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A STUDY ON EFFECTIVENESS OF TRAINING AND DEVELOPMENT

IN SEMBCORP ENERGY INDIA LIMITED

By- 1) T. Rukmani Shinde

Batch: 2017-19 MBA IV Sem

Roll No:17711E00D3

Narayana Engineering College, Nellore, A.P., India.

2) Mrs. D. Sumalalitha, Asst Professor

Department of MBA

Narayana Engineering College, Nellore, A.P., India

3) DrK.Nageswara Rao. Professor

Department of MBA

Narayana Engineering College, Nellore, A.P., India

ABSTRACT:

To survive in the globalised era, organizations need to continuously develop the

knowledge, skill and ability of their human resources throughout the year, the

organization spend a huge amount of money for the purpose of training and

development of the human resources. But the crucial point is effectiveness.

Organizations need the fittest employee who is sharp enough to perform their best for

that organization. This competency gap can be filled with a well designed training and

development program. Hence the carefully planned and conducted Training and

Development activity in any organization has become the activity of developing most

superior workforce so that the organization and individual employee can accomplish

their goals.

Training and development is indispensable strategic tool for enhancing employee

performance and organizations keep increasing training budget on yearly basis with

believe that it will earn them competitive edge. The main objective of this study is to

examine the effectiveness of training and development on employees’ performance and

organization competitive advantage in the Sembcorp Energy India Limited, Nellore.

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INTRODUCTION:

Human Resource Management (HRM) is a management function that helps manager’s

recruit, select, training and develops members for an organization. Obviously, HRM is

concerned with the peoples dimension in organization. Human Resource Management is a broad

concept. Personnel management and Human Resource (Management) development are a part of

HRM. Human Resource Management is concerned with the people dimension in management

since every organization is made up of people acquiring this services, developing their skills,

motivating them to high levels of performance and ensuring that they continue to maintain their

commitment to the organization, are essential to achieving organization objectives.

The most valuable asset of an organization is “M”- man power (or) “Human resources it

may be thought as the total knowledge, skills, creative abilities, talents and aptitudes of an

organizations work force as well as the values and attitudes and benefits of an individual

involved”.

“Human resource planning is integrated approach performing the planning aspects of the

personal function in order to have a sufficient supply of adequately developed and motivated

people to perform the duties and tasks required to meet organizational objectives and satisfy the

individual needs and goals of the organizational members.”

-----Leon. C. Megginsson.

Training program (T&D) encompasses three main activities: training, education, program.

However, to practitioners, they encompass three separate, although interrelated, activities:

Training: This activity is both focused upon, and evaluated against, the job that an

individual currently holds.

Education: This activity focuses upon the jobs that an individual may potentially hold in the

future, and is evaluated against those jobs.

Program: This activity focuses upon the activities that the organization employing the

individual, or that the individual is part of, may partake in the future, and is almost

impossible to evaluate.

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The "stakeholders" in training program are categorized into several classes. The sponsors of

training program are senior managers. The clients of training program are business planners.

Line managers are responsible for coaching, resources, and performance. The participants are

those who actually undergo the processes. The facilitators are Human Resource Management

staff. And the providers are specialists in the field. Each of these groups has its own agenda and

motivations, which sometimes conflict with the agendas and motivations of the others.

The conflicts that are the best part of career consequences are those that take place between

employees and their bosses. The number one reason people leave their jobs is conflict with their

bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John

Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by making the

boss look stupid." Training an employee to get along well with authority and with people who

entertain diverse points of view is one of the best guarantees of long-term success. Talent,

knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or

customer.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND

DEVLOPMENT

Traditional Approach – Most of the organizations before never used to believe in training.

They were holding the traditional view that managers are born and not made. There were also

some views that training is a very costly affair and not worth. Organizations used to believe more

in executive pinching. But now the scenario seems to be changing.

The modern approach of training program is that Indian Organizations have realized the

importance of corporate training. Training is now considered as more of retention tool than a

cost. The training system in Indian Industry has been changed to create a smarter workforce and

yield the best results.

INDUSTRY PROFILE:

A power station also referred to as a power plant is an industrial facility for

the generation of electric power. Most power stations contain one or more generators, a rotating

machine that converts mechanical power into electrical power. The relative motion between

a magnetic field & a conductor creates an electrical current. The energy source harnessed to turn

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the generator varies widely. Most power stations in the world burn fossil fuels such as coal, oil,

and natural gas to generate electricity. Others use nuclear power, but there is an increasing use of

cleaner renewable sources such as solar, wind, wave and hydroelectric.

A thermal power station is a power station in which heat energy is converted to electric power. In

most of the places in the world the turbine is steam-driven. Water is heated, turns into steam and

spins a steam turbine which drives an electrical generator. After it passes through the turbine, the

steam is condensed in a condenser and recycled to where it was heated; this is known as

a Rankine cycle. The greatest variation in the design of thermal power stations is due to the

different heat sources; fossil fuel dominates here, although nuclear heat energy and solar heat

energy are also used. Some prefer to use the term energy center because such facilities convert

forms of heat energy into electrical energy. Certain thermal power stations are also designed to

produce heat energy for industrial purposes, or district heating, or desalination of water, in

addition to generating electrical power.

Thermal power is the "largest" source of power in India. There are different types of thermal

power plants based on the fuel used to generate the steam such as coal, gas, and Diesel, natural

gas. About 71% of electricity consumed in India is generated by thermal power plants.

Coal-based: More than 62% of India's electricity demand is met through the country's

vast coal reserves. Public sector undertaking National Thermal Power Corporation

(NTPC) and several other state level power generating companies are engaged in

operating coal-based thermal power plants.

Gas-based: The total installed capacity of Natural gas based power plants in India is

nearly 24,508.63 MW.

Diesel-based: The total installed capacity of major grid connected diesel-based power

plants in India is 993.53 MW. The installed capacity of captive power DG sets is

estimated to be nearly 90,000 MW.

COMPANY PROFILE:

Sembcorp Industries is a leading utilities, marine and urban development group, operating across

multiple markets worldwide. In India, Sembcorp has a balanced portfolio of thermal and

renewable assets with over 3,500 megawatts of power capacity in operation and under

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development in seven states. The 2,640-megawatt Sembcorp Gayatri Power Complex in Andhra

Pradesh houses two identical supercritical thermal power plants: Thermal Powertech Corporation

India (TPCIL), and Sembcorp Gayatri Power Limited (SGPL) Formerly NCC Power Projects

(NCCPP). Sembcorp’s renewable energy portfolio in India, operated through Sembcorp Green

Infra, consists of over 900 megawatts of wind and solar power assets in six states across the

southern, western and central regions of India.

TPCIL (Thermal Powertech Corporation India Ltd.) the joint venture company between

Gayatri Energy Ventures Limited (a wholly owned subsidiary of Gayatri Projects) and Singapore

based SembCorp Utilities (a wholly owned subsidiary of SembCorp Industries) announced that

it has successfully commenced full commercial operations.

Both Units are operating around 90%-100% PLF levels since stabilizing in Sep 2015. Supplying

500 MW of power to the Andhra Pradesh and Telangana Power Distribution Companies under a

long term PPA and further power under short term arrangements. Power being generated from

660MW Phase II is also largely sold out to existing customers and longer term arrangements are

in the process of being firmed up. TPCIL has also secured a fuel supply agreements with

Mahanadi Coal Fields and Indonesia-based PT Bayan Resources for the supply of coal to its

power plant. Further, the 1320 MW coal – fired power plant located in Krishnapatnam is more

efficient and environmentally friendly compared to conventional coal-fired power plants as it

uses supercritical technology.

RESEARCH METHODOLOGY:

NEED OF THE STUDY:

Effectiveness of Recruitment and Selection system plays a vital role in attracting people

with multi- dimensional skills and experiences that suit the present and future

organization strategies.

An organization realizes the advantage of choosing a prospective employee.

It helps to write an appropriate job description and ensures transparency in the hiring

process.

Create a talent pool of candidates to enable the selection of best candidate for the

organization.

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Recruitment is the process which links the employers with the employees.

Increase the pool of job candidates at minimum cost.

Help to increase the success rate of selection process by decreasing number of visibly

under qualified or overqualified job applicants.

SCOPE OF THE STUDY:

The scope of the study is identified after and during the study is conducted. The main scope of

the study was to put into practical the theoretical aspect of the study into real life work

experience.

The study focuses on taking measures in the recruitment and selection policy of the

organization in Sembcorp Energy India Limited.

The study has been confined to the employees of different departments in Sembcorp

Energy India Limited.

The study mainly focuses on the sources and the procedures of recruitment and Selection

in Sembcorp Energy India Limited.

The study focuses on comparing the recruitment and selection policy with general policy

in Sembcorp Energy India Limited.

To get the feedback from the employees.

OBJECTIVES OF THE STUDY:

Every task is undertaken with an objective. Without any objective a task is rendered

meaningless. The main objectives for undertaking this project are, in basic is to study how

employees are selected for a particular job post. Today organizations are coming up with the new

techniques of hiring people. Hence to study how the actual process is carried in the organization.

1. To identify various sources of recruitment at Sembcorp Energy India Limited (SEIL).

2. To understand the Recruitment Process in Sembcorp Energy India Limited.

3. To evaluate the present selection procedure at Sembcorp Energy India Limited.

4. To know the latest recruitment strategies framed by the company based on the employee

requirements.

5. To study satisfaction levels of employees in recruitment and selection procedure.

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6. To identify areas where there can be scope for improvement & give suitable

recommendation to streamline the hiring process.

RESEARCH METHODOLOGY:

The research is based on the various systematic methods of data collection analysis.

Data Collection Procedure: - The data relevant to problem identification is in two forms:

1. Primary Data 2. Secondary Data

a) Primary: - Primary Data collected from various departments employees through well-

guided questionnaire, personal observation and interview method.

Secondary: - Secondary Data was collected from Company websites, Reference books,

data about company profile, journals relevance to the study and employees of the

company.

Type of Research:The type of research is a descriptive research. Therefore for the

research approach, survey method was used. The required data is gathered through

personal interviews and questionnaires from the respondents.

Research Instrument: -

a) Structured Questionnaire: The interview guide was used especially to make

the study complete and objective. The information gathered in the personal

interview methods, are questions that are answered in objective type. The

questionnaire was used to collect the bulk of data.

b) Bar Charts:Bar charts are the diagrammatic representation of the data.

Population:- There are 300 employees in Sembcorp Energy India Limited, Nellore.

Sample Size: - Out of 300 employees I will take 90 members as sample size for the

project, which will be taken from various departments in Sembcorp Gayatri Power

Complex, Nellore.

Sample Area: - The sample area chosen is Sembcorp Gayatri Power Complex, Nellore.

Sampling technique: Random Sampling Technique is the technique to select the sample

size.

Sample method: - percentage method.

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Percentage analysis is used to find the percentage value of the entire different question

used in finding comparison between two or more series of data.

Percentage Analysis = 𝑛𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑟𝑒𝑠𝑝𝑜𝑛𝑑𝑒𝑛𝑡𝑠

𝑡𝑜𝑡𝑎 𝑙 𝑛𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑟𝑒𝑠𝑝𝑜𝑛𝑑𝑒𝑛𝑡𝑠∗ 100

LIMITATIONS OF THE STUDY:

There are certain limitations of the concept of recruitment:

As the period of study is limited for 30 days the data collected is very limited.

Due to time constraints, data is collected from limited number of employees of the

company.

As the data is collected in the working hours of employees, they may not dedicate

much time to fill up the questionnaire which results in not so authentic data or

information.

Unable to obtain proper feedback because of the limited time period and busy

schedule of the employees.

My findings and suggestions are limited as on the data collected from the company

only.

The employees may not reveal the secrets of the company.

My research study is limited to the Sembcorp Energy India Limited, Nellore.

REVIEW OF LITERATURE:

Performance Management:

Performance Management can be defined as a process which continuously identifies,

measures and develops the performance of the workforce in the organization. And to do so, each

individual’s performance and objectives are connected with the overall mission and goals of the

enterprise.

Training and Development:

Training and Development is a subsystem of an organization which emphasize on the

improvement of the performance of individuals and groups. Training is an educational process

which involves the sharpening of skills, concepts, changing of attitude and gaining more

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knowledge to enhance the performance of the employees. Good & efficient training of

employees helps in their skills & knowledge development, which eventually helps a company

improve.

Training Program:

Training program refers to the imparting of specified skills, abilities and knowledge to an

employee. Training program means, it is an attempt, which improves the current and future

performance of an employee through learning or by increasing his skills and knowledge.

Dale S Beash defines the training as “Training is the organized procedure by which

people learn knowledge and/or skill for a definite purpose”.

THEORETICAL FRAMEWORK:

TRAINING 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.

ON-THE-JOB TRAINING METHODS :

This type of training, is also known as job instruction training, is the most commonly

used method. Under this method, the individual is 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 of instructor. On-the-job training has the advantage of giving firsthand

knowledge and experience under the actual working conditions. While the trainee learns how to

perform a job, he is also a regular worker rendering the services for which he is paid. The

problem of transfer of trainee is also minimized as the person learns on-the-job. The emphasis is

placed on rendering services in the most effective manner rather than learning how to perform

the job. On-the-job training methods include job rotation, coaching, job instruction or training

through step-by-step and committee assignments.

UNDERSTUDY:

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In this method a superior gives a training to subordinate as his understudy is like an assistant to a

manager. The subordinate learns through experience and observation by participating in handling

day to day problems. Basic purpose is to prepare subordinate for assuming the full

responsibilities and duties.

JOB INSTRUCTION:

This method of training 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 the performance of the trainee,

provides feedback information and corrects the trainee.

APPRENTICESHIP:

Apprenticeship is a system of training a generation of practitioners of a skill, this method

of training is in vogue in those trades, crafts and technical fields in which a long period is

required for gaining proficiency. The trainees serve as a apprentices to experts for long periods.

They have to work in direct association with and also under the direct supervision of their

masters.The object of training is to make the trainees all around craftsmen. It is an expensive

method of training. Also there is no guarantee that the trained worker will continue to work in

the same organization. After securing training the apprentices are paid remuneration according to

apprenticeship.

JOB ROTATION:

This type of training involves the movement of the trainee from one job to another. The

trainee receives job knowledge and gains experience from his supervisor or trainer in each of the

different job assignments. Though this method of training is common in training managers for

general management positions, trainees can also be rotated from job-to-job in work shop jobs.

This method gives an opportunity to the trainee to understand the problems of employees on

other jobs and respect them.

MENTORING:

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Mentoring is often referred as training by experienced workmen. Mentoring is a long

term program process. Mentoring is one of the individual and informal activities that mainly

occurs through encouraging experienced workers to share their knowledge with those who are

less experienced and encouraging workers to take further training. Thus, mentoring involves a

senior manager or other experienced employee providing job and career related information to

mentee.

PLANNED PROGRESSION:

It is similar to the job rotation, except ha every movement from one job to other involves

higher pay, position and duties. Planned progression is likely occur at higher managerial levels,

where as job rotation occurs mainly at lower level position.

COACHING:

The trainee placed under a particular supervisor functions as a coach in training the individual.

The supervisor provides who feed back to the trainee on his performance and offer some

suggestions for improvement. Often the trainee shares some of the duties and

responsibilities if the coach and relives him of his burden. A limitation of this method of training

is that the trainee may not have the freedom or opportunity to express him own ideas.

Responsibilities if the coach and relives him of his burden. A limitation of this method of

training is that the trainee may not have the freedom or opportunity to express him own ideas.

COMMITTEE ASSIGNMENTS:

Under the committee assignments, group of trainees will gather to solve the organizational

problem. The trainee solves the problems as a team. 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 leaning the material related to his future job performance. Since the trainee is not

distracted by job requirements, he can place his entire concentration on learning the job rather

than spending his time in performing it. There is an opportunity for freedom of expression for the

trainees. Off-the-job training are as follows.

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BEHAVIOURAL TRAINING:

Behavioral training is a training technique design to improve the interpersonal competence. It is

a not an OD intervention, but we believe it should be added to the OD practitioners repertoire

because it is such an effective tool, and because problems with interpersonal relations are

common in organizations .For improving interpersonal skills, behavioral modeling is an

important training option.

LECTURES:

The lecture is a traditional and direct method of instruction. The instructor organizes the

material and gives it to a group of trainees in the form of a talk. To be effective, the lecture must

motivate and create interest among the trainees. An advantage of lecture method is that it is

direct and can be used for a group of trainees. Thus, costs and time involve are reduced. The

major limitation of the lecture method is that it does not provide for transfer of training

effectively.

ROLE PLAYING:

It is the defined as a method of human interaction that involves realistic behavior in

imaginary situations. The method trainings involves action doing and practice. The participants

play the role of certain characters, such as the production manager, mechanical manager,

superintendents’ maintenance engineer, quality control inspectors, foreman, worker and the like.

This method is mostly used for developing interpersonal interactions and relations.

BUSSINESS GAMES:

In the business games trainees are given some information that describes a particular

situation and are asked to make decisions that will best suit in the favor of the company and the

system provides feedback about the impact of their decisions. Besides that the mental conditions

under which the equipment is operated such as increasing demands, pressure of time, and

relationship with colleagues ,subordinates etc., must select also be closely matched to what the

trainees experience on the workplace.

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IN-BASKET EXERCISES:

In –basket exercises, also known as in-tray training, consists of a set of business papers which

may include e-mail, reports, memos and their items. Now the trainer is asked to prioritize the

decisions to be made immediately and the ones that can be delayed.

CONFERENCE OR DISCUSSION:

It is a method in training the clerical, professional and supervisory personnel. This

method involves a group of people who posed ideas, examine and share facts, ideas and data, test

assumptions and draw conclusions, all of which contribute to the improvement of job

performance. Discussion has the distinct advantages over the lecture method in that the

discussion involves two way communication and hence feedback is provided. The participants

feel free to speak in small groups. The success of this method depends on the leadership qualities

of the person who leads the group.

INCIDENTS:

This technique was developed by Paultrigors. This method combines intellectual ability,

practical judgment, and social awareness of the manager. Under this method trainees are

developed in group process. Incidents are prepared on the basis of actual situations which

happened in different organizations.

SYNDICATES:

Syndicates are a group of individuals or organizations combined or making a joiner effort to

undertake some specific duty or carry out specific transactions or negotiations. It is not actually

on group that constitutes the components of syndicate method. This method is suitable for

learning at a higher level. Therefore this method was experimented found useful and widely used

in teaching learning situations especially in top level management.

SIMULATION:

Simulation is any artificial environment exactly similar to the actual situation. This training is

essential in cases in which on the job practice might result in a serious inquiry, a costly error, or

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the destruction of valuable resources. Simulations enable trainees to see the impact of their

decisions in an artificial risk free environment. They are used to teaching production and process

skills as well as management and inter personal skills.

VESTIBULE TRAINING:

In this method, actual work conditions are simulated in a class room. Materials, files,

equipment those are used in actual job performance also used in training. This type of training

commonly used for training personnel for clerical and semi-skilled jobs. The duration of this

training ranges from days to few weeks. Theory can be related to practice in the method.

BRAIN STORMING:

This method was first popularized by ALEX FAICKNEY OSBORN; brain storming is one of the

training methods and the only method in recent times which attempts at developing creative

ability through uninhibited expression in a formal setting. Brain storming is a process for

developing creative solutions to problems. It works by focusing on a problem and then literately

coming up with as many solutions as possible and by pushing the ideas as far as possible. One of

the reasons it is so effective is that the brain storms not only come up with new ideas in a

session, but also spark off associations with other people ideas by developing and refining them.

PROGRAMMED INSTRUCTION:

In recent years this method has become popular. The subject matter to be learned is presented in

a series of carefully planned sequential units. These units are arranged from simple to more

complex levels of instruction. The method is expensive and time consuming.

NEED FOR TRAINING:

Trained staff is the most valuable asset of an organization. So, every organization irrespective of

its nature should provide training to all of its personnel in order to meet the challenges of

survival and growth. The need for training arises due to the following reasons;

a) To bridge the gap between employee specifications and job and organizational

requirements.

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b) An employee’s present specifications may not exactly meet the organizational

requirements irrespective of his past experience, knowledge, skills, qualifications etc. for

this reason the management identifies the differences or gaps between employee

specifications and job and organizational requirements.

c) Organizational viability and the change process:In order to survive and grow the

organization must continuously adopt to the changing environment. For this purpose it should

upgrade its capabilities by conducting training programmers which faster the initiative

and creativity of employees and help them to prevent the obsolesce of skills.

d) Changing Technology: As technology is changing very fast, an organization in order to

be effective should adopt the latest technologies like mechanization, computerization

and automation. Increasing use of latest technologies and techniques require good

training. For this purpose the organization should train the employees to enrich them in

the areas of changing technical skills and knowledge.

e) Internal mobility: Training also becomes necessary when their internal mobility i.e.,

when an employee is promoted or when there is some new job or occupation to perform

due to transfer. When an employee is chosen for higher level jobs he or she should be

trained before assigning the responsibilities.

Need for training also arises to Improve performance:

1. Improve Productivity

2. Improve organizational climate

3. Improve qualify of products and services

4. Improve health and safety

5. Reduce resistance to change.

TRAINING OBJECTIVES:

The personnel manager formulates the following training objectives in keeping with the

company’s goals and objectives.

A. To know how training program takes place in the company

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B. To know the training methods that the company usually follows

C. To know whether the employees got benefited through the training program.

Importance of Training and Development:

For companies to keep improving, it is important for organizations to have continuous training

and development programs for their employees. Competition and the business environment

keeps changing, and hence it is critical to keep learning and pick up new skills. The importance

of training and development is as follows:

• Optimum utilization of Human resources

• To increase the productivity

• To provide the zeal of team spirit

• For improvement of organization culture

• To improve quality, safety

• To increase profitability

• Improve the morale and corporate image

Need for Training and Development

Training and development of employees is a costly activity as it requires a lot quality inputs from

trainers as well as employees. But it is essential that the company revises its goals and

efficiencies with the changing environment. Here are a few critical reasons why the company

endorses training and development sessions.

• When management thinks that there is a need to improve the performances of

employees

• To set up the benchmark of improvement so far in the performance improvement

effort

• To train about the specific job responsibility and skills like communication

management, team management etc

• To test the new methodology for increasing the productivity.

ASSESSMENT METHODS:

The following are some of the methods used to assess the training needs.

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Organizational requirements/weaknesses.

Departmental requirements/weaknesses

Job specifications and employee specifications

Identifying specific problems

Anticipating future problems

Management’s requirement

Observations

Interview

Group conferences

Questionnaire surveys

Test or examinations

Check lists

Performance appraisal.

PRINCIPLES OF TRAINING:

A number of principles have been involved over the years, which can be followed as guidelines

by the trainees. These are essential in order to promote efficient learning long term retention,

application of skills and knowledge learned in training to the actual job situation. Some of them

are as follows;

a) Motivation

b) Progress information

c) Reinforcement

d) Practice

e) Individual differences

AREAS OF TRAINING:

Organizations provide training to their employees in the following areas.

a) Company policies and procedures

b) Specific skills

International Journal of Research in Engineering, IT and Social Science, ISSN 2250-0588, Impact Factor:

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c) Human relations

d) Problem solving

e) Managerial and supervisory skills

f) Apprentice training

FINDINGS

It is found that 80% of the employees said training is useful & remaining 20% of the

employees have given no information in response.

It is found that 24% of the training is provided for present employees and 11% agreed

that training is provided for new employees and 55% of the employees agreed for both.

It is found that 90% of the employees said Training program is improving their

knowledge & skills remaining 10% of the employees said training program is not

improving their knowledge and skills.

It is found that 75% of the employees said training program is they helps to decrease the

absenteeism & remaining 25% of the employees said training program don’t helps to

decrease the absenteeism.

From the analysis it is concluded that 90% of the employees said Training is provided by

experts & Remaining 10% of the employees said training program is not provided by

experts.

Nearly 80% of the employees said they got Training through on the Job training program

& remaining 20% of the employees said they got training through off the job training

program.

From the analysis 72% of the employees said they satisfied with the training program &

remaining 28% employees said they not satisfied with the training program conducted

Nearly 75% of the employees said through training program they reach their personal

goals. Remaining 25% of the employees said training program they don’t reach the

personal goals.

It is found from analysis that 75% of the employees said training program reduce the

stress and burden to the work & remaining 25% of employees said training and program

they don’t reduce the stress and burden their work.

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It is found that 52%of the employees said present training provided by the Organization

is excellent, 23% of the employees said present training provided training is good, 20%

of the employees are satisfactory of the present training & remaining 5% of the

employees said present training provided by the organization is average.

SUGGESTIONS

Employee training must be given more importance so as to improve the skills,

knowledge, and abilities of the employees.

Management must find where the communication is lacking and must concentrate

employee needs.

The company has to implement modern training methods to help in boosting the self-

moral of the employees at work place.

Specific training program have to be given to the selected personnel who are related.

The Company must try to create awareness to the employees about different training

programs held at Sembcorp Energy India Limited.

While selecting Training programs preference to be given to both individual needs as

well as Company requirements.

The organization should initiate certain measures and encourage supervisors to give the

employees chance to utilize their training on the job.

Feedback must be given to employees regarding their performance in the training session.

Additional, appropriate trainings to be provided to the employees if their performance is

not satisfactory.

After completion of a Training program organization should evaluate the effectiveness of

training program so as to know the employee’s opinion, is there any improvement in

work performance and their Satisfaction level.

CONCLUSION

International Journal of Research in Engineering, IT and Social Science, ISSN 2250-0588, Impact Factor:

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After 30 days of study in Sembcorp Energy India Limited, about the Effectiveness of

Training programs and an interaction with different departments of employees at

different levels it could be concluded that,

Training is an important tool for increasing the productivity, performance and motivation

level of employees

From the above study, it is concluded Sembcorp Energy India Limited is well established

organization and the training program conducted are effective.

The training programs being conducted are need and goal oriented which will improve

the motivation of the employees in all fields. Sembcorp Energy India Limited, is

providing both on-the–job and off-the-job training activities to its employees according to

their designations.

Sembcorp Energy India Limited follows the training programs that are appreciated by

employees and are more focusing on improving their employees’ performance.

BIBLIOGRAPHY

BOOKS REFERRED:

Dr. James D. Kirkpatrick and Wendy Kayser Kirkpatrick- Kirkpatrick's Four

Levels of Training Evaluation-, Association for Talent Development- 2016

K.Aswathappa, Human Resource & Personnel Management- Tata McGraw-

Hill Education- 2005

P.Subba Rao & V.S.P.Rao - Personnel/Human Resource Management -

Himalaya Publishing House – New Delhi- 2010

WEBSITES BROWSED:

https://www.sembcorpenergyindia.com/

http://www.sembcorp.com/en/

https://en.wikipedia.org/wiki/Thermal_power_station