Traing ND Develop

A
PROJECT
REPORT
ON
SUBMITTED TO:
SUBMITTED BY:
RASHI SAXENA
PRIYANKA SHARMA
M.B.A- 2nd YEAR
ACKNOWLEDGMENT
It is said no learning is possible without any proper guidance and no

research endeavor is a solo exercise, some contribution is performed by
various individual
By acknowledging the guidance, support and assistance, I pay my

deepest sense of guidance to the management of NTPC.
I hereby acknowledge my profound gratitude to MRS POORNIMA

CHATURVEDI (Dy.Manager-HR) under whose guidance I have
studied The Training and Development of NTPC. This project would
not have been possible without her guidance and support.
I would also like to thank Mrs Poornima Chaturvedi, NTPC for her
valuable support in completion of this project. My special wishes
and thanks shall always be for those who responded to me and
extended their co-operation in preparing and collecting data by
which this project report has been smoothly conducted.
Under the guidance of Submitted by

Mrs. POORNIMA CHATURVEDI PRIYANKA SHARMA
(Dy.Manager-HR)
PREFACE
The well planned, properly executed and evaluated vocational training helps a lot
in including good work culture .It provide linkage between to problem solving
based on board understanding of process and mode of operation of an
organization.
This project report is the result of study conducted in EOC (Engineering office
complex) NTPC, Noida during the period 03rd-JUNE 2016 to 30th JULY 2016.
This project report is basically rooted to study Training and Development.
In their working lives, employees occasionally have cause to be uncomfortable,

disappointed or aggrieved either about certain managerial decision, practices or
service condition.
In the present day social context, especially in democratic systems, it is accepted

that employees should be able to express their need weather it is related to serious
problem or the performance level of the employee. The need arises because of
the gap in expected and actual performance.
The training procedure is one of the most important means which is available to
the employees with which they can improve their performance. It is also a mean
available to management to keep a check on the performance level, so that it can
be improved through training and development.
I feel rewarded by the management of NTPC who gave me an opportunity to

study, in such a large organization, which is engaged in generating thermal power
PRIYANKA SHARMA
OBJECTIVE OF THE PROJECT WORK
The objectives of my project report are:
A study on increasing job satisfaction and
morals among employees.
A study on increasing efficiencies in processes,
resulting in financial gain.
A study on increasing capacity to adopt new
technologies and methods.
A study increasing innovation in strategies and
products.
SIGNIFICANCE OF THE PROJECT
As a part of my curriculum I had to do one and half months training in a well-

reputed firm and for this I had selected Power Management Institution (PMI)
NTPC Noida and got the topic TRAINING & DEVELOPMENT for my project
work. I had chosen PMI NTPC only because it is the training apex of NTPC.
The eight weeks of summer training at PMI NTPC Ltd. gave me a complete
exposure to relevance of Training for organizational excellence. It was a unique
opportunity to explore the realities of Indias leading power generation company
as a researcher and gather knowledge from its vast repertoire of experience.
It was a great learning experience .The project not only helped me to enhance my
practical knowledge on training but it also gave me an insight into the way work
force is utilized here. It is a rare chance where I got to witness the challenges and
opportunities for training, as a profession.
The summer project, also made me realize the worth of a well-designed training
program me (and training system) towards organizational excellence. I got to
know the importance of communication and interpersonal skill in getting things
done from others. In a nutshell, it was a very fulfilling and fruitful period of my
life as a management student.
NTPC
THE TOTAL POWER COMPANY
National thermal power corporation has been the power behind INDIA`S
sustainable power development since NOVEMBER 1975. Contribution 26%
of the COUNTRY`S entire power generation. NTPC today lights up every
fourth bulb in the country.
With ambitious growth plans to become a 56,000MW power company by

2017, NTPC-the largest utility of INDIS has already diversified into hydro sector.
Further initiatives for greater organization transformation have been approved
under PROJECT DISHA.
NTPC is INDIA`S largest power generation company with an installed

capacity of 21,435(as March 31st, 2008).
NTPC: AN INTRODUCTION
NTPC VISION
TO BE ONE OF THE WORLDS
LARGEST AND BEST POWER
UTILITIES, POWERING INDIAS
GROWTH
ELECTRICITY TO ALL BY 2012
COMPANY PROFILE
NTPC Limited is the largest thermal power generating company of India. A public sector
company, it was incorporated in the year 1975 to accelerate power development in the country
as a wholly owned company of the Government of India. At present, Government of India
holds 89.5% of the total equity shares of the company and FIIs, Domestic Banks, Public and
others hold the balance 10.5%. Within a span of 31 years, NTPC has emerged as a truly
national power company, with power generating facilities in all the major regions of the
country. Based on 1998 data, carried out by Data monitor UK, NTPC is the 6th largest in terms
of thermal power generation and the second most efficient in terms of capacity utilization
amongst the thermal utilities in the world.
NTPC Limited Formerly known as National Thermal Power Corporation. The Group's
principal activities are engineering, construction and operation of power generating plants and
providing consultancy to power utilities in India and abroad. The Group operates through two
segments. Power Generation includes generation and sale of bulk power to SEBs/State
Utilities. Others provide consultancy, project management and supervision, maintenance
services, power trading and distribution of bulk power. The Group has generated 170.88 billion
units of electricity in 2006
GROWTH AND DEVELOPMENT OF THE COMPANY
Over the last three decades, NTPC has spearheaded development of thermal power
generation in the Indian power sector. In this process, it has built a strong portfolio of coal and
gas/liquid fuel based generation capacities. The company has made initial forays in the area of
hydropower development and plans to have a significant share of hydropower in its future
generation portfolio. Although NTPC is also offering technical services, both in domestic and
international markets, through its Consultancy Wing, the generation business would continue to
be the single largest revenue generator for NTPC.
The Indian power sector is witnessing several changes in the business and regulatory
environment. The legal and policy framework has changed substantially with the enactment of
the Electricity Act 2003. In the foreseeable future, India faces formidable challenges in meeting
its energy needs. Recently, a draft integrated energy policy has been issued, which addresses all
aspects including energy security, access, availability, affordability, pricing, efficiency and
environment. To meet the twin objectives of ensuring availability of electricity to consumers at
competitive rates, as well as attract large private investments in the sector, a new Tariff policy
has also been issued. The power sector thus offers a mixed bag of challenges and opportunities
to players and NTPC would continue to review its business strategy and portfolio in light of
these changes
NTPCs core business is engineering, construction and operation of power generating plants. It
also provides consultancy in the area of power plant constructions and power generation to
companies in India and abroad. As on date the installed capacity of NTPC is 27,904 MW
through its 15 coal based (22,895 MW), 7 gas based (3,955 MW) and 4 Joint Venture Projects
(1,054 MW). NTPC acquired 50% equity of the SAIL Power Supply Corporation Ltd.
(SPSCL). This JV Company operates the captive power plants of Durgapur (120 MW),
Rourkela (120 MW) and Bhilai (74 MW). NTPC also has 28.33% stake in Ratnagiri Gas &
Power Private Limited (RGPPL) a joint venture company between NTPC, GAIL, Indian
Financial Institutions and Maharashtra SEB Holding Co. Ltd. The present capacity of RGPPL
is740MW.
NTPCs share on 31 Mar 2007 in the total installed capacity of the country was 20.18% and it
contributed 28.50% of the total power generation of the country during 2006-07.
NTPC has set new benchmarks for the power industry both in the area of power plant
construction and operations. It is providing power at the cheapest average tariff in the country.
With its experience and expertise in the power sector, NTPC is extending consultancy services
to various organizations in the power business.
NTPC is committed to the environment, generating power at minimal environmental cost and
preserving the ecology in the vicinity of the plants. NTPC has undertaken massive afforestation
in the vicinity of its plants. Plantations have increased forest area and reduced barren land. The
massive afforestation by NTPC in and around its Ramagundam Power station (2600 MW) has
contributed reducing the temperature in the areas by about 3c. NTPC has also taken proactive
steps for ash utilization. In 1991, it set up Ash Utilization Division to manage efficient use of
the ash produced at its coal stations. This quality of ash produced is ideal for use in cement,
concrete, cellular concrete, building material.
A "Centre for Power Efficiency and Environment Protection (CENPEEP)" has been established
in NTPC with the assistance of United States Agency for International Development.
(USAID).Cenpeep is efficiency oriented, eco-friendly and eco-nurturing initiative - a symbol
of NTPC's concern towards environmental protection and continued commitment to
sustainable power development in India.
As a responsible corporate citizen, NTPC is making constant efforts to improve the socio-
economic status of the people affected by its projects. Through its Rehabilitation and
Resettlement programmes, the company endeavors to improve the overall socio-economic
status of Project Affected Persons.
NTPC was among the first Public Sector Enterprises to enter into a Memorandum of
Understanding (MOU) with the Government in 1987-88. NTPC has been Placed under the
'Excellent category' (the best category) every year since the MOU system became operative.
Recognizing its excellent performance and vast potential, Government of the India has
identified NTPC as one of the jewels of Public Sector Maharatnam- a potential global giant.
Inspired by its glorious past and vibrant present, NTPC is well on its way to realize its vision of
being A world class integrated power major, powering Indias growth, with increasing global
presence.
Developing and operating world-class power stations is NTPCs core competence. Its scale of
operation, financial strength and large experience serve to provide an advantage over
competitors. To meet the objective of making available reliable and quality power at
competitive prices, NTPC would continue to speedily implement projects and introduce state-
of-art technologies.
Total capacity portfolio:

Indias generation capacity can be expected to grow from the current levels of about 120 GW
to about 225-250 GW by 2017. NTPC currently accounts for about 20% of the countrys
installed capacity and almost 60% of the total installed capacity in the Central sector in the
country. Going forward, in its target to remain the largest generating utility of India, NTPC
would endeavor to maintain or improve its share of Indias generating capacity. Towards this
end, NTPC would target to build an overall capacity portfolio of over 66,000 MW by 2017.
Fuel / Energy mix for capacity addition:

Currently, coal has a dominant share in the power generation capacities in India. This is also
reflected in the high share of coal-based capacities in NTPCs current portfolio. With high
uncertainties involved in Domestic gas/ LNG, both in terms of availability and prices, NTPC
would continue to set up large pit-head coal based projects, including few integrated coal cum
power projects. To reduce the dependence on fossil fuels, there is a need to push for renewable
sources of power in the sector. NTPC would avail of opportunities to add hydropower to its
portfolio subject to competitive tariffs. A first step in this direction has already been taken with
the investment in Koldam Hydro Power Project. NTPC would continue to closely monitor
developments on nuclear front also and be open to setting up around 2000 MW of Nuclear
power generation capacity, possibly through a Joint Venture. As a leader in power generation,
NTPC would also consider other energy sources such as biomass, cogeneration, fuel cells, etc
for future development thereby reducing the dependence on thermal fuels.
While a decision on the fuel/energy mix for NTPC in the future would be largely governed by
their relative tariff-competitiveness, the fuel mix in 2017 may be different from the existing
portfolio, though not very significantly.
Diversification along the Value Chain:

NTPC has achieved the distinction of being the largest thermal generating company in India. In
the past, this focus was adequate as the industry was highly regulated with limited
diversification opportunities. Over last few years, the country has been facing acute shortages,
both in coal and gas, severely affecting optimum utilization of its power stations and these
shortages are likely to continue in future as well. This is in spite of the fact that India is one of
the largest producers of coal in the World. To safeguard its competitive advantage in power
generation business, NTPC has moved ahead in diversifying its portfolio to emerge as an
integrated power major, with presence across entire energy value chain. In fact, to symbolize
this change, NTPC has taken on a new identity and a new name NTPC Limited. NTPC has
recently diversified into coal mining business primarily to secure its fuel requirements and
support its aggressive capacity addition program. In addition, NTPC is also giving thrust on
diversification in the areas of power trading and distribution. Diversification would also allow
NTPC to offer new growth opportunities to its employees while leveraging their skills to
capitalize on new opportunities in the sector.
Establishing a Global Presence:

To become a truly global company serving global markets, it is essential for NTPC to establish
its brand equity in overseas markets. NTPC would continue to focus on offering Engineering &
Project Management Services, Operations & Maintenance services, and Renovation &
Modernization services in the international market.
Establishing a successful services brand would be a precursor to taking higher investment

decisions in different markets. Going forward, NTPC would continue to evaluate various
options for strengthening its presence in global markets including setting up power generation
capacity, acquisition of gas blocks etc.
Circa 2017: NTPCs corporate profile:

By the year 2017, NTPC would have successfully diversified its generation mix, diversified
across the power value chain and entered overseas markets. As a result NTPC would have
altered its profile significantly. Elements of the revised profile that NTPC would seek to
achieve are:
Amongst top five market capitalization in the Indian market

An Indian MNC with presence in many countries
Diversified utility with multiple businesses
Setting benchmarks in project construction and plant availability & efficiency
Preferred employer
Have a strong research and technology base
Loyal customer base in both bulk and retail supply
A leading corporate citizen with a keen focus on executing its social responsibility
Vision of NTPC:
A world class integrated power major, powering Indias growth, with increasing
global presence
Mission of NTPC:
Develop and provide reliable power, related products and services at
competitive prices, integrating multiple energy sources with innovative and eco
friendly technologies and contribute to society
The Core Values (B-COMIT):
Business Ethics
Customer Focus
Organizational & Professional Pride
Mutual Respect and Trust
Innovation and Speed
Total quality for Excellence
Corporate Objectives:
In pursuance of the Vision and Mission, the following are the Corporate
Objectives of NTPC:
To realize the vision and mission, eight key corporate objectives have been identified.
These objectives would provide the link between the defined mission and the
functional strategies.
Business Portfolio Growth
to further consolidate NTPCs position as the leading thermal power
generation company in India and establish a presence in Hydro power
segment.
To broad base the generation mix by evaluating conventional and non

conventional sources of energy to ensure long run competitiveness and
mitigate fuel risk.
To diversify across the power value chain in India by considering backward

and forward integration into areas such as power trading, transmission,
distribution, coal mining, coal beneficiation, etc.
To establish a strong services brand in the domestic and international markets.
Customer Focus
To foster a collaborative style of working with customers, growing to be a
preferred brand for supply of quality power.
To expand the relationship with existing customers by offering a bouquet of
services in addition to supply of power e.g. trading, energy consulting,
distribution consulting, management practices.
To expand the future customer portfolio through profitable diversification into
downstream businesses, inter alia retail distribution and direct supply.
Ensure rapid commercial decision making, using customer specific
information, with adequate concern for the interests of the customer.
Agile Corporation
to ensure effectiveness in business decisions and responsiveness to changes
in the business environment by:
Adopting a portfolio approach to new business development.
Continuous and co ordinated assessment of the business
environments to identify and respond to opportunities and threats.
To develop a learning organization having knowledge based competitive
edge in current and future business.
Performance Leadership
to continuously improve on project execution time and cost in order to sustain
long run competitiveness in generation.
To operate and maintain NTPC stations at par with the best - run utilities in the
world with respect to availability, reliability, efficiency, productivity and costs.
To effectively leverage information technology to drive process efficiencies.\
To aim for performance excellence in the diversification businesses.
To embed quality in all systems and processes.
Human Resource Development

To enhance organizational performance by institutionalizing an objective and
open performance management system.
to align individual and organizational needs and develop business leaders by
implementing a career development system.
To enhance commitment of employees by recognizing and rewarding high
performance.
To build and sustain a learning organization of competent world class
professionals.
To institutionalize core values and create a culture of team building,
empowerment, equity, innovation, and openness which would motivate
employees and enable achievement of strategic objectives.
Financial Soundness
To maintain and improve the financial soundness of NTPC by prudent
management of the financial resources.
To continuously strive to reduce the cost of capital through prudent
management of deployed funds, leveraging opportunities in domestic and
international financial markets.
To develop appropriate commercial policies and processes, which would
ensure remunerative tariffs and minimize receivables.
to continuously strive for reduction in cost of power generation by improving
operating practices.
Sustainable Power Development

To contribute to sustainable power development by discharging corporate
social responsibilities.
To lead the sector in the areas of resettlement and rehabilitation and
environment protection including effective ash utilisation, peripheral
development and energy conservation practices.
To lead development efforts in the Indian power sector through efforts at policy
advocacy, assisting customers in reform, disseminating best practices in the
operations and management of power plants etc.
Research and Development

To pioneer the adoption of reliable, efficient and cost effective technologies
by carrying out fundamental and applied research in alternate fuels and
technologies.
To carry out research and development of breakthrough techniques in power
plant construction and operation that can lead to more efficient, reliable and
environment friendly operation of power plants in the country.
To disseminate the technologies to other players in the sector and in the long
run generating revenue through proprietary technologies.
NTPC TOP LIST OF MOU AWARDS FOR EXCELLENCE IN

PERFORMANCE:
NTPC Limited has been presented Scope Meritorious Award for Best Practices in Human
Resource Management Shri presented 2004-05 for Innovative Human Resource Management
Practices well integrated with the business requirements of the Company. Sontosh Mohan Dev,
Honble Minister of Heavy Industries and Public Enterprises to Shri T. Sankaralingam, CMD,
NTPC Limited in New Delhi, on 8th November 2006.
A mechanical engineer by profession Shri Chandan Roy is also Chairman, Ratnagiri Power
Project Limited. He is also on the Board of Damoder Valley Corporation (DVC), Northern
Coal Fields Limited (NCL) and Nuclear Power Corporation of India Limited (NPCIL).
On the occasion of Power Line magazines Tenth Anniversary celebrations, on 11th October,
2006 in New Delhi, Mr. Sushi Kumar Shinde, and Union Minister of Power presented Expert
Choice Awards to honor the leading achievers in the power sector. NTPC was recognized as
the "Best Organization in Central Sector".
B
STAKE HOLDERS
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S
U FUNDING
P AGENCIES
P
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I
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OIL
SUPPLIERS
CO
OTHER AWARDS & ACCOLADES WON
Shell Helen Keller Award 2002 for promoting employment opportunities to disabled
people.
Platts Global energy Award 2002 for commitment to community development.
CORE-BCSD Corporate Social Responsibility Award 2001-02 instituted by TERI.
ICC-UNEP World Summit Business Award for Sustainable Development Partnership.
National Safety Award 2002 instituted by the British Safety Council, to seven NTPC
stations.
Best HR Practices Award 2002 instituted by Indian Society of Training &
Development.
World HRD Congress Award instituted by World HRD Congress.
Golden Peacock National Training Award 2003 instituted by Institute of directors to
PMI.
Meritorious Productivity Award of the Government of India to 12 stations.
Prime Ministers Shram award for the 17th year including two SHRAM RATNA.
Vishwakarma Award by Ministry of Labor, Government of India.
Climate Technology Initiative award.
MoU Excellence Award of Government of India.
CII Award for Excellence in Infrastructure.
Greentech Environment Excellence Award.
Best Employer National Award for the welfare of physically challenged people.
NTPC- HUMAN RESOURCE MANAGEMENT
NTPC HR VISION
TO ENABLE OUR PEOPLE
TO BE A FAMILY OF COMMITTED
WORLD CLASS PROFESSIONALS,
MAKING NTPC A LEARNING
ORGANIZATION.
1.11 HUMAN RESOURCES
Director (HR)
Executive Power
Management
Director Institute
HR Policy HR Recruitment
Division
Employee Promotion &

Relation Appraisals
Employee Noida
Benefit Services
Group
Industrial
Engineering & Industrial
Transfers Group Establishment
1.12 POWER MANAGEMENT INSTITUTE (PMI)

The Power Management Institute (PMI) was set up by the National Thermal Power
Corporation (NTPC) in recognition of the vital role that training & development has to play
in the context of the challenges associated with the growth of the Indian Power Sector. The
institute, was set up in year 1982,is involved in the training & development of middle
&senior level personnel from the power sector as well as from the other organization not
related to power sector.
The Power Management Institute is committed to be leading institute in developing world-

class competencies by proving a staff-of-art training, which responds to, as well as pre-
empts the need of the power professionals.
The institute has the capacity of running 8 programs concurrently. Services are also
offered in the areas of Open Learning Center, integrated personality development including
language proficiency, theater workshop and professional update sessions, following
screening of management/ technical films.
PMIs integrated campus at Noida has the modern infrastructure. Lecture rooms,
complemented by smaller syndicate facilities and a personal growth laboratory. The
institute has its own auditorium with a setting capacity of more than 200 persons.
The Learning Resource Center (LRC) includes latest books, data bank and
information service in print as well as in electronic media. LRC also has computer-based
referencing facility, electronic information products on CD-ROM and online access to
international database.
The academic and computing needs of the institute are met through a campus-wide IT
network. The centralized computer labs have the capacity to train about 40 participants
simultaneously, catering to both high and low end user needs. Internet connectivity is
extended all over the campus, through a dedicated 64 kbps radio-link..
HR VISION
To enable our people to be a family of committed world class professionals,
making NTPC a learning organization.
NO. OF EXECUTIVE EMPLOYEES IN NTPC - EOC : GRADE WISE

TOTAL
GRADE MALE FEMALE TOTAL
E1 27 18 45
E2 29 7 36
E2A 157 31 188
E3 198 30 228
E4 106 13 119
E5 127 11 138
E6 221 16 237
E7 287 15 302
TOTAL 1297 143 1440
Aligned to NTPC & the HR Vision
NTPC
HR
To be one of the worlds
largest & best power utilities To enable our people
powering Indias growth. to be a family of committed
world class professionals,
making NTPC
a learning organization.
PMI Vision
To become an institute of excellence as a

global center of education for power professionals to build world class
competencies
1.13 Human resource
Powering India's Growth : Through people
NTPC believes in achieving organizational excellence through Human Resources and follows
"People First" approach to leverage the potential of its 23,500 employees to fulfill its business
plans. Human Resources Function has formulated an integrated HR strategy which rests on
four building blocks of HR viz. Competence building, Commitment building, Culture building
and Systems building. All HR initiatives are undertaken within this broad framework to
actualize the HR Vision of "enabling the employees to be a family of committed world class
professionals making NTPC a learning organization.
To induct talent and groom them into a dedicated cadre of power professionals "Executive
Trainee" Scheme was introduced in the year 1977 for recruitment in the disciplines of
Mechanical, Electrical, Civil, Control & Instrumentation and now encompasses Computer
Science, Chemistry, HR and Finance disciplines also. Besides a comprehensive one year
training comprising theoretical inputs as well as on-the-job training, the new recruits are also
attached with senior executives under a systematic and formal 'Mentoring System' of the
company to integrate them into the Culture of the company.
As part of post employment training and development opportunities, a systematic Training plan
has been formulated for ensuring minimum seven man days training per employee per year and
includes level-wise planned intervention designed to groom people for assuming positions of
higher responsibility, as well as specific need-based interventions based on scientific Training
Needs Analysis. NTPC has set up 15 project training centers, 2 simulator training centers and
an apex institute namely 'Power Management Institute' (PMI). While the project training
centers (Employee Development Centers) have specialized in imparting technical skills and
knowledge, PMI places emphasis on management development. Besides opportunities for long
education are also provided through tie ups with reputed Institutions like IIT, Delhi, (M.Tech in
Power Generation Technology), MDI, Gurgaon (Executive MBA programme), BITS, Pilani
(B.Tech) etc.
In order to realize the HR Vision of making NTPC a learning Organization by providing
opportunities to continually learn new capabilities a number of initiatives have been taken.
NTPC Open Competition for Executive Talent (NOCET) is organized every year in which
teams of executives compete annually through oral and written presentation on a topical theme.
Similarly "Professional Circles" have been formed department-wise where Executives of the
department meet every fortnight to share their knowledge and experiences and discuss topical
issues. In order to tap the latent talent among non executives and make use of their potential for
creativity and innovation, Quality Circles have been set up in various units/offices in NTPC.
Besides a management journal called "Horizon" is published quarterly to enable employees to
share their ideas and experiences across the organization.
Demonstrating its high concern for people, NTPC has developed strong employee welfare,
health & well-being and social security systems leading to high level of commitment. NTPC
offers best quality-of-life through beautiful townships with all amenities such as educational,
medical and recreational opportunities for employees and their family members. The
motivation to perform and excel is further enhanced through a comprehensive NTPC Rewards
and Recognition system.
In order to institutionalize a strong Culture based on Values a number of initiatives are taken to
actualize the Vision and Core Values (BCOMIT) across the company. A culture of celebrating
achievements and a strong focus on performance are a way of life in NTPC.
NTPC has institutionalized "Development Centers" in the company to systematically diagnose

the current and potential competency requirements of the employees with the objective of
enhancing their development in a planned manner. These Centers give a good insight to the
employees about their strengths and weaknesses, the gaps in their competencies which they can
bridge through suitable support from company. Due to innovative people management
practices there is a high level of pride and commitment amongst employees as reflected in the
various external surveys including Great Places to Work for in India in which NTPC was
rated third Great Place to work for in the country in 2008.
RESEARCH METHODOLOGY
OBJECTIVE OF STUDY:
The main emphasis has been laid down on studying the level of satisfaction among
employees regarding the benefits provided to them, to asses the awareness levels among
employees. And to know the views of the employees for further improvement in the
training and development programmes and benefits they receive. So,as to improve working
efficiency and interest among employees of the organization. To understand and document
the employee training and development system in public section organization.
INTRODUCTION
My research work establishes a framework of evaluation and revaluation of primary and

secondary research. The techniques and concept used in primary research in order to arrive
at findings, which are dealt with and lead to a logical deduction towards analysis and result
RESEARCH DESIGN
First, a secondary research was conducted, keeping in mind the topic of study, to gain a
clear insight of the topic .For this, I consulted many books, manuals and theories. This
helped me in designing and framing the right kind of questions. The proper design helped
in selection of relevant questions for the study .The following questions was then proposed
to be studied, under descriptive research which helped me in analysis.
.
COLLECTION OF DATA
Primary source
Primary source of data collection is used under the study, questionnaire were
prepared to conduct the study.
Sample space
Employees including executives and non-executives of NTP are distributed questionnaire.
(300 questionnaires)
Secondary source
Secondary source of data collection was done to gain a clear insight of the topic. The
research was conducted from various books, journal, and manuals for conducting primary
research.
SAMPLING DESIGN
For completion of the research work a survey was conducted. Following is the
description of the Sample Design considered for the survey:
Sample Unit:
The sample unit constitutes the Executive Employees of NTPC of the level E1 E7.
Sample Size:
The sample size, which has selected for this project is 300. The sample size
constitutes of the executive employees of NTPC.
Sampling Technique:
The sampling technique used in the study is random sampling technique.
Collection of Data:
The method of Data collection used in the study is Survey/ Feedback
methods.
RESEARCH INSTRUMENT:
The research instrument for the study is Questionnaire/interview.
DATA USED IN STUDY

The data collected for the purpose of the study has been collected from two main
sources; they are primary data and secondary data;
(a) Primary data:
The primary data will be collected through a Questionnaire and personal

interaction. The data will be collected through questionnaire method because exact
and first hand information can be gained. This is more helpful rather than adopting
any other method.
The primary data is collected by having personal interaction with the executive
employees of NTPC EOC.
A detailed questionnaire was given to the employees which was the primary source
of my study.
o The questionnaire consisted of 18 questions
o The employees were requested to select the answer which suited
him/her the
o The total sample of the employees survey was 300 respondents
(b) Secondary Data:

The secondary data comprises of information from internal records of the
organization, text books, journals and various literature available in and outside of
the corporation, presentation reports on various topics, standing orders.
This is the data which is already available, published or unpublished and is
collected from the company records and manuals which are maintained by it.
TOOLS AND TECHNIQUES USED FOR ANALYSIS

MS Excel
MS Word
Pie charts
INTRODUCTION
TRAINING & DEVELOPMENT AND ITS EFFECTIVENESS
Improving business performance is a journey, not a destination. Business

performance rises and falls with the ebb and flow of human performances. HR
professionals lead the search for ways to enhance the effectiveness of the
employees in their jobs today and prepare them for tomorrow.
Over the years training programmes have grown into corporate with
these goals into mind. Training programmes should enhance the performance and
enrich the contributions of the workforce. The ultimate goal of the training is to
develop appropriate talent in the workforce internally.
In India training, as an activity, has been going on as a distinct field
with its own roles, structures and budgets, but it is still young, this field is
however expanding fast but controversy seems to envelop any attempt to find
benefits commensurate with the escalating costs of the training.
Training has made significant contributions to development of all

kinds. Training is essential; doubts arise over its contribution in practice.
Complaints are growing over its ineffectiveness and waste.
The training cost and apparatus have multiplied but not benefits.
Dissatisfaction persists and growing at the working level where the benefits of
the training should show up most clearly.
This disillusionment shows in many ways- reluctance to send the most promising
people for training, inadequate use of personnel after training etc. With this
disillusionment mounting in the mid of expansion training has entered a
dangerous face of its development.
Training is neither a panacea for all ills nor its a waste of time. What is required
is an inside vision into what training can or cant do and skills in designing and
carrying out training effectively and economically.
Search light of enquire may make the task and challenges stand out too starkly
and too simply. Using experience with training in India and other developing
countries has this advantage at the similar risk.
The contribution, that training can make development, is needed accurately and
obviously. At the same time limit resources available in these countries make this
contribution hard to come by. These lines are sharply drawn on the one hand, no
promise can be ignored, and on the other hand no waste is permissible.
OBJECTIVES OF THE STUDY
The main objective of the project is to study the

Training And Development System And Its Effectiveness In NTPC
NTPC is a well known public sector power generating organization and is
now expanding their business to other sector such as hydro power
generation, nuclear power, coal mining, consultancy etc. for this; they are
required highly efficient and laborious work force. Here the study is made
to find out how far the policies, the facilities of NTPC are successful to
make their employees satisfied.
To study the Training System in an organizational context.

To study the Training Practices of NTPC Ltd.
NTPC Ltd., being the largest power generation enterprise of its kind in India
and being one of the Maharatnam of the country, I would have really loved
to visit its different units in the different locales of the country where I
would have been able to get a better understanding of the operations of such
a large power generation company and its associated complexities. The time
constraint also did not allow me to go through the other HR practices of
NTPC Ltd.
FOCUS OF STUDY
How to be training effective ?

Postpone judgment: dont reject any idea
Create alternative frames of reference
Break the boundary of thinking
Examine a different aspect of the problem
Specify the resources and environment
Make a wish-list of solution
Borrow ideas from other fields
Look for process to change or eliminate
Think up alternative methods
Adopt another persons perspective
Question all Assumption
TRAINING POLICIES IN NTPC:-

1.0 PHILOSOPHY:
1.1 The basic philosophy of the guidelines is to make training an effective instrument in
transforming NTPC into a learning organization
2.0 OBJECTIVES:
2.1 The objectives of the guidelines are to:
2.1.1 Make learning one of the fundamental values of the Company
2.1.2 Ensure value addition through training to the overall business process
2.1.3 Institutionalize learning opportunities that supplement work experience
2.1.4 Integrate organizational and individual developmental needs
2.1.5 Enable employees to keep abreast with the latest knowledge and skills and enable them to
undertake current and future responsibilities in a more effective manner.
2.1.6 Provide linkages between the different functionaries of training activity
2.1.7 Provide linkages of training activity with overall Human Resource function.
3.0 COVERAGE:
3.1 The Training System shall cover all regular employees of the Company nominated for
training.
4.0 DEFINITIONS:
4.1 Training: Training shall include a training programme, seminar, convention, workshop,
symposium or any other structured learning or developmental programme, based on
organizational needs and/or Training Need Analysis.
4.2 Training Year: Training Year shall mean a period of one year commencing from 1st April till
31st March of the subsequent year.
4.3 In-house Training Programme: A training programme designed, developed and conducted
within the Company, exclusively for the regular employees of the Company, with or without
the assistance of external agency (ies).
4.4 External Training Programme: A training programme designed, developed and conducted
within India, by an outside agency, not exclusively for the employees of the Company, and to
which one or more employees of the Company may be nominated.
4.5 Planned Intervention: A grade/level/category-wise in-house training programme, normally

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

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

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

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

8.1 A training code directory, listing out codes for various training courses/programmes shall
be evolved, maintained and circulated by PMI for uniform compilation and classification of
training needs identified and training programmes attended by employees.
8.2 The needs may be analysed on the basis of the training course codes given in Code
Directory. All such courses, which do not appear in Directory, shall be marked as AAAA for
initial consideration/registration. Subsequently these would be reported to PMI for inclusion in
the Code Directory.
9.0 TRAINING CALENDAR:
9.1 The Heads of training from the Projects / Stations would meet in the Regional Head
Quarter during 1week of January to share training calendars. They would also provide inputs to
RHQ / PMI regarding programmes to be assigned to RHQ / PMI, from out of the training
needs identified by the employees of their respective projects.
9.2 Each Training Centre/PMI shall bring out, by 15th February every year, a Training
Calendar, specifying the schedules of the programmes, both planned interventions and need-
based interventions, planned to be conducted by it during the following training year.
9.3 Each Training Centre shall circulate on bi-monthly basis calendar of programmes
scheduled for the next two months to all HODs and other Training Agencies.
9.4 The Training Calendars of the various Training Centres and of PMI would be widely made
available to all departments/sections at all plants/offices. Copies of Training Calendar would
also be kept in the Central Library of the Unit. Copies of Training Calendar of one
Project/Station would be circulated to other Training Centres and PMI by 15th March, for need-
based utilization.
10.0 NOMINATION SYSTEM:
10.1 The objectives of the nomination system are
10.1.1 to ensure that employees are nominated to training in areas which are relevant to their
duties or which have been identified as their developmental needs
10.1.2 to ensure that opportunities to attend training programs are made available to all
employees to achieve the Training Target of average of seven man days of training in a training
year for each employee.
11.0 NOMINATION FOR TRAINING PROGRAMMES:

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

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

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

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

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

this kind of training. It is conducted at regular intervals by taking the help of outside
consultants who specialize in a particular descriptive.
Cross-functional training: This training involves training employees to perform

operations in areas other than their assigned job. It has following benefit:
1) Workers gain rich experience in handling diverse jobs.
2) They can better engineer their own carrier paths.
.
Team training: The training basically throws light on :
1) How members should communicate to each other.
2) How they have to cooperate and get ahead.
3) How they should deal with conflict situations.
Diversity training: This training aims to create better cross-cultural sensitivity with the
aim of fostering more harmonious and fruitful working relationships among a firms
employees.
TRAINING METHODS
Training methods are usually classified by the location of instruction. Some of the widely
used training method are listed below:
1. Job instruction training (JIT): It is developed during II world war. Its including
preparation, presentation & performance. The four steps followed in the JIT methods
are:
a. The trainee receives an overview of the job, purpose
and also clear focus on the relevance of training.
b. The trainer demonstrates the job to handle it properly.
c. Employee does the job independently without supervision.
d. Trainee learns fast through practice and observation.
e. It is economical does not require any special setting
f. It is most suitable for unskilled and semi-skilled jobs.
2. Coaching: coaching is a kind of daily training and feedback given to employees

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

acting as mentors, take under their wings new recruits or other junior organizational
members and imparts them their experience, knowledge, wisdom, values etc.
Importance of mentoring:
There is an excellent opportunity to learn.
Constant guidance helps the men tee to be on track, using facilities to good
advantage.
4. Job Rotation: This kind of training involves the movement of trainee from one job
to another. This helps to have a general understanding of how the organizational
functions. The purpose of the job rotation is to provide trainees with a larger
organizational perspective and a greater understanding of different functional areas as
well as better sense of their own carrier objective and interest.
Importance of job rotation:

Improves participants job skills, job satisfaction.
Provides valuable opportunities to network within the organization.
Offers faster promotion and higher salaries to quick learners.
Lateral transfer may be beneficial in rekindling enthusiasm and
developing new talents.
5. Apprenticeship Training: Most craft workers such as plumbers and

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

Training offers innumerable benefits to both employees and employers. It makes the employee
more productive and more useful to an organization. The importance of training can be studied
under the following heads:
Benefits of the business

Benefits to the
employees
Trained workers can wok more Training makes an employee useful to a
efficiently. firm.
They use machines, tools, and materials Training makes employees more
in a proper way. efficient and effective. By combining
materials, tools and equipment in a
right way.
Training improves the knowledge of Training enables employees to secure
employees regarding the use o machines promotions easily. They can realize the
and equipment. carrier goal comfortably
Trained workers can show superior Training helps to employee to move
performance and turn out better one organization to another
performance and also better quality organization easily. by this he mobile
goods by putting the materials, tools, and and pursue career goals actively.
equipment.
Training makes employees more loyal to Training can contribute to higher
an organization.
production, fewer
They mistakes,
will be less
greater job satisfaction and lower labour turnover.
inclined to leave the unit where there are
growth opportunities.
2.5 IDEAL TRAINING FLOWCHART
Organization Vision
Short Term
Business
Strategy
HR Strategy
Training strategy
Performance
Career Assessment
Planning
Need
Assessment
Succession
Planning Assessment Center
Training Design
Training Delivery
Feedback
2.6 TRAINING NEED ASSESSMENT (TNA)
TRAINING NEED ASSESSMENT
Training need assessment is the means where the training activity achieves this relevance . It is
a supportive link in the chain of activities which cater to the design, develop and implement of
the training activity .It forms an important part of a symbolic system .The training process: -
Research Diagnosis
Identification of
Evaluation training needs
Training Objectives
Implementation/Training
Action
Training Plan
The Training process a cyclical system with interlocking elements.
Inner ring plots the course of design /develop.
Outer ring symbolizes a need for feedback/ validation.
TNA is shown as a sub-phase of the training need identification phase. The reason is that it is
necessary to determine that a training need exists before assessment can take place. Thus
training need identification is necessary to indicate the nature of solution, it is therefore a
decision making phase.
Pitfalls of training
Most of them are ill conceived

Have vague and general objective
Have a content that does not match the objectives
Fail to produce any significant changes or visible changes in behaviors / performance
Factors to be assessed as a part of the TNA to avoid

pitfalls
1) Knowledge
2) Skill
3) Attitude
4) Supervision
5) Working condition including work load pressure
6) Job Design
7) Machines/Equipment/Materials
8) Work Group norm
9) Intra-group Conflict
10) Dissatisfaction/ Grievances
LEVELS OF CLASSIFICATION OF TRAINING NEEDS
At the Organizational level.
In respect of Occupational groupings.
At the individual level.
CLARIFYING THE TRAINING NEED
TNA
NEED
Training and development Knowledge

Results Interventions
Skill
Attitude
Situation (with support or inhibiting variables)
In which result may be manifested. Other
FACTORS INHIBITING SUCCESSFUL TNA (Training Need Assessment)
1) Low status of trainers
2) Attitudes towards HRD
a) Attitudes of decision makers

b) Attitudes of recipients of training
3) Organization issues
4) Occupational issues
5) Lack of skill in gathering information
a) Strategic / Corporate plan

b) Departmental plans
c) Employment records
d) Training and development records
e) Performance appraisal forms
f) Selection interview reports
g) Union representatives
h) Consultants
i) Project proposals
j) Customers feedback reports
k) Training instructors
TRAINING NEED INDICATORS
1. Organizational Plans
Projected changes in objectives and programmes
Changes in structure
Changes in personnel
Changes in technology and/or procedures
2. Employee Records
High staff turn-over
High absenteeism
High sick leave rates
Low performance ratings
Career paths
3. Work and Work Flow

Production Bottlenecks
Performance appraisals career
Fluctuation in production
Reports on public dissatisfaction with services
4. Staff Selection Policy

Qualifications of staff at functional level
Experience and training background of present staff
5. Morale Factors
Personal friction
Excessive complaints
Poor leadership, etc.
6. Job Knowledge
Technical phases.
Administrative phases.
Supervisory phases.
7. Communication failures
Poor written and oral communications.
Failure of information to flow-up, down.
Semantic difficulties.
8. Supervision
Lack of clarity in work assignment
Improper handling of grievances
Lack of job interest
Poor coordination
Failure to motivate
2.7 TRAINING EVALUATION
Evaluation of training is a main concern for trainers in public enterprises in developing

countries. It is defined as: -
The assessment of total value of a training system , training course or training programme in
special as well as in financial terms.
Benefits of evaluation
Provides feedback for training performance.
Helps in validating and assessing aspects of training objectives and activities
Provides feedback of the quality of performance training staff.
Facilitates up gradation of training facilities.
Provides feedback for training need assessment.
Provides justification of training expenditure.
Ascertains suitability of a training programme for specific purpose of trainees.
Potential Objects Of Evaluation
Re-Validation
1) Training Need Analysis
2) Training Objectives
3) Training Criteria
4) Training Strategy
5) Training Methods and Techniques
Re- Evaluation
1) Output of training
2) Facilities
3) Learning Aids
4) Organization and Administration of training
5) Instructors Contributions
6) Methods
Problems in the method Of Evaluation
Structural Problem
Money Criteria
Lack of support
Crisis Orientation
Learning Related Problems
Objectivity
Isolating the training contribution
Multiplicity of Indicators
Unreliability of Examinations
Decision making hierarchy in public enterprise.

Methods of Training Evaluation
Cost Benefit Analysis
It Includes: -
a) Identifying the costs and benefits of a given Programme.
b) Listing the cost and benefits and quantifying them in monetary terms.
c) Comparing benefits with cost for decision-making
A. Cost Includes
a) Trainees Salaries
b) Fees to resource personnel
c) External course fees
d) Course expenditure e.g. Refreshments etc
e) Research and Development
B. Benefits Includes
a) Share of general overheads
b) Lost production, due to attendance at courses
c) Fixed Costs
Observation
It is accomplished: -
1) Games
2) Practical assignment during training .
3) On the job assignments
4) Role play
Role Play
Surveys
Case Study
Participatory Evaluation And Follow Up Seminars
Projects Training And Development (T & D) Self Audit
It is valuable instrument for: -
1) Probing all aspects of training
2) Identifying those areas which should be upgraded
The audit involves a systematic detailed study of all T & D subsystems, e.g.
a) Philosophy and Goals
b) Policies
c) Decision making
d) Building and Facilities
e) Management
f) Curriculum
g) Implementation and Results
Evaluation Support Instruments
1) Documents
It provides information on:
a) Aspects relating to the identification and assessment of training needs
b) The determination of training objective
c) The selection and preparation of trainees
d) The planning and design of training curriculum
e) Records of performance subsequent to the training activity

2) Questionnaire
3) Interviews
DATA ANALYSIS AND INTERPRETATION
The data analysis has been done question wise as well as according to the grades of
the executive employees. The present study is carried out by administering
questionnaire of 18 questions and a sample of 300 employees/respondents
(QUESTION-WISE)
Q1: The training centre at my unit is well equipped.

Q1
STRONGLY DISAGREE DISAGREE NEUTRAL
AGREE STRONGLY AGREE
1% 4%
22%
19%
53%
ANALYSIS: Here the percentage of favoring employees to this question is very

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

Q2
1% 6%
20% 14%
59%
ANALYSIS: Most of the employees feel that the training centre at NTPC is well
maintained as we can see here that the favoring percentage is very-very high to this
question.
From the figure, it can be considered that 59% of the employees are agree, 20%
are strongly agree (i.e. 79% are in favor), 14% are neither agree nor disagree,6%
are disagree and 1% are strongly disagree(i.e. 7% are not in favor) to this
statement.
Q3: Most training needs of employees are addressed by the local EDC.
Q3
14% 1% 9%
23%
53%
ANALYSIS: The employees favoring to this question has a high percentage in

comparison to the unfavoring employees so, most of the employees feel that their
training needs are addressed by the local EDC.
From the figure, it can be considered that 53% of the employees are agree, 23% are
strongly agree (i.e. 76% are in favor), 14% are neither agree nor disagree, 9% are
disagree and 1% are strongly disagree (i.e. 10% are not in favor) to this statement.
Q4: A mix of internal and external faculties takes training sessions at the EDC.
Q4
1%4%
21%
19%
54%
ANALYSIS: Most of the employees feel that a mix of internal and external
faculties takes training session at EDC as in the figure the favoring percentage of
employees is high.
Q5: Faculty knowledge and training methodology at EDC is to my satisfaction.
Q5
15% 1% 6%
22%
55%
ANALYSIS: Here the favoring percentage of employees to this question is quite

high so, most of the employees feel that faculty knowledge and training
methodology at EDC is to their satisfaction.
disagree and 1% are strongly disagree (i.e. 7% are not in favor)to this statement.
Q6: Training nomination takes place as per the training needs of the employees.
Q6
14% 5%
11%
23%
47%
ANALYSIS: Most of the employees feel that the training nomination takes place as
per the training needs of the employees as we can see here that the favoring
percentage of employees to this question ranked higher than the other parameters.
Q7: Reporting officers take active interest in training nomination of their
subordinates.
Q7
16% 5%
13%
27%
39%
ANALYSIS: Here the favoring percentage of employees is not that much high with
respect to the other parameters but still most of the employees feel that the
reporting officers take active part in training nomination of their subordinates.
Q8: Employees are released as per their development plan by their reporting
officers for job rotation etc.
Q8
14% 8%
16%
33%
29%
ANALYSIS: Here the percentage of employees favoring the question is quite low
and the percentage of neutral employees are quite high but overall most of the
employees feel that the employees are released as per their development plan by
their reporting officers for job rotation etc.
are strongly agree (i.e. 47 % are in favor), 29% are neither agree nor disagree, 16%
are disagree and 8% are strongly disagree (i.e. 24% are not in favor) to this
statement.
Q9: Employees actively apply their learning from training at workplace.
Q9
15% 5%
12%
27%
42%
ANALYSIS: Most of the employees feel that the employees actively apply their
learning from training at workplace as half percentage of the employees are in
favor to this question.
are strongly agree (i.e. 56% are in favor), 27% are neither agree nor disagree, 12%
are disagree and 5% are strongly disagree (i.e. 17 % are not in favor) to this
statement.
Q10: Employees are released on time for attending training programs.

Q10
17% 3% 13%
29%
38%
ANALYSIS: Here also approx half of the employees are in favor to this question
.the neutral percentage is also quite high here but still most of the employees feel
that the employees are released on time for attending training programs.
strongly agree (55% are in favor), 29% are neither agree nor disagree, 13% are
disagree and 3% are strongly disagree (16% are not in favor) to this statement.
Q11: In my opinion, training and development system of NTPC adds value to the
organization.
Q11
4% 7%
24%
21%
45%
ANALYSIS: In this figure the favoring percentage of employee is quite high and
most of the employees feel that the training and development of NTPC adds value
to the organization.
statement.
Q12: I look forward to taking up special assignments as a part of cross-functional
uniformly.
Q12
4% 7%
24%
21%
45%
ANALYSIS: Here also the favoring percentage of employees is quite high in

comparison to the rest of the parameters so, most of the employees feel that they
look forward to take up special assignments as a part of cross functional
uniformly.
statement.
Q13: All employees in my department get nominated for training programs
uniformly.
Q13
16% 3% 9%
24%
47%
ANALYSIS: Most of the employees feel that all the employees in their department
get nominated for training programs uniformly as the favoring percentage of
employees are high to this question.
statement.
Q14: Employees in my department almost get same number of training man days.
Q14
11% 5%
13%
40% 31%
ANALYSIS: Here half percentage of employees is in favor to this question. The

neutral percentage is also quite high but still overall most of the employees feel
that the employees in their department almost get same number of training man
days.
statement.
Q15: Seniors readily share their knowledge and experience with their juniors.
Q15
STRONGLY DISAGREE DISAGREE
NEUTRAL AGREE
STRONGLY AGREE
15% 1%
8%
29%
47%
ANALYSIS: Most of the employees feel that the seniors readily share their
knowledge and experience with their juniors. This is something negative for the
company but most of the employees are in favor as the favoring percentage is quite
high.
strongly agree (i.e. 62 % are in favor), 29% are neither agree nor disagree, 8% are
disagree and 1% are strongly disagree (i.e. 9 % are not in favor)to this statement.
Q16: People openly share their knowledge and ideas with each other.
Q16
NEUTRAL AGREE
STRONGLY AGREE
18% 1%
7%
22%
52%
ANALYSIS: Here the favoring percentage of employees to this question is very
high so, most of the employees feel that the people openly share their knowledge
and ideas with each other.
statement.
Q17: I am imparted adequate training needed to carry out my responsibilities

effectively.
Q17
NEUTRAL AGREE
STRONGLY AGREE
2%
24% 7%
14%
54%
ANALYSIS: Most of the employees feel that they are imparted adequate training
needed to carry out their responsibilities effectively as in this figure the favoring
percentage of employees is very-very high in comparison to the disagreed
percentage of employees.
statement.
Q18: I feel NTPC, as an organization, is committed towards training and

development of its employees.
Q18
1% 3%
15%
36%
45%
ANALYSIS: In this figure almost all the employees are in favor to this question as
the favoring percentage is very-very high or rather we can say that it is up to
hundred so, most of the employees feel that at NTPC, as an organization, is
committed towards training and development of their employees.
statement.
DEPARTMENT WISE ANALYSIS:-
Average scores of employees based on parameters-
parameter 1 2 3 4 5 6
Deptt.
Audit 2.2 2.53 3.64 2.9 3.1 2.8
Barh-Tf 3.49 3.6 3.95 3.91 4.08 3.33
CC&M &CS 3.45 3.86 3.75 3.75 3.81 3.5
Engg 3.51 3.74 3.86 3.68 3.82 3.86
Fin 2.07 2.21 3.39 3.8 3.99 3
HR 3.64 3.67 4.33 4.2 4.41 4.24
IT 3.36 3.68 3.8 3.6 3.8 3.4
5
4.41
4.33
4.5 4.24
4.2
4.08 3.99
3.95
3.91 3.863.81 3.86
4 3.75
3.75 3.74 3.82 3.8 3.83.8
3.64 3.6 3.68 3.67
3.64 3.68
3.6
P 3.49 3.45 3.53.51
3.5 3.33 3.36 3.39 3.36 3.4
A 3.1
R 2.92.8 3
3 1
A 2.53
M 2.5 2.2 2.21 2
E 2.07
3
2
T 4
E 1.5 5
R
S 1 6
0.5
0
audit barh-tf cc&m &cs engg fin hr it
DEPT
Dia
grammatic representation of the Department-wise analysis:-
Keys to parameters:-
1.= Subordinate development

2.= Training nomination process
3.= Training infrastructure
4.= Knowledge sharing culture
5.= Commitment to training
6.= Application of learning
INTERPRETATIONS:-
The questionnaire consists of 18 questions and the average scores of each

department given to individual parameters have been found out. The diagrammatic
representation has also been displayed. We could categorize the score into two.
Any score above 3 can be considered good and the score below 3 can be
considered as poor.
As can be seen from the figure; in the AUDIT department, Training
infrastructure and commitment to training are the two parameters which
have a score above 3 (GOOD) , i.e. 3.5 and 3.1 respectively whereas all the
remaining parameters have a score below three. Therefore, the company has
to take steps to improve these parameters.
As can be seen from the figure; in the BARH-TF department, all the
parameters have a score above 3 and can be treated as GOOD in the
company.
As can be seen from the figure; in the CC&M and CS department, all the
parameters have a score above 3 and can be considered GOOD.
As can be seen from the figure; in the Engineering department; all the
parameters have a score above 3 and can be considered as GOOD.
As can be seen from the figure; in the Finance department, the parameters
like training infrastructure, knowledge sharing culture, commitment to
training and application of learning have a score above 3 i.e. 3.39,3.8, 3.99
and 3 respectively whereas the remaining two parameters have a score less
than 3.
As can be seen from the figure; in the Human Resources department, all the
parameters have a GOOD score.
As can be seen from the figure; in the IT department also, all the parameters
have a score above 3 and can be considered as GOOD.
RECOMMENDATIONS
NTPC is a model organization only in respect of operational performance but also management
of its human resource. It is amongst a few privileged public sector undertakings, which have
been honored the status of the MAHARATNA. Besides, as mentioned earlier NTPC has been
ranked No.1 best employer in India in a survey carried out by Business Today and Hewitt
Associates. During interaction with the employees, in my study I found the work culture in
schemes is judiciously formulated by the management to take care of mutual benefits of NTPC
and its work force.
Employees are the best source to know about the strengths and weakness of the organization as
they have spent a major part of their life in the organization. When I interacted employees with
the objective to get their ideas and opinion how do they feel about improving it , I found majority
of them highly motivated and quite satisfied with their employer as NTPC is already sincerely
concerned about its work force.
I feel that other organization should follow NTPC as role model to improve their performance,
productivity by using training as a management tool. This is all because the management of
NTPC makes time-to-time positive changes leaving no scope for the people to get dissatisfied.
Continuous processes of positive changes to meet out the mutual requirement to organization as
well as individual are part of work culture in NTPC.
However I feel that various training schemes should not only be implemented but also along with
them the employees should be encouraged to increase their performance for achieving
incentives.
LIMITATIONS OF THE STUDY
TIME CONSTRAINT:
There was not enough time to collect as much information required due to time constraint.
COOPERATION WAS NOT EASILY AVAILABLE:

The respondents and the staff did not provide sufficient time. The major reason for the non-
response was that the respondents refused to fill the questionnaire.
INSUFFICIENT KNOWLEDGE:
Respondents were not having full information. Some respondent misinterpreted the question,
omitted essential items and gave the answer casually and it was practically impossible to return
such incomplete and unsatisfactory questionnaire to the respondent for the correction.
TIME AND GEOGRAPHICAL CONSTRAINT:

It was difficult to personally visit all respondents due to time and geographical constraint.
RELIABILITY OF REPLIES:
This method does not provide a check on the honesty and reliability of replies, if the respondent
gives wrong replies, the investigator cannot know what the truth is.
INAPPROPRIATE METHOD OF ANALYSIS

Inappropriate method when spontaneous answers were wanted, where it was important that the
views of one person were obtained, uninfluenced by the discussion of others.
Despite these limitations, the data collection through questionnaire fulfills the purpose of the
study.
CONCLUSION
A structured Training and development system should be introduced.

Some suitable and reliable person should be given responsibilities for
implementing the programs.
Training and development programmes in NTPC are relevant and effective in

preparing the employees for the job they do as well as keeping them apprise with
new technology in this competitive era.
Training facilities were perceived by the respondents to be quite adequate. The

training was relevant and effective in terms of the job performed by the managers.
Training and development programmes undergone by the management staff
improve performance and effectiveness of employees.
QUESTIONNAIRE FOR THE TRAINING AND DEVELOPMENT

CLIMATE
Kindly tick your responses rating from 1 to 5.

1- Strongly Disagree
2- Disagree
3- Neither agree n or disagree
4- Agree
5- Strongly Agree
Q1: The training centre at my unit is well equipped.

1 2 3 4 5
Q2: The training centre at my unit is well maintained.

1 2 3 4 5
Q3: Most training needs of employees are addressed by the local EDC.
1 2 3 4 5
Q4: A mix of internal and external faculties takes training sessions at the EDC.
1 2 3 4 5
Q5: Faculty knowledge and training methodology at EDC is to my satisfaction.
1 2 3 4 5
Q6: Training nomination takes place as per the training needs of the employees.
1 2 3 4 5
Q7: Reporting officers take active interest in training nomination of their

subordinates.
1 2 3 4 5
Q8: Employees are released as per their development plan by their reporting
officers for job rotation etc.
1 2 3 4 5
Q9: Employees actively apply their learning from training at workplace.

1 2 3 4 5
Q10: Employees are released on time for attending training programs.

1 2 3 4 5
Q11: In my opinion, training and development system of NTPC adds value to the
organization.
1 2 3 4 5
Q12: I look forward to taking up special assignments as a part of cross-functional

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

uniformly.
1 2 3 4 5
Q14: Employees in my department almost get same number of training man days.
1 2 3 4 5
Q15: Seniors readily share their knowledge and experience with their juniors.
1 2 3 4 5
Q16: People openly share their knowledge and ideas with each other.
1 2 3 4 5
Q17: I am imparted adequate training needed to carry out my responsibilities

effectively.
1 2 3 4 5
Q18: I feel NTPC, as an organization, is committed towards training and

development of its employees.
1 2 3 4 5
Thank you for your valuable time!!!
BIBLOGRAPHY:-
1. NTPC employee book
2. Intranet
3. Compendium
4. Earlier research works and projects
5. www.ntpc.co.in

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A

It is said no learning is possible without any proper guidance and no

By acknowledging the guidance, support and assistance, I pay my

I hereby acknowledge my profound gratitude to MRS POORNIMA

Under the guidance of Submitted by

This project report is basically rooted to study Training and Development.

In their working lives, employees occasionally have cause to be uncomfortable,

In the present day social context, especially in democratic systems, it is accepted

I feel rewarded by the management of NTPC who gave me an opportunity to

SIGNIFICANCE OF THE PROJECT

As a part of my curriculum I had to do one and half months training in a well-

With ambitious growth plans to become a 56,000MW power company by

NTPC is INDIA`S largest power generation company with an installed

UTILITIES, POWERING INDIAS

ELECTRICITY TO ALL BY 2012

GROWTH AND DEVELOPMENT OF THE COMPANY

Total capacity portfolio:

Fuel / Energy mix for capacity addition:

Diversification along the Value Chain:

Establishing a Global Presence:

Establishing a successful services brand would be a precursor to taking higher investment

Circa 2017: NTPCs corporate profile:

Amongst top five market capitalization in the Indian market

Diversified utility with multiple businesses

Setting benchmarks in project construction and plant availability & efficiency

Have a strong research and technology base

Loyal customer base in both bulk and retail supply

To broad base the generation mix by evaluating conventional and non

To diversify across the power value chain in India by considering backward

To establish a strong services brand in the domestic and international markets.

Human Resource Development

Sustainable Power Development

Research and Development

NTPC TOP LIST OF MOU AWARDS FOR EXCELLENCE IN

Platts Global energy Award 2002 for commitment to community development.

CORE-BCSD Corporate Social Responsibility Award 2001-02 instituted by TERI.

ICC-UNEP World Summit Business Award for Sustainable Development Partnership.

Best HR Practices Award 2002 instituted by Indian Society of Training &

World HRD Congress Award instituted by World HRD Congress.

Golden Peacock National Training Award 2003 instituted by Institute of directors to

Meritorious Productivity Award of the Government of India to 12 stations.

Climate Technology Initiative award.

MoU Excellence Award of Government of India.

CII Award for Excellence in Infrastructure.

Greentech Environment Excellence Award.

NTPC- HUMAN RESOURCE MANAGEMENT

TO ENABLE OUR PEOPLE

MAKING NTPC A LEARNING

1.11 HUMAN RESOURCES

Employee Promotion &

1.12 POWER MANAGEMENT INSTITUTE (PMI)

The Power Management Institute is committed to be leading institute in developing world-

NO. OF EXECUTIVE EMPLOYEES IN NTPC - EOC : GRADE WISE

To become an institute of excellence as a

NTPC has institutionalized "Development Centers" in the company to systematically diagnose

My research work establishes a framework of evaluation and revaluation of primary and

DATA USED IN STUDY

The primary data will be collected through a Questionnaire and personal