Sie sind auf Seite 1von 93



INTRODUCTION a. Reason for selection BHEL b. Over View RESEARCH DESIGN a. Statement of the problem b. Nature of study c. Objective of the study d. Scope of the study e. Limitation of study



COMPANY PROFILE a. About BHEL - Vision, Mission & Value b. Competitors Profile


PRODUCT PROFILE a. Automation &Process electronic system b. Telecommunication c. Semi conductor & photo voltaic system d. Defense electronic e. Energy meter f. Services offered g. Global preference



6. 7. 8.



THEORETICAL FRAME WORK OF THE STUDY a. Training & development meaning . b. Need for training c. Objective of training d. Recent developments in training e. Types f. Methods of training g. Training strategy h. HRD & Organizational effectiveness thorough training i. Functions & responsibilities of HRD METHODOLOGY DATE ANALYSIS & INTERPRETATION INTERPRETATION OF INFORMATION GATHEREDFROM TRAINING COORDINATION SUMMARY OF FINDINGS & CONCLUSION RECOMMENDATION & SUGGESTION APPENDIX & ANNEXURES BIBLIOGRAPHY

10. 11. 12.

13. 14. 15. 16.

SI.NO 1.



Consideration of training as an effective tool for development of people & organization

Fulfillment of employees need by training & development department Number of training programme attended in his whole Career Nomination for the recently attended program Perception for the infrastructure available at HRD for conduct of the training programme Opinion for the faculty chosen for conducting the training programme Best method for identification of the training need Sharing of experience and knowledge gained from the programme with the peers Sharing of the peer's experience of the training programme Individual's per caption about general training Concept Employees grading for the different evaluation methods Reason for respondents interest for the out bound training Contribution of the training programme for individual development which enhance the organizations growth Techniques of training utmost by the employees Annual number of program employee thinks he must attend

2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.

14. 15.

In a short span of 20 years, training has mushroomed into large-scale activity. In industrially developed countries training is a means to reduce obsolescence among people and organizations in the face of relentless technology innovation. In developing countries, far away to the South, increased knowledge and skill, and application are the latent resource that can be mobilized by training without heavy demands on scarce capital and scarcer foreign exchange. The concept, strategy, and method of training do not differ from the industrialized to the industrializing countries. India spends around $6 billion on training and development each Year and USA almost the double expenditure of such magnitudes calls for a sharp look. Training needs this look extra much. For one thing, it is a new field and is still expanding fast. For another, controversy seems to envelop essential, obviously so. The doubt comes over its distribution in practice. Complaints are growing about its effectiveness and waste. Training activities are act of increasing the knowledge and skills of employees for doing a particular job. It imparts specific skills for specific purposes. It can be given to both new and old employees throughout their stay in the organization. Every management has to develop their organization through Human Resource Development (HRD). Employee Training is the important sub-system of HRD. In current scenario, the success and survival of any enterprise depends not on the capital, assets the company owns, nor the present market standing, does it depend mainly on knowledge and skills of its people. Training bridges the gap between job requirement and employee present specification.

a. Reason for selecting BHEL BHEL has been disclosed as one of the "NAVARATHNA" of the public sector units by the Government of India bringing it on the threshold of becoming the World-class player in the international arena. One of the reasons to select BHEL is that it is one of the TOP SEVEN organizations in Asia to record High Employment Satisfaction. And ever since 1970's BHEL is making profits continuously, even in this Globalization era it is standing stiff in its position competing with capital rich MNCS. The BHEL-Electronics Division (BHEL-EDN) is one among the three units of BHEL in Bangalore and also which owns the goodwill of providing its employees the best training programs. BHEL-EDN spends up to 25 lakh rupees per annum on its training and development activities to update and enrich its employee's skills, knowledge, efficiency, aptitude, and attitude and to achieve its well-being in the organization. This inspired me to study on TRAINING AND

DEVELOPMENT Activities at BHEL-EDN and to know whether its investment in this area is effective. b. OVERVIEW: Project titled Training and Development at BHEL -EDN" has the main objective of checking the effectiveness of the training programs conducted in the organization. Apart from the main focus, the related information's like training co-ordinates, working Pattern, study of the procedure and policies prepared for the same were also collected. The collection of the information was done through questionnaire and personal Interaction. The main aspect on which study is done in project covers the following: Procedures and policies Identification of Needs. Conduction of the programs Evaluation Techniques

Procedures and policies: A policy is a predetermined, selected course established as a guide the accepted goal and objectives. On one hand where policy indicates "what"

and why" procedure indicates how Policy is to be carried out. Each organization prepares a guideline for the activity conducted inside it; in BHEL-EDN they have their own predetermined course of action.

Identification of needs: The first for conduction for any training program is identification of need. On the Basis of which a candidate participates in a training program. Need identification at BHEL_EDN can be done in any/all of the three ways: Training and Development Training coordinators Personal Basis

Conduction of the program: Once the needs are identified, training programs could be conducted. Following are the Step involved in this process: a. Selecting Faculty b. Asking for Nomination of Candidates c. Arrangement of training Aids d. Evaluating the Training program Evaluation: The evaluation techniques adopted by both training programs are conducted. Following are the Step involved in this process: a. Selecting faculty b. Asking for Nomination of Candidates c. Arrangements of training Aids d. Evaluating the Training program

Evaluation: The evaluation techniques adopted by both Training and Development department and training coordinators have their own importance. Actually the evaluation is sometimes done by training and Development depart ment and sometimes by the Head of the department (training co-coordinators) The training and development department usually adopts the method of Questionnaire. Traini ng coordinators of t he different depart ment adopt different method for Evaluation, viz., a. Observation b. Interactions c. Presentations d. Analysis through Assignments.

Research inculcates scientific and inducting thinking and it promotes the development of logical habit of thinking and organization Significance of research may be understood by the words given by "Hudson" as follows: "All progress is bom of inquiry, doubt is often better than overconfidence, for it leads to inquiry leads to invention"


Human resource is considered as a vital resource and their development and up gradation is very essential. For that training is given to help and improve the skills and knowledge of employees. The problem selected here is T R A IN IN G A N D D EVELOPMENT AT BHEL-EDN, BANGALORE."

b. NATURE OF THE STUDY The nature of the training is to "Create a learning Organization". Which is a

new philosophy and view the organization's manpower as its resources and not as liabilities on mere hands. Therefore, the training is the best strategy to educate the employees to learn the new systems, which helps to increase the productivity of the organization and individual so recognition of training in an enterprise create new ways for effective and management of the organization.

c. OBJECTIVES OF THE STUDY The objective of study has been divided into two parts, primary and secondary: a. Primary objective: The prime objective of the project is to find out the effectiveness of "Training and Development" programs held by the organization to provide the Employees with a range of skills. b. Secondary Objectives: The secondary objectives of the project are: 1. To study the procedures and policies of training and Development

programs. 2. To evaluate the effectiveness in determination of training needs. 3. To check the perception of BHEL employees for training.

C. SCOPE OF THE STUDY: The study conducted not only provides employees' perception for various Training program organized by the department but also their expectation. This Study can help the department by knowing the need coming from the employees' to make this process of sharing of knowledge more effective. 1. The project work is done at BHEL-EDN : Mysore road, Be agalore 2. The study covers Executive cadre of employees 3. The study was conducted in of 1 MONTH. 4. The project work covers detailed study of TRAINING AND DEVELOPMENT at BHEL-EDN

d. LIMITATIONS The constrains in the study can be divided as 1. Time Constraint: The time available for accomplishing the task was one month, As

per the availability of Time, the sample size of employees taken for the Training Perception Survey was 35 People. A large sample size may have reflected the clearer picture. 2. Language Constraint: Although more than 90% employees are comfortable with English, but 10% of the Sample sizes are not able to communicate in English, Which created the communication Gap,(which includes workers , employees and the apprentices). Thus resulting into imperfect groups. 3. Lack of involvement of the Employees: A few employees of the organization are reluctant to share their experience. Although all the efforts were done to make the employees free to express their unbiased Opinion. Still some individual Biases do exist. 4. OTHERS: y This study is restricted to the Executive cadre in BHEL-EDN therefore results cannot be generalized to employees of other divisions of BHEL. y Analysis and interpretation of data is done on the assumption and the respondents' information not free from y Time constraint restricted the sample size y The information collected is totally subjective information gathering from the respective

The study is purely based on the facts provided by BHEL-EDN, HRD


A. ABOUT BHEL VISION A World class Engineering Enterprise Committed .to Enhancing Stakeholder value MISSION To be an Indian Multinational Engineering Enterprise Providing Total Business Solutions through Quality Products, Systems and Services in the fields Industry, Transportation, Infrastructure and other Potential areas. VALUES Zeal to Excel and Zest for Change Integrity and Fairness in all matters Respect for Dignity and potential of Individuals Strict adherence to Commitments Ensure speed of Response Foster Learning, Creativity and Team-work Loyalty and price in the Company r BHEL is the largest engineering and manufacturing enterprise in India in the of Energy,

infrastructure, energy and power sector today. BHEL established in late 50's is a name which is recognized across the industrial world. BHEL was established ushering Indigenous has been more than realized in a well-recognized track record of performance. It offers a wide range of spectrum of products services for core sector like power generation, transmission and distribution etc. besides supply of Energy Systems

BHEL manufactures over 180 products under 30 major product groups and caters to core sectors of the Indian economy. It has been earning profits continuously since 1971-72 and paying dividends since 1976-77. The wide network of BHEL 's include 8 service centers, 18 regional offices and a large number of project sites spread all over India and abroad enables the company to promptly serve its customers and provide them with suitable products, systems and services-efficiently and at competitive prices.BHEL is India's industrial ambassador to the world with expert presence in more than 50 countries. It has had a consistent track of growth, performance and profitability. The World Bank, in its. report on Indian public sector, has described BHEL as "One of the most efficient enterprises in the industrial sector at par with international standards of efficiency". A dynamic 62,500 strong team including over 11,000 highly qualified engineers embodies the BHEL philosophy of professional excellence through continuous striving for state-of-the-art technology. Towards meeting its quality, BHEL is using the vehicle of 'Quality Management Systems', which are certified to ISO 9001:2000 series of standards by internationally acclaimed certifying agency, BVQI, Corporate quality and unit level Quality structure enables requisite planning, control and implementation of company's vision statement. Corporate Quality derives strength from direct reporting to Chairman and Managing Director of the Company. The Quality and reliability of BHEL's products is due to the emphasis on design, engineering and manufacturing to international standards by acquiring and adopted some of the best technologies from leading companies in the world, together with its own R&D centers. BHEL has acquired certifications to Quality Management Systems ISO 900I, Environment Management System ISO 14001 and occupational Health And Safety Management System, OHSAS 18001 and has also one among the 'NAVARATHNA ' companies

The greatest strength of BHEL is its highly skilled and committed workforce. Every employee is given an equal opportunity to develop himself and improve his position. Continuous Training and Retraining, Career planning, positive work culture and participate style of management have engendered development of a committed and higher level of quality BHEL corporate headquarter is at New Delhi.

Address: BHEL HOUSE Siri fort, New Delhi-110049 Tel:(91)(l 1)26001010 Fax:(91)( 11)26493021 It has four Regional Offices at

y y y y y y y y y y y y y y y

NOIDA (North) KOLKATA (East) NAGPUR (West) CHENNAI (South)

BHEL has 15 Business centers Bangalore Bauvaneshwar Chandigarh Chennai Guwahati Haridwar Jabalpur Kola Lucknow Mumbai New Delhi

y y y y y y y y y y y y y y y y y y y y y y

Patna Ranchi Raipur Secandrabad

It has 13 main Manufacturing units 3 units at Bangalore 2 units at Haridwar 3 units at Tiruchirapally 1 unit at Bhopal 1 unit at Golndwal 1 unit at Jagadishpur 1 unit at Jhonsi 1 unit at Ranipet 1 unit at Rudmpur

It also has 8 service centers at Chandigarh Kolkata Nagpur Noida Patna Secunderabad Varanasi Varanasi Vadodara

BMEL has its corporate R&D at HYDERABAD b. COMPETITORS PROFILE After the Government Of India adopted the Liberalization Preivitazation Globalisation in its New Economic policy, many MNC's invaded in to the country suppressing the scope of domestic industries both the private and public sectors in the country. The major competitors of.BHEL are:

y y y y y y y

ABB India Alfa Laval Siemens India Larseb and Turbo Thermax Hitachi GE

4. PRODUCT PROFILE The comprehensive product panorama of the Bharat Heavy Electrical Limited, Electronics Division, Bangalore includes: a. Automation and Power Electronic Systems:

y y y y

Power Plant Automation Excitation Systems Industrial Automation Sub-Station Automation and Supervisory Control and Data

Acquisition Systems

y DC Drive Systems y AC Drive Systems y Power Supplies

y y y y y y y y y y y y y y y y y y y

Static Starters Traction Drive Systems for Locos and EMU'S HVDC Systems Static VAR Compensation (SVC) Systems Capswitch Systems

b. Telecommunication Rural Automation Exchanges (RAX) and Access Network RAX (AN-RAX) Single Base Module (SBM-XL &VE) Multimodule Automatic Exchange-Extra Large (MAX-XL) Remote Switching Unit (RSU) 120 Lines Remote Line Concentrator (RLC) Interactive Voice Response System (IVRS) Network Synchronizing Equipment (NSE) Integrated System Digital Network (ISDN) Common Channel Signalizing (CCS # 7) and V 5.2 Protocol

c. Semiconductor and Photovoltaiccv Systems Power Semiconductor Devices Solar Photovoltaic Cells Photovoltaic Panels PV Systems Grid Interactive, Hybrid and Stand Alone PV Power Plants Space Grade PV Panels Space Quality Batteries

d. Defense Electronics

y y y y y y y y y y

Simper Tactical Gunnery Simulator Infantry Weapon Effects Simulator for Tactical Gunnery Training Small Arms Training Simulator For Marksmanship Training

e. Energy Meters Electromechanical Energy Meters Electronic Energy Meters

f. Services Offered Erection Engineers In-house expertise for efficient Services-After-Sales Assured Supply of Spares A highly competent team to respond to customers emergency needs Total Solutions to renovation and modernization requirements and Commissioning by Highly experienced team of

GLOBAL PREFERENCE: BHEL-EDN has the core competence in offering Comprehensive solutions to the varied needs of customers across the globe. The countries where BHELEDN manufactured equipments/systems have been in operation are:

y y y y

Azerbaijan Bangladesh Bhutan Germany

y Ghana

y y y y y y y y y y y y

Italy Malaysia Malta Mauritius Nepal New Zealand Oman Saudi Arabia Sweden Tanzania Thailand USA.


500 400 300 Series1 200 100 0 1976- 1980- 1985- 1990- 1995- 199977 81 86 91 96 2000












y y y y y y y y y y y

Production in EDN is divided into 5 major product groups they are: Control equipment (CE) Power Semi Conductor devices (SE/PV) Energy Meters (EM) Sub-assembly Telecom Defence Electronics

Functions: Produce respective products in prescribed quality and quantity given

by Marketing and Engineering Departments Pass on the products produced to the Quality Control Department after testing them

Responsibilities This department is responsible foe developing the products that is designed by the

Engineering department To submit the Bill Of Materials regularly to the Material Management department And is responsible for testing the materials and also deals with the customer while

testing the products. 2. SERVICE GROUP A. Factory service and Township department

Headed by a GM and AGM, this department is mainly involved in the maintenance of the entire factory premises including machines, land and buildings. It takes up both preventive and breakdown maintenance activities.


Common Purchase Department

Headed by an AGM, this department is mainly involved in the procurement of required material inputs to all the product group departments both from indigenous and imports. This department is responsible for accounting of the purchases made by it and submission of bills/statements to the Finance department on date.


Shipping Department

Headed by an AGM, this is common department that is responsible for the shipment activities of all products to its customers. This department at present is under the contract of Control Equipment. It is also responsibie of packing and dispatching of the materials.








(PTS&S) Headed by DGM who in-turn has to report to the GM (FS&T/HRD), this department does the research and development job. It is responsible for development of technology and designs, which incorporates the new technological advances. Safety department takes every possible step to minimize accidents by taking the necessary measures at the various stages of planning and designing. Though the frequency of accidents is extremely low the management is taking keen interest to reduce accidents as far as possible by engineering methods and personnel protective equipment at various stages. Safety day is celebrated around March every year and apart from this surprise site visits are carried out to check whether the employees are following the safety measures.


Human Resource Development Department

Headed by SDGM, its major functions are :

y y y y

Training and Development Student Training apprentices and Training the management trainees Recruitment and selection for suitable posts of apprentices Co-ordination in seminars and meetings

3. SPECIAL FUNCTION GROUPS A. Cash collection and public relation Department (CC&PR) Headed by an AGM, this department mainly deals with

y y y y

Invoice generation Billing Collection activities Correspondence with customers of BHEL-EDN one the marketing

department places the order. It works towards satisfaction of the BHEL-EDN keeps track of customer satisfaction through:


The below expectation log, a database used to track complaints and record root causes, corrective actions made, cost of resolution and new

y y y y y

Customer retention data and analysis Unsolicited testimonials Trade shows and face-to-face feedback from customers Phone contacts with customers from all areas Sales and customer data

B.Planning and development Department This department decides targets to be achieved. It involves developing short and long term objectives that in turn must support the objectives of the organization as a whole. C.Vigilance Department This is and intelligent Department in the company, its responsibility is to place a check and take care of all the policies, rules and regulations of the organization. It is also responsible in detecting corruption and taking necessary actions to eliminate them.


Information and Technology Department

This department is responsible for providing Infotech and IT enabled services to the company. It is also responsible for providing the hardware, software and network services to all the departments in the company. 4. COMMON FUNCTIONS GROUP A. Quality Service Department This department gives more emphasis to the highest standard of quality at every stage of operations through implementation of Quality Management System and procedures, in line with international standards and practices. This department is responsible to maintain the quality of products and services generated by the company. It functions mainly through testing of both inputs and outputs of the company. B. Finance Department There are about 93 employees employed in this department, 23 Executives, 25 Supervisors and 45 supporting staff. One SDGM takes care of internal audit. which is Statutory requirement.

Functions and Responsibilities

y y y y y y y

Collection of accounts from all the sections and departments Prepare the books of accounts of the company Bill Payment activities Payment to establishment Costing and cost audit Preparation of Financial statements on date Internal audit

B. Human Resource Department BHEL derives its strength from its strong and dedicated work force, who are highly qualified professionals and are distributed across major categories and units. The employees of BHEL can be defined knowledge workers, which is very precious resource of the organization. The HR department is mainly concerned with developing and sustaining a dynamic work culture which enables joint organization of organizational goals and individual potential, taking care of changing aspiration at this juncture. The duties of personnel department are classified into four main categories namely: y Establishment y Welfare y Administration y Appraisal

8. FACTORY HUMAN RESOURCE MANAGEMENT PROFILE Introduction Human Resource Management is a process of bringing people and organization together so that the goals of each are met". "HRM is concerned with the most effective use of people to achieve organizational and individual goals. It is a way of managing people at work, so that they give their best to the organization -Invancevich and Glueck SCOPE OF HRM Scope of Human Resource Management was very limited in the beginning. Persona) Department, in those days was called as "Health and Happiness" department. The scope of management in general and personal in particular has changed considerably, covering more areas and responsibilities. It is a fact, that there is no general agreement among the authors as to the scope of HRM. However American Society For Training and Development (ASTD), conducted fairly an exhaustive study in this field and identified nine broad areas of activities of HRM, Human Resource Planning (HRP), Design of Organization and job. Selection and Staffing, Training and development, Organization Development (OD), Compensation and benefits. Employee Assistance, Union/Labour Relations, Personnel Research and Information Systems.

EVOLUTION OF HRM The utilization and management of people can be traced back to ancient times at east in its rudimentary forms. The basic difference in the way of people management lies on the ground that people in ancient times were managed in a more informal manner as against a more scientific and specialized way of managing people in today's context of HR. The history of HRM can be traced through the passing of four broad phases:





CRAFTS SYSTEM From the earliest times in Egypt and Babylon, training in craft skills was emphasized to maintain an adequate supply of crafts workers. Crafts was emphasized to maintain an adequate supply of crafts workers. Crafts guiolds existed which recruited employees and these recruiters were taken on the Job after a considerable period of training as an apprentice. Thus the Crafts system was best suited to the domestic industry. SCIENTIFIC MANAGEMENT When industrial revolution ushered in the 19 century the development of mass production and. several other factors led to the deterioration of the craft guilds. The founder of this new field of scientific management was an American Mechanical Engineer, Fredrick W Taylor. Taylor along with several other contemporaries did conduct a series of experiments to evolve on the most appropriate way of managing people scientifically. Taylor and his disciples assumed that workers wanted to be used efficiently were motivated by money. However, this philosophy proved to be incorrect because it ignored feelings and actual motivation workers remained dissatisfied with their jobs. Trade unions also started rising voice against taylorism for havihg deprived the workers of a voice in the conditions and functions of their work. The result was the Emergence of welfare secretaries as organizational employees to

oversee the welfare of employees. Thus marked the beginning of professional personnel.

HUMAN RELATIONS The first important discovery in the social context of mass production resulted from the famous experiments conducted by social scientists like Elton Mayo and fritz roethlisberger 1924 and 1932 at western electric's Hawthorne plant in Chicago Mayo and his colleagues sought to study the effects on employee productivity as a result of changes in the illumination of the plant. The investigators choose 2 groups of employees working under similar conditions. The level of illumination was varied for the test groups constant for the control group. To Mayo's surprise. The output of the groups rose. Even when the researchers told the workers in one group that the light was going to be changed but not actually change it, workers expressed satisfaction and productivity continued to increased. Thus it was observed that the variable here was psychological and not physical. The discovery of these Hawthorne studies led to further research on social factors associated with work. Ties led to human relations movement with its emphasis on the fact that the employee need to understood to increase productivity. ORGANIZATIONAL SCIENCE This approach focuses more on the total organization and less on just the individual and looks at individual as a significant asset of the organization.

WORK CULTURE Discipline The company believes in maintaining a very high level of organizational discipline by synergising personnel with technological discipline. Hours of working Monday Saturday Attendance Being at work regularly and on time is an important part of the over all job performance. Employees have to take an entry/exit to the company at the specified timings and have to scratch their electronic ID cards at the security entrance, where their attendance details are maintained in the electronic systems which is further used by the HR department to calculate the remuneration. Communication BHEL-EDN has a formal communication channel, the general flow of instruction is from top to bottom in the organization structure. BHEL-EDN follows an open communication policy and has an open pattern of communication among the employees. Each functional team meets regularly to review its key measures. If the team is discussing an issue that affects another team, that team is invited to the meeting to promote cross team sharing to Friday: 7.30 to 4.30

: 7.30 to 12.30

Decision Making Decision-making is a critical process handled by the top management to draw conclusion and solution for a situation/problem. The power of taking decision is centralized. The major strategic decisions are taken at the corporate office and are delegated to the units of BHEL. But however the day-to-day and functional decisions are taken at the respective divisions. Generally the management backing the sprit of workers participation appreciates the group decisions.



Sr. Executive

Off. Superintendent

Personal Assistant ET's/Student

Sr.Assistant Tech.appre,ntices/T&

Sr. Assistant ET's Hostel/Trade

Office Attendant

Human Resource Department at BHEL-EDN is a part of Human Resource Management. He Reports to the Executive Director A. Bhattacharya. The sections of HRM are

ESTABLISHMENT Takes care of manpower planning, selection, recruitment, Reporting, Posting, Deployment and redeployment, fixing of pay and perks. Promotions increments, maintenance of personal files. Performance Appraisals, Retirements, Resignation, Super animations, and Transfers. Sanctioning of loans, advances, incentives, and subsidies.

WELFARE Health, safety environment, working conditions including non-tangible incentives such as issue of uniform, gifts to the employees, allotment of quarters and personal problems If an employee dies the welfare section will provide them with Death Relief Fund. Canteen also comes under the Welfare Section. Licensing with various Government bodies such as Pollution Control Board is taken care by this department. Looking after the Hazardous work area that is safe and unsafe acts also comes under the Welfare section. Last but not the least is Dealing with contract laborers.

ADMINISTRATION Provide infrastructure facilities and improving the working conditions, transport facilities issue of identification badges, attendance and control of central mailing section. All the mails to BHEL go out and come in through the Central Mailing section of the Central Industrial Security Force (CISF) for security purposes,


Liasoning with various associations. Attend day-to-day problems (Misunderstanding between the employees) Manage associations and committees is the role of Industrial Relations section.

LEGAL SECTION Any legal disputes or litigations that arise out of company's business with outside agencies is handled by this section. Customers or suppliers dispute. Individual Cases (dismiss), Trade unions Violence at work place or issuing charge sheet; conducting internal enquiry according to standing orders is taken care by this section. One thing to be noted is that the Standing Orders do not apply to the Supervisors.


TRAINING AND DEVELOPMENT A formal definition of Training and Development is: "Training and development is an attempt to improve current or future employee performance by increasing and employee's ability to perform through Learning, usually by changing the employee's attitude or increasing his or her skills and knowledge " The below Chinese proverbs, clearly explains the importance of Training and Development. "If you want to help a man to lead a day, give him a fish. If you want to help him lead a week, give him a basket of fishes, but if you really want to help him to lead his life, Teach him how to catch the fish ". "If you wish to plan for a year, sow seeds if you wish to plan for 10 years, plant trees If you wish to plan for a lifetime, development".

MEANING OF TRAINING AND DEVELOPMENT The total context of Training can be divided into three categories: Training' can be defined as those activities designed to improve performance on the job the employee is presently doing, is being hired to do, or is being promoted into. y Education' includes those activities which are designed to improve the overall competence of an employee is being prepared for a different place in the organization from that he now hods. Education includes preparation for promotion into a position with new area of activity; it also includes learning inputs for long-range career advancement. y 'Development' activities are those, which increase the competence and ability of an employee to move with the organization as it changes and grows. Developments is concerned with the future of the organization and the individual and usually have goals which cannot be stated in specific terminology, the current job is evolving and changing and what it will be in the conditions and standards of proficiency are not today's reality. Employee development is designed to provide a viable and flexible work as the organization into the future

b. NEED FOR TRAINING Shortage of skills: Skilled and knowledgeable people are always on short supply. Alternatively they are too costly to hire from outside. The best alternative is to improve skill and knowledge of existing employees through T & D. Technological Obsolescence: Growth of technology takes place very fast. This will render current technology obsolete in the near future. There is a great need to upgrade technology. This needs suitable training. Personal Obsolescence: At time of recruitment employees possess a certain amount of knowledge and skill. As time passes their knowledge becomes obsolete unless it is updated by proper Training. This happens because of changes taking place in product technology, production methods, procurement of better machines, setting up of modem production lines, etc. Organizational Obsolescence: Modem management has introduced a number of innovative steps in functions of management of society like planning, organizing, controlling, coordinating and directing. To prevent this employees must be exposed to modem technology techniques through training. Upgrading Ability of Threshold Workers: Public policy provide reservation to disadvantaged sections of the society like handicapped, minorities and dependants of deceased workers etc. All these are threshold workers having less than minimum prescribed level of knowledge and skill. They require extensive training to bring them up to the minimum level of performance. Human capital: The latest thinking is to treat employees as "Human Capital". The expenditure involved in Training and development is now considered to be an investment. This is because in Globalisation, it is the knowledge and skills of the employees, which determine the competitive advantage of firm. Such enlightened firms focus their attention on employees. They invest money to update their knowledge and skill through Training and development.

TRAINING AND DEVELOPMENT AS IMPLEMENTED IN BHEL-EDN a. OBJECTIVES OF TRAINING The BHEL-EDN, HRD Department major department objective of providing Training to the employees are: y Performance Management is cornerstone of BHELs strategy for future success. Every executive and supervisor has to plat a full part in making such a process effective. The aim of the Training is to ensure that people have the skills to do it.

y The company cannot compete successfully unless it makes a major change in its attitude to customers. To support the policies and specific actions that has been announced. Training is provided to enhance the understanding of Customer care. y Their aim is to train personnel to prevent problems arising and to face the challenges effectively. y To help employees bring about changes in their attitude and behavior this helps them to become more professional. y To enhance the capabilities and problem-solving capacities of employees. y To improve the individual and organizational effectiveness. d. RECENT DEVELOPMENTS IN RAINING y Employee Self Initiative Employees have realized that change is the order of the day and they have started playing the role of a change agent. Consequently, employees identify their own training needs. Select appropriate training programmes organized by various institutions and undergo the training programmes. Thus employees in recent times started taking proactive learning measures on their own. y Online Training BHEL has started providing on-line Training. Trainees can undergo training be staying at the place of their work, participants complete course work from wherever they have access

to computer and Internet. Different types of media are used on Online Training. e. TYPES OF TRAINING PROVIDED AT BHEL-EDN



These are the training programmes those, which are conducted with in the organization. These programmes are headed either by the internal or external trainers.

2. OUT-HOUSE TRAINING These are the training programmes those, which are conducted outside the organization either by a training institution or in any other organizations. It is generally off-job Training.

FURTHER CATAGORIZATION OF TRAINING 3. ON-THE JOB TRAINING It emphasizes on learning while an individual is actually engaged in work. It is suitable for all types of employees thus personnel can learn by working on their respective jobs. This type of training is generally preferred by the management and supervisors as there is no stoppage or break in the work.

4. OFF-THE-JGB TRAINING The purpose of off-the-job training, a trainee has to leave the place of working and devote his entire time for learning during this period; the trainee doesn't contribute anything to the organization for the same. These can be followed either in the organization itself or the trainee may be sent away for training course organized by specialized training agencies.




y y y y y y y y y


y y y y y y


g. TRAINING STRATEGY AT BHEL-EDN BHEL-EDN adopts a unique Training Strategy, which is a mixture of both 'Trainercentered' training strategies, to draw a dual advantage of both. Here both trainer and trainee are the focus of the training. Trainees enjoy learning experiences, or discovering for themselves and the training is more accommodating of the individual skills and abilities. Active method of learning is used, enabling the trainee to interact with the trainer and the training materials. The other characteristics are that the information, which is given out usually, come out of set of syllabus, often interpreted by the HRD Department. Training co-ordinators and trainer; the instruction takes place at set times for set time tabled periods; the training is organized to fit neatly into the individual and organizational needs. The main purpose of this Mixed Strategy is to promote healthy learning environment in the organization by inspiring both the trainer and the trainee who are the very key factors of Training.

EVALUATION OF TRAINING "Evaluation is a system designed to value the effectiveness, efficiency and effects of training and of the trainer." "THE MORE ACTIVE THE TRAINEE THE MORE EFFECTIVE THE TRAINING" FUNCTIONS OF TRAINING y BHEL-EDN follows a summative evaluation technique where the result of training is finished and it confirms both the improvements in the trainee's performance and in training itself. y Measure the effectiveness of the training in total y Identify the outcomes of training, for the purpose of grading and certification trainees. y Appraise our effectiveness as trainers have done their job. y Make reports to management about the success of the training or its failure y Value the training in terms of cost-effectiveness y Consider the effect of any innovations, which have been made in training and Provide information, which makes further innovation more effective y Identify procedures which we can use to improve the design of training, and y Provide increased resources y Judge all effects of training, in general, by producing feedback from both trainees and trainersy General information about the structure of training which gives insight into the difficulties and problems of designing the training y Check on the predictive value of the selective process and trainability tests.

BHE1-EDN still follows the 'traditional method of Evaluation Of training programmes, that is 'Cyclic or General Evaluation Technique* which is a continuing process PROBLEM Problem identified by need analysis; Need for training



This is the first training pgm Structured by means of our design System and implemented accordingly

EVALUATION Looking for and identifying faults in First training pgm.


This is the second training courses, an Improvement and modification of the first


And so on.

BHEL-EDN also follows the 'Self Evaluation Technique' where the trainees themselves evaluate their progress and achievements.


TRAINING Training, personal involvement, commitment, dedication are vital for organizational effectiveness. Organizational effectiveness is vital for survival in this competitive global market.That is why, so much emphasis is placed on self-improvement (Controlled behavior through the principle of quality) through training. Training is the activity where the learning is focused on HRD training programmes of total personality development is the key to Human culture improvement and hence surest way towards Excellency in organizational culture. Prime objective of the training is to provide a developmentoriented environment to the available human energy and enhance team-work, mutual coordination, cooperation, culture of openness, affinity towards the organization, heart to heart communication in link language and positive support to team member to achieve seek performance and excellency in organizational culture.It is said that by way of training and retraining an environment in organization is created in such a way that the human power working at all levels will be inspired for i. Knowledge - to be updated ii. Skills - to be sharpened iii. Attitudes - to be changed up to keep up with the time.



BHEL-EDN Functions of HRD y Explore, techniques. y Establish HRD standards, policy and evaluation guidelines y Provide research and analysis to develop and implement HRD programmes y Conducts need analysis to determine overall direction of new HRD Programmes. y Develop system for collecting data to use in measuring the results of programs y Develop system for estimating monitoring and reporting HRD program cost. y Analyze and interpret evaluation data and report conclusions to appropriate anagement personnel. y Recommend program adjustments to HRD personnel based on evaluation data. y As requested, calculated cost/ benefit ratios, returns on investment, ancf other measures of economic justification for HRD programs y Develop guidelines for communicating HRD program results to appropriate personnel. Specific Responsibilities of HRD y Training and Development of Employees y Positioning, Apprentices. y Implementation of one-yearly Training scheme for Management Trainees y Administration of Trainee Hostel facilities y Student Training- project work, Industrial in-plant Training and factory visits. y Giving programs support to other departments in conducting various seminars and Redeploying, controlling and monitoring the Training of investigate and keep abreast of new HRD innovations and

Documents Maintained at HRD List of need statements and need index Decisions taken at the Training Coordinators Meeting Training plan Training nomination sheets Trainers Details Training Calendar Training Attendance sheets Training Cardex Training program material details Trainee feedback sheets Cost sheet Annual report on T & D activities Student Trainees Record Apprentices records

Constraints in conducting Training programs Top management attitude Time factor- rush of work/ workload Pressure in individual Employee perception, reluctance and inefficiency Resistance from Line managers and Supervisors Budgeting and funds Glass shield at superior level Lack of enforcement Want of Infrastructure facilities

The study of TRAINING AND DEVELOPMENT AT BHEL-EDN required multiple methods in order to arrive at an objective conclusion. The study required the collection of both primary and secondary data. Individual interviews An interview with the HR department was undertaken. Such interviews helped a lot in capturing their processes and procedures. This interview has helped in obtaining certain sensitive and significant information. Such information gives an insight in to their working styles, organizations cultule and values. Individual interviews with other departments was also undertaken to analyze their perceptions on the implementation of what they have learnt in the training program. Questionnaire method A comprehensive questionnaire is also administered analyzing.groups of employees. The questionnaire was administered individually. This ensures uninterrupted answering of the questionnaire and provides scope for getting more credible and unbiased data due to personal opinions and explanations. These questionnaires attempt to assess various preferences of the employees in attending the training programme and to what extent they were satisfied with the training programme conducted at BHEL-EDN. The questionnaire is elf-explanatory and was easy for employees to answer. Analysis of secondary data Secondary data is in-fact a contributory and also complimentary source of data. The study involved analysis of various secondary sources like records, annual reports, schedules, statistics etc.

Place of the study The study was conducted at BHARAT HEAVY ELECTRICALS LIMITED(BHEL) ELECTRONICS DIVISION (EDN),Mysore road , Bangalore SAMPLING TECHNIQUE The sampling technique used in the study is random sampling without any bias in age group, experience, and positions along with their qualification. This helps in arriving at an objective and unbiased conclusions of the study. SAMPLING SIZE The analysis was done on a sample size of 40 respondents across various deparments. SAMPLING DESCRIPTION A sample of 40 respondents was chosen and the questionnaires were distributed. The questions are framed in such a way that it is easier for employees to answer. It does not in any way affect their personnel values or affect their personnel values or affect the organizations image. It only calls for honest opinions. STEPS TO AVOID ERRORS IN DATA COLLECTION Special pains were taken to avoid errors in the format of a content of questionnaire. All possible steps were take to see that no errors crept in the collection stage also. Extent of knowledge. The errors that might rise due to the questions being outside the extent of knowledge of the respondents were eliminated. Length of the questionnaire The length of the questionnaire was kept minimum so that the idea is communicated easily. Wherever needed a long question was split into more than one question. Time costs This is the error, which might have crept in a little into the study. The respondent when gets tired stalls giving wrong or ambiguous answers. This errors was sought to be mitigated by visiting the employees in their free time only.

Framework of the analysis Structured interview was used and data classification was done and master chart was prepared with tally marks and letter codes to indicate the various aspects covered under the study and from this data, tables are drawn and percentage are calculated. Based on these percentages, the data is analyzed and interpreted.

11. DATA ANALYSIS & INTERPRETATION L Consideration of training as an effective tool for development of people & organization Response: y Nearly 51% of the sample has strong Agreement for this statement. y 37% of the sample partially agrees with this statement. y Where as 12% showed negative response.



51% 37%

can t Say

Fully Agree

Full Disagerr

Chart: 1

Fulfillment of Employees Need by Training And Development Department Responses:     11% of the total strongly agrees. Mere agreement comes from 57%. 26% marks Disagree. Whereas 6% strongly Disagree with this

11% 6%



strongly agree

agree disagree

O strongly disagree


Interpretation Major Portion of the surveyed People appreciates the training Department' s work. Bui very small part just 11% of the total have strong agreement and rest simply Agrees. Which widens the scope for improvement in identifying the training needs. When asked for reason of this negative response the regression comes out for improper assessment of training needs. While interaction with the training coordinators it was found that less Importance is given in this area due to more involvement in their own work, they Give more stress on the their primary responsibility as compared to second Qn&. The time interval when asked it came to known this exercise of assessment is done hardly once or twice a year.

3. Number Of Training Programme Attended in His Whole Career

Response Approximately 43% say yes that they have attended more than 5 trainings.    34% says they have attended 2 to 5 programs. 23% have attended 1 to 2 programs. No person was found who have not attended even a single training.

0% 34% 43% 1 2 3 4 23%

none 31 to 2 O3 to 5 Dabove five

CHART - 3 Interpretation The experienced and old employees have attended more then five trainings in their carrier at BHEL. But a Strange result came out when three of the executives marked that they have attended just I-2 Training in their service of 27. 24. And 23 years respectively. Rest of the employee found in this category was the executive trainees who have not yet completed there one year of service. During the discussion with those three employees who states that they have not attended more then 2 training's at BHEL. They said sometimes their training coordinator refused and said you don't need training of such

type you are already good in that and sometimes the circumstances didn't allowed them because of health and some personal problem. Interpretati on The experienced and old employees have attended more than five training's in their Career at BHEL but a strange result came out when three of the executives marked that they have attended just 1-2 training in their service of 27,24, and 23 years Respectively. Rest of the employee found in this category was the executive trainees. Who have not yet completed there one year of service. During the discussion with those three employees who states that they have Not attended more than 2 training at BHEL, they said sometimes their training Coordinator refused and said you don't need training of such type you are already Good in that and sometimes the circumstance didn't allowed them because of health And some personal problem. The problem for the higher level of executive is that their work gets affected Due to this program so they only attend that program which they perceive as of Paramount importance. They say that their work unlike the workers can be done by any substitute they themselves are responsible for their work and duties no Delegation can be done here. This restricts them from participating in the various Training program for which they may have interest.

4. Nomination for the recently attended program. Response y About 40% employees surveyed marked over HRD's Discretion. y 26% stated Training coordinator nominated them. y 20% sponsored by HOD y Remaining 14% by their own will.





HOD'S sponsoring DMy own Option

D HRD's Discretion

traning cordinator's nomination

CHART 4 Interpretation As 40% of the en ployees were nominated for the training by the judgment by HRD. And very small figure i.e. of 14% comes under volunteer participation in the training Programme, which may act as a bottleneck here because an individual should be able To access his needs for learning and this shows his reluctance in learning something new. The peers and supervisors working them needs can identify the training Efficiently. For this reason the duty of accessing training needs is given to the Executive. Chosen for the nomination coming for the various training program

From these training coordinator is less than the expectation. Low needs coming from the department shows either lack of interest of the Individual or the lacks of interpret ting ability of the head? The need should arise within the department for the overall development of the employee and the Organization. In this way the job did by HRD deserve the appraisal for performing their duty.

5. Perception for The Infrastructure Available At HRD for conduct of the Training Programme. Response  6% employees find the infrastructure to be Excellent.

 Nearly 48% of the surveyed employee perceives it quite satisfactory.  43% marks it averages.  3% marks poor.









CHART - 5 Interpretation: Looking towards the responses, it is very clear that the perception for the infrastructure available at HRD have positive image over the 97% mass of the Surveyed employee. Which speaks the story of proper improvement in the Infrastructure with time to time. HRD department seems too able to keep the pace with the growing technology by implementing the new an essential aids need for the Training. The negative response from 3% of the sample can be taken as the personal Business or over demanding attitude of some employees. 6. Opinion for The Faculty Chosen For Conducting The Training Programme.

Response  29% of the surveyed people consider the faculty chosen for conducting the Training  Programme to be excellent.  57% states that they are satisfied with the faculty.  About 14% marks faculty as Average.  None of the surveyed people perceive faculty as poor


0% 29%








CHART 6 Interpretation Organization' s employee seems to be happy with the faculty appointed for conducting the program they appreciate the selection of Faculty done by the BHEL-EDN. About 86% of the surveyed people considers the faculty above average rest considers it to be Average. This shows the efficiency of the HRD in choosing the faculty. But one aspect, which should be considered here, is the cost involved in the process.

7. Best Method For Identification Of The Training Needs Response      14% of the sample finds the employee's group head to be right person for

Identification of the Training needs. 23% of the sample has confidence over their MAP. Conduction of tests is considered to be the best method for assessment of the

Training needs by 17%. 29 % of the surveyed people want to attend Training program when they feel there

is need for that. A considerable number of surveyed people states there can't be just one

Method for assessment of the training needs.









As there is not only one strategy for identifying the needs of Training. The employees of organization have scattered opinion for the effective identification of Training needs. The figures found in survey are quite close so any decision or the result for this can't be taken out from this. The major portion amounting to be 29% believe that they can judge themselves well and 23% have confidence over the Performance Appraisal. But Still 17% want the identification based on situation, which could be a mix of the Above stated. During interaction, the reason found is disinterest of the employee from the Executive level. They want to attend the training program, which they feels they require and this method may be useful for them. But this concept may not be as useful for the worker level.

8. Sharing Of Experience And Knowledge Gained From The Program With The Peers Response  40 % of the surveyed people state that they always share their training Experience with their peers.  About 31% of the surveyed employees practice this many times  23% of the employees surveyed state they sometimes share their experience  Remaining 6% seldom shares their experience.

6% 23% 40%






Interpretation The analysis of the data collected for this quoits shows the interest of the employee For the training programme. About 40% of the total surveyed employees always share Their experience with their peers, which in fact is essential and helpful to the Organization in multiple ways. This not generates the interest in the peer and Other employees of the organization but also helps the head in evaluating the Program. It was found during interaction with the employees that the process of sharing Is not a regular practice. A very obvious reason is that the sharing process just depends on the perception of that very individual for that training programme. If the Employees found programme to be interesting they would like to share otherwise not. 9.Sharing Of The Peer's Experience Of The Training Programme. Response     38% of the total surveyed people say that they always ensure that their

Per share their knowledge with them . 34% Practice this many times . 23% ensures sometimes only . 5% seldom ensures that.

5% 23% 38%







Interpretation Near about same inference can be drawn from this as it was done in the previous one but here it shows the inquisitiveness of the employees for the training program. The HOD must ensure that this practice must continue in the department for which the Proper appraisal and feedback is been given to the employee of the Department.

10. Individual's Perception about 'General Training Concept' Response  69% of the respondents fully agree  31% shows partial agreement for this fact.  No disagreement for the fact was found among the responded.

0% 34% 1 2 3 69%

fully agree ^partially agree qdisagree dcan'T say ea


Interpretation Employees of BHEL seem to be aware of the importance of training and have clear Concepts about training. They consider training as motivating factor. Training According to the BHEL employees motivate them for inculcating the new range of Skills. This plays an important role in awakening of dormant interests of an employees In their respective fields /jobs. Apart from this fact they consider training as the best Method of gaining, giving and sharing knowledge. Employee believes that although the primary objective of the training program is to provide the participants with the Wide range of skills and enhance his personality it has a hidden objective of motivating the employee for learning.

11. Employees grading For the Different Evaluation Methods Response 53% of the respondent believes that conduction of test is the best method for Evaluation. 17% have confidence in their own opinion. 11% finds the group head as the best evaluator. 6% shows their interest in the evaluation done by faculty conducting The Programme.

17% 6%

11% 1 2 3 4

13% 53%



CHART - 11.

Interpretation Large no of employees consider the best technique of evaluation is conducting tests. They find this as first hand information i.e. direct. No biases and the instructor's Perception is involved in this process of evaluation. Employees appreciate the Techniques of getting questionnaire filled by them, which acts as a feedback for the Training program. This not only conveys the conductors about the employee's Knowledge advancement but also makes a quick review of the study done in program. Second popular method for the evaluation is the participant's own opinion. Small percentage amounting up to 50% stress upon getting the faculty's opinion. Only 11% have faith on the evaluation done by group head besides being the Best method for evaluation, the response was weak. As it is considered, the person Supervising them can judge can well the improvement in their performance.

12. Reason for respondents' Interest for the outbound training. Response     34% of the respondents think that it provides a changed environment from the mundane activity for refreshing breather. 26% have opinion that they can attend training program without any Disturbance. 14% finds the outbound training regular Activities. 14% of the sample gets psychological satisfaction of taking part in an external Activity. gives the desired break from the



34% 12%




About 100% of tie surveyed people found to be very much interested in outbound Training, the reason behind this is more or less similar. The general believes of employees for outbound training is relaxation, 26% of The sample agrees that they like attending the programs. Which are held outside the Organization because it makes them to concentrate well without any disturbance. The Executive in this category says main problem of in-house training is disturbance Created by the intermediate calls they get from-their respective departments which Disable them to continue with the program and on returning they are not able to Establish the link again. Major part of the sample considers outbound training as the best method by evaluating it on the basis of change in regular activities. The outbound training Program may be useful in two ways. One is it gives the employee break from regular Or mundane activities which enhances the interest of individual in that program. The Training conducted outside the organization makes them refreshed, which has positive Impact on grasping.

13. Contribution of the training programme for individual Development, which Enhances the Organization's Growth, Response y 34% of the respondents have strong agreement y 54% of the respondents agree with this fact y 12% express partial agreement. y None of the respondent disagrees.


0% 34%





Besides having a positive perception for training. Employees of BHEL are also aware uf the ultimate contribution of their learning towards the organization goal About90% of the sample was agreed training enhances the organizationai growth.

14. Techniques of training linked utmost by the employees Response y 23% of the respondents training than others y y y y y y 17% express their interest at group Discussion. 16% towards Simulation 16% of the sample finds best is need oriented. 13% of the sample likes simulation 8% goes for Classroom training 6% prefer online training] states that they would like to attend outbound

30% 25% 20% 15% 10% 5% 0% 1 2 3 4 5 6 Series1



As observed in one of the previous question. Outbound is demanded more due To various reasons. The response found for this was mixed, but still it has an edge over the other training program the second popular method among the employee is Group Discussion and Experience sharing. The employees states that they found this method to be an Interesting one as a sense of participation comes from this which makes their interest Deeper in learning l/oless than this i.e. about 16%of the sample admire the hands on experience or on the job training. The category opting for this method includes the workers and executive working on the machine working on the machine. They think on the job training gives them first hand experience. Remaining methods got low response from the employees, training methods like classroom and online training.

15. Annual Number Of programs Employee Thinks He Must Attend. Response  46% of the sample thinks an employee must attend 2-5 programs every year  23%saya once in a year.  14%of respondents want to attend more than 5 programs every year.  17% believes that the training must be given only when needed.

50% 40% 30% 20% 10% 0% 1

Interpretation 46%) of the respondents suggest that number of program an employee must be senator should be 2-5 , which should be made mandatory by the organization On the other hand 22% of the sample says just n 1 program is enough for the year. About 18% respondents want that training should be given when need arises.



12. Interpretation of Information Gathered From Training Coordinators To have clearer picture of identification of training needs and implementation of its Knowledge, an interaction was done with the training co-coordinators. The information was gathered by discussing the facts and getting filled up the information though Questionnaire. The detailinterpretation of which is presented below fewer than five Broad categories. a. b. c. d. Need identification Training perception Training evaluation Suggestion

Need Identification Technique adopted for the identification of training need depends upon the work Carried out in the department and on the staff working in that particular department. The identification method adopted for the worker may not be appropriate for identifying the training need of an executive. What comes out powerfully is the growing importance of performance appraisal In identifying the training needs. About 17 training co-ordinators consider E-MAP of The employees for identifying the training needs. 10 out of this 17regarded Performance appraisal as a primary mean. 15 out of 29 co-ordinators perceive observation as an important tool. Out of these 15, 5 co-ordinators regard this as a primary tool. These 5 are the executives having worker staff working under them. About 15 Co-ordinates identify the needs at fixed interval and rest does not Identify the needs at regular interval of time, they nominated their employee as the Need arises.




Chart- 12.1 During discussion they share the reason " if the worker is working on some Machine then only his immediate supervisor can find where the person is lacking " This shows the need of delegating the responsibility of training need identification to The supervisor. One of the co-coordinator said that in department the training needs are identified by regular discussion between individuals and line managers and added "as we are moving towards the performance management culture where line manager are given more responsibility for ensuring that the training is done". Different identification techniques 1. Need based !. Technical !!. Individual 2. 3. 4. 5. 6. 7. Information received from HRD Department HRD's yearly programs According to training calendar Department's requirement Co-Operate goals Personal interaction.

12.2 Training Perception When respondents were asked for relevance of training program with their job. 13 Training coordinators many times. This means most of the training programs Conducted for employees are job related. Whereas respondents equally agree for other training programs like health and lifestyle, behavioral skill etc.

For relevance of Training Program to job

16% 14% 12% 10% 8% 6% 4% 2% 0% Series1

When training Co-ordinators were asked for the criterion of deciding The objective of training program, primary consideration according to them Should be need of employee. 19 number of training of interest. They express the Need of more interest oriented program in the organization so demand for the same form various department should not be demand for the development. The long duration training like for 2k=3; days may not effect the Work of the worker's department that is to say the worker's work can be carried Out by other so this may not affect the training program for long duration; Number of jobs will get suffered in the department. So for their reasons the Organization must ask for such programme to the executives when it is Necessary. The perception of people for the personality development training Like positive attitude risk taking etc can not change the behavior of the Employee overnight so here importance of these skills should be conveyed Which can develop the interest for inculcating these skills in himself.

12.3 Evaluation of training program Surprisingly only 19 training coordinators out of 30 Evaluates the effectiveness of training in their department. Reason for not practicing this activity was their disinterest in the job. They are already very busy with their regular work; this duty of training Coordinators seems to be the extra burden on their work. This unable them to do justice with both the jobs so they take the responsibility of training Coordinators as secondary.

37% 1 2 63%


Most of the training coordinator depends upon the evaluation done by Training and Development department. During interaction it was found most of the training coordinators were busy with their meetings, which diminishes their Interest in evaluating the program. 3 2 among those 19 co-ordinators who evaluate the training program adopt the observation method. This'category has major portion of the executives supervising the workers. 6 of 19 co-ordinators practice the method of questionnaire for evaluation. When asked for the result got from this evaluation the response was: Positive: 12 Mixed: 8 Negative: 0

0% 40% 1 2 3 60%

EXPOSITIVE S MIXED NEGATIVE 60% Chart-13.4 12.5 Results from Evalution The response may due to individual difference. Especially for the executive level no feedback is taken. Some co-ordinators thinks that is the job of training and development department to evaluate the needs of training-.-. The worker category receives on the job training for which evaluation can be done on the spot. Various evaluation Techniques personal interaction Result of the project work Though detailed discussion Though presentation By giving questionnaire to the trainees' immediate supervisor for his


13. SUMMARY OF FINDING & CONCLUSION 1. SUMMARY OF FINDING BHEL-EDN considers training as a most important aspect and considers it as uses integral part. 3 Training need analysis is not scientific but general. The selection

procedure for selecting the employees for the training is not scientific. The employees have identified the training program, are on the bases of job requirement.Self-initiation for training is encouraged by the management. Majority of the employees and training co-ordinate are not satisfied with the infrastructure facilities provided in conducting training programs up to the expectations of the employees. BHEL-EDN adopts a mixed training strategy and a traditional cycle method of training evaluation is used No much stress is given on obtaining feedback from the employees & are not serious and sincere in giving feedback. Majority of employees is having more than 15 years experience. Majority of employees has technical background. Majority of programme conducted by the company. Majority of the employee says that different type of training programmes has been conducted i.e. interpersonal effectiveness, communication skill, and personality development, health, safety, and environment, technical & skill development. Majority of the employees say that they will share training programme with their satisfactory

friends & colleagues.

14.2 Conclusion The objective of study conducted in Bharat Heavy Electrical Limited Electronic division" was to evaluate the effectiveness of Training Program conducted. In the organization and to find out the extent to which it helps the organization in accomplishing its goal. As per the study conducted and information gathered the conclusion could be drawn that, employees of the organization are aware of the importance of training. They not appreciate the organizational aspects of training but finds training much more than that. The employees of the organization consider training as effective tool for personally development. The perception of the employees covers wide area of Importance related to the training program like enhancement of knowledge, Rise in Feeling of participation, to move ahead with it zeal of learning in the Employees some areas need to Is more focused which are already conveyed.

14. RECOMMENDATION AND SUGGESTION a. RECOMMENDATION 1. A review of the organization structure is necessary although there is a concert well established structure, it consist too many Hierarchies which makes it more complex. 2. The managers have to be more challenging in taking necessary bold

decision with calculative risks 3. Infrastructure of the training center has to be improved 4. Trainees opinions & feedback has to be taken as a matter of serious & suggestions have to be well adopted. b. Suggestion for T&D programme which employee think is needed: 1. Interplant training 2. Training related to knowledge management 3. Training should be conducted on practical also instead of only on theory. 4. Time management related to job training 5. How to overcome day-to-day activities 6. Stress relief training like yoga & meditation 7. It related training programme. 8. Enterprise resources planning 9. Training in thinking positively, towards word and organization. 12. Need based Training must be given to the employees. 10. External venues must be selected for organizing the training program. 11. Training program for once in six months must be made mandatory for the Employees. 12. All the training needs are identified in department plan for the executives especially In-e-map should be covered in next calendar year. 13. Training and re-training has must there for all the grades regularly. 14. Personals should be trained on latest information technology.


There is further scope methodology to evaluate the effectiveness of training

Program. 16. Based on present environment skills and knowledge of companies

requirement Has to be enhanced for all the categories of employees. 17. Training department should be well equipped with hi-tech equipment's Projectors,

multimedia PCs to avoid the disturbance to the participants while the Training being conducted 18. For fresh recruited candidate as an executive training a separate computer

related module should be given specially in the field for ERP package so that it Would enhance the value of the employee while performing his day-to-day activity. 19. 20. Year. 21. Need for improvement is found in proper identification of training needs Training must be made mandatory. Each individual executive must be given a target of attending 2-5 programs a

Employees have complaint, that there demand for the training when conveyed to the head are overlooked. Language can be a constraint to learn because of heterogeneity in the trainees Group. So more considerations is required for this There is need of growing the importance of in-house training among the

employees. As it was found that more than 50%of the employees gives first Performance out-bound training. This fact makes them less interested in the training program held inside the organization.

15. Appendix - Annexures

\ t\|

Questionnaire for Training perception survey I, Lath-ar^a Business managements carrying out a project in BHEL-EDN on ^O^^^^^ TRAINING AND DEVELOPMENT". I request you to kindly spare a few minutes to fill up this questionnaire, which helps me to accomplish my project work. NAME: * PlTK^fl I AGE: 43.V


designation ' ~~ ' X. >


Tick the one that you feel as most appropriate Q.I. In our organization, Training is as an considered as an effective tool for development People and organization. fully Agree 1 partially Agree 1 Fully Disagree Can't say Q. 2. We have full- fiedged Training Department which fulfills the Training needs of all The employee in the most desired manner: a) Strongly Agree Disagree Strongly

Q.3.1 have so far during my service in this organization the following Number of training programmes. None 1-2 d) Above five Q.4. The recent training programme that I attended was Q.5.1 was nominated to attend the programme by way of: My HOD's sponsoring t^a) My Training Co-ordinators nomination. HRD's Discretion My own option Q. 6. The infrastructure available atHRD for conduct of Training Programme is: the Highest order and excellent ambience Quite Satisfactory Average Poor Q.7. The Faculty chosen to conduct the programmes are *a^Outstanding and eminent Trainers Just possess the requisite quality of a good trainer Mediocre and just perform in a mundane manner. Very Poor and much to be desired. Q.8, For identifying Training need of employee, the best method to be followed is: Seek the advice of the employee's group head. Refer to the performance appraisal Conduct tests on competency and identify the need The employees himself can decide his training need. Q.9. After attending training programme, I share my experience and knowledge Gained with my peers: Many times. Sometimes. Seldom.

Q.ll. Training is an activity, which enhance the knowledge, skill and competencies Besides being a motivating factor for the participants ^fCf Fully Agree Partially. Disagree. Can't say. Q. 12 . The best method to evaluate the effectiveness of the training inputs provide to An employee is : ask his line Manager or group head. To obtain the faculty's opinion To conduct a test for the participants. To seek the participants 'opinion. Q.13. Training is classified into following 4 major categories as below. Please indicate Tour preference in writing (1) to (4) to the most preferred to the least preferred: kiII development and knowledge. Behavioral skills. Health and life style. Knowledge and awareness. Q.14. People like to attend external programmes (outside company premises) than to Participated in house programmes, because: They can attend training programme without any disturbance. A change environment from the mundane activity It gives the desired break from the regular activities Serves as an incentive and provide a psychological. <__e). Serves as incentive and provides a psychological satisfaction of talking part in An external activity.

Q.15.1 believe that attending training program helps in my individual development, Which in turn facilitates enhanced contribution to the organization's growth: Strongly agree Agree Partially agree Strong Disagree Q.16,1 like the following method of training the most Class room Training Outbound Training Games and fun filled activities Hands on experience. v^Group Discussion and experience, f) On line Training

Q.18. Each employee should attend annually the following no. of programmes: a) Once in year. ^b^r-5 Programmes. More than 5 programs Only if needed or as and when require.

Q.19. Participation of employee in training programme will result in improved Organization's business performance: ^^aj To a great extent. To same extent. To very little extent Not at all.

Q.20. Please give


your suggestion

for improvement in the training

methodology, Area of training, etc. 13.L2.Questionnaire for Training co-ordinator Name ^.sfi^fl^lQXMrihS^^. Designation : fL ^-

Department :fcr~-^I Tick as many options you find correct 1. Nature of work carried out in your department is

Technical Non-technical Managerial 2. What category of staff is included in your area? D &K"""

Officers Executives Workers

3. How do you identify training needs? Through Observation Survey/Questionnaire Performance Appraisal result D Others 4. Is there any Fixed time interval for identifying training needs? Yes No If yes , mention Duration : 5. How is FIRD interaction with you? Good Q->^ Ok .

Poor U

6. If your opinion, the training provided to your employees is relevant to their job?

Always Many times Some times Seldom 7. Training at BHEL considers employee's Needs

1. GM(PROB): ; General Manager (Production) 2. AGM; Additional General Manager 3. ESD Electronic System Division : 4. SC & PV Semi conductor & Photo voltaics 5. QS Quality services : 6. DGM Deputy General Manager : 7. SDGM Senior Deputy General manager 8. C&PR : Communication & Public Relations 9. P&D 10. IT&S 11. ll.PSU : Planning & Development : Information Technology & Systems ; Public Sector Undertaking

12. PTS & S ; Productivity, Technology Services & Safety 13. FS & T Factory Services & Township 14. DC 15. AC 16. CE Direct Current Alternate current Control Equipment

17. E&ES Engineering & External services Occupational Health, Safety&Services 18. HVDC High Voltage Direct Current.

16. BIBLIOGRAPHY Personal interview Personal Management and Industrial Relations: K ASHWATHAPPA Personal Management: Latha Nair and Nair Company Report Websites: S