes place in structured format.
TRADITIONAL AND MODERN APPROACH OF TRAINING AND
DEVLOPMENT
Traditional Approach Most of the organizations
before never used to believe in training. They were holding the
traditional view that managers are born and not made. There were
also some views that training is a very costly affair and not worth.
Organizations used to believe more in executive pinching. But now
the scenario seems to be changing.
The modern approach of training and development is
that Indian Organizations have realized the importance of
corporate training. Training is now considered as more of retention
tool than a cost. The training system in Indian Industry has been
changed to create a smarter workforce and yield the best results
TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to
make sure the availability of a skilled and willing workforce to an
organization. In addition to that, there are four other objectives:
Individual, Organizational, Functional, and Societal.
Individual Objectives help employees in achieving their

personal goals, which in turn, enhances the individual
contribution to an organization.
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Organizational Objectives assist the organization with its

primary objective by bringing individual effectiveness.
Functional Objectives maintain the departments

contribution at a level suitable to the organizations needs.
Societal Objectives ensure that an organization is ethically

and socially responsible to the needs and challenges of the
society.
Importance of Training and Development

Optimum Utilization of Human Resources Training and
Development helps in optimizing the utilization of human resource
that further helps the employee to achieve the organizational
goals as well as their individual goals.
Development of Human Resources Training and
Development helps to provide an opportunity and broad structure
for the development of human resources technical and behavioral
skills in an organization. It also helps the employees in attaining
personal growth.
Development of skills of employees Training and
Development helps in increasing the job knowledge and skills of
employees at each level. It helps to expand the horizons of Human
intellect and an overall personality of the employees.
Productivity Training and Development helps in increasing
the productivity of the employees that helps the organization
further to achieve its long-term goal.
Team spirit Training and Development helps in inculcating the
sense of team work, team spirit, and inter-team collaborations. It
helps in inculcating the zeal to learn within the employees.
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Organization Culture Training and Development helps to

develop and improve the organizational health culture and
effectiveness. It helps in creating the learning culture within the
organization.
Organization Climate Training and Development helps
building the positive perception and feeling about the
organization. The employees get these feelings from leaders,
subordinates, and peers.
Quality Training and Development helps in improving upon the
quality of work and work-life.
Healthy work-environment Training and Development helps
in creating the healthy working environment. It helps to build good
employee, relationship so that individual goals aligns with
organizational goal.
Health and Safety Training and Development helps in
improving the health and safety of the organization thus
preventing obsolescence.
Morale Training and Development helps in improving the
morale of the work force.
Image Training and Development helps in creating a better
corporate image.
Profitability Training and Development leads to improved
profitability and more positive attitudes towards profit orientation.
Training and Development aids in organizational development
i.e. Organization gets more effective decision making and problem
solving. It helps in understanding and carrying out organisational
policies
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Training and Development helps in developing leadership skills,
motivation, loyalty, better attitudes, and other aspects that
successful workers and managers usually display.
Training in Public Sector

Indian Public Sector is passing through massive changes
due to advancement in science and technology and competition
from private sector. India has nearly one-sixth of the world's
population. This over abundant human resource needs to be
converted to asset. This is possible only through proper training
and development. The former Prime Minister Rajiv Gandhi rightly
sensed this need and had established a separate Ministry for
Human Resource Development in 1985. He stressed on the
development of human resources and because of his initiatives,
training had taken a front seat in the national economy. Later on,
most of the PSEs realized the need and importance of training
their employees for better and improved results. The human
resource development approach is essential in order to have the
optimum utilization of manpower for the benefit of both, the
employees and the organization.
After opening up of the economy, there has been
tremendous amount of pressure on the PSEs to increase
productivity of their employees on one hand and reduce surplus
manpower on the other. PSEs have found out the route to reduce
their manpower strength by adopting Voluntary Retirement
Scheme (VRS). The biggest challenge in VRS is to safeguard talent
drain. Talented employees see this as an opportunity and are
moving away from PSEs in search of high paid jobs in private and
multinational companies, which leads to scarcity of trained
manpower. On the one side they get lump sum compensation
package by opting for VRS and on the other side they will be
attracted by MNCs and other private sector enterprises (The Indian
Express, January 25, 2001; Business Line, June 08, 2000;
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www.syndicatebank.com). Nearly 40% of the employees in
Reliance Petroleum were drawn from the public sector (Vittal,
2001). This again emphasizes the need and importance of training
and employee retention in PSEs. Research conducted by TVRLS on
VRS also proves that good outside opportunity is one of the
important reasons for employees opting for VRS (www.tvrls.com).
Government of India promoted PSEs to fulfill the social
objectives since the time of the first Prime Minister Jawahar Lal
Nehru. As a result, reservation for socially and educationally
weaker sections of the society was introduced in public sector
jobs. The government has banned de-reservation of vacancies
meant for the reserved categories since 1989 and reservation for
other backward classes were introduced in 1993. Now PSEs are
required to recruit up to 50% of their manpower from the reserved
categories. In the event of candidates from reserved categories
not meeting the required standards, reserved seats are filled after
relaxing the standards (Naik, 1998). This is another reason to
concentrate more on training and development activities in PSEs
and to provide proper training and development opportunities to
persons recruited on relaxed standards, so that they can come up
on par with the required standards.
In the year 2000, 11th Finance Commission emphasized
that the second phase of structural reforms should concentrate on
the extensive restructuring of PSEs. This restructuring should not
only give PSEs the same benefits of autonomy and freedom as the
private sector, but also free them from the shackles of ministries
from which they originally emerged. In one of its
recommendations, this Commission said that it a public sector
enterprise fails to demonstrate its sustainability and cannot come
out of the zone of chronic losses after five years of structurally
reformed existence, it should be sold of at whatever price it can
fetch. This further emphasized the need for training and
development in PSEs to improve their performance. (Sudhman,
2000)
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IMPORTANCE OF TRAINING AT TELECOM SECTOR

Telecom is one of the fastest growing sectors in India with
a growth of 21% and revenue of Rs 86,720 crore in the year 2006.
The sector is expected to grow over 150% by 2012. With increase
in competition between the major players like BSNL, MTNL,
Hutchison Essar, BPL, Idea, Bharti Tele services, Tata, etc, the
requirement for mobile analysts, software engineers, and
hardware engineers for mobile handsets has increased. However,
holding an engineering degree is not enough to survive in the
Telecom Sector. There is constant need of updating of knowledge,
skills, and attitudes.
With this rapid growth in Telecom Sector, the need for
trained professionals in bound to rise and so is the training need.
The total training market in Telecom Sector is estimated to Rs 400
crore.
Many top players are spending a huge amount on
training and development, for example BSNL alone spends more
than 100 crore on training and development of its employees
through the Advanced Level Telecommunications Training Centre
(ALTTC) and 43 other regional training institutes. Reliance has also
established Dhirubhai Ambani Institute of Information and
Communication Technology. In addition to that, Bharti has also
tied-up with IIT Delhi for the Bharti School of Telecommunication
Technology and Management. With the increase in competition,
availability of huge amount of information through internet,
magazines, newspapers, TV, etc, and increased awareness among
customers, the demand to impart proper training in nontechnological areas like customer care and marketing has
increased too.
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Rapid technological changes, network security threat, mobile
application development, growing IP deployment in the sector
have brought back the training and development in the priority
catalog.
TRAINING AND DEVELOPMENT AT Bharat Sanchar

Nigam Ltd(BSNL)
Computerized Training Management System at ALTTC: This
system with online nomination facility has been made operational
after clearance by IT cell of BSNL. This software eases the process
of nomination by SSAs, Circles and other BSNL units, as it is a
paperless system with capability of online nomination & approval.
A-circular and approved nomination list are available online.
Through online post training evaluation module Trainees and their
controlling officers can give their feedback regarding effectiveness
of the training. In the last two months many BSNL units have
started reaping the benefit of this system.
E-learning implementation: Keeping pace with technological
changes, leveraging the IT infrastructure, e-learning methodology
is being put in place at major training centers of BSNL.
JTO Induction program: BSNL corporate office has approved the
JTO Induction Training Structure & Syllabus vide its letter no 41/04/Trg dated 23/6/2006.
Field courses: It is always the endeavor of ALTTC to take all
possible steps to meet the training needs of BSNL family. Many
times BSNL Circles have special need for customized trainings.
ATTC
is
always
willing
to
conduct
customized
field
course/programs as per the need of BSNL field units. Circle HQ of
field units may write to CGM ALTTC for such requests. Summary of
field programs conducted by ALTCC in the last quarter is given for
reference.
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Training of all BSNL officials in Customer interface on GSM
& Broadband: BSNL Corporate office has directed ALTTC to
conduct courses on training of trainers for all RTTC/CTTC so that
training on GSM & broadband is disseminated to all BSNL officials
working in positions of customer interface. The feature of this
training is not just technical inputs but also the focus on
information from customers point of view. One batch of trainers
has already been trained in GSM & Broadband. Two more batches
will be trained soon.
Behavior and Attitude revitalization Training: BSNL
corporate office has reiterated its drive to train all BSNL executives
in this program vide its letter 2-4/05-Trg dated 5/1/2006.
Panel of volunteers for posting in ALTTC, Ghaziabad,
BRBRAITT, Jabalpur and NATFM, Hyderabad: BSNL Corporate office
has again sought applications of willing officers having B.Tech &
MBA qualification for -JAG/ DEs/ SDEs /TTS Group B & Group A
officers its letter NO.22-6/2005 - Trg Dated: 21.3.2006
Training Methods At Bharatiya Sanchar Nigam Ltd (BSNL)
a) Seminars & Workshops
The institute conducts seminars on the latest topics in new
telecommunication technologies. The institute also conducts
workshops on important topics concerning DoT. For the seminars
and workshops luminaries from leading technical organisations
and academic institutions are called.
b) Induction Training
The induction training is imparted in various disciplines for
the newly recruited staff as a pre-job training. The cadres for which
the training is given in the training centre are ADET (Probationers),
Asstt. Manager (Probationers)(Telecom Factory) , Junior Engineers
(Telecom Factories) and Junior Accounts Officers.
c) Inservice Training
The purpose of inservice training is to give the necessary
knowledge and know how about the new systems/technologies
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inducted into the network from time to time. The institute offers inservice training in latest technologies and techniques. JTO
specialization batches conducted are a part of in-service training.
The courses are monitored continuously and the utility of these inservice courses is assessed from time to time and courses which
are not in demand are weeded out and new courses are
introduced.
d) Field Training Programmes
Considering the need to update the knowledge and skills of
the technical maintenance personnel in specific disciplines of
technology from time to time, a system of short-term practical
oriented training programmes has been developed by this
institute. For conducting these courses the trainers go to the field
stations. These programmes called Field Training Programmes
(FTPs) are for a maximum of 5 days duration and conducted with
the help of the equipment available in the field. Besides training
the lower staff on job, this also helps the trainers getting
acquainted with the day to day problems in the field which can
later be taken care of in the training modules being developed in
the Training Centre.
Infrastructure
In the main building all the administrative offices, class
rooms and laboratories etc. are housed. There are several faculties
viz. Electronic Switching I (OCB - 283, E-10B), Electronic Switching
-II (C-DOT, ILT, NEAX), Radio Transmission, Transmission lines,
Telecom External Plant, Computer, ITMS. The technical faculties
are supported by the three sections namely Programming, Works
and Administration.
There are 15 class rooms for lecture sessions fully
equipped with facilities like overhead/slide projectors.
There are 66 laboratories for practicals. They are equipped
with a wide variety of latest technology telecommunication
equipments like OCB-283, E-10B, C-DOT 512P, ILT 512P, Digital
Microwave, Optical Fibre, V-SAT, Digital UHF, EKB & EKBC, SFMS,
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Local Area Network, Pentium/486 computers, Window based PC
software , Commercial service and other latest software.
The Support facilities for teaching/labs, available in the BRBRAITT
are :
i) A big library having about 32189 books and 236 technical
journals.
ii) A Video lab, equipped with sound proof studio, editing video and
audio chain & Computerised video animation.
iii) Instructional Technology (I.T.) lab fully equipped with micro
teaching equipment like Video Cameras, TV monitors, VCRs etc.
iv) Desk Top Publishing unit fully equipped with Computers, Laser
Printers, Scanner, where the text processing of course material /
handouts is done.
v) A seminar hall with a capacity of about 40 participants fully
equipped with P.A. system, Video and Computer projector on a
wide screen and slide/tape projector.
vi) Screening room with facility for projecting 16 mm films and
video films with a capacity of 25 audience.
vii) An Audio Visual hall for bigger gatherings upto 200 persons for
A/V programmes and cultural functions.
TRAINING FACILITIES
The institute plays a key role in human resource development for
telecom services. To make the training effective, a good
infrastructure of well equipped laboratories with experienced
teaching staff has been provided. The equipments are in live
condition and the trainees are free to handle the same to have
clear concepts about the working of the system. It is always
endeavoured that the personnel trained should gain such
knowledge and skill that they are in a position to install, operate
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and maintain the systems without any difficulty after completion of
the training.
Keeping in view the rapid development in telecom technologies
throughout the world, new labs are being added to the training
centre. These are installed and commissioned by the faculty
members. Each lab is maintained by a S.D.E. with the help of
J.T.Os.
TRAINING PLANNING
The training opportunities outlined here allow you and your
subordinates to develop knowledge and skills which are consistent
with departmental goals and career plans. As individual training
needs are identified, the subordinate should be an integral part of
the planning process.
As a preliminary step in planning a complete training program, you
should seek answers to the following questions.
What are the job requirements ?
What past training, job experience and/or education contributes to
job performance ?
What performance deficiencies or problems could be attributed to
a lack of knowledge and / or skills ?
What related job functions would be useful to know ?
In what areas is knowledge needed in order to develop potential
for future assignments ?
Answers to these questions should provide you with sufficient
information to identify training requirements. As part of the
planning process, you should perform the following activities :
Step 1 : Identify the areas in which training is needed.
Step 2 : Determine which courses address those needs.
Step 3 : Determine pre-requisites and ensure that they are met.
Step 4 : Map out the appropriate sequence of courses to be taken.
Step 5 : Document training planned and scheduled.
Step 6 : Schedule of training.
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REGISTRATION PROCEDURE FOR THE COURSES
The Course Directory 1999 gives the necessary information about
the various training courses planned to be conducted in the
different RTTCs & BRBRAITT Jabalpur.
The HRD officers of the Telecom Circles are requested to assess
the training needs of their circles and submit to this office the
consolidated requirements of seats for each course, for the entire
year 1999 with specific remarks that how many candidates can be
spared at a time for each batch. The requirement of seats from
your Circle must reach this office before 31.12.98 if not submitted
earlier.
Requirements received from subordinate Units/Minor Telecom
District/SSAs of your Circle will not be considered for allotment.
Seats are allotted to your Circle for each course through separate
allotment orders called 'A' Circular which are normally released
three months in advance to the actual dates of commencement of
each batch. You may depute the participants for the respective
courses after the fulfillment of various conditions as laid down in
the allotment orders and confirmation of the nomination in 'B'
Circular.
For trainees from other Departments and organisations in non DOT
a
fee
of
Rs. 10,950/- per trainee per week excluding boarding and lodging
shall be charged. The lodging charges are Rs. 100/- to 200/- per
bed per day & are likely to be revised. For foreign trainees a fee of
U.S. Dollar 650 (six hundred fifty U.S. Dollar only) per trainee per
week excluding boarding and lodging shall be charged. For
boarding and lodging charging will be done separately. In addition
charges for study tours outside Jabalpur are also payable. (The
above rates are under revision and latest rates may be checked at
the time of nomination of candidates).
LOCATION OF REGIONAL TELECOM TRAINING CENTRES OF
BSNL
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Ahmedabad
Bhubanesh
Chennai
war
Guwahati
Hyderabad
Jaipur
Kalyani
Lucknow
Mysore
Nagpur
Patna
Pune
Rajpura
Thiruvanath
apuram
LOCATION OF CIRCLE TELECOM TRAINING CENTRES
OF BSNL
Bhubaneshw
Ahmedabad
Bhopal
Calcutta
Chennai
Guwahati
Jaipur
Jammu
Kakinada
Kurukshetra
Lucknow
Mysore
Meerut
Nasik
Patna
Rajpura
Shillong
ar
Sunder
Nagar
Thiruvanant
puram
LOCATION OF DISTRICT TELECOM TRAINING CENTRES
OF BSNL
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Ahmedabad
Bangalore
Calcutta
Chhenai
Hyderabad
Pune
NEED FOR THE STUDY

i.
ii.
iii.
iv.
For the organizational viability & transformation process

the organization has to train its employees to impart specific
skills & knowledge in order to contribute to organizational
efficiency & to cope with the changing environment.
For the organizational complexity which occurs because
of the increased mechanization & automation manufacturing
the products & by-products or dealing in services of diversified
lines extension of operations to various regions & overseas
countries. This creates a complex problem & this situation calls
for training in the skills of coordination, integration, &
adaptability to the requirement of growth, diversification &
expansion.
Training is necessary when existing employees are
promoted to higher level in the organization or when there is
some new job due to transfer. It is also necessary to equip the
old employees with the new techniques or technology &
advanced disciplines.
It is necessary for maintaining human relation besides
maintaining sound industrial relations & also to deal with the
human problems.
A study on Effectiveness of Training and Development
in Public Sector
Statement of the problem: The study is conducted to find
out the overall impact of training and development on the job
performance of employees working in different cadre groups in
each department.
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Purpose of the study: The main purpose is to know the

effectiveness of training in relation to the job performance of
employees and to reduce the resisting forces in employees to
new technological advancement.
Scope of the study: The scope of the study is restricted to
the employees working in different cadre groups in each of the
department in the organization - BSNL Belgaum.
1.
2.
3.
4.
5.
Objectives:
To find out the relevance of training and development in
achieving goals of the organization.
The basis on which the training is planned and scheduled.
To study the different methods of training at BSNL
To find out whether the training activities is aligned with
overall goals of the organization
To study the relationship between performance and
training
Research methodology.
According to this study investigation was conducted for some
definite purpose with the help of a structural & personal
interview to gather primary information as much as possible
than the most appropriate research design for the study is
descriptive research design.
The study is an evaluative & diagnostic attempt to discover
empirically the nature of relationship between performance
appraisal and training and development within the extensively
draw domain of the problem of the question.
Following are the steps in the research design.
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Sampling Plan
Sampling frame: the respondents are the

employees of the public sector Bharat Sanchar Nigam Ltd
(BSNL) Belgaum SSA.
Sampling unit: the sampling unit is an individual

employee of all the departments of the organization Bharat
Sanchar Nigam Ltd(BSNL)
Sample size: sample size taken for this study is

100 employees covering all the departments of the
organization.
Area covered
For this survey I have covered all the departments of the
organization - BSNL Belgaum.
Following are the number and name of departments.
Sl
no
1
2
3
4
5
Department
No. of employees
Planning
Administration
Operations
Accounts
HRD
Total
20
20
20
20
20
100
Methodology:
A list of questions was prepared by me under the guidance of my
mentor.
Following were the steps in my study.
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1.
Questionnaire: a questionnaire was served to all the

employees asking their opinion about the effectives of training and
development programs at BSNL.
2.
Personal interview: a face-to-face talk is carried out with

the employees where I asked several employees about their
feelings and opinions on various aspects of their jobs and
organization.
3.
Company data and reports: certain reports from the HRD

department provided the information as to the total no of
employees, schedule of training
programs,
number of
persons attending it and other such things, which indicated the

employee performance on the job after attending these training
programs.
Data collection:
To produce a reliable questionnaire both primary and secondary
information was used.
Primary data is the first hand information; the questionnaire was
prepared by me under the guidance of the mentor wherein I used
likert five-point scale and closed ended questions for measuring
attitudes of the employees for my study.
The questionnaire comprised 12 questions which covered all the
aspects of measuring the effectiveness of training and
development.
PRIMARY DATA
An instrument is used to collect the required information from the
employees and also interact the employees personally.
Primary data helps us in making observation of employees
behaviors, talk gestures which helped me in identifying any the
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attitude of employees towards the training program and the
effectiveness of the training program in the organization.
SECONDARY DATA
It was collected from the website of the company, and the
compaby personnel, certain reports from the HR department. The
research also took the help of the books and journal.
Both primary and secondary data served the purpose in
measuring the effectiveness of training and development at
BSNL. Both are equally essential for any type ofsurvey.
DATA ANALYSIS
Statistical tool:
Correlation test
Frequency test
Statistical package
SPSS software
Procedure for Analysis
1.Administering questionnaire to all the employees.
2.Analyze the rating of employees using the statistical tool
(spss software).
3.simple frequency test(mean & standard deviation).
4.Correlation.
5.Interpretation of analyzed information.
Limitations of the study:
1.
Due to restriction to enter into some of the departments
at BSNL I could not cover some of the aspects required for my
study.
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2.
Interaction with the company executive was limited due

to their busy schedule.
3.
The information collected is mainly primary data and the
accuracy is subject to the responses received.
Theoretical aspects of Training and Development
It is a learning process that involves the acquisition of
knowledge, sharpening of skills, concepts, rules, or changing of
attitudes and behaviours to enhance the performance of
employees. Training is an organized procedure which brings about
semi-permanent changes in behavior, for a definite purpose. The
three main areas involved are skills, knowledge and attitudes
(sometimes called social skills) but always with a definite purpose
in mind.
Training also helps a person cultivate appropriate and
desired behavior and attitude towards the work and people.
Training is a process through which a person enhances and
develops his efficiency, capacity and effectiveness at work by
improving and updating his knowledge and understanding the
relevant skills relevant to his or her job. Unless training is provided,
the jobs and lives of employees in organizations are at stake.
Training is activity leading to skilled behavior.
Its not what you want in life, but its knowing how to reach it
Its not where you want to go, but its knowing how to get there
Its not how high you want to rise, but its knowing how to take off
It may not be quite the outcome you were aiming for, but it will
be an outcome
Its not what you dream of doing, but its having the knowledge to
do it
It's not a set of goals, but its more like a vision
Page

Its not the goal you set, but its what you need to achieve it
Training is about knowing where you stand (no matter how good or
bad the current situation looks) at present, and where you will be
after some point of time.
Training is about the acquisition of knowledge, skills, and abilities
(KSA) through professional development.
OBJECTIVES OF TRAINING:
Preparing both the old & new employees to meet the
present as well as the changing requirements of the
job & the organization.
Preventing obsolescence.
Preparing employees for the higher-level tasks.
Ensuring smooth & efficient working of the
department.
Ensuring economical output of the required quality.
Imparting knowledge & skills for new entrants.
Induction
Updating
Preparing for future assignments
Competency development
CLASSIFICATION OF TRAINING:
There are a number of training methods available; Use of a
particular method depends on the type of trainees viz. worker,
supervisor and manager. Basically these methods can be classified
into following categories:
1.Induction training:
Here, training is given to newly joined employees. The main
objective of this training is to give an idea to the employee about
the particular work. It is concerned with orienting a new employee
to a new environment.
Page

2.On-the-job training:
Here, the individual is placed on a regular job and taught the
skills necessary to perform that job. The trainee learns under the
supervision and guidance of a qualified worker or instructor. It
gives first hand knowledge and experience under the actual
working conditions.
3.Apprenticeship training:
Apprenticeship training is normally given to artisans,
electricians, plumbers and a like. The duration is mainly 6 months
to 2 years; this is carried out under the guidance and intimate
supervision of master craftsman, expert worker and supervisor.
During training period the trainee is paid less than that of a
qualified worker.
4.Job Rotation:
This involves the movement of the trainee from one job to
another. The trainee receives job knowledge and gains experience
from his supervisor or trainer in each of the different job
assignments. This method gives an opportunity to the trainee to
understand the problems of employees on other jobs.
5.Coaching:
The trainee is placed under a particular supervisor who
functions as a coach in training the individuals. The supervisor
provides feedback to the trainee on his performance and offers him
some suggestions for improvements. But the trainee may not have
the freedom or opportunity to express his own ideas.
6.Job Instruction:
This method is also known as training through step by step.
The trainer explains to the trainee the way of doing the jobs, job
knowledge and skills and allows him to do the job. The trainer
appraises the performance of the trainee, provides feedback
information and corrects the trainee.
Page

7.Committee Assignments:
A group of trainees are given and asked to solve an actual
organizational problem. The trainees solve the problem jointly. It
develops teamwork.
8.Off the job training:
The trainee is separated from the job situation and his
attention is focused upon learning the material related to his future
job performance.
Since the trainee is not distracted by job
requirements, he can place his entire concentration on learning the
job rather than spending his time in performing it. There is an
opportunity for freedom of expression for the trainees.
9.Vestibule training:
Actual work conditions are simulated in the classroom.
Material, files and equipments, which are used in actual job
performance, are also used in training. This type of training is
commonly used for training personal for clerical and semi-skilled
jobs. Theory can be related to practice in this method.
10.Role-playing:
It is a method of human interactions that involves realistic
behavior in imaginary situations. This method of training involves
certain characters. This method is mostly used for developing
inter-personal interactions and relations.
11.Lecture Method:
The instructor organizes the material and gives it to a group of
trainees in the form of a talk. To be effective, the lecture must
motivate and create interest among the trainees. This method is
direct and can be used for a large group of trainees. Costs and
time involved are reduced.
12.Conference or discussion:
This method involves a group of people who pose ideas,
examine and share facts, ideas and data, test assumptions and
draw conclusions, which contribute to the improvement of job
performance.
Page

13.Programmed instruction:
The subject matter to be learned is presented in a series of
carefully planned sequential units. These units are arranged from
simple to more complex levels of instruction. The trainee goes
through these units by answering questions or filling the blanks.
14.Internship Training:
Here, the organization makes arrangements with technical
institutes to get its employees duly trained in the latest theoretical
knowledge and other developments relating to trade, this training is
provided to the employee in such a way as to bring balance
between theory and practice.
15.Professional skill training:
Here, training is given to Professional staff such as
Accountants, Surveyors, Auditors, and Architects etc. Organization
provides this training to newly joined professionals to gain the
professional qualification and it is also given to the existing
professionals.
HOW TO MAKE TRAINING EFFECTIVE:
Determine the training needs through job description,

performance appraisal, potential appraisal and discussion
with employees.
Prepare a training calendar in discussion with the

managers concerned.
Define the training objectives specifically.
Select the efficient faculty
FACTORS INFLUENCING TRAINING AND

DEVELOPMENT:
Top management support
Commitment from specialists and generalists
Technological advances
Page

Organizational complexity
Learning principles
Difference
between
Development
1.
2.
3.
4.
Training
Training is often referred
to as importing specific
skills.
The
focus
is
on
improvement
in
performance
after
training.
The impact of training
be
experienced
and
assessed
by
the
organization.
Usually, administrative,
supervisory
and
technical workforce may
be exposed to training
program.
Training
and
Development
1. Development on the
other hand
is often
focused
at
overall
development
of
personality.
2. 2.They focus on aspects
like leadership skills,
managing
teams,
problem
solving,
decision making , people
skills,
time
management, etc.
Models of Training and Development

Training is a sub-system of the organization because the
departments such as, marketing & sales, HR, production, finance,
etc depends on training for its survival. Training is a transforming
process that requires some input and in turn it produces output in
the form of knowledge, skills, and attitudes (KSAs).
THE TRAINING SYSTEM
A System is a combination of things or parts that must
work together to perform a particular function. An organization is a
Page

system and training is a sub system of the organization. The
System Approach views training as a sub system of an
organization. System Approach can be used to examine broad
issues like objectives, functions, and aim. It establishes a logical
relationship between the sequential stages in the process of
training need analysis (TNA), formulating, delivering, and
evaluating. There are 4 necessary inputs i.e. technology, man,
material, time required in every system to produce products or
services. And every system must have some output from these
inputs in order to survive. The output can be tangible or intangible
depending upon the organizations requirement. A system
approach to training is planned creation of training program. This
approach uses step-by-step procedures to solve the problems.
Under systematic approach, training is undertaken on planned
basis. Out of this planned effort, one such basic model of five steps
is system model that is explained below. Organization are working
in open environment i.e. there are some internal and external
forces, that poses threats and opportunities, therefore, trainers
need to be aware of these forces which may impact on the
content, form, and conduct of the training efforts. The internal
forces are the various demands of the organization for a better
learning environment; need to be up to date with the latest
technologies.
The three model of training are:

1.System Model
2.Instructional System Development Model
3. Transitional model
SYSTEM MODEL
The system model consists of five phases and should be repeated on
a regular basis to make further improvements. The training should
Page

achieve the purpose of helping employee to perform their work to
required standards. The steps involved in System Model of training
are as follows:
1. Analyze and identify the training needs i.e. to analyze the
department, job, employees requirement, who needs training, what
do they need to learn, estimating training cost, etc The next step is
to develop a performance measure on the basis of which actual
performance would be evaluated.
2. Design and provide training to meet identified needs. This step
requires developing objectives of training, identifying the learning
steps, sequencing and structuring the contents.
Instructional System Development Model (ISD) Model

Instructional System Development model was made to answer the
training problems. This model is widely used now-a-days in the
organization because it is concerned with the training need on the
job performance. Training objectives are defined on the basis of job
responsibilities and job description and on the basis of the defined
objectives individual progress is measured. This model also helps in
determining and developing the favorable strategies, sequencing the
content, and delivering media for the types of training objectives to
be achieved.
The Instructional System Development model comprises of five
stages:
1. ANALYSIS This phase consist of training need assessment,
job analysis, and target audience analysis.
2. PLANNING This phase consist of setting goal of the learning
outcome, instructional objectives that measures behavior of a
participant after the training, types of training material, media
Page

selection, methods of evaluating the trainee, trainer and the
training program, strategies to impart knowledge i.e. selection
of content, sequencing of content, etc.
3. DEVELOPMENT This phase translates design decisions into
training material. It consists of developing course material for
the trainer including handouts, workbooks, visual aids,
demonstration props, etc, course material for the trainee
including handouts of summary.
4. EXECUTION This phase focuses on logistical arrangements,
such as arranging speakers, equipments, benches, podium,
food facilities, cooling, lighting, parking, and other training
accessories.
5. EVALUATION The purpose of this phase is to make sure that
the training program has achieved its aim in terms of
subsequent work performance. This phase consists of
identifying strengths and weaknesses and making necessary
amendments to any of the previous stage in order to remedy
or improve failure practices.
The ISD model is a continuous process that lasts throughout the
training program. It also highlights that feedback is an important
phase throughout the entire training program. In this model, the
output of one phase is an input to the next phase.
Transitional Model
Transitional model focuses on the organization as a whole. The
outer loop describes the vision, mission and values of the
organization on the basis of which training model i.e. inner loop is
executed.
Vision focuses on the milestones that the organization would like
to achieve after the defined point of time. A vision statement tells
that where the organization sees itself few years down the line. A
vision may include setting a role mode, or bringing some internal
transformation, or may be promising to meet some other deadlines.
Mission explain the reason of organizational existence. It
identifies the position in the community. The reason of developing a
Page

mission statement is to motivate, inspire, and inform the
employees regarding the organization. The mission statement tells
about the identity that how the organization would like to be
viewed by the customers, employees, and all other stakeholders.
Values is the translation of vision and mission into communicable
ideals. It reflects the deeply held values of the organization and is
independent of current industry environment. For example, values
may include social responsibility, excellent customer service, etc.
The mission, vision, and values precede the objective in the inner
loop. This model considers the organization as a whole. The
objective is formulated keeping these three things in mind and then
the training model is further implemented.
TYPICAL
REASONS
DEVELOPMENT
FOR
EMPLOYEE
TRAINING
AND
Training and development can be initiated for a variety of reasons

for an employee or group of employees, e.g.,:
1. When a performance
improvement is needed
appraisal
indicates
performance
2. To "benchmark" the status of improvement so far in a

performance improvement effort
3. As part of an overall professional development program
4. As part of succession planning to help an employee be
eligible for a planned change in role in the organization
5. To "pilot", or test, the operation of a new performance
management system
6. To train about a specific topic.
TYPICAL TOPICS OF EMPLOYEE TRAINING
1. Communications: The increasing diversity of today's
workforce brings a wide variety of languages and customs.
Page

2. Computer skills: Computer skills are becoming a
necessity for conducting administrative and office tasks.
3. Customer service: Increased competition in today's
global marketplace makes it critical that employees
understand and meet the needs of customers.
4. Diversity: Diversity training usually includes explanation
about how people have different perspectives and views,
and includes techniques to value diversity
5. Ethics: 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.
6. Human relations: The increased stresses of today's
workplace can include misunderstandings and conflict.
Training can people to get along in the workplace.
7. Quality initiatives: Initiatives such as Total Quality
Management, Quality Circles, benchmarking, etc., require
basic training about quality concepts, guidelines and
standards for quality, etc.
8. Safety: 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.
9. Sexual harassment: Sexual harassment training usually
includes careful description of the organization's policies
about sexual harassment, especially about what are
inappropriate behaviors.
GENERAL BENEFITS
DEVELOPMENT
FROM
EMPLOYEE
TRAINING
AND
There are numerous sources of online information about training

and development. Several of these sites (they're listed later on in
this library) suggest reasons for supervisors to conduct training
among employees. These reasons include:
Page

Increased job satisfaction and morale among employees
Increased employee motivation

Increased efficiencies in processes, resulting in financial gain
Increased capacity to adopt new technologies and methods
Increased innovation in strategies and products
Reduced employee turnover
Enhanced company image, e.g., conducting ethics training
(not a good reason for ethics training!)
Risk management, e.g., training about sexual harassment,
diversity.
THE PROCESS OF TRAININ AND DEVELOPMENT
INDUSTRY PROFILE
Bharat Sanchar Nigam Limited (BSNL)
Page

Bharat Sanchar Nigam Limited (known as BSNL, India
Communications Corporation Limited) is a public sector
communications
company
in
India.
It
is
the
largest
telecommunication company in India and the sixth largest in the
world[citation needed]. Its headquarters are at Bharat Sanchar Bhawan,
Harish Chandra Mathur Lane, Janpath, New Delhi. It has the status of
Mini-ratana - a status assigned to reputed Public Sector companies
in India.
BSNL is India's oldest and largest Communication Service Provider
(CSP). Currently BSNL has a customer base of 65.3 million (Basic &
Mobile telephony). It has footprints throughout India except for the
metropolitan cities of Mumbai and New Delhi which are managed by
MTNL. As on July 31, 2007 BSNL commanded a customer base of
32.7 million Wireline, 3.7 million CDMA-WLL and 28.9 million GSM
Mobile subscribers. BSNL's earnings for the Financial Year ending
March 31, 2007 stood at INR 397.15b (US$ 9.67 b) with net profit of
INR 78.06b (US$ 1.90 billion). Today, BSNL is India's largest Telco and
one of the largest Public Sector Undertaking of the country with
authorized share capital of US$ 4.26 billion (INR 17,500 Crores) and
assets of US$ 14.74 billion.
The foundation of Telecom Network in India was laid
by the British sometime in 19th century. The history of BSNL is
linked with the beginning of Telecom in India. In 19th century and
for almost entire 20th century, the Telecom in India was operated
as a Government of India wing. Earlier it was part of erstwhile Post
& Telegraph Department (P&T). In 1975 the Department of Telecom
(DoT) was separated from P&T. DoT was responsible for running of
Telecom services in entire country until 1985 when Mahanagar
Telephone Nigam Limited (MTNL) was carved out of DoT to run the
telecom services of Delhi and Mumbai. It is a well known fact that
BSNL was carved out of Department of Telecom to provide level
playing field to private telecoms.Subsequently in 1990s the telecom
sector was opened up by the Government for Private investment,
therefore it became necessary to separate the Government's policy
wing from Operations wing. The Government of India corporatised
Page

the operations wing of DoT on October 01, 2000 and named it as
Bharat Sanchar Nigam Limited (BSNL).BSNL operates as a public
sector.
Employment at BSNL
BSNL's employee base comprises of more than 3,57,000 telecom
engineers and professionals.
BSNL's Work Culture
Teamwork, leadership, motivation, etc. are the management
principles followed at BSNL. The entire staff is divided in four groups.
Board of Directors
BOD of BSNL consists of 6 members.
Employee distribution at BSNL
Key Players In Indian Telecom Industry:

1) Reliance Communications Limited
2) Bharti Airtel Limited
3) BSNL
4) MTNL
5) Hutchison Essar
6) Ericsson
7) Nokia
8) Siemens Communications
9) Idea Cellular Limited
Page

10) Tata Teleservices
CHALLENGES
During Financial Year 2006-2007 (From April 01, 2006 to March 31,
2007) BSNL has added 9.6 million new customers in various
telephone services taking its customer base to 64.8 million. BSNL's
nearest competitor Bharti Airtel is standing at a customer base of
39 million. However, despite impressive growth shown by BSNL in
recent times, the Fixed line customer base of BSNL is declining. In
order to woo back its fixed-line customers BSNL has brought down
long distance calling rate under OneIndia plan, however, the
success of the scheme is not known. However, BSNL faces bleak
fiscal 2006-2007 as users flee, which has been accepted by the
CMD BSNL.
Presently there is an intense competition in Indian Telecom sector
and various Telcos are rolling out attractive schemes and are
providing good customer services. However, BSNL being legacy
operator and its conversion from a Government Department, earns
lot of criticism for its poor customer service. Although in recent past
there have been tremendous improvement in working of BSNL but
still it is much below the Industry's Expectations. A large aging
(average age 49 years(appx)) workforce (300,000 strong), which is
mostly semi-illetrate or illeterate is the main reason for the poor
customer service. Further, the Top management of BSNL is still
working in BSNL on deputation basis holding Government employee
status thus having little commitment to the organisation. Although
in coming years the retirement profile of the workforce is very fast
and around 25% of existing workforce will retire by 2010, however,
still the workforce will be quite large by the industry standards.
Quality of the workforce will also remain an issue.
Access Deficit Charges (ADC, a levy being paid by the private
operators to BSNL for provide service in non-lucarative areas
especially rural areas) has been slashed by 37% by TRAI, w.e.f. April
01, 2007.The reduction in ADC may hit the bottomlines of BSNL.
Page
BSNL is in the process of commissioning of a world class, multigigabit, multi-protocol, convergent IP infrastructure through National
Internet Backbone-II (NIB-II), that will provide convergent services
through the same backbone and broadband access network. The
Broadband service will be available on DSL technology (on the same
copper cable that is used for connecting telephone), on a
countrywide basis spanning 198 cities.
Page

In terms of infrastructure for broadband services NIB-II would
put India at par with more advanced nations. The services that would
be supported includes always-on broadband access to the Internet for
residential and business customers, Content based services, Video
multicasting, Video-on-demand and Interactive gaming, Audio and
Video conferencing, IP Telephony, Distance learning, Messaging: plain
and feature rich, Multi-site MPLS VPNs with Quality of Service (QoS)
guarantees. The subscribe will be able to access the above services
through Subscriber Service Selection System (SSSS) portal.
Key Objectives
To provide high speed Internet connectivity (upto 8 Mbps)
To provide Virtual Private Network (VPN) service to the
broadband customers
To provide dial VPN service to MPLS VPN customers.
To provide multicast video services, video-on-demand, etc.
through the
Broadband Remote Access Server (BRAS).
To provide a means to bill for the aforesaid services by either
time-based or volume-based billing. It shall provide the
customer with the option to select the services through web
server
To provide both pre-paid and post paid broadband services
Technical Capability of the Backbone
The Broadband Service will be given through the state of the art
Multi Protocol Label Switching (MPLS) based IP Infrastructure, which
is designed to provide reliable routes to cover all possible
destinations within and outside the country. Layer 1 of the network
will consist of a high speed Backbone comprising of 24 powerful Core
Page

Routers connected with high speed 2.5 Gbps(STM-16) links. The
routers are located on the national DWDM network interfacing at
STM-16 optical level to provide for high transmission speeds.
Advantage of MPLS over other Technologies
MPLS VPN is a technology that allows a service provider like
BSNL to have complete control over parameters that are critical to
offering its customers service guarantees with regard to bandwidth
throughputs, latencies and availability.
Services available through Broadband
High speed Internet Access: This is the always-on Internet
access service with speed ranging from 256 kbps to 8
Mbps.
Bandwidth on Demand: This will facilitate customer to
change bandwidth as per his / her requirement. For
example a customer with 256 kbps can change to 1 Mbps
during the video Conferencing session.
Multicasting: This is to provide video multicast services for
application in distance education, telemedicine etc
Dial VPN Service: This service allows remote users to
access their private network securely over the NIB-II
infrastructure.
Video and Audio Conferencing:
Content based Services: Like Video on Demand, Interactive
Gaming, Live and time shifted TV
Services Provided By Bharat Sanchar Nigam Ltd
(BSNL)
BSNL LANDLINE
PHONE PLUS SERVICE
NEW TELEPHONE CONNECTION
Page

PERMANENT CONNECTION
CONCESSION IN RENTALS
SHIFT OF TELEPHONE
TRANSFER OF TELEPHONE
TELEPHONE TARIFF
BSNL MOBILE
POSTPAID
PREPAID
UNIFIED MESSAGING
GPRS/WAP/MMS
DEMOs
TARIFF
SMS & BULK SMS
INTERNET SERVICES
NETWORK
BROADBAND
TYPES OF ACCESS
WI-FI
CO-LOCATION SERVICE
BSNL WEB HOSTING
INTERNET TARIFF
DIAL UP INTERNET
SMS& BULK SMS
BSNL BROADBAND
Page
REGISTER ONLINE
TARIFF
FAQ
CHECK USAGE
BSNL MPLS-VPN
ISDN
ISDN
TARIFFE
Page

ANALYSIS AND INTERPRETATION
Correlations
Training
helps to
increase
Training
productivity &
Training
Program are
achieve org programs are of sufficient
goal
well planned
duration
Training helps to increase Pearson Correlation
1.000
.172
.284**
productivity & achieve org Sig. (2-tailed)
.
.088
.004
goal
N
100
100
100
Training programs are
Pearson Correlation
.172
1.000
.252*
well planned
Sig. (2-tailed)
.088
.
.011
N
100
100
100
Training Program are of Pearson Correlation
.284**
.252*
1.000
sufficient duration
Sig. (2-tailed)
.004
.011
.
N
100
100
100
Training is periodically
evaluated & improved
Pearson Correlation
Sig. (2-tailed)
N
Training Program
Pearson Correlation
emphasis on managerial Sig. (2-tailed)
& technical capabilities N
Training is given
Pearson Correlation
adequate importance
Sig. (2-tailed)
N
Employees are
Pearson Correlation
sponsored for trainig
Sig. (2-tailed)
programs
N
Sponsored employees
Pearson Correlation
take training seriously
Sig. (2-tailed)
N
Employees participation Pearson Correlation
in determining training
Sig. (2-tailed)
needs
N
Ehe quality of training is Pearson Correlation
excellent
Sig. (2-tailed)
N
External training program Pearson Correlation
are well examined
Sig. (2-tailed)
N
Training program is well Pearson Correlation
designed & widely shared Sig. (2-tailed)
N
.275*
.028
64
.079
.537
64
.291*
.020
64
.402**
.001
64
.315*
.011
64
.141
.268
64
.055
.663
64
.098
.443
64
.228
.070
64
.280*
.025
64
-.037
.773
64
-.141
.267
64
.209
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64
.044
.730
64
.077
.545
64
.129
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64
.164
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64
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64
.365**
.003
64
.434**
.000
64
.512**
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64
.427**
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64
.378**
.002
64
.357**
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64
.456**
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64
.293*
.019
64
.490**
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64
Training is
periodically
evaluated &
improved
.275*
.028
64
.280*
.025
64
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.003
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Program
emphasis on Training is
managerial &
given
technical
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.079
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are
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64
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employees
take training
seriously
.315*
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64
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participation Ehe quality
in determining of training
training needs is excellent
.141
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64
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.357**
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External
Training
training
program is
program well designed
are well
& widely
examined
shared
.098
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64
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.017
64
.386**
.002
64
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64
.066
.606
64
.195
.122
64
.230
.067
64
-.026
.841
64
.219
.083
64
.299*
.017
64
1.000
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64
.300*
.016
64
.227
.072
64
.441**
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64
.137
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64
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64
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64
.369**
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64
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64
.360**
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64
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64
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64
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64
.535**
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64
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64
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64
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64
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64
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64
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64
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64
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64
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64
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.280
64
.441**
.000
64
.629**
.000
64
.507**
.000
64
1.000
.
64
.640**
.000
64
.125
.327
64
.350**
.005
64
.230
.067
64
.344**
.005
64
.424**
.000
64
.440**
.000
64
.483**
.000
64
.640**
.000
64
1.000
.
64
.276*
.027
64
.548**
.000
64
-.026
.841
64
.215
.088
64
-.050
.696
64
.298*
.017
64
.396**
.001
64
.125
.327
64
.276*
.027
64
1.000
.
64
.372**
.002
64
.219
.083
64
.369**
.003
64
.535**
.000
64
.320*
.010
64
.423**
.000
64
.350**
.005
64
.548**
.000
64
.372**
.002
64
1.000
.
64
**. Correlation is significant at the 0.01 level (2-tailed).

*. Correlation is significant at the 0.05 level (2-tailed).
Interpretation: the correlation test is used to link one factor with

all the other factors in order to know which the most significant
factor and which factor is most positively correlated to each other.
and helps us to decide on the factors which are important in
designing the training program. Pearson correlation was effective
Page

for my study as the study made use of the nominal scale in the
questionnaire.
in the above correlation table the point at which the
row and column intersects and there is an star mark, that factor is
the most significant factor. if there is one star sign that factor is
positively correlated at 0.01 level of significance and when there is
2 star marks that factor is positively correlated at 0.05 level of
significance.
This table gives us the clear idea about the important
factors that are essential for effective training and development
programs. when the rows and columns intersect and it has a
negative sign those factors cannot be correlated at all or those
factors are not at all significant.
Therefore we can clearly make out from the above table
the significant and not so significant factors in the correlation table.
Training helps to increase productivity & achieve org goal
Valid
somewhat agree
strongly agree
Total
Frequency
33
67
100
Percent
33.0
67.0
100.0
Valid Percent
33.0
67.0
100.0
Cumulative
Percent
33.0
100.0
Page

Training helps to increase productivity
70
60
50
40
30
P e rce n t
20
10
0
somew hat agree
strongly agree
Training helps to increase productivity & achieve org goal
Training programs are well planned
Valid
somewhat disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
Frequency
8
Percent
8.0
Valid Percent
8.0
Cumulative
Percent
8.0
3.0
3.0
11.0
21
68
100
21.0
68.0
100.0
21.0
68.0
100.0
32.0
100.0

80
60
Pe rce n t
40
20
0
somew hat disagree
somew hat agree
neither agree nor di
strongly agree
Page

Training Program are of sufficient duration
Valid
somewhat disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
Frequency
5
Percent
5.0
Valid Percent
5.0
Cumulative
Percent
5.0
6.0
6.0
11.0
51
38
100
51.0
38.0
100.0
51.0
38.0
100.0
62.0
100.0

60
50
40
30
P e rce n t
20
10
0
somew hat disagree
somew hat agree
strongly agree
Training is periodically evaluated & improved

Frequency
Valid
Missing
Total
neither agree nor

disagree
somewhat agree
strongly agree
Total
System
Percent
Valid Percent
Cumulative
Percent
8.0
12.5
12.5
39
17
64
36
100
39.0
17.0
64.0
36.0
100.0
60.9
26.6
100.0
73.4
100.0
Page

70
60
50
40
30
Percen t
20
10
0
somew hat agree
strongly agree
Training Program emphasis on managerial & technical capabilities
Valid
Missing
Total
strongly disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
System
Frequency
1
Percent
1.0
Valid Percent
1.6
Cumulative
Percent
1.6
2.0
3.1
4.7
22
39
64
36
100
22.0
39.0
64.0
36.0
100.0
34.4
60.9
100.0
39.1
100.0
Page

emphasis on technical and managerial skills
70
60
50
40
30
P e rc e n t
20
10
0
strongly disagree
somew hat agree
strongly agree
Training Program emphasis on managerial & technical capabilities
Training is given adequate importance
Valid
Missing
Total
somewhat disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
System
Frequency
4
Percent
4.0
Valid Percent
6.3
Cumulative
Percent
6.3
5.0
7.8
14.1
26
29
64
36
100
26.0
29.0
64.0
36.0
100.0
40.6
45.3
100.0
54.7
100.0
Page

50
40
30
P e rce n t
20
10
0
somew hat disagree
somew hat agree
strongly agree
Employees are sponsored for trainig programs
Valid
somewhat disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
System
Missing
Total
Frequency
4
Percent
4.0
Valid Percent
6.3
Cumulative
Percent
6.3
5.0
7.8
14.1
38
17
64
36
100
38.0
17.0
64.0
36.0
100.0
59.4
26.6
100.0
73.4
100.0
Employees are sponsored for training programs

70
60
50
40
30
P e rc e n t
20
10
0
somew hat disagree
somew hat agree
strongly agree
Employees are sponsored for trainig programs
Page

Sponsored employees take training seriously
Valid
strongly disagree
somewhat disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
System
Missing
Total
Frequency
1
2
Percent
1.0
2.0
Valid Percent
1.6
3.1
Cumulative
Percent
1.6
4.7
8.0
12.5
17.2
32
21
64
36
100
32.0
21.0
64.0
36.0
100.0
50.0
32.8
100.0
67.2
100.0

60
50
40
30
P e rce n t
20
10
0
strongly disagree
somew hat disagree
strongly agree
somew hat agree
Page

Employees participation in determining training needs
Valid
Missing
Total
strongly disagree
somewhat disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
System
Frequency
2
7
Percent
2.0
7.0
Valid Percent
3.1
10.9
Cumulative
Percent
3.1
14.1
8.0
12.5
26.6
36
11
64
36
100
36.0
11.0
64.0
36.0
100.0
56.3
17.2
100.0
82.8
100.0
Employees determine training needs

60
50
40
30
P e rce n t
20
10
0
strongly disagree
somew hat disagree
strongly agree
somew hat agree
Employees participation in determining training needs
The quality of training is excellent

Frequency
Valid
Missing
Total
neither agree nor

disagree
somewhat agree
strongly agree
Total
System
Percent
Valid Percent
Cumulative
Percent
5.0
7.8
7.8
16
43
64
36
100
16.0
43.0
64.0
36.0
100.0
25.0
67.2
100.0
32.8
100.0
Page

The quality of training is excellent
80
70
60
50
40
P e rce n t
30
20
10
0
somew hat agree
strongly agree
Ehe quality of training is excellent
External training program are well examined
Valid
somewhat disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
System
Missing
Total
Frequency
1
Percent
1.0
Valid Percent
1.6
Cumulative
Percent
1.6
14
14.0
21.9
23.4
20
29
64
36
100
20.0
29.0
64.0
36.0
100.0
31.3
45.3
100.0
54.7
100.0

50
40
30
P e rce n t
20
10
0
somew hat disagree
somew hat agree
strongly agree
Page

Training program is well designed & widely shared
Valid
somewhat disagree
neither agree nor
disagree
somewhat agree
strongly agree
Total
System
Missing
Total
Frequency
1
Percent
1.0
Valid Percent
1.6
Cumulative
Percent
1.6
4.0
6.3
7.8
16
43
64
36
100
16.0
43.0
64.0
36.0
100.0
25.0
67.2
100.0
32.8
100.0

80
60
40
Percent
20
0
somew hat disagree
somew hat agree
strongly agree
Page

FINDINGS
Training helps to increase productivity and achieve

the goals of the organization
Training programs are well planned in the

organization.
The training given in organization is not of sufficient

duration.
The training programs are not evaluated

periodically.
The training programs strongly focus on technical

and managerial capabilities..
The training programs are not given adequate

importance due to the work pressure in the organization.
Employees attitude towards the training programs

is casual/informal.
There is no involvement of employees in

determining the training need analysis.
The quality of training programs in the organization

is excellent..
The training programs are well designed and widely

shared in the organization.
More priority is given for on the job trainings than

the value addition programs like motivation, stress
management, group dynamics.
Page
SUGGESTION
Employees should decide and determine the training
programs that they need so that they can work more
effectively and efficiently, employees should decide some
of the training they would like to undergo.
The HR department should conduct briefing and debriefing
sessions for employees for Training as to give them an idea
as to why this training is been conducted and what they
have to learn in the training program conducted and also
after training completion they should take a feedback as to
how effective was the training so that the necessary
improvements in training programs can be considered and
implemented.
Apart from on-job training programs the HR Department
should conduct constant value addition programs such as
Time management, Stress management trainings, group
dynamics, grievance redressal, these will help to add value
and is also essential in todays business scenario.
Performance of every employee undergone training should
be evaluated so as to get Improved quality of training
activities, Improve ability of the trainers to relate inputs to
output know their understanding about the training
programme conducted
Training
program
should
evaluate
the
abilities,
competencies and potentials of the trainees for a particular
job or work skills.
Page

It should aim to narrow down the gap between expected
level of performance and the actual level of performance.
It should provide new recruits or trainees a scientific pace
for imbibing the knowledge and skills required to discharge
their duties
and responsibilities meaningfully and
purposefully.
The company should conduct training programs at regular
intervals, which helps the employees to enhance their
knowledge for their current jobs.
The company should design the training program based on
the current requirement, which includes development of
technical
skills,
personality
development,
time
management, computer knowledge etc.
The training session should be made more interactive and
participative so that trainees and trainer are in constant
interaction
Page
CONCLUSION
According to the study conducted we can conclude that the
overall satisfaction level of employees in relation to the training
programs is moderate. The employees agree that the training
programs helps to increase productivity and achieve the
organizational goal.
The employees said that the training programs in the
organization are well planned but they are not satisfied with the
duration of the training program and the are also not satisfied with
the evaluation process of training program, they are not evaluated
periodically.
The training programs in the organization strongly focus on the
technical and managerial capabilities but these programs are not
given adequate importance sometimes because of the work
pressure.
The employees do not take the training programs seriously, as there
are no strict rules and regulations to attend the training programs.
The employees are not involved in determining the training need
analysis. The training programs are fixed by the top management.
The quality of the training programs is excellent but the employees
are not making the best use of it.
Therefore we can conclude that the training programs in the
organization are excellent but they have been not utilized properly
Page

by the employees as the training programs are not mad compulsory
to all the departments. There is a broader scope to develop and
improve its training programs in future in order to meet the
requirements of the global market
REFERENCES
Books:
Human Resources Management by Gary Dessler
Publised by Pearson Education 9th Edition
PP 184 - 240
Bibliography
Reference
i. Books
P L RAO, HRD THROUGH IN-HOUSE
TRAINING, Concepts of Training,
Methods of Training, Effectiveness of
Training
PP-3-185
Websites
http://www.mckinseyquarterly.com/ Nov 2004
http://www.google.co
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TRAINING & DEVELOPMENT SURVEY AT BSNL

TRAINING & DEVELOPMENT SURVEY AT BSNL

TRAINING & DEVELOPMENT SURVEY AT BSNL

TRAINING & DEVELOPMENT SURVEY AT BSNL

productivity, progress & development, also organization viability,

Commitment, and Creativity & Contribution to the organization.

TRAINING & DEVELOPMENT SURVEY AT BSNL

INTRODUCTION TO TRAINING AND DEVELOPMENT

TRAINING & DEVELOPMENT SURVEY AT BSNL

TRAINING AND DEVELOPMENT OBJECTIVES

Individual Objectives help employees in achieving their

TRAINING & DEVELOPMENT SURVEY AT BSNL

Organizational Objectives assist the organization with its

Functional Objectives maintain the departments

Societal Objectives ensure that an organization is ethically

Importance of Training and Development

TRAINING & DEVELOPMENT SURVEY AT BSNL

Organization Culture Training and Development helps to

TRAINING & DEVELOPMENT SURVEY AT BSNL

Training in Public Sector

TRAINING & DEVELOPMENT SURVEY AT BSNL

TRAINING & DEVELOPMENT SURVEY AT BSNL

IMPORTANCE OF TRAINING AT TELECOM SECTOR

TRAINING & DEVELOPMENT SURVEY AT BSNL

TRAINING AND DEVELOPMENT AT Bharat Sanchar

TRAINING & DEVELOPMENT SURVEY AT BSNL

TRAINING & DEVELOPMENT SURVEY AT BSNL

TRAINING & DEVELOPMENT SURVEY AT BSNL

TRAINING & DEVELOPMENT SURVEY AT BSNL

TRAINING & DEVELOPMENT SURVEY AT BSNL

TRAINING & DEVELOPMENT SURVEY AT BSNL

TRAINING & DEVELOPMENT SURVEY AT BSNL

NEED FOR THE STUDY

For the organizational viability & transformation process

TRAINING & DEVELOPMENT SURVEY AT BSNL

Purpose of the study: The main purpose is to know the

TRAINING & DEVELOPMENT SURVEY AT BSNL

Sampling frame: the respondents are the

Sampling unit: the sampling unit is an individual

Sample size: sample size taken for this study is

TRAINING & DEVELOPMENT SURVEY AT BSNL

Questionnaire: a questionnaire was served to all the

Personal interview: a face-to-face talk is carried out with

Company data and reports: certain reports from the HRD

persons attending it and other such things, which indicated the

TRAINING & DEVELOPMENT SURVEY AT BSNL

TRAINING & DEVELOPMENT SURVEY AT BSNL

Interaction with the company executive was limited due

TRAINING & DEVELOPMENT SURVEY AT BSNL

TRAINING & DEVELOPMENT SURVEY AT BSNL

TRAINING & DEVELOPMENT SURVEY AT BSNL

TRAINING & DEVELOPMENT SURVEY AT BSNL

Determine the training needs through job description,

Prepare a training calendar in discussion with the

Define the training objectives specifically.

Select the efficient faculty

FACTORS INFLUENCING TRAINING AND

TRAINING & DEVELOPMENT SURVEY AT BSNL

Models of Training and Development

TRAINING & DEVELOPMENT SURVEY AT BSNL

The three model of training are:

TRAINING & DEVELOPMENT SURVEY AT BSNL