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R.SRAVANI
(Regd No:114228802092 )
Under the esteemed guidance of
T. A. RAMA RAO ,DY.MANAGER
DECLARATION
I the undersigned here by declare that the project report titled
TRAINING AND DEVELOPMENT at BHEL-HPVP(BHPV) is a bonafide record
work submitted by me under the guidance of T.A. RAMA RAO empirical
findings in the report are based on the data collected by myself from
annual reports.
I also declare that the project work is the result of my own effort and
that it has not been submitted to any university for the award of my degree.
Place: VISHAKAPATANAM
Date:
R.SRAVANI
ACKNOWLEDGEMENT
Place:VISHAKAPATANAM
Date:
CONTENTS
CHAPTER 1:
INTRODUCTION
OBJECTIVES OF THE STUDY
FRAME WORK
NEED FOR THE STUDY
METHODOLOGY
CHAPTER 2:
COMPANY PROFILE
CHAPTER 3:
CHAPTER 4:
CHAPTER 5:
SUMMARY
FINDINGS
SUGGESTIONS
CONCLUSION
BIBILOGRAPHY
CHAPTER 1
INTRODUCTION
HEAVY PLATES & VESSELS PLANT is a unit of BHARAT HEAVY ELECTRICALS LIMITED, a
Maharatna Central Public Sector Enterprise. Earlier this plant was a separate company
namely, BHARAT HEAVY PLATE & VESSELS LIMITED (BHPV). BHPV was established in
1966 at Visakhapatnam, Andhra Pradesh. It got merged with BHARAT HEAVY
ELECTRICALS LIMITED (BHEL) in August2013 by virtue of an order of Board for
Industrial and Reconstruction (BIFR). BHEL named the unit as HEAVY PLATES & VESSELS
PLANT (BHEL-HPVP). It is 17th manufacturing unit of BHEL and incidentally this is only
unit of BHEL situated at port.
1.1.INTRODUCTION OF BHEL-HPVP PLANT :
BHPVs beginning was humble; it had a turnover of just Rs 1.95 cr in 1971-72 when
commercial production first commenced. Since then, BHPV has come a long way and
exceeded a turnover of Rs 300 crores expanding its product line to include high
technology equipment and systems like Multi-layer Vessels, Turn Key Cryogenics
Plants, Storage and Distribution Systems, Industrial Boilers, Waste Heat Recovery
Systems, Oil and Gas Processing Systems etc.
This is one company which houses excellent engineering skills, uncompromising
quality control, dedicated erection & commissioning team under one roof, a
combination resulting in Indias self-reliance. BHPV acquired various National and
International quality accreditations such as ASME, National Board etc.
Today, after merging with BHEL, BHEL-HPVP stands with vast manufacturing capability
and can manufacture process equipment of almost any size.
1.1BHEL-HPVP PICTORIAL VIEW:
HPVP is easily pictured by dividing the organization into the following divisions to
carry out its functions.
Engineering
Marketing & Commercial
Research and development
Production and Services
Erection Services
Material Management
Quality
Finance
Personnel and Administration
Production and Services include planning, production technology, welding technology
and production. Production shops are classified as feeder shops and assembly shops.
M.P shop, LMS, HMS, Press shop, Shells shop, and Nozzle shops will under feeder shops
6
while Valve trays, PV, HE, and CP will come under assemble shops. HPVP is having a
shop floor area of over 56000 sq. m.
1.2WORKSHOPS:
Parts that are used for assembling in Production shop are made in feeder shops. The
feeder shops are subdivided into six types, namely
MP
LMS
HMS
Press
Nozzles
Shells
Material Preparation
Light Machine Shop
Heavy Machine Shop
Bending & Pressing of Plates
Pipe preparation & Welding
Rolling & Welding Operation
Pressure Vessels
Heat Exchangers
Cryogenic production
Combustion system products
Combustion system products
1no
1no
2no
1no
1no
1no
1no
machines available in this shop. Which can weld upped 350mm thick with groove
width about 20-24mm.
1.4.5.1
1.
2.
3.
4.
5.
2 no.
1 no.
1 no.
1 no.
3 no.
Products manufactured at BHEL HPVP plant include:a)PRESURE VESSELS:With different kinds of steels like carbon steel, stainless steel, clad steel, Monel etc.
and any combination of there off.
b) COLUMNS:Both shop and site fabricated columns with or without internals.
c) HEAT EXCHANGERS:From low pressure atmospheric fin coolers to high pressure heat exchangers
employing forged heads channels with test pressure as high as 500kg/sq.cm and
designs like U-tube, kettle type, etc.
d) STORAGE SPHERES:Of any size (up to 60m), any thickness (up to 60mm) to handle any fluid or gases like
ammonia, ethylene, propylene, LPG etc.
e) HIGH PRESSURE MULTILAYER VESSLES:Ammonia and urea reactors built ply wall design to suit high pressure of the order of
300kg/sq.cm hydraulic test pressure.
f) CRYOGENIC VESSELS:There are double wall construction with stainless inner shell and carbon steel outer
casing with evacuated inter space filled with pearlier (insulating material) for
guaranteed low evaporation rates.
g) AIR & GAS SEPERATION PLANTS:These plants are custom built mainly for production of oxygen, nitrogen, argon and
for separation of coke oven gas, converter gas for ammonia production. The design
include simple cycle with purification by absorption or with reversing exchangers and
capacities handling different feed stocks like bamboo, hard woods etc.
h) EVAPORATION PLANTS:Plants designed for the concentration of solids in different types of spent liquors in
multiple effect evaporation bodies using steam heating. The application includes
paper & pulp and alumina industries.
All the above equipments are fabricated according to standard code to ensure the
safety during testing and service. The most commonly used codes are ASME, BS5500,
AD Mark Blotter, IS 2825, TEMA, ANSI, API etc. For fabricating all the above
equipment, welding is the best suited operation in terms of strength and safety with
standing at high pressure.
10
Enquiry group
Technology group
Qualification group
Consumables group
Trouble shooting group
a) ENQUIRY GROUP:
Enquires or tender invitations received by the commercial departments are sent to
the enquiry group in the welding technology department for feasibility study. These
groups comprises of persons with a considerable experience in the departments so
that they may access whether or not a job can be carried out successfully. Further,
they also estimate the cost of welding consumables so that the cost of welding can be
included in the price to be quoted to the customer, prior to receiving the sale order.
b) TECHNOLOGY GROUP:
This group has got the task of deciding the welding parameters to be used. A suitable
welding procedure specification (WPS) is selected depending upon the two parts to be
joined. Evert WPS is based on a supporting procedure qualification record (PQR)
whose number is mentioned on the
WPS. Besides, designing the welded joint, the
consumables group also raises the material indents for the welding consumables
(electrodes) required. These MIs are forwarded to the material procurement.
c) QUALIFICATION GROUP:
This group acts in response to the request forwarded to them by the technology group
concerning the qualification of any new welding procedure. They conduct tests, invite
the concerned inspectors and record the various readings from various tests
performed on the welded joint, in the quest fo4r qualifying the new procedure.
Secondly, they also perform the task of qualifying the welder in hand. They ensure
that all the welders are given practice in performing their duties.
d) CONSUMABLE GROUP:
This group keeps the track of all the consumables required. It clubs together
requirements received from the technology group.
e) TROUBLE SHOOTING GROUP:
The group shooting group shall take care of smooth execution of welding operations
on various products in production shops and erection sites in association with
production, quality control and production engineering personnel.
This group shall arrange for issue of welding technology Documents to the concerned.
Also the group shall participate in the investigation of the causes of failure in welds
and recommended corrective measures to avoid recurrence.
12
fertilizers, Petro chemical & chemical industries. After merger the company moving
into manufacturing of capital equipment required for power plants.
After its commissioning & commencement of production, the plant has been
continuously updating its technologies, by entering into Collaborations with renowned
multinational companies like Air liquid, BSL, Delas, HCG, Alstom etc
Mammoth Engineering capabilities & excellent designing network & Manufacturing
facilities, high degree of customer confidence, with sound work Cultures are some of
the vital factors involved in achieving continuous growth of HPVP.
However in the early 2000s, the financial performance of the industry went under
great strain, due to a combination of adverse factors, which got bunched year by
year. Since 2001 steep rise in exorbitant interest costs, increased inflation, global
competition, Government policy etc further aggravated the situation.
However, from the year 2008, the company started showing positive signs in the
operations and stared earning profits. The main reason for this development is the
decision of the Government to make it part of Heavy Electrical Equipment
Conglomerate BHEL. The year 2008 can be said as RE-BIRTH year for HPVP as
erstwhile BHPV was taken over by BHEL as its subsidiary. .
BHEL, from the date of taking over of this unit in 2008, started to look after key areas
like utilization of plant capacity to the fullest extent, attention on financial
discipline, HR related problems, Capex etc. From the year 2008 the company restarted its business with new look, strategies, diversification and once again started
gaining customer confidence, thereby earning positive financial figures and on the
way of regaining past glory.
By 2013, the company has been merged with BHEL and has become its 17 th unit.
Legally the BHPV Limited got closed. By this way the company and brand called BHPV
has disappeared from Indian industrial map for ever and in its place new name and
brand BHEL-Heavy Plates and Vessels Plant has emerged.
The importance of the study, Financial Statement Analysis in HPVP, Visakhapatnam
presupposes that one very important reasons for which Public sector Enterprises in
India have suffered financial strains in the late 80s and in 90s or earned low Level of
profit may relate to the misconstruing of the financial aspects. Had these Enterprises
managed the overall finance operations in an efficient manner, they would have
generated resources for its growth as well as economic growth.
OBJECTIVES OF THE STUDY :
This study of HPVP has been undertaken to evaluate the financial efficiency of the
organization by establishing the following objectives.
14
Definitions of Training:
Training is an organized activity for increasing the knowledge and skills of
people for a definite purpose.
According to Edwin B. Flippo,
Training is the act of increasing the knowledge and skills of an employee for doing a
particular job. Training involves the development of skills that are usually necessary
to perform a specific job. Its purpose is to achieve a change in the behavior of those
trained and to enable them to do their jobs better. Training makes newly appointed
workers fully productive in the minimum of time. Training is equally necessary for the
old employees whenever new machines and equipment are introduced and / or there
is a change in the techniques of doing the things.
In fact, training is a continuous process. It does not stop anywhere. The
managers are continuously engaged in training their subordinates. They should ensure
that any training programme should attempt to bring about positive changes in the
(a) Knowledge
(b) Skills and
(c) Attitudes of the workers.
The purpose of training is to bring about improvement in the performance of
work. It includes the learning of such techniques as are required for the better
performance of definite tasks.
particular situations but in general they must all point in the same direction i.e.
requiring that trainees should demonstrate that at the end of training they have
learned, and can demonstrated that they have learned, whatever knowledge, skills
and attitudes have been identified as necessary for effective work performance.
research methodology
Chapter-II
16
Chapter-III
Resource Development
Chapter-IV
Chapter-V
17
(8) G: Grip (a fine grip over the situation solves multiple problems and enables one to
acquire a practical and programmatic approach along with all tricks and tactics
to achieve success after success in ones endeavors)
The following points of warning must be given to the person who undergoes the
process of any training programme:
1.
2.
One has no right to be complacent and stagnant about ones own progress.
One need not be unethical and crooked while being on the track to achieve
ones goals.
3.
One doesnt have to disturb others, or obstruct others progress while sustaining
ones own profitability.
4.
One need not resort to deception, fake and fraudulent means to achieve
success or triumph in marketing, customer satisfaction and such other
activities.
METHODOLOGY
Research is commonly refers to a search for knowledge. We can also define
research as a scientific search for pertinent information on specific topic
.Research Methodology is away to systematically solve the research problem.
The steps adopted by researcher to solve the research problem. The following are
sequential
Steps followed for this methodology:
Research Design
Data Collection
To any project research plan is designed for a systematic follow up of findings.
The grade of employees to be sampled.
18
Data Collection:
problem it is often found that data is inadequate and therefore it becomes necessary
to collect the data that are appropriate. So data can be classified into
Primary Data.
Secondary Data.
Primary Data: Primary data are is that, which is collected afresh for the first time
and this happens to be original m character. Data is collected through
Questionnaire Method.
Interview Method.
Interview
Method:
The
study
also
includes
obtaining
information
from
20
CHAPTER - II
21
INDUSTRY PROFILE
BHARAT YANTRA NIGAM LIMITED:
Bharat Yantra Nigam Limited (BYNL) was incorporated in July, 1986 with
corporate office at Allahabad (UP), with the main objective to integrate, monitor and
coordinate the activities of the subsidiary companies with a view to secure optimum
utilization of resources and to provide package and turnkey services to various core
sectors. It has following 6 companies as its subsidiaries.
1. Bharat Heavy Plate & Vessels Limited, Visakhapatnam
2. Bharat Pumps & Compressors Limited, Naini, Allahabad.
3. Bridge & Roof Company (India) Limited, Calcutta.
4. Richardson & Cruddas (1972) Limited, Mumbai.
5. Tungabhadra Steel Products Limited, Hospet, Karnataka.
6. Triveni Structural Limited, Naini, Allahabad.
22
Bharat Heavy Plates & Vessels Limited, (BHPV) was set up in the year 1966 for
catering to the requirement of equipments for core sectors, such is, Fertilizers, Oil
Refineries, Petrochemicals, etc.
The company has 3 product divisions namely, Process Plant Division, Cryogenics
Division, and Boiler Division. The company is radual1y shifting its emphasis, from
mere manufacturing and supply of equipment to system sales. The Company has
entered into MOUs, on a case-to-case basis, with world renowned companies for
transfer of technology.
The production of the Company for the year 1999-2000 is anticipated to be
Rs.255 crores.
BHARAT PUMPS & COMPRESSORS LIMITED:
Bharat Pumps & Compressors Limited, (BPCL) was incorporated in January,
1970 at Naini, Allahabad. The Company is catering to the needs of sectors like, oil,
fertilizer, chemicals etc. For various types of pumps & compressors. The company
became sick and was referred to BIFR. The companys BIFR sanctioned revival plan is
under implementation involving fresh infusion of funds by Government to the extent
of Rs. 15.75 crores with financial restructuring of Rs. 81 crores. The Company is likely
to end the year 1999-2000 with a production of Rs. 45 crores.
BRIDGE & ROOF COMPANY (INDIA) LIMITED:
Bridge & Roof Company (India) Limited (B&R) was initially a subsidiary of
Blamer Lawry & Co. Ltd. Subsequently, Government of India directly invested
additional equity capital of Rs.174 lakhs in December, 1978 and became a Government
company. The administrative control of this company was transferred to this
Department from Ministry of Petroleum in June, 1986. The companys operations
cover fabrication of medium and heavy structures, civil engineering works in respect
of buildings, concrete bridges, project civil works, cooling towers, mechanical
erection of complete plants for refineries, fertilizers, chemical, steel, aluminum, etc.
23
The turnover of the company during the year 1999-2000 is anticipated to be Rs.370
crores.
24
C O M PA N Y P R O F I L E :
1966
Primary Objective
To
manufacture
custom
built
Capital
petrochemicals,
Petroleum
Commencement of Construction
1968
Completion of Construction
1971
Commencement of Production
1971
Installed Capacity
Rs.70.45 crores
25
PRODUCTION FACILTIES
Factory Area
197 Acres
:
:
11 Units
IMPORTANT MACHINERY:
26
Single Spindle CNC Deep hole Drilling Machine with Gun Drilling attachment and 2Nos.
CNC drilling machines which can employ conventional drills. Another CNC Deep hole
drilling machine has been installed recently by HMT
777
Supervisors
86
Executives
238
27
Total
1101
151 Acres
No. of Quarters
1192
20 bed Hospital
Protected Water Supply
Underground drainage system
English medium school with CBSE Syllabus
Telugu medium school with AP State Syllabus
Special school for mentally handicapped children.
Vocational training centre for mentally handicapped
Community center for cultural activities & sports open air theatre facilities
Kalyana Mandapam.
DIVERSIFICATION:
Originally established for fabrication of process equipment.
As a step towards diversification signed collaboration agreement with M/s L Air
Liquide of France in 1971 for manufacture of
o Air & Gas separation plants
o Cryogenic storage systems
28
Further diversified into the area of industrial boilers in the range of 50 200
TPH in collaboration with M/s BHEL in 1981 based on the recommendation of the
working group constituted by DHI.
Entered into the area of oil & Gas Processing systems in 1990 in collaboration
with M/s B.S & B Engg. Co., USA.
29
S.NO.
CUSTOMER
PROJECT/EQUIPMENT
1.
IOCL, Panipat
2.
IOCL, Panipat
3.
IOCL, Panipat
4.
IOCL, Mumbai
5.
IOCL, Chennai
Sphere
6.
7.
NRL, Numaligarh
8.
HPCL, Visakhapatnam
CDU
Heater
with
APH
System/VDU
Heater
9.
10.
HPCL, Visakhapatnam
Co-boiler
11.
HPCL, Visakhapatnam
12.
HPCL, Mumbai
50 TPH Boiler
13.
BPCL, Mumbai
Nitrogen Plant
14.
Hyundai
New Delhi
15.
Space
application
ahmedabad
16.
17.
18.
IFFCO, Kandla
19.
NALCO, Damanjodi
MAJOR CUSTOMERS:
Fertilizer industry
Petroleum refineries
Petrochemical complexes
Steel plants
Chemical industries
Power sector
Nuclear, Defense & space sectors
MAJOR COMPETITORS
GR Engg
Lloyd steel
31
I.O.L
INOX
L&T
Linda, Germany
B.O.C, UK
KOBE, Japan
HOPM, China
PRAXAIR, USA
BHEL
L&T
BABCOCK THERMAX
QUALITY:
ASME
32
ASME
NATIONAL
BOARD
OF
BOILER
UREA REACTORS
HALDOR TOPSOE
PROCESS PLANTS
As a part of total quality management programmed BHPV has acquired ISO 9001
certification during the year 1993-94 particularly to boost up its exports and to
be competitive in the international market.
Recertification of ISO 9001 has been obtained in September, 1996.
In recognition of high standards of our quality, confederation of Indian industry
(CII), Southern Region, AP presented the Quality Award
BHELs Motto:
To supply cost effective, international quality products and services for process
and other industries through latest technology and improved production
commercialized include:
1. Titanium Anodes
2. Titanium Air Bottles
3. Cryo Vats
4. Individual Quick Freezing Unit
5. Super Insulated Piping.
6. Super Insulated Crow Storage tanks
7. D.M. Water Plants
34
For the First time in India, BHPV has fabricated 2nos. Gas hydration
packages on turkey basis and supplied to ONGC. It has successfully
commissioned refrigerated LPG import terminal Kandala for IOCL, which is first
of its kind in India.
BHPV has set up a LSSC at Bangalore for ISRO satellite centre (ISRC).
The entire project was done on Turkey basis with technical backup from high
vaccum equipment cooperation, USA. It is unique in India and very few
chambers elsewhere in the world have so many featurresin one chamber.
Recently heat exchanger has been designed for Light Combat Aircraft
(Tejas) and same was manufactured nand delivered to ADA, Banglore.
ANCILLARISATION:
BHPV has developed 11 ancillary units in its vicinity to cater to its requirements.
Apart from offering sufficient work load to these industrial units, BHPV has been
assigning work to a number of small scale industries.
transportation and inspection services to the Ancillaries to help them meet its quality
requirements.
35
PRESENT STRENGTHS:
Excellent Design & Engineering capabilities.
State of the Art Manufacturing facilities.
Accomplished image as a supplier of Quality Products in the domestic and
international markets.
High degree of customer confidence.
Technological tie-up arrangements.
Well trained and qualified work force and Engineers.
Sound work culture & harmonious Industrial Relations.
Extensive computerization.
Capability to supply Projects & Systems on turnkey basis.
Project Management Skills.
PLANS & STRATEGIES:
To grow as an Engineering, Procurement and Construction Company.
To enlarge Export Business.
To resort to extensive computerization and Automation for reduction of
cycle time, improvement of quality and reducing costs.
To forge strategic business alliances with International Companies to
derive technological and marketing advantages.
To strive for continuous updating of technologies to be on par with
International Companies.
To focus on Human Resources Development.
To change the work culture to be compatible with market demands.
CONSTRAINTS:
Dependence on imports even for common materials like Boiler Quality Plates.
Port congestion adding to the delays in importing of materials.
36
Big burden of high internet rates on working capital while competing with
International suppliers who have the facility of very low interest rates.
Abnormal increase in Bank charges such as commission on Bank Guarantees,
retirement of documents etc.
Restrictions in shipping imported materials (FOB contracts Vs C&F Contracts)
resulting in delays.
Shortage of Man Power due to V R Scheme several times.
Replacement/updating of machinery.
37
investments
BHEL plans to load BHPV on a monthly basis based on its performance and capacity
BHPV is being developed as a dedicated centre for industrial boilers, current cost
structure of BHPV is similar to BHEL, costs are expected to come down due to
factories like increased volume and better financial capability leading to lower
working capital borrowing costs
With a capital of Rs.236crs spread over three years in addition to induction of
experienced manpower and required technology from BHEL, BHPVs turnover is
expected to cross Rs.1000crs in 3 years
38
CHAPTER - III
Introduction:
Management is defined as the art of getting things done through people.
- Mary Parker Follet.
The term Human Resource can be thought of as, The total knowledge, skills,
creative abilities, talents and aptitudes of an organizations workforce as well as the
value, attitudes and beliefs of the individuals involved.
Human Resource Management can be defined as managing (planning.
organizing. directing and controlling) the functions of employing, developing and
compensating human resources resulting in the creating and development of human
relations with a view to contribute proportionately to the organizational, individual
and social goals.
Human Resource Development (HRD) is concerned primarily with helping the
employees develop them through training, feedback and counseling them by their
senior officers and other development efforts.
Scope of HRD:
The scope of HRD is limited to Training and Management development, Career
planning and development, Organization Change and development. Quality of Work
life, Quality of Circles, job enrichment. The activities that comes under Training
and Development are Safety and Health Programs. Welfare programs, Communication.
Personality Development. Obsolescence prevention, improving their Performance.
Social security and the like.
Objectives of HRD:
40
To prepare the employee to meet the present and changing future job
requirements.
To promote good relations.
To ensure smooth and efficient running of the organization.
To create a climate that enables every employee to fulfill his individual and
organizational goals.
To broaden the minds of the superiors by giving opportunities to the
employees in sharing their views and experiences.
HRD plays a vital role in making the human resources vital, useful and
purposeful and to develop, change and excel the organization. In brief, HRD helps.
To acquire or sharpen capabilities required to perform various functions
associated with their present or expected future roles.
To develop their general capabilities as individuals and discover and exploit
their own inner potentials for their own and/or organizational development process.
To develop an organizational culture in which superior-subordinate
relationship, team work and collaboration among sub-units are strong and contribute
to the professional well-being, motivation and pride of employees.
Training and Development:
Every organization needs to have well-trained and experienced persons to
perform the activities that have to be done. Once a job applicant is selected for an
41
organization he must be considered as one of the members of its organization and all
the necessary facilities to develop, the future career and the training to he provided
for him.
All these aspects must be looked after by the organization.
Training is essential because technology is developing continuously and at a
fast rate. A good-training sub-system would help greatly in monitoring the directions
in which employees should develop in the best interest of the organization. Also it
ensures that employees develop in directions consent with their career plans.
Training can be a good diagnostic tool also - the first step in a strategy of
organizational change. Training, like any other activity in an organization, should be
made possible to show how training is helping the organization in reducing various
kinds of wastage. Evaluating the training programmes in terms of hardware will
increase its credibility and boost its self-image.
The training department should play a dynamic role in monitoring the training
activities. It is better to aim at in-company programmes for technical skills wherever
possible and outside programmes for managerial and behavioral development. The
people, who are performing responsible roles, should be encouraged to go out
periodically for training so that they get more opportunities to interact with
executives of other organizations, get ideas and stimulate their own thinking.
To raise the skill levels and increase the versatility and adaptability of
employees. Training is more important. Training is the act of increasing the
knowledge and skill of an employee for doing a particular job. Training is a shortterm educational process and utilizing a systematic and organized procedure by which
employees learn technical knowledge and skills for a definite purpose. As jobs have
become more complex, the importance of employee training has increased.
Training is a learning experience. It improves his or her ability to perform
their duties. Training involves the changing of skills, knowledge, attitudes or social
42
behavior. In all training, there is some education and in all education, there is
some training. Education is the understanding and interpretation of knowledge
According to R. Glaser, the purpose of training is to help those who are or
will be performing a certain job to achieve successful role behavior while education is
tied to the goals of the individual more than to those of the organization. These two
processes cannot be separated from development. Skills
Definition, Meaning and Purpose of Training:
Definition: - Dale S.Beach defines the training as, ....the organized procedure
by which people learn knowledge and/or skill for a definite purpose.
Training may be defined as, A process by means of which the aptitudes. And
capabilities of individual employees to perform specific jobs are increased. Meaning:
- Training is a process of learning a sequence oh programmed behavior. It is an
application of knowledge. It
helps the people to know the rules and procedures to guide their behavior. It
improves, changes, moulds the employees knowledge, skill, behavior, aptitude and
attitude towards the requirements of the job and organization. Training bridges the
difference between job requirements and employees present specifications. Purpose:
- According to Edwin B.Flippo, The purpose of training is to achieve a change in the
behavior of those trained and enable them to do their jobs better. In order to
achieve this objective, any training programme should try to bring positive changes in
knowledge, skills and attitude.
Knowledge: - It helps a trainee to know facts, policies, procedures and rules
pertaining to his job.
Skills: It helps him to increase his technical and manual efficiency necessary to
do the job.
Attitude: - It moulds his behavior toward his co-workers and supervisors and
creates a sense of responsibility in the trainee.
43
In todays employment setting, using the terms T & D is more appropriate than
training alone, since, human resources can exert their full potential only when the
learning process goes far beyond simple route or routine, as emphasized by Dale
Yoder.
The purpose of training is mainly to improve their competence and capability
of the job they are holding.
Importance of Training:
Training is the most important technique of human resource development on
which the human resource management depends on to a large extent. No organization
can get a candidate who exactly matches with the job and the organizational
requirements. Hence, training is important to develop the employee and make him
suitable to the job.
Training is important as it constitutes significant part of management control
i.e., in the achievement of organizational objectives like viability, stability and
growth and also in improving organizational efficiency, productivity, progress and
developments. Hence trained employees would be a valuable asset to an
organization. Training enhances 4 Cs viz., Competence, Commitment, Creativity and
Contribution for the organization.
The Training is important mainly because:
It improves the job knowledge and skills at all levels of the organization.
It develops a sense of responsibility to the organization for being competent
and knowledgeable.
It provides information for future needs in all areas of the organization in
view of technological advancement, total quality and productivity management.
44
OBJECTIVES OF TRAINING:
46
Generally line managers ask the personnel manager to formulate the training
policies. The personnel manager formulates the following training objectives in
keeping with the companys goals and objectives:
To prepare the employee both new and old to meet the present as well as
the changing requirements of the job and the organization.
To prevent obsolescence.
To impart the new entrants the basic knowledge and skill they need for an
intelligent performance of definite job.
To prepare employees for higher level tasks
To assist employees to function more effectively in their present
positions by exposing them to the latest concepts, information and
techniques and developing the skills they will need in their particular
fields.
To build up a second line of competent officers and prepare them to occupy
more responsible positions.
To broaden the minds of senior managers by providing them with
opportunities for an interchange of experiences within and outside with a
view to correcting the narrowness of outlook that may arise from over
specialization.
To develop the potentialities of people for the next level job.
To ensure smooth and efficient working of a department.
To ensure economical output of required quality.
47
METHODS OF TRAINING:
As a result of research in the field of training, a number of programmes are
available. Some of those are new methods. The training programmes commonly used
to train operative and supervisory personnel are discussed below. These programmes
are classified into on the job and off the job training programmes as follows:
48
1) Job rotation : This type of training involves the movement of trainee from one
job to another. The trainee receives job knowledge and gains experience from his
supervisor or each of the different job assignments. This method gives an opportunity
to the trainee to understand the problems of employees on other jobs and respect
them.
2) Coaching : The trainee is placed under a particular supervisor functions as coach in
training the individual. The supervisor provides who feedback to the trainee on his
performance and offers him some suggestions for improvement. A limitation of this
method of training is that the trainee may not have the freedom or opportunity to
express his own ideas.
3) Job instruction : This method is also known as training through step by step.
Under this method, trainer explains the trainee the way of doing the jobs, job
knowledge and skills and allows him to do the job. The trainer appraises the
performance of the trainee, provides feedback information and corrects the trainee.
4) Committee Assignments: Under the committee assignment, group of trainees are
given and asked to solve an actual organizational problem. The trainees solve the
problem jointly. It develops team work.
Off the- job methods:
Under this method of training, trainee is separated from the job situation and
his attention is focused upon learning the material related to his future job
performance. Off the job training methods are as follows:
1) Vestibule training: In this method , actual work conditions are simulated in a
class room. Material, files and equipment those are used in actual job
performance are also used in training. This type of training is commonly used for
training personnel for clerical and semi skilled jobs. The duration of this training
ranges from days to a few weeks. Theory can be related to practice in this
method.
49
On the job training is of utmost important as the real learning takes place.
Only when the learner uses what he has learnt. The saying an ounce of practice is
worth tons of theory, is true, whoever said it. But it should also be remembered that
class room training are pedagogical technique having also got their own importance in
gaining new knowledge, learning new techniques and brooder concepts. The following
some of the important on the job and off the job technique of management
development.
IMPORTANCE:
Evaluation of result.
Under Study
Multiple Management
(vi)
(vii)
Simulation
Grid training
On-the-job techniques:
(i)Under Study: - The organization is supplied by a person with as much
competence as the superior to fill his post which may fall vacant because of
promotion, retirement or transfer.The person who is under study is chosen by the
department or its head. He will be taught what all, his job involves and gives him a
feel of what his job is. He learns the decision-making as he is being involved in the
discussion of daily operating problems as well as long-term problems. I le will also be
taught about the leadership skills as he is assigned the task of supervising two or
three people of the department.
(ii)Multiple Management: - Multiple Management is a system in which
permanent advisory committees of managers study problems of the company and
makes recommendations to higher management. It is also called junior-board of
executives system. These committees discuss the actual problems and different
alternative solutions after which the decisions are taken.
This technique has some advantages over other techniques. They are:
Off-the-job techniques:
54
(i) The Case Study: - The trainees are given cases based on the actual
business situations that happened in various organizations for discussing and deciding
upon the case. Then they are asked to identify the apparent and hidden problems for
which they have to suggest solutions.The situation is generally described in a
comprehensive manner and the trainee has to distinguish the significant facts from
the insignificant, analyze the facts, identify the different alternative solutions, select
and suggest the best. This improves the participants decision-making skills by
sharpening their analytical and judging abilities.
(ii) Incident method: - This method was developed by Paul Pigors. It aims
to develop the trainee in the areas of intellectual ability, practical judgment and
social awareness. Under this method, each employee developed in a group process.
Here, the training group is asked to study the incident happened in different
organizations to make short-term decisions in the role of a person who has to cope
with the incident in the actual situation. Later, the group studies, and discusses the
incident and take decisions relating to incident, based on the group interaction and
decisions taken by each member. This is similar to a combination of case method and
in-basket method.
(iii)In Basket Method :- The trainees are first given back ground information
about a simulated company, its products, key- personnel,various memoranda,
requests and all data pertaining to the firm. The trainee has to understand all this,
makes notes, delegate tasks and prepare memos within a specified amount of time.
The abilities that can be developed are: -
This method is inexpensive and can be organized easily. Team cooperation can
fostered and departmental conflicts softened down and/or eliminated. Managers get a
better appreciation of other functional areas as they mix with managers from
different functional areas. The only demerit is it sometimes discourages originality for
teams have to adopt themselves to rigid situations.
(iv) Business games:- In this method, the trainees are arrive at decisions
concerning such subjects as production, pricing, research, expenditure, advertising
etc., assuming itself to be the management of a simulated Finn. The other teams
assume themselves as competitors and react to the decision. This immediate
feedback helps to know the relative performance of each team. The teams
cooperative decision promotes greater interaction among participants and gives them
the experience in cooperative group processes.
All this develops organizational ability, quickness of thinking, leadership
qualities and the ability to adopt under stress.
(v) Sensitivity training: - This method was originally developed by Kurt Lewin
and popularized by the National Training laboratories, U.S.A. under Leland Bradford.
It is known by several names such as T-Group training. Action training, Group
dynamics, Confrontation Groups, Encounter Sessions and so forth. Roif Lynton
conducted the first T-Group in India in 1957 for youth leaders under the aegis of Aloka
foundation (Sinha. 1985). This gained prominence and it conducted programs for
youth leaders, practicing managers, priests and community leaders in different
settings like colleges, churches, hospitals and development institutes.
The main objective of sensitivity training is the Development of awareness of and
sensitivity of behavioural patterns of one self and others. This development results in
the
(i) increased openness with others.
56
inter
group
relations,
goes
into
corporate
planning,
develops
implementation method and ends with an evaluation phase. The grid -represents
several possible leadership stoles. Each stole represents a different combination of
two basic orientations concern for people and concern for production.
57
Specific
methods
here
include
computer-based
training,
electronic
PURPOSE:
As per the Training Plan, Preparation of Annual Budget or case to case budget
approvals for conducting Training Programmes.
To ensure that all personnel are suitably trained to meet the skills required for
the Quality related functions entrusted to them.
In association with Manager (NDE) and Radiation Safety Officer (RSO) Human
Resource Development And Training plans to organize training programmes to
personnel working with radiation source for acquiring qualification as per the
statutory regulations of BARC.
Conduct Training Programs for Executive Trainees and check their suitability for
absorption as Executives in the Organization as per Procedure No.14002.
To replace the traditional, non-productive ideas from their minds with the
scientific approach and outlook.
To make them better employees in line with their experience and thereby fit
for higher responsibilities.
SCOPE:
The system covers the Procedure to be followed to plan and carry out various
functions of the Human Resource Development and Training Institute.
RESPONSIBILITY:
Manager (HRD) and his designee shall be responsible for the compliance of all
the above functions with the procedures.
Manager (HRD) authorize the personnel responsible to carry out and approve
the functions, from time to time, as given in Annexure I & V
PROCEDURE:
GENERAL:
The
following
Three
groups
shall
perform
planning
b.
c.
They maintain the records of trainees and they shall coordinate issue of
Certificates and maintenance of the records of trainees.
Maintenance and submission of Statistical data about Trainees and Training
Programmes to B.Y.N.L and also Government concerned through Human
Resource Division.
A Master copy of Human Resource Development Training Institute Procedure is
retained by Head of the Human Resource Development and Training
Department.
Records of Training are retained permanently as far as Development
Programmes are concerned.
programmes for BHPV employees i.e. Workmen / Staff Supervisors and Executives to
upgrade their skills and knowledge and also to maintain quality in their line of work
62
WORKMEN / STAFF:
Skilled personnel in different technical disciplines, engaged in production and
products, namely, Fitters, Welders, Machine Operators, Electricians and Staff etc.,
are exposed periodically for training to upgrade their existing technical skills and job
knowledge and also to maintain quality of the work, in their respective areas of work.
For this purpose, refresher Courses are organized to acquaint the workmen with latest
techniques / developments. Training Programmes are conducted with Internal / Local
External and External Faculties. In addition, employees are sponsored for specialized
courses for Outstation training programmes as per the recommendations of the Head
of Departments. The following are some of the Internal Training Programmes.
WELDERS:
Refresher Courses for Welders are planned not only to upgrade their existing
skills and knowledge, but also to maintain quality in Work, and also to enable them to
acquire required qualifications in Welding, as per Procedure No. 19005.
Besides
MACHINE OPERATORS:
Refresher Courses are planned for Machine Operators to upgrade their skills and
knowledge and to maintain the quality of Work, in consultation with concerned
Section Heads. They are also sponsored to Outstation Programmes from time to time.
ELECTRICIANS:
63
To upgrade the skills, and knowledge, and also to maintain quality, perfection in
electrical maintenance of equipment / installations. Refresher Courses for Electricians
re planned in consultation with concerned Section Heads.
STAFF:
To upgrade the skills and knowledge of Office Management and to produce
quality in Typing, etc.
faculty.
In view of their
critical position the supervisors are given training not only in their field of
specialization but also in man management skills and also for courses such as
Personnel for Non-Personnel, utilizing the Services of internal and external faculties
with a view to acquaint themselves with the knowledge of work of other Departments
and to have a meaningful dialogue on matters in their area of work.
EXECUTIVES:
In BHPV there are No. of Departments right from Commercial to Production,
External Services and Transportation. To upgrade their skills and knowledge not only
job related course but also those involving interaction with other departments, the
Executive Development Programmes are planned to conduct in the areas, covering on
64
The
departments are taken in to account while selecting the candidates for the
programmes in that particular year. In addition to the planned programmes special
training programmes are be conducted basing on the needs of the organization and
65
2.
3.
4.
5.
TECHNICAL PROGRAMMES
6.
OTHER PROGRAMMES
7.
EVENING COURSES
8.
EVALUATION:
Weighted ratings have been given for each criteria (Exhibit No. II) of the
questionnaire. After Data collection average of the total weighted marks for
the specific training programme is arrived. If the average is above 50% it is
presumed that the training programme is effect
FUNCTIONAL MANAGEMENT PROGRAMME:
To equip the employees with necessary skills in their functional areas, such as
Site Management, Contracts Management, Materials Management, Finance
management, Quality Management, Human Resource Management, Engineering
and Production aspects.
TECHNICAL PROGRAMMES:
To create Awareness in the minds of the employees in the fields of
Instrumentation, Cable Selection, Selection of materials, Code Comparison,
Application of CAD, Quality Improvement, Latest Trends in Welding Technology
are planned.
OTHER PROGRAMMES:
To fulfill the Statutory obligation and to create Awareness in the minds of our
employees, Programmes like Safety and Healthy Awareness are planned to
organize.
EVENING COURSES:
Application of Personal Computer programs are planned to organize for the
benefit of our employees and also this facility is being extended to the
dependants of the employees.
CUSTOMER TRAINING PROGRAMMES:
67
RECORDS:
Training needs indicated by Heads of Departments year wise will be kept with
Manager (HRD). Records of Annual Plan, recommendations of Heads of Departments
will be kept with Manager (HRD) for 3 years, list of participants trained category wise
i.e. Workmen/Staff, Supervisors and Executives shall be entered in BIO DATA FORMS
and kept with manager (HRD) permanently.
PURPOSE :
The Executive Trainees scheme seeks to induct promising fresh engineers
selected on all India basis as part of companys policy to build and develop a
professional cadre of managers for present and future needs of the company.
In line with the policy as and when Executive Trainees are recruited by the
Company, Personnel Development will inform Head (Training) about their
Recruitment and necessary training to be imparted to them.
The Executive Trainees Training Scheme is prepared with a view to groom the
recruited trainees.
i)
ii)
iii)
To acquire knowledge and skill in specific areas of work, which they are
going to take up after training.
iv)
v)
Since they are future Executives of the company, hence no provision has been
made in the Annual Budget of HRD & Training Institute. However, to meet the
incidental expenditure from time to time, HRD & Training will raise proposals
for necessary financial sanction
SCOPE:
The procedure lays down the detailed scheme for imparting training to
executive Trainees.
METHODOLOGY:
Training shall be imparted for duration of 1 year under different phases as
indicated here below. However, the duration of each Phase will be decided by Head
(Training) in consultation with Divisional Heads.
PHASE I:
3.2
3.3
The trainees will be sent for Local Industrial Visit and to Erection sites in order
to gain first hand knowledge of the Problems faced by the personnel working at
69
erection sites. During this Industrial visits, the Trainees will know the factual
information on Erection and Commissioning of various jobs undertaken by BHPV.
3.4
different divisional heads and HRD will assess the preliminary attitudes of the trainees
which will help in final placement. The trainees will also be exposed to Lectures by
functional heads and to Lectures on behavioral science subjects by noted Guest
faculties. The topics of Lectures are shown in Annexure - I
PHASE II :
On the - job Training:
During this Phase of training, the executive trainees are posted for on-the-job
training with full responsibility of a first line executive under the functional
control of the concerned Divisional Heads.
The concerned Divisional Heads review the performance of the trainees once in
a month.
The trainees maintain a work dairy and submit a report at the end of this
training, indicating their learning as also the deficiencies / drawbacks in the
working
improvement.
70
By now, the induction training of the executive trainees gets completed and
they are interviewed by an evaluation committee constituted for considering
absorption of the trainees.
The committee assesses the trainees on the basis of their performance
throughout the training period and decides their placement on the basis of
their aptitude and performance.
PROGRAM DESCRIPTION
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
72
S. NO
1.
2.
3.
4.
5.
6.
7.
8.
9.
TOPICS
Risk Management
VAT &CST Key implications
Sexual Harrasement of women at work- place
Sustainable Industry Institute Interaction in changing Global Environment
CAD Worx & Analysis University (CAU) Express event-Chennai
Program for lateral recruit viz sanam
Strategic Management Program
Workshop on Demystifying CSR Rules
Certified Internal Information Security Auditor
(CIISA) ,STQ at
EDN,Bangalore
10.
Local site visit to HNPCL,Vizag to get exposure to site activities of
Power Boiler
11.
Annual South Zone conference at Vizag
12.
Workshop for BHEL Vigilance Officers
13.
IIIE National Convention at RINL/Vizag Steel Plant,Vizag
14.
Contract Labour Management and other Labour Laws
15.
48th Annual CME-2014 in Obstetrics and Gynecolony,Vizag
16.
Conference on Winds of change Towards Industrial Progressat
Rajamundry
17.
Certified Information Security Professional(CISP),BHEL,RC Puram
18.
Workshop for SC/ST/OBC Association & Liasion Officers at Bhopal
19.
Conference on Professional Engineers:Challenges in
Diasaster
Management at Gitam University, Visakhapatnam
20.
Public Relations Society of India,36 th All India Public Relations
Conference
21.
Recent Issues in Labour Laws & Best HR Practices
22.
Java Applications Development,Corporate R&D,Hyderabad
23.
Enhancing people Skills for becoming Effective HR Division,HRDI,NewDelhi
24.
Training of Trainers Programme for Winning Together,HRDI,NOIDA
S. NO
TOPICS
30.
Information Security Management System Awareness
Training Programme
31.
Security & Fire Safety Training Programme
32.
Security & Fire Safety Training Programme
33.
Viligance Sensitisation Prograamme-Price Estimation
and Reasonability of Rates
34.
Welders Refresher Course
35.
Cancer In Women Employees
36.
A Talk on Poductivity by Shri V
Narayanan,GM(Management Services),RINL,VSP
37.
A Talk on Productivity by Smt P Vanaja, Director,
CBWE,VSP
38.
Awareness Programme on PCMM implementation by Sri
Ch.Amar Kumar,DY.General Manager
39.
Training Programme on Price Estimation and
Reasonabilityof Rates by Shri Harish Kumar,AGM(Viligance)
40.
A Talk on Positive Thinking & Stress Management by
Rajayogi BK Dil Reddy Brother Brahma Kumaris,Vizag
PURPOSE:
1.
2.
3.
4.
SCOPE:
75
Statutory Training scheme was introduced in the year 1961 for Craftsmen, who
are trained in Industrial Training Institute to under go Apprenticed Training in
Industries.
RESPONSIBILITY:
Manager (HRD) shall be responsible for various training activities of this
procedure
PROCEDURE:
GENERAL:
Training group shall impart training which consists of Institutional Training. On
the job Training, Related Instruction Classes, Class Room Lectures and Related Theory
Classes to the Statutory Trainees as per the guidelines of Act 1961 and 1973, under the
guidance
of
Manager
(HRD),
Dy. Manager
(Dev.)
shall
be
responsible
for
2.
GRADUATE APPRENTICE
76
3.
4.
5.
VOCATIONAL TRAINING
TRADE APPRENTICE:
As indicated above Trade Apprentices are of two categories one is Short Term
Apprentice (e.g. Ex-ITIS) and Full Term Apprentice (i.e. dependant Children of
employees).
SHORT TERM APPRENTICE:
Individuals, who passed National Trade Certificate in Industrial Training
Institute ( I.T.I ) will be sponsored by Principal / Assistant Apprenticeship
Advisor against requisition from Personnel department of BHPV to them. After
getting the names, the applications are being scrutinized by Personnel
department and with reference to no. of vacancies, the candidates are called
for Interview, required examination will be conducted in Human Resource
Development and Training Institute, trade wise for 50 marks. For the remaining
50 marks their suitability will be assessed with reference to their performance
in NCVT examination and viva-voce. The marks obtained by the candidate in
77
Reservations are
conduct the required examination for 50 marks. For the remaining 50 marks
their suitability will be assessed with reference to their performance in S.S.C
examination and viva-voce. The marks obtained by the candidates in S.S.C
examination will be proportionately reduced to a maximum of 30 marks.
Performance at the viva-voce will be assessed upto a maximum of 20 marks.
Selected Candidates will be placed in the order of merit, as recommended by
the Selection Committee constituted by the Management.
Reservation are
78
GRADUATE APPRENTICE:
Internal Notification will be issued for calling applications to apply for
Graduate Apprentice. As per the notification received applications will be scrutinized
by Manager (Personnel). A committee will be constituted by Management to conduct
written test/viva. Written Test will be conducted for 50 marks. For the remaining 50
marks their suitability will be assessed with reference to their performance in
Graduation and viva-voce. The marks obtained by the candidates in graduation will
be proportionately reduced to a maximum of 30 marks. Performance at the viva-voca
will be assessed upto a maximum of 20 marks. Selected candidates will be placed in
the order of merit as recommended by Selection Committee. Due reservations are
observed for SC, ST and PH as per the rules of Govt. of India from time to time.
TECHNICIAN APPRENTICE:
Technician Apprentices are of Two types.
1.
2.
marks. For the remaining 50 marks their suitability will be assessed with reference to
their performance in Diploma and Viva-voce. The marks obtained by the candidates
in Diploma will be proportionately reduced to a maximum of 30 marks. Performance
at the viva-voce will be assessed upto a maximum of 20 marks. Selected Candidates
will be placed in the order of merit as recommended by Selection Committee. Due
reservations are observed for SC, ST and PH as per the rules of Govt. of India from
time to time.
TECHNICIAN (SANDWICH) APPRENTICE:
Regional Director and Apprenticeship Advisor, Southern Region, Madras will
sponsor Sandwich Trainees in Mechanical, Metallurgy and Chemical and Post Diploma
in Welding, Computers, Machine Tool Maintenance. per their recommendations,
maximum no. of 30 apprentices are taken from various disciplines as given above.
applications are scrutinized by Personnel Department and the short listed will be
called for interview. They are assessed by a duly constituted committee through
Written Test/Viva-voce.
For the
81
HRD&TI office is maintaining and following all the above procedures and
statistical data in files/registers in an well organized system, so that any body can
locate and get the information at any point of time
82
CHAPTER - IV
83
Content
Rate Response
% of Response
Sufficient
11
Insufficient
10
20%
29
58%
To be increased
22%
11
Sufficient
insufficient
To be increased
29
10
From the above table I find that 22% of employees are sufficient,20% of employees
are in sufficient,58% of employees are said to be increased in duration of training
programmed
84
2) will you
performance appraisal ?
Content
Rate of response
% of response
Agree
13
26%
Dis agree
13
26%
Cant say
24
48%
13
Agree
Dis agree
Cant say
24
13
agree on performance
85
Content
Rate of response
% of response
On-the -job
23
46%
Off-the-job
27
54%
training programme
30
27
25
23
20
persentage 15
10
5
0
0.54
0.46
0 0 0
0
content
From the above table I find that 46% of employees are prefer to On-the-job,54% of
employees are prefer Off-the-job
86
4) Methods in On-the-job ?
Content
Rate of response
% of response
Job rotation
12
Coaching
17
Job instruction
11
22%
10
20%
Committee assignments
24%
34%
methods in on-the-job
18
17
16
14
12
12
11
10
persentage
10
Content
Rate of response
% of response
6
4
2
0
24%
0 1
34%
0 2
22%
0 3
20%
0 4
conteats
From above table I find that 24% of employees are interest in job rotation,34% of
employees are interested in coaching,22% of employees are interested in job
instrugtion,20% of employees are interested in committee assignments
87
Contents
Rate of response
% of response
Role playing
13
26%
Lecture methods
22
44%
12%
18%
Discussions
Programmed
instruction
methods in off-the-job
25
22
20
15
13
persentage
Contents
10
Rate of response
% of response
6
5
0
26%1
0
2
44%
18%
12%
0
contents
From above table I find that 26% of employees are interested in role playing,44% of
employees are interest in lecture methods ,12% of employees are interested in
discussions,18%of employees are interested in programmed instruction
88
Contents
Rate of response
% of response
Yes
11
22%
No
18%
30
60%
Dont know
evlaluation is done
11
30
Contents
Yes
No
Dont know
From the above table I find that 22%of employees feel evaluation is correct.18% of
employees feel evaluation is not correct.60% of employees cant say about evaluation
89
Contents
Rate of response
satisfied
% of response
42
Dis satisfied
84%
16%
42
Rate of response
% of response
8
84%
0
16%
0
content
From above table I find that 84% of employees are satisfied with superior
behaviour,16% of employees are not satisfied with superior behavior
90
Contents
Rate of response
Highly satisfied
16
Satisfied
34
% of response
32%
68%
34
35
30
25
persentage
20
16
15
10
5
0
32%
0Contents
0%
Highly satisfied
68%
Satisfied
contents
From the above table I find that 32% of employees are highly satisfied with the
training. 68% of employees are satisfied with the training programmed given by the
company
91
CHAPTER - V
92
SUMMARY
FINDINGS:
Due to change in the present generation training is to have good productivity
and improvement in the work, which finally results in the development of the
organization productivity through satisfying the customer.
By the above analysis I find that the employees said that, training and
development is very important and they are very much satisfied.
Effective planning and its implementation is very important for the growth of
the company.
The company is supported by its satisfied manpower and it is one of the secrets
of its growth.
SUGGESTIONS:
The training program carried out at BHPV.ltd is very much effective for the
employees which will make them more jobs specialized and also at the same time
make them more versatile. So the training and development program at levels among
93
employees is very well planed and very properly carried out, step by step. Still every
program has certain defects or certain lope holes which can be over come by the
following suggestions, they are as follows;
Focus should be put on making the employees familiar with the advanced
technology and training and development system of BHPV.ltx. should be proper
relevance between the training provided and the need as per the profession of
the employees
T & D should be as accordance of the employees need that will simplify the
work and make them more productive
Satisfaction is very essential as they should learn things that will help them in
future in their job
The training needs should be properly identified, what employees need and
then implement them systematically.
CONCLUSION:
TRAINING AND DEVELOPMENT is the backbone of each and every
organization. Without proper training and development system it is quiet impossible
94
to reach at the top most level. This is a system which is very much necessary for an
organization. One organization can not develop well without its man power. And for
proper maintenance of these man power training and development system should be
given more importance. It is a process of learning to improve performance, skills, or
knowledge within organizations. Training and development system helps one
organization to achieve its objectives.
95
BIBLIOGRAPHY:
1. Journals:
ANNUAL REPORTS AND MANUALS OF B.H.P.V. Ltd.
2. Text books:
HUMAN RESOURCE INDUSTRIAL RELATIONS
- V. SUBBA RAO
PERSONNEL MANAGEMENT
- EDWIN B FLIPPO
3. Websites:
www.bhpvl.com
Questionnaire for Employees:
Name of the Employee
Department
b) insufficient
c) More than required
b) Disagree
c) cant say
96
b) Off-the-job
b) Coaching
d) Committee assignments
b) Lecture methods
c) Discussion
d) Programmed Instruction
e) Vestibule training
b) good
c) Average
c) poor
b) Unsatisfied
b) Satisfied
c) Unsatisfied
97
98