sgb sreeshail
TRANSCRIPT
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Contents
1.INTRODUCTIONa. Reason for selection BHEL
b. Over View
2. RESEARCH DESIGNa. Statement of the problemb. Nature of studyc. Objective of the studyd. Scope of the studye. Limitation of study
3. COMPANY PROFILE
a. About BHEL - Vision,Mission &Value
b. Competitors Profile
4. PRODUCT PROFILE
a. Automation &Process electronic system b. Telecommunicationc. Semi conductor & photo voltaic system
d. Defense electronice. Energy meterf. Services offeredg. Global preference
5. ORGANISATIONAL CHART OF BHEL
6.DEPARTMENT PROFILE
7.FACTORY TO HR MANAGEMENT PROFILE
8.HRMATBHEL
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9.
THEORETICAL FRAME WORK OF THESTUDY
a. Training & development meaning .
b. Need for training
c. Objective of training
d. Recent developments in traininge. Types
f. Methods of trainingg. Training strategy
h. HRD & Organizational effectiveness
thorough training
i. Functions & responsibilities of HRD
10.METHODOLOGY
11. DATE ANALYSIS & INTERPRETATION
12. INTERPRETATION OF INFORMATIONGATHEREDFROM TRAINING COORDINATION
13. SUMMARY OF FINDINGS & CONCLUSION
14. RECOMMENDATION & SUGGESTION
15.
APPENDIX & ANNEXURES16.
BIBLIOGRAPHY
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SI.NOGRAPHS
PAGENO
1.Consideration of training as an effective
tool for development of people & organization
2.Fulfillment of employees need by training
& development department
3.Number of training programme attendedin his whole Career
4.Nomination for the recently attended program
5.Perception for the infrastructure available at
HRD for conduct of the training programme
6. Opinion for the faculty chosen for conductingthe training programme
7.Best method for identification of the training need
8.Sharing of experience and knowledge gained
from the programme with the peers
9.Sharing of the peer's experience of thetraining programme
10.Individual's per caption about general trainingConcept
11. Employees grading for the differentevaluation methods
12.Reason for respondents interest for the
out bound training
13.Contribution of the training programmefor individual development which enhancethe organizations growth
14.Techniques of training utmost bythe employees
15.Annual number of program employeethinks he must attend
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INTRODUCTION
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.
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a. Reason forselecting 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. Andever 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 Trainingand Development at BHEL -EDN" has the mainobjective of
checking the effectivenessof the trainingprograms 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 mainaspect on which study is done inproject covers
the following: Procedures and policies Identification of Needs. Conduction of the
programs Evaluation Techniques
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Proceduresand 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 ins ide it; in BHEL-EDN
they have theirownpredetermined course ofaction.
Identificationofneeds:
The firs t for conduction for any tra ining program is identificationof
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:
Trainingand Development Training coordinators Personal Basis
Conductionof the program:
Once the needs are identified, training programs could be conducted.
Followingare the Step involved in thisprocess:
a. Selecting Faculty
b. Asking for Nominationof Candidates
c. Arrangement of training Aids
d. Evaluating the Trainingprogram
Evaluation:
The evaluation techniques adopted by both training programs are
conducted. Followingare the Step involved in thisprocess:
a. Selecting faculty
b. Asking for Nominationof Candidates
c. Arrangementsof training Aids
d. Evaluating the Training program
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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 department and sometimes by the Head o f the
department (training co-coordinators)
The training and development department usually adopts the
method of Questionnaire.
Training coordinators of the different department adopt different
method for Evaluation, viz.,
a. Observation
b. Interactions
c. Presentations
d. Analysis through Assignments.
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REASARCH DESIGN
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"
a. STATEMENT OF THE PROBLEM
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 TR AINI NGAN D DEVELOPMENT 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.
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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
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d. LIMITATIONS
The constrains in the study can be divided as
1. Time Constra int:
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 Constra int:
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 information gathering from the respective
groups.
3. Lackof 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
y The study is purely based on the facts provided by BHEL-EDN, HRD
Department
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3. COMPANY PROFILE
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 of Energy,
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-workLoyalty and price in the Company r
BHEL is the largest engineering and manufacturing enterprise in India in the
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
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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 sectorat par
with international standardsof 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 hasalsoone among the 'NAVARATHNA '
companies
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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 HOUSESiri fort,
New Delhi-110049
Tel:(91)(l 1)26001010Fax:(91)( 11)26493021
It has four Regional Offices at
y NOIDA (North)
y KOLKATA (East)
y NAGPUR (West)
y CHENNAI (South)
BHEL has 15 Business centers
y Bangalore
y Bauvaneshwar
y Chandigarh
y Chennai
y Guwahati
yHaridwar
y Jabalpur
y Kola
y Lucknow
y Mumbai
y New Delhi
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y Patna
y Ranchi
y Raipur
y Secandrabad
It has 13 main Manufacturing units
y 3 units at Bangalore
y 2 units at Haridwar
y 3 units at Tiruchirapally
y 1 unit at Bhopal
y
1 unit at Golndwal
y 1 unit at Jagadishpur
y 1 unit at Jhonsi
y 1 unit at Ranipet
y 1 unit at Rudmpur
It also has 8 service centers at
y Chandigarh
y Kolkata
y Nagpur
y Noida
y Patna
y Secunderabad
y Varanasi
y Varanasi
y Vadodara
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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 ABB India
y Alfa Laval
y Siemens India
y Larseb and Turbo
y Thermax
y Hitachi
y GE
4. PRODUCT PROFILE
The comprehensive product panorama of the Bharat Heavy Electrical Limited,
Electronics Division, Bangalore includes:
a. Automationand Power Electronic Systems:
y Power Plant Automation
y Excitation Systems
y Industrial Automation
y Sub-Station Automation and Supervisory Control and Data
Acquisition Systemsy DC Drive Systems
y AC Drive Systems
y Power Supplies
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y Static Starters
y Traction Drive Systems for Locos and EMU'S
y HVDC Systems
y Static VAR Compensation (SVC) Systems
y Capswitch Systems
b. Telecommunication
y Rural Automation Exchanges (RAX) and Access Network RAX (AN-RAX)
y Single Base Module (SBM-XL &VE)
y Multimodule Automatic Exchange-Extra Large (MAX-XL)
y
Remote Switching Unit (RSU)
y 120 Lines Remote Line Concentrator (RLC)
y Interactive Voice Response System (IVRS)
y Network Synchronizing Equipment (NSE)
y Integrated System Digital Network (ISDN)
y Common Channel Signalizing (CCS # 7) and V 5.2 Protocol
c. Semiconductorand Photovoltaiccv Systems
y Power Semiconductor Devices
y Solar Photovoltaic Cells Photovoltaic Panels
y PV Systems
y Grid Interactive, Hybrid and Stand Alone PV Power Plants
y Space Grade PV Panels Space Quality Batteries
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d. Defense Electronics
y Simper Tactical Gunnery Simulator
y Infantry Weapon Effects Simulator for Tactical Gunnery Training
y Small Arms Training Simulator For Marksmanship Training
e. Energy Meters
y Electromechanical Energy Meters
y Electronic Energy Meters
f. Services Offered
y Erection and Commissioning by Highly experienced team of
Engineers
y In-house expertise for efficient Services-After-Sales
y Assured Supply of Spares
y A highly competent team to respond to customers emergency needs
y Total Solutions to renovation and modernization requirements
GLOBAL PREFERENCE:BHEL-EDN has the core competence in offering Comprehensive
solutions to the varied needs of customers across the globe. The countries where BHEL-
EDN manufactured equipments/systems have been in
operation are:
y Azerbaijan
y
Bangladesh
y Bhutan
y Germany
y Ghana
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y Italy
y Malaysia
y Malta
y Mauritius
y Nepal
y New Zealand
y Oman
y Saudi Arabia
y Sweden
y Tanzania
y Thailand
y USA.
TURNOVER GROWTH (Rs.in Crores)
0
100
200
300
400
500
1976-
77
1980-
81
1985-
86
1990-
91
1995-
96
1999-
2000
Series1
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5. ORGANISATION CHART OF BHEL
AGMCC&PR
GM/CE-E&C
GM/ESDGM[PRDN]
GM/CE-
E&C
AGMTELECO
AGMEM
GMSC &PV
EXECUTIVE
AGMHR
AGMQS
AGMFINANCE
SDGMP&D
SDGMVIGILANCE
SDGMHRD
DGMPTS & S
AGMFS&T
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DEPARTMENT PROFILE
1. PRODUCTION AND MANUFACTURING DEPARTMENT
y Production in EDN is divided into 5 major product groups they are:
y Control equipment (CE)
y Power Semi Conductor devices (SE/PV)
y Energy Meters (EM)
y Sub-assembly Telecom
y Defence Electronics
Functions:
y Produce respective products in prescribed quality and quantity given
by Marketing and Engineering Departments
y Pass on the products produced to the Quality Control Department after testing them
Responsibilities
y This department is responsible foe developing the products that is designed by the
Engineering department
y To submit the Bill Of Materials regularly to the Material Management department
y 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.
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B. 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.
C. 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.
D. Productivity, Technology service and Safety Department
(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.
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E. Human Resource Development Department
Headed by SDGM, its major functions are :
y Training and Development
y Student Training apprentices and Training the management trainees
y Recruitment and selection for suitable posts of apprentices
y Co-ordination in seminars and meetings
3. SPECIAL FUNCTION GROUPS
A. Cash collectionand public relation Department (CC&PR)
Headed by an AGM, this department mainly deals with
y Invoice generation
y Billing
y Collection activities
y Correspondence with customers of BHEL-EDN one the marketing
department places the order. It works towards satisfaction of the customers.
BHEL-EDN keeps track of customer satisfaction through:
yThe below expectation log, a database used to track complaints and record root causes,
corrective actions made, cost of resolution and new
yCustomer retention data and analysis
yUnsolicited testimonials
yTrade shows and face-to-face feedback from customers
yPhone contacts with customers from all areas
ySales and customer data
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B.Planningand 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.
D. Informationand 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.
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Functionsand Responsibilities
y Collection of accounts from all the sections and departments
y Prepare the books of accounts of the company
y Bill Payment activities
y Payment to establishment
y Costing and cost audit
y Preparation of Financial statements on date
y 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
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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:
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CRAFTS SYSTEM
SCIENTIFIC MANAGEMENT
HUMAN RELATIONS
CURRENT ORGANIZATIONAL SCIENCE-HR APPROACH
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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.
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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.
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8. HRAT BHEL-EDN
WORK CULTURE
Discipline
The company believes in maintaining a very high level of organizational discipline
by synergising personnel with technological discipline.
Hoursof working
Monday to Friday: 7.30 to 4.30
Saturday : 7.30 to 12.30
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
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.
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HUMAN RESOURCE DEVELOPMENT DEPARTMENT at BHEL-EDN
SDGM
Sr. Executive
Off. Superintendent
Sr.Assistant
Tech.appre,ntices/T&
Personal Assistant
ET's/Student
Sr. Assistant ET's
Hostel/Trade
Office Attendant
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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.
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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,
INDUSTRIAL RELATIONS
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.
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9. THEORETICAL FRAME WORK OF THE STUDY
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.
"Ifyou 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 overallcompetence of an employee is being prepared for a different place in the organizationfrom that he now hods. Education includes preparation for promotion into a position withnew 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 isconcerned with the future of the organization and the individual and usually have goalswhich cannot be stated in specific terminology, the current job is evolving and changingand 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 theorganization into the future
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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.
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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.
yOnline 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
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to computer and Internet. Different types of media are used on Online Training.
e. TYPES OF TRAINING PROVIDED AT BHEL-EDN
1. IN-HOUSE TRAINING
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.
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f. METHODS OF TRAINING AT BHEL-EDN
1. ON-THE-JOB TRAINING
y JOB-INSTRUSTION TRAINING
y VESTIBULE TRAINING
y TRAINING BY SUPERVISORS
y DEMONSTRATION AND EXAMPLES
y SIMULATION
y TRAINING BY EXPERIENCED WORKMEN APPRENTICESHIP
y EXPERIENCIAL TRAINING (GRAPE VINE) JOB ROTATION
y PROJECTS
y PROBLEM-SOLVING
y WORK-SHOPS
y COMPUTER BASED TRAINING
y OPEN LEARNING
2. OFF THE JOB TRAINING
y CLASS ROOM LECTURES
y LECTURES
y CONFERENCES
y GROUP DISCUSSIONS
y CASE STUDY
y ROLEPLAY
y T-GROUP TRAINING
y BRAIN STORMING AND INSTRUCTION
y SYMPOSIUM
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y PANEL DISCUSSION
y VIDEO PRESENTATION
y QUALITY CIRCLES
y GAMES
y INTERACTIVE LESSONS
y LANGUAGE LABORATARIES etc.
g. TRAINING STRATEGY AT BHEL-EDN
BHEL-EDN adopts a unique Training Strategy, which is a mixture of both 'Trainer-
centered' 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.
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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
yIdentify the outcomes of training, for the purpose of grading and certificationtrainees.
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
trainers-
y 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.
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BHE1-EDN still follows the 'traditional method of Evaluation Of training programmesthat is 'Cyclic or General Evaluation Technique* which is a continuing process
BHEL-EDN also follows the 'Self Evaluation Technique' where the trainees themselve
evaluate their progress and achievements.
PROBLEM
Problem identified by need
analysis; Need for training
FIRST SOLUTIONThis is the first training pgm
Structured by means of our designSystem and implemented accordingly
EVALUATIONLooking for and identifying faults i
First training pgm.
This is the second training courses, aImprovement and modification of thfirst
SECOND
SOLUTION
EVALUATION And so on.
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h.HRD AND ORGANIZATIONAL EFFECTIVENESS THROUGH
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 development-
oriented environment to the available human energy and enhance team-work, mutual
coordination, cooperation, culture of openness, affinity towards the organization, heart toheart 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.
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i. FUNCTIONS AND RESPONSIBILITIES OF HRP AT
BHEL-EDN
Functionsof HRD
y Explore, investigate and keep abreast of new HRD innovations and
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
yDevelop guidelines for communicating HRD program results to appropriate personnel.Specific Responsibilitiesof HRD
y Training and Development of Employees
y Positioning, Redeploying, controlling and monitoring the Training of
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 support to other departments in conducting various seminars and
programs
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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 Trainingprograms
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
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10.METHODOLOGY
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.
Analysisofsecondary 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.
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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.
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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.
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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.
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
51%
37%
12% 0%
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strongly agree agree disagree O strongly disagree
CHART 2
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.
57%26%
6%
11%
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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.
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
34%
23%
43%
0%
1
2
3
4
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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.
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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 D HRD's Discretion
traning cordinator's nomination
DMy own Option
CHART 4
InterpretationAs 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 ableTo 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
20%
26%40%
14%
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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.
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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.
EXCELLENT ^SATISFACTORY QAVERAGE OPOOR
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.
48%
43%
3% 6%
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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
OUTSTANDING AND EMINENT ^GOOD OMEDICINE DPOOR
CHART 6
InterpretationOrganization' 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.
29%
57%
14% 0%
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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
Method for assessment of the training needs.
HIS HEAD'S ADVICE DA MIXED STRATEGY SHIS OWN ADVICE
CONDUCTING TESTS
BY PERFORMANCE APPRAISALCHART 7
17%
23%
17%
29%
14%
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Interpretation
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.
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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.
ALWAYS MANY TIMES SOME TIMES SELDOM
CHART -8
40%
31%
23%
6%
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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.
DALWAYS MANY TIMES QSOME TIMES DSELDOM
CHART - 9
38%
34%
23%
5%
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Interpretation
Near about same inference can be drawn from this as it was done in the previous one
here it shows the inquisitiveness of the employees for the training program. The HO
must ensure that this practice must continue in the department for which the Pro
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.
fully agree ^partially agree qdisagree dcan'T say ea
Chart-10
69%
34%
0%
1
2
3
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Interpretation
Employees of BHEL seem to be aware of the importance of training and have clear Concep
about training. They consider training as motivating factor. Training According to the BHE
employees motivate them for inculcating the new range of Skills. This plays an important ro
in awakening of dormant interests of an employees In their respective fields /jobs. Apart fro
this fact they consider training as the best Method of gaining, giving and sharing knowledg
Employee believes that although the primary objective of the training program is to provi
the participants with the Wide range of skills and enhance his personality it has a hidd
objective of motivating the employee for learning.
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11. Employeesgrading For the Different Evaluation Methods
Response
53% of the respondent believes that conduction of test is the best method f
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
Programme.
CONSULT GROUP HEAD CONDUCT RESTMIXED STRATEGY CONSULT FACULTYTO SEEKHIS OWN OPINION
CHART - 11.
11%
53%
13%
6%
17%
1
2
3
4
5
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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.
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12. Reason forrespondents' 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 gives the desired break from the
regular Activities.
14% of the sample gets psychological satisfaction of taking part in an
external Activity.
NO DISTURBANCE
BREAKFROM REGULAR ACTIVITY
MIXED
CHANGE IN ENVIRONMENTPSYC0L0GICAL SATISFACTION
CHART- 12
26%
14%
12%
34%
14%
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Interpretation
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 themto 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.
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13. Contributionof the trainingprogramme 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.
STRONGLY AGREE AGREE
PARTIALLY AGREE STRONGLY DISAGREE
CHART-13
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.
34%
54%
12% 0%
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14. Techniquesof training linked utmost by the employees
Response
y 23% of the respondents states that they would like to attend outbound
training than others
y 17% express their interest at group Discussion.
y 16% towards Simulation
y 16% of the sample finds best is need oriented.
y 13% of the sample likes simulation
y 8% goes for Classroom training
y 6% prefer online training]
CHART- 14
0%
5%
10%
15%
20%
25%
30%
1 2 3 4 5 6
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Interpretation
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.
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15. Annual Number Ofprograms 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.
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.
0%
10%
20%
30%
40%
50%
1 3 5 7 9 11
Series1
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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. Need identification
b. Training perception
c. Training evaluation
d. 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 17-
regarded 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.
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IDENTIFICATION OF NEED AT REGULAR INTERVAL
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. Information received from HRD Department
3.
HRD's yearly programs4. According to training calendar
5. Department's requirement
6. Co-Operate goals
7. Personal interaction.
54%
46%
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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.
Forrelevance of Training Program tojob
When training Co-ordinators were asked for the criterion of deciding The objective oftraining 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.
0%
2%
4%
6%
8%
10%
12%
14%
16%
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12.3 Evaluationof trainingprogram
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.
Chart-12.3
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
63%
37%
1
2
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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
Observation
60%
40%
0%
1
2
3
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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 satisfactory
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
friends & colleagues.
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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.
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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.
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15. 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. Training must be made mandatory.
20. Each individual executive must be given a target of attending 2-5 programs a
Year.
21. Need for improvement is found in proper identification of training needs
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