A PROJECT REPORT

ON
TRANING AND DEVELOPMENT
IN
CHHATTISGARH STATE POWER GENERATION CO. LTD.

Submitted in partial fulfillment for the award of the degree

MASTER OF BUSINESS ADMINISTRATION

SESION 2013-2014

HUMAN RESOURCE MANAGEMENT

GUIDED BY: - SUBMITED BY: -

Shri S.N. CHORNELE Ajay Kumar Sahu
Roll No. 511211881
EXECUTIVE ENGINEER (TRG.)
(MBA 4th Sem)
H.T.P.S., C.S.P.G.C.L. KORBA WEST GAMIT, KORBA
 PREFACE

Management course is a professional degree that cannot be completed

without practical experience practical study essential for any professional
curriculum; otherwise it will merely be leap in darkness. A part from
classroom study it is very necessary to get acquaint with the day-to-day
working an organization. To fulfill the above objective every individual who
is undergoing any management course has to undertake a project same field
before he can himself as a potential manager.
 I got opportunity to do this project. The main objective of the project
was to know the closed ended scheme critical comparison with three
schemes.

The practical study helped me to judge the difference between the

classroom study and practically how the organizations are managed in
reality.
 Executive Summary
Training and Development often go hand in hand and the terms are
often used interchangeable, the terms are not synonymous. Training
typically focuses on providing employees with specific skills and helping
those correct deficiencies in their performance. Development is an effort to
provide employees with the abilities that the organization will need in the
future. The Training process consists of Five Steps: - (a) Need Analysis, (b)
Instructional Design, (c) Validation, (d) Implementation and (e) Evaluation.

Principles of Learning for good training include: - Make the material

meaningful (by providing familiar examples, organizing the material,
splitting it into meaningful chunks, and using familiar terms and visual aids),
make provision for transfer of training an try to motivate trainees.

Basic training methods include On-The-Job training, Apprenticeship

Training Informal Learning, Job Instruction Training Lectures, Programmed
Learning, Audiovisuals Tools, Simulated Training; Computer-Based-
Training, Electronic Performance Support systems and Distances. On-The-
Job training is common training technique. It might take the form of the
understudy method, job rotation, or special assignments and committees. In
any case, it should have Four Steps: - Preparing the learner Presenting the
operation (or nature of the job), Doing Performance tryouts, and Following
up. Organizations should pay particular attention to socializing employees.
 CONTENT

Chapter: - Page No.

1 Introduction 8–9
2 Company Profile 10 – 41
3 Human Resource Development 42 – 48
4 Training & Development 49 – 71
5 Research Mythology 72 – 75
6 Implementation of Training programs 76 – 77
7 Design Training Evaluation Approach 78 – 79
8 Results & Discussions 80 – 84
9 SWOT Analysis 85 – 87
10 Interpretation & Limitation 88 – 89
11 Suggestions 90 – 91
12 Conclusion 92 – 94
13 Bibliography 95 – 96

8
Chapter – 1

INTRODUCTION

9
Introduction

This project was prepared during work of 45 days as summer internship at

“Chhattisgarh State Electricity Board (CSEB) Korba West”. This project entails a
study regarding “Training and Development”. Chhattisgarh State Electricity Board
(CSEB) has been reorganized into following five companies: -
1. The Chhattisgarh State Power Holding Company Limited
2. The Chhattisgarh State Power Generation Company Limited
3. The Chhattisgarh State Power Transmission Company Limited
4. The Chhattisgarh State Power Distribution Company Limited
5. The Chhattisgarh State Power Trading Company Limited

After getting the thorough knowledge of the industry and thebe itself, research
was done on the engineering division work. The project work was basically carried
with a view to evaluate the market potential and consequently enlists some
recommendations to improve the same on the company’s part. Interview method was
also used at the time when required. This project was conducted in Chhattisgarh, and
hence throws light on the various industries of this area. Being a prospective
manager and a student of making, it was my personal interest to make study on
machine tool industries, as this sector is growing at the rate of 10% to 15% every
year and provides employment to 23% of population in India.
Though this study I came to know about various factors ruling the market and
what makes the product success and failure. During my summer project, I got
chance to apply my marketing skills and theoretical knowledge which I had learnt in
my final year along with information and suggestions provided by the company
guide, which was a great learning experience for me.

10
 Chapter – 2

COMPANY PROFILE

11
About Us
The Chhattisgarh State was formed according the Madhya Pradesh
Reorganization Act 2000. The president of India gave his consent to this Act on the
25th August 2000. The Government of India subsequently set the 1 st November 2000
as the day on which the state of Madhya Pradesh would be bifurcated into State of
Chhattisgarh and State of Madhya Pradesh.
Chhattisgarh State Electricity Board was formed in accordance with the
Section 5 of the Electricity Supply Act 1948 as per the Notification Published in the
gazette of the Government of Chhattisgarh dated 15th November 2000. Chhattisgarh
State Electricity Board (CSEB) become functional w.e.f. 01/12/2000.
Chhattisgarh State Electricity Board (CSEB) has been reorganized into
following five companies by the Govt. of Chhattisgarh vide Notification date
19/12/2008 in accordance with the provisions contained in the electricity Act 2003

1. The Chhattisgarh State Power Holding Company Limited

2. The Chhattisgarh State Power Generation Company Limited
3. The Chhattisgarh State Power Transmission Company Limited
4. The Chhattisgarh State Power Distribution Company Limited
5. The Chhattisgarh State Power Trading Company Limited

12
 Hasdeo Thermal Power Station is playing an important role in meeting
development and energy requirement of Chhattisgarh State. After formation of
Chhattisgarh state this power plant is running to its full capacity and achieving all
time records of generation every year and stands its identity among best power
houses of the country.

Geographical location: - The Power Station is situated in Korba at West bank of

the Hasdeo River. The geographical location is at Latitude 22 024’45.46”N &
Longitude 82071’18.85”E.

Capacity: - Hasdeo Thermal Power Station comprises of four units each of 210
MW.

Project Cost: - Power House I comprise of I & II was constructed with project cost
of 270.34 Crore and Power House II comprises of unit III & IV with project cost of
290.90 Crore.

Manufacturer: - Turbines of all the four units are KWU Germany make supplied
by M/s BHEL, Boiler of unit I & II are BHEL make and Boiler of unit III & IV are
of M/s ABL make.

Date of Commissioning: -
 Unit I - 21/06/1983
 Unit II - 30/03/1984
 Unit III - 26/03/1985
 Unit IV - 13/03/1986

Power Evacuation –
 Power evacuation of Unit I & II is through 220 KV Kotmikala I& II, Mopka,
Korba (E) I & III and Dr. DSPM TPS feeder.
 Power evacuation of unit III & IV is through 400 KV NTPC, Bhilai feeders.
One Inter connection transformer of 500 MVA is also provided between
220KV and 400 KV systems.

13
CSPGCL’s Generation Portfolio
Approximately 98% of CSPGCL’s generation capacity (1900 MW) is located
in KOrba. Details of CSPGCL’s plants have been provided in the following table.

Details of Name of plant Yr of Configure MW

Installed Comm. action
capacity for
CSPGCL as
on 1st April
2012
A: - Thermal
1 TPS PH II 1966-68 4x50 200
2 TPS PH III 1976-81 2x120 240
3 HTPS Korba West 1983-86 4x210 840
4 DSPM TPS Korba 2007 2x250 500
B: - Hydro
1 Hasdeo Bango HEP 1994-95 3x40 120
2 Gengrel SHP 2004 4x2.5 10
3 Sikasar HSP 2006 2x3.5 7
4 Mini Micro HPS Korba 2003-09 2x0.85 1.70
C: - Co-Generation
1 Kawardha Co-Generation plant 2006 1x6 6

Total Installed Capacity (A+B+C) = 1924.70 MW

Approximately 67% of CSPGCL capacity has completed 25 years or more in

operations.

14
ABBREVIATIONS
Term Definition

ACE/AGM Additional Chief Engineer/ Additional General Manager

AOA Articles of Association
BOD Board of Directors
CE/GM Chief Engineer/ General Manager
CSPDCL Chhattisgarh State Distribution Company Ltd.
CSPGCL Chhattisgarh State Generation Company Ltd.
CSPHCL Chhattisgarh State Holding Company Ltd.
CSP Trade Co Chhattisgarh State Trading Company Ltd.
CSPTCL Chhattisgarh State Transmission Company Ltd.
SE/DGM Superintending Engineer/ Deputy General Manager
DOP Delegation of Power
ED Executive Director
EE/Manager Executive Engineer/ Manager
EMD Earnest Money Deposit
GOCG Government of Chhattisgarh
MD Managing Director
MoA Memorandum of Association
PwC PricewaterhouseCoopers Pvt Ltd.
SD Security Deposit
LD Liquidity Damages

15
Background

Pursuant to the enactment of the Electricity Act 2003 (hereafter referred to as

‘the Act”), keeping in line with the provisions of Section 131, read with Section 133,
the Chhattisgarh State Electricity Board (CSEB) has been restructured into five (5)
Successor Companies in terms of the Provisions of the Chhattisgarh State Electricity
Boards Transfer Scheme, Rule 2010 (hereafter referred to as the CSEB Transfer
Scheme) notified vide notification no F-21/13/2009/13/2, dated March 31, 2010: -

(a) The Chhattisgarh State Power Holding Company Limited

(b) The Chhattisgarh State Power Generation Company Limited
(c) The Chhattisgarh State Power Transmission Company Limited
(d) The Chhattisgarh State Power Distribution Company Limited
(e) The Chhattisgarh State Power Trading Company Limited

PricewaterhouseCoopers Private Limited (PwC) has been appointed by the

Chhattisgarh State Power Holding Company Ltd (CSPHCL) on behalf of State
Government of Chhattisgarh (GOCG) to advise and assist in the implementation of
the CSEB Transfer Scheme and assist in setting up independently operating
successor companies.
PwC commenced this study with a series of inception presentations to key
representatives from CSPHCL and the Chief Secretary, Govt. of Chhattisgarh on
February 26 and February 28, 2009 respectively.
While a preliminary discussion note has already been submitted to CSPHCL
citing the observations on the governance structure of the BOD of each of the
successor companies, this document further discusses the Delegation of Power at the
BOD and below level of CSPHCL.

16
 ENERGY POLICY OF CHHATTISGARH GOVERNMENT

Introduction
Availability of reliable and cheap power is absolutely essential for economic
development of any developing State and consumption of electricity in a State is an
important indicator of the Stage of development of agriculture, industry and
commerce in that State. Chhattisgarh is backward in agriculture and industrial sector
due to historical reasons. Formation of separate Chhattisgarh State out of undivided
Madhya Pradesh since 1st November 2000 has opened up immense possibilities for
development of agriculture and industrial sector in the State. Therefore Energy
Policy which is practical and realistic is essential to realize the above possibilities.
Present Scenario
Chhattisgarh is predominantly an agriculture-based State with more than 80%
of its population being dependent upon agriculture. About 44% of the State is under
forest cover with about 32% of the population being tribal. About 90% of the
villages are electrified and most of the remaining villages are tribal dominated and
come in forest areas. With irrigation being just about 17%, people are largely
dependent on rains for agriculture. From the point of view of industrial development
also Chhattisgarh is a backward State. Total installed capacity of the
power Plants of Chhattisgarh State Electricity Board (CSEB) is 1360MW, out of
which 1240MW is Thermal and 120MW is Hydra. Thus the share of hydra Power is
only about 9% of total capacity against the national average of about 24%. Average
per capita electricity consumption per year is about 300 units which is very low
compared to other developed States and also with national average power
consumption by high tension (HT) consumers is about 64% of the total
consumption, whereas agriculture consumption is only about 10%. Chhattisgarh

17
State has about 14% of LT and 21% of HT/EHT network of the undivided MP State
as against the geographical area of about 30%. Lack of Transmission & Distribution
network in several parts of the State causes problem of low voltage in interior rural
areas.
Objectives of Energy Policy
Chhattisgarh State is fortunate that it has surplus electricity and has immense
possibilities of coal based Thermal Power Generation. At the national level one finds
several States suffering from serious power crises. Looking to abundant availability
of coal in the state, Chhattisgarh would be developed as a ‘Power Hub’ of the nation
from where power would be exported to other needy states. Due to historical reasons
Chhattisgarh is backward in agriculture and industrial sector. One of the main
reasons for this backwardness has been non-availability of cheap and reliable power
in the State. State Government aims to ensure availability of reliable and cheap
electricity to every section of society both in rural as well as urban areas, including
the farmers, so that more and more electricity could be consumed within the State.
State Government shall also provide quality power at reasonable rates to industries
as per their requirement so that industries could flourish and pace of industrialization
is accelerated. Main objective of our Energy policy is to accelerate the pace of
development of the State and bring it at least at par with other developed States.
Energy Policy
Keeping in view the above objectives the State Government enunciates the
following Energy Policy: -
I. Rural Electrification: - To bring per capita electricity consumption at par
with national level, State Government accords highest priority to providing
electricity to all the villages and Manjra/Tools (Hamlets). Transmission &
distribution network shall be accordingly strengthened. Looking to the
problems in electrification due to dense forest coverage, villages will be

18
 electrified through non-conventional energy resources where ever feasible. The
following rural electrification program shall be under taken tin line with
National policy in this regard: -
a. Electrification of all villages and Manjra/Tool of the State would be
completed by the end of 10th Five Years plan i.e. 2007.
b. Electricity to every household in the State would be available by the
end of 11th Five Year plans, i.e. 2012.
II. Energy for Agriculture: - Kipping in view the important role of agriculture
in the State’s economic development and low irrigation percentage, priority
shall be accorded to energization of agriculture pump sets. For this purpose,
where power lines exist and the required formalities are completed by the
farmers, energization of their agriculture pumps shall be done within a fixed
time-limit. Where lines do not exist, transmission and distribution infrastructure
shall be developed for energizing agriculture pumps. Procedures for
enerrgization of agriculture pump sets would be further simplified. Recognizing
the importance of agriculture sector in the economic development of State,
electricity shall be made available on priority to Lift Irrigation Schemes (LIS)
also.
III. Energy for industries: - For giving impetus to industrial investment in the
State, it is absolutely essential that industries get quality power at reasonable
rates. State Government resolves to make reliable power available to industries
at reasonable rates so that in the present competitive scenario, new industries
get attracted to the State. A separate package shall be prepared to. Revive the
close industries.
a. Captive Power Plants for Industries: - Normally captive Power Plant
(CPP) is required by industries when availability of power is not assured.
Presently Chhattisgarh State is surplus in power, but looking to the future

19
 load growth in the State and with a view to meet the demand of other States,
State Government’s policy for captive power plants would be as given
below: -
i. Keeping in view the State Government’s resolve to make
Chhattisgarh ‘Power hub’ of the nation, State Government would
encourage power generation through captive power plants and would
liberally grant permission for the same.
ii. Captive power plant owners would be allowed to sell power to
their sister concerns. However, sale to third party within the State shall
not be allowed.
iii. In the event captive power plant owner intends to sell its power
to other State, state government and CSEB shall extend all possible
help. Such sale would be through CSEB but the responsibility select
purchasing State/Organization shall rest solely with captive power plant
owner. In case of purchase of power from captive plant by CSEB, the
rates of purchase shall, as far as possible, be decided by mutual
agreement.
iv. Chhattisgarh State Electricity Board (CSEB) shall purchase
electricity from captive power plant only when it is required. Purchase
price shall be decided keeping in view the rates at which electricity is
available from other sources.
IV. Generation: - Because of abundant availability of coal and water, there exists
a wide scope for coal-based power projects in the State. In addition, the State
has very good potential for power generation through non-conventional energy
sources especially through hydra projects. Presently the installed capacity of the
State from CSEB’s power stations is 1360MW as against an average demand of
1100-1200 MW. It is estimated that maximum demand by the year 2010-11

20
would be about 2120 MW. Keeping in view the projected demand of
Chhattisgarh in the next 10 years and also the requirement of other State,
following steps would be taken to enhance generation in the State.
a. Renovation & modernization (R&M) of CSEB owned thermal power
units which are very old will be undertaken to improve their PLF and there
by enhance power generation. By March 2003, PLF to the extent of 80%
shall be achieved.
b. Looking to the immense potential for coal based power generation in
the State and the power requirements of other States as also the huge
investments required for setting up power plants, State Government shall
welcome investments by other State Government, Public undertakings and
Private Sector to set-up power projects in this State. CSEB shall also set-up
Power projects in the State keeping in view its requirements. After meeting
requirement of Chhattisgarh, surplus power from power producers could be
sold to other States and State Government shall extend all possible help in
this regard. Sale of power to other States shall be through CSEB but the
responsibility to identify Buyer State! Organization shall rest with the power
producer.
c. Efforts would be made to revive Bodhghat Hydra Project on river
Indravati, which is withheld by Government of India for the present due to
forest involved. With a view to increase Hydra power generation, sites for
various projects at different locations based on water availability feasibility
shall be identified. Private investment shall also be welcomed for Hydra
power Projects. Non-Governmental organizations and local bodies shall also
be encouraged for very small hydra projects wherever feasible.

21
 d. Apart from hydra Power, generation through other Non-Conventional
Energy Resources such as Solar, Wind, Geo-Thermal, Bio-Mass etc., would
also be encouraged and all possible help shall be extended.
V. Power Sector Reforms: - Due to long monopoly of State/SEBs in energy
sector and due to defective policies, power generation, transmission and
distribution sectors have become in efficient and most of the SEB’s have
become financially unviable with the result that SEB’s are unable to make
required investment in these sectors. This situation cannot be allowed to
continue for long and therefore, reforms in power sector has now become
inevitable. Keeping in view the national policy for power sector reforms, State
Government shall take following steps: -
a. A separate State Electricity Regulatory Commission has been
constituted. It shall be made effective.
b. Existing electricity tariff shall be rationalized.
c. If any policy of the State Government for fulfillment of social
objectives of the State results in financial loss of CSEB then the loss shall be
compensated by State Government by making provision in the budget.
d. To bring down line losses in Transmission and Distribution (T&D),
effective metering at all levels of T&D shall be done, so that proper energy
audit can be under taken and accountability fixed.
e. With a view to avert energy theft, cent-percent metering of all
consumers is essential. Due to the large quantum of this work, it shall be
done in a phased manner,
f. To curd the increasing tendency of energy theft, effective steps shall be
taken by State Government, Surprise checks by flying squads will be
conducted and strict legal action will be taken against those found indulging

22
 in theft, Informers of energy theft shall be rewarded. Services of judicial
officers will also be obtained as per requirement.
g. Keeping In view the experience of other States in the process of power
sector reforms and considering local situations, all-possible efforts shall be
made to make CSEB more efficient.
h. Private investment and participation shall be encouraged in
transmission sector.
i. There is an immediate need for reforms in distribution sector. To begin
with, distribution work of some areas in the state shall be given to private
sector on experimental basis.
VI. Development of Non Conventional Energy: -
a. There exists a large scope of energy generation and utilization in the
State through Solar, Biomass, Bio-gas, Hyde etc. Non-conventional energy
resources are also very important from the viewpoint of environment
conservation. Therefore installation of power plants using non-conventional
energy resources shall be encouraged by State Government. For power
generation from such units, there shall be no ceiling on the installed
capacity, Self-consumption of energy by these units shall be permitted and
permission for third-party sale shall also be considered as per requirement.
Power generated through non-conventional means shall also be purchased by
CSEB based on its requirement.
b. Villages located in such tribal and remote areas where conventional
electrification is not possible due to dense forests, Shall be electrified
through non-conventional energy resources.
c. Priority shall also be given to provide electricity to hostels located in
hilly areas through non-conventional energy resources.

23
 d. Government would extend all possible help to popularize non-
conventional appliances like solar cooker, solar lamp, solar water heater,
solar agriculture pumps, Bio Gas etc., for their extensive use in the State.
State level Energy Park shall also be established.
VII. Energy conservation and Demand side Management: - Looking to the
importance of energy and its higher generation cost, it is not only essential to
stop misuse of energy but also to conserve energy by way of demand side
management. Effective measures for creating I awareness about energy efficient
appliances like agriculture pump sets, energy efficient bulb tube lights etc, shall
be taken b State Government.
VIII. Consumer Satisfaction: - State Government is of clear opinion that in energy
sector, consumer satisfaction is supreme. Therefore, for speedy Redresser of
complaints of all category of consumer via-agriculture, industry, domestic and
other, a system shall be devised by which Redresser is ensured within a fixed
time limit. Electricity bills will be simplified and services of Banks and
Information Technology (IT) shall be availed to improve the process of
payment of energy bill. State Government has declared about energy policy for
the State of Chhattisgarh vide notification dated 21st October 2001.

24
Power map of CSPGCL

25
 UNITWISE PERFORMANCE

Chhattisgarh State Electricity Board Korba West

UNITWISE PERFORMANCE
March–13
COMMULATIVE UP TO MONTH
FOR THE MONTH
(CURRENT FINANCIAL YEAR)
POWER
PLANT PLANT
STATION/
GENERATION UTILIZATION GENERATION UTILIZATION
UNIT
(MU) FACTOR FOR (MU) FACTOR FOR
THE MONTH THE MONTH
KORBA WEST 149.700 95.81% 1613.350 87.70%
UNIT#1
KORBA WEST 153.220 98.07% 1741.770 94.68%
UNIT#2
KORBA WEST 302.920 96.94% 3355.120 91.19%
PH-1
KORBA WEST 146.300 93.64% 1546.080 84.04%
UNIT#3
KORBA WEST 148.870 148.870% 1438.380 78.19%
UNIT#4
KORBA WEST 295.170 94.46% 2984.460 81.12%
PH-2
KORBA WEST 598.090 95.70% 6339.580 86.15%
COMPLEX

26
 Vision of the Company

To generate adequate and reliable power through most economic, most

efficient & eco friendly manner and to make Chhattisgarh State Power Hub of India.

27
 Mission of The Company

Availability of reliable and cheap power is absolutely essential for economic

development of any developing state and consumption of electricity in a state is an
important indicator of the stage of development of agriculture, industry and
commerce in that state. Chhattisgarh is backward in agriculture and industrial sector
due to historical reasons. Formation of separate Chhattisgarh State out of undivided
Madhaya Pradesh sine 1st 2000 has opened up immense possibilities for
development of agriculture and industrial sector in the state.
Because of abundant availability of coal and water, there exists a wide scope
for coal-based power projects in the state. In addition, the State has very good
potential for power generation through non-conventional energy sources especially
through Hydra Projects. Presently the installed capacity of the State from CSEB’s
power stations is 1360Mw as against an average demand of 1100-1200MW. It is
estimated that maximum demand by the year 2011-12 would be about 2120MW.
Keeping in view the projected demand of Chhattisgarh in the next 10 years and also
the requirement of other States, following steps would be taken to enhance
generation in the State.
 Renovation & Modernization of CSEB owned thermal power units which are
very old, will be undertaken to improve their PLF and thereby enhance power
generation. By March 2003, PLF to the extent of 80% shall be achieved.
 Looking to the immense potential for coal based power generation in the state
and the power requirements of other State as also the huge investments
required for setting up power plants, State Government shall welcome
investments by other State Governments, Public Undertaking and Private

28
 Sector to Set-up power projects in this state. CSEB shall also set-up power
project in the State keeping in view its requirement.

After meeting requirement of Chhattisgarh, surplus power form power

producers could be sold to other States and State Government shall extend all
possible help in this regard. Sale of power to other States shall be through CSEB bus
the responsibility to identify buyer State. Organization shall rest with the power
producer.
 Efforts would be made to revive Bodhghat Hydral Project on river Indravati,
which is withheld by Government of India for the present due to forest
involved. With view to increase Hydral Power generation, sites for various
projects at different locations based on water availability feasibility shall be
identified. Private investment shall also be welcomed for Hydral Power
Projects. Non-Government Organizations and local bodies shall also be
encouraged for very small hydral projects wherever feasible.
 Apart from Hydral Power, Generation through other Non-Conventional
Energy Resources such as Solar, Wing, Geo-Thermal, Bio-Mass etc, would
also be encouraged and all possible help shall be extended.

29
 Assets and Liabilities

The generation Undertaking shall comprise of the assets, liabilities and

Proceedings, including the following but not limited to them, belonging to the
Board, concerning the generation of electricity: -
Thermal Power Station: - Korba West Generation Station with Phase 1
(2x210)MW plus and Phase2 (2x210)MW generating units and with all associated
and related equipment such as generators, turbines, boilers, condensers, electrostatic
precipitators, controls and instrumentation, Railway Sidings, Coal handling system,
Ash handling system, Ash pond, raw water supply and treatment system DM water
plant, secondary fuel oil storage facilities and its handling system, switch yard
including set up transformers, service transformers, auxiliary unit transformers,
circuit breakers, HT and LT Switchgears, control and protection system, overhead
crabs, chimney Stores, spare parts, consumables, raw materials etc. and work in
progress.
Hydral Power Station: - Hasdeo Bango: - penstocks at the intake structure,
penstock gates, draft tube gate, tail race channel, power house with 3 units of 40MW
capacity each along with generators, turbines and all associated and related
equipment and switch yard including step up transformers, step down transformers,
circuit breakers, control and protection system, overhead cranes, gantry cranes,
hydraulic hoists, power house stores, spare parts, consumables, raw materials etc.
and work in progress.

30
 Board of Director
Name Designation

Shivraj Singh IAS (Retd) Chairman, CSPGCL

Janardan Kar Managing Director, CSPGCL

Addl. Chief Secretary (Finance & Planning)

D.S. Misra IAS
CG Govt. & Director, CSPGCL

Secretary (Energy) CG Govt. & Director,

Aman Kumar Singh
CSPGCL

31
 Achievements of the Company

After formation of the State the Hasdeo Thermal Power Station showed
remarkable improvement in the performance year after and achieved its all time best
plant utilization Factor of 88.60%, and consumed all time low specific oil, specific
coal & DM water consumption in the year 2009-2010 and positioned itself in the list
of best power house of the country through all its units had completed their useful
life. Awarded “Certificate of Merit” in recognition for good performance in the year
2001-02, 2002-03 & 2003-04 by central Electricity Authority. To safeguard the
environment, approx 5000 plantations have been done in the year 2009-10 and target
of 21000 plantations is stipulated for the next year.
The power Station has achieved the ever higher 91% puff, ever lowest
0.417ml/kwh specific oil consumption, 8.66% auxiliary power consumption and
1.11% dm water consumption in the year 2010-11 since commissioning.

32
 Record Performance during financial year 2012-13

Hasdeo Thermal Power Station (4x210MW) Korba West

Ever Highest yearly Generation, HTPS, 1821.910MU

Korba West Unit#1 (PUF 98.77%)
Ever Highest Monthly Generation, 158.500MU
HTPS, Korba West Unit#1 (PUF 101.45%) (March – 2013)
Ever Highest Monthly PUF, HTPS, PUF 100.92% (Feb. – 2013)
Korba West Unit#4
Ever Continuous running, HTPS, Korba 2927.28 Hrs
West Unit@2
Ever Lowest Yearly specific Oil 0.302 ml/Kwh
Consumption, Korba West Unit#1

33
 CSPGCL, Hasdeo Thermal Power Generation Operation

Typical diagram of a coal-fired thermal power station.

1. Cooling Tower
2. Cooling Water Pump
3. Transmission Line (3-Phase)
4. Step-up transformer (3-Phase)
5. Electrical Generator (3-Phase)
6. Low Pressure Steam turbine
7. Condensate Pump
8. Surface Condenser
9. Intermediate Pressure Steam Turbine
10.Steam Control valve
11.High Pressure Steam Turbine
12.Desecrator
13.Feed Water Heater
14.Coal Conveyor
15.Coal Hopper
16.Coal Pulverize
17.Boiler Steam Drum
18.Bottom ash Hopper
19.Super heater
20.Forced Draught (Draft) Fan
21.Reheated
22.Combustion air intake
23.Economizer
24.Air Preheated
25.Precipitator
26.Induced draught (Draft) fan
27.Flue Gas Stack

34
 Main Parts of the Plant

1. Coal Conveyor
2. Stoker
3. Pulverize
4. Boiler
5. Coal ash
6. Air Preheated
7. Electrostatic Precipitator
8. Smoke Stack
9. Turbine
10.Condenser
11.Transformers
12.Cooling Towers
13.Generator
14.High-voltage Power Lines

Basic Operation: - A Thermal Power Plant Basically works on Ranking Cycle.

Coal Conveyor: - This is a belt type of arrangement. With this coal is transported
from coal storage place in the power plant near by boiler.

Stoker: - The coal which is brought nearly boiler has to put in boiler furnace for
combustion. This stoker is a mechanical device for feeding coal to furnace.

Pulverize: - The coal is put in the boiler after pulverization. For this pulverize is
used. A pulverize is device for grinding coal for combustion in a furnace in a power
plant.

35
Types of Pulverizes: -
Ball the Tube Mill Ball Mill is a pulverize that consists of the horizontal
rotating cylinder, up to three diameters in length, containing a charge of tumbling or
cascading steel balls, pebbles, or rods. Tube mil is a revolving cylinder of up to five
diameters in length used for fine pulverization of ore, rock, and other such materials;
the material, mixed with water, is fed into the chamber from one end and passes out
other end as slime.

Ring and Ball: -

This type consists of two rings separated by a series of large balls. The lower
ring rotates, while the upper ring presses down on the ball via a set of spring and
adjuster assemblies. Coal is introduced into the center or side of pulverize
(depending on the design) and is ground as the lower ring rotates causing the balls to
orbit between the upper and lower rings. The coal is carried out of the mill by the
flow of air moving through it. The size of the coal partials released from the grinding
section of the mill is determined by a classifier separator. These mills are typically
produced by B&M (Babcock and Wilcox)

Boiler: - Working of a Boiler:

Boiler is a device for generation of steam for power generation. In thermal
power stations water tube boilers are used. Boiler is suspended from the top on four
columns and kept free from the bottom side for free expansion on downward
direction.
The basic working principle of boiler is very simple and easy to understand.
The boiler is essentially a closed vessel inside which water is stored. Fuel (generally
coal) is water vessel where the head of these hot gases transfer to the water and
consequently steam is produced in the boiler. Them this steam is piped to the turbine

36
of Thermal Power Plant. There are many different types of boiler utilized for
different purposes like running a production unit, sanitizing some area, sterilizing
equipment to warm up the surrounding etc.

Types of boiler: -
There are mainly two types of boiler: - water tube boiler and fire tube boiler.

In fire tube boiler, there are numbers of tubes through which hot gases are
passed and water surrounds these tubes.

Water tube boiler is reverse of the fire tube boiler. In water tube boiler the
water is heated inside tubes and hot gases surrounds these tubes

37
Super-heater: -
The steam that is produced in the boiler has a certain percentage of moisture
content. This moisture content is referred to as the quality of the steam. Due to the
high velocities of the steam inside a turbine, the moisture content of the steam can
shear the turbine blades. A super-heater is utilized to remove the moisture content in
the steam. This is done by raising the temperature above while keeping the pressure
constant. Steam which undergoes this process is referred to as super-heated steam.
The degrees of super-heater are a term which is used describes the temperature
difference between the raised temperature and the temperature at constant pressure.

Re-heater: -
Power plant furnaces may have a re-heater section containing tubes heated by
hot flue gases outside the tubes. Exhaust steam from the high pressure turbine is
rerouted to go inside the re-heater tubes to pickup more energy to go drive
intermediate or lower pressure turbines.

Condenser: -
The condenser condenses the steam from the exhaust of the turbine into liquid
to allow it to be pumped. If the condenser can be made cooler, the pressure of the
exhaust steam is reduced and efficiency of the cycle increases. The functions of a
condenser are: -
1. To provide lowest economic heat rejection temperature for steam.
2. To convert exhaust steam to water for reserve thus saving on feed water
requirement.
3. To introduce make up water.

38
 We normally use surface condenser although there is one direct contact
condenser as well. In direct contact type exhaust steam is mixed with directly with
cooling water.
Cooling Towers: -

The cooling tower is a semi-enclosed device for evaporative cooling of water

by contact with air. The hot water coming out from the condenser is fed to the tower
in the top and allowed to tickle in form if thin sheets or drops. The air flows from
bottom of the tower or perpendicular to the direction of water flow and then exhausts
to the atmosphere after effective cooling.

The cooling towers are of four types: -

1. Natural Draft cooling tower
2. Forced Draft cooling tower
3. Induced Draft cooling tower
4. Balanced Draft cooling tower

Economizer: -

It is located below the LPSH in the boiler and above pre heater. It is there to
improve the efficiency of boiler by extracting heat form flue gases to heat water and
send it to boiler drum.

Advantages of Economizer include

1. Fuel economy: - used to save fuel and increase overall efficiency of boiler
plant.
2. Reducing size of boiler: - as the feed water is preheated in the economizer and
enter boiler tube at elevated temperature. The transfer area required for
evaporation reduced considerably.

39
Air preheater: -
The heat carried out with the fuel gases coming out of economizer are further
utilized for preheating the air before supplying to the combustion chamber. It is
necessary equipment for supply of hot air for drying the coal in pulverized fuel
systems to facilitate grinding and satisfactory combustion of fuel in the furnace.

Generator: -
Generator or alternator is the electrical end of a turbo-generator set. It is
generally known as the piece of equipment that converts the mechanical energy of
turbine into electricity. The generation of electricity is based on the principle of
electromagnetic induction.

Ash handling system: -

The disposal of ash from a large capacity power station is of same importance
as ash is produced in large quantities. Ash handling is a major problem.
1. Manual handling: - While barrows are used for this. The ash is collected
directly through the ash outlet door from the boiler into the container from
manually.
2. Mechanical handling: - Mechanical equipment is used for ash disposal, mainly
bucket elevator, belt conveyer. Ash generated is 20% in the form of bottom
ash and next 80% through flue gases, so called fly ash and collected in ESP.
3. Electrostatic precipitator: - From air preheater this flue gases (mixed with ash)
foes to ESP. The precipitator has plate banks (A-F) which are insulated from
each other between which the flue gases are made to pass. The dust particles
are ionized and attracted by charged electrodes. The electrodes are maintained
at 60KV. Hammering is done to the plated so that fly ash comes down and
collect at the bottom. The fly ash is dry from is used on cement manufacture.

40
Advantages & Disadvantages of Coal Based Thermal Power Plant

Advantages of coal based Thermal Power Plant

 They can respond to rapidly changing loads without difficulty.
 A portion of the steam generated can be used as a process steam in different
industries.
 Steam engines and turbines can work under 25% of overload continuously.
 Fuel used is cheaper.
 Cheaper in production cost in comparison with that of diesel power stations.

Disadvantages of coal based Thermal Power Plant

 Maintenance and operating costs are high.
 Long time required for erection and putting into action.
 A large quantity of water is required.
 Great difficulty experienced in coal handling.
 Presence of troubles due to smoke and heat in the plant.
 Unavailability of good quality coal.
 Maximum of heat energy lost.
 Problem of ash removing.

41
Facilities to Employees

CSPGCL, Hasdeo Thermal Power Station Korba West has given various facilities to
his employees. It includes: -

1. Flates
2. Hospital
3. School
4. Bus facility
5. 50% reduction from electricity bill
6. Stadium
7. Guest house
8. Auditorium
9. Parks
10.Water facility
11.Reimbursement of tuition fees up to degree level.

42
 Chapter – 3

HUMAN RESOURCE DEVELOPMENT

43
Human Resource Development

Human resource Development is the framework for helping employees

develops their personal and organizational skill, knowledge, and abilities. Human
Resource Development includes such opportunities as employee training, employee
career development performance management and development, coaching,
succession planning, key employee identification, tuition assistance and organization
development.
A human resource development is set of planned and systematic activities
designed by an organization to provide opportunities to its members to learn skills
necessary for the present and future job requirements. The process of HRD involves
the development of expertise in the employee through organizational development
and training and development. The aim of HRD is to improve the performance of the
employees. The three main areas of human resource development are human
resource management, quality improvement and career development.
The focus of all aspects of Human Resource Development is on developing
the most superior workforce so that the organization and individual employees can
accomplish their work goals in service to customers. Human Resource Development
can be formal such as in classroom training, a college course, or an organization
planned change effort. Or, Human Resource Development can be informal as in
employee coaching by a manager. Healthy organizations believe in Human Resource
Development and cover all of these bases.

The main functions of HRD are: -

1. Training and development: - Training and development is aimed at
improving or changing the knowledge skills and attitudes of the employees.
While training involves providing the knowledge and skills required for doing a

44
 particular job to the employees, developmental activities focus on preparing the
employees for future job responsibilities by increasing the capabilities of an
employee which also helps him perform his present job in a better way. These
activities start when an employee joins an organization in the form HR activities
focus on the development of the employee through methods like coaching and
counseling.
2. Organization Developments: - Organization Development is the process of
increasing the effectiveness of an organization along with the well being of its
members with the help of planned interventions that use the concepts of
behavioural science. Both micro and macro changes are implemented to achieve
organization development. While the macro changes are intended to improve the
overall effectiveness of the organization the micro changes are aimed at
individuals of small groups. Employee involvement programs requiring
fundamental changes in work expectation, reporting, procedures and reward
systems are aimed at improving the effectiveness of the organization. The human
resource development professional involved in the organization development
intervention acts as an agent of change. He often consults and advising the line
manager in strategies that can be adopted to implement the required changes and
sometimes becomes directly involve in implementing these strategies.
3. Career Development: - It is continuous process in which individual
progresses through different stages of career each having a relatively unique set
of issues and tasks. Career development comprises of two distinct processes.
Career planning and career management. Whereas career planning involves
activities to be performed by the employee, often with the help of counselor and
other, to assess his capabilities and skills in order to frame realistic career plan.
Career management involves the necessary steps that need to be taken to achieve

45
 that plan. Career management generally focus more on the steps that an
organization that can take to foster the career development of the employees.

HRD Office structure in HTPS West

CE – Chief Engineer
SE – Superintending Engineer
SO – Section Officer
EE – Executive Engineer

46
OA – Office Assistant

47
 HRD in HTPS Korba West
Human resource development department in CSPGCL Hasdeo Thermal Power
Station Korba West consists of 80 employees. The head of the Department is
Superintending Engineer (HRD) and under him Executive Engineer (HRDs) and
section officers, officer assistant works. The HRD department works. The HRD
department in HTPS Korba West mainly works for class 3 and 4 employees.

Under Class 3

Section Officer
Office Assistant I
Office Assistant II
Office Assistant III

Under Class 4

Attendant II
Attendant III
Peon

A part from HRD here two training officers were also work, Executive
Engineer and assistant Engineer who take care of all the training requirement and
techniques.

48
 Allocation of Work in HRD Circle

HRD – 1 All office Staff + All Civil Staff + Security Staff

HRD – 2 S.E. (MM)I/II + S.E. (ET&I) I/II
HRD – 3 S.E. (Operation)I/II
HRD – 4 S.E. (CHP: Ext.) + S.E. (CHP: Int)
HRD – 5 E.E. (WS&G) + EE (Store) + Medical Staff
HRD Officer

Employee Profile

Trainee
Execurives
Officers
Workmen

49
The 660 trainees present in the company include Management Training (MT),
Generate Engineer Trainees (GET) and B.SC/B.Com Trainees. A distribution of the
different type of trainees is given below: -

Trainee Profile

B. Com
MT
GET
B.Sc

Graduates and post graduates from various fields are recruited and employed
in various departments. Executive should be graduates with professional
qualification. Officers should be minimum graduates. Organization’s workforce
consists of technical, commercial, finance and HR professionals among executive.
Some of the outsourced activities are performed by contract employees.

HTPS’s health and safety requirements conform to those applicable to hot

metal manufacturing industry.

50
 Chapter – 4

TRAINING & DEVELOPMENT

51
 Literature Review

TRAINING: -
Training is concerned with imparting developing specific skills for a particular
purpose. Training is the act of increasing the skills of employees for doing a
particular job. Training is the process of learning a sequence for improved
performance in particular job. Most of the trainees used to be form operative like
mechanics, machines operators and other kinds of skilled workers. When the
problems of supervision increased, the steps were taken to train supervisors for
better supervision.

DEVELOPMENT: -
Management development is all those activities and programmed when
recognized and controlled have substantial influence in changing the capacity of the
individual to perform his assignment better and in going so all likely to increase his
potential for future assignments. Thus, management development is a combination
of various training program, though some kind of training is necessary, it is the
overall development of the competency of managerial personal in the light of the
present requirement as well as the future requirement. Development an activity
designed to improve the performance of existing managers and to provide for a
planned growth of managers to meet future organizational requirements is
management development.

Management development is based on following on assumptions.

1. Management development is a continuous process. It is not one shot program
but continues through out the career of a manager.

52
2. Management development is any kind of learning is based on the assumption
that there always existing a gap between an individual’s performance and his
potential for the performance.
3. Management development seldom takes place in completely peaceful and
relaxed atmosphere.
4. Management development requires clear setting of goals.
5. Management development required conductive environment.

53
 Training Need Identification for a company

Introduction
Training need identification is a tool utilized to identify what educational
courses or activities should be provided to employees to improve their work
productivity. Here the focus should be placed on needs as opposed to desires of the
employees for a constructive outcome. In order emphasize the importance of training
need identification in productivity and the bottom line.
 To pinpoint if training will make a difference in productivity and the bottom
line.
 Ro decide what specific training each employee needs and what will improve
his or her job performance.
 To differentiate between the need for training and organizational issues and
bring about a match between individual aspirations and organizational goals.

Identification of training needs (ITN), if done properly, provides the basis on

which all other training activities can be considered. Also requiring careful thought
and analysis, it is a process that needs to be carried out with sensitivity as people’s
learning is important to them and the reputation of the organization is also at stake.

Identification of training needs is important from both the organizational point

of view as well as from an individual’s point of view. Form an organization’s point
of view it is important because an organization has objectives that it wants to
achieve for the benefit of all stakeholders or members, including owners, employees,
customers, suppliers, and neighbors. These objectives can be achieved only through
harnessing the abilities of its people, releasing potential and maximizing
opportunities for development. Therefore people must know what they need to learn
in order to achieve organizational goals. Similarly if seen from an individual’s point

54
of view, people have aspirations, they want to develop and in order to learn and use
new abilities, and people need appropriate opportunities, resources and conditions.
Therefore to meet people’s aspirations, the organization must provide effective and
attractive learning resources and conditions. And it is also important to see that there
is a suitable match between achieving organizational goals and providing attractive
learning opportunities.

55
 Framework of Training & Development

All size of All Type of

organization organization
 Small  Profit
 Large  Non-profit

Training &
Development
Needed in

All Level of All Areas of

organization organization
 Bottom  Manufacturi
 Top ng
 Marketing
 PR

56
 Training Programs at HTPS Korba West

In Company: -
In company are those training programs which are conducted inside the
company. These programs are both for managerial and non-managerial employees.
Faculty in these programs may either from inside the organization or outside the
organization.

In company can further be categorized as:

 Internal program and
 External Program

1. Internal Program: - Internal programs are those programs in which

training is imparted by faculties within the organization i.e. trainers are from the
HTPS who impart training to executives and non-executives employees.
2. External Program: - External programs are those programs in which
training is imparted by faculties and trainer outside the organization.

57
Out Company: -
Out company are those training programs in which trainees are sent to other
organization for training programs. Executives and non-executives both are covered
in these programs. Employees are sent for behavioral and technical training
programs. Trainees are sent to organizations like HRD FOUNDATION, XLRI,
NPTI, PMI etc.

58
 Training Methods for Management Executives
Training programs for management executives also known an Management
Development Programs (MDP). Management Development programs are for
managerial employees. MDP’s enable participant insights into managerial concepts
and techniques for formulating and implementing strategies and enhance their
overall perspective for effective managerial decision making.
MDP’s are designed to address specialized needs in area such as business
policy, communications, economics, finance, marketing, organizational behaviour,
personnel and industries relations, production and quantitative methods, information
systems, agriculture, public systems, health and education.

Management development programs can be conducted by:

 On the job method
 Off the job method

But at HTPS management Development Programs are conducted through

OUT COMPANY training programs i.e. executives are sent outside the organization
for their development programs.

Organization’s which cover management development programs are:

 XLPI
 IIM

Effectiveness of a training program to be measured at four ascending levels that are

as follows:
 Reaction level
 Learning level
 Job Behaviour level
 Out level
59
 Benefits of Training for Individual Employee
.
1. Training improves the employee performance in their job thus improving the
organization performance.
2. Allow employees to achieve promotion and follow a chosen career path, thus
leading to job satisfaction.
3. Allow employees to acquire professional and further education qualifications
(long term training).
4. Provide the employees with some king of compensation (especially in cash of
training being conducted in abroad).
5. Others.

These benefits can be shown with following diagram: -

120.00%

100.00%

80.00%

60.00%
Benefit
40.00%

20.00%

0.00%
1st 2nd 3rd 4th 5th

1. 95.7%
2. 55.3%
3. 48.9%
4. 31.9%
5. 06.4%

60
 Training and Development at HTPS Korba West

The key change that may affect our competitive situation are capacity
expansion of power manufacturing, power generation and modernization. Our key
business related strategic challenge is to continually reduce our cost of production
and be the lowest cost producer. In view of the above, our operational strategic
challenge is to obtain the right product mix and to benchmark against the world’s
best for reduction in specific consumption of raw materials and consumables. Our
human resource strategic challenge is to build and retain a young motivated talent
pool of employees to achieve our operational and business goals. The above-
mentioned business strategic challenge is also associated with organizational
sustainability.

The top management identifies challenging area/areas which need

improvement, assesses the organizational performance in those areas, sets stretched
goal for those areas based on benchmarking/realistic assessment/business
requirements.

These targets are given as deliverables for the relevant process owner of the
area. These target are cascaded down to other executives/officers of that are. The
performance of the executive/officer of the area is measured against the performance
of the deliverables.

Today in a competitive world where every second counts it is very important

to keep a check on what competitors are doing and how we can do better then them.

61
HTPS Korba West training programs are the indicators of
following issues: -

 To think of innovative ideas which can in reality bring and make the training a
habit and can predict the actual job performance change result in the
behaviour and skill of our employees within the ten months of training.
 To understand the problem solving initiatives like Kaizen, TPM, TQM, QC
and a host of day to day ‘problem’ situations.
 Project team comprising six to eight persons are formed to take up problems
to be solved. To bring change in the mindset of HTPS employees and thereby
rekindle within them the desire to excel.
 Need based training programs are helping individual to pit point the right
need? Hence this attacks the exact problem and improves efficiency.
 Keeping in mind the importance of changing technology factor as a part of
competitive factor, HTPS has implemented the programs such as Six sigma,
Lean Manufacturing and Total Quality Management Programs.

HTPS a world class organization has taken care of competitive factors through
various interventions, Knowledge Management being a part of the program. And
thus justifying the need of the competitive world.

62
 Individual Development

HTPS Korba West helps individual to develop through various policies. The
individuals are provided with all the facilities to develop, and grow. The individual
development plans includes all the policies such as:

Training, E-learning, seminars, performance evaluations, potential evaluation.

The other activities through which the HR department helps in the development of
the policies.

Individual Development: -
 Career Development, Succession plans, Intranet (job market), Career
interviews (skills & career analysis).
 Personal Development Plan, Training, E-learning, experience, (coaching)
mobility.
 Annual Appraisal interviews leadership Profile, (3600) Performance &
Potential Evaluations.

Training Philosophy: -

Learning is a continuous process. In every stage of life human being learn

something. How did you learn to lie a shoelace? How did you learn to took? How
did learn about a new country you are planning to visit? Everything you know in
life, almost every thing, has been through to you at some point of time. Parents,
relatives, teacher is schools/colleges, friends and at work colleagues are usually the
ones imparting the knowledge or skill that you need at every stage in life.

63
 Meaning of Training

The term, ‘training’ indicates any process by which the aptitudes, skills and
abilities of employees to perform specific jobs are increased. Usually training and
development initiative in organizations have following intentions:

 To improve skills.
 To add to the existing knowledge so that the employee is better equipped to do
his present job, to innovate.
 To prepare him/her a higher position, growth within the organization. Help
organization cope with/adapt itself to a changing environment.

Training refers to the teaching/learning activities carried on for the primary

purpose of helping employees in an organization to acquire and apply the
knowledge, skills, abilities and attitudes needed by that organization. Broadly
speaking, training is the act of increasing the knowledge and skill of an employee for
the benefit of an employee for the benefit of both the employee as well as the firm.

64
 Objectives of Training

Employee will definitely learn best when objectives of the training program
were clearly stated to them objective means the purpose and expected outcome of
training activities.

1. To impart basic knowledge and skill to new entrants required for intelligent
performance of definite task in order to induct them without much loss of time.
2. To assist employees to function more effectively by exposure of latest concepts
information and techniques and development of skills required in specific fields
including production, purchase, marketing logistics, information technology etc.
3. To broaden minds of supervisors. Sometimes, narrowness of outlook may arise
in supervisors because of specialization. In order to correct this narrowness they
are provided with opportunities and interchange of experience.
4. To build second line of competent employees and enable them to occupy more
responsible positions as situation emerge.
5. To prepare employees to undertake different jobs in order to enable
redeployment and maintain flexibility in workforce so that ever changing
environment of market can be met and downturns can be managed without
losing experienced employees.
6. To provide employees job satisfaction, training enables an employee to use
their skill, knowledge and ability to fullest extent and thus experience job
satisfaction and gain monetary benefits from enhance productivity.
7. To improve knowledge, skills, efficiency of employees to obtain maximum
individual development.
8. To fulfill goals of organization by securing optimum co-operation and
contribution from the employees.

65
 Importance of Training & Development
Structure: -
Large organizations with HR departments typically have training and
development experts on staff. In all HR department led by a vice president or
director, there might be a training and development manager, as well as training
specialists. Training and development managers collaborate with senior HR
executive to determine the role that training plays in the strategic methods and
application and they might be equally well-versed in organizational development.
Training specialists are the ones who conduct classroom training, web-based
instruction and in-house workshops and focus groups.

Orientation: -
Providing orientation for new employees is a significant step in building a
solid employer-employee relationship. Training specialists are responsible for
coordinating new-hire orientation, leading classroom instruction for new employees
and assisting them with the transition to a new work environment. Without training
specialists to conduct orientation, department supervisors would be responsible for
training specialists to conduct orientation supervisors may do very well training
employees in their own departments; however, it could be difficult for a department
supervisor to provide the kind of well-rounded orientation that new employees need.

Need Assessment: -
The training and development staff is particularly adept at conducting needs
assessments. They identify employee skill sets and determine the kind of training
employees need to meet the organization’s workforce and staffing goals. Needs
assessments are critical for organizations in their growth phase because training an
existing workforce saves the money of hiring new staff at higher wages.

66
Succession planning: -
Succession planning refers to the HR function that identifies employees with
the aptitude for higher-level responsibilities and prepares them to take on future
leadership roles. Training and development staff play another important role in the
handling the professional development component of succession planning. They
build professional development activities based on succession plans so there can be a
smooth transition for employees climbing the corporate ladder.

67
 Training Need Analysis
Training need analysis is conducted to determine whether resources required
are available or not. It helps to plan the budget of the company, areas where training
is required, and also highlights the occasions where training might not be
appropriate but requires alternate action. Training Need arises at three levels.

Training Need

Organizational level Individual level Operational level

Corporate need and training need are interdependent because the organization
performance ultimately depends on the performance of its individual employee and
its sub group.

Organizational Level: -
Training need analysis at organizational level focuses on strategic planning,
business need, and goals. It starts with the assessment of internal environment of the
organization such as, procedures, structures, policies, strengths, and weaknesses and
external environment such as opportunities and threats.

68
 After doing the SWOT analysis, weaknesses can be dealt with the training
interventions, while strengths can further be strengthened with continued training.
Threats can be reduced by identifying the areas where training is required. And,
opportunities can be exploited by balancing it against costs.

For this approach to be successful, the HR department of the company

requires to be involved in strategic planning. In this planning, HR develops
strategies to be sure that the employees in the organization have the required
knowledge, skills, and attributes (KSA) based on the future KSAs requirements at
each level.

Individual Level: -
Training need analysis at individual level focuses on each and every
individual in the organization. At this level, the organization whether an employee is
performing at desired level or the performance is below expectation. If the difference
between the expected performance and actual performance comes out to be positive,
them certainly there is a need of training.

However, individual competence can also be linked to individual need. The

methods that are used to analyze the individual need are: -
 Appraisal and performance review
 Peer appraisal
 Competency assessments
 Subordinate appraisal
 Client feedback
 Customer feedback
 Self-assessment or self appraisal

69
Operational Level: -
Training Need analysis at operational level focuses on the work that is being
assigned to the employees. The job analyst gathers the information on whether the
job is clearly understood by an employee or not. He gather this information through
technical interview, observation, psychological test; questionnaires asking the closed
ended as well as open ended questions, etc. Today, jobs are dynamic and keep
changing over the time. Employees need to prepare for these changes. The job
analyst also gathers information on the tests needs to be done plus the tasks that will
be required in the future based on the information collected, training Need analysis
(TNA) is done.

70
 Training Need Identification
For a business to be competitive, it is important that it has right number of
people with the right skills in the right jobs. Workforce planning enables Siemens to
audit its current staff numbers and the skills it has in place as well as identify where
it has skills gaps needed to meet its business objectives.

For instance, Siemens is relocating its main plant in Lincoln to a bigger site
outside the main city. This will require new skills for the work to be done there. A
plan has been constructed to analyze which skills the company has and what training
will be needed for staff to use the new technology in the new location.

Siemens needs new skills for many reasons:

 to maintain competitive advantage, in ensuring Siemens has people with the
right skills to develop new technologies and innovations.
 to ensure Siemens has a pipeline of talent and minimal knowledge gaps, for
example, due to retirement.
 to fill a gap following the promotion of existing employees.

71
 Siemens is a business focused on innovation. This means it needs to anticipate
and respond to rapid changes in the external business environment. For example,
climate change and the growing emphasis on its carbon footprint has massively
increased Siemens focus on wing turbines and renewable energy source to address
this.

Siemens needs to attract employees with the appropriate skills, either by

recruiting people into the organization or by training existing employees to develop
more skills.

A recent example of opportunities is the forthcoming 2012 Olympic Games in

London Siemens helped advise the Olympic bid and has great opportunities in
providing security, healthcare provisions, media and communications technology for
the Games. If it wins the bid for these provisions it will need to ensure it has the
right people to deliver results.

72
The Training Process

73
 Chapter – 5

RESEARCH MYTHOLOGY

74
 Research Mythology

Research in common parlance refers to a search for knowledge. Once can also
define research as a scientific and systematic search for pertinent information on a
specific topic. In fact Research is an art of scientific investigation. The Advance
learner Dictionary of current English lays down the meaning of research as “A
careful investigation or inquiry especially through search for new facts in any branch
of knowledge”
Redman and Mory define research as “A systematic effort to gain new
knowledge.”
According to Cliffort and Woody Research comprises defining and redefining
problems, formulating hypothesis or suggested solution, collecting, organizing and
evaluating data, making deductions and reaching conclusions and testing
conclusions whether they fit the formulating hypothesis.

Research Designing: -
A research design is master plan or modal for conduct formal investigation.
Once the formal investigation is decided, the researcher must formulate the formal
plan of investigation. A research design is the specification of method and procedure
for acquiring the information needed for solving the problem. The information
needed for solving the problem. The information needed for solving the problem.
The formal investigation plan will concentrate on the three selection source of
method and procedures for gathering the data. Data gathering forms are prepared.

There are three basis type of research: -

 Exploratory
 Descriptive

75
  Casual
 Exploratory: - Designed to generate basic knowledge, clarify relevant issues,
uncover variables associated with a problem, uncover information needs, and/or
define alternatives for addressing research objectives.
Type of exploratory studies.
 Literature Search
 Analysis of Selected Cases
 Experience Surveys

 Descriptive: - The Descriptive study designed to provide further insight into

the research problem by describing the variables of interest. It can be used for
profiling, defining, segmentation, estimating, predicting and examining
associative relationships.
Types of Descriptive studies:
 Cross-Sectional study
 Longitudinal study

 Causal: - This type of research designed to provide information on potential

cause-and-effect relationships. Most practical in marketing to talk about
associations or impact of one variable on another.
In this project report primary data collected by interview method and
secondary data collected by previous report and case study.

RESEARCH PLAN
Research design Causal
Instrument Survey
Data source Primary data
Research location Darri
Sample size 30

76
Technique Questionnaire

Data is collected from primary and secondary sources:

Collection of the data is of primary importance the research process. Data
which is collected for the purpose of research helps in proper analysis which is
helpful to conduct research effectively. The data source, which is very important in
the collection of data, is primary data and secondary data. Both primary and
secondary data are taken into consideration for the study of training need analysis.

Primary Data: -
Primary data is data that has not been previously published, i.e. the data is
derived from a new or original research study and collected at the source, e.g., in
marketing, it is information that is obtained directly from first-hand source by means
of surveys, observation or experimentation.

Secondary data: -
Secondary data is data collected by someone othe than the user. Common
sources of secondary data for social science include censuses, organizational records
and data collected through qualitative methodologies or qualitative research. Primary
data, by contrast, are collected by the investigator conducting the research.

77
 Chapter – 6

Implementation of Training programs

78
 “Implementation is not a single decision or action but a cluster of structured
and sustained activities over a period of time.”

Successful training implementation is the key factor staff productivity and

positive morale. Participants learn appropriately depending on their preference of the
style, approach and this in crucial when considering the ever-changing work
environment. Thus whatever training programs had been designed is implemented
according to specified schedule. It is important for any organization to make sure
that whatever training sessions have been designed it should be efficiently delivered.

79
 Chapter – 7

Design Training Evaluation Approach

80
 After designing training programs next step which HTPS follows in training
process is designing of training evaluation approach. Evaluation helps to identify
deficiencies in training programs and helps to overcome over those deficiencies and
redesign training programs. It measures the effectiveness of a learning intervention
and also helps in defining the learning outcomes more sharply, remove unnecessary
training content, and ensures that the learning method meets the training needs of the
learners and consequently of the business.

Different methods which HTPS adopts for the purpose of evaluation are: -

Role Playing: -
Under this method usually MDP’s programs are evaluated managers who
returned after attending the programs are asked to play certain role in simulated
situations and take the decisions and afterwards their performances are evaluated.
Group Discussions: -
In this method a group of employees after attending training programs discuss
about their experience during training sessions, and supervisors give feedback on the
performance of employees during training period.
Feedback form: -
In this method a feedback form is given to employees and executive after the
completion of training programs for the purpose of getting feedback about attended
training program. These feedback forms helps to evaluate employee’s attitude
towards training sessions and try to take suggestions from employees for further
improvement. For the purpose of evaluation, effectiveness feedback form is filled up
by HOD of concerned department and giving feedback about employee’s
performance after certain period of time.

81
 Chapter – 8

RESULTS AND DISCUSSIONS

82
 Result and Discussions
HTPS adopt different techniques for its evaluation purpose like: role playing,
group discussions, feedback form.

For e.g.: - As for its one of the behavioral training 7 Habits of Highly
Effective People organization adopts feedback method to measure its training
effectiveness.

A feedback form is provided to trainees and on the basis of their feedback

training effectiveness will be measured.

On the basis if their feedback following results were obtained: -

1. Course Design and Coverage

Good 11%
Excellent 36%
V good 53%

2. Reading material

3. Quality of Presentation
Good 8%
Satisfied 3%
Execellent 50%
V good 39%

83
 V good 44%
Ex c e lle n t 5 6 %

4. Overall Usefulness of the programmed

S a tis f ie d 3 %
Good 3%
Ex c e lle n t 5 2 %
V good 42%

5. Course Duration

Long 3%
A d e q u a te 5 3 %
S hort 44%

6. No. of participants

84
 To Fe w 3%
A d e q u a te 9 7 %

7. Would you recommend to others

Y es 100%

8. Knowledge of Subject

Good 3%
Ex c e lle n t 6 1 %
V good 36%

9. Style of Delivery

85
 Ex c e lle n t 5 3 %
V good 47%

10. Creation of Appropriate learning environment

Good 11%
Ex c e lle n t 4 2 %
V good 47%

Thus on the basis of feedback from employees following Results were obtained:
1. Employees find training programs relevant for them and helpful to
improve their performance.
2. Content of the programs and material distributed were found to be
useful and pertinent.
3. The curriculum content was organized and easy to follow.
4. Trainer’s style of delivering and knowledge of the subject were found
to be good.
5. Environment of training programs were found to be encouraging.

86
 Chapter – 9

SWOT ANALYSIS

87
 SWOT Analysis
Strength
 HTPS has sincere and hard working staff i.e. willingness to improve
themselves and adopt change.
 HTPS has good infrastructure for providing training to employees.
 Learning environment is created while providing training.
 Sufficient training material is provided to trainees.
 Try to generate the interest of employees during training sessions.

Weakness
 Non-availability of professionals inside the organization for conducting in-
company internal training programs.
 Some training needs in the different departments to remain unidentified &
such trainings being given which are not required may be for a person.
Ultimately, it would lead to wastage of resources due to ineffectiveness of
training.
 Training effectiveness evaluation is not done properly. In absence of a proper
evaluation mechanism, training effectiveness is not measured & how the
company and the person himself benefited from the training remains
unmeasured.
 Conducting inappropriate and few external training programs for most of the
employees.

Opportunities
 Upcoming expansion and resultant chance to upgrade the skills as per latest
engineering methods.

88
  Construction of few training center with better infrastructure.
 Better environment and learning give efficient working force to the
organization.
 Selection of training having knowledge of new and modern techniques.
 More advanced training to employees with better infrastructure.

Threats
 Improper identification may leads to wastage of resources.
 Tough to introduce any change in organization among employees due to non-
availability of professionals.
 Improper assessment of training prevents overall development of entire
workforce.
 Non-available of staff of deal with critical situations and be as effective
needed.

89
 Chapter – 10

INTERPRETATION &
LIMITATIONS

90
Interpretation
 If the employee get job of their taste and choice they get higher job
satisfaction.
 Proper training process of personnel goes a long way toward building a stable
work force.
 The rate of industry accident will be considerably low if suitable employed are
placed on various job.

Team spirit makes an effective employees witch feel attachment with organization.

Limitation
 The sample size is too small to reflect the opinion of the whole organization.
 The interviewer can test on the personality of the candidate and not his skill
and ability of the job.
 It depends too much on the personal judgment of the interviewer which may
not always be accurate.
 The answers given by the respondent have to be believed and have to be taken
for granted as truly reflecting their perception.

91
Chapter – 11

SUGGESTIONS

92
 Suggestions
 The entrance of the building should have departmental name plates and
employees should have their individual name plates on the desk.
 The Management should implement SAP-HR module for inculcating system
oriented culture and integration & standardization of all HR processes.
 The Management should drive system –oriented and paperless culture in the
organization.
 The Management should initiate the process of mentoring by the senior
management for new employees to induce hand holding culture in the
organization.
 Give equal opportunity to every employee that they can grow with
organizational goal.
 Provide ethical environment witch improve team spirit feeling in Employee of
BEC.
 Provide best safe environment witch helpful for employee personal
productivity.

93
Chapter – 12

CONCLUSION

94
 Conclusion
Following T&D practices should be adopted

– Training needs should be assessed by doing organizational Analysis, Task

Analysis & people Analysis.

 Organization analysis means examination of the environment, strategies and

resources of the organization to determine where training emphasis should be
placed in necessary.
 Task analysis is the process of determining what the content of a training
program should be on the basis of a study of the tasks and duties involved in
the job. Task analysis along with organizational analysis measures the
organizational demands.
 People analysis is determination of the specific individuals who need training.
It is a measure of the employee capability. The gap between the organizational
demands and the employee capabilities is the performance gap, identification
of which completes the required needs assessment analysis.
- Training needs assessment survey should happen at least twice a year.
 This survey should be or the SBU HR representative in co-ordination with the
respective Head of the Departments.

I would like to conclude by saying that it great experience to be associated

with BEC. I had learnt a lot as to how the personnel & HRD department actually
works at BEC. BEC gave us a full exposure to the manufacturing industry. I had a
wonderful experience taking interviews of the Shop floor workers, engineers, design
engineers, managers. This helped me in sharpen my skills in dealing with people in a
professional manner.

95
 This project gave me an opportunity to have an insight of the working of the
personnel & HRD department. I have learnt how to identify the training needs of an
employee, how to evaluate a training program and how to discover the strengths and
areas of improvements of the organization, ways to keep employees motivated and
the working environment happy, healthy and peaceful.

At last I would conclude, BEC gave me opportunity to get involved in various

HR activities apart from my project which gave me a taste of living an actual
corporate life. The training had been really helpful throughout and everyday was a
new challenge with new tasks to be performed.

96
Chapter – 13

BIBLIOGRAPHY

97
Books: -

 Human Resource Management

 B.L. Thareja

Web-sites: -

 www.google.com
 www.wikipedia.com

98