A STUDY ON

“TRAINING AND DEVELOPMENT”

With Reference to BHEL-HPVP, VISHAKAPATNAM

A project report submitted to The Department of Commerce and Management Studies

Andhra University, Visakhapatnam in partial fulfillment of the requirement for the
award of degree of MASTER OF BUSINESS ADMINISTRATION

Submitted By

ARAJALLA DURGA PRASAD

REGD No. 120200202073

Under the Guidance of

Prof. P. VISWANADHAM

M.Com., M.B.A., Ph.D.,

Professor

DEPARTMENT OF COMMERCE AND MANAGEMENT STUDIES

ANDHRA PRADESH

VISAKHAPATNAM-530 003

Batch: 2020-2022

1
 CERTIFICATE

This is to certify that the project report entitled “A STUDY ON

TRAINING AND DEVELOPMENT” in BHEL-HPVP,

VISHAKAPATNAM is being submitted in partial fulfillment of

the requirements of the award of the degree of MASTER OF

BUSINESS ADMINISTRATION to Department of Commerce

and Management Studies, Andhra University, is a record of

bonafide work done by MR. ARAJALLA DURGA PRASAD

(Regd.no:120200202073) under my guidance and supervision.

Place: Visakhapatnam
Date:
Prof. P.VISWANADAM

2
 DECLARATION

I hereby declare that the project report entitled “A STUDY ON

TRAINING AND DEVELOPMENT” with reference to BHEL-

HPVP, VISAKHAPATNAM is submitted by me to Department

of Commerce and Management Studies, Andhra University

Visakhapatnam, is a record of original work done by me under the

guidance of Prof. P. VISWANADAM, and this project work is

submitted in the partial fulfillment of the requirements for the

award of the degree of Master of Business Administration I,

further declare that this is not duplicate study undergone by any

other student of any other university or published anytime before.

Place: Visakhapatnam

Date:

A.DURGA PRASAD
Regd no.120200202073

3
 ACKNOWLEDGEMENTS

I express my deep sense of gratitude with profound happiness to the

following personalities who lend the esteemed encouragement in
completing the project successfully. I would like to express my sincere
thanks to Professor and Head of Department P. VISWANADHAM,
Head of the Department, Department of Commerce and Management
Studies for giving me opportunity to take up this project. I take this
opportunity to place on record my grateful thanks to my project guide Prof.
P. VISWANADHAM sir for his timely guidance and support throughout
the preparation of my project.

I would like to express my sincere thanks and deep sense of

gratitude to Mr.G.GURUMURTY , DGM (HR-HRDC). I would like to
express my sincere thanks to Sri K. Srinivasa Rao, DGM Sr. Manager for
giving me helpful information to undertake this study. I would like to thank the
management of BHARAT HEAVY ELECTRICALS LIMITED for giving me
the chance to purse the project.

Regards

A.Durga Prasad
Regd.no.:120200202073

4
 INDEX

CONTENTS PAGES

CHAPTER 1: 6

INTRODUCTION 7

NEED FOR STUDY 7-9

SCOPE OF STUDY 9-11

RESEARCH METHODOLOGY 9-13

LIMITATIONS 13-14

CHAPTER 2: 15

INDUSTRY PROFILE 16-25

COMPANY PROFILE 25-41

CHAPTER 3: 42

THEORTICAL FRAME WORK 43-77

CHAPTER 4: 77

EMPLOYEE OPINION ON TRAINING AND 78-98

DEVELOPMENT

CHAPTER 5: 99

SUMMARY 100-101

SOLUTIONS 101-102

CONCLUSION 102

BIBILOGRAPHY 104

ANNEXURE 105-107

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 CHAPTER – 1

INTRODUCTION

6
INTRODUCTION

Training is an organized activity for increasing the knowledge and skills of people for a
definite purpose.

According to Edwin B. Flippo, “Training is the act of increasing the knowledge and
skills of an employee for doing a particular job”. Training involves the development of skills that
are usually necessary to perform a specific job. Its purpose is to achieve a change in the
behaviour of those trained and to enable them to do their job better. Training makes newly
appointed workers fully productive in the minimum time. Training is equally necessary for the
old employees whenever new machines and equipment are introduced and/ or there is a change in
the techniques of doing the things.

In fact, training is a continuous process. It does not stop anywhere. The managers are
continuously engaged in training their subordinates. They should ensure that any training
programme should attempt to bring about positive changes in the

(a) Knowledge

(b) Skills and

(c) Attitudes of the workers.

“The purpose of training is to bring about improvement in the performance of work. It

includes the learning of such techniques as are required for the better performance of definite
tasks.

NEED FOR THE STUDY

Training and development, on a continuous basis, is essential for gaining a competitive

edge. Today’s organizations need to communicate their results to the world. Their publics include
customers, employees, creditors, suppliers and the general public. The effectiveness of business
activities demands that the managers should possess diverse skills and performance management
abilities. This can be accomplished only through training efforts.

7
 The word ‘training’ consists of eight letters, to each of which could be attributed some
significant meanings in the following manner:

(1) T: Talent and Tenacity (strong determination)

(2) R: Reinforcement (Something positive to be reinforced into memory and system again and
again, until it becomes a spontaneous affair)

(3) A: Awareness (with which one can easily take long strides of progress)
(4) I: Interest (which is invariably accompanied by experience oriented intensity)

(5) N: Novelties (the new things, the like of which would sustain our interest and fill our hearts
with thrills and sensations)

(6) I: Intensity (the training instilled into the trainees mind must acquire experience-oriented
intensity)

(7) N: Nurturing (it does refer to incessant nurturing of talent, which otherwise would remain
latent and domant)

(8) G: Grip (a fine grip over the situation solves multiple problems and enables one to acquire a
practical and programmatic approach along with all tricks and tactics to achieve success
after success in one’s endeavors)

The following points of warning must be given to the person who undergoes the process
of any training programme:

1. One has no right to be complacent and stagnant about one’s own progress.
2. One need not be unethical and crooked while being on the track to achieve one’s goals.

3. One doesn’t have to disturb others, or obstruct others progress while sustaining one’s own
profitability.

4. One need not resort to deception, fake and fraudulent means to achieve success or triumph
in marketing, customer satisfaction and such other activities.

8
 Training is the act of increasing the knowledge and skills of an employee for doing
particular job. Training is a short- term educational process and utilizing a systematic and
organized procedure by which employees learn technical knowledge and skill for a definite
purpose.

Training improves changes and moulds the employee’s knowledge, skills, behaviour
and aptitude and attitude towards the requirement of the job and the organization. Training refers
to the teaching and learning activities carried on for the primary purpose of helping members of
an organization, to acquire and apply the knowledge, skills, abilities and attitudes needed by a
particular job and organization. Employee development is the important subsystem of human
resource development.

Employee development is the specialized function and is one of the fundamental

operative functions for human resource management. Management development is a systematic
process of growth and development by which the managers develop their abilities to manage. So
it is the result of not only participation in the formal courses of instruction but also of actual job
experience. It is concerned with improving the performance of the managers by giving them
opportunities for growth and development.

SCOPE OF THE STUDY

The study of effectiveness of training and Development is carried out at Ashok Leyland Ltd.,
in Corporate Hr. Office Chennai for a period of 8 weeks. This study is carried out using
questionnaires which forms basis for data collection the target sample audience is 400 employees.
The tools used for analysis are

• Interview Method
• Questionnaire Method

OBJECTIVES OF THE STUDY

➢ To acquire a thorough knowledge base on subject of Training and Development.

9
 ➢ To study how Training and Development programs are undertaken in the organization.
➢ To measure the satisfaction levels of employees regarding Training and Development.
➢ To explore methodology and types of training provided to the employees in an
organization.
➢ To study the relevance of the post training evaluation/ feedback for the employee as well
as for an organization.
➢ To increase productivity: an instructor can help employees increase their level of
performance on their assignment. Increase in human performance leads to increase in the
operational productivity and also the increase in the profit of the company.
➢ To improve quality: better trained workers are less likely to make operational mistakes. It
can be in relationship to the company or in reference to the intangible organizational
employment atmosphere.
➢ To help a company fulfill its future personnel needs: the organization having good
internal Training and Development programs will have to make less changes and
adjustments. When the need arises, vacancies can be easily staffed.
➢ To improve organizational climate: an endless chain of positive reactions result from a
well-planned training programme.
➢ To improve health and safety: proper training can prevent industrial accidents. A safer
atmosphere leads to more stable attitudes on part of the employees.
➢ Personal growth: employees on a personal basis gain individually from their exposure to
educational expressions. Training programs give them wider awareness and skills.
➢ To understand the concept of Training and Development
➢ To study the purpose of attending Training and Development by employees
➢ To study the impact of Training and Development on overall productivity of the
organization
➢ To know the satisfaction level of employees regarding Training
➢ To know the effectiveness of Training and Development programs
➢ To offer suggestions based on findings of the study

IMPORTANCE OF THE STUDY

➢ Training is required to cover essential work-related skills, techniques and knowledge.

10
 ➢ Optimum utilization of Human Resources.
➢ Training helps to eliminate obsolesce in work, it gives the employees a clear view of
what is needed and also helps in upgrading their skills and knowledge to keep in pace
with the ever changing technology which is very essential in today’s competitive
market.
➢ Development of Human Resources, Team Spirit.
➢ Safety in work place is another important feature of training which helps to avoid
accidents and injuries in the work place.
➢ Training and Development helps to develop and improve the organizational health
culture and effectiveness. It helps in creating the learning culture within the
organization.
➢ Training and Development aids in organizational development, leadership skills,
motivation, loyalty, better attitudes, and other aspects that successful workers and
managers usually display.

So, I felt it is important to carefully identify the training needs, carefully plan a training
process and evaluate this process. Hence the study on “Effectiveness of Training and
Development in BHEL”

RESEARCH METHODOLOGY OF THE STUDY

Research is commonly refers to a search for knowledge. We can also define research as a
scientific search for pertinent information on specific topic. Research Methodology is away to
systematically solve the research problem. The steps adopted by researcher to solve the research
problem. It is a very important guideline and lead to completion of any project work through
observation, data collection and data analysis.

According to Clifford Woody, “Research Methodology comprises of defining and

redefining problems, collecting organizing and evaluating data, making deduction and
researching to conclusion” The following are sequential.

Steps followed for this methodology:

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 ➢ Research Design

➢ Data Collection

To any project research plan is designed for a systematic follow up of findings.

➢ The grade of employees to be sampled.

➢ The sample size.

➢ The questionnaire format.

➢ Analysis and Interpretation of data.

➢ Conclusions and Suggestions.

Data Collection: Data is the facts in the form of quantitative. Dewing with any problem it is
often found that data is inadequate and therefore it becomes necessary to collect the data that are
appropriate. So data can be classified into

➢ Primary Data.

➢ Secondary Data.

Primary Data: Primary data are is that, which is collected afresh for the first time and this
happens to be original m character. Data is collected through

➢ Questionnaire Method.

➢ Interview Method.

Interview Method: The study also includes obtaining information from knowledgeable
persons. The interview is an informal and unstructured one with competent and articulate
individuals, executive’s professionals of organization.

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 Secondary Data: Secondary data is that, which are ready available. This data is already been
collected and analyzed by someone else. It is gathered from the organization reports, various
publications and journals and browsed through some websites.

➢ Manuals of different departments.

➢ House journals of BHPV’s.

➢ Circulars and statements of BHPV’s.

SELECTION OF SAMPLE SIZE:

In order to take a reasonable sample size and not to disturb the functioning of the organization, a
sample size of reasonable strength of the company has been taken in order to arrive at the present
practices of training in the company. Accordingly, 100 employees have been selected at random
from all the departments of the organization and feedback forms (questionnaire) have been
obtained. The data has been analyzed in order to arrive at present training practices in the
organization.

SAMPLING TECHNIQUE USED:

The technique of RANDOM SAMPLING has been used in the analysis of the data.
Random sampling from a finite population refers to that method of sample selection,
which gives each possible sample combination an equal probability of being picked up
and each item in the entire population to have equal chance of being included in the
sample. This sampling is without replacement, i.e., once an item is selected for the
sample, it cannot appear in the sample again.

LIMITATIONS OF THE STUDY

1. In perspective constraint, employees have a tendency to underestimate their skills before

training and overestimate their skills post training to validate their participation in the

13
 training program. In this way it is seen that it is difficult to comprehensively evaluate or
capture the effectiveness of a training program.

2. Time constraint is that while getting all the questionnaires filled, most of the employee’s
didn’t want to respond because of the limited time they had. I faced a lot of problem while
convincing them.

3. In sample size constraint, the employee base of the organization is about 1300 employees,
so it was very difficult to cover all the employees in this survey. Number of employee
covered in this survey is limited to the sample size of 400 employees only. This limits the
scope of the project study and the analysis may not represent the whole population.

4. The time duration for the project is limited to 8 weeks so it was difficult to analyze the
training needs at micro level. It is also called as duration constraint

14
 CHAPTER 2

INDUSTRY PROFILE

COMPANY PROFILE

15
 INDUSTRY PROFILE

MANUFACTURING IN INDIA

Introduction
Manufacturing has emerged as one of the high growth sectors in India. Prime Minister of India,
Mr Narendra Modi, launched the ‘Make in India’ program to place India on the world map as a
manufacturing hub and give global recognition to the Indian economy. Government aims to
create 100 million new jobs in the sector by 2022.

Market Size
India’s gross domestic product (GDP) at current prices stood at Rs. 51.23 lakh crore (US$
694.93 billion) in the first quarter of FY22, as per the provisional estimates of gross domestic
product for the first quarter of 2021-22. The manufacturing GVA at current prices was estimated
at US$ 97.41 billion in the first quarter of FY22.

India has potential to become a global manufacturing hub and by 2030, it can add more
than US$ 500 billion annually to the global economy. The IHS Market India Manufacturing
Purchasing Managers' Index (PMI) stood at 55.9 in October 2021. As per the survey conducted
by the Federation of Indian Chambers of Commerce and Industry (FICCI), capacity utilisation in
India’s manufacturing sector stood at 72.0% in the second quarter of FY22, indicating significant
recovery in the sector. The overall index stood at 134.0, as of July 2021. This rise in the index
was supported by growth in production of natural gas, steel, cement, fertilisers, coal, refinery
products and electricity.

In July 2021, natural gas output increased by 18.9%, coal (18.7%), petroleum refinery
production (6.7%), fertilisers (0.5%), steel (9.3%), cement (21.8%) and electricity (9.0%). In
September 2021, the manufacturing component of IIP stood at 129.9 Merchandise exports from
select industries (including engineering, petroleum products, gems & jewellery, drugs &
pharmaceuticals and chemicals) stood at US$ 151.96 billion between April 2021 and October

16
2021. The overall index stood at 126.7 as of September 2021. This rise was supported by growth
in the production coal, crude oil, natural gas, refinery products, fertilizers, steel, cement and
electricity. In September 2021, outputs increased for natural gas by 27.5%, coal 8.1%, petroleum
refinery production (6.0%), steel (3.0%), cement (10.8%), electricity (0.3%) and fertilizers
(0.02%); however, output for crude oil declined by 1.7%.

Investments
With the help of Make in India drive, India is on a path of becoming the hub for hi-tech
manufacturing as global giants such as GE, Siemens, HTC, Toshiba, and Boeing have either set
up or are in process of setting up manufacturing plants in India, attracted by India's market of
more than a billion consumers and an increasing purchasing power.

According to Department for Promotion of Industry and Internal Trade (DPIIT),

cumulative FDI inflows in the manufacturing subsectors amounted to US$ 100.35 billion
between April 2000 and June 2021.

In May 2020, the Government of India increased FDI in defence manufacturing under the
automatic route from 49% to 74%. India has become one of the most attractive destinations for
investment in the manufacturing sector. Some of the major investments and developments in this
sector in the recent past are:

• In October 2021, information technology major Zoho, announced that it will invest Rs.
50–100 crore (US$ 6.7–13.4 million) and form a new company, that will focus on
research and development (R&D) in the manufacturing sector.
• In August 2021, Wistron Corp. collaborated with India's Optiemus Electronics to
manufacture products such as laptops and smartphones, giving a major boost to the ‘Make
in India’ initiative and electronics manufacturing in the country.
• First Solar, an American solar panel company, plans to invest Rs. 4,800 crore (US$ 645.7
million) in its new 3.3-gigawatt (GW) manufacturing facility in Tamil Nadu.
• In FY21, India received a total foreign direct investment (FDI) inflow of US$ 81.72
billion, a 10% increase YoY.

17
 • On February 16, 2021, Amazon India announced to start manufacturing electronic
products in India, starting first with Amazon Fire TV stick manufacturing. The company
Government Initiatives
The Government of India has taken several initiatives to promote a healthy environment
for the growth of manufacturing sector in the country. Some of the notable initiatives and
developments are The government approved a PLI scheme for 16 plants for key starting materials
(KSMs)/drug intermediates and active pharmaceutical ingredients (APIs). The establishment of
these 16 plants would result in a total investment of Rs. 348.70 crore (US$ 47.01 million) and
generation of ~3,042 jobs. The commercial development of these plants is expected to begin by
April 2023.

As part of efforts to expand its smartphone assembly industry and improve its electronics
supply chain, the government, in March 2021, announced funds worth US$ 1 billion in cash to
each semiconductor company that establishes manufacturing units in the country. The Union
Budget 2021-22 is expected to enhance India’s domestic growth in manufacturing, trade and
other sectors. Development of a robust infrastructure, logistics and utility environment for the
manufacturing sector is a primary focus field.

Some of these initiatives are as follows:

• On November 19, 2021, Prime Minister, Mr. Narendra Modi, laid the foundation stone for
the Uttar Pradesh Defence Industrial Corridor project worth Rs. 400 crore (US$ 53.73
million) in Jhansi.
• In November 2021, the Experts' Advisory Committee (EAC) of the Department for
Promotion of Industry and Internal Trade approved Rs. 3 crore (US$ 403,293.54) for the
Atal Incubation Centre (AIC), Pondicherry Engineering College Foundation (PECF),
under the Start-up India Seed Fund scheme.
• In September 2021, Prime Minister Mr. Narendra Modi approved the production-linked
incentive (PLI) scheme in the textiles sector—for man-made fibre (MMF) apparel, MMF
fabrics and 10 segments/products of technical textiles—at an estimated outlay of Rs.
10,683 crore (US$ 1.45 billion).

18
• India outlines a plan in August 2021 to reach its goal of US$ 1 trillion in manufactured
goods exports.
• In July 2021, the government launched six technology innovation platforms to develop
technologies and thereby, boost the manufacturing sector in India to compete globally.
• To propagate Make in India, in July 2021, the Defence Ministry issued a tender of Rs.
50,000 crore (US$ 6.7 billion) for building six conventional submarines under Project-75
India.
• In July 2021, the Ministry of Commerce and Industry announced that 104 start-ups from
sectors, including food-tech, green energy, defence, education-tech, and health-tech, have
joined ‘Start-up India Showcase’, an online discovery platform for the country's most
promising start-ups that provides various social and digital connect opportunities.
• In May 2021, the government approved a PLI scheme worth Rs. 18,000 crore (US$ 2.47
billion) for production of advanced chemical cell (ACC) batteries; this is expected to
attract investments worth Rs. 45,000 crore (US$ 6.18 billion) in the country, and further
boost capacity in core component technology and make India a clean energy global hub.
• To facilitate manufacturing and investment in sectors such as ICT and telecom, in May
2021, TEMA (Telecom Equipment Manufacturers Association of India) signed a
collaboration deal with ICCC (Indo-Canada Chamber of Commerce) to promote ‘Make in
India’ and ‘Self-reliant
India’ initiatives.
• India's display panel market is estimated to grow from ~US$ 7 billion in 2021 to US$ 15
billion in 2025.
• The Mega Investment Textiles Parks (MITRA) scheme to build world-class infrastructure
will enable global industry champions to be created, benefiting from economies of scale
and agglomeration. Seven Textile Parks will be established over three years.
• The government proposed to make significant investments in the construction of modern
fishing harbours and fish landing centres, covering five major fishing harbours in Kochi,
Chennai, Visakhapatnam, Paradip, and Petuaghat, along with a multipurpose Seaweed
Park in Tamil

19
 Nadu. These initiatives are expected to improve exports from the textiles and marine
sectors.
• The Union Budget 2021-22 allocated funds of Rs. 1,000 crore (US$ 137.16 million) for
the welfare of tea workers, especially women and their children. About 10.75 lakh tea
workers will benefit from this, including 6.23 lakh women workers involved in the large
tea estates of Assam and West Bengal.

HEAVY MACHINERY PLANTS IN INDIA

It is truly very interesting to learn that there has been remarkable development in the
construction and infrastructure sector in India. It has resulted in the increased sale of heavy
equipment countrywide. Today, there are many companies engaged in the manufacturing of
heavy equipment but only a few of them have succeeded in creating their unique niche in the
competitive domestic market.

COMPETITION IN THE INDIAN INDUSTRY

One important expected outcome of reforms is an increase in competition and

efficiency. While several studies have dealt with the efficiency aspect, There are not many
studies on competition. The few studies that have emerged in this area have, however, dealt
with the static aspects of competition. While static measures cannot be rejected outright it
seems equally important to supplement them with dynamic aspects of competition as well.
This is because competition is multidimensional in nature, and for a proper understanding of
competition we need to have different kinds of evidence. In the literature the mobility of firms
in an industry is identified as one important dimension – a dynamic one, of what constitutes
effective competition According to Singh and Whittington, the study of mobility of firms in
an industry by enquiring into the amount of mixing and reordering that takes place in the size
ranks of individual firms, focuses on the dynamic aspects of industrial structure. The turnover
measure can throw light on important dimensions of competition, which cannot be captured
by the structural indices such as the concentration ratios. For instance the nfirm concentration
ratio can remain the same, but the identity of the firms in the group can change because of
competition. This can be captured only by the turnover measure. Besides, for identifying the
market structure of an industry an understanding of the transition of firms is essential. In short
given the multidimensional nature of competition. And the special attributes of rank analysis,
it is an important “structural indicium” for understanding competition.

20
The objective is therefore to devise an improved turnover index, which overcomes the limitations
of the traditional turnover index, and to apply it for measuring industrial competition. More
specifically, using the new method this study examines the mobility of firms in the Indian
manufacturing sector for the post-reform period.

Towards this end, the specific objectives of this paper are the following:

1. Critically examine the turnover index and provide an alternative;

2. Using the new index, test the stability of size ranks and analyse the changes in the degree
of mobility;

3. Study the change in size distributions of industries and their inter- and intra-class mobility;
and

4. Test for the relationship between the dynamic index of competition and the direction of
mobility of firms among manufacturing industries.

It is organized into four sections. Section I gives the data and concepts used. Section II examines
the main criticisms against the traditional turnover index and provides an alternative. Section III
gives the empirical results based on the new turnover index followed by the summary and
conclusions in Section IV.

Data Sources and Measurement of Variables

The period of study for the analysis is from 1988-89 to 2000-01, one that largely coincides
with the period of reforms. Data relate to financial not to calendar years as seen by the
overlapping of the years throughout the paper. In order to test this model we require firm level
data. The best published source available for this purpose is the data assembled by the Centre for
Monitoring Indian Economy (CMIE) in electronic form commonly known as Prowess.15 the
nature of this data is such that the sample size changes every year, some being dropped and some
being added. In other words the database is an unbalanced panel. The reasons for this are
probably non-availability of data and need not necessarily imply entry into or exit from any
industry. Therefore, we cannot include entry and/or exit of firms in our analysis with this data,
forcing us to consider only a balanced panel covering the period 1988-89/2000-01.

21
Measurement of Size

In the literature various measures of size such as net value added, sales, total assets and
employment are used and the problems associated with them are discussed in detail16 and there
is no agreement on the best measure of size. In this situation we have selected the appropriate
size variable based on a correlation analysis amongst the three commonly used measures.

COMPETITION IN THE INDUSTRIES GLOBALLY

Competition in global industries presents some unique strategic issues compared to

domestic competition. Although their resolution depends on the industry and the home and host
countries involved, the following issues must be confronted in some way by global competitors.

Industrial Policy and Competitive Behavior. Global industries are characterized by the
presence of competitors operating worldwide from home bases in different countries. Particularly
outside of the United States, firms and their home governments must be regarded together in
competitor analysis. The two have complex relationships which can involve many forms of
regulation, subsidy, and other assistance. Home governments often have objectives, such as
employment and balance of payments that are not strictly economic, certainly from the point of
view of the firm. Government industrial policy can shape companies goals, provide R&D funds,
and in many ways influence their position in global competition. Home governments can help
negotiate for the firm in world markets (heavy construction, aircrafts), help finance sales through
central banks (agricultural goods, defense products, ships), or apply political leverage to advance
its interests in other ways. In some cases the home government is directly involved in the firm
through partial or complete ownership. A consequence of all this support is that barriers to exit
may well increase. Competitor analysis is impossible in world industries without a thorough
examination of the relationships between firms and home countries. The home country’s
industrial policy must be well understood, as well as the political and economic relations of the
home government vis-a-vis governments in major world markets for the industry’s product. It is
often true that competition in world industries is distorted by political considerations which may
or may not be related to the economics involved.

BHARAT YANTRA NIGAM LIMITED:

22
 Bharat Yantra Nigam Limited (BYNL) was incorporated in July, 1986 with corporate
office at Allahabad (UP), with the main objective to integrate, monitor and coordinate the
activities of the subsidiary companies with a view to secure optimum utilization of resources and
to provide package and turnkey services to various core sectors. It has following 6 companies as
its subsidiaries.

1. Bharat Heavy Plate & Vessels Limited, Visakhapatnam

2. Bharat Pumps & Compressors Limited, Naini, Allahabad.

3. Bridge & Roof Company (India) Limited, Calcutta.

4. Richardson & Cruddas (1972) Limited, Mumbai.

5. Tungabhadra Steel Products Limited, Hospet, Karnataka.

6. Triveni Structural Limited, Naini, Allahabad.

The total production of all subsidiary companies during 1999-2000 is anticipated to be

Rs.840 crore.

BHARAT HEAVY PLATES AND VESSELS LIMITED:

Bharat Heavy Plates & Vessels Limited, (BHPV) was set up in the year 1966 for catering
to the requirement of equipment’s for core sectors, such is, Fertilizers, Oil Refineries,
Petrochemicals, etc. The company has 3 product divisions namely, Process Plant Division,
Cryogenics Division, and Boiler Division. The company is radual1y shifting its emphasis, from
mere manufacturing and supply of equipment to system sales. The Company has entered into
MOUs, on a case-to-case basis, with world renowned companies for transfer of technology. The
production of the Company for the year 1999-2000 is anticipated to be Rs.255 crores.

BHARAT PUMPS & COMPRESSORS LIMITED:

23
 Bharat Pumps & Compressors Limited, (BPCL) was incorporated in January, 1970 at
Naini, Allahabad. The Company is catering to the needs of sectors like, oil, fertilizer, chemicals
etc. For various types of pumps & compressors. The company became sick and was referred to
BIFR. The company’s BIFR sanctioned revival plan is under implementation involving fresh
infusion of funds by Government to the extent of Rs. 15.75 crores with financial restructuring of
Rs. 81 crores. The Company is likely to end the year 1999-2000 with a production of Rs. 45
crores.

BRIDGE & ROOF COMPANY (INDIA) LIMITED:

Bridge & Roof Company (India) Limited (B&R) was initially a subsidiary of Blamer
Lawry & Co. Ltd. Subsequently, Government of India directly invested additional equity capital
of Rs.174 lakhs in December, 1978 and became a Government company. The administrative
control of this company was transferred to this Department from Ministry of Petroleum in June,
1986. The company’s operations cover fabrication of medium and heavy structures, civil
engineering works in respect of buildings, concrete bridges, project civil works, cooling towers,
mechanical erection of complete plants for refineries, fertilizers, chemical, steel, aluminum, etc.
The turnover of the company during the year 1999-2000 is anticipated to be Rs.370 crores.

RICHARDSON & CRUDDAS (1972) LIMITED:

Richardson & Cruddas (1972) Limited (R&C) was taken over from private sector in 1972.

It has four units — two in Mumbai & one each in Chennai and Nagpur. The Company became a

subsidiary of BYNL with effect from 2h1 April, 1987. The product profile of the Company

covers steel structures, transmission line towers, industrial machinery, chemical machinery,

refrigeration equipment, etc. The company became sick and was referred to BIFR. A revival plan

sanctioned by BIER is under implementation involving financial restructuring of Rs. 110 crores.

The company earned profit for the third successive year in 1998-99. Its production during the

year 1999-2000 is likely to be Rs. 105 crores.

24
TRIVENI STRUCTURAL LIMITED:

Triveni Structural’s Limited (TSL) was incorporated in July, 1965. The Company is primarily

engaged in the manufacture of heavy steel structural products such as tall towers & mast for

power transmission, communication and T.V. broadcasting, hydro mechanical equipment,

pressure vessels, etc. The Company became a subsidiary of BYNL in April, 1987. The company

became sick and was referred to B. B sanctioned revival plan is under implementation involving

fresh infusion of funds by Government to the extent of Rs.29.22 crores with financial

restructuring of Rs.47 crores

COMPANY PROFILE

HEAVY PLATES & VESSELS PLANT is a unit of BHARAT HEAVY

ELECTRICALS LIMITED, a Maharatna Central Public Sector Enterprise. Earlier this plant was
separate company namely, B HARAT HEAVY PLATES & VESSELS LIMITED (BHPV).
BHPV was established in 1966 at Visakhapatnam, Andhra Pradesh. It got merged with
BHARAT HEAVY ELECTRICALS LIMITED (BHEL) in August 2013 by virtue of an order of
Board for Industrial and Reconstruction (BIFR). BHEL named the unit as HEAVY PLATES &
VESSSELS PLANT (BHEL-HPVP).

BHPV’s beginning was humble; it had a turnover of just Rs 1.95 Cr in 1971-72 when
commercial production first commenced. Since then, BHPV has come a long way and exceeded
a turnover of Rs 300 crores expanding its product line to include high technology equipment
and systems like Multilayer vessels, Turn Key Cryogenics Plants, Storage and Distribution
Systems, Industrial Boilers, Waste Heat Recovery Systems, Oil and Gas Processing Systems
etc. BHPV acquired various National and International quality accreditations such as ASME,

25
National Board etc. Today after merging with BHEL, BHEL-HPVP stands with vast
manufacturing capability and can manufacture process equipment of almost any size.

Incorporation of the Company : 25th June 1966

Primary Objective : To manufacture custom built Capital Equipment for

the Process industries such as Fertilizers,
petrochemicals, Petroleum refineries, chemicals etc.

Technical Collaboration Provided by : M/s SKODA EXPORT, Czechoslovakia.

Commencement of Construction : 1968

Completion of Construction : 1971

Commencement of Production : 1971

Initial Project Cost : Rs. 17.5 crores

Initial Product Mix : Heat Exchangers, columns, pressure Vessels,

Technological Structures, piping etc.

Ancillary : 11 Units

Installed Capacity : 23, 210 M.T.

26
Turnover for the year 2016-17 : Rs.108 crores

Turnover for the year 2017-18 : Rs. 138 Crores

PRODUCTION FACILTIES

Factory Area : 552 Acres

Total Covered Area : 1, 10,000 sq. Meters

Covered area of Production Shops : 96,000 sq. Meters

Power Requirement : 5,000 KW from APSEB

BHEL – HPVP PICTORIAL VIEW:

HPVP is easily pictured by dividing the organization inti the following divisions to carry out its
functions.

▪ Engineering
▪ Marketing & commercial
▪ Research and development
▪ Production and services
▪ Erection services
▪ Material management
▪ Quality
▪ Finance
▪ Personnel and administration

Production and services include planning, production technology, welding technology and
production. Production shops are classified as feeder shops and assembly shops. M.P shop,
LMS. HMS. Press shop, Shell shop, and Nozzle shops will under feeder shops while valve
trays, PV, HE and CP will come under assemble shops. HPVP is having a shop floor area of
over 56000sq.m.

WORK SHOPS:

27
 Parts that are used for assembling I production shop are made in feeder shops. The feeder
shops are subdivided into six types, namely;

MP Material Preparation
LMS Light Machine Shop
HMS Heavy Machine Shop
PRESS Bending and Pressing of plates
NOZZLES Pipe Preparation & Welding
SHELLS Rolling and Welding Operation

PRODUCTION SHOPS:

The part made in the feeder shop assembled in production shop. The following 5 shops come
under production shop.

PV Pressure vessels
HE Heat Exchangers
CP Cryogenic Production
CSP I Combustion System Products
CSP II Combustion System Products

SALIENT FEATURES OF DIFFERENT SHOPS:

❖ WORK SHOPS

• MATERIAL PREPARATION SHOP

Plate material drawn from stores is cut to size and delivered to concerned production
shops. Gas cutting for carbon & low alloy steels can be done up at 50mm thick, square
cut, single bevel cut, with or without nose, double bevel cut with nose can be directly cut
plasma cutting stainless steel plates up to 80mm thick.

• LIGHT MACHINE SHOP

28
 In this shop, all small components machining such as marking holes in tube sheet, and
drilling planning of small items will take up here. Nozzle to flange welding done in this
shop.

MACHINERY USED IN LIGHT MACHINE SHOP:

• Small and medium lathes
• Auto lathe
• Radial drilling machines
• Small horizontal boring
• Medium horizontal boring
• Heavy lathe
• Plane drilling machine
• CNC drilling machine
• CNC deep hole drilling machine(HMT)
• Cylinder grinding machine
• Horizontal surface grinder
• CNC lathe machine

• HEAVY MACHINE SHOP:

Machining, drilling and surfacing of components which are more largely than the capacity
of L.M.S will be carried out here. The shop is equipped with one 5000mm, one 4000mm,
one 2500mm diameter heavy double column vertical turning and boring machines besides
a number of smaller machines. Horizontal boring machine is capable of bore max. depth
2000mm.

MACHINERY USED IN HEAVY MACHINE SHOP:

Radial Drilling 2no

Universal Drilling 1no
Single column planning 1no

29
 Double column planning 1no
Large horizontal boring 2 no

• PRESS SHOP:
The dished ends required for vessels are prepared with single plate and with petal construction
in this shop. Hydraulics presses upped max capacity of 1600T used for pressing dished ends,
petals of storage spheres and various other parts. Max diameter of dished ends that can be
prepared in the shop is 5000mm and max thickness that can be handled be ion single stroke is
80mm, while upped 120mm thick plates are also parade in stages
MACHINERY USED IN PRESS SHOP:

Section bending roll ----------1no

Pneumatic hammer ----------1no
Pipe bending ----------2no
Hydraulic press 250T ----------1no
Hydraulic press 400T ----------1no
Hydraulic press 1600T ----------1no
Bending roll ----------1no

• SHELLS SECTION:
In this shop, plates are rolled to required size and long seam and circumferential seam
welding will be done. Major welding is done by submerged arc welding process. Max
thickness welding done in this shop is 220mm. special narrow gap welding machines
available in this shop, which can weld upped 350mm thick with groove width about 20-24
mm.
MACHINERY USED IN SHELL SHOP:

1. Plate edge planning 1200x80mm thick ----------2no

2. Plate bending rolls 235x3025mmthick ----------1no
3. Plate bending rolls 4000x22mm thick ----------1no

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 4. Plate bending rolls 3000x75mm thick ----------1no
5. Submerged arc welding ----------3no
PRODUCTION SHOP:

PRESSURE VESSEL ASSEMBLY:

This shop had all the attachments that are to be made on the shell as per drawing
such as nozzle, internal, external supports are welded. In this shop mainly vessels
which are used in high pressure application are available in this shop. To obtain the
required thickness, 6mm sheets are wrapped and welded layer by layer.

Types of dished ends:

Generally 3 types of dished ends are used, they are;

a. Hemispherical
b. Tory spherical
c. Ellipsoidal

• HEAT EXCHANGES ASSEMBLY

In this shop heat exchangers are fabricated. Tube bundles and shell assembly is
fabricated. Tube to tube sheet welding is mostly done with GTAW process. From
medium to high pressure heat exchangers with test pressures as high as 450kg/sq.cm
and temperatures ranging from -65 to 900C are handled in this shop. Titanium lined
vessels fabricating was done in this shop.

• CRYOGENIC PRODUCTION:
Tanks and vessels for sub-zero temperature supplications are fabricated here. Not
only cryogenic tanks are produced in this section but also vast variety of equipment,
which include: Air separation units of capacity ranging from 50Nm/hr. and up to
2200TPD produce oxygen, nitrogen & argon are available. Storage tanks of
horizontal & vertical designs starting form 500 liters and above up to 2, 00,000 liters
capacity to hold liquid oxygen, nitrogen, argon and other vacuum insulate.

31
 MANPOWER (As on 01.04.2018):

Workmen / Staff : 666

Supervisors : 76

Executives : 188

Total : 930

Apprentices : 39

Casual Labour : 295

TOTAL : 2194

EMPLOYEE WELFARE AMENITIES:

➢ Township Area - 151 Acres

➢ No. of Quarters - 1192
➢ 20 bed Hospital
➢ Protected Water Supply
➢ Underground drainage system
➢ English medium school with CBSE Syllabus
➢ Telugu medium school with AP State Syllabus
➢ Special school for mentally handicapped children.
➢ Vocational training centre for mentally handicapped
➢ Community center for cultural activities & sports – open air theatre facilities
➢ Kalyana Mandapam – Function Hall.

BHEL – HPVP PRODUCTS:

Products manufactured at BHEL – HPVP plant include;

32
 PRESSURE VESSELS:

With different kinds of steels like carbon steel, stainless steel, clad steel, Monel etc.
and any combination of there off.

COLUMNS:

Both shop and site fabricated columns with or without internals.

HEAT EXCHANGERS:
From low pressure atmospheric fin coolers to high pressure heat exchangers employing
forged heads channels with test pressure as high as high as 500kg/sq.cm and designs like
U- tube, kettle type, etc.

1. STORAGE SPHERES:
Of any size (up to 60m), any thickness (up to 60mm) to handle any fluid or gasses like
ammonia, ethylene, propylene, LPG etc.

2. HIGH PRESSURE MULTI LAYER VESSELS:

Ammonia and urea reactors built ply wall design to suit high pressure of the order of
300kg/sq.cm hydraulic test pressure.

3. CRYOGENIC VESSELS:
There are double wall construction with stainless inner shell and carbon steel outer casing
with evacuated inter space filled with pearlier (insulating material) for guaranteed low
evaporation rates.
4. AIR & GAS SEPARATION PLANTS:
These plants are custom built mainly for production of oxygen, nitrogen, argon and for
separation of coke oven gas, converter gas for ammonia production. The design include
simple cycle with purification by absorption or with reversing exchangers and capacities
handling different feed stocks like bamboo, hard woods etc.

5. EVAPORATION PLANTS:
33
 Plants designed for the concentration of solids in different types of spent liquors in
multiple effect evaporation bodies using steam heating. The application includes paper &
pulp and alumina industries.

And the above equipment’s are fabricated according to standard code to ensure the safety
during testing and service. The most commonly used codes are ASME, BS5500, AD Mark
Blotter, IS 2825, TEMA, ANSI, API etc. for fabricating all the above equipment, welding
is the best suited operation in terms of strength and safety with standing at high pressure.
In B.H.P.V – HP & VP, production is also mostly carried out by welding. It involves lot of
work including preparation of technologies, procedure, conducting tests and selecting
suitable processes and suitable consumables. These works are carried out by the WT
department.

SWELDING TECHNOLOGY:

As BHEL- HPVP plant is a fabrication industry, it is mainly based on welding technology.

All welding operations done in the company are governed by welding technology department. For
its manufacturing techniques welding technology has been playing a vital role. Welding
technology department prepares the procedures to be followed. Welding technology department
will take care of all requirements of welding in production shops.

Its main function is to release the required technology to shop to follow and perform their
job. The other functions are estimating welding cost, replying to commercial enquiries and
replying constructional problems. The equipment and consumable required to the shop will also be
selected by the same department. The welding technology plays a vital role in any fabrication
industry.Keeping this fact in mind, BHEL- HPVP plant has already setup a welding technology
department managed by a team of highly qualified and efficient personnel. This department
handles all the welding activities in the industry.BHEL – HPVP has mastered almost all welding
processes including TIG and MIG. The types of jobs tackled includes high pressure piping, tube to
tube sheet joint, high thickness multilayered welding, fabrication of clad vessels etc. Welding

34
technology department prepares the procedures to be followed to plan and carry out the following
functions of the Welding technology department.

- Preparation, revision and approval of welding procedures specifications and welding

datasheets.
- Procurement and qualification of the welding consumables.
- Qualification ,documentation of the welding procedure qualification records
- Qualification documentation and maintenance of welder or welding operator records.
- Studying and solving quality problems related to welding and training of welders.

In order to perform planning and execution of the various functions welding technology is
basically divided into 5 groups so that it may effectively dispense its duties:

➢ Enquiry group
➢ Technology group
➢ Qualification group
➢ Consumables group
➢ Trouble shooting group

DIVERSIFICATION:

➢ Originally established for fabrication of process equipment.

➢ As a step towards diversification signed collaboration agreement with M/s L’ Air Liquide
of France in 1971 for manufacture of –
o Air & Gas separation plants
o Cryogenic storage systems
➢ Further diversified into the area of industrial boilers in the range of 50 – 200 TPH in
collaboration with M/s BHEL in 1981 based on the recommendation of the working group
constituted by DHI.
➢ Entered into the area of oil & Gas Processing systems in 1990 in collaboration with M/s
B.S & B Engg. Co., USA.

35
COLLABORATION:

• Skoda Export, Czechoslovakia Know how for Process Plant Equipment

• L’Air Liquide, France Air and Gas Separation Plants up to 1000 TDP

S.NO. CUSTOMER PROJECT/EQUIPMENT

1. IOCL, Panipat Hydro cracker reactors-3No.s

2. IOCL, Panipat Reactor, Regenerator & Office Chamber

3. IOCL, Panipat Reformer & WHR Package

4. IOCL, Mumbai 150 MT Capacity LPC bullets

5. IOCL, Chennai Sphere

6. BOKARD STEEL PLANT, Bokaro Argon Recovery unit

7. NRL, Numaligarh Air Fin collers/SS Clad Vessels, Spheres etc.

8. HPCL, Visakhapatnam CDU Heater with APH System/VDU Heater

9. HPCL, VREP – II Visakhapatnam Clad/CS Columns/CS heat Exchangers etc.

10. HPCL, Visakhapatnam Co-boiler

11. HPCL, Visakhapatnam Revamping of 50TPH oil & gas fired boiler

12. HPCL, Mumbai 50 TPH Boiler

13. BPCL, Mumbai Nitrogen Plant

14. Hyundai Heavy Industries, New Cryo Nitrogen plant

Delhi
15. Space application centre, 505m Dia thermal vacuums system
Ahmedabad
16. TECHNIMONT ICB LTD. Mumbai Nitrogen plant

36
17. OSWAL CHEMI FERTILIZER LTD- Waste Heat LP boilers
Paradeep
18. IFFCO, Kandla 15,000mt ATM ammonia storage tank
19. NALCO, Damanjodi Modification of Evaporator Batterries
• Nooter Corporation, USA Multi-layer Vessel Technology
• L’Air Liquide, France Cryogenic Storage Tanks
• Eco dyne, USA Evaporators
Evaporators
• KAMYR – AR, Sweden Sulphate Cooking Plant for paper & pulp industries
• Delas Fence Deareators
• L’Air Liquid, France Air & Gas Separation Plants – 2000 TPD
• BSL, France Cryogenic Liquid Storage Tanks
• HCG, The Netherlands Vinasse Fired Boilers
• ABB Lummus, The Netherlands Heat Transfer Systems
• Hahn & Clay, USA Advanced Multilayer Vessels
• BS & B, USA Oil & Gas Processing System
PROJECTS OF NATIONAL IMPORTANCE EXECUTED/UNDER EXECUTION:

MAJOR CUSTOMERS:

➢ Fertilizer industry

➢ Petroleum refineries

➢ Petrochemical complexes

➢ Steel plants

➢ Chemical industries

➢ Power sector

➢ Nuclear, Defense & space sectors

37
MAJOR COMPETITORS

➢ Larsen & Turbo

➢ GR Engg
➢ Lloyd steel
➢ I.O.L
➢ INOX

BHPV has developed 11 ancillary industries in its vicinity to cater to its requirements. Apart from
offering sufficient work load to these industrial units, BHPV has been assigning work to a
number of small sector industries. BHPV provides material, transportation and inspection
services to the Ancillaries to help them rise to its quality requirements.

After 1991 BHPV become sick Industry and as a measure of revival of BHPV. Govt. of
India, Ministry of Heavy Industry has given directives to BHEL to take over BHPV.
Subsequently BHEL took over BHPV on May 10th. 2008 in the presence of Honorable Ministers
like Finance, Industry, Power, Chief Minister of Andhra Pradesh and several others. Sri
Chidambaram, Santosh Mohan Dev, Sri Raja Sekhar Reddy, Sri Seetaram Echuri are among the
other prominent delegates including BHPV families.

QUALITY:

➢ BHEL (FORMERLYBHPV) is reputed for quality and workmanship of its products.

➢ BHPV has received a number of National and International quality accreditations such as
ASME, LLOYDS etc.

BHEL’s quality policy:

“IN ITS QUEST TO BE GLOBAL ENGINEERING ENTERPRISE, BHEL PURSUES

CONTINUAL IMPROVEMENT IN THE QUALITY OF ITS PRODUCTS, SERVICES AND

38
PERFORMANCE LEADING TO CUSTOMER DELIGHT THROUGH COMMITMENT,

INNOVATION AND TEAM WORK OF ALL EMPLOYEES”.

RESEARCH & DEVELOPMENT

Research & Development department was established in 1975 and is well equipped with
high tech equipment to cater to Applies Research and Product Development. R&D has developed
136 Projects so far. Some of the products commercialized include:

1. Titanium Anodes
2. Titanium Air Bottles
3. Cryo Vats
4. Individual Quick Freezing Unit
5. Super Insulated Piping.
6. Super Insulated Crow Storage tanks
7. D.M. Water Plants
A prestigious order for Development of Heat Exchangers for Light Combat Aircraft (LCA)
Phase-II has been received from Aeronautical Development Agency, Bangalore.

AWARDS & ACHIEVEMENTS

Some of the Awards received for excellence in R&D include:

➢ CIS Award for R&D achievement in 1992-93.

➢ “The Chelikani Atchuta Rao Memorial Award” from FAPCCI for individual Achievement
in R&D effort in 1996 (Mr. BSV Prasad).

PRESENT STRENGTHS

❖ Excellent Design & Engineering capabilities.

❖ State –of –the – Art Manufacturing facilities.
❖ Accomplished image as a supplier of Quality Products in the domestic and international
markets.
❖ High degree of customer confidence.

39
 ❖ Technological tie-up arrangements.
❖ Well trained and qualified work force and Engineers.

PLANS & STRATEGIES

a. To grow as an Engineering, Procurement and Construction Company.

b. To enlarge Export Business.
c. To strive for continuous updating of technologies to be on par with
International Companies.

d. To change the work culture to be compatible with market demands.

CONSTRAINTS

➢ Dependence on imports even for common materials like Boiler Quality Plates.
➢ Port congestion adding to the delays in importing of materials.
➢ Big burden of high internet rates on working capital while competing with
International suppliers who have the facility of very low interest rates.

➢ Shortage of Man Power due to V R Scheme several times.

➢ Replacement/updating of machinery.
FURTHER BHEL DIVERTS THEIR ORDERS TO BHPV TO MAKE BOILERS (TAKE
OVER):
➢ Bharat Heavy Electricals Limited (BHEL) has achieved one of the biggest breaks in
through so far internal business by winning a turnkey contact for setting up a 400 M.W
(Megawatt) thermal power project in Syria.

➢ BHEL has established its tool prints in all the six continents of the world spanning to
countries & its technical competence has earned world-wide acclaim.

➢ As the first order step towards revival of BHPV, BHEL has placed the first commercial
order on BHPV following take-over of the company in May 2008.

40
➢ In order manufacture supply of 680 metric tons of boiler & components including drums
heaters, rises, tubes, panels, and piping products. The document to this effect includes all
the documents.

➢ As setting up another manufacturing plant needs massive green field investments entry like
BHPV makes better achieved by enhancing capacity with brown field investments

➢ BHPV is being developed as a dedicated centre for industrial boilers, current cost structure
of BHPV is similar to BHEL, costs are expected to come down due to factories like
increased volume and better financial capability leading to lower working capital borrowing
costs with a capital of Rs.236 crores spread over three years.

41
 CHAPTER- 3

THEORETICAL FRAMEWORK OF THE STUDY

42
 THEORETICAL FRAMEWORK OF THE STUDY

INTRODUCTION:

Management is defined as the art of getting things done through people.

- Mary Parker Follet.

The term ‘Human Resource’ can be thought of as, “The total knowledge, skills, creative
abilities, talents and aptitudes of an organizations workforce as well as the value, attitudes and
beliefs of the individuals involved.

Human Resource Management can be defined as managing (planning. organizing.

directing and controlling) the functions of employing, developing and compensating human
resources resulting in the creating and development of human relations with a view to contribute
proportionately to the organizational, individual and social goals.

Human Resource Development (HRD) is concerned primarily with helping the employees
develop them through training, feedback and counseling them by their senior officers and other
development efforts.

Scope of HRD:

The scope of HRD is limited to ‘Training and Management development, Career planning
and development, Organization Change and development. Quality of Work life, Quality of
Circles, job enrichment’. The activities that comes under “Training and Development are Safety
and Health Programs. Welfare programs, Communication. Personality Development.
Obsolescence prevention, improving their Performance. Social security and the like.

Objectives of HRD:

43
 • To prepare the employee to meet the present and changing future job requirements.

• To promote good relations.

• To ensure smooth and efficient running of the organization.

• To create a climate that enables every employee to fulfill his individual and organizational

goals.

• To develop an organizational culture in which superior-subordinate relationship, team work

and collaboration among sub-units are strong and contribute to the professional well-being,

motivation and pride of employees.

TRAINING AND DEVELOPMENT:

Every organization needs to have well-trained and experienced persons to perform the
activities that have to be done. Once a job applicant is selected for an organization he must be
considered as one of the members of its organization and all the necessary facilities to develop,
the future career and the training to he provided for him. All these aspects must be looked after
by the organization.

“Training is essential because technology is developing continuously and at a fast rate. A

good-training sub-system would help greatly in monitoring the directions in which employees
should develop in the best interest of the organization. Also it ensures that employees develop in
directions consent with their career plans.

Training can be a good diagnostic tool also - the first step in a strategy of organizational
change. Training, like any other activity in an organization, should be made possible to show how
training is helping the organization in reducing various kinds of wastage. Evaluating the training
programs in terms of hardware will increase its credibility and boost its self-image.

44
 ‘Training’ is a learning experience. It improves his or her ability to perform their duties.
“Training’ involves the changing of skills, knowledge, attitudes or social behavior. In all
‘training’, there is some ‘education’ and in all ‘education’, there is some ‘training’. ‘Education’ is
the understanding and interpretation of’ knowledge’ According to R. Glaser, “the purpose of
‘training’ is to help those who are or will be performing a certain job to achieve successful role
behavior while education is tied to the goals of the individual more than to those of the
organization.” These two processes cannot be separated from ‘development’ Skills.

Definition, Meaning and Purpose of Training:

Definition: - Dale S. Beach defines the training as, “....the organized procedure by which people
learn knowledge and/or skill for a definite purpose.”

‘Training’ may be defined as, “A process by means of which the aptitudes. And capabilities of
individual employees to perform specific jobs are increased.”

Meaning: - ‘Training’ is a process of learning a sequence oh programmed behavior. It is an

application of ‘knowledge’.

It helps the people to know the rules and procedures to guide their behavior. It improves,
changes, moulds the employees’ knowledge, skill, behavior, aptitude and attitude towards the
requirements of the job and organization. ‘Training’ bridges the difference between job
requirements and employees’ present specifications.

Purpose: - According to Edwin B. Flippo, “The purpose of training is to achieve a change in the
behavior of those trained and enable them to do their jobs better.” In order to achieve this
objective, any training programme should try to bring positive changes in knowledge, skills and
attitude.

Knowledge: - It helps a trainee to know facts, policies, procedures and rules pertaining to his job.

Skills: It helps him to increase his technical and manual efficiency necessary to do the job.

45
Attitude: - It moulds his behavior toward his co-workers and supervisors and creates a sense of
responsibility in the trainee.

In today’s employment setting, using the terms T & D is more appropriate than ‘training’
alone, since, “human resources can exert their full potential only when the learning process goes
far beyond simple route or routine”, as emphasized by Dale Yoder.

The purpose of training is mainly to improve their competence and capability of the job
they are holding.

Importance of Training:

‘Training’ is the most important technique of human resource development on which the
human resource management depends on to a large extent. No organization can get a candidate
who exactly matches with the job and the organizational requirements. Hence, training is
important to develop the employee and make him suitable to the job.

‘Training is important as it constitutes significant part of management control i.e., in the

achievement of organizational objectives like viability, stability and growth and also in
improving organizational efficiency, productivity, progress and developments. Hence trained
employees would be a valuable asset to an organization. Training enhances 4 C’s viz.,
Competence, Commitment, Creativity and Contribution for the organization.

The Training is important mainly because:

▪ It improves the job knowledge and skills at all levels of the organization.
▪ It develops a sense of responsibility to the organization for being competent and
knowledgeable.
▪ It provides information for future needs in all areas of the organization in view of
technological advancement, total quality and productivity management.
▪ It helps a person to handle stress, tension, frustration and conflict and to make more
effective decisions and problem solving techniques.

46
• It helps to improve communication, skills and attitudes which lead to improve labor -
management relations and maintain co-operation among the employees in the
organization.
• It provides a good and appropriate climate for learning, .growth and co-ordination and
helps to eliminate fear in attempting new tasks.

Need for Training:

1) To increase productivity:- Training helps to increase the level of performance which in

turn leads to increased operational productivity and increased company profit.

2) To improve quality: - Better informed workers will do fewer mistakes. As a result,

quality increases, may be in relationship to a company product or service.

3) To help a company fulfill its future personnel needs: Organizations that have a good
internal educational programme will have to make less drastic manpower changes and
adjustments in the event of sudden personnel alterations.

4) To improve Organizational Climate: - An endless chain of positive reactions result

from a well-planned training programme. Production and quality of, the product may improve,
financial incentive may be increased etc., this improves organizational climate.

5) To improve ‘Health and Safety’:- Proper training can help to prevent industrial
accidents. A safer work environment leads to more stable mental Attitudes on the part of
employees as well as managerial staff. It helps to better them.

OBJECTIVES OF TRAINING:

Generally line managers ask the personnel manager to formulate the training policies. The
personnel manager formulates the following training objectives in keeping with the company’s
goals and objectives:

❖ To prepare the employee both new and old to meet the present as well as the changing
requirements of the job and the organization.

47
 ❖ To prevent obsolescence.
❖ To impart the new entrants the basic knowledge and skill they need for an intelligent
performance of definite job.
❖ To prepare employees for higher level tasks

❖ To assist employees to function more effectively in their present positions by

exposing them to the latest concepts, information and techniques and developing the
skills they will need in their particular fields.
❖ To build up a second line of competent officers and prepare them to occupy more
responsible positions.
❖ To broaden the minds of senior managers by providing them with opportunities for an
interchange of experiences within and outside with a view to correcting the
narrowness of outlook that may arise from over specialization.
❖ To develop the potentialities of people for the next level job.
❖ To ensure smooth and efficient working of a department.
❖ To ensure economic output of required quality.
❖ To promote individual and collective morale, a sense of responsibility, cooperative
attitudes and good relationships.
METHODS OF TRAINING:
As a result of research in the field of training, a number of programs are available. Some
of those are new methods. The training programs commonly used to train operative and
supervisory personnel are discussed below. These programs are classified into on the job and off
the job training programs as follows:

48
 ❖ On- the -job training method:
This type of training also known as job instruction training is the most commonly used
method. Under this method, the individual placed on a regular job and taught the skills necessary
to perform that job. The trainee learns under the supervision and guidance of a qualified worker
or instructor.

On- the- job training has the advantage of giving first-hand knowledge and experience
under the actual working conditions.

1) Job rotation: This type of training involves the movement of trainee from one job to another.
The trainee receives job knowledge and gains experience from his supervisor or each of the
different job assignments. This method gives an opportunity to the trainee to understand the
problems of employees on other jobs and respect them.

2) Coaching: The trainee is placed under a particular supervisor functions as coach in training the
individual. The supervisor provides who feedback to the trainee on his performance and offers
him some suggestions for improvement. A limitation of this method of training is that the trainee
may not have the freedom or opportunity to express his own ideas.

3) Job instruction: This method is also known as training through step by step. Under this
method, trainer explains the trainee the way of doing the jobs, job knowledge and skills and
allows him to do the job. The trainer appraises the performance of the trainee, provides feedback
information and corrects the trainee.

4) Committee Assignments: Under the committee assignment, group of trainees are given and
asked to solve an actual organizational problem. The trainees solve the problem jointly. It
develops team work.

Off –the- job methods:

Under this method of training, trainee is separated from the job situation and his attention
is focused upon learning the material related to his future job performance. Off the job training
methods are as follows:

49
1) Vestibule training: In this method, actual work conditions are simulated in a class room.
Material, files and equipment those are used in actual job performance are also used in
training. This type of training is commonly used for training personnel for clerical and semi-
skilled jobs. The duration of this training ranges from days to a few weeks. Theory can be
related to practice in this method.
2) Role playing: It is defined as a method of human interaction that involves realistic behavior
in imaginary situations. This method of training involves action doing and practice. The
participants play the role of certain characters, such as the production manager, mechanical
engineer, superintendents, maintenance engineers, quality control inspectors, foreman,
workers and the like. This method is mostly used for developing interpersonal interactions
and relations.
There are mainly two types of methods by which managers can acquire the knowledge,
skills and attitude and make themselves competent managers. One is through formal training and
the other is through on the job experience.

On the job training is of utmost important as the real learning takes place. Only when the
learner uses what he has learnt. The saying “an ounce of practice is worth tons of theory”, is true,
whoever said it. But it should also be remembered that class room training are pedagogical
technique having also got their own importance in gaining new knowledge, learning new
techniques and brooder concepts. The following some of the important on the job and off the job
technique of management development.

HUMAN RESOURCE DEVELOPMENT:

The training is not only in the limits of matter but also his duties, right, discipline and all
related matter of industry. The training is necessary to an employee for his good performance in
his work. The training helps an employee in developing his work ability as well as high
productivity. The main aim of an industry is to get more profits along with the public service.
The profits will come only when the employees of the organization are skilled and efficient. The
efficiency of the employee is come upon their training and which they have received from their
management.

‘Development’ is also a related process. It helps to improve their personality also.

50
 “Braining a person for a bigger and higher job is ‘development’.

Development is also a related process. It helps to improve their personality also. Training
a person for a bigger and higher job is ‘development’. Development is an effort to provide
employees with the abilities the organization will need in the future. Development is concerned
with work force’s skills and versatility. Development tends to focus on long-term requirements.
The goal of the development phase of training is to design the training environment necessary to
achieve the objectives.Development is an education process as it tries to enhance one’s ability to
understand and interpret knowledge in a useful way. Development is different from training in
that it is often the result of experience that comes with it. Executive development focuses more
on the manager’s personnel growth. It is further oriented and more concerned with education than
employee training.

DEFINITION:

Executive or management development is a planned, systematic and continuous process

learned and growth by which managers develop their conceptual and analytical abilities to
manage.

IMPORTANCE:

Executive development has become indispensable to modern organization in view of the

following reasons:

1) For any business, executive development is an invaluable invest in the long run, it
helps managers to acquire knowledge, skills, abilities required to grapple with complex changes
in environment, technical, and process quite successfully.

2) Development efforts help executives to realize their own career goals and aspirations in
a planned way.

3) Executive can show superiors performance on the job.

51
 4) Executive development programme helps managers to board their outlook into various
problems, examine the consequences carefully.

5) The special course projects, committee assignments, job rotation and other exercises
helps managers to have a feel of how to discharge their duties without rubbing people the wrong
way.

Steps in the organization of a management development:

• Analysis of organizational development needs.

• Appraisal of present management talents.

• Innovators of management man power.

• Planning of individual development programme.

• Establishment of development programme.

• Evaluation of result.

Some other important ‘On-the-job’ and ‘Off-the-job techniques’ of

‘Management development’ is:

‘On-the-job’ techniques: -

(i) Under Study

(ii) Multiple Management

‘Off the-job’ techniques:-

(i) The case study

(ii) Incident method
(iii) In basket method
(iv) Business game

52
 (v) Sensitivity training
(vi) Simulation
(vii) Grid training

On-the-job techniques:

(i) Under Study: - The organization is supplied by a person with as much

competence as the superior to fill his post which may fall vacant because of
promotion, retirement or transfer. The person who is ‘under study’ is chosen by
the department or its’ head. He will be taught what all, his job involves and gives
him a feel of what his job is. He learns the decision-making as he is being
involved in the discussion of daily operating problems as well as long-term
problems. I le will also be taught about the leadership skills as he is assigned the
task of supervising two or three people of the department.
(ii) Multiple-Management: - Multiple-Management is a system in which permanent
advisory committees of managers study problems of the company and makes
recommendations to higher management. It is also called junior-board of
executives system. These committees discuss the actual problems and different
alternative solutions after which the decisions are taken.

This technique has some advantages over other techniques. They are:

• Members have the opportunity to acquire the knowledge of various aspects of business,
and also to participate in the group-interaction so that they can gain the practical
experience of group decision-making.
• It is relatively inexpensive and it helps to identify the members who have the skills and
capabilities of an effective manager.
• Considerable number of executives can be developed in a short span of time.

Off-the-job techniques:

(i) The Case Study: - The trainees are given cases based on the actual business situations
that happened in various organizations for discussing and deciding upon the case. Then

53
 they are asked to identify the apparent and hidden problems for which they have to
suggest solutions. The situation is generally described in a comprehensive manner and the
trainee has to distinguish the significant facts from the insignificant, analyze the facts,
identify the different alternative solutions, select and suggest the best. This improves the
participant’s decision-making skills by sharpening their analytical and judging abilities.
(ii) Incident method: - This method was developed by Paul Pigors. It aims to develop the
trainee in the areas of intellectual ability, practical judgment and social awareness. Under
this method, each employee developed in a group process. Here, the training group is
asked to study the incident happened in different organizations to make short-term
decisions in the role of a person who has to cope with the incident in the actual situation.
Later, the group studies, and discusses the incident and take decisions relating to incident,
based on the group interaction and decisions taken by each member. This is similar to a
combination of case method and in-basket method.
(iii) In Basket Method: - The trainees are first given back ground information about a
simulated company, its products, key- personnel, various memoranda, requests and all
data pertaining to the firm. The trainee has to understand all this, makes notes, delegate
tasks and prepare memos within a specified amount of time. The abilities that can be
developed are: -

(i) Situational judgments

(ii) Social sensitivity in exhibiting courtesy, scheduling meetings etc.,
(iii) Willingness to make decisions and take action.

This method is inexpensive and can be organized easily. Team cooperation can
fostered and departmental conflicts softened down and/or eliminated. Managers get a
better appreciation of other functional areas as they mix with managers from different
functional areas. The only demerit is it sometimes discourages originality for teams have
to adopt themselves to rigid situations.

(iv) Business games: - In this method, the trainees are arrive at decisions concerning such
subjects as production, pricing, research, expenditure, advertising etc., assuming itself to

54
 be the management of a simulated Finn. The other teams assume themselves as
competitors and react to the decision. This immediate feedback helps to know the relative
performance of each team. The team’s cooperative decision promotes greater interaction
among participants and gives them the experience in cooperative group processes.

All this develops organizational ability, quickness of thinking, leadership qualities

and the ability to adopt under stress.

(v) Sensitivity training: - “This method was originally developed by Kurt Lewin and
popularized by the National Training laboratories, U.S.A. under Leland Bradford. It is
known by several names such as ‘T-Group training’. ‘Action training’, ‘Group dynamics’,
‘Confrontation Groups’, ‘Encounter Sessions and so forth. ‘Roif Lynton’ conducted the
first T-Group in India in 1957 for youth leaders under the aegis of Aloka foundation
(Sinha. 1985). This gained prominence and it conducted programs for youth leaders,
practicing managers, priests and community leaders in different settings like colleges,
churches, hospitals and development institutes.

The main objective of sensitivity training is the “Development of awareness of and

sensitivity of behavioral patterns of one self and others. This development results in the

1. Increased openness with others.

2. Greater concern for others Increased tolerance for individual differences.
3. Less ethnic prejudice
4. Understanding of group processes
5. Enhanced listening skills
6. Increased trust and support.

In this training, the role played by the trainee is not as in role play. It is a
laboratory situation where one gets a chance to know more about himself and the impact
of his behavior on others. It develops the managerial sensitivity, trust and respect for
others. The only limitation is that, it exacts a huge emotional cost from the manager.

55
(vi) Simulation: - Under this technique, the situation is duplicated in such a way that it carries
a closer resemblance to the actual job situation. The trainee experiences a feeling that he
is actually, encountering all those conditions. Then he is asked to assume a particular role
in the circumstances and solve the problems by making a decision. He is immediately
given a feedback of his performance.

The only limitation is that it is very difficult to duplicate the situation to make the
trainee feel the pressures and realities of actual decision making. As and when the trainee
notices that the situation is an artificial one, it prevents him from experiencing the real job
situation.

(vii) Managerial Grid: - It is a six phase programme lasting from three to five rears. It starts
with upgrading managerial skills, continues to group improvement: improves inter group
relations, goes into corporate planning, develops implementation method and ends with
an evaluation phase. The grid -represents several possible leadership stoles. Each stole
represents a different combination of two basic orientations concern for people and
concern for production.

Electronic Training Methods:

Computerized and Internet-based tools have revolutionized the training process. Specific
methods here include computer-based training, electronic performance support systems, and
learning portals.

PURPOSE: Identify and

specify the following functions of Human Resource Development and Training in conformance
with the requirements and to ensure that the same are carried out under controlled conditions.

➢ Preparation of Annual Plan for Human Resource Development Training Programs as

identified by the Heads of the Departments and indicated through the confidential reports
of the employees.
➢ As per the Training Plan, Preparation of Annual Budget or case to case budget approvals
for conducting Training Programs.

56
➢ To ensure that all personnel are suitably trained to meet the skills required for the Quality
related functions entrusted to them.
➢ To organize work related training programs for all employees performing activities
effecting quality.
➢ In association with Manager (NDE) Human Resource Development and Training Institute
plans to organize the Training of all personnel carrying out Non-Destructive Examination
in accordance with NDE Written Practice No.07022 on recommendations of head quality.
➢ In association with Manager (NDE) and Radiation Safety Officer (RSO) Human Resource
Development and Training plans to organize training programs to personnel working with
radiation source for acquiring qualification as per the statutory regulations of BARC.
➢ To conduct Statutory Training Programs for Graduates, Diploma and Trade Apprentices
as per Procedure No.14003.
➢ Conduct Training Programs for Executive Trainees and check their suitability for
absorption as Executives in the Organization as per Procedure No.14002.

In the case of special requirement, the Executive Trainees shall be directly allotted to
concerned DIVISIONAL / DEPARTMENT Heads for on the job training without the
above training programme as required by Procedure No.14002, with the consent of
DIVISIONAL HEAD (HRD) or they will be trained in various Departments and
thereafter will be given on the job training depending on the need at a given time.

➢ Impart Training to Welder Apprentices / Welders to acquire Qualification in new skills to

work on the jobs in various positions in association with Welding Technology –
Procedure No.19005.
➢ To increase and update the employees ability to enable them to understand their
environment and the value of their contribution to the total product of the Organization.
Thus, generating the sense of participation to expose the employees to the latest trends in
technological advancement of the Nation.
➢ To replace the traditional, non-productive ideas from their minds with the scientific
approach and outlook.

57
 ➢ To make them better employees in line with their experience and thereby fit for higher
responsibilities.
➢
SCOPE:

The system covers the Procedure to be followed to plan and carry out various functions of
the Human Resource Development and Training Institute.

RESPONSIBILITY:

Manager (HRD) and his designee shall be responsible for the compliance of all the above
functions with the procedures.

Manager (HRD) authorize the personnel responsible to carry out and approve the
functions, from time to time, as given in Annexure – I & V

PROCEDURE:

GENERAL:

The following Three groups shall perform planning

and execution of the various functions of Human Resource Development Training Institute.

a. Human Resource Development and Training Group

b. Statutory Training Group

c. Office Management and Documentation Group

HUMAN RESOURCE DEVELOPMENT AND TRAINING GROUP:

➢ THE Human Resource Development and Training Group carry out preparation and

approval of Annual Human Resource Development Plan as per the Procedure No.

14001

58
 ➢ They conduct development training programs by inviting Internal, Local External and

External Faculties in line with the expectations of the Organization.

➢ They update the participant’s records group wise.

STATUTORY TRAINING GROUP:

➢ Statutory Training Group shall organize On the Job Training to the Apprentices as per

the guide lines given by the Government, from time to time.

➢ Related Instruction Training Classes are conducted to Trade Apprentices.

➢ Skill Development Training Programs are conducted to upgrade the skill and

knowledge of the employees.

OFFICE MANAGEMENT AND DOCUMENTATION GROUP:

➢ Office Management and Documentation Group shall take care of maintenance of the records

of participants.

➢ They maintain the records of trainees and they shall coordinate issue of Certificates and

maintenance of the records of trainees.

➢ Maintenance and submission of Statistical data about Trainees and Training Programs to

B.Y.N.L and also Government concerned through Human Resource Division.

➢ A Master copy of Human Resource Development Training Institute Procedure is retained by

Head of the Human Resource Development and Training Department.

➢ Records of Training are retained permanently as far as Development Programs are concerned.

Statutory records will be maintained for Five years, and then will be destroyed.

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PURPOSE:

As per the recommendations of the Heads of the Departments and also through self- appraisal,

HRD selects the Programs and estimates the expenditure for the selected programs and puts up the

Proposal for the approval of the Management. Based on the Managements recommendations,

corrections will be made to the plan and accordingly the total Annual Budget expenditure will be

approved by the Managing Director. As per the Annual Plan, individual proposals for each

programme, with the expected expenditure both for In-house and Outstation will be submitted for

approval of Managing Director as and when required. As per the plan HRD has to conduct

programs for BHPV employees i.e. Workmen / Staff Supervisors and Executives to upgrade their

skills and knowledge and also to maintain quality in their line of work

WORKMEN / STAFF:

Skilled personnel in different technical disciplines, engaged in production and products,

namely, Fitters, Welders, Machine Operators, Electricians and Staff etc., are exposed periodically
for training to upgrade their existing technical skills and job knowledge and also to maintain
quality of the work, in their respective areas of work. For this purpose, refresher Courses are
organized to acquaint the workmen with latest techniques / developments. Training Programs are
conducted with Internal / Local External and External Faculties. In addition, employees are
sponsored for specialized courses for Outstation training programs as per the recommendations of
the Head of Departments. The following are some of the Internal Training Programs.

➢ WELDERS:

Refresher Courses for Welders are planned not only to upgrade their existing skills and
knowledge, but also to maintain quality in Work, and also to enable them to acquire required
qualifications in Welding, as per Procedure No. 19005. Besides Refresher Courses, they are also
sponsored to Outstation Programs as per Company’s requirements.

60
 ➢ MACHINE OPERATORS:

Refresher Courses are planned for Machine Operators to upgrade their skills and
knowledge and to maintain the quality of Work, in consultation with concerned Section Heads.
They are also sponsored to Outstation Programs from time to time.

➢ ELECTRICIANS:

To upgrade the skills, and knowledge, and also to maintain quality, perfection in electrical
maintenance of equipment / installations. Refresher Courses for Electricians re planned in
consultation with concerned Section Heads. They are also sponsored to Outstation Programs
from time to time as and when required

STAFF:

To upgrade the skills and knowledge of Office Management and to produce quality in
Typing, etc. Refresher Courses are conducted for Staff, with internal faculty. Depending on
special requirement, Staff members are sponsored to Outstation Programs also on the
recommendations of the concerned Heads of Departments.

SUPERVISORS: Supervisory post is a threshold post for executive cadre. In view of their

critical position the supervisors are given training not only in their field of specialization but also

in man management skills and also for courses such as ‘Personnel for Non-Personnel’, utilizing

the Services of internal and external faculties with a view to acquaint themselves with the

knowledge of work of other Departments and to have a meaningful dialogue on matters in their

area of work.

EXECUTIVES:

In BHPV there are No. of Departments right from Commercial to Production, External
Services and Transportation. To upgrade their skills and knowledge not only job related course

61
but also those involving interaction with other departments, the Executive Development
Programs are planned to conduct in the areas, covering on Negotiation Skills, Taxation, CAD
Stress Management, Development of Managerial Skills etc. with the assistance from Local
External and also inviting External Faculties from Outstation.

SCOPE:

The Annual Plan is prepared by Manager (HRD) with a view to provide Instructional and
Practical Training as per Company’s requirements as identified by the Heads of the Departments,
through performance appraisal, self-appraisal and also statutory requirements such as Safety and
Health and the same will be reviewed and approved by AGM (HR) and also Divisional Heads.

RESPONSIBILITY:

Manager (HRD) of his designee is responsible for ensuring of all the above functions. He
allots duties to other Officers / Staff as may be necessary from time to time. ANNEXURE – I

PROCEDURE:

GENERAL:

Human Resource Development Training group under the guidance of Manger (HRD)
prepares Training Programs based on the recommendations of the heads of the departments
through performance appraisal, self-appraisal as per Company’s requirements. And the
Customer Training Programs are arranged as required for operation and maintenance of
Equipment / Systems on controlled basis. The adequacy of Training Programs are taken care by
considering the Company’s requirements and schedule the training programs in a particular year
and organized the same over a period of 3 years, depending upon the feed-back of the participants
of a programme. Recommendations of respective heads of the departments are taken in to
account while selecting the candidates for the programs in that particular year. In addition to the
planned programs special training programs are be conducted basing on the needs of the

62
organization and recommended by the respective Heads of the Departments. The training
programs broadly categorized as follows:

1. GENERAL MANAGEMENT PROGRAMS

2. BEHAVIOURAL SCIENCE PROGRAMS

3. SKILLS AND TECHNIQUE ORIENTED PROGRAMS

4. FUNCTIONAL MANAGEMENT PROGRAMS

5. TECHNICAL PROGRAMS

6. OTHER PROGRAMS

7. EVENING COURSES

8. CUSTOMER TRAINING PROGRAMS

➢ GENERAL MANAGEMENT PROGRAMMS:

Executive with potential for growth are exposed to job related, Human Resource
Management, Customer Relations, and Public Relations, to enable them to Develop
Managerial Skills, Skills for Crisis management, Planning, Organizing and Inter-
personnel Relationship Skills and Performance Skills.

➢ BEHAVIOURAL SCIENCE ORIENTED PROGRAMS:

Personnel with potential growth are exposed to Behavioral Science Oriented Programs to
enable them to develop Personal growth and to build up morale and motivation and to
improve Productivity and Work Environment.

➢ SKILLS AND TECHNIQUE ORIENTED PROGRAMS:

To equip the employees with necessary skills and techniques with respect to Job Methods
Improvement, Work Improvement, Productivity Improvement, Cost Reduction and NDE
Programs. The effectiveness of these Skill and Technique oriented Programs will be

63
 measured based on the data collected from the Department Heads, using questionnaire
(Exhibit No. I).

➢ EVALUATION:

Weighted ratings have been given for each criteria (Exhibit No. II) of the questionnaire.
After Data collection average of the total weighted marks for the specific training
programme is arrived. If the average is above 50% it is presumed that the training
programme is effect

➢ FUNCTIONAL MANAGEMENT PROGRAMME:

To equip the employees with necessary skills in their functional areas, such as Site
Management, Contracts Management, Materials Management, Finance management,
Quality Management, Human Resource Management, Engineering and Production
aspects.

➢ TECHNICAL PROGRAMS:

To create Awareness in the minds of the employees in the fields of Instrumentation, Cable
Selection, Selection of materials, Code Comparison, Application of CAD, Quality
Improvement, Latest Trends in Welding Technology are planned.

➢ OTHER PROGRAMS:

To fulfill the statutory obligation and to create Awareness in the minds of our employees,
Programs like Safety and Health Awareness are planned to organize.

➢ EVENING COURSES:

Application of Personal Computer programs are planned to organize for the benefit of our
employees and also this facility is being extended to the dependents of the employees.

➢ CUSTOMER TRAINING PROGRAMS:

Customer Training Programmers shall be organized as required for Operations and

maintenance of equipment and Systems on controlled basis, in the fields of Engineering,
Production and Welding

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REFERENCE:

Procedure No. 19005 – Qualification, Documentation and maintenance of

Welder/Welding Operator’s Records.

RECORDS:

Training needs indicated by Heads of Departments year wise will be kept with Manager
(HRD). Records of Annual Plan, recommendations of Heads of Departments will be kept with
Manager (HRD) for 3 years, list of participants trained category wise i.e. Workmen/Staff,
Supervisors and Executives shall be entered in BIO – DATA FORMS and kept with manager
(HRD) permanently.

PURPOSE:

➢ The Executive Trainees scheme seeks to induct promising fresh engineers selected on all
India bases as part of company’s policy to build and develop a professional cadre of
managers for present and future needs of the company. In line with the policy as and
when Executive Trainees are recruited by the Company, Personnel Development will
inform Head (Training) about their Recruitment and necessary training to be imparted to
them.
➢ The Executive Trainees Training Scheme is prepared with a view to groom the recruited
trainees.
i) To apply their theoretical knowledge in practical situations.

ii) To acquire knowledge in various fields of work.

iii) To acquire knowledge and skill in specific areas of work, which they are going to
take up after training.
iv) To learn basic management concepts and techniques.
v) To become aware of their role as an executive of the company

65
 ➢ Since they are future Executives of the company, hence no provision has been made in the
Annual Budget of HRD & Training Institute. However, to meet the incidental
expenditure from time to time, HRD & Training will raise proposals for necessary
financial sanction
SCOPE:

The procedure lays down the detailed scheme for imparting training to executive Trainees.

METHODOLOGY:

Training shall be imparted for duration of 1 year under different phases as indicated here
below. However, the duration of each Phase will be decided by Head (Training) in consultation
with Divisional Heads.

PHASE – I:

3.2 Entry and Orientation for a period of 10 weeks in Phase – I of the Training Scheme
during which period, the Executive Trainees will be rotated batch wise in different
departments of the Organization so as to get the complete details of the History, Growth
and Profile, Business Strategies, Corporate Governance etc., During this Phase, each
trainee has to prepare a report and present the same at HRD & TI and exchange their
experiences, with Head (Training) and Head (HRD).

3.3 The trainees will be sent for Local Industrial Visit and to Erection sites in order to gain
first-hand knowledge of the Problems faced by the personnel working at erection sites.
During this Industrial visit, the Trainees will know the factual information on Erection
and Commissioning of various jobs undertaken by BHPV.

3.4 The performance of the Executive Trainees will be assessed by a Committee

Constituted by the competent Authority after 10 weeks. Entry Orientation and Adaptation
training Programmed and will be placed in the departments under the functional control of the
Concerned Divisional Heads. In this adaptation training, different divisional heads and HRD will
assess the preliminary attitudes of the trainees which will help in final placement. The trainees

66
will also be exposed to Lectures by functional heads and to Lectures on behavioral science
subjects by noted Guest faculties. The topics of Lectures are shown in Annexure – I

PHASE – II:

On – the - job Training:

During this Phase of training, the executive trainees are posted for on-the-job training
with full responsibility of a first line executive under the functional control of the
concerned Divisional Heads.

The concerned Divisional Heads review the performance of the trainees once in a month.

The trainees maintain a work dairy and submit a report at the end of this training,
indicating their learning as also the deficiencies / drawbacks in the working systems as
perceived by them and suggesting ways & means for improvement.

Counseling & Absorption:

By now, the induction training of the executive trainees gets completed and they are
interviewed by an evaluation committee constituted for considering absorption of the
trainees.

The committee assesses the trainees on the basis of their performance throughout the
training period and decides their placement on the basis of their aptitude and performance.

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 BHARAT HEAVY ELECTRICALS LIMITED
HUMAN RESOURCE DIVISION
HRD & TRAINING CENTRE
TRAINING PLAN IN 2014-15

S.NO PROGRAM DESCRIPTION

1. Security & Fire Safety awareness(for workers)

Awareness on Prevention of Sexual Harassment at workplace (for Women

2.
employees)

3. Awareness on Prevention of Sexual Harassment at workplace (for Executives)

4. Refresher Course for Welders

5. Awareness on Prevention of Sexual Harassment at workplace (for Supervisors)

6. Training on Certified Supplier Evaluator Level-1(for Executives)

7. Material Handling, Safety in Slinging and Crane Operation (for Workers)

8. First Aid Training (for Workers and Supervisors)

9. Health Management: Fitness after 40 years (for Workers and supervisors)

10. Vigilance Awareness (for Executives and supervisors)

11. Work Life Balance for Employees (for Workers)

12. Awareness on Prevention of Sexual Harassment at workplace (for Workers)

13. Knowledge of e-Procurement and Reverse Auction (for Executives)

14. Cost Consciousness and Commitment to Quality (for Executives)

15. Security & Fire Safety awareness(for Supervisors)

16 Security & Fire Safety awareness(for Executives)

17. Programme for Design Personnel

18. Knowledge of Material Management Systems (for Executives)

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19. Supervisory Development Programme

20. Executive Development Programme and Electrical Safety (for Workers)

Out Station Training Programs For Executives

S. NO TOPICS

1. Risk Management

2. VAT &CST – Key implications

3. Sexual Harassment of women at work- place

4. Sustainable Industry Institute Interaction in changing Global Environment

5. CAD Worx & Analysis University (CAU) Express event-Chennai

6. Program for lateral recruit viz “sanam”

7. Strategic Management Program

8. Workshop on Demystifying CSR Rules

9. Certified Internal Information Security Auditor (CIISA) ,STQ at EDN

,Bangalore

10. Local site visit to HNPCL, Vizag to get exposure to site activities of Power Boiler

11. Annual South Zone conference at Vizag

12. Workshop for BHEL Vigilance Officers

13. IIIE National Convention at RINL/Vizag Steel Plant, Vizag

14. Contract Labour Management and other Labour Laws

15. 48th Annual CME-2014 in Obstetrics and Gynecolony, Vizag

69
16. Conference on “Winds of change Towards Industrial Progress “at Rajahmundry

17. Certified Information Security Professional(CISP),BHEL,RC Puram

18. Workshop for SC/ST/OBC Association & Liasion Officers at Bhopal

19. Conference on “Professional Engineers: Challenges in Disaster Management” at

Gitam University, Visakhapatnam

20. Public Relations Society of India,36th All India Public Relations Conference

21. Recent Issues in Labour Laws & Best HR Practices

22. Java Applications Development, Corporate R&D, Hyderabad

23. Enhancing people Skills for becoming Effective HR Division, HRDI, New- Delhi

24. Training of Trainers Programme for Winning Together, HRDI, NOIDA

IN-STATION PROGRAM FOR EMPLOYEES

PURPOSE:

1. To ensure a steady flow of skilled workers in different trades, to cater to the needs
of the Industries.
2. To educate youth by equipping them for suitable jobs in the industries.
3. To impart training to the Graduates and Technician Apprentices to make them
suitable for regular employment.
4. To impart Full Term Apprentice training for the dependent children of our
employees.

SCOPE:

Statutory Training scheme was introduced in the year 1961 for Craftsmen, who are
trained in Industrial Training Institute to undergo Apprenticed Training in Industries. In addition
to this, training is imparted to our employee’s dependent children as Full Term Apprentices. As

70
per the Amendment Act 1973 Graduates, Technician Diploma holders are also brought under this
scheme. In addition to this, Vocational are also being trained.

HRD & Training shall not have regular expenditure on Statutory Trainees, however to
meet the incidental expenditure HRD & Training shall put up the proposal for necessary financial
sanction.

RESPONSIBILITY:

Manager (HRD) shall be responsible for various training activities of this procedure

PROCEDURE:

GENERAL:

Training group shall impart training which consists of Institutional Training. On the job
Training, Related Instruction Classes, Class Room Lectures and Related Theory Classes to the
Statutory Trainees as per the guidelines of Act 1961 and 1973, under the guidance of Dy. General
Manager (HR), Dy. Manager (HRDC) shall be responsible for implementation of this as shown in
Annexure –I, II & III. These Training Programs broadly come into the following Group

1. TRADE APPRENTICE (Full Term & Short Term Apprn.)

2. GRADUATE APPRENTICE
3. TECHNICIAN APPRENTICE (DIPLOMA & SANDWICH)
4. TECHNICIAN APPRENTICE (DCCP)
5. VOCATIONAL TRAINING
The Organization Structure is illustrated in Annexure – II & III

TRADE APPRENTICE:

As indicated above Trade Apprentices are of two categories one is Short Term Apprentice

(e.g. Ex-ITI’S) and Full Term Apprentice (i.e. dependent Children of employees).

➢ SHORT TERM APPRENTICE:

71
 Individuals, who passed National Trade Certificate in Industrial Training Institute ( I.T.I )
will be sponsored by Principal / Assistant Apprenticeship Advisor against requisition
from Personnel department of BHPV to them. After getting the names, the applications
are being scrutinized by Personnel department and with reference to no. of vacancies, the
candidates are called for Interview, required examination will be conducted in Human
Resource Development and Training Institute, trade wise for 50 marks.

For the remaining 50 marks their suitability will be assessed with reference to their
performance in NCVT examination and viva-voce. The marks obtained by the candidate
in NCVT examination will be proportionately reduced to a maximum of 30 marks.
Performance at the viva-voce will be assessed upto a maximum of 20 marks. Selected
Candidates will be placed in the order of merit, as recommended by the Selection
committee constituted by the Management. Reservations are observed for SC, ST and PH
as applicable.

➢ FULL TERM APPRENTICE:

Notification will be issued by Manager Personnel by inviting applications from the

dependents (Son’s Daughters and Deceased Employee’s Wives/Children). As per the
seniority of our employees, eligibility criteria for attending to the interview will be fixed.
A selection committee will constituted by Management to conduct Interview. Human
Resource Development Training Institute will conduct the required examination for 50
marks. For the remaining 50 marks their suitability will be assessed with reference to
their performance in S.S.C examination and viva-voce. The marks obtained by the
candidates in S.S.C examination will be proportionately reduced to a maximum of 30
marks. Performance at the viva-voce will be assessed up to a maximum of 20 marks.
Selected Candidates will be placed in the order of merit, as recommended by the Selection
Committee constituted by the Management. Reservations are observed for SC, ST and
PH as applicable from time to time.

Necessary honorarium for the Faculty of R.I Classes is initially borne by BHPV, which is
subsequently reimbursed by the Government; HRD & Training obtains the sanctions from
BHPV by raising the proposal to this effect.

72
GRADUATE APPRENTICE:

Internal Notification will be issued for calling applications to apply for Graduate
Apprentice. As per the notification received applications will be scrutinized by Manager
(Personnel). A committee will be constituted by Management to conduct written test/viva.
Written Test will be conducted for 50 marks.

For the remaining 50 marks their suitability will be assessed with reference to their performance
in Graduation and viva-voce. The marks obtained by the candidates in graduation will be
proportionately reduced to a maximum of 30 marks. Performance at the viva-voice will be
assessed up to a maximum of 20 marks. Selected candidates will be placed in the order of merit
as recommended by Selection Committee. Due reservations are observed for SC, ST and PH as
per the rules of Govt. of India from time to time.

TECHNICIAN APPRENTICE:

Technician Apprentices are of two types.

1. TECHNICIAN ( DIPLOMA ) APPRENTICE

2. TECHNICIAN (SANDWICH) APPRENTICE

TECHNICIAN (DIPLOMA) APPRENTICE:

Internal notification will be issued for calling applications for training as Technician
(Diploma) Apprentice. As per the notification, applications will be received and scrutinized by
Manager (Personnel). A committee will be constituted by Management to conduct written
test/viva-voce. Written Test will be conducted for 50 marks. For the remaining 50 marks their
suitability will be assessed with reference to their performance in Diploma and Viva-voce. The
marks obtained by the candidates in Diploma will be proportionately reduced to a maximum of

73
30 marks. Performance at the viva-voce will be assessed up to a maximum of 20 marks.
Selected Candidates will be placed in the order of merit as recommended by Selection
Committee. Due reservations are observed for SC, ST and PH as per the rules of Govt. of India
from time to time.

TECHNICIAN (SANDWICH) APPRENTICE:

Regional Director and Apprenticeship Advisor, Southern Region, Madras will sponsor
Sandwich Trainees in Mechanical, Metallurgy and Chemical and Post Diploma in Welding,
Computers, Machine Tool Maintenance. per their recommendations, maximum no. of 30
apprentices are taken from various disciplines as given above.

TECHNICIAN (DCCP) APPRENTICE:

After passing Diploma in Commercial and Computer Practice (DCCP), the name will be
sponsored by Principal / Assistant Apprenticeship Advisor based on the requisition from
Personnel Department of BHPV. After getting the names the applications are scrutinized by
Personnel Department and the short listed will be called for interview. They are assessed by a
duly constituted committee through Written Test/Viva-voce. Written Test will be conducted for
50 marks. For the remaining 50 marks their suitability will be assessed with reference to their
performance in DCCP examination and viva-voce. The marks obtained by the candidates in
DCCP examination will be proportionately reduced to a maximum of 30 marks. Performance at
the viva- voce will be assessed up to a maximum of 20 marks. Selected Candidates will be
placed in the order of merit as recommended by the Selection Committee. Due reservations are
observed for SC, ST and PH as per the rules of Government of India from time to time.

VOCATIONAL TRAINING:

After passing Intermediate Vocational i.e. Office Assistant, Accountancy and Taxation,
Lab Assistants, Nursing etc. the names will be sponsored by Principal / Assistant Apprenticeship
Advisor against requisition from Personnel Department of BHPV to them. After getting the
names, the applications are being scrutinized by Personnel Department and the applicants will be
called for Interview.

74
 A committee will be constituted by Management to conduct Written Test / Viva. Written
Test will be conducted for 50 marks. For the remaining 50 marks their suitability will be
assessed with reference to their performance in Intermediate Vocational Examination and viva-
voce. The marks obtained by the candidates in Intermediate Vocational “Examination will be
proportionately reduced to a maximum of 30 marks. Performance at the viva-voce will be
assessed up to a maximum of 20 marks. Selected Candidates will be placed in the order of merit
as recommended by the selection committee. Reservations are observed for SC, ST and PH as
applicable from time to time

OFFICE ADMINISTRATION:

HRD&TI office is maintaining and following all the above procedures and statistical data in files
/ registers in an well-organized system, so that anybody can locate and get the information at any
point of time

75
 CHAPTER 4

EMPLOYEE OPINION ON TRAINING AND DEVELOPMENT

76
 1) Is the duration of training programmed is sufficient?

Content Rate Response % of Response

Sufficient 22 22%

Insufficient 20 20%

To be increased 58 58%

Total 100 100%

Duration of Training Program

22

Sufficient
insufficient
58 To be increased
20

INTERPRETATION:

From the above table 22% of employees feel that the training is sufficient, 20% of employees feel
that it is in sufficient and 58% of employees expect that training programs has to be increased.
Most of the employees feel that the training programs duration has to be increased to increase the
efficiency of employees, reduce supervision, the amount of wastage and will also help new
employees in the organization for betterment of labor- management relations, lower the employee
turnover, increase job satisfaction and morale and higher capacity for adoption of new methods
and technology.

77
 2) Will you agree the training programmed is based on performance appraisal?

Content Rate of response % of response

Agree 26 26%

Dis agree 26 26%

Can’t say 48 48%

Total 100 100%

Based on Performance Apraisal

26

Agree
48
Dis agree
Cant say

26

INTERPRETATION:

From the above table 26% of employees have agreed that training programs are based on
performance appraisal, 26% of employees disagree and 48% of employees did not know the
reason. Most of the employees consider that training programs will increase productivity and
performance appraisal adds for betterment. It will help them to improve in their framework of
performing their job duties and tasks

78
3) Method of training programmer would you prefer?

Content Rate of response % of response

On-the –job 46 46%

Off-the-job 54 54%

Total 100 100%

60

50

40

30 Rate of response
% of response

20

10

0
On-the –job Off-the-job

INTERPRETATION:

From the above table 46% of employees prefer On-the-job training while, 54% of employees
prefer Off-the-job. The employee’s preferred off- the- job training method because it is more like
classroom teaching, time saving, highly economical and increases employee productivity. The
employee who has chosen on-the –job training likes real time practice and simplicity, considering
the workplace is the learning centre.

79
 4) Methods in On-the-job?

Content Rate of response % of response

Job rotation 24 24%

Coaching 34 34%

Job instruction 22 22%

Committee assignments 20 20%

Total 100 100%

Methods in On-The-Job
80
70
60
50 Content
persentage

40 34 Rate of
response
30 24 22 20
20
10
0 24% 0 34% 0 22% 0 20%
0
1 2 3 4 5 6
conteats

INTERPRETATION:

From above table 24% of employees prefers job rotation, 34% of employees are interested in
coaching, 22% of employees are interested in job instruction, 20% of employees prefer committee
assignments. Most of the employees have chosen coaching method in the on-the-job training
method. Coaching in a business environment benefits employees and improves their performance
in developing their skills and knowledge of their job and prepares employees for internal hiring.

80
 5) Methods in off-the job?

Contents Rate of response % of response

Role playing 26 26%

Lecture methods 44 44%

Discussions 12 12%

Programmed 18 18%
instruction

Total 100 100%

Methods in Off-The-Job
100
90
80
70
persentage

60 Contents
50 44 Rate of response
40 % of response
30 26
18
20 12
10
0 26% 0 44% 0 12% 0 18%
0
1 2 3 4 5 6

contents

INTERPRETATION:

From above table 26% of employees prefer role playing, 44% of employees prefer lecture
methods, 12% of employees prefer discussions, 18% of employees prefer programmed instruction.
Lecture method in off-the-job training method is chosen by many employees because it is used for
large groups and cost per trainee is low. It also saves time, permits flexibility, adaptability, and
better center over contact and sequence and less rigid space required.
81
6) Is Evaluation made in the training programme?
Contents Rate of response % of response

Yes 22 22%

No 18 18%

Don’t know 60 60%

Total 100 100%

Evaluation is Done
0

22
Contents
Yes
No
Don’t know
60 18

INTERPRETATION:

From the above table 22%of employees feel evaluation is made while18% of employees feel
evaluation is not made correct, 60% of employees are not aware of the evaluation. The
Employees who agreed on evaluation method believed in choosing an appropriate model,
determining the indicators of training effectiveness, collecting and analyzing the data.

82
7) What is you’re feeling about your superior’s behavior & relations with others?

Contents Rate of response % of response

Satisfied 84 84%

Dis satisfied 16 16%

Total 100 100%

Superiors behaviour and relations

16%

Satisfied
Dis satisfied

84%

INTERPRETATION:

From above table 84% of employees are satisfied with superiors behaviour, 16% of employees
Majority of the employees are happy of the fact that their superiors behaviour and relation with
others is good, The superiors recognize the work done by them, they are dependent on others for
guidance, they have high need for affiliation and relationships, they are team oriented and the
employees seem to highly regard and value their relationship with others.

83
 8) Are you satisfied with training & development facilities provided by the company?

Contents Rate of response % of response

Highly satisfied 32 32%

Satisfied 68 68%

Total 100 100%

Facilities Provided by the Company

32%

Highly satisfied
Satisfied

68%

INTERPRETATION:

From the above table 32% of employees are highly satisfied with the training. 68% of

employees are satisfied with the training programmed given by the company. Almost all the

employees are satisfied with the training and development facilities provided by the company.

They can be orientation training, onboarding training, technical skills training, soft skills training,

product or service, compliance training, managerial and leadership training etc.

84
 9) The programs objectives were known to you before attending it.

Options No. of Respondents % of Responses

Strongly agree 25 25%

Agree 35 35%

Neutral 15 15%

Disagree 5 5%

Strongly Disagree 20 20%

Total 100 100%

Program objectives were known to

employees before attending it

20%
25% Strongly agree
Agree
5%
Neutral

15% Disagree
Strongly Disagree
35%

INTERPRETATION
From the above table 35% of the respondents feel that the fact of knowing the training
objectives before-hand, is beneficial in addition to that 25% who agreed. But a small
population disagrees as 20% disagreed to this notion. Majority of the respondents feel that
moving the training objectives beforehand is beneficial. A small population disagrees with the
fact.

85
10) The training programme was relevant to your developmental needs.

Options No. of Respondents % of Responses

Strongly agree 30 30%

Agree 40 40%

Neutral 15 15%

Disagree 10 10%

Strongly Disagree 5 5%

Total 100 100%

Training Programs for Development Needs

5%

10% Strongly agree

30%
Agree
15%
Neutral
Disagree
Strongly Disagree
40%

INTERPRETATION
From the above table 70% of the respondents feel that the training program was in
accordance to their developmental needs. 15% respondents could not comment and 15%
felt that the programs were not with the developmental needs and therefore the
organization must ensure programs that satisfy those developmental needs for the officers.

86
11) The period of training session was sufficient for the learning.

Options No. of Respondents % of

Responses

Strongly agree 31 31%

Agree 21 21%

Neutral 21 21%

Disagree 16 16%

Strongly Disagree 11 11%

Total 100 100%

Period of Training Sessions

11%
Strongly agree
31%
16% Agree
Neutral
Disagree
21%
21% Strongly Disagree

INTERPRETATION
From the above table 52% respondents feel that the time limit of the training programs are
adequate, 25% feel that it was insufficient, 21% could not comment. All the respondents
felt that increase in time limit of the programs would be beneficial and the organization
should plan for this to implement in the nearby future. Half of the employees agreed with
the fact of a period of training session is sufficient for learning. Since, 15-30 minutes
sweet spot can be enough because shorter is always better.

87
 12) The training methods used during the training were effective for understanding
The subject.

Options No. of Respondents % of Responses

Strongly agree 20 20%

Agree 40 40%

Neutral 15 15%

Disagree 15 15%

Strongly Disagree 10 10%

Total 100 100%

Training Methods Used were Effective

10%
20%

Strongly agree
15%
Agree
Neutral
Disagree
15%
Strongly Disagree

40%

INTERPRETATION
From the above table 40% of the respondents believed that the training methods used during
the programs are helpful in understanding the subject, 25% disagree to this notion. The
organization should use better, hi-tech methods to enhance the effectiveness of the methods
that are being used during the training programs. The training was effective for
understanding the subject as technology advancement was given to the employees.

88
 13) The training sessions were exciting and a good learning experience.

Options No. of Respondents % of

Responses

Strongly agree 25 25%

Agree 40 40%

Neutral 10 10%

Disagree 15 15%

Strongly Disagree 10 10%

Total 100 100%

Good Learning Experience

10%
25% Strongly agree
15% Agree
Neutral
10% Disagree
Strongly Disagree
40%

INTERPRETATION
From the above table 65% respondents believe that the training sessions were exciting and a
good learning experience. 10% respondents could not comment on this while 25% differ in
opinion. They feel that the training sessions could have been more exciting if the sessions
had been more interactive and in line with the current practices in the market. Most of the
employees agreed with the fact of the training sessions were exciting and a good experience
because they feel fully committed to make a genuine difference during the duration of the
session, leaving all their excuses and egos out the venue, interaction and participation
among participants which help in exceeding expectation of session.

89
 14) The training aids used were helpful in improving the overall effectiveness of
the programme.
Options No. of Respondents % of Responses

Strongly agree 20 20%

Agree 25 25%

Neutral 35 35%

Disagree 15 15%

Strongly Disagree 5 5%

Total 100 100%

Overall Effectiveness of the Program

5%
Strongly agree
15% 20%
Agree
Neutral
25%
35% Disagree
Strongly Disagree

INTERPRETATION
From the above table 45% of the respondents believe that the training aids used were
helpful in improving the overall effectiveness, yet 20% disagree to this notion. 35%
respondents did not comment on the issue. Yet the total mindset of the respondents was that
the organization should use better scientific aids to enhance the presentation and acceptance
value of the training programme. Few of the employees agreed that the training aids were
helpful in improving the effectiveness of the programme since training programme allows
you to strengthen those skills that each employee need to improve. A development program
brings all employees to a higher level so they all have similar skills and knowledge. This
helps reduce any weak links within the company who rely heavily on others to complete
basic work tasks.

90
 15) The training was effective in improving on- the- job efficiency.

Options No. of Respondents % of Responses

Strongly agree 15 15%

Agree 30 30%

Neutral 20 20%

Disagree 20 20%

Strongly Disagree 15 15%

Total 100 100%

On the Job Efficiency

15% 15%
Strongly agree
Agree
20% Neutral
30% Disagree
Strongly Disagree
20%

INTERPRETATION
From the above table 45% respondents believe that the training programs increase their job
efficiency but 35% disagree to this. The view of the respondents were towards having more
technological and current topics for the training programs which could help them satisfy their
creative urge and simultaneously increase their on-the-job efficiency. Most of the employees
believed that the training was effective in improving on the job efficiency. Since, it increases
self-esteem and motivates the employee to work better. It increases the overall productivity of
an employee and also reduces employee turnover.

91
 16) In your opinion, the numbers of training programs organized during the year
were sufficient for officers of BHEL.
Options No. of Respondents % of Responses

Strongly agree 10 10%

Agree 15 15%

Neutral 25 25%

Disagree 10 10%

Strongly Disagree 40 40%

Total 100 100%

No. of Training Programs in Year are

Sufficient
10%

Strongly agree

40% 15% Agree

Neutral
Disagree
25%
Strongly Disagree

10%

INTERPRETATION
From the above table 25% respondents have the opinion that the frequency of the training
programs is sufficient but 50% of the respondents differ to this. They believe that the
number of training programs organized in a year should be increased and some in house
training programs should also be organized by the organisation regularly. Half of the
employees disagreed with the fact of the training programs organized during the year were
sufficient for officers because increase in training programs will increase the employee
motivation to work better which increase in productivity of the organization.

92
 17) The training given is useful to you.

Options No. of Respondents % of Responses

Strongly agree 47 47%

Agree 24 24%

Neutral 13 13%

Disagree 13 13%

Strongly Disagree 3 3%

Total 100 100%

Training is useful
3%

Strongly agree
13%
Agree
13% 47%
Neutral
Disagree
24% Strongly Disagree

INTERPRETATION
From the above table 71% of the respondents feel that the training programs were useful.
13% respondents could not comment on the question and 16% think that the programs were
irrelevant to their objective of being useful. The organization must ensure programs that are
useful and prove to cater to the developmental needs of the workers. Majority of the
employees agreed with the fact of the training is useful because it improves skills and
knowledge, it prepares employees for higher responsibilities, it tests the efficiency of new
performance management system, increases productivity and performance, reduced wastage
and supervision, improved organizational structure, boosted morale, improves customer
valuation, better workplace environment and improved and updated technology.

93
 18) The time limit of the training programme was sufficient.

Options No. of Respondents % of Responses

Strongly agree 18 18%

Agree 34 34%

Neutral 13 13%

Disagree 15 15%

Strongly Disagree 20 20%

Total 100 100%

Time limit OF Training Programs are Sufficient

20% 18%
Strongly agree
Agree
Neutral
15%
Disagree
34% Strongly Disagree
13%

INTERPRETATION
From the above table 42% respondents feel that the time limit of the training programme
was adequate but 35% feel that it was insufficient. Also, 13% could not comment on the
question. All the respondents felt that increase in time limit of the programs would certainly
be advantageous and the organization should take some steps in this direction. Few of the
employees feel that the training program limit can be adequate and sufficient to get used to
new roles or positions. It also dependent on the subject, the skill of the trainer and the
complexity and thoroughness of the training.

94
 19) The time limit of the training programme, if increased would make it more
effective.
Options No. of Respondents % of Responses

Strongly agree 45 45%

Agree 20 20%

Neutral 10 10%

Disagree 20 20%

Strongly Disagree 5 5%

Total 100 100%

Increase in Time Limit Of Training

5%

20% Strongly agree

Agree
45%
Neutral
10% Disagree
Strongly Disagree

20%

INTERPRETATION
From the above table 65% respondents feel that the increase in the duration of the training
programs would be beneficial but 25% differ to this opinion. Going by the majority, the
organisation should make required changes to increase the duration of the programs and
also take the opinion of the workers to have an effective training session. Maximum number
of the employees feel that increase in the duration of training program would be beneficial.
It also dependent on the subject, the skill of the trainer and the complexity and
thoroughness of the training. It also depends on multiple factors, if the employee is
experienced or not, etc.

95
 20) The number of training programs organized for employees in a year are
sufficient.
Options No. of Respondents % of Responses

Strongly agree 18 18%

Agree 15 15%

Neutral 10 10%

Disagree 37 37%

Strongly Disagree 20 20%

Total 100 100%

No. of Training Programs are Sufficient

20% 18%
Strongly agree
Agree

15% Neutral
Disagree
Strongly Disagree
37% 10%

INTERPRETATION
From the above table 33% respondents believe that the numbers of training programs
organized in a year are sufficient, but a majority of 57% disagrees to this. The organization
should ensure multiple programs for the workers and hence enable them in improving their
skills and knowledge. Most of the respondents disagreed and believe that the numbers of
training programs organized in a year are not sufficient. Because the training programs
depends on the subject, the skill of the trainer and the complexity and thoroughness of the
training. It also depends on multiple factors, if the employee is experienced or not, etc.

96
 CHAPTER 5

SUMMARY, FINDINGS, SUGGESTIONS&

CONCLUSION

97
SUMMARY:

“Training and Development” refers to the imparting of skills, abilities and knowledge to
an employee. A formal definition of Training and Development is that it is an attempt to improve
current or future employee performance by increasing an employee’s ability to perform through
learning, usually by changing the employees attitude or increasing his/her skills and knowledge.
The fundamental aim of training is to help the organization achieve its purpose by adding value
to its key resources- the people its employs. Training and Development is also referred as
employee Development, Human Resource Development and learning and Development. The
primary objective of training and development is to make a skilled and willing workforce
availability to an organization. Training and Development is one of the very important process in
any organization, companies are spending more and more into this segment, because through this
they will get perfect employees for their organization.

In this report I tried to give all the possible information about BHEL, Training and
Development, how they related with each other? How they relate with the company? What are
the possible factory with affect the whole process of Training and Development. This report also
includes various kinds of Training program which the company follows, and how those programs
will be good for the organization and employees. I also included the needs of training their
objectives and conceptual framework of training. This report also includes some training
programs which are held in BHEL of the development of employees. By doing this project I also
understood the satisfaction levels of employees who are the part of training.

FINDINGS:

❖ Good productivity and improvement in the work is due to change in the present
generation training which finally results in the development of the organization
productivity through satisfying the customer.
❖ The organization mostly use on-the-job training method because it is more like classroom
teaching and time saving.
❖ The Employees doesn’t consider training as the only tool for their performance appraisal.
❖ The employees are satisfied with the training and development in the organisation.

98
 ❖ Effective planning and its implementation are very important for the growth of the
company.
❖ The infrastructure of the company is in a place where it satisfies economically,
biologically, technologically and eco-friendly as well.
❖ The company is supported by its satisfied manpower and it is one of the secrets of its
growth.
❖ Training is considered as a positive step towards augmentation of the knowledge base by
the respondents.
❖ The objectives of the training programs were broadly known to the respondents prior to
attending them.
❖ the training programs were adequately designed to cater to the developmental needs of the
respondents.
❖ Some of the respondents suggested that the time period of the training programs were less
and thus needed to be increased.
❖ Some of the respondents also suggested that use of the latest training methods will
enhance the effectiveness of the training programmes.
❖ Some respondents believe that the training sessions could be made more exciting if the
sessions have been more interactive and in line with the current practices in the market.
❖ The training aids used were helpful in improving the overall effectiveness of the training
programmes.
❖ The training programmes were able to improve on-the-job efficiency.
❖ Some respondents also recommended that the number of training programmes be
increased.

SUGGESTIONS:
The training program carried out at BHEL. Ltd is very much effective for the employees
who will make them more jobs specialized and also at the same time make them more versatile.
So the training and development program at levels among employees is very well planned and
very properly carried out, step by step. Still every program has certain defects or certain lope
holes which can be over-come by the following suggestions, they are as follows;-

99
 • Proper awareness about the training and development system at BHEL. Ltd. should be
given to the employees. They need to analyze what they exactly need to enhance their
professional life

• Focus should be put on making the employees familiar with the advanced technology and
training and development system of BHEL. ltd. should be proper relevance between the
training provided and the need as per the profession of the employees

• T & D should be as accordance of the employees need that will simplify the work and
make them more productive. Satisfaction is also very essential as they should learn things
that will help them in future in their job

• The training needs should be properly identified, what employees need and then
implement them systematically.

• The organization may utilize both subjective and objective approach for the training
programs.

• The organization may consider deputing each employee to attend at least one training
program each year.

• The In-house training programs will be beneficial to the organization as well as

employees since it will help employees to attend their official work while undergoing the
training.

• The organization can also arrange part time training programs in the office premises for
short durations, spanning over a few days, in order to avoid any interruption in the routine
work.

• The organization can arrange the training programs department wise in order to give
focused attention towards the departmental requirements.

CONCLUSION:

100
 “TRAINING AND DEVELOPMENT” is the backbone of each and every organization.
Without proper training and development system it is quiet impossible to reach at the top most
level. This is a system which is very much necessary for an organization. One organization
cannot develop well without its man power. And for proper maintenance of these man power
training and development system should be given more importance. It is a process of learning to
improve performance, skills, or knowledge within organizations. Training and development
system helps one organization to achieve its objectives.

101
BIBILOGRAPHY

102
 BIBLIOGRAPHY:

1. Journals:

➢ ANNUAL REPORTS AND MANUALS OF B.H.P.V. Ltd.

2. Text books:

➢ HUMAN RESOURCE INDUSTRIAL RELATIONS

- V. SUBBA RAO

➢ PERSONNEL MANAGEMENT
- EDWIN B FLIPPO

3. Websites:

www.bhpvl.com

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ANNEXURE

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 Questionnaire for Employees

Name of the Employee :

Department :

1. Are you satisfied with the sufficient duration of training programs given by BHPV?

a) Sufficient b) insufficient

c) To be increased c) More than required

2. Will you agree that the training given is based on the performance appraisal?

a) Agree b) Disagree c) can’t say

3. Which method of training program would you prefer?

a) On-the-job b) Off-the-job

4. In On-the-job method which one you?

a) Job rotation b) Coaching

c) Job instruction d) Committee assignments

5. In Off-the-job method which one you prefer?

a) Role playing b) Lecture methods

c) Discussion d) Programmed Instruction

e) Vestibule training

6. Does Evaluation is done in the training programs?

a) To a great extent b) good

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 c) Average c) poor

7. What is you’re feeling about your superior’s behavior and relation with them?

a) Satisfied b) Unsatisfied

8. Are you satisfied with the training and development facilities provided by the company?

a) Highly satisfied b) Satisfied c) Unsatisfied

9. The programs objectives were known to you before attending it.

a.Strongly agree b. Moderately agree c. Can’t Say d. Moderately Disagree e. Strongly

Disagree

10. The training programs was relevant to your developmental needs.

a.Strongly agree b. Moderately agree c. Can’t Say d. Moderately Disagree e. Strongly

Disagree

11. The period of training session was sufficient for the learning.

a.Strongly agree b. Moderately agree c. Can’t Say d. Moderately Disagree e. Strongly

Disagree

12. The training methods used during the training were effective for understanding the subject.

a.Strongly agree b. Moderately agree c. Can’t Say d. Moderately Disagree e. Strongly

Disagree

13. The training sessions were exciting and a good learning experience.

a.Strongly agree b. Moderately agree c. Can’t Say d. Moderately Disagree e. Strongly

Disagree

14. The training aids used were helpful in improving the overall effectiveness of the programs.

a.Strongly agree b. Moderately agree c. Can’t Say d. Moderately Disagree e. Strongly

Disagree

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15.The training was effective in improving on- the- job efficiency.

a.Strongly agree b. Moderately agree c. Can’t Say d. Moderately Disagree e. Strongly

Disagree

16.The training given is useful to you.

a.Strongly agree b. Moderately agree c. Can’t Say d. Moderately Disagree e. Strongly

Disagree

17.The time limit of the training programs was sufficient

a.Strongly agree b. Moderately agree c. Can’t Say d. Moderately Disagree e. Strongly

Disagree
18.The time limit of the training programs, if increased would make it more effective.

a.Strongly agree b. Moderately agree c. Can’t Say d. Moderately Disagree e. Strongly

Disagree

19.The number of training programs organized for employees in a year are sufficient.

a.Strongly agree b. Moderately agree c. Can’t Say d. Moderately Disagree e. Strongly

Disagree

20.The participation of employees in training programs would help increase its effectiveness.

a.Strongly agree b. Moderately agree c. Can’t Say d. Moderately Disagree e. Strongly

Disagree

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