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Transcript of Report-TATA
Chapter-1
Executive Summary
1.1 Introduction
1.2 Objective of Research
1.3 Research Methodology
1.4 Findings
1.5 Suggestions
1.6 Conclusion
1
CHAPTER-1
EXECUTIVE SUMMARY
1.1 INTRODUCTION
The core business of TATA Power Company is to generate, transmit and distribute
electricity. The Company operates in two business segments: Power and Other. The Power segment
is engaged in generation, transmission and distribution of electricity. The other segment includes
electronic equipment, broadband services, project consultancy and oil exploration.
TPC recognizes the need to have a technologically proficient and business oriented human
resource to successfully address the challenges and growth opportunities.
Every organization needs to have well-trained and experienced people to perform the
activities. Training and development refer to the importing of specific skills, abilities and knowledge
to an employee.
1.2 OBJECTIVE OF RESEARCH
The project includes a detail study of the Employee Training & Development Programs
conducted in Tata Power. This does a study on the Training Process, i.e. how the Training Program
is conducted in Tata Power.
The project includes the study of the different types of Training Programs conducted & also to
whom the Training is given.
The project also includes the detail study of the effectiveness of the Training Programmes
conducted in Tata Power. Training is considered successful only if the desired outcome is achieved.
Therefore it is necessary to measure the effectiveness at Tata Power Company is done through
‘Kirkpatrick Evaluation Model.’
1. A study of the Training Process conducted in Tata Power.
2. A study of the different types of Training Programmes conducted in Tata Power.
3. A thorough understanding of the training effectiveness process of the company.
4. Evaluating the effectiveness of Training
5. Suggestions to improve the existing procedure and hence improve the effectiveness of the
Training Programme.
2
1.3 RESEARCH METHODOLOGY
Primary Data
Primary data is collected mainly through questionnaire which is sent to the trainees.
Secondary Data
Secondary Data is collected mainly through existing data available in the company
records.
Questionnaire type
An open-ended questionnaire is sent to the managing staff through e-mail. There are
10 questions regarding each training proramme.For every question 4 options are there, Strongly
Disagree, Disagree, Agree, Strongly Agree. According to that they have to give marking 4,3,2,1.
Sampling Size
A sample size of 25 employees are selected from each training programme
conducted.
1.4 FINDINGS
1. Training is conducted very effectively at TATA Power. TEI is found as around 82%
against the targeted 80%.
2. Gaps in existing Training Procedure
1.5 SUGGESTIONS
1.Introduction of Training in Intranet
2.Competency Based Approach to Training Needs Analysis.
3
1.6 CONCLUSION
Training is conducted very effectively in Tata Power. The Training Effectiveness Index upto
September’05 is around 82% against the targeted 80%. Using WBT Technology training will be
most effective. In such a case, the training is carefully selected and it ensures that it meets the needs
of TATA Power. With some initial effort of planning, TATA Power can create a useful and relevant
process for assessing employees and jobs in order to pinpoint development needs.
COMPANY PROFILE4
AN INTRODUCTION TO TATA GROUP
Being India’s premier, largest and internationally best known industrial and business house,
Tata comprise of numerous group of companies ranging from the core sector viz. Steel, Cement,
Electricity, Oil exploration and Precision engineering, to the consumer sector viz. Hotels,
Commercial vehicles, Textiles, Information Technology, Watches, Tea, Telecommunication and
Electronics. The present turn over of the group with revenues in 2003-04 is $14.25 billion (Rs
654,240), the equivalent of about 2.6% of the country’s annual GDP.Tata Companies together
employ some 2,20,000 people.
The founder of the house, Jamshedji Nusserwanji Tata, started his venture with the
establishment of a textile mill in Central India over a century ago. Since then, Tata have been
experiencing exponential growth: Indian hotels in 1902, Tata Iron & Steel Co (TISCO), the first
integrated steel plant in 1907, Tata Electric Companies in 1910, Tata Chemicals in 1939, Tata
Engineering and Locomotive Co. (TELCO) in 1945, Tata Exports in 1962 and Tata Consultancy
services in 1968, were founded.
The Tata group has prestigious tie-ups with the world’s leading companies viz .IBM, BENZ,
UNISYS, EMERSON, MANN AND MERLIN & GERIN, among others.
Care, Concern and Respect for human dignity has been the foundation of the Tata
philosophy, which is reflected in the functioning of all group companies.
The concepts adopted in the Tata management are unique. Through a pioneering concept of
trusteeship in management, the benefits of the profits of many of the companies are channelled back
to the people through major philanthropic trusts.
As a result, great national institution has come into being in the areas of science, medicine,
atomic energy and the performing arts. In addition to this Tata Companies have taken an active part
in many rural development and other social welfare activities including provision of drinking water
facilities, alternate energy sources, and post-earthquake and other natural calamity rehabitilization
Tata Group has been operating in India for more than 100 years. It was started by
JAMSHEDJI NUSSWENJI TATA and then consolidated by J.R.D TATA, and now RATAN TATA
is taking care of it. It is one of the India’s biggest business groups. Today Tata group is one of the
5
largest Indian player in global marketplace with revenues of 3 billion dollars annually from
international operation in 118 countries worldwide. Tata group is also known for their quality
product and customer services. The name “TATA”is synonymous with efficiency, progress and
vision.
TATA VALUES
The Tata Group has always been a value driven organization. These values continue to direct
the Group’s growth and business. The five core Values are as follows:
Integrity:
Tata Conduct their business fairly, honestly, transparently
Understanding:
They are caring respectful, compassionate and humanly towards colleagues and customer around
the world and always work for the benefit of India.
Excellence:
They constantly strive to achieve the highest possible standards in their day-to-day work and in the
quality of goods and services they provide.
Unity:
They work cohesively with their colleagues across the group and within their customers and
partners around the world to build strong relationship based on tolerance, understanding and mutual
co-operation.
Responsibility:
They continue to be responsible and sensitive to the countries, communities and environment in
which they work, always ensuring that what comes from the people goes back to the people many
times over.
TATA POWER IN PROFILE
Driven By Growth - Fuelled by Power6
The core business of Tata Power Company is to generate, transmit and distribute electricity.
The Company operates in two business segments: Power and Other. The Power segment is engaged
in generation, transmission and distribution of electricity. The other segment includes electronic
equipment, broadband services, project consultancy and oil exploration.
The Thermal Power stations of the company are located at Trombay in Mumbai, Jojobera in
Jamshedpur, Gulbarga and Belgaum in Karnataka. The Hydro stations are located in Raigad in
Maharashtra and the Wind Farm in Ahmednagar.
The company posted a net profit of Rs 509 crore for fiscal year ended September 2003
compared to Rs 520 crore for the corresponding period last fiscal. The Revenue from operations
declined from Rs 4300 crore in FY03 to Rs 4239 crore. Power accounted for 97% of fiscal gross
revenues and other 3%.
Tata Power is India’s number one private power company with net revenues of Rs.4239.08
Crores for the fiscal year ended September 31, 2004. Led by a powerful vision, Tata Power
pioneered the generation of electricity in India. Mumbai Power is Tata Power. With highly reliable
power supply and prompt service, Mumbai city enjoys the reputation of having the best power
supply in India. A substantial quantum of power is supplied to the metro’s railway network,
refineries, ports, BEST and BSES. Due to its unique Islanding system, Mumbai has been insulated
to a large extent from electrical disturbances in the grid. It has now successfully served the Mumbai
consumers for over nine decades and has spread its footprints across the nation. Apart from
Mumbai, the company has generation capacities in Jojobera, Jharkhand and Karnataka.
Today, Tata Power is India’s largest private sector power utility, with a reputation for
reliability. It has an installed power generation capacity of 2203 Mega Watts and a presence across
the power business system -generation (thermal, hydro, solar and wind) transmission and
distribution. The Thermal Power stations of the company are located at Trombay in Mumbai,
Jojobera in Jamshedpur and Belgaum in Karnataka. The Hydro stations are located in Raigad
district Maharashtra and the Wind Farm in Ahmednagar.
COMPANY PROFILE
7
Chairman R.N.Tata
Managing Director F.A.Vandrevala
Broad IndustryPublic Industry
Sub IndustryIntegrated Electric
Utility
Executive Director Finance
S.Ramakrishnan
Previous NameTata Electric Companies
SecretaryB.J.Shroff
Installed Capacity2300 MW
Employees3,400
A correct combination of hydro and thermal enables the company to supply power at cost-
effective tariffs to customers. Due to efficient management of the network, the Company's
Transmission & Distribution losses are at 2.4%, the lowest in the country. It has also been a
frontrunner in introducing state-of-the-art technologies. Among other achievements, the company
installed and commissioned India’s first 500MW unit (at its Trombay thermal power generating
station), the 150 MW hydro-pumped storage unit at Bhira, and environment control systems like the
Flue Gas Desulphurization plant.
The Company has also embarked upon a joint venture for Distribution with the State
Government of Delhi for its North Delhi consumers, the “North Delhi Power Limited”
(NDPL), the only successful privatization in distribution. Currently, the joint venture
serves over 8 lakh-satisfied consumers covering an estimated population of 45 lakh in an area of
510 sq kms with a peak load of 1050 MW. The company has also introduced state-of-the-art
technology driven processes for enhancing consumer billing & services.
In a ‘first of its kind’ project, Tata Power has entered into a 51:49 joint venture with Power
Grid Corporation of India for the 1200 km Tala transmission project. The Joint venture is
India’s first transmission project to be executed with private/public partnership since the enactment
of the Electricity Act. The project was conceptualized with the objective of evacuating surplus
power from Bhutan and transmitting it to the power deficit states in North India.
8
Tata Power Trading Company Limited (TPTCL), a wholly owned subsidiary of the
Tata Power Company (TPC) has been awarded the first ever power trading license by the Central
Electricity regulatory Commission (CERC) under section 14 of the Electricity Act 2003.
TPTCL is the first trading entity to be granted a trading license, enabling it to carry out
transactions all over India.
The Tata Power Broadband Company Ltd. (TPBC) is focused on a Carrier’s Carrier
business model and maintains its thrust in the wholesale broadband business. Formerly a division
of the Tata Power Company, the business was recently transferred into the wholly owned
subsidiary, the Tata Power Broadband Company Ltd.
9
Corporate Vision
To be an excellent and efficient Organization
Excellence is to be made a way of life. Each one of us should sincerely believe that we can
do better tomorrow than what we do today.
To be a significant player in the national power sector
Tata Power want to grow in spite of the current industry structure, growth will be both in
generation & distribution.
To participate in adjacent infrastructure business that provide opportunities for growth
Tata Power doesn’t want to wait forever for opportunities in the power sector. They want
to avail and grab other opportunities in related infrastructure business.
To be the best in the Tata group
This is a repeat of sorts of the first point. However, it is included again for re-emphasis and to have
a definite milestone. Tata Power want to cross the 600 score mark in the TBEM evaluation this
year.
To enjoy the journey with all our stakeholders.
Mission
“Improving the quality of life”.
Values
Result oriented with professional work culture
Abide by Tata code of conduct
Earn trust through fair business practices with all stakeholders
Growth balanced with environmental protection and enrichment
Corporate citizenship
Customer driven
10
ORGNIZATIONAL PROFILE-POWER BUSINESS
ORGANIZATIONAL ENVIORNMENT
TPC’s business is broadly divided into four areas, power business in Mumbai area, power
business as CPP / IPP, power sector related businesses such as PSD, power trading through TPTC
and other businesses such as SED. Power business contributes to approximately 95% of TPC’s
operating income. Mumbai area contributes to 86% of the power business revenues and rest is
through CPP / IPP operations and power sales to the SEBs / traders.
Power Business - Mumbai Area (MA)
Generation, transmission, bulk and retail distribution of power in the city of Mumbai.
Power Business – CPP / IPP
Captive / Independent Power Producer at Jojobera in Jharkhand and Belgaum in Karnataka.
Wadi unit, which was CPP for ACC, was sold off to ACC after Q1 operations in FY05.
Power Business – Merchant power / trading
TPC had initiated power sales to SEBs for the past two years. From its’ capacities in
Mumbaiand Jojobera sales were effected to MSEB, MPEB, RSEB and DVC directly / through
TPTC and Tata Steel.
Power sector related business
Power Systems Division at Delhi, executing EPC contracts for power transmission
infrastructure projects in India and abroad
The Strategic Electronic division has been in operation for over 30 years and has been
pursuing development and production activities for the Indian defense sector. Over 90% of the
company’s strategic electronic efforts are executed for the defense sector. The division has
established long-standing relationships with the Armed Forces and DRDO.
Strategic investment in the Power Trading Corporation
NDPL - JV with DVB for power distribution in Delhi
Other businesses outside power sector
11
Strategic Electronics (for defence applications) TPC has made significant investments in the
telecom sector, which is the major focus area of the Tata Group.
Mumbai area generation capacity represents approx. 80% of the total generating capacity of
TPC. The generating stations in Mumbai area are connected to the Western Regional Grid. With its
widespread network of receiving and distribution stations, overhead transmission lines and
underground cables in Mumbai, it meets a total load of about 2000 MW in Mumbai and its suburbs.
Jojobera unit, which was acquired from Tata Steel and expanded subsequently, meets the demand of
about 300 MW of Tata Steel, which in turns feeds some other industries and the township of
Jamshedpur. Currently TPC is adding one more unit of 120 MW capacities at Jojobera, which will be
used as merchant power plant. Belgaum unit was set up as an independent power plant in a long-term
agreement with KPTCL (Karnataka Power Transmission Corporation Limited). It is one of the 5-6
power Gencos that supply power to the KPTCL grid.
Corporate Social Responsibility:
Tata Power is committed to setting high standards in its pursuit of social responsibility and
remaining sensitive to the issues of resource conservation, environment protection and enrichment
and developing local communities in its areas of operations. The company has a simple philosophy
that guides its activities in these matters "Giving back is a means towards going ahead.” It is our
firm belief that progress stems from giving back manifold to the communities and reflects in our
widespread programmes on biodiversity conservation, forestation, phisiculture, family planning,
health services, primary and secondary education and many more. All of these have made inroads
into the tiny hamlets and tribal regions of our hydro catchments areas and it’s our endeavor to light
up these dark and narrow streets to new dawns.
12
3.6 ORGANIZATION STRUCTURE
13
WORKFORCE
TPC’S workforce is classified into two categories:
1.Officers
2.Unionised category
Democratically elected representatives run TPC’s union. Over 50% employees are technical
certificate / diploma holders ‘graduates or postgraduates while others have long experience to meet
the requirements of the power system.
Contract employees are used for executing project work, during major outages and for some of the
support services. Terms of contract for engagement of contract employees include their abiding by the
company’s safety rules and practices and Tata code of conduct. The company ensures that contractors,
supervisors and staff are trained in all safety requirements / practices.
The following sheet shows employees strength spread
Areas Officers Union Total
Corporate 6 - 6
Generation-Thermal 294 750 1044
Generation-Hydro 82 378 460
T & D 213 507 720
Support Services 382 262 644
Sub-total-MumbaiArea 977 1897 2874
Jojobera 91 38 129
Wadi 22 0 22
Belguam 24 12 36
Sub Total CPP/IPP 137 50 187
Total Strength for
Power Business
1114 1947 3061
14
LOCATION FOR POWER PLANTS
With operations in the power sector for nearly a century, Tata power is the oldest private
Power Company in India.TPC’s range of operations include power generation, transmission within
the area of operations, distribution to bulk and retail customers and supply of captive power to
customers.
Site Listing and Location details
Sites/Division Site Product/ Service Description
Registered Office Bombay Office MD & ED’s offices, Legal & Secretarial, Corporate Communications
Corporate Centre Carnac, Mumbai Corporate offices-Consumer,
Strategy & Regulation, Business
Dev., Finance & Accounts,
Engineering, Corp. HR, Corp. IT,
Projects, CSG, Chief Risk Officer
& Internal Auditors Office, Corp.
Administration, Medical, Carnac
R.S., TBEM, OET.
Trombay Generating Trombay Thermal Power Plant, Central Load
Plant Dispatch and EQAG
Hydro Generating Bhira, Dist Hydro works
Station-Bhira Raigad
Hydro Generating Khopoli, Dist Chief-Hydro’ Office, Hydro Works
Station-Khopoli Raigad
Hydro Generating Bhivpuri, Dist Hydro works
Station-Bhivpuri Raigad
GM T & D’s office Dharavi, GM- T & D’s office, Dharavi & Central Zone, Mumbai Receiving Station, Civil, T & D CCR Construction and Estate Depts. South Zone, T & D Mahalakshmi, Mahalakshmi Receiving Station, Mumbai Distribution Division
North Zone Salsette, Mumbai Salsette receiving Station
15
Transmission division Kalyan, Mumbai Transmission division office, Kalyan receiving Station Jojobera power plant Jamshedpur Thermal Power Plant Belguam power Belguam, Plant Karnataka IPP, Thermal Power Plant
TPC’s business is broadly divided into four areas:
1. Power supply business in Mumbai area
2. Power supply business as captive power producer (CPP) and independent
Power producer
3. Power sector related business such as power systems divisions (PSD)
4. Other business such as broadband division (BB) and strategic Electronic Divisions (for
defense applications)
Power business contributes to approximately 98% of TPC’s operating income. Mumbai area
contributes to 80% of the power business revenues and the rest is through CPP/ IPP operations.
The following table list TPC’s facilities for Mumbai area and CPP/IPP
LOCATIONS POWER GENERATION CAPACITY
Trombay-Mumbai (Thermal) 1350MW
Khopoli, Bhira and Bhivpuri (Hydro) 44MW
Supa (Wind Mills) 17MW
220 and 110 KV transmission system Connected to western regional grid
17 receiving stations, 8 distribution sub-
stations and 268 consumer sub-stations
Spread over Mumbai and its sub-urban
Distribution System for power supply North Mumbai mill area in South Mumbai
Low dispatch Centre Trombay
Jojobera-Jamshedpur CPP (Thermal) 307.5MW
Wadi-Karnataka CPP (Thermal) 75MW
Belguam-Karnataka-IPP (Thermal) 81.3MW
16
THERMAL POWER PLANTS
Trombay
Jojobera Belgaum
HYDRO POWER PLANT
Bhivpuri
17
Key Market Segments
Market Segments Mumbai Area Key Customers Key Customer Broad Customer Requirements Groups
Licensees/ REL, BEST, Other Quality of Power, Other Facilities Utilities Metering, Reliability
Of Power
Essential Services Railways, MBPT, Reliability, Quality Bulk BARC, S L Raheja of Power, Services Diabetic Hospital, (Power Station)
G Piramal Hospital
HT Industrial / BPCL, HPCL, RCF, Quality of Power, Commercial Godrej & Boyce, NSE Reliability of Power,
Taj Lands End Hotel Services (Power Restoration), TariffStructure
Retail Industrial Marol MIDC, SEEPZ+ Reliability of Power MarolCo-op Ind. Estate Services(Power Mira Co-op Ind.Estate Restoration), Nanddaham Ind. Estate Metering
Commercial Bandra Kurla Complex Reliabilty of Power, Logitech Park, Minds Services (Power Pace, Accenture, Sky Restration), Chef, Technopolis park Metering Kohinoor Hotels, Spec- Tramind, Ambassador
Residential Thakur Complex, Hira Reliability of Power Hirandani, Sankurti, Services( Power Karnakia, NL Complex Restoration), Lok Sarita, Marathon, Metering Concorde
18
Key Market Segments
CPP/IPP Key Customers Key Customer Requirements
Tariff, Reliability, MIS, Outage Planning, Technical Support,
Jojobera TATA Steel+ Other Ability to meet Changing demand,Industies PPA Terms
Wadi ACC Facility agreement Terms, Reliability, Quality of fly-ash, Tariff
Belguam KPTCL Reliability, Tariff, Islanding Facility for the city of Belguam During grid of failure, Ability to Meet changing demand, PPA Terms
19
Key Suppliers and Partners
Key Suppliers & Partners Product/Service Key Requirements
Adaro and Kideco Indonesia Coal Composition (Sulphur and (For Trombay), Mahanadi ash content), Sourcing,
Coalfields for Jojobera Competitive price and Terms, Strict adherence to Schedules
BPCL, HPCL, IOC, GAIL Fuel oils for Trombay Low sulphur content in oilJojobera & Belguam Competitive price, (IOC), Natural gas Continuity of Supplies For Trombay
Railways Transportation Timely placement and Movement of rakes
MbPT Port facilities of Timely allotment of berth Handling and use of facilities
MSEB/WREB Power System Reliability
TCE Consulting Engineers Engineering Design Life cycle cost, Design Cycle time, Standardization
Equipment Suppliers such Switchyard Equipment, Competitive price, qualityAs ABB, Alstom, Wartsila Transformers, cables Timely delivery, CGL, BHEL, Universal and other capital Technology inputsCables, Finolex etc project related
Equipment
OEM such as : Siemens, Equipment and spares Competitive price, Quality,TATA Honeywell,Thermax Timely delivery, AvailabilityToshiba, ABB, BHEL, in rush hour,support throughNELCO etc. equipment life
Call Centre and Yashmun Retail Customer Customer Information and Engineers Services and support
20
HR AT TATA Power
HR Organization at TATA Power
HR MISSION
Being a business partner by supporting Company’s strategy proactively and promoting
organizational transformation by nurturing high performance work culture and fostering a learning
Organization.
HR CHALLENGES
Organizational Transformation
Developing high performance work culture
Talent acquisition and development to meet the future growth/expansion requirements
Leadership development
Right mapping
TATA POWER HR POLICY
Every member of the Tata Power family will be respected and treated as an
Individual
THEY BELIVE IN:
“Attracting the Best, Retaining the superior and advancing the outstanding.”
‘High performance work culture through Individual & Team efforts.’
That knowledge is power and that knowledge shared is power distributed.
THEY ARE COMMITTED TOWARDS:
Providing opportunities for Learning & Development.
Nurturing a culture of Openness & Transparency.
Implementing HR Processes in Fair & Just manner.
21
HR SWOT ANALYSIS
Strengths:
Competence in Hydro/thermal/CC Generation and HT Transmission & Distribution.
Harmonious management employee relationship.
Internal trade union for decades.
Low employee turnover.
Strong sense of TATA values at all levels.
Weaknesses:
Lack of performance based culture
Higher age of employees.
Gaps in Succession Planning
Accountability
Multi-layered and hierarchical structure.
Need to build leadership, customer orientation, commercial and marketing competencies.
Surplus manpower.
Resistance to change.
Opportunity:
Can expand in power field with relative ease due to availability of skilled technical manpower.
Opportunity for top performers to move across group companies.
Can adopt to change in competitive environment when the going is good
Threats:
Retention of young talent when competition picks up
Competitor has an edge in retail business talent.
Low cost power Generators.
4.3 WORK SYSEM AT TATA Power
22
TPC’ s work systems have a ‘hybrid’ structure wherein the primary work units address the
core functions across value chain such as Generation, Transmission, and Distribution. These are
supported by the support functions like Technical Services, Finance, Procurement, Human
Resources, Legal and IT. Specific groups such as Consumer Relations and Development,
Operational Excellence, Regulation, Business Development, Project Management are in place to
focus on key areas critical to TPC’s strategy. TPC over the last two years has adopted a two-pronged
strategy in its work systems to address Organizational challenges.
1.Recruitment and Selection
2.Performnce Management System
3.Succession Planning
4.Leadership Development Plan
5.Career Progression Path
6.Communication
7.Employee Training & development Process
8.Star Process
9.Employee Retention Practices
10.Rewads & Recognition
11.Employee Engagement Process
12.Organizational Transformation.
13.Welfare Programmes
1.RECRUITMENT AND SELECTION
The Recruitment is a design a structure and cost effective process wherein the candidates are
selected for the right job, at the right place at the right time. Recruiting is done as per the
requirement.
23
Recruitment in TPC is done at entry level as well as laterally at intermediate levels, based on
business requirements. For each vacant position, detailed job descriptions (Job Man Specification
Forms) are chalked out, comprising technical / functional aspects, leadership competencies (TLPs)
and candidate profile. These criteria are also incorporated as part of the Interview Assessment Forms.
HR draws up the Job description through in-depth discussions with the respective Hiring Manager /
HOD. For entry-level positions, requisite competencies / attributes are identified by a panel
comprising Heads of Divisions. These are based on the TLPs. The Panel is equipped with requisite
assessment skills and interviewing techniques to judge desired competencies.
2.PERFORMANCE MANAGEMENT SYSTEM
PMS system at TPC is based on the BSC process. Corporate BSC is drilled down to the
division / department scorecards. Each officer is assessed on functional performance as well as
leadership competencies (TLPs). Performance ratings are based on a collective assessment of the two
parts. PMS is used as a basis for deciding the variable pay, developmental training, succession
planning, cross-functional assignments and nomination to Group PPM. For the workmen,
performance is assessed on an annual basis / Exceptional cases are rewarded with Merit Increment /
One Time Award. Compensation surveys are done periodically for Staff and workmen to ensure that
the compensation provided is kept current with the market. The structure for Officer’s compensation
is also being made more contemporary with a view to reward performance by increase in the
performance-linked portion of Compensation package.
PMS is used as a basis for selection of employees for STARS process, specialized
developmental training, succession planning and special cross-functional assignments. A formal web
based PMS has been institutionalised for officers.
3. SUCCESSION PLANNING
Succession Planning is adopted for identified key positions that are likely to fall
vacant to ensure smooth transition and effective performance of the organization.
List of key positions falling vacant in the next two years due to superannuation and
successors for these positions are identified. The successors are identified based on their past
performance and leadership potential assessed through PPM process. They are trained and moved
into key positions well in advance to meet business requirements. All senior executives (AGM and
above) have identified their successors and communicated them to HR.
4.LEADERSHIP DEVELOPMENT & TALENT MANAGEMENT
24
TPC deploys the Leadership Development process to motivate employees, enhance
performance and utilize the internal potential in order to develop a high performance work culture.
5.CAREER PROGRESSION PATHS
Career Progression and development plans are prepared for consistent high
performing officers. A senior level cross-divisional team does structured analysis of all high
performers in the organization. The team is specifically trained in the assessment techniques on
leadership attributes based on observed performance and behaviour. Short listed candidates are
identified as the Talent Pool of the Company. Efforts to move such Employees to cross-functional
higher positions, depute them to good developmental workshops are done to groom them as future
leaders. TPC has also prepared ILD’ s for about 20 officers who have been identified through the
assessment process and is in the process of developing them.
6.COMMUNUCATION
“Communication” forms a basis for long range strategic goal setting and policy formulation,
Strategic planning, organization development and effectiveness, control decision making and allied
managerial activities aimed at effective achievement of organizational goals.
Some of these channels are:
Newsletters like People Power, NDB news (New, Different, Better)
HR council-To discuss HR initiatives and policy matters
Technology circles-To share and assimilate information on new technology in the p
Power sector
Divisional/departmental meetings.
TPC intranet-To communicate all matters relevant to business environment, regulatory
orders, business achievements and internal policies and manuals.
7.EMPLOYEE TRAINING & DEVELOPMENT PROCESS
TPC have a technologically proficient and business oriented human resource to successfully
address the challenges and growth opportunities.
The basic objective of imparting training to the employees is “improving
performance of the company through people”.
MEASURING EFFECTIVENESS OF THE PROGRAM
Employee feedback survey
Learning during the programme
Application
25
8.STAR PROCESS
TPC has a culture of identifying and preserving talent in the organization through a
process known as STAR that identifies consistent high performer through PMS.
These star performers are given enrichment in their work profile and they are given challenging
assignments so that they can use their knowledge and imagination to its fullest.
9.EMPLOYEE RETENSION PRACTICES
In this volatile world, retaining talent has become very crucial. It is beneficial to be proactive
rather being curative. Employees should be taken care of from the very beginning, rather than trying
to retain them by giving pay hikes, or by giving them a change of profile when they are determined
to leave.
TPC believe in identifying and nurturing talent once they have entered the organization. TPC
conducts many surveys to identify drivers of satisfaction and accordingly target those drivers, which
are the major contributors to attrition.
10.REWARDS AND RECOGNITION
SCHEMES:
Best department award
Social Initiative
Sport initiative
Cultural activities
Suggestion scheme
11.EMPLOYEE ENGAGEMENT PROCESS
.PURPOSE OF MEASURING EMPLOYEE ENGAGEMENT:
To ensure a work environment in the company that maximizes personal contribution and
growth.
To measure the commitment of employees towards the company and their jobs.
To identify managerial best practices and incorporate them into the leadership development
initiatives.
Benchmark the commitment of the employees and subsequently measure the progress
over a period of time.
12.ORGANIZATIONAL TRANSFORMATION
Organizational Transformation is the process where in the firm strives to adopt a culture,
which is feasible in order to stay competitive. The managers need to derive a strategy to transform
26
the organization based on the need of the market. This process helps to align the organizational
objectives with the strategy and therefore remain competitive in the changing business world.
HR at TPC plays the role of a catalyst for Organizational Transformation, one of the KSFs.
With major changes taking place in the Power Sector, business model for TPC is fast changing,
needing the Employees to transform themselves to succeed in the changed environment.
13.WELFARE PROGRAMMES
Tata Power follows its peers, the TATA GROUP, in regard to the welfare of its employees,
as they do for all its other basic policies..
In keeping with the TATA GROUP tradition, the Company’s staff welfare measures include:
Housing
Medical facilities
Sports and recreational activities & Counselling
27
TRAINING AT TATA POWER
6.1Employee Education, Training and Development in Tata Power
Tata Power's well-established Human Resource Division has invested in the development of
a talent pool of over 3,500 personnel, including 700 qualified engineers and a large skilled work
force. The Company lays special emphasis on integrity and competence and regularly:
Conducts training workshops to help its employees achieve still higher levels of competence and
come out with the best in them.
Conducts programmes on safety, health and environment
The annual ETD targets take into account National training policy for Power sector. Efforts
are made to balance between the various areas of importance
Training needs are revisited during quarterly / half yearly reviews to keep current with
changing business requirements. e.g. mid term introduction of workshops for Contract Labour
Management, Changes to PMS etc.
ETD processes are designed to support Organizational objectives and individual needs.
Corporate BSC and HR BSC form the basis to these plans, to support
Present and future Organizational / Strategic Objectives
Improvement in division performance
Individual needs for Officers and group needs for Workmen
Base Level training for skill building
28
6.2Tata Management Training Centre
Profile
The Tata Management Training Centre (TMTC) has been positioned primarily as an
in-house training centre for the Tata Group. It aims to provide training to high performers within the
group and to act as a cradle of change for Tata executives.
TMTC’s training programmes are designed to develop leadership traits. The institute tries to
make the training both issue- and need-based by encouraging participants to implement programme
inputs in actual situations.
The training methodology stresses on project orientation and action learning. Participants are
required to discuss various issues, problems and plans concerning their organizations and are then
provided the opportunity to evolve solutions by interacting with a world-class faculty.
The Tata Brand Equity Business Promotion programme, the Tata 'code of conduct', and the
JRD QV initiatives constitute a common module in all these programmes and participants have the
privilege to listen to and interact with senior Tata Group leaders.
The centre also plays a major role in the training and development of Tata Administrative
Service officers. It conducts programmes not only during their induction and at the end of their
probation period, but also during their early years with the service. The aim is to inculcate the Tata
Group’s values in probationers and nurture in them the ability to hold senior positions within the
group.
The centre's core faculty group consists of specialists who have wide-ranging experience in
management training, consulting and research. The findings of their consulting and research
projects are often used in classroom sessions. The centre strives to provide the highest quality of
service in operations and administration.
6.3TRAINING PROCESS29
TPC recognizes the need to have a technologically proficient and business oriented human
resource to successfully address the challenges and growth opportunities.
TPC lays stress on building competencies. Learning initiatives are designed to improve
technical competence, build new skills for growth areas and inculcate behavioral patterns that are
required for aggressive business expansion.
The basic objective of imparting training to the employees is “improving
performance of the company through people”
PROCESS:
1) NEED IDENTIFICATION
The training is imparted only if there is a requirement. These requirements could be current
requirement and future requirements. Both these requirements are essential to reach the goal of any
organization. These requirements could be individual specific, divisional specific or organizational
specific, all these needs should align with the strategy and goals of the organizations.
At TPC, the need identification process is undertaken by taking inputs from Senior
Management teams and Divisional/Departmental heads regarding the priorities in training needs.
After identification, inputs are taken on the conduct of the training programs [delivery methods,
benefits expected].
2) DEVELOP THE TRAINING PROGRAM:
Based on the inputs received, a training program is developed. Since the concerned
employees inputs are taken at the time of developing the program, it always gets a favorable
response.
3.DELIVER THE PROGRAM:
30
TPC has a culture of “TRAINING THE TRAINER” that means the employees are trained in
imparting training. This gives an opportunity for the employees to sharpen their knowledge as well
use their skills. The delivery methods are chosen in such a way that it drills down the message across
to the employees.
4) MEASURING EFFECTIVENESS OF THE PROGRAM:
Training initiatives are evaluated through three indices-Training Man-days, Training Need
Compliance Index and Training Effectiveness Index. The Effectiveness Index for Training was 80%
in the previous year.
Training effectiveness is measured for programs, which are specifically designed towards
Strategic objectives, Departmental performance, new introductions of subject and faculty.
Approximately 40% of the total programs conducted are evaluated. TPC uses Kirk Patrick Model
for measuring Training Effectiveness. Effectiveness is measured through 4 levels such as Reaction,
Learning, Reinforcement, and Outcome.
1. Reaction is the immediate feedback sought after each program through a questionnaire.
2. Learning is measured for technical / skill development programs through pre-post tests.
3. Reinforcement (Behavior) of training is done after every three months after the training program,
here it is checked whether employees are actually using the knowledge imparted to them on job.
4. If all the above steps are favorable, then results will follow.
Training Man-days were 7 for officers and 5 for workmen in the previous year. These Man
days can be increased or decreased based on the business needs.
The training indices were benchmarked through American Society for Training and
Development against global electric and gas industries worldwide. The feedback received was
favorable, however to become the best training provider of all TATA groups, TPC has decided to
Benchmark Training Initiatives manually.
6.4 ETD Process
31
TNI
Review Process
ED Design & Delivery
ETD Effectiveness
TNI – Training Need Index
LT- Long term
ST- Short Term
LDP-
6.5 Process Flowchart for Training Process
32
StrategicNeeds(ST/SL)
SurveyFeedback
Individual Needs
DivisionalNeeds
Base level Needs
LDP
TNI
ETDDesign
LT Annual Plan
Half Yearly Review
TrainingDelivery
QuarterlyReview
ST QuarterlyPlan
New Requirements(Org & Div.)
ETD ProcessReview
Monitor TrainingEffectiveness
Employee Skill Record
EmployeeFeedback / Survey
Individual Training needs identification by HODAnalysis and compilation of individual training needs
and prepare group training need form for the
Department-HOD
Compile training need from all the departments andPrepare training plan-Training HODDeliver / Conduct the training as per the plan
Evaluate and record training effectiveness.Refer participant feedback form and training history
card
Is trainingEffective?
End
Initiate suitable action in consultation with
HOD
SelectAlternatives
6.6 TRAINING PROCEDURE AT TATA POWER
Addressing Key Organizational Needs
Key Organizational needs associated with new recruits; diversity, ethical practices and leadership development are
addressed as given in Table
Key org.
Needs
Key ETD Interventions
New
Employee
Orientation
Campus recruits: 1week formal Induction Programme, 3 Months System Tour
including short posting at various divisions / sites, Process familiarization /
Simulator training
Direct Lateral Recruits: 3 days basic induction programme to introduce key
processes of TPC (conducted once in 3/6 months), 2 week structured orientation
programme which includes site visits & meeting with functional heads with their
teams, Awareness training on Quality initiatives, 3SCR, CSR, TCOC, Safety &
First aid, Admin Processes etc.
Management
Leadership
Development
As in Table key ETD Initiatives
Ethical
Practices
Employee
Workplace
&
Environmenta
l Safety
TCOC training, TBEM core values awareness sessions, Training on ISO 14000
and OSHAS (Expert level & Awareness level), Industrial Safety training &
refresher safety programmes, Emergency evacuation drills, fire-fighting
demonstrations, First aid & Health refresher programmes, Participation in mutual
aid group seminars of regional forum, Environmental awareness and Safety
training of contractor employees, Horticulture & Fish farming training
Diversity
Training
Training Programmes are customized & conducted in local languages to suit
cultural diversity, Employees across levels, divisions and hierarchy participate in
team building W/S.
Addressing Organizational needs
33
Inputs from Employees & Managers on ETD needs
Needs are sought from HODs / Employees for meeting Divisional objectives and to meet the
career aspirations and development needs of their subordinates. Individual needs are captured as a
part of QMS – ISO 9000 training process at divisional level and as part of annual PMS review
discussions for Officers. These needs are collated by respective ETD account managers and used
during preparation of quarterly and annual ETD focused plan.
In house functional expert database is maintained by ETD group. These experts are used as
faculty for in-house technical and other programmes like SAP Power User / End user training, O &
M practices, condition monitoring etc. TPC’s large TBEM internal assessor base is used for driving
quality initiatives and improving the understanding of the Business excellence model amongst
officers and workmen. New technical / functional developments / improvements and benchmarks are
shared across all the divisions by functional groups. At present forty such functional experts are
deployed as in house faculty.
The annual ETD targets take into account National Training Policy for power Sector.
Efforts are made to balance between the various areas of importance as given in the table.
Training needs are revisited during quarterly/half yearly reviews to keep current with changing
business requirements.
With needs prioritized and annual target set, training plans are made as follows:
Sr ETD Focus Objectives addressed
1 40% Focus on Strategic
Objectiveslike, Low cost Power
Projects, Cost Reduction, LT,
Distribution, Power trading and
Organizational Transformation
Growth: Create bench strength for growth related
areas.
3SCR: Facilitate Cost reduction.
Organisational Transformation: Changed mind-set
2 40% Focus on Divisional /
Individual Performance
Improve technical excellence to impact Technical &
Service parameters viz: PLF, MUs generated, Uni
t availability, Cost, Quality driven culture
3 10% Focus on Base level
requirements.
Impart basic awareness at all levels
4 5% Focus on Consistent high p
erformers
Developing and nurture high performers, Leadership
Development
5 5% Focus on the Sr. Management Senior leadership development, Exposure to present
challenges and new growth areas.
Distribution of Training Efforts across various needs
The Training Procedure at TATA Power is as follows:
34
1. The ‘Employee ETD Need Identification’ is available with the various departments. The employee
fills in whatever Education, Training and Development (ETD) he feels he needs. His immediate
superior then approves this. The Department head also gives a list of ETD needs that he feels is
required by employee.
2. The Department HOD then fills in a ‘Group ETD Needs Identification’ form. This form indicates
the number of employees that will be participating in various training programs from that
department. The department HOD compiles all the individual ‘Employee ETD Need Identification’
forms and then fills up the ‘ Group ETD Needs Identification’ form
3. All the HOD’s send their ‘Group ETD Needs Identification’ forms to the Training Department.
The Training Department complies all the forms and prepares a final document consisting of the
various training programs and the number of people that will attend these programs from the various
departments.
4. This document is then sent to Corporate HR from where a Training Calendar for the entire TATA
Power Company is made. A Training calendar is made every quarter of the year. While making a
training calendar the following factors are taken into consideration:
Programs addressing Organizational/ Strategic objectives like cost reduction, team building,
balanced scorecard etc.
Programs addressing Divisional/ Individual needs like electrical, mechanical, electronics and
telecommunication, computers etc.
Programs addressing General Programs Like safety and security, health.
5. Once Corporate HR prepares the final Training Calendar for the quarter, it is passed on to the various
branches. The Training Departments of the various branches now prepare their Training Calendars in
accordance to the Training Calendar they have received from Corporate HR.
6. The Training programs are now conducted as per the calendar and recorded into the ‘Training
Program Particulars’ form. This form consists of the list of participants, the venue, and the training
department Co-ordinator etc. of a particular training program.
7. In case some announced program cannot be conducted, the concerned HOD is informed for onward
communication to all participants. The details are recorded in ‘Training Program Cancellation’
record.
8. In case additional training needs are received during the year, they too are suitably addressed.
35
9. The training department coordinator is in-charge of the smooth running of the training program. He
has to ensure that all the participants are present for the training; he has to ensure that all the
instructional material is present and ready for use etc. The Training coordinator has three checklists
that have to be filled by him. The three checklists consists of:
Checklist of activities to be done one day prior to the scheduled program date.
Checklist of activities to be done on the scheduled programe date.
Checklist of activities to be done on the day following scheduled program date.
10. After the training program is over, evaluation of the program is carried out based
On the ‘Participant Feedback’ forms received. Corrective action is taken by the Training department
in case of programs where feedback rating is below 3. The results are recorded into the ‘Program
Evaluation’ form.
11. For programs of duration less than one day, knowledge sharing sessions,
on-the-job training and seminars/ presentations, participant feedback is not obtained and program
evaluation is not done. However, details of the same are recorded in the ‘Training Program
Particulars’ form.
12. The immediate superior of the employee assess training effectiveness within
90 days of imparting training for all technical programs. The effectiveness of the training program is
generally assessed by interviewing the employee. During the interview, the employee is judged on
the following parameters
Initiative taken by participant
Relevance of objectives taught
Support from supervisor
13. Training effectiveness is not assessed in the following cases:
Behavioural programs
Seminars/ presentation
Knowledge sharing sessions
Programs of duration less than one day.
14. The respective HOD’s do ‘Competency Mapping’ for all permanent employees
Whose work affects quality and performance. Training need are identified from the gaps found
36
15. The Training initiatives are evaluated through three indices- training Mandays,
Training need compliance Index and training Effectiveness Index. The Training effectiveness is
measured is measured for programs, which are specifically designed towards Strategic objectives,
Departmental performance, new introductions of subject and faculty. Approximately 40% of the total
programs conducted are evaluated. TPC uses Kirk Patrick Model for measuring training
effectiveness. Training Effectiveness is measured through 4 levels such as Reaction, Learning,
Reinforcement, and Outcome.
TYPES OF TRAINING PROVIDED AT TATA POWER
There are two types of training provided at Tata power.
Internal Training
External Training
The procedure for Internal Training is as follows:
1. Internal Training is conducted by in-house faculty.
2. The trainer knows the target audience
3. He is generally able to meet their expectations because in most cases he is one of the department
engineers.
The procedure for External Training is as follows:
1. External Training is conducted by external faculty.
2. The course content are decided keeping in mind the cross-section of participants, their position,
the jobs they handled etc. Also what improvements are expected is clearly stated.
3. The trainer is now contact and the requirements made known.
4. The trainer then comes up with a proposal. The proposal consists of:
The topics to be covered in the training program.
The duration of training program
The venue of the training program
The infrastructure requirement
The cost of training program.
5. If the proposal is accepted, the training program date is fixed.
6. The contents of the program are then relayed back to the participants.
Programs conducted in-house are designed in consultation with the target group and in-house
experts to seek views on the topics to be covered, mode of delivery and case studies to be included.
37
Detailed discussions are held with prospective faculty. Prior to finalizing the design, the faculty
meets a cross-section of employees who are likely participants and their department heads to get a
feel of the actual issues. An in-depth study of, effectiveness of similar intervention in other reputed
organizations is also done.
Feedback received from participants and departments regarding program designed and
delivery is reviewed and suitable corrections are made regularly.
The key Training Programmes conducted in Tata Power and the Target group are given below.
38
Delivery of ETD Interventions
Focus Area Key Training Programmes Target groups
1 Quality
ISO 9000, 5S, 6 Sigma, ISO 14000,
OHSAS, TBEM, QC tools &
techniques
All grades
2 Cost (3SCR)Cost Reduction, Quality Tools, Financial
Skills,All grades
3 Growth AreasMERC, Distribution Mgmt, Power Trading,
ABT, M&A EB-2003Officers & Workmen
4Functional/
Technical
Simulator, OEM & Divisional need based
Programmes, Divisional O & M Staff
5Developmental
Programs
Develop Your Potential, BECP, BELP, BE
for frontline & grass roots,
Recommendation from
HOD
6 Team Building Bharari, Outbound team building W/S Functional Teams
7 TechnologySCADA, GUS, HPM, PLC,S-5 SAP,
Advance PC Engineers
8Leadership
Development
MDP, Leadership Skills, Mentoring, Cross
functional InterviewingSenior Leaders
9
Leadership
Development
(Potential leaders)
Management Simulation Games, Fulbright
Scholarship, MDP’ s, HR Gurukul, EMBA,
ILD’ s, Job rotation
High Performers
10
Performance
measurement &
improvement
PMS Workshops, Goal Setting Workshops
TBEM/ISO Awareness, Project
Management Methodology, Mentoring &
Counseling
Officiers
11Organizational
Transformation
Change Orientation, Gharkul-for Union
Leaders, OT W/S
All Employees &
Union Leaders
12 SafetyIndustrial Safety, Fire Fighting, Hazard
Identification & Risk AssessmentAll grades
13 Values & CSR TCOC, Volunteering, Akansha, All grades
14On The Job
Training
Area Operation Training, Unit Outag
Postings Control Room Training,
Technician Training
Engineers Operators
Workmen
15Safety (contract
jobs)Safety awareness, Use of PPEs Contractors’ employees
39
Faculty, divisional heads and representative target audience contribute largely to the
customization and design of training interventions on contents, schedule, delivery method etc. Pilot
programme is held for selected participants to seek feedback on appropriateness of the design. In
FY05, 15 new programmes (addressing Strategic Objective / divisional performance objectives) were
designed in this manner.
Training delivery methods are decided based on the topic, content, objectives, profile and
number of participants, duration of training, past feedback and recommendations of the faculty.
Table illustrates various training delivery options
Delivery Method Training Programme.Lecture All training programmes with Class room set-up,
Case Studies Finance for Senior Managers, Basics of Finance, BECP/BELPs
CBTs and WBTs PC Awareness, MS Office,
Role Plays Presentation Skills, Develop Your Own Potential
Hands-On-Training NDT Techniques, Breaker Maintenance Workshops, OEM
training, Welding Techniques
Simulation Business Simulation Games, Simulator Training
On the Job (OJT) Control Room training, Deputation to outage jobs
Project Based
Learning
Project Management, MS Project, CFT/SGA on specific project
Distance Learning K Hub, Knowledge Portals
Seminars and
Conferences
Nominations to vital seminars and conferences conducted by
reputed organizations and institutes
Outbound Training Outbound Team Building,
Video Sessions Industrial Safety, Base level awareness sessions,
Demonstrations Fire Fighting Sessions, Health/First Aid Awareness,
Mentoring Induction /System tour for new entrants (Guide for every
individual)
Group Discussions Team Building, Develop your Potential
Various Training Delivery Options
40
Reinforcement of Knowledge & Skills:
Following approaches are adopted for reinforcement of knowledge and skills:
On the job Training:
Improve skills by providing new assignments with training. viz. Cross functional Outage
deputations, CCR training, deputation to NDPL, refresher operational training, SAP Training, IT
Skills training. Technical staffs exposed to Simulator training are given independent charge in
control room.
Specific Assignments:
Individual / group tasks e.g. CFT / SGA on Quality improvement tasks, 3SCR projects, Cost
Reduction / Cycle time reduction projects etc.
Job Rotation:
Consistent high performers are given job rotation after specific training inputs
Additional responsibility:
ISO 9000 / 14000 auditors, TBEM assessors are given additional responsibility of audits,
internal progressive assessment, conducting awareness sessions etc
To improve the efficiency of ETD processes following improvements are introduced:
i) HR Account Manager for Divisions
ii) Customizing new programmes in the areas of strategic business objectives and soft skills
development
iii) Run pilot programme for selected participants
iv) Tracking effectiveness of ETD process
41
Chapter-8
Research Methodology 8.1 Primary Data
8.2 Secondary Data
8.3 Questionnaire Type
8.4 Sampling Size
8.5 Limitations
42
CHAPTER-8
RESERCH METHODOLOGY
8.1Primary Data
Primary data is collected mainly through questionnaire which is sent to the trainees.
8.2 Secondary Data
Secondary Data is collected mainly through existing data available in the company
records.
8.3Questionnaire type
An open-ended questionnaire is sent to the managing staff through e-mail. There are
10 questions regarding each training proramme. For every question 4 options are there, Strongly
Disagree, Disagree, Agree, Strongly Agree. According to that they have to give marking 4,3,2,1.
8.4 Sampling Size
A sample size of 25 employees are selected from each training programme
conducted.
8.5 Limitations
1. Even though, 16 programmes were conducted during the months of July & August & 17
programmes were conducted in the month of September, I was allowed to evaluate only 5
programmes from each month.
2. Difficulty in obtaining relevant materials from the company
3. Reluctance on the part of the company to give away their closely guarded policies of
evaluating the training effectiveness
4. Difficulty in getting back the response to the questionnaire from the trained employees
regarding the training effectiveness of the programme
43
44
Chapter-9
Data Analysis &
Interpretation
9.1 Evaluation of TEI for July’05
9.2 Evaluation of TEI for August’05
9.3 Evaluation of TEI for September’05
45
SUGESSIONS
1.Introduction of Training in Intranet
Tata Power has an intranet site called ‘Sangam’. At the moment, the site is being used by employees
to assess their payslips, apply for leave etc. It is also being used as a news portal giving employees all the
current news about the power sector, about Tata Power and its competitors.
The site is the platform for introducing web-based training to all the employees.
Some of the advantages of using the intranet for training are as follows:
Web based training (WBT) increases both productivity and learning, significant productivity gains
are generated with WBT because it’s extremely flexible. Classroom training requires a trainer, a
room, materials and enough learners to make the training work investment. With WBT, each learner
can assess training exactly when it’s needed at a time and location convenient for that particular
learner. This means no more shutdown production lines during training and no more cancelled or
postponed training sessions due to production emergencies.
WBT also takes less time than classroom training. Some studies have shown it to reduce training
time per learner by 40-60%. Most WBT programs enable the training to be customised to meet a
particular learner needs. So instead of sitting in a full day training session where only half of the
information is relevant to any on learner, employees can focus on what’s most important to their
specific jobs. Less time spent in training means more time applying new skills on the job.
Another reason for WBT’efficiency is that people learn at different speeds. In a classroom, everyone
proceeds at the same speed (usually determined by the trainer), but with WBT, learners can work
through training at their own pace.
Learning retention is typically higher with WBT than it is with classroom training. One reason for
the increased retention is that learners don’t feel embarrassed to spent extra time on topics more
difficult for them.
With WBT, learners can immediately apply what they have learned because they take the training at
the exact time they are ready to use it., not when the organization is ready to provide it. ABT and
classroom training alike need to be linked to specific business objectives. Learners need to be held
accountable, not only for going through the training, but also using what they have learned in their
jobs and processes must be put into place to enable people to use what they have learned and to help
46
them if they are having difficulty applying their newly acquired knowledge or skills, assisting that
must be in place prior to rolling out a WBT program.
TATA Power should consider the five key points before launching a WBT initiative.
1. Provide a face-to-face introduction to the training either one-to-one or in groups to demonstrate
support for the training and to convey a sense of importance in developing new knowledge.
2. Set a deadline for the learners to complete the training. The deadline should convey a sense of
urgency. In other words, don’t give people six months to complete a program. That sends a message
that the training isn’t really all that important.
3. Review the key points of the training with the employees, either one-to-one or in a group, once
they’ve completed the training. Encourage them to ask questions about how employees will be
expected to use what they have learned.
4. Ensure that learners have opportunities to immediately use the skills gained in their jobs, and follow
up with them one-to-one to review how they are progressing.
5. Make the training available to learners as a fresher even after they’ve completed it.
2.Competency Based Approach to Training Needs Analysis.
Six critical steps are there for identifying the training needs.
1. Identify competency or success factors.
2. Build profiles
3. Assess employees
4. Identify gaps
5. Identify development options
6. Follow through
1) Identify competency or success factors.
Competencies or success factors are the knowledge, skills, abilities, behaviours and
characteristics that represent the fundamental skill or behavioural components of a job.
Typical approaches are based on some form of job analysis. Analysts gather responsibility,
task, skill and behaviour information for a particular job or job family and then identify the
competencies or other factors required for successful performance.
2) Build profiles
Most useful job profiles start with the establishment of two important criteria, the criticality
of each success factor & the proficiency level for each factor.
The result of this proves is a picture of the most important success factors and the degree to
which each needs to be mastered by jobholders.47
3) Assess employees
You can develop reasonably accurate pictures of employee strengths and weakness by
building on the competency and success factor models.
4) Identify gaps
Now, you can compare reasonably it to the previously established job profile in order to
identify the most logical & most critical gaps in development.
5) Identify development options
Development can be linked to three primary sets of activities:
1. Formal, in-house training programs specifically designed to provide training and
development options.
2. External programs such as workshops, seminars and formal classes that also address
the identified competencies of success factors.
3. Internal, on-the-job experiences that have been identified as a source of development
and growth.
3) Follow through
Many organizations fail to follow through after development activities. The message
they send to the employees is that process stops with job analysis or employee assessment.
If employees are expected to take part in on-going development programs, they
should see some tangible outcomes or rewards for their undertakings.
If managerial participation is crucial to long-term development and maintenance of
employee skill levels. Including employee development on a manager’s list of yearly goals may be
the best way to institutionalise the message of development.
48
Chapter-12
Limitations
49
CHAPTER-12
LIMITATIONS
1. Even though, 16 programmes were conducted during the months of July & August & 17
programmes were conducted in the month of September, I was allowed to evaluate only 5
programmes from each month.
2. Difficulty in obtaining relevant materials from the company
3. Reluctance on the part of the company to give away their closely guarded policies of
evaluating the training effectiveness
4. Difficulty in getting back the response to the questionnaire from the trained employees
regarding the training effectiveness of the programme
50
CONCLUSION
Training is conducted very effectively in Tata Power. The Training Effectiveness
Index upto September’05 is around 82% against the targeted 80%. Using WBT Technology training will be
most effective. In such a case, the training is carefully selected and it ensures that it meets the needs of
TATA Power. With some initial effort of planning, TATA Power can create a useful and relevant process
for assessing employees and jobs in order to pinpoint development needs.
51
Bibliography
1. Training Manual at Tata Power
2. The TATA Business Excellence Model Manual
3. Sites Visited
www.Sangam.com
www.humanresource.com
www.humanresource.org
www.workforceline.com
4. Various Visited:
Human Resource & Personnel Management
-By K.Ashwathappa
Handbook of Human Resources Administration
-By Joseph Famularo
52
Annexure 15.1Employee ETD Need Identification Form
15.2 Training Effectiveness Questionnaire
53
The Tata Power Company Ltd
EMPLOYEE ETD NEED IDENTIFICATION FORM
Name of the Employee: Employee Number: Grade:
Division: Department:
Division: Department:
Signature of Immediate Superior Signature of HOD
54
Title : Training Need Identification
Employee or his immediate superior (in consultation with the employee) may fill in
his education, Training & Development requirements for his performance
Enhancement and self-development for the financial year in the space given below:
Sr. No ETD Need
Department head / Immediate superior of the employee may list the approved ETD
needs below, from those requested by the employee in the above space. Department
head or immediate superior may choose these needs in consultation with the employee
Before approval.
Approved ETD Needs
Department Head may give a list of other ETD needs for the employee in the space
below:
Sr No: ETD Need
55