MTNL Training Improves Employee Effectiveness, Revenue

Training & Development in MTNL
EXECUTIVE SUMMARY
The study is the TRAINING AND DEVELOPMENT IN MTNL.. It was
done as a part of summer training project work and was done to find out how the
efforts in Training and development undertaken by the Mahanagar Telephone Nigam
Limited are (MTNL) affecting effectively and efficiency of employees and hence
revenues.
The research project entitled Review on Techniques adopted by HR
Management to Improve the Effectiveness of Training and Development is an
attempt to understand the opinion and attitudes of employees of the various categories
at the Mahanagar Telephone Nigam Ltd towards the maintenance of effectiveness of
Training services provided by the Company.
The global economy of the day has endangered the survival of every
organization and in particular those who want to have a competitive edge over the
others. In this age of communication there is a very stiff competition in the field of
telecom sector and it is getting more and more tough by the everyday passing as new
companies are introducing themselves everyday in the pool.The competitive edge
may be a distant dream in the absence of Superior Quality Products which otherwise
is the function of well-trained employees. Today resources are scarce and have to be
used carefully and trainers of all kinds are required to justify their position and
account for their activities. Training activities, which are ill directed and inadequately
focused, do not serve the purpose of the trainers. Hence identification of training
needs becomes the top priority of every progressive organization. Identification of
training needs, if done properly, provides the basis on which all other training
activities can be considered and will lead to multi-skilling, fitting people to take extra
responsibilities increasing all round competence and preparing people to take on
higher level responsibility in future.
Training and development is an important function of the HR department of
any organization. The training and development activities need to be critically
analyzed since they have an important role to play in employee productivity. This
research study attempts to do a critical analysis of one of the leading IT organization

in the country which has more than seventy thousand employees working all over the
country. The report highlights the current HR policies and training activities of the
organization. The current training programs have been studied at two different levels,
managerial and non managerial and evaluation of these training programs has been
done on different parameters. Further recommendations have been made based on the
findings of the study. Need for the customized training programs, employees do not
have time for training, managers are not acting as leaders were some of the major
findings of the study.
It also aims to know and study obstacles in the proper utilization and increase
the effectiveness of Training programs and try to suggest remedial measures wherever
possible.
The data was collected through well structured questionnaires. About 52
employees were considered for the sample size, since the researchers are given very
limited time. This survey was carried out in various departments of the Company.
In the course of study, it was found that the training programs analyzed were
provided to all the employees of Mahanagar Telephone Nigam Ltd. and was not
specific to particular category of employees. The in depth study of the welfare
measures adopted by the company revealed that majority of the employees were fairly
satisfied with the training and development programs.
INDEX
Contents
No.
1. INTRODUCTION
2. IMPORTANT IMFORMATION
2.1 Company Profile
2.1.1Brief History of MTNL
2.2 Vision of MTNL
2.3 Values of MTNL
2.4 Corporate Objectives
2.5 Organization Structure
2.6 Services Provided by MTNL
2.7 Customer Care
2.8 Latest Services
2.9 Network Infrastructure -Growth
2.11 Training and Development
2.11.1 Training
2.11.2 Education
2.11.3 Development
2.12 Training and Development Objectives
2.12.1 Individual Objectives
2.12.2 Organizational Objectives
2.12.3 Functional Objectives
2.13.3 Societal Objectives
2.13 Importance of Objective Setting
2.13.1 Trainer
2.13.2 Trainee
2.13.3 Designer
2.14.4 Evaluator
2.14 Training as a source of Competitive Advantage
2.15 Training Needs Assessment
2.15.1 Reasons to conduct Training needs assessment
2.16 Levels of Needs Assessment
2.16.1 Organizational analysis
2.16.2 Task Analysis
2.16.3 Individual Analysis
Page
1-2
2.17 Training Design

2.17.1 The Trainer
2.17.2 The Trainees
2.17.3 Training Climate
2.17.4 Training Learning Style
2.17.5 Training Strategies
2.17.6 Training topics
2.17.7 Sequence the Contents
2.17.8 Training Tactics
2.18 Methods and Techniques of Training
2.18.1 On the Job Training
2.18.2 Off the Job Training
2.19 Training Effectiveness
2.20 Kirkpatrick's four levels of Evaluating Training Effectiveness
2.21 Training Process in MTNL
2.21.1 Foreign Training
2.21.2 Procedure for foreign Training
2.22.3 Inland Training
2.21.4 Procedure
2.21.5 Types of Training
2.22 Training & Development Policy in MTNL
2.22.1 Concept
2.22.2 Accountability
2.22.3 Categorisation of Training needs
2.22.4 Conducting Training Programs
2.22.5 Evaluating Training Programs
2.22.6 Training Calendar
2.22.7 Record Keeping
2.22.8 Training Audit and Evaluation
2.23 Evaluation of Training at MTNL
3. NEED AND IMPORTNACE OF THE STUDY
4. RESEARCH METHODOLOGY
4.1 Scope of The Study
4.1.1 Geographical Scope
4.1.2 Customer Selected
4.2 Final Study
4.2.1 Research Design Used
4.2.2 Questionnaire for the study
4.2.3 Sampling for the study
4.2.4 Data Collection for the study
4.2.5 Analysis for the study
5. FINDINGS
6. CONCLUSION AND MANAGERIAL IMPLICATIONS
6.1.CONCLUSION
6.2 Managerial Implications
7. LIMITATIONS OF THE RESEARCH
8. REFERENCES
INTRODUCTION
Every organization needs to have experienced and well-trained employees to
perform the activities. Rapid changes in the environment have not only made the jobs
more complex but have also created increased pressures for the organizations to readopt the products and services offered to compete in this fast changing world.
Therefore, in a rapidly changing society training is an activity, which is must for
maintaining a viable and knowledgeable work force.
Success of any training program largely depends upon proper identification of
training needs. Training needs are felt by the managers when they discover/perceive
deviation between standard performance and actual performance of its employees. It
is not that only workers need training. Simultaneously supervisors, managers and
executives need to be trained and developed to grow and acquire maturity of thought
and action. Many organizations invest considerable resources in training and
development but never really examine how and where this can most effectively
promote organizational objectives and individual growth. The failure to analyze
training needs within the organization will lead to lesser of benefits and huge
investment in the training program of the institute. Hence it would be pertinent to
analyze training needs first and then impart training accordingly.
Mahanagar Telephone Nigam Limited is one of Indias leading telecom
service provider and the only Public Sector Telecom operator in Delhi and Mumbai
circles. MTNL offers the most comprehensive bouquet of telecom services and is
market leader in basic telephony service. From time to time the company comes out
with various human resource management strategies- strategic as well as tactical- to
increase its employee morale and motivation. This in retrospect helps MTNL increase
its market share, increase its revenue, improve its brand image and gain competitive
edge over its competitor. But the company also needs to know if its effort are effective
or not and earning it the desired revenue. This project is therefore an effort in the
direction to find out the effectiveness of M.T.N.L.s training and development
sessions. The resultant survey, as a part of this project work, threw up many results
that were previously unknown to the company. Based on this survey certain
recommendations are also suggested for follow-up action.
For organizations like Mahanagar Telephone Nigam Limited, with a huge staff
base that is also quite diverse in their work-nature and skills, it is very important to
know if its employees are aptly engaged or not because a satisfied work-force is one
of the pre-requisite for improving output and efficiency.
The most important aspect of this survey is that such a kind of survey had
never been done at
Mahanagar Telephone Nigam Limited anytime before, so its
result will be an insight into the mind of the employee and a way to know their
aspirations and expectations, thereby, benefiting the employer in improving the workculture.
For organizations like Mahanagar Telephone Nigam Limited (M.T.N.L.), to
know how much its human resource management effort is paying and what
improvements could be made into it, it is very important to meet the aspirations of its
customer and to maintain an edge of the competitors in the segment. The most
important aspect of this survey is that such a kind of survey will give an insight into
the various components of the human resource management and practices and a way
to know their aspirations and expectations, thereby, benefiting the organizations in
improving the revenue from its present level. This project focuses on identifying the
training and development adopted by MTNL to generate revenue for itself and also
provides recommendations on how to achieve a successful human resource
management strategy to improve revenue.
2.1 COMPANY PROFILE
2.1.1 Brief History of MTNL

On 28th February MAHANAGAR TELEPHONE NIGAM LTD.
was
incorporated as a Public Limited Company under the Companies Act, 1956.

The company has been set up to take over the management, control and
operation of Delhi Telephone District (Excluding public telegraph service)
and
Mumbai Telephone District of the Department of Telecommunications and to

plan,
establish,
telecommunication
develop,
provide,
services
including
operate
and
Telephone,
maintain
telex,
all
types
wireless,
of
data
communication, telematic and other like forms of communication.

MTNL was set up on 1st April, 1986 by the Government of India to upgrade the
quality of telecom services, expand the telecom network, and introduce new services
and to raise revenue for telecom development needs of India's key metros. Delhi, the
political capital and Mumbai, the business capital of India. In the past 23 years, the
company has taken rapid strides to emerge as India's leading and one of Asia's largest
telecom operating companies. Besides having a strong financial base, MTNL has
achieved a customer base of 8.06 million as on 31st March 2009.
Develeopment in the year 2000
Mahanagar
Telephone
Nigam
Ltd
(MTNL)
tied
up
with
MasterCard
International to pioneer the acceptance of credit cards for payment of

telephone bills.
The Company will do the soft launch of its GSM-based monbile services
in Delhi and Mumbai. The Company is likely to be listed on New York
Stock Exchange next month with the public sector telecom giant getting
clearance from the bourse.
The Company has proposed increase in the pulse rate of local call for the
internet usage to five minutes from three minutes to make internet usage
affordable. The Company will launch its cellular service in Mumbai from
August 15.
The Company has awarded the Rs 32 crore contract for Fixed Wireless
Terminals for its CDMA network in Delhi. The Company and American
Express travel related services entered into alliance for india`s first
co-branded telecom credit card MTNL American Express credit card. The
company will mull a tie-up with portals rediff.com and satyamonline.com
at a meeting. The Company has setting up both basic and cellular services
in Nepal.
Telecom services in the national capital of Mumbai were partially affected

due to one day token strike by non-executive employees of the company
demanding revision of pay scales, perks and allowances. The Employees
of the Company in New Delhi went on a one-day strike on 4th June
demanding revision of pay scales and perks. The staff threatened to go
on an indefinite strike from July 11.
The Proposed strike of the Company staff unions has been deferred to
21st July. The state owned Mahanagar Telephone Nigam Ltd. will set up a
submarine cable landing station.
The company has to explore possibility of entering a joint venture with

another state owned company Videsh Sanchar Nigam for just opened Long
Distance telephony.
Narendra Sharma has been appointed as the new chairman and managing
director of the company. The company has opened two additional customer
service centres at Chembur in Mumbai. The Company will expand its `
common man` mobile telephone network by 50,000 new lines in the current
financial year.
Mahanagar
Telephone
Nigam
Limited
to
launch
its
cellular
phone
service in Mumbai in January next with a subscriber capacity of 1,00,000

lines. Mahanagar Telephone Nigam Ltd. has transferred its Internet Service
Provider Category-A licence as well as Internet business to its subsidiary,

Millennium Telecom.
MTNL is to develop a dedicated division to spearhead its cellular operations

in Delhi and Mumbai.
Mahanagar Telephone Nigam Limited (MTNL) will introduce a cash card

for its cellular subscribers within two months of starting its cellular
Operations on Jan. 31. The Company Chairman Narinder Sharma has bagged
the international `Millienium Man of the Year` award, instiutted by the
international award committee of Wisitex Foundation.
Dolphin, the much-awaited cellular service of MTNL, was launched in Delhi

on 6th Feb. The Company proposes to provide additional net switching
capacity of 3.30 lakh lines and to deploy 50,000 lines of CDMA-based
WLL technology during the year 2001-02.
The Company and Videsh Sanchar Nigam Limited have both signed
memoranda of understanding with the Department of Telecommunications
outlining their performance agenda for the coming financial year. The
Company has tied up with Billjunction.com to provide online bill presenting
and payment facility to its customers. The Company will have a roaming
facility in its cellular service, Dolphin, by the end of this month.
The Company has tied up with WorldTel to offer basic telecom services in
Bangaladesh as part of the corporation`s proposed move to diversify into
overseas operations.
Mahanagar Telephone Nigam Limited (MTNL) has roped in ICRA to chart

out a strategy to leverage the human resources of the telecom company.
The Delhi High Court has upheld the appointment of Narinder Sharma as
chairman-cum-managing director of MTNL, saying there was no merit in
a writ petition challenging it.
Dolphin, the cellular service promoted by State-owned telecom operator

MTNL, seems to be catching on.In October, Dolphin registered 13,000
new subscribers in Mumbai, increasing its base to 33,000 Around 30 per
cent
of these new connections have defected to Dolphin from incumbent
cellular operators, Orange or BPL, according to MTNL officials.
IDBI Bank has forged an alliance with MTNL in Delhi to help the account
holders of the bank to pay their phone bills through ATMs and Internet.
It has launch of Wireless in Local Loop (WLL) service in Mumbai.

Launches its pre-paid cellular card `Trump` with tariffs 50 per cent lower
than that of the private players in Delhi and Mumbai.
Govt. permits MTNL, BSNL to compete in basic services. Sets up a new

software venture called ComSoft for developing communications software, as
a part of its strategy to offer value-added communications software in
e-commerce, e-governance and intelligent networking .
IDBI Bank signs MoU with MTNL for bill payment . Announces unlimited
cell calls for Rs 1900.
MTNL stock price records nine-year-low of Rs 95. Announces new

codes
for MTNL consumers in Delhi. MTNL stops sales of its pre-paid
card Trump.
Misses
WLL-M
expansion
deadline
in
Delhi.
Partners
with
RailTel
Corporation of India Ltd. to offer telecom bandwidth vide optical fibre

cable (OFC) along its track network Announces free incoming calls
Formulates VRS for employees.
Department
of
Telecommunications
(DoT)
signs
Memorandum
of
Understanding (MoUs) for 2003-04 with Mahanagar Telephone Nigam Ltd

(MTNL) . Slashes number of free calls.
Forms Joint Venture with VSNL and Telecommunications Consultants

India Ltd (TCIL) to provide Basic & WLL telephone services in Nepal .
Trai rejects MTNL`s new WLL tariffs Cuts down cellular tariffs to take
on
private
sector
competition
Awards
WLL-M
handset
contract
to
Kyocera of Japan Reduces tariff rates by 50% on CDMA services ,Shelves

global long distance plan .Approves VRS for its employees .Gets licence
for providing telephone service and ILD services in Mauritius Joins hands
with Nokia, Samsung for WLL handsets .
Launches new tariff plan where the monthly rental will be Rs 100 and
the call charges will be Rs. 1.90 per minute.
Launched a new scheme
offering a fixed line telephone connection for Rs 100 per month, on which
the customer can access free incoming calls. For outgoing calls, the
customers will have to use Virtual Credit Cards (VCC). Thus, the offer
introduces a hybrid post-paid cum prepaid arrangement for a fixed line
phone.
Shri Narinder Sharma - ceased to be CMD wef October 31, 2003

on retirement from service on attaining the age of Superannuation.
2. Shri R S P Sinha - Director (F) has been entrusted the officiating
charge of the post of CMD for a period of 3 months wef November1, 2003.
3. Shri I C Srivastava - ceased to be the Director wef October 8, 2003 due
to death 4. Shri P C Rawal - ceased to be the Director wef October 29, 2003
5. Dr J S Sarma - appointed as Govt. Director in place of P C Rawal
wef October 29, 2003 6. Smt Monika Arora - tendered her resignation
wef November 11, 2003 and ceased to be the director from the said date.
MTNL
has
come
out
of
its
`negative
trap`
with
its
fixed-line
subscribers outgrowing surrenders, even as it launched a new scheme,

Plan 160`, for basic telephony subscribers. MTNL has informed that
Shri AK Girotra and Shri RL Dubey, Executive Director Delhi and
Mumbai respectively have been appointed as ex-officio directors on the
Board of MTNL wef December 19, 2003 MTNL unveils `Economy Plan`
for WLL services .
MTNL launches new schemes for ISDN subscribers MTNL unveils

SMS facilities on its landlines for its customers. MTNL bags license to
offer telecom services in Mauritius, Kenya.
MTNL and BSNL have entered into a strategic alliance, under which
the two public-sector telecom companies will jointly offer their voice and
data services. MTNL Ltd. has informed that Sh. A. K. Girotra, and Sh. R.L.
Dubey, Executive Director, Delhi and Mumbai respectively have been
appointed as ex-officio directors on the Board of MTNL w.e.f. December
19, 2003.
Mahanagar
Telephone
Nigam
Ltd
(MTNL)
on
January
09,
2004,
announced a special tariff plan for basic service users with Rs 160 monthly
rental aiming at low end users. Under this special plan, there would be no
free calls as available unde other tariff packages.
ITI queries on MTNL deal with Huawei.
MTNL bags award for excellence in cost reduction MTNL awards GSM
line contract for Motorola. Mahanagar Telephone Nigam has launched
new leased line services, with both `full` and `compressed` bandwidth
circuits, for port speeds ranging from 64 kpbs to two mbps MTNL join
hands with BSNL to target corporate clients Centre for Excellence in Telecom
Technology and Management (CETTM) has been established by MTNL with
state of the art facilities to impart training in Telecom Technology and
Management Studies.
CETTM will enable professional to acquire knowledge and skills to perform

effectively in the rapidly advancing telecom and information technology sector.
VISION OF MTNL
To develop leadership competency in the participants through quality training to

face challenges in the field of Telecom Technology & Management.
To improve accessibility of participants to training of international repute.
To explore, create and develop knowledge through applied and concept
research in Telecom Technology and Management.
To hold exhibitions / conferences / international trade show in Communication
and Convergent Technologies to promote the industry pro-actively.
2.3 VALUES OF MTNL
Core Values of CETTM

Customer Oriented Approach
Excellence Programs and Facilities
Total Quality Management
Transparency in Dealings
Mutual Respect and Trust
2.4 CORPORATE OBJECTIVES
To expand customer base and services.
To provide latest technology and services to the customers, at affordable

prices.
To achieve the highest level of customer satisfaction and delight.
To diversify in other areas for providing telecom services at national and

international levels.
To provide convergence of Telecom, Information Technology and related

services.
To improve productivity by training and redeployment of man-power.
To work for social benefits.
2.5 ORGANISATION STRUCTURE

EXECUTIVE DIRECTOR, MTNL
2.6 SERVICES
PSTN
Plain Old Telephone Service through digitalized Public Switched Telephone
Network with variety of Phone Plus
Services such as call waiting, call
forwarding, time alarm, abbreviated dialing, dynamic STD/ISD locking,

answering machine, DID facility of EPBAXs etc.
I-NET
Date Service through X.25 based Packet Switched Public Data Network called INet. The network supports CCITT protocols, X.3, X.25, X.28, X.29, X.32, X.75
and Frame Relay Service with vast range of facilities.
ISP
In addition to services earlier being provided in Mumbai and Delhi, we have
introduced CLI based internet services in 2002. We have also started ISP
service from 25th Feb, 2002 in Himanchal Pradesh in association with
HPSEDC.
ISDN
Integrated Services Digital Network (ISDN) to meet the requirements of

customers for voice data and video on single line, both in Basic Rate Access
(64 kbps) and Primary Rate Access (2 Mbps.)
IN
Intelligent Network Services (IN-Services) e.g., Free Phone, Premium Rate

Service, Virtual Calling Card / Accounts
Calling Card, Tele Voting, Virtual Private Network, Universal Access Network.
WLL (GARUDA)
Wireless in Local Loop (WLL): Services offered are both in fixed mode as well
as portable mode (mobile). Recently the network has been upgraded to CDMA
1X2000 technology providing higher bandwidth (144 kbps) data services along
with voice. The upgraded service is launched under Garuda 1x banner.
CELLULAR MOBILE SERVICE (DOLPHIN)
GSM based cellular mobile service with advanced features and value added
services like Auto-roaming, Pre-Paid, Voice Mail Service (VMS), Short Message
Service (SMS), Multi Party Conference, Closed User Group (CUG) etc.
LEASED LINE
For voice and date with local, national and international connectivity on point-topoint basis, MTNL pioneered and
became market leader in introducing
MLLN Network
Providing highest QoS to its esteemed subscribers.
BROADBAND
MTNL has launched broadband services under Brand name TriBand. The service
is provided on the existing copper infrastructure, initially Broadband Internet
Service, other services such as VPN, multicasting, video conferencing,
video -on-demand and broadcast application shall also be added in
future.
Broadband service is provided through the deployment of ADSL 2+ technology,

a type of digital subscriber line (DSL). All Payments / Billing for the service
will be included in the regular MTNL Telephone Bill.
Wi-Fi SERVICES
MTNLs Wi-Fine. Provides high-speed Wi-Fi wireless Internet access through

hotspots located at prominent public locations.
of Internet browsing on move.
The service meets the need
VIRTUAL PHONE
Virtual Phone Card, a unique and innovative service provides the facility to
receive messages and faxes, and also make calls from any phone, without
physically owning a phone or fax machine.
PHONE MAIL SERVICE
Another innovation from MTNL enables subscribers to send and receive E-mail
using normal telephone lines and instruments, without a PC.
In the new millennium MTNL makes sure that it gets connected to
communicate with a rapidly shrinking world
and that every resident of
Delhi and Mumbai is provided access to the latest in telecom services.
2.7 CUSTOMER CARE

The SANCHAR HAAT has been opened on the concept to provide a total
telecom solution and an instant connectivity to basic telephone services, value added
and new services, turning all this into a shopping experience.
One of the unique features of SANCHAR HAATis to provide liberty to the

customers to select a telephone instrument and a telephone number of their choice.
The Phone Book99 is also provided in advance. MTL will try to provide the
telephone connection within a weeks time. In case of any delay in the
provisioning of the telephone connection please contact the SANCHAR HAAT freephone telephone numbers only. Registration of other services can also be made in
the SANCHAR HAAT.
Network of Customer Service Centers- for single window solution.
SANCHAR HAATs (Telemarts) for instant connectivity and shopping
experience.
Customer Service Management System (CSMS) for
# Subscriber billing account maintenance
# Instantaneous updating of bill payments
# Online registration of telephone connection
# Directory Data enquiry and updating
# Fault Repair Service
Interactive Voice Response System (IVRS) for

# Complaint booking
# Changed number announcement
# Local Telephone Assistance
# Telephone Bill Enquiry Service
Online Directory Enquiry Service
ISDN and Internet Cafs
Telephone Bill Payment Schemes- Besides cash / cheque payment at
MTNLs payment counters scattered over Delhi & Mumbai, payments
are
also
accepted
through
select
banks/ ATMs / post
offices
for
convenience of customers. To reach heights of convenience to our

customers, following schemes are also available:# Voluntary Deposit Scheme
# Electronic Clearing Scheme
# Credit Card Scheme
# Payment Portal for paying telephone bills through internet has been
launched on 16.05.2002.
Customer Loyalty Scheme
A customer loyalty scheme by the name Loyal Royal Offer has been
started under which a customer gets various bonus points viz. joining
bonus points, future loyalty points, usage bonus, early payment bonus,
comeback
bonus,
time
period
bonus, recommendation
bonus
etc.
Customers can redeem their bonus points for attractive prizes with
MTNL.
MTNL has synergized all its energies to total customer satisfaction by

modernizing the services to international level and incorporating stateof-the-art technologies in its network.
2.8 LATEST SERVICES
Tariff for In-Roamers 'ISD' in MTNL GSM N/W - 3G Services.

Launch of Blackberry tariff plans on regular basis.
Modification in damaged charges for Modem/components.
Promotional offer of Micromax Mobile Broadband Data cards bundled with
MTNL prepaid 3G Connection.
Promotional Post paid 3G tariff Plans.
Promotional Prepaid 3G tariff Plans.
New BlackBerry Data Plans-Promotional offer.
Relaunch of Trump Vidyarthi Plan with modifications in tariff on Promotional
basis.
Modification in prepaid tariff package for reducing local call rates.
Launch of reduced Prepaid Trump STD Package.
Modification in Dolphin /Trump Jeevan Saathi Plans tariff on promotional
basis.
Modification in GPRS tariff.
All new private local PCOs shall be opened with Push Button telephones
provided by MTNL. However, if customer is willing to install CCB type PCO
then he should procure CBT-95 instrument himself.
CBSE Results.
Press Release.
Discontinuing of Data Services tariff Plans for Dolphin using Data Card.
Regularization of Trump Jeevan Saathi Plan-Rs 88/- (Super Saver Pack)
Launch of IPTV by M/S Smart Broadband services Pvt. Ltd.

MTNL introduces BlackBerry services for its customers.
New R&G policy, 2007.
Implementation of TRAI Guidelines for differential tariff on calls /SMS
terminating in CDMA /GSM network.
To avoid unwanted Telemarketing calls register your telephone no. in NDNC
registry-Call 1909 or send SMS "START DND" on 1909.
Tariff for VAS SMS and Play Tune (CRBT) .
Provisioning of MTNL Wi-Fi Hot Spot.
Status of telephone advisory Committee of Delhi.
Restituting landline telephones with GSM in case of companies shifting

base from Delhi to NCR.
Multilingual Messaging Service Application "Sarva Bhasha Sandesh" .

Recharge Coupons for Garuda-Prepaid are now available at Oxigen outlets.
2.9 FINANCIAL PERFORMANCE
Fig. 1
MTNL has a strong financial base and has shown consistent improvement in
performance over the years. It has a customer base of 5.92 million.
MTNL possesses an impressive financial profile comprising Reserves and Surplus
amounting to Rs.105698.8 million* and Fixed Assets worth Rs.146918.8 million* as
on 31.03.2006 corresponding figures for 31.03.2005 were 103138.2 million and
142522.5 million respectively.
2.10 NETWORK INFRASTRUCTURE - GROWTH

MTNL as a company, over the last twenty three years, grew rapidly by modernizing
the network through induction of State-of-the-art technologies and adopting a
customer friendly approach.
Table - 1 : Network Infrastructure Growth
1.No of exchanges
114
558
2.Equipped capacity (Millions)
0.88
10.72
3.Subscriber base (Millions)
0.75
8.06
i) Basic Wire line & CDMA Fixed (Millions)
0.75
3.69
ii) CDMA-Mobile (Millions)
0.10
iii) GSM Cellular (Millions)
4.18
4.Internet (Millions)
1.43
5.Broadband (Millions)
0.70
6.Public Call Offices (Local and Long Distance) 10,593

(Millions)
0.21
7.No of stations on Long Distance Network
264
39,303
8.No of countries connected overseas on ISD
11
243
9.Digitalization of exchange network
Nil
100%
2.11 TRAINING AND DEVELOPMENT

In the field of human resource management, training and development is the field
concerned with organizational activity aimed at bettering the performance of
individuals and groups in organizational settings. It has been known by several names,
including employee development, human resource development, and learning and
development.
Harrison observes that the name was endlessly debated by the Chartered Institute of
Personnel and Development during its review of professional standards in 1999/2000.
"Employee Development" was seen as too evocative of the master-slave relationship
between employer and employee for those who refer to their employees as "partners"
or "associates" to be comfortable with. "Human Resource Development" was rejected
by academics, who objected to the idea that people were "resources" an idea that
they felt to be demeaning to the individual. Eventually, the CIPD settled upon
"Learning and Development", although that was itself not free from problems,
"learning" being an over general and ambiguous name. Moreover, the field is still
widely known by the other names.
TRAINING AND DEVELOPMENT refer to the imparting of specific skills,
abilities and knowledge to an employee. A formal definition of training and
development is:
It is any attempt to improve current or future employee performance by increasing an
employees ability to perform through learning, usually by changing the employees
attitude or increasing his or her skills and knowledge.
The NEED for Training and Development is determined by the employees
performance deficiency, computed as follows:
Training and development need = Standard performance Actual performance.
We can say successful candidates placed on the jobs need training to perform their
duties effectively. Workers must be trained to operate machines, reduce scrap and
avoid accidents. It is not only the workers who need training. Supervisors, managers
and executives also need to be developed in order to enable them to grow and acquire
maturity of thought and action. Thus, training and development constitute an ongoing
process in any organization.
Training and development encompasses three main activities: training, education, and
development. Garavan, Costine, and Heraty, of the Irish Institute of Training and
Development, note that these ideas are often considered to be synonymous. However,
to practitioners, they encompass three separate, although interrelated, activities:
2.11.1 TRAINING
The term training refers to the acquisition of knowledge, skills, and competencies as a
result of the teaching of vocational or practical skills and knowledge that relate to
specific useful competencies. This activity is both focused upon, and evaluated
against, the job that an individual currently holds.
2.11.2 EDUCATION
Education in its broadest sense is any act or experience that has a formative effect on
the mind, character, or physical ability of an individual and in its technical sense
education is the process by which society deliberately transmits its accumulated
knowledge, values, and skills from one generation to another through institutions.
2.11.3 DEVELOPMENT
This 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. Development is less skill- oriented but stresses on knowledge.
2.12 TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organization. In addition to that,
there are four other objectives: Individual, Organizational, Functional, and Societal.
2.12.1 INDIVIDUAL OBJECTIVES

It helps employees in achieving their personal goals, which in turn, enhances the
individual contribution to an organization.
2.12.2 ORGANIZATIONAL OBJECTIVES

It assists the organization with its primary objective by bringing individual
effectiveness.
2.12.3 FUNCTIONAL OBJECTIVES

It maintains the departments contribution at a level suitable to the organizations
needs.
2.12.4 SOCIETAL OBJECTIVES

It ensures that an organization is ethically and socially responsible to the needs and
challenges of the society.
2.13 IMPORTANCE OF OBJECTIVE SETTING

Training objective is one of the most important parts of training program. While some
people think of training objective as a waste of valuable time. The counterargument
here is that resources are always limited and the training objectives actually lead the
design of training. It provides the clear guidelines and develops the training program
in less time because objectives focus specifically on needs. It helps in adhering to a
plan. Training objectives tell the trainee that what is expected out of him at the end of
the training program. Training objectives are of great significance from a number of
stakeholder perspectives, the "stakeholders" in training and development are
categorized into several classes.
1. Trainer
2. Trainee
3. Designer
4. Evaluator
2.13.1 TRAINER
The training objective is beneficial to trainer because it helps the trainer to measure
the progress of trainees and make the required adjustments. Also, trainer comes in a
position to establish a relationship between objectives and particular segments of
training.
2.13.2 TRAINEE
The training objective is beneficial to the trainee because
1) It helps in reducing the anxiety of the trainee up to some extent. Not knowing
anything or going to a place which is unknown creates anxiety that can negatively
affect learning. Therefore, it is important to keep the participants aware of the
happenings, rather than keeping it surprise.
2) It helps in increasing concentration, which is the crucial factor to make the
training successful. The objectives create an image of the training program in
trainees mind that actually helps in gaining attention.
3) If the goal is set to be challenging and motivating, then the likelihood of achieving
those goals is much higher than the situation in which no goal is set.
Therefore, training objectives helps in increasing the probability that the
participants will be successful in training.
2.13.3 DESIGNER
The training objective is beneficial to the training designer also because if the
designer is aware what is to be achieved in the end then they will bring the training
package according to that. The training designer would then look for the training
methods, training equipments, and training content accordingly to achieve those
objectives.
Furthermore, planning always helps in dealing effectively in an unexpected situation.
Consider an example; the objective of one training program is to deal effectively with
customers to increase the sales. Since the objective is known, the designer will design
a training program that will include ways to improve the interpersonal skills, such as
verbal and non verbal language, dealing in unexpected situation i.e. when there is a
defect in a product or when a customer is angry.
Therefore, without any guidance, the training may not be designed appropriately.
2.13.4 EVALUATOR
It becomes easy for the training evaluator to measure the progress of the trainees
because the objectives define the expected performance of trainees. Training objective
is an important to tool to judge the performance of participants.
2.14 TRAINING AND DEVELOPMENT AS SOURCE OF

COMPETITIVE ADVANTAGE
Training and Development is important because of following reasons:
1) Optimum Utilization of Human Resources
Training & Development helps in optimizing the utilization of human resource that
further helps the employee to achieve the organizational goals as well as their
individual goals.
2) Development of Human Resources
Training & Development helps to provide an opportunity and broad structure for the
development of human resources technical and behavioral skills in an organization. It
also helps the employees in attaining personal growth.
3) Development of skills of employees
Training & Development helps in increasing the job knowledge and skills of
employees at each level. It helps to expand the horizons of human intellect and an
overall personality of the employees.
4) Productivity
Training & Development helps in increasing the productivity of the employees that
helps the organization further to achieve its long-term goal.
5) Team spirit
Training & Development helps in inculcating the sense of team work, team spirit, and
inter-team collaborations. It helps in inculcating the zeal to learn within the
employees.
6) Organization Culture
Training & Development helps to develop and improve the organizational health
culture and effectiveness. It helps in creating the learning culture within the
organization.
7) Organization Climate
Training & Development helps building the positive perception and feeling about the
organization. The employees get these feelings from leaders, subordinates, and peers.
8) Quality
Training & Development helps in improving upon the quality of work and work-life.
9) Healthy work-environment
Training & Development helps in creating the healthy working environment. It helps
to build good employee, relationship so that individual goals aligns with
organizational goal.
10) Health and Safety
Training & Development helps in improving the health and safety of the organization
thus preventing obsolescence.
11) Morale
Training & Development helps in improving the morale of the work force.
12) Image
Training & Development helps in creating a better corporate image.
13) Profitability
Training & Development leads to improved profitability and more positive attitudes
towards profit orientation.
14) Organizational Development

Training & Development aids in organizational development i.e. Organization gets more
effective in decision making and problem solving. It helps in understanding and carrying
out organisational policies.
Thus, it can be concluded that Training & Development helps in developing

leadership skills, motivation, loyalty, better attitudes, and other aspects that successful
workers and managers usually display.
2.15 TRAINING NEEDS ASSESSMENT

A training needs assessment, or training needs analysis, is the systematic
method of determining if a training need exists and if it does, what training is required
to fill the gap between the standard and the actual performance of the employee.
Therefore, training needs assessment is:
1) Systematic method of determining performance discrepancies
2) Causes of performance discrepancies
Training needs assessment (TNA) is usually related to organizational and
individual performance.
2.15.1 REASONS TO CONDUCT TRAINING NEEDS

ASSESSMENT
1) Purpose of the training needs assessment is to ensure that there is a need for
training.
2) To identify the nature of what a training programme should contain.
3) It provides the information needed for developing a training plan that is based on
the learning needs of the participants.
4) It acts as a benchmark for evaluation of training.
5) It makes sure that training is provided to the right people.
6) It increases the relevance of the training and the commitment of the learners, as
they are involved in the preparation of the training design that reflects their
expressed needs.
7) Thus, it helps to foster a rapport between the facilitators and the participants. The
facilitators can acquire basic knowledge of the strengths and limitations of the
participants and the learners can become partners in analyzing their own learning
needs.
2.16 LEVELS OF NEEDS ASSESSMENT

There are three levels of needs assessment: Organizational Analysis, Task Analysis
and Individual Analysis.
2.16.1ORGANIZATIONAL ANALYSIS
Organizational analysis looks at the effectiveness of the organization and determines
where training is needed and under what conditions it will be conducted. The
organizational analysis should identify:
1) Organizational goals, mission & strategies.
2) Environmental impacts (new laws etc.).
3) State of the economy and the impact on operating costs.
4) Changing work force demographics and the need to address cultural or language
barriers.
5) Changing technology and automation.
6) Increasing global/world market places.
7) Resources available (money, facilities; materials on hand and current, available
expertise within the organization).
8) Climate and support for training (top management support, employee willingness
to participate, and responsibility for outcomes).
2.16.2 TASK ANALYSIS

Task analysis provides data about a job or a group of jobs and the knowledge, skills,
attitudes and abilities needed to achieve optimum performance. There are a variety of
sources for collecting data for a task analysis:
JOB DESCRIPTION A narrative statement of the major activities involved in
performing the job and the conditions under which these activities are performed.
KSA ANALYSIS A more detailed list of specified tasks for each job including
Knowledge, Skills, Attitudes and Abilities required of incumbents.
PERFORMANCE STANDARDS Objectives of the tasks of the job and the

standards by which they will be judged. This is needed to identify performance
discrepancies.
2.16.3 INDIVIDUAL ANALYSIS

Individual analysis analyzes how well the individual employee is doing the job and
determines which employees need training and what kind. Sources of information
available for an individual analysis include:
1) Performance evaluation Identifies weaknesses and areas of improvement.
2) Performance problems Productivity, absenteeism or tardiness, accidents,
grievances, waste, product quality, down time, repairs, equipment utilization,
customer complaints.
3) Observation Observe both behavior and the results of the behavior.
4) Work samples Observe products generated.
5) Interviews Talk to manager, supervisor and employee. Ask employee about what
he/she believes he/she needs to learn.
6) Questionnaires Written form of the interview, tests, must measure job-related
qualities such as job knowledge and skills.
7) Attitude surveys Measures morale, motivation, satisfaction.
8) Checklists or training progress charts Up-to-date listing of current skills
2.17 TRAINING DESIGN
The design of the training program can be undertaken only when a clear training
objective has been produced. Training objectives assist trainers to design the training
program.
2.17.1 THE TRAINER

Before starting a training program, a trainer must analyzes his/ her technical,
interpersonal, judgmental skills in order to deliver quality content to trainers.
ROLE OF TRAINER
The effective transfer of training depends a lot on the trainer because it is the trainer
only who can remove the mental block of trainee, motivate the trainee to learn, delete
the negative perception of the trainee regarding the training. Besides all that, a lot
depends on personality of trainer also.
The major competencies that are required to be present in a trainer are:
1) Presentation Skills
2) Business Skills i.e. budgeting, time management, negotiation, etc.
3) Content Development i.e. material production, graphics, layouts, etc.
4) Self development i.e. interpersonal skills, good listening skills, flexible, accepting
the share of accountability, etc.
2.17.2 THE TRAINEES A good training design requires close scrutiny of the
trainees and their profiles. Age, experience, needs and expectations of the trainees are
some of the important factors that affect training design.
2.17.3 TRAINING CLIMATE A good training climate comprises of

ambience, tone, feelings, positive perception for training program, etc. Therefore,
when the climate is favorable nothing goes wrong but when the climate is
unfavorable, almost everything goes wrong.
2.17.4 TRAINEES LEARNING STYLE The learning style, age,

experience, educational background of trainees must be kept in mind in order to get
the right pitch to the design of the program.
2.17.5 TRAINING STRATEGIES Once the training objective has been

identified, the trainer translates it into specific training areas and modules. The trainer
prepares the priority list of about what must be included, what could be included.
2.17.6 TRAINING TOPICS After formulating a strategy, trainer decides upon

the content to be delivered. Trainers break the content into headings, topics, ad
modules. These topics and modules are then classified into information, knowledge,
skills, and attitudes.
2.17.7 SEQUENCE THE CONTENTS Contents are then sequenced in a

following manner:
1) From simple to complex
2) From known to unknown
3) From specific to general
4) Dependent relationship
5) Topics are arranged in terms of their relative importance
6) 2.17.8 TRAINING TACTICS Once the objectives and the strategy of the
training program becomes clear, trainer comes in the position to select most
appropriate tactics or methods or techniques. The method selection depends on the
following factors:
1) Trainees background
2) Time allocated
3) Style preference of trainer
4) Level of competence of trainer
5) Availability of facilities and resources, etc
6) 2.18 METHODS AND TECHNIQUES OF TRAINING

7) A multitude of methods of training are used to train employees. Training
techniques represent the medium of imparting skills and knowledge to employees.
Training methods are categorized into two groups:
1) On-the-job methods
2) Off-the-job methods
3) 2.18.1 ON-THE-JOB TRAINING

4) On the job training occurs when workers pick up skills whilst working along side
experienced workers at their place of work. New workers may simply shadow
or observe fellow employees to begin with and are often given instruction manuals
or interactive training programmes to work through. Eg:
1) Orientation Training
2) Job-Instruction Training
3) Apprentice Training
4) Internships
5) Job Rotation
6) Coaching
7) 2.18.2 OFF-THE-JOB TRAINING

8) This occurs when workers are taken away from their place of work to be trained.
This may take place at training agency or Local College, although many larger
firms also have their own training centers. Training can take the form of lectures
or self-study and can be used to develop more general skills and knowledge that
can be used in a variety of situations.
1) Vestibule
2) Lecture
3) Special Study
4) Conference
5) Simulation
6) Programmed Instruction
7) Training techniques are the means employed in the training methods. They
represent the medium of imparting skills and knowledge to the employees.
8) Important techniques of training are:

1) LECTURES
9) Lecture is a verbal presentation of information by an instructor to a large
audience. The lecturer is presumed to possess a considerable depth of knowledge
of the subject at hand. A virtue of this method is that is can be used for very large
groups and hence the cost per trainee is low.
10) Lectures are used because of their low cost and their capacity to reach many
people. Lectures, which use one-way communication as opposed to interactive
learning techniques, are much criticized as a training device.
2) AUDIO-VISUALS
11) Audio-visuals include television slides, overheads, and films. These can be used to
provide a wide range of realistic examples of job conditions and situations in the
condensed period of time. Further the quality of the presentation can be controlled
and will remain equal for all training groups.
3) PROGRAMMED INSTRUCTION (PI)

12) These devices systematically present information to the learner and elicit a
response; they use reinforcement principles to promote appropriate responses.
Information is provided to the trainee in blocks, either in a book form of through a
teaching machine. After reading each block of material, the learner must answer a
question about it. Feedback in the form of correct answers is provided after each
response.
4) COMPUTER-ASSISTED INSTRUCTION (CAI)
13) With CAI, students can learn at their own pace, as with PI. Because the student
interacts with the computer, it is believed by many to be a more dynamic learning
device. Educational alternatives can be quickly selected to suit the student's
capabilities, and performance can be monitored continuously. As instruction
proceeds, data are gathered for monitoring and improving performance.
5) SIMULATIONS
14) Training simulations replicate the essential characteristics of the real world that
are necessary to produce both learning and the transfer of new knowledge and
skills to application settings. Both machine and other forms of simulators exist.
Machine simulators represent the real world's operational equipment. The main
purpose of simulation, however, is to produce psychological fidelity, that is, to
reproduce in the training those processes that will be required on the job.
Simulation is done for a number of reasons, including: to control the training
environment, for safety, to introduce feedback and other learning principles, and
to reduce cost.
15) The more widely held simulation exercises are:
a) CASE STUDY
16) A case is a written account seeking to describe an actual situation. A good case is
the vehicle by which a chunk of realty is brought into the class room to be
discussed over by the class and the instructor. Discussion on a case requires a
capable instructor, who can evoke and guide intelligent discussion analysis, so that
meaningful learning experiences occur. There is no "right" answer or simple
explanation in the comprehensive case. The advantages of this method are more
depth of thinking, more perception in a situation, greater respect for and
consideration for the opinion of others.
b) ROLE PLAYING
17) In this method, the instructor assigns parts taken from case materials to group
members. The situation is usually one involving conflict between people. The role
players attempt to act the parts as they would behave in a real life situation,
working without a script or memorized lines and improvising as they play the
parts. The development of empathy and sensitivity is one of the primary
objectives of role playing.
c) VESTIBULE TRAINING
18) It utilises equipment which closely resemble the actual ones used on the job,
however training takes place away from the work environment. A special area is
set which is equipped with furnishings similar to those found in the actual
production area. The trainee is then permitted to learn under simulated conditions,
without disrupting ongoing operations. A primary advantage of vestibule training
is that it relieves the employee from the pressure of having to produce while
learning.
6) LABORATORY TRAINING/ SENSITIVITY TRAINING/ T

GROUP TRAINING
19) This type of training is designed to increase the managers understanding of
himself and of his own impact on others. The training takes the form of a group
discussion, and through a leader trained in the technique is present, the group may
decide on the subject of discussion or suggest changes in procedure. In the course
of discussion, conflict, hostility, stress and frustration may be purposely generated
for they later on become motivations for growth as well as food for learning. The
laboratory training aims at achieving behavioral, effectiveness in transactions with
ones environment.
7) INTERNSHIP TRAINING
20) This method of training is generally provided to the skilled and technical
personnel. The object of this type of training is to bring about a balance between
theoretical and practical knowledge, under this method, students from a technical
institution possessing only theoretical knowledge are sent to some business
enterprise to gain practical work experience.
8) INDUCTION TRAINING
21) Induction training is important as it enables a new recruit to become productive as
quickly as possible. It can avoid costly mistakes by recruits not knowing the
procedures or techniques of their new jobs. The length of induction training will
vary from job to job and will depend on the complexity of the job, the size of the
business and the level or position of the job within the business. The following
areas may be included in induction training:
a) Learning about the duties of the job
b) Meeting new colleagues
c) Seeing the layout the premises
d) Learning the values and aims of the business
e) Learning about the internal workings and policies of the business
9) BUSINESS GAMES
22) They are the direct progeny of war games that have been used to train officers in
combat techniques for hundreds of years. Almost all early business games were
designed to teach basic business skills, but more recent games also include
interpersonal skills. Monopoly might be considered the quintessential business
game for young capitalists. It is probably the first place youngsters learned the
words mortgage, taxes, etc.
23)
24) 2.19 TRAINING EFFECTIVENESS

25)
26) The process of examining a training program is called training effectiveness.
Training effectiveness checks whether training has had the desired effect. Training
effectiveness ensures that whether candidates are able to implement their learning
in their respective workplaces, or to the regular work routines.
27)
ITS SIGNIFICANCE
28) In India, training as an activity has been going on as a distinct field with its own
roles, structures and budgets, but it is still young. This field is, however;
expanding fast but controversies seem to envelop any attempts to find benefits
commensurate with the escalating costs of training. Training has made remarkable
contributions to the improvement of all kinds. Training is essential; but doubts
arise over its contribution in practice. Complaints are growing over its
ineffectiveness and waste. The training apparatus and costs have multiplied but
Unhappiness persists and is growing at the working level where the benefits of
training should show up most clearly. This disillusionment shows in many ways reluctance to send the most talented workforce for training, inadequate use of
personnel after training, etc.
29) With disillusionment mounting in the midst of expansion, training has entered a
dangerous phase in its development. Training is neither a panacea for all ills nor is
it a waste of time. What is required is an insight into what training can or cannot
do, and skill in designing and executing training successfully and cost-effectively.
Many training programs today fail to deliver the expected organizational benefits
just because of not having a well-structured measuring system in place that can
help in determining where the problem lies.
30) But organizations don't always evaluate the business impact of a training program.
On a positive note, being able to demonstrate a real and significant benefit to the
organization from the training provided can help in gaining more resources from
important decision-makers.
31) Given the large expenditures for training in many organizations, it is important to
develop business intelligence tools that will help companies improve the
measurement of training effectiveness. These tools need to provide a methodology
to measure, evaluate, and continuously improve training, as well as the
organizational and technical infrastructure (systems) to implement the
methodology.
32) Measuring the effectiveness of training programs, however, consumes valuable
time and resources time and resources that are already in short supply. One
needs to think carefully about how and to what extent they will evaluate the
results of training.
33) Donald Kirkpatricks four-level evaluation model remains as the most well-known
and used model today. Kirkpatrick developed his model in the late 1950s and the
model has since been adapted and modified by a number of writers. However, the
models basic structure has well stood the test of time. The basic structure of
Kirkpatricks four-level model is shown below:
34) One of the most popular methodologies for measuring training effectiveness was
developed by Donald Kirkpatrick (Professor Emeritus, University Of Wisconsin)
first published his ideas in 1959, in a series of articles in the US Training and
Development Journal. His book Evaluating Training Programs (1975) defined his
originally published ideas of 1959.
35) 2.20 KIRKPATRICK'S FOUR LEVELS OF

EVALUATING TRAINING EFFECTIVENESS
1. Reaction
2. Learning
3. Behavior
4. Results
36) This grid illustrates the Kirkpatrick's structure detail, and particularly the modernday interpretation of the Kirkpatrick learning evaluation model, usage, implications,
and examples of tools and methods.
37) Table - 2 : Kirkpatrick learning evaluation model
38)
L 43) EVAL
39)
UA-
44) EVALUATI
TION
ON
40)
TYPE
DESCRIPTI
What
ON &
is
CHARACTE
measu
RI-STICS
41)
E
42)
45) EXAMPLES of
46) RELEVANCE AND
Evaluation Tools &
PRACTICABILITY
Methods
red?
47) 48)
1 49)
50) A
51) C
52) T
56)
59)
60)
61)
57)
'Happy sheets'
58)
Feedback forms based
of learner satisfaction.
on subjective personal
The analysis at this level
reaction to the training
serves as inputs to the
experience
facilitator
Reaction
evaluation is
how the
It throws light on the level
and
training
delegates felt,
53) I
administrator.
and their
can
personal
analyzed
decisions on continuing the
Post-training surveys or
programmed,
questionnaires
changes
reactions to the
training or
54) O
55) N
Verbal reaction which
learning
be
noted
Verbal
experience.
or
reports
and
by
the
content,
Very easy to obtain reaction

feedback.
delegates to managers
back at their jobs
to
making
methodology, etc.
written
given
It enables them to make
Feedback is not expensive

to gather or to analyze for
groups
77)
73)
74) Facilitators utilize
63) L
62)
2
72)
Learning
64) E
evaluation is the
65) A
measurement of
66) R
changes
knowledge, skill
68) I
& attitude from
69) N
before & after
70) G
71)
Pre & post-test scores
but more investment and
On-the-job assessment
thought
Supervisors reports
reaction evaluation.
75) to measure & to
required
Highly relevant and clearcut for certain training such
that has occurred.
as quantifiable or technical
skills.
of
Methods
Measuring the effectiveness
assessment need to be
of training at this level is
closely related to the
important as it gives an
aims of the learning.
indication
Measurement need to
quantum of change vis--vis
be established, so as to
the learning objectives that
limit
were set.
the
inconsistent
assessment.
risk
of
79)
about
the
It provides critical inputs to

fine-tune the design of the
programme.
78)
than
check on the learning

76)
the learning
experience.
Relatively simple to set up,
pertaining to
67) N
80)
3
90)
81) B
82) E
91)
93)
Behaviou
94)
Observation
and
Measurement of behavior
r evaluation
83) H
interview are required
change is less easy to
measures the
to
quantify and interpret than
84) A
application of
relevance of change,
reaction
the learning in
and sustainability of
evaluation.
85) V
the work
86) I
context.
87) O
92)
88) U
89) R
measures the
extent to which
applied the
learning and
change,
change.
It
the trainees
assess
changed their
behaviour.
learning
Inputs at this level should be
Self-assessment can be
taken from participants and
useful, using carefully
their
designed criteria and
inputs can indicate the cause
measurements.
of success or failure.
360-degree
Simple
quick
is useful method.
systems
unlikely
Assessments need to
adequate.
be designed to reduce
Cooperation and skill of
subjective judgment of
observers,
typically
the
managers,
are
feedback
observer
or
supervisors.
interviewer.
factors,
Assessments can be
control.
designed
and
around
and
Their
response
to
be
line-
important
difficult
to
Management and analysis of
relevant performance
ongoing
scenarios, and specific
difficult,
key
impossible without a well-
performance
assessments
and
are
virtually
indicators or criteria.
designed system from the
Assessments tend to
beginning.
be
Behavior change evaluation
more
successful
when integrated within
is
existing management
support
and
from
protocols.
coaching
possible
and
line
given
good
involvement
managers
or
trainees, so it is helpful to
involve them from the start,
and to identify benefits for

them, which links to the
95)
4
103)
96) R
108)
Results
Quality inspection.
evaluation
98) S
Financial report.
evaluation is not particularly
measures
Interview with sales
difficult.
99) U
effectiveness
97) E
104)
level-4 evaluation.
109)
of the
manager.
Individually, results
Across an entire
For senior people,
organization it becomes
programme
101) T
annual appraisals,
very much more
in terms of
ongoing agreement of
challenging, not least
102) S
business
key business
because of the reliance on
objectives
objectives are integral
line-management, and the
resulting
to measure business
frequency and scale of
from the
results derived from
changing structures,
improved
training.
responsibilities and roles,
It is possible that
which complicates the
many of the measures
process of attributing clear
are already in place
accountability
100) L
performance
of the
trainee.
105)
106)
At
via normal
this
level one look

at
key
performance
indicators
such
as
increase
in
productivity,
decrease
in
defects, cycle
time
reduction,
Also, external factors
management systems
greatly affect organizational
and reporting.
and business performance,
The challenge is to
which cloud the true cause
identify which and
of good or poor results.
how to relate the

trainee's input and
influence.
Therefore it is
important to identify
and agree
accountability and
107)
return on
investment,
staff turnover
etc.
relevance with the

trainee at the start of
the training, so they
understand what is to
be measured.
110)
111)
Since Kirkpatrick established his original model, other theorists (for example
Jack Phillips), and indeed Kirkpatrick himself, have referred to a possible fifth
level, namely ROI (RETURN ON INVESTMENT).
112)
ROI can easily be included in Kirkpatrick's original fourth level 'Results'. The
inclusion and relevance of a fifth level is therefore arguably only relevant if the
assessment of Return On Investment might otherwise be ignored or forgotten
when referring simply to the 'Results' level.
113)
Finally, it is possible for organisations to measure effectiveness for all
programmes at level-1 and level-2. This can be built into the design of the training
programme. Also it is easy to measure training programmes related to technical
and functional areas at level-3 and level-4. But it is not easy to do this with
behavioral skills programmes. Organisations that choose to measure training
effectiveness can start with the former category before moving to measuring
behavioural skills at level-3 and level-4.
114)
There are mechanisms to measure effectiveness of behavioural skills at level-
3. These are cumbersome to implement. It needs a fair amount of investment by

the organisation in terms of time and money. While measuring effectiveness of
training measure all programmes at level-1 and level-2. The measures at level3 and level-4 can start with the functional skills, before moving on to the
behavioural skills programmes.
115) 2.21 TRAINING PROCESS IN MTNL

116)
MTNL has been conducting various Training & Development activities, which
apart from minimizing the skill gap and technical obsolescence, are also focussing
towards attaining the bigger organizational purpose of building a competent work
force to take the challenge in the currently existing Telecom sector.
Training programmes, seminars and workshops had been conducted from
time to time to enhance the knowledge and skills of executives and staff so
as
to improve
their
efficiency
and
strengthen
their
role
in
overall
development of the organization.

117)
MTNL provides two types of training:
1. Foreign Training
2. Inland Training
118) 2.21.1 FOREIGN TRAINING:

All the matters of foreign training are handled by HR
Dept (Trg Dept).
In this type of training they generally provide technical
training.
Foreign
training
is
mostly
given
to
Middle level
management & Top level management.

Foreign training is very vital for Operations Dept due to
the continuous change in corporate world & latest technology. There is

whole setup
( required for proper technical training of Operations
Dept. ) in the foreign training centres of MTNL.

119)
2.21.2 PROCEDURE FOR FOREIGN TRAINING :

Request for training is generated by a particular dept (Delhi & Mumbai
120)
units).
Then, this request comes to executive directors. If
the training is
technical in nature, it will go to Dir(Tech). This
Dir(Tech) analyses
whether the candidates shortlisted for foreign
training are eligible or the training which is to be given is relevant.

After performing all the formalities, it is approved by
Dir(Tech). Then it goes to Dir(HR). At last it comes to CMD for final

approval.
Before
MTNL seeks his/her
sending
any
person
for
foreign
training
Vigilance Clearance within seven days. And all
this work (Vigilance Clearance
Disciplinary Proceeedings ) is done by
CMD. DGM & GMs vigilance Clearance is given by DOT.

There are certain formalities which has to be done
by MTNL including
121)
Execution of training bond (as per rule), it is not fixed.
Now, after executing all the formalities, the person is sent for training
There MTNL has to find its new partners in foreign
countries which may provide it roaming at favourable rates.

Under ministry of Communication & IT ( GOVT. OF
INDIA), there are two Dept. DOT & DIT, they sometimes give request
to send their persons for this sort of trg, but the overall expenditure is
to be done by MTNL.
There are two joint ventures of MTNL :
1.
United Telecommunications Ltd (UTL)
2.
MTNLSTPI IT Services Ltd ( Software Tech. Park of India).
122) 2.21.3 INLAND TRAINING:

123)
Inland training is provided by three units of MTNL.
1. Delhi unit
2. Mumbai unit
3. Corporate office
124)
125)
126)
127)
128)
129)
130)
131)
I.
DELHI UNIT :
Delhi unit is having a Regional Telecom Training Centre ( TTC ) at

Shadipur.
This training centre provides training to C & D group. This sort of
training includes formation of windows, settling of Broadband(tech.)
defects,communication skills, etc.
II.
MUMBAI UNIT :
Mumbai unit is basically a profit making unit. It has a
training centre named Centre for Excellence & Telecom Management

( CETTM).
CETTM (Centre for Excellence in Telecom Training & Management) was
awarded ISO 9001:2000 certification. CETTM is slowly taking the lead role
and becoming the nodal center for HRD. Induction Training programme for
newly recruited executive Trainees in the field of Telecom, Finance,
Marketing, HR, Legal have been conducted at CETTM.CETTM has started
generating revenues by leasing out infrastructure and providing training to
other organizations of repute
132)
CETTM organizes training for both non-executives &

executives. Non-executives includes 11 cadres. Executives include grades
from E2 to E9. But it does not provide training to E1 grade which
includes Security Officers, Hindi Officers.
CETTM provides various amenities in the form of Lecture hall,

Computer lab, Network lab, Circular room, Conference hall, Cluster lab
& free hostel accommodation.
MTNL's Centre for Excellence in Telecom Technology and Management
(CETTM) joins Red Hat's Authorized Training Partner Network .
Red Hat, the world's leading provider of Open Source solutions to the
enterprise, today announced the addition of MTNL's Centre for Excellence in
Telecom Technology and Management (CETTM) to their Authorized Training
Partner Network. This top-of-the-line training facility is aimed at providing an

excellent impetus
to
match
the
growing
need
for
skilled
Linux
professionals in the country.

Red Hat offers the highest quality of Linux and Open Source training and
certification. Red Hat Certified Engineer (RHCE) and Red Hat Certified
Technician (RHCT) are highly valued among professionals as they are an
actual measure of performance tested through live implementation. Red Hat
certified Linux professionals are considered to be world class. Red Hat's
diverse course offerings range from basic Linux administration skills such as
system administration and networking to specific areas of expertise, such as
kernel internals, clustering and security. All courses are designed to create a
basis for further development and real-world practice.
III.
CORPORATE OFFICE :
The main functions of corporate office is planning , monitoring and
controlling the functioning of both the Delhi and Mumbai unit.
133)
CETTM passes its proposal to DIR(HR) corporate. It is doing a great
job . It has tie-ups with ORACLE , CCNA , GSM which are having a
great repo and position in the corporate world .
Functioning of Corporate Office :
1. Sending nominations of all candidates to CVO for vigilance
clearance .
2. It is supposed to receive the report from both the Delhi and
Mumbai unit whether they have received their training targets.
3. Corporate office organizes training only for officers grade .
4. RTTC and CETTM at Delhi and Mumbai respectively may also
invite trainers to impart training .
5. ED - keeps an eye on legal issues , services like GSM and other

issues .
134) 2.21.4 PROCEDURE:

MTNL has divided all the work into various zones. It has appointed eight
GMs for eight different zones like GM ( Central ), GM ( Nehru Place ), GM
135)
( North ), GM ( Janakpuri ), GM ( East ), GM ( BCP ), GM (Rajouri
Garden ), GM ( Transyamuna ) so that all the functioning may be done in

proper manner.
But there arises a problem while initiating a training session. When a
training session is to be started, Corporate Office asks GM ( Broadband )
to commence the process. But Broadband says that it is the business of
GM
( Special Service ), it should be done by SS. Also, Broadband
doesnt possess the skilled staff & necessary equipments required to impart
training. Thats why it becomes very difficult to arrive at any solution.
MTNL has their own selling outlets named SANCHAR HAAT. All these
Sanchaar Haats perform their functions under the supervision of DE
( Divisional Engineer ) of the relative region.
Training is generally provided by GM ( SS ) and GM ( Broadband ).
136)
137)
138)
GM ( Broadband )
________________________
139)
140)
141)
142)
143)
1.
144)
145)
2.
146)
147)
3.
MPLS
Area Manager asks to give training
GM (Trg.)
Provides training
GM (Admin)
148)
Coordinates
OPTICAL
FIBRE
149)
4.
5.
GM (SS)
150)
151)
GM (Broadband)
Call Centre Staff

Centalisation of switches
152)
DGM ( Sales ) comes under
DGM ( Broadband ).
Sales
should
be
continuous activity but due to lack of infrastructure, it is not working

properly. GM ( Admin ) is the main controlling authority.
Then, the next step is concerned with finance department. As they have to
prepare the budget
which is the function of finance dept. Budget
preparation is carried out on the basis of previous years budget.
Generally, the expenditure which incurs on the foreign training of one

person is around 2 to 2.5 lakh ( in case of executive officers ). The
expenditure varies according to the management levels.
RTTC organizes inhouse training. Inspite of technical training it also gives

non-technical
training
which
includes
behavioural
development
skills,
leadership development skills, attitude, communication skills.
Corporate Office get various proposals of training on daily basis. Many

schools of management send varied kind of proposals.
Department of public enterprises settles the basic pay after 2 nd pay

commission. Dept. of public enterprises brought an incentive scheme due to
which the pay becomes variable rather than basic one. This proposal was
rejected because the work of HR cant be quantified.
Whenever new technique is introduced in the market, MTNL starts

imparting training to its staff before adopting that new technology so that
the employees may be able to utilize the latest technology in order to
achieve their personal as well as organizational objectives.
Training Calender is prepared for the whole year on monthly basis.
MTNL access ISTD to provide training. They generally approach standard

organizations only.
153) 2.21.5 TYPES OF TRAINING

1.
UNSOLICITED APPLICATIONS:
154)
MTNL comes across various proposals on daily basis which are
usually sent by a number of Management Schools.

2.
CASE TO CASE :
155)
Case to Case may also be known as open training. ABC trainers
are called to provide training. All the services are rendered by MTNL. But
the trainers are asked to provide booklets for the trainees.
3.
OPEN TRAINING :
156)
In this type of training trainers from different organization can

also participate in the training process.
INHOUSE TRAINING :
157)
Faculty is outsourced in this form of training.
158)
provides training at their call
They have their own faculty YMCA which

centres & Hindi faculty which is supposed
to present Hindi related Seminars.
TIE-UP WITH BSNL :

159)
In 2008, it tied-up with BSNL to share
all kind of expenses
(accommodation, fares, infrastructure & other amenities) which are incurred

while imparting training. There are two training centres - a.
TRAINING CENTRE at Ghaziabad
at Mumbai
160)
ALTTC
b. CETTM TRAINING CENTRE
161)
2.22 TRAINING &

DEVELOPMENT POLICY
162)
163) 2.22.1 CONCEPT

164)
To create learning environment in the organization.

Training & Development activities will be carried out to impart knowledge and
skills to the employees to facilitate their growth and development and help the
organization in becoming a high performance organization.
The process will be systematic to identify Training needs and provide
Training to all MTNL employees to gain technical, conceptual and theoretical
knowledge.
165) 2.22.2 ACCOUNTABILITY

Training & Development Department will have all the authority to make
the policies related to this. The GM of the HRD would be the Head of the
Department.
Training needs and Budget will be approved by categorization of trg
needs.
166) 2.22.3 CATEGORISATION OF TRAINING NEEDS

Systematic Training envisages Training to be need based. It starts with
determining
the
Training
Needs
and
designing
of
suitable
Training
Programs.
1. Specific Training Needs
167)
the
The GM of the HRD will identify certain key people in the Unit and
specific Training needs for their grooming and development to enable
them to shoulder the existing responsibility effectively and prepare them to

take over higher responsibilities. It can be nomination for few days
program from any of the renowned Management Institutes.
2. Fundamental Job Related Training Needs / Technical Skills

168)
In order to identify these fundamental Training needs, HR should
facilitate Brainstorming Sessions with HODs and come out with the
needs, which are essential for different departments in the organization,
e.g. Computer Training, various Management Development Programs.
3. Adhoc Training Needs
169)
The Training needs can be identified either in the beginning or during
the year depending upon the workshop / seminars being organized by various
Training organizations and Management Institutes.
4. Attitudinal / Behavior Skills
170)
Certain attitudinal/ behavioral skills are required by the employees in
order
to perform their role as a team member or in guiding and
coordinating with
the team. Such skills as communication,
interpersonal and leadership skills etc

Performance Appraisal of the individuals
. will form a part of this category.

shall also be used as a tool
to identify the Training Needs.
171) 2.22.4 CONDUCTING TRAINING PROGRAMS

172)
HR Department will coordinate for organizing Training programs based upon the
Training needs identified for each employee.

Course Contents / Curriculum
It will be designed for the optimum utilization of resources and must
have relevance to the Trainee in respect of complexity or suitability to
his/her requirement.
Selection of Participants / Trainees
Selection of Trainees will be based on similar Training needs of the
participant. The Trainees should be from homogeneous groups and have
necessary background, experience, intellectual and physical capabilities,
skills and personal characters.
Selection of Training Faculty

The faculty will have necessary, general, technical and specialized
knowledge. He/she should be able to generate interest and use various
Training Techniques and should be open to ideas, should have questioning
mind, willingness to experiment and observation powers.
Method and Technique
It will be such that it generates and maintains interest and high degree
of participation. These methods can be like group discussions, case study,
role-play and workshops, etc.
Venue, Facilities & Course Material
Training shall be conducted at the Organizations Training Centre as far
as possible. HR department will ensure for the entire required infrastructure
and other facilities such as computers, OHP, LCD, Clipboards, etc for
smooth Training to centralize full concentration at learning. Course
material
can be provided to Trainees, which consists of handouts and
printed material etc.

HR department will maintain a checklist in order to ensure that all the
work is done at proper time and follow-ups are done.
Costs to be incurred
Costs will be an important consideration in deciding upon the Training
program. Cost estimates and evaluation will be done depending upon the
quality, course contents and facilities to be arranged.
173) 2.22.5 EVALUATING TRAINING PROGRAMS

Evaluation of the Training program will be done to determine the following:
Whether the learning objectives of the Training are met.
Effectiveness of the Instructions.
Whether the Training program was the most cost effective.
The quality of Training.

Drawbacks, if any in the program.
Effectiveness and success of the entire program.
The Training program will be evaluated based on the way in which Trainees
react to the Training in terms of enjoyment and perceived learning.
The Training feedback for internal as well as external programs shall be
obtained as per the Feedback Form. Evaluation of the Training can also be
done by assessing the level and extent of learning that has taken place which
has brought a change in the employees behavior at work.
174) 2.22.6 TRAINING CALENDAR

Annual schedule of Training programs catering to Specific Training Needs and
Fundamental Training Needs shall be decided on the basis of Performance
Appraisal and Training Need Analysis.
A detailed training calendar keeping in view the various aspects such as
functional, behavioral requirements as also focus areas as per MOU signed
with MOC.
Officials would be nominated to various conferences, seminars and training
programs conducted by leading organizations across India and which are of
importance and relevance to MTNL.
Keeping in view the fact that In-House talent has to be nurtured and
encouraged to act as Faculty. A token honorarium of some amt per session
is proposed.
For Specialist Faculty invited from outside the proposed amount per session
is more than that of inhouse faculty.
175) 2.22.7 RECORD KEEPING

HR department will maintain Course wise details of all the employees who
have attended any Training. These details will, in due course of time, be
computerized, to facilitate preparation of various reports and returns

pertaining to Training and retrieval of statistical data.
176) 2.22.8 TRAINING AUDIT AND EVALUATION

Training and Development activities will be audited during the Management
Review Meetings twice a year on the following areas: Training instructors performance
Training program evaluation
Coverage of employees under various Training programs as per policy
It will be the responsibility of the HR department to collect all the data
and put up periodically for management review.
177)
178)
2.23 EVALUATION OF
TRAINING AT MTNL
179)
180)
According to the Training & Development Policy of MTNL, the Training
Programs are evaluated based on the way in which Trainees react to the
Training in terms of Enjoyment and perceived Learning.
181)
182)
The aim is to obtain information from the Trainees regarding :
How they liked the Trainers
How they liked the Facilities
Did they think the course was useful
What improvements they can suggest, etc.
Thus, the Training Feedback of employees who have undergone any
training session was obtained.
183)
3. NEED AND IMPORTANCE OF

THE STUDY
184) It
is needed to fill the gap between employees present specifications and
the job requirements and organizational needs by developing and molding

the employees skill , knowledge , attitude , behavior , etc. This problem can
only be sorted out through proper and specific training of employees . The
organization requires to train the employees to enrich them in the areas of
changing technical skills and knowledge in terms of mechanization and
computerization from time to time . The organization has to equip the old
employees with the
advanced disciplines, techniques or technology, this
purpose is solved through training and development of personnels.

185)
The gap between actual and expected performance, behavior and attitude
leads to emergence of training. But the main purpose of training is to

attain that level of performance, behavior and attitude in employees,
which
leads to fulfillment of the objectives of any organization.

186)
Any
succession
management
planning
development,
initiative
which
is
becomes
scientific
ineffective
training
without
process
for
managers and executives to enrich their knowledge and skills, so as to

make them competent to manage their organizations effectively. Unlike
general purpose training, management development programmes aim at
developing conceptual and human skills of managers and executives through
organized and systematic procedures. These programmes offer an opportunity
to hone the skills of the practicing managers so that they can face the
emerging challenges of the industry with confidence and push their
organization for achieving higher growth. Thus, by pursuing the relevant
management development programmes, one can also climb the career ladder
faster. In this study, I am going to review the process of training and
development in MTNL and evaluate the effectiveness & relevance of
training and development procedures by the companys own feedback forms

filled by the employees of MTNL.
187)
4. RESEARCH METHODOLOGY
188)
189)
190) 4.1 SCOPE OF STUDY:191)
4.1.1 Geographic Scope
192)
I have done my project analysis in the corporate office of MTNL , and I
choose Executive employees over there.

193)
4.1.2 Employees selected 52 executive employees.
194) 4.2 FINAL STUDY :

195)
4.2.1 Research Design Used:

1. Firstly I explore the topic Training and Development in which I define
the problem more precisely and then describe each and every aspect of it.
2. Then I define the information needed through the medium of various
books and internet.
3. In my research I use Comparative as well as Non Comparative Scaling. In
Comparative Scaling I use Nominal scale. In Non Comparative Scaling, I
use Likerts and Semantic Differential Scale.
4. I have prepared my Questionnaire based on the Effectiveness of Training
Sessions in MTNL , which is comprised of thirteen questions.
5. I have used non-probability sampling technique i.e. convenience as well as
quota and put one restriction that my Questionnaire will be filled by the
employees of corporate office of
MTNL situated at Delhi only and
accordingly I will make judgements out of it.

6. Finally, I develop a plan of data analysis.
196)
4.2.2 Questionnaire for the Study:
197)
Now the next step is to develop the questionnaire and deciding on what all
elements will be included in it.
A questionnaire consists of a number of
questions printed or typed in a definite order on a form. Essentials of a good

questionnaire are as follows:
The size of questionnaire should be kept to the minimum.
Questions should proceed in logical sequence moving from easy to more

difficult questions.
Each question must directly relate to, and be measured against, the survey
objective.
Questions may be dichotomous (yes or no answers), multiple choice

(alternative answers listed) or open - minded.
There should be some control questions in the questionnaire which indicate

the reliability of the respondent.
It must also include questions that will provide relevant and actionable
information to the organization.
198)
Developing the Questionnaire for MTNL, Delhi:
199)
The Questionnaire prepared for measuring the effectiveness aspect of
Training contained questions that were then evaluated on Bar Diagram , Pie
Chart and some questions by the help of SPSS Software.
200)
In questions first, second, third, fifth, ninth, eleventh and twelfth I used
Nominal Scale. And in questions fourth, sixth and tenth I used Semantic
Differential Scale. In questions seventh and eighth I used Likerts Scale.
201)
4.2.3 Sampling for the Study:
202)
The sample has been selected through SIMPLE RANDOM SAMPLING
METHOD, where every employee had an equal probability of being

selected. This sample was selected to get an unbiased view from each of
the employee being selected. If a particular group would have been selected
then most of them would had the same opinion or ones viewpoint could
have influenced others viewpoint as well.
203)
The employees
from Marketing Department, HR Department, Finance
Department and Appraisal Department had been selected for the study .
Hence, a point was made to remove every kind of biasness in the study.
204)
The SAMPLE SIZE choosen for the study was 52 employees of MTNL.
Though it was a small sample size but was found to be sufficient to get
the relevant information.
205)
4.2.4 Data Collection for the Study :
206)
The data for the study was collected through STRUCTURED
207)
QUESTIONNAIRE which was distributed in different departments and
the respondents were given enough time to mark their responses. This was
the Primary Source for Data Collection.
208)
Other material required to complete the project was taken from the
companys Business Plan and its Annual Reports. Apart from this, the data
was also collected from the internet, journals, magazines and books. This
was the Secondary Source for Data Collection.
209)
210)
211)
212)
4.2.5 ANALYSIS FOR THE STUDY
213)
1. How often do you attend a training session in a year?
214)
215) Once
216) 36
217)
Twice
218)
14
219)
Thrice
220)
02
221)
More than 3
222)
00
223)
224)
225)
40
35
30
25
in no(s) 20
15
10
5
0
once
twice
thrice
No. of Times
226)
227)
228)
229)
230)
231)
232)
233)
234)
235)
236)
237)
more than 3
238)
239)
240)
241)
242)
243)
244)
245)
246)
247)
Fig. 2
Above chart shows that out of 52 employees that I have surveyed on, 36
employees have attended the Training Session of the company only once. well rest
14 have attended twice and only 2 have attended thrice.
248)
249)
250)
251)
252)
253)
2. Are you aware of the training calendar that is prepared by
CETTM/DELHI UNIT?
254)
255)
256) Yes
257) 32
262)
263)
264)
258)
No
259)
20
260)
Cant Say
261)
265)
35
30
25
20
15
10
5
0
Yes
No
266)
267)
268)
269)
270)
271)
272)
273)
274)
275)
276)
277)
278)
279)
280)
281)
282)
283)
284)
285)
286)
287)
288)
Fig. 3
Cant Say
289)
Above bar chart shows that out of 52 employees, only 32 employees were
aware of the Training calendar and rest have no information about the same.
290)
291)
292)
293)
294)
295)
296)
297)
298)
299)
300)
301)
303)
305)
3. Do you find the training sessions interesting and informative?
Always
Sometimes
Never
302)
304)
306)
31
20
01
307)
308)
309)
310)
311)
312)
35
30
25
20
Series1
15
10
5
0
Always
Sometimes
Never
313)
314)
Fig. 4
315)
316)
Above Line Chart depicts that out of 52 employees, 31 of them finds the
training session interesting and informative while20 of them finds it interesting

and informative sometimes
317)
318)
319)
320) 4. Do you find the material of the training sessions relevant to the
successful completion of your job?
321)
322)
323) Statistics
324)
325) N
326) Valid
327) 52
329) Missing
330) 0
331)
332)
333)
334) Frequenc
y
338) Vali 339) useless

d
336) Valid
335) Percent
337) Cumulative
Percent
Percent
340) 3
341) 5.8
342) 5.8
343) 5.8
346) 5
347) 9.6
348) 9.6
349) 15.4
352) 17
353) 32.7
354) 32.7
355) 48.1
357) better
358) 18
359) 34.6
360) 34.6
361) 82.7
363) useful
364) 9
365) 17.3
366) 17.3
367) 100.0
369) Total
370) 52
371) 100.0
372) 100.0
345) least
351) sufficie
nt
373)
374)
375)
376)
377)
378)
379)
380)
381)
382)
383)
384)
385)
386)
387)
388)
389)
390)
391)
392)
393)
394)
395)
396)
397)
Fig. 5
5. Do the training is of sufficient duration?
398)
399)
Yes
400)
34
401)
No
402)
18
403)
404)
405)
406)
407)
408)
409)
410)
411)
412)
413)
414)
415)
416)
417)
418)
419)
420)
421)
422)
423)
424)
425)
426)
427)
428)
429)
Above pie chart shows that majority of the employees finds the training
session's duration sufficient.

430)
431)
432)
433)
434)
435)
436)
437)
438)
Fig. 6
439)
440)
441)
442)
443)
444)
6. After training you feel that you understand the contents of training.
Strongly agree
445)
10
446)
Agree
447)
35
448)
Disagree
449)
02
450)
Strongly disagree
451)
02
452)
Cant Say
453)
03
454)
455)
456)
457)
458)
459)
460)
461)
462)
463)
464)
Fig. 8
Above pie chart shows that the majority of employees out of 52 employees
understands the contents of the training while very few feels that they do not
understand the content of the training.
465)
466)
467)
468)
469)
470) 7. Do you apply what you learnt in your training when you return to your
job?
471)
472)
473)
475)
477)
Very Much
To Some Extent
Not at all
474)
476)
478)
19
31
02
479)
480)
481)
482)
483)
484)
485)
486)
487)
488)
489)
490)
491)
492)
493)
494)
495)
496)
497)
498)
499)
500)
501)
502)
503)
504)
505)
Fig. 9
506)
507)
508)
Above chart shows that employees to some extent apply to their job whether
very less employees donot apply to their job what they have learned
509)
510)
511)
512)
513)
514)
515)
516) 8. Do you get any kind of monetary/non-monetary benefits to attend the
training sessions?
517)
518)
519)
520)
Yes
521)
12
522)
No
523)
39
524)
Cant Say
525)
01
526)
527)
528)
529)
530)
531)
532)
533)
534)
535)
536)
537)
538)
539)
540)
541)
542)
543)
544)
545)
546)
547)
548)
549)
550)
551)
552)
553)
Fig. 10
Above bar chart shows that many employee feels that they do not get any
monetary and non monetary benefits after attending training sessions.

554)
555)
556)
557)
558)
559)
560) 9. Does the training given provide you with any opportunity for your
career enhancement?
561)
562)
563)
564)
Yes
565)
12
566)
No
567)
39
568)
Cant Say
569)
01
570)
571)
572)
573)
574)
575)
576)
577)
578)
579)
580)
581)
582)
583)
584)
585)
586)
587)
588)
589)
590)
591)
592)
593)
594)
Fig. 12
595)
596)
Above pie chart depicts that out of 52 employees only 39 says that the training
provides the opportunity for career enhancement while other 12 employees says
that it doesnot provide opportunity for career enhancement.
597)
598)
599)
600)
601) 10. After training are you given adequate time to reflect and plan the
improvements in your respective department?
602)
603)
604) Always
605) 17
606) Sometimes
607) 27
608) Never
609) 06
610)
611)
612)
613)
614)
Fig. 13
615)
616) Above chart shows that good number of employees says that they are given
time to plan and implement improvements in the respective department.
617)
618)
619)
620)
621)
622)
623)
624)
625)
5. FINDINGS
626)
Through the survey, I got to know that employees want more Practical
knowledge than theoretical one. MTNL emphasizes more on theory than
practicals.
Some candidates have gone several times for training while some
employees Hasnt been sent even once. They send those whom they
think, are responsible to perform their Obligations.
When MTNL organizes Hindi Seminars, it sends those people who are
not responsible enough or who do the work just for the sake of their
job, so as to keep the record that these people have also been sent on
training.
Technical training is vital for all the JAOs & JTOs but the organization
usually doesnt send all of them for training. It sees its convenience, it
doesnt send those whom it think that they have the capability to handle
all the work in absence of other ones who are being sent to training
There is always a problem between GM ( Broadband ) & GM ( Special
Service ) that who will initiate the training process.
Budget of training is very big. It becomes very difficult to organize all
the transactions.
Sometimes, When training dept decides to send some officers training to
Mumbai, who are working in Delhi & they are not willing to go. They
ask the management why they are being sent to other unit. It becomes
difficult for management to answer all of them.
627)
628)
629)
6. CONCLUSIONS AND
MANAGERIAL IMPLICATIONS
630) 6.1 CONCLUSIONS
631)
Organizations run on long term basis also termed as eternal basis adapting
with changing conditions. Hence, they need human resources both in present
and in future.
Every organization needs to have well adjusted, trained and experienced
people to perform the activities that must be done. As jobs in todays
dynamic organizations become more complex, the importance of employee
education has increased. Rapid jobs changes are occurring, requiring employee
skills to be transformed and frequently updated. This takes place through
what we call Employee Training Development.
Moreover, to motivate the employees, we need to create a bonding of
needs. We need them to perform their jobs and they need us to give them
a reason (i.e., pleasures) to perform their jobs well. When this is done for
their sake. In organizations,
motivation on the part of workers is essential
for maximizing productivity. Work is always more enjoyable when it

develops the individuals overall personality. If a man is not allowed to
broaden his horizons, he can only become obsolete.
Investing time and money in Training employees not only enables them to
gain knowledge and confidence, but also sends a signal that the
management is committed to the development of employees.
Thus, this report makes a presumptuous attempt to knead all aspects of
Training & Development at MTNL. It gives a well knitted and balanced
coverage of theory, company information and detailed analysis of the Survey
conducted of the Trainees.
The T & D policy, The Training Plan, The Training Programs conducted,
The Methods of Evaluation Used, Evaluation of the Training Feedback
forms, Summary of the results, Motivational Analysis of the Trainees are
some of the topics that have been dealt with in the project report.
Apart from that, the report also provides Suggestions that can be adopted
by the management at MTNL to develop Training Programs in such a manner
that they not only provide KSAs to the employees but also motivate them
to perform better and improve their performance.
In all, the Report provides a refreshing insight into all that a reader
wants to know about Training & Development.
632) 6.2 MANAGERIAL IMPLICATIONS
633)
634)
Management should take interest in the training programmes for the
T & D and HRD.
Each & every or officer should be sent for training once in six
months for upgradation of departmental work.
The circulars of training programs must reach the interested officers
at least one month in advance.
The officers/officials must be trained as per their routine office
work.
635)
Or each and every employee should be trained in the
work which is assigned to him/her so that he/she may be able to

perform an excellent duty.
MTNL should emphasise on practical training rather than only
theory. Most of the trainings should be practical-based.
Training should not be given only for the sake of it. It must have
an objective.
Technical training should be provided to all the officers whether they
keep themselves updated or not.
636)
637)
638)
639)
640)
641)
642)
643)
644)
645)
646)
647)
648)
7. LIMITATIONS OF THE STUDY

649)
650)
651)
652)
With respect to the
study and findings regarding the process and relevance as well as

effectiveness of Training and Development in MTNL, we came to know
that our study and conclusion might not be perfect as the whole procedure
suffers from certain limitations which are mentioned below :
Sample size was small as compared to the total strength of employees
in the organization.
The whole process was time consuming.
100% Response Rate was not found from the respondents.
Lack of interest of the respondents was also one of the problems.
Some of the employees hadnt attend any training session, so that was
a problem. .
The level of knowledge of each respondent was different. So, the
responses given by the respondents could vary a lot depending on the
perception of each respondent for a given question.
As the survey was conducted in only one of the MTNLs branches ,
the suggestions provided by the staff members may not be similar to
those staff members in other branches.
653)
654)
655)
656)
657)
658)
659)
660)
661)
662)
663)
8. REFERENCES
664)
Dessler, Gary (2007), Human Resource Management, Dorling Kindersley

( India) Publishers.
Prasad, L. M. (2006), Human Resource Management, Sultan Chand

& Sons Publishers.
Kothari, C. R. (2006), Research Methodology Methods & Techniques,

New Age International Publishers.
Raju P V L, Kumar K B S (2006),
The Icfai University Press on
HRM - Training and Development, ICFAI Publishers.
Aswathappa, K. (2007), Human Resource Management, Tata McGraw-Hill

Publishers.
Virmani, B.R. And Seth Premila (1985) Evaluating Management Training

and Development Published By Vision Book Pvt Ltd
Gupta C.B., Human Resource Management, Sultan Chand & Sons,
http://www.harvardbusiness.org
http://www.traininganddevelopment.naukrihub.com
http://www.cettm.mtnl.in
665)
666)
667)
668)
669)
670)
671)
672)
Questionnaire
673)
674) Q.1 How often do you attend a training session in a year?

675)
676) Once
Twice
677) Thrice
More than 3
678)
679)
680)
Q.2 Are you aware of the training calendar that is prepared by
CETTM/DELHI UNIT?
681)
682)
683)
Yes
No
Cantsay
684)
685)
686) Q.3 Do you find the training sessions interesting and informative?
687)
688) Always
Some times
689) Never
690)
691)
692) Q.4. Do you find the material of the training sessions relevant to the
successful completion of your job?
693)
1. Valid
2. Missing
3. Revelant
694)
Q.5. Do the training is of sufficient duration?
695)
696)
Yes
697)
698)
No
699)
700)
701) 6. After training you feel that you understand the contents of training.
702)
703) Strongly Agree
Agree
704) Disagree
Strongly disagree
705)
706)
707) Q. 7 . Do you apply what you learnt in your training when you return to
your job?
708) Very Much
709) To some Extent
710) Not at all
711)
712)
715)
713)
714)
716) Q.8 Do you get any kind of monetary/non-monetary benefits to attend the
training sessions
717) Yes
718) No
719)
Cant say
721)
720)
722)
723)
724) Q.9 Does the training given provide you with any opportunity for your
career enhancement?
725)
726) Yes
727)
728)
No
729)
730)
Cant Say
731)
732)
733) Q.10 . After training are you given adequate time to reflect and plan the
improvements in your respective department?
734) Always
735)
Sometimes
736) Never
Cant say 737)
738)
739)
740)
741)
742)
743)

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Training & Development in MTNL

Training & Development in MTNL

research study attempts to do a critical analysis of one of the leading IT organization

Training & Development in MTNL

Training & Development in MTNL

2.17 Training Design

Training & Development in MTNL

Training & Development in MTNL

Training & Development in MTNL

Mahanagar Telephone Nigam Limited anytime before, so its

Training & Development in MTNL

2.1 COMPANY PROFILE

2.1.1 Brief History of MTNL

incorporated as a Public Limited Company under the Companies Act, 1956.

Mumbai Telephone District of the Department of Telecommunications and to

communication, telematic and other like forms of communication.

International to pioneer the acceptance of credit cards for payment of

Training & Development in MTNL

Telecom services in the national capital of Mumbai were partially affected

The company has to explore possibility of entering a joint venture with

service in Mumbai in January next with a subscriber capacity of 1,00,000

Training & Development in MTNL

Provider Category-A licence as well as Internet business to its subsidiary,

MTNL is to develop a dedicated division to spearhead its cellular operations

Mahanagar Telephone Nigam Limited (MTNL) will introduce a cash card

Dolphin, the much-awaited cellular service of MTNL, was launched in Delhi

Mahanagar Telephone Nigam Limited (MTNL) has roped in ICRA to chart

Training & Development in MTNL

Dolphin, the cellular service promoted by State-owned telecom operator

of these new connections have defected to Dolphin from incumbent

cellular operators, Orange or BPL, according to MTNL officials.

Training & Development in MTNL

Develeopment in the year 2002

It has launch of Wireless in Local Loop (WLL) service in Mumbai.

Govt. permits MTNL, BSNL to compete in basic services. Sets up a new

MTNL stock price records nine-year-low of Rs 95. Announces new

for MTNL consumers in Delhi. MTNL stops sales of its pre-paid

Corporation of India Ltd. to offer telecom bandwidth vide optical fibre

Understanding (MoUs) for 2003-04 with Mahanagar Telephone Nigam Ltd

Forms Joint Venture with VSNL and Telecommunications Consultants

Kyocera of Japan Reduces tariff rates by 50% on CDMA services ,Shelves

Training & Development in MTNL

Launched a new scheme

Shri Narinder Sharma - ceased to be CMD wef October 31, 2003

subscribers outgrowing surrenders, even as it launched a new scheme,

MTNL launches new schemes for ISDN subscribers MTNL unveils

Training & Development in MTNL

ITI queries on MTNL deal with Huawei.

CETTM will enable professional to acquire knowledge and skills to perform

Training & Development in MTNL

To develop leadership competency in the participants through quality training to

Training & Development in MTNL

2.3 VALUES OF MTNL

Core Values of CETTM

Training & Development in MTNL

2.4 CORPORATE OBJECTIVES

To expand customer base and services.

To provide latest technology and services to the customers, at affordable

To achieve the highest level of customer satisfaction and delight.

To diversify in other areas for providing telecom services at national and

To provide convergence of Telecom, Information Technology and related

To improve productivity by training and redeployment of man-power.

To work for social benefits.