Training & devlopment shreya gupta

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“Training and Development”
AT
NATIONAL THERMAL POWER
CORPORTATION
Summer Internship Report
Of
Post Graduate Diploma in Management
(Approved by AICTE, Govt. of India)
Academic Session
2016-2018
Submitted By:
Shreya Gupta
BM-016233
Under the Guidance of:
Industry Guide Internal Guide
Ms. Poornima chaturvedi Dr. Anjali rai
Manager HR-EB Assistant Professor

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ACKNOWLEDGMENT
It is said “no learning is possible without any proper guidance and no research endeavor is a
solo exercise, some contribution is performed by various individual”
By acknowledging the guidance, support and assistance, I pay my deepest sense of guidance to
the management of NTPC.
I hereby acknowledge my profound gratitude to Ms. Purnima Chaturvedi (Officer HR-ES)
under whose guidance I have studied “The Training and Development” of NTPC. This project
would not have been possible without her guidance and support.
I would also like to thank Ms. Indu Balkrishna (Sr. Engineer HR-EB), NTPC for her valuable
support in completion of this project. My special wishes and thanks shall always be for those
who responded to me and extended their co-operation in preparing and collecting data by
which this project report has been smoothly conducted.
I would also like to thank my internal guide Dr. Anjali Rai for her efforts and guidance at each
moment of query I made.
In last I also thanks to all those people who somewhere engage with this project no matter in
what terms, thank you everyone.

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PREFACE
The well planned, properly executed and evaluated vocational training helps a lot in including
good work culture .It provide linkage between two problem solving based on board
understanding of process and mode of operation of an organization.
This project report is the result of study conducted in EOC (Engineering office complex)
NTPC, Noida during the period 1 MAY 2017 to 30 JUNE 2017.
This project report is basically rooted to study “Training and Development”.
In their working lives, employees occasionally have cause to be uncomfortable, disappointed
or aggrieved either about certain managerial decision, practices or service condition.
In the present day social context, especially in democratic systems, it is accepted that
employees should be able to express their need weather it is related to serious problem or the
performance level of the employee. The need arises because of the gap in expected and actual
performance.
The training procedure is one of the most important means which is available to the employees
with which they can improve their performance. It is also a mean available to management to
keep a check on the performance level, so that it can be improved through training and
development.
I feel rewarded by the management of NTPC who gave me an opportunity to study, in such a
big organization, which is engaged in generating thermal power.
SHREYA GUPTA

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SIGNIFICANCE OF THE PROJECT
As a part of my curriculum I had to do two months training in a well-reputed firm and for this I
had selected NTPC Noida and got the topic TRAINING & DEVELOPMENT for my project
work. I had chosen NTPC only because it is the training apex.
The eight weeks of summer training at NTPC Ltd. gave me a complete exposure to relevance
of Training for organizational excellence. It was a unique opportunity to explore the realities of
India’s leading power generation company as a researcher and gather knowledge from its vast
repertoire of experience.
It was a great learning experience .The project not only helped me to enhance my practical
knowledge on training but it also gave me an insight into the way work force is utilized here. It
is a rare chance where I got to witness the challenges and opportunities for training, as a
profession.
The summer project, also made me realize the worth of a well-designed training program (and
training system) towards organizational excellence. I got to know the importance of
communication and interpersonal skill in getting things done from others. In a nutshell, it was a
very fulfilling and fruitful period of my life as a management student

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TABLE OF CONTENT
SR. NO CHAPTERS PAGE NO
1. INTRODUCTION OF NTPC 6
2. COMPANIES PROFILE 8
3. NTPC HUMAN RESOURCE MANAGEMENT 18
4. INTRODUCTION TO HRM 25
5. INTRODUCTION TO PROJECT 27
6. RESEARCH METHODOLOGY 51
7. QUESTIONNAIRE 54
8. DATA ANALYSIS AND INTERPRETATION 56
9. RECOMMENDATIONS 74
10. LIMITATION OF STUDY 75
11. CONCLUSION 76
12. BIBLIOGRAPHY 77

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AN INTRODUCTION
NTPC VISION
“TO BE ONE OF THE WORLDS LARGEST AND BEST POWER UTILITIES,
POWERING INDIA’S GROWTH”
“ELECTRICITY TO ALL BY 2012”

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NTPC THE TOTAL POWER COMPANY
National thermal power corporation has been the power behind INDIA`S sustainable power
development since NOVEMBER 1975.Contribution 26% of the COUNTRY`S entire power
generation. NTPC today lights up every fourth bulb in the country.
With ambitious growth plans to become a 56,000MW power company by 2017, NTPC-the
largest utility of INDIS has already diversified into hydro sector. Further initiatives for greater
organization transformation have been approved under PROJECT DISHA.
NTPC is INDIA`S largest power generation company with an installed capacity of 21,435(as
March 31st
, 2008)

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COMPANY PROFILE
It gets hot enough in India to stress even the healthiest resident, but
India's largest power company, National Thermal Power Corporation (NTPC), thankfully
generates enough electricity to run a lot of air conditioners. State-run NTPC, which generates 27%
of India's power supply, has 21 coal and gas-fired power plants and interests in three more through
its SAIL Power Supply joint venture. The company's plants have a combined capacity of more
than 24,950 MW and feed government-owned distribution grids throughout India; prices are
determined by India's Electricity Act.
NTPC also offers global power consulting and engineering and construction services. India's
government owns nearly 90% of NTPC. NTPC, with a rich experience of engineering,
constructing and operating over 26,000 MW of thermal generating capacity, is the largest and one
of the most efficient power companies in India, having operations that match the global standards.
NTPC Limited is the largest thermal power generating company of India. A public sector
company, it was incorporated in the year 1975 to accelerate power development in the country as a
wholly owned company of the Government of India. At present, Government of India holds 89.5%
of the total equity shares of the company and FIIs, Domestic Banks, Public and others hold the
balance 10.5%. Within a span of 31 years, NTPC has emerged as a truly national power company,
with power generating facilities in all the major regions of the country. Based on 1998 data, carried
out by Data monitor UK, NTPC is the 6th largest in terms of thermal power generation and the
second most efficient in terms of capacity utilization amongst the thermal utilities in the world.
NTPC Limited Formerly known as National Thermal Power Corporation. Its core business is
engineering, construction and operation of power generating plants and providing consultancy to
power utilities in India and abroad. The Group operates through two segments. Power Generation
includes generation and sale of bulk power to SEBs/State Utilities. Others provide consultancy,
project management and supervision, maintenance services, power trading and distribution of bulk
power. The Group has generated 170.88 billion units of electricity in 2006.
GROWTH AND DEVELOPMENT OF THE COMPANY
Over the last three decades, NTPC has spearheaded development of thermal power generation
in the Indian power sector. In this process, it has built a strong portfolio of coal and gas/liquid
fuel based generation capacities. The company has made initial forays in the area of
hydropower development and plans to have a significant share of hydropower in its future
generation portfolio. Although NTPC is also offering technical services, both in domestic and
international markets, through its Consultancy Wing, the generation business would continue
to be the single largest revenue generator for NTPC.
The Indian power sector is witnessing several changes in the business and regulatory
environment. The legal and policy framework has changed substantially with the enactment of

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the Electricity Act 2003. In the foreseeable future, India faces formidable challenges in
meeting its energy needs. Recently, a draft integrated energy policy has been issued, which
addresses all aspects including energy security, access, availability, affordability, pricing,
efficiency and environment. To meet the twin objectives of ensuring availability of electricity
to consumers at competitive rates, as well as attract large private investments in the sector, a
new Tariff policy has also been issued. The power sector thus offers a mixed bag of challenges
and opportunities to players and NTPC would continue to review its business strategy and
portfolio in light of these changes
NTPC’s core business is engineering, construction and operation of power generating plants. It
also provides consultancy in the area of power plant constructions and power generation to
companies in India and abroad. As on date the installed capacity of NTPC is 27,904 MW
through its 15 coal based (22,895 MW), 7 gas based (3,955 MW) and 4 Joint Venture Projects
(1,054 MW). NTPC acquired 50% equity of the SAIL Power Supply Corporation Ltd.
(SPSCL). This JV Company operates the captive power plants of Durgapur (120 MW),
Rourkela (120 MW) and Bhilai (74 MW). NTPC also has 28.33% stake in Ratnagiri Gas &
Power Private Limited (RGPPL) a joint venture company between NTPC, GAIL, and Indian
Financial Institutions and Maharashtra SEB Holding Co. ltd. The present capacity of RGPPL is
740MW.
NTPC’s share on 31 Mar 2007 in the total installed capacity of the country was 20.18% and it
contributed 28.50% of the total power generation of the country during 2006-07.
NTPC has set new benchmarks for the power industry both in the area of power plant
construction and operations. It is providing power at the cheapest average tariff in the country.
With its experience and expertise in the power sector, NTPC is extending consultancy services
to various organizations in the power business.
NTPC is committed to the environment, generating power at minimal environmental cost and
preserving the ecology in the vicinity of the plants. NTPC has undertaken massive a forestation
in the vicinity of its plants. Plantations have increased forest area and reduced barren land. The
massive a forestation by NTPC in
and around its Ramagundam
Power station (2600 MW) has
contributed reducing the
temperature in the areas by about
3°c. NTPC has also taken
proactive steps for ash utilization.
In 1991, it set up Ash Utilization
Division to manage efficient use
of the ash produced at its coal
stations. This quality of ash

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produced is ideal for use in cement, concrete, cellular concrete, building material.
A "Centre for Power Efficiency and Environment Protection (CENPEEP)" has been
established in NTPC with the assistance of United States Agency for International
Development (USAID).Cenpeep is efficiency oriented, eco-friendly and eco-nurturing
initiative - a symbol of NTPC's concern towards environmental protection and continued
commitment to sustainable power development in India.
As a responsible corporate citizen, NTPC is making constant efforts to improve the socio-
economic status of the people affected by its projects. Through its Rehabilitation and
Resettlement programs, the company endeavors to improve the overall socio-economic status
of Project Affected Persons.
NTPC was among the first Public Sector Enterprises to enter into a Memorandum of
Understanding (MOU) with the Government in 1987-88. NTPC has been Placed under the
'Excellent category' (the best category) every year since the MOU system became operative.
Recognizing its excellent performance and vast potential, Government of the India has
identified NTPC as one of the jewels of Public Sector ‘Maharatnam’- a potential global giant.
Inspired by its glorious past and vibrant present, NTPC is well on its way to realize its vision of
being “A world class integrated power major, powering India’s growth, with increasing global
presence”.
Developing and operating world-class power stations is NTPC’s core competence. Its scale of
operation, financial strength and large experience serve to provide an advantage over
competitors. To meet the objective of making available reliable and quality power at
competitive prices, NTPC would continue to speedily implement projects and introduce state-
of-art technologies.

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Total capacity portfolio:
India’s generation capacity can be expected to grow from the current levels of about 120 GW
to about 225-250 GW by 2017. NTPC currently accounts for about 20% of the country’s
installed capacity and almost 60% of the total installed capacity in the Central sector in the
country. Going forward, in its target to remain the largest generating utility of India, NTPC
would endeavor to maintain or improve its share of India’s generating capacity. Towards this
end, NTPC would target to build an overall capacity portfolio of over 66,000 MW by 2017.
Fuel / Energy mix for capacity addition:
Currently, coal has a dominant share in the power generation capacities in India. This is also
reflected in the high share of coal-based capacities in NTPC’s current portfolio. With high
uncertainties involved in Domestic gas/ LNG, both in terms of availability and prices, NTPC
would continue to set up large pit-head coal based projects, including few integrated coal cum
power projects. To reduce the dependence on fossil fuels, there is a need to push for renewable
sources of power in the sector. NTPC would avail of opportunities to add hydropower to its
portfolio subject to competitive tariffs. A first step in this direction has already been taken with
the investment in Koldam Hydro Power Project. NTPC would continue to closely monitor
developments on nuclear front also and be open to setting up around 2000 MW of Nuclear
power generation capacity, possibly through a Joint Venture. As a leader in power generation,
NTPC would also consider other energy sources such as biomass, cogeneration, fuel cells, etc
for future development thereby reducing the dependence on thermal fuels.
While a decision on the fuel/energy mix for NTPC in the future would be largely governed by
their relative tariff-competitiveness, the fuel mix in 2017 may be different from the existing
portfolio, though not very significantly.
Diversification along the Value Chain:
NTPC has achieved the distinction of being the largest thermal generating company in India. In
the past, this focus was adequate as the industry was highly regulated with limited
diversification opportunities. Over last few years, the country has been facing acute shortages,
both in coal and gas, severely affecting optimum utilization of its power stations and these
shortages are likely to continue in future as well. This is in spite of the fact that India is one of
the largest producers of coal in the World. To safeguard its competitive advantage in power
generation business, NTPC has moved ahead in diversifying its portfolio to emerge as an
integrated power major, with presence across entire energy value chain. In fact, to symbolize
this change, NTPC has taken on a new identity and a new name “NTPC Limited”. NTPC has
recently diversified into coal mining business primarily to secure its fuel requirements and
support its aggressive capacity addition program. In addition, NTPC is also giving thrust on
diversification in the areas of power trading and distribution. Diversification would also allow

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NTPC to offer new growth opportunities to its employees while leveraging their skills to
capitalize on new opportunities in the sector.
Establishing a Global Presence:
To become a truly global company serving global markets, it is essential for NTPC to establish
its brand equity in overseas markets. NTPC would continue to focus on offering Engineering &
Project Management Services, Operations & Maintenance services, and Renovation &
Modernization services in the international market.
Establishing a successful services brand would be a precursor to taking higher investment
decisions in different markets. Going forward, NTPC would continue to evaluate various
options for strengthening its presence in global markets including setting up power generation
capacity, acquisition of gas blocks etc.
Circa 2017: NTPC’s corporate profile:
By the year 2017, NTPC would have successfully diversified its generation mix, diversified
across the power value chain and entered overseas markets. As a result NTPC would have
altered its profile significantly. Elements of the revised profile that NTPC would seek to
achieve are:
 Amongst top five market capitalization in the Indian market
 An Indian MNC with presence in many countries
 Diversified utility with multiple businesses
 Setting benchmarks in project construction and plant availability & efficiency
 Preferred employer
 Have a strong research and technology base
 Loyal customer base in both bulk and retail supply
 A leading corporate citizen with a keen focus on executing its social responsibility
PROJECTS
1. ANTA GAS POWER PROJECT
2. AURAIYA GAS POWER PROJECT
3. BARH SUPER THERMAL POWER PROJECT
4. FARAKKA SUPER THERMAL POWER STATION
5. FARIDABAD GAS POWER PROJECT
6. FEROZ GANDHI UNCHAHAR THERMAL POWER PROJECT
7. JHANOR-GANDHAR GAS POWER PROJECT
8. KORBA SUPER THERMAL POWER STATION
9. KAHALGAON SUPER THERMAL POWER PROJECT

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10. KAWAS GAS POWER PROJECT
11. KAYAMKULAM COMBINED CYCLE POWER PROJECT
12. KOLDAM HYDRO POWER PROJECT
13. LOHARINAG-PALA HYDROELECTRIC POWER PROJECT
14. NATIONAL CAPITAL POWER STATION
15. NORTH KARANPURA SUPER THERMAL POWER PROJECT
16. RAMAGUNDAM SUPER THERMAL POWER STATION
17. RIHAND SUPER THERMAL POWER PROJECT
18. SIMHADRI SUPER THERMAL POWER PROJECT
19. SINGRAULI SUPER THERMAL POWER STATION
Vision of NTPC:
“A world class integrated power major, powering India’s growth, with increasing global
presence”
Mission of NTPC:
 Make available reliable and quality power in increasingly large quantities at appropriate
tariffs and ensure timely realization of revenues.
 Speedily plan and implement power projects, with the contemporary technologies.
 Implement strategic diversification in the areas of R&M, Hydro, LNG and non-
conventional and eco-friendly fuels and explore new areas like transmission on IT etc.
 Promote consultancy and make prudent acquisitions.
 Continuously develop competent HR to match world standards.
“Develop and provide reliable power, related products and services at competitive prices,
integrating multiple energy sources with innovative and eco – friendly technologies and
contribute to society”
Corporate Objectives:

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In pursuance of the Vision and Mission, the following are the Corporate Objectives of NTPC:
To realize the vision and mission, eight key corporate objectives have been identified. These
objectives would provide the link between the defined mission and the functional strategies.
 Business Portfolio Growth
 To further consolidate NTPC’s position as the leading thermal power generation
company in India and establish a presence in Hydro power segment.
 To broad base the generation mix by evaluating conventional and non–
conventional sources of energy to ensure long run competitiveness and mitigate
fuel risk.
 To diversify across the power value chain in India by considering backward and
forward integration into areas such as power trading, transmission, distribution,
coal mining, coal beneficiation, etc.
 To establish a strong services brand in the domestic and international markets.
 Customer Focus
 To foster a collaborative style of working with customers, growing to be a
preferred brand for supply of quality power.
 To expand the relationship with existing customers by offering a bouquet of
services in addition to supply of power e.g. trading, energy consulting,
distribution consulting, management practices.
 To expand the future customer portfolio through profitable diversification into
downstream businesses, inter alia retail distribution and direct supply.
 Ensure rapid commercial decision making, using customer specific information,
with adequate concern for the interests of the customer.
 Agile Corporation
 to ensure effectiveness in business decisions and responsiveness to changes in
the business environment by:
 Adopting a portfolio approach to new business development.
 Continuous and co–ordinate assessment of the business environments to
identify and respond to opportunities and threats.
 To develop a learning organization having knowledge based competitive
edge in current and future business.

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 Performance Leadership
 To continuously improve on project execution time and cost in order to sustain
long run competitiveness in generation.
 To operate and maintain NTPC stations at par with the best - run utilities in the
world with respect to availability, reliability, efficiency, productivity and costs.
 To effectively leverage information technology to drive process efficiencies.
 To aim for performance excellence in the diversification businesses.
 To embed quality in all systems and processes.
 Human Resource Development
 To enhance organizational performance by institutionalizing an objective and
open performance management system.
 To align individual and organizational needs and develop business leaders by
implementing a career development system.
 To enhance commitment of employees by recognizing and rewarding high
performance.
 To build and sustain a learning organization of competent world – class
professionals.
 To institutionalize core values and create a culture of team – building,
empowerment, equity, innovation, and openness which would motivate
employees and enable achievement of strategic objectives.
 Financial Soundness
 To maintain and improve the financial soundness of NTPC by prudent
management of the financial resources.
 To continuously strive to reduce the cost of capital through prudent management
of deployed funds, leveraging opportunities in domestic and international
financial markets.
 To develop appropriate commercial policies and processes, which would ensure
remunerative tariffs and minimize receivables?

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 To continuously strive for reduction in cost of power generation by improving
operating practices.
 Sustainable Power Development
 To contribute to sustainable power development by discharging corporate social
responsibilities.
 To lead the sector in the areas of resettlement and rehabilitation and environment
protection including effective ash–utilization, peripheral development and energy
conservation practices.
 To lead development efforts in the Indian power sector through efforts at policy
advocacy, assisting customers in reform, disseminating best practices in the
operations and management of power plants etc.
 Research and Development
 To pioneer the adoption of reliable, efficient and cost – effective technologies by
carrying out fundamental and applied research in alternate fuels and
technologies.
 To carry out research and development of breakthrough techniques in power
plant construction and operation that can lead to more efficient, reliable and
environment friendly operation of power plants in the country.
 To disseminate the technologies to other players in the sector and in the long run
generating revenue through proprietary technologies.
 Technology Leadership
 To acquire, assimilate and adopt reliable, efficient and cost effective
technologies and to disseminate knowledge to other constituents of the power
sector in the country.

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NTPC TOP LIST OF MOU AWARDS FOR EXCELLENCE IN
PERFORMANCE:
 Shell Helen Keller Award 2002 for promoting employment opportunities to disabled
people.
 Platt’s Global energy Award 2002 for commitment to community development.
 CORE-BCSD Corporate Social Responsibility Award 2001-02 instituted by TERI.
 ICC-UNEP World Summit Business Award for Sustainable Development Partnership.
 National Safety Award 2002 instituted by the British Safety Council, to seven NTPC
stations.
 Best HR Practices Award 2002 instituted by Indian Society of Training &
Development.
 World HRD Congress Award instituted by World HRD Congress.
 Golden Peacock National Training Award 2003 instituted by Institute of directors to
PMI.
 Meritorious Productivity Award of the Government of India to 12 stations.
 Prime Ministers Shram award for the 17th
year including two SHRAM RATNA.
 Vishvakarma Award by Ministry of Labor, Government of India.
 Climate Technology Initiative award.
 MoU Excellence Award of Government of India.
 CII Award for Excellence in Infrastructure.
NTPC
RAILWAYS
EQUIPMENT
SUPPLIERS
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GOVT.
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SUPPLIERS
CENTRAL
GOVT.
FUNDING
AGENCIES
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B
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STAKE HOLDERS

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NTPC
HUMAN RESOURCE MANAGEMENT
NTPC HR VISION
“TO ENABLE OUR PEOPLE
TO BE A FAMILY OF COMMITTED
WORLD CLASS PROFESSIONALS,
MAKING NTPC A LEARNING ORGANIZATION.”

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Aligned to NTPC & the HR Vision
HR GOALS
 To develop an organization having knowledge based competitive edge.
 To create culture of team building, empowerment and accountability to convert
knowledge into productive action with speed, creativity and flexibility.
HR STRATEGIES
 Institutionalize core values for actualizing throughout the organization.
 Imbibe a culture of openness, competence, commitment, system orientation,
economy, productivity, knowledge management, communication and training.
 Undertake organizational renewal, restricting, periodic assessment to have a re look
at various initiatives and their impact.
 Create motivational enabling climate of empowerment, participation, career growth,
sensitive line manager and equip them to their own HR initiative and succession
planning.
NTPC
To be one of the world’s
largest & best power utilities
powering India’s growth.
HR
To enable our people
To be a family of committed
world class professionals,
making NTPC
a learning organization.
PMI Vision
To become an institute of excellence as a
global center of education for power
professionals to build world class competencies

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HUMAN RESOURCES
Director (HR)
Executive
Director
Power
Management
Institute
HR Policy
Division
Employee
Relation
Welfare
Employee
Benefit
Industrial
Engineering &
Transfers Group
HR
Recruitment
Promotion &
Appraisals
Noida Services
Group
Industrial
Establishment

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POWERS AND DUTIES OF OFFICERS AND EMPLOYEES
The powers and duties of the officers and employees of the Company stems mainly from the
provisions of the Companies Act,1956 and Memorandum & Articles of Association of the
Company. The officers and workmen of the Company carry out the business operations of the
Company in line with the objectives specified in the Memorandum of Association of the
Company. While discharging duties and responsibilities, all employees are to comply with the
applicable provisions of the all applicable statutory and rules and regulations framed there
under.
PROCEDURES FOLLOWED IN THE DECISION-MAKING PROCESS,
INCLUDING CHANNELS OF SUPERVISION AND ACCOUNTABILITY
The decisions making process in the Company involves the following Channel
Overall management of the Company rests with the Board of Directors of the Company, the
highest decision making body within the Company. The Board of Directors is accountable to
the shareholders of the Company, who are real owners of a Company. NTPC being a Public
Sector Enterprise, the Board of Directors of the Company is also accountable to Government of
India.
GM [HR]
CMO DGM [HR]
SR. MNGR - EB
EMPLOYEES
BENEFIT
SR. MNGR- OM
OPERATION &
MNGMT.
SR. MNGR-
C&P CONTROL
&
PROCUREMET
SR. MNGR- ES
EMPLOYEES
SERVICES

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As per the provisions of the Companies Act, 1956 certain matters require the approval of the
shareholders of the Company in general meeting. Similarly, in terms of the Articles of
Association of the Company and guidelines of Department of Public Enterprises certain
matters require the approval of the President of India. The primary role of the Board is that
of trusteeship to protect and enhance shareholders’ value. The Board oversees the
Company’s strategic direction, reviews corporate performance, authorizes and monitors
strategic decision, ensures regulatory compliance and safeguards interests of shareholders.
The Board ensures that the Company is managed in a manner that fulfils stakeholder’s
aspirations and societal expectations. The day-to-day management of the Company is entrusted
with the Chairman and Managing Director who is supported by Functional Directors and other
Officers and staff of the Company.
The Board of Directors has also set up several Committees with specific functions and powers.
For effective discharge of his functions, the Board of Directors has delegate
substantial powers to the Chairman & Managing Director. The Chairman & Managing
Director, in turn, delegated specified power to Functional Directors/Officers subject to due
control being retained by him and subject to such conditions which are consistent with the need
of prompt, effective and efficient discharge of responsibilities entrusted to such a
Director/Officer.
The Chairman & Managing Director is accountable to the Board of Directors. Functional
Directors are accountable to the Chairman & Managing Director. The Officers are accountable
to concerned Functional Directors.
THE SOCIAL COMMITMENT NTPC
Believes in growth with a human face, and pursuing people-centered development. NTPC is a
socially committed organization and a socially responsible corporate citizen. It attaches great
importance to discharging its overall social responsibilities to the community and the society at
large where its projects and stations are located.

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POWER MANAGEMENT INSTITUTE (PMI)
The Power Management Institute (PMI) was set up by the National Thermal Power
Corporation (NTPC) in recognition of the vital role that training & development has to play
in the context of the challenges associated with the growth of the Indian Power Sector. The
institute, was set up in year 1982, is involved in the training & development of middle
&senior level personnel from the power sector as well as from the other organization not
related to power sector.
The Power Management Institute is committed to be leading institute in developing world-
class competencies by proving a staff-of-art training, which responds to, as well as pre-
empts the need of the power professionals.
The institute has the capacity of running 8 programs concurrently. Services are also
offered in the areas of Open Learning Center, integrated personality development including
language proficiency, theater workshop and professional update sessions, following
screening of management/ technical films.
PMI’s integrated campus at Noida has the modern infrastructure. Lecture rooms,
complemented by smaller syndicate facilities and a personal growth laboratory. The
institute has its own auditorium with a setting capacity of more than 200 persons.
The Learning Resource Center (LRC) includes latest books, data bank and information
service in print as well as in electronic media. LRC also has computer-based referencing
facility, electronic information products on CD-ROM and online access to international
database.
The academic and computing needs of the institute are met through a campus-wide IT
network. The centralized computer labs have the capacity to train about 40 participants
simultaneously, catering to both high and low end user needs. Internet connectivity is
extended all over the campus, through a dedicated 64 kbps radio-link.

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NO. OF EXECUTIVE EMPLOYEES IN NTPC - EOC : GRADE WISE
TOTAL
GRADE MALE FEMALE TOTAL
E1 27 18 45
E2 29 7 36
E2A 157 31 188
E3 198 30 228
E4 106 13 119
E5 127 11 138
E6 221 16 237
E7 287 15 302
TOTAL 1297 143 1440

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INTRODUCTION TO THE HRM:
Excellence and innovation should not only be discussed but also be practised by Proceeding
Infrastructure facilities, keeping persistence, patience, monitoring continuously,
supporting rewarding success.
An organisation with good HR practices not only takes care of major things but also minor
things important to the employees. This helps them to grow and expand their vision not only as
employees of the organisation but also as individuals.
Having an able HRD department leads to organizational success practicing HRD involves
human beings who are most complex and unpredictable in nature. Human beings are guided,
controlled by themselves, families and societies, culture and ethos. Thus what is true for
one person cannot hold the same for the other, this is what HR must recognize and understand.
HRD engaged in well-run organisation meets business challenges flexible systems to enable
roles. Its goal is long term benefit for both the individual and the organisation.
“The bond that links your true families is not one of blood but of respect and joy”. It’s these
bonds that HRD thrives to bring about.
CONCEPT OF HUMAN RESOURCE MANAGEMENT
Among the various factors of productions, which are used in an organization, human resource
is the most important of all. This is because the efficient use of physical resources (i.e. land,
machinery, materials) ultimately depends on how the human factor is put to good use on
various operations.
Human Resource Management is a process of bringing people together so that the goals of
organization are met. It tries to secure the best from people by winning their wholehearted
cooperation. In short, it’s defined as “the art of producing, developing and maintaining
competent workforce to achieve the goals of an organization in an effective manner.”
IMPORTANCE OF HRM
An organization success depends on the knowledge, attitudes and skills (KAS) of employees,
particularly as they help establish a set of core competencies that distinguish an organization
from its competitors.
Human Resource Management helps an organization and its people to realize their respective
goals in an organization.

26
Human resource
Powering India's Growth : Through people
NTPC believes in achieving organizational excellence through Human Resources and follows
"People First" approach to leverage the potential of its 23,500 employees to fulfill its business
plans. Human Resources Function has formulated an integrated HR strategy which rests on
four building blocks of HR viz. Competence building, Commitment building, Culture building
and Systems building. All HR initiatives are undertaken within this broad framework to
actualize the HR Vision of "enabling the employees to be a family of committed world class
professionals making NTPC a learning organization.
To induct talent and groom them into a dedicated cadre of power professionals "Executive
Trainee" Scheme was introduced in the year 1977 for recruitment in the disciplines of
Mechanical, Electrical, Civil, Control & Instrumentation and now encompasses Computer
Science, Chemistry, HR and Finance disciplines also. Besides a comprehensive one year
training comprising theoretical inputs as well as on-the-job training, the new recruits are also
attached with senior executives under a systematic and formal 'Mentoring System' of the
company to integrate them into the Culture of the company.
As part of post employment training and development opportunities, a systematic Training plan
has been formulated for ensuring minimum seven man days training per employee per year and
includes level-wise planned intervention designed to groom people for assuming positions of
higher responsibility, as well as specific need-based interventions based on scientific Training
Needs Analysis. NTPC has set up 15 project training centers, 2 simulator training centers and
an apex institute namely 'Power Management Institute' (PMI). While the project training
centers (Employee Development Centers) have specialized in imparting technical skills and
knowledge, PMI places emphasis on management development. Besides opportunities for long
education are also provided through tie ups with reputed Institutions like IIT, Delhi, (M.Tech
in Power Generation Technology), MDI, Gurgaon (Executive MBA programme), BITS, Pilani
(B.Tech) etc.

27
INTRODUCTION TO PROJECT
Training and Development
Every organization needs to have well trained and experienced people to perform the activities
that have to be done. If the current or potential job occupant can meet this requirement training
is not important but when that is not the case if it is necessary to raise the skills levels and
increase the versatility and adaptability of employees. As the job becomes more complex, the
important of employees development are not only an activity that’s desirable but also an
activity that’s an organization must commit resources to if it is maintain a viable and
knowledge work force.
In other words training improves, changes, moulds the employees knowledge skills behavior
aptitude and attitude towards the requirement of the job and organization. Training refers to the
teaching and learning activities carried on for the primary purpose of helping member of an
organization, to acquire and apply the knowledge, skills, abilities and attitude needed by a
particular job and organization.
Organization and individuals should develop and progress simultaneously for their survival and
attainment of mutual goals. So every modern management has to develop the organization
through human resource development. Employee training is the important sub- system of
human resource development. Employee training is a specialized function and is one of the
functional operative functions for human resource management.
Difference between Training & Development:-
Training:-
 Training means learning skills and knowledge for doing a particular job. It increases
job skills.
 The term “training” is generally used to denote imparting specific skills among
operative workers and employees.
 Training is concern with maintaining and improving current job performance. Thus, it
has short-term perspective.
 Training is job centered in nature.
 The role of trainer or supervisor is very important in training.

28
Development:-
 Development means the growth of an employee in all respects. It shapes attitudes.
 The term “development” is associated with the overall growth of the executives.
 Executive development seeks to develop competence and skill for future performance.
Thus it has a long-term perspective.
 Development is career centered in nature.
 All development is “self development”. The executives have to be internally motivated
for self-development.
AREA TRAINING DEVLOPMENT
Content Technical skills and
knowledge
Managerial and
behavioral skills and
knowledge
Purpose Specific job related Conceptual and general
knowledge
Duration Short term Long term
For whom Mostly technical and
non-managerial
Personnel
Mostly for managerial
Personnel
IMPORTANCE OF TRAINING
The importance of human resource management to a large extent depends on human resource
development. Training is the most important technique of human resource development. No
organization can get candidates who exactly match with the job and the organizational
requirements. Hence training is important to develop the employees and make him suitable to
the job.
Job and organizational requirement are not static they are changed from time to time in view of
technology advancement and change in the awareness of total quality and productivity
management (TQPM) the objectives of the TQPM can be achieved only through training as
training develops human skills and efficiency. Trained employees would be valuable assets to
an organization. Organization efficiency, productivity, progress and development to a grater
extent depend on training. Organization objective like viability, stability and growth can also
be achieved through training. Training is important as it constitute significant part of
management control.

29
NEED FOR TRAINING
Every organization big or small productive or non productive, economic or social, old or newly
established should provide training to all employees irrespective of their qualification, skills,
suitability for the job etc. thus no organization can choose whether or not train employees .
Training is not something that is done once to new employees it is used continuously in every
well run established. Further technological changes automation require updating the skills and
knowledge. As such an organization has to retrain the old employees. The need of training
arises due to following reasons:
 To match the employee specification with the job requirement and organizational needs
 For organizational viability and transformation process
 It is good for technological advancement.
 Decreases organizational complexity.
 Improves human relations
BENEFITS OF TRAINING
To Organization:
 Leads to improved profitability and or more positive attitude towards profits orientation
 Improves the job knowledge and skills at all level of the organization
 Improves the morale of the workforce
 Helps people to identity the organizational goal
 Helps to create a better corporate image
To Individual:
 Helps the individual in making better decision and effective problem solving.
 Through training and development, motivational, variables of recognition,
achievement, growth, responsibility and advancement and internalized and
operationalized
 Aids in encouraging and achieving and self development and self confidence
 Helps to handle stress, tension, frustration and conflict

30
TYPES OF TRAINING
On the basis of purpose several types of training programs are offered to the employees. Some
of them are:-
 Induction or orientation
 Job training
 Apprenticeship training
 Internship training
 Refresher training or retraining
 Training for promotion
Induction: - This type of training is for new employee. This training is concerned with
introducing or orienting a new employee to the organization and its procedure, rules and
regulation. It helps a new employee to get acquainted with the work environment of the
organization.
Job training: - It relates to specific job, which the worker has to handle. It gives information
about machines, process of production, instruction to be followed method to be used and so on.
It helps the workers developing skill and confidence and enables them to perform the job
efficiently.
Apprenticeship training: - Apprenticeship training program tends more towards
education. Under this program both knowledge and skill for doing a job or series of related
jobs are involved. Under this program educational or vocational institute enters into
arrangement with an industrial enterprise for providing practical knowledge to its student.
Internship training is usually meant for such vocations where advanced theoretical knowledge
is to be backed by practical experience on the job.
Refresher training: - It is for the old employees of the enterprise. The basic purpose of
refreshers training is to acquaint the existing workforce with the latest methods of performing
their jobs and improve their efficiency further.
Training for promotion: - The talented employees may be given adequate to make them
eligible for promotion to higher jobs in the organization.

31
METHODS OF TRAINING
There are various methods of training. The choice of any training methods depend upon several
factors like cost of training, number of worker, depth of knowledge required, background of
the trainees, purpose of training and so on.
The training methods may be divided into two groups:-
 On the job training
 Of the job training
On the job training: - The most important type of training is training on the job. The
experience of the actually doing something makes a lasting impression and has reality that
other types cannot provide this training is for everybody from clerk to company president.
INTERNSHIP
UNDER STUDY DEMONSTRATION
VESTIBUL
SCHOOL
COACHING
JOB ROTATION SIMULATION

On The Job
Training

32
ON THE JOB TRAINING IS DIVIDED INTO DIFFERENT GROUP
They are as:-
1. Vestibule training: - This method attempts to duplicate on the job situation in
accompany classroom. It is classroom training, which is often imparted with the help of
the equipment and machine, which are identical with those in use in the place of work.
It is very efficient method used to train semiskilled personnel, particularly when many
of the employees have to be trained for the same kind of work at same time. It is also
save costly machines from being damaged by mishandling of the untrained workers.
2. Internship/Apprenticeship training: - Apprenticeship training program tends
towards more education than on the job training or vestibule training here major part of
the training time is spent on – the – job productive work. Each apprentice is given a
program of assignment according to s predetermined schedule, which provides for
efficient training and skills.
3. Simulation: - It is extension of vestibule training. The trainee works in the closely
“duplicated real job condition”. This is essential in cases in which actual on – the – job
practice is expensive, might result in serious injury and a costly error.
4. Demonstration and examples: - Here the trainer describes and demonstrates how
to do a certain work. He performs the activity himself going through a step-by-step
explanation of the „why‟, „how‟ and „what‟ of what he is doing.
5. Coaching: - Under this method the supervisor imparts job knowledge and skill to his
subordinate. The emphasis in coaching on learning by doing.
6. Under study: - The supervisor gives training to a subordinate as his under study or
assistant. The subordinate learn through experience and observation. It prepares the
subordinate to assume the responsibility of superior job in case superior leave the
organization.
7. Job rotation: - The purpose of position rotation is to broader and background the
trainee in various job. The trainee is periodically rotated from job to job instead of
sticking to one job only so that he acquires practical knowledge of different job that is
diversified knowledge. Job rotation is thus used by many organizations for all-round
personality development of worker and more adaptability in them.

33
FF THE JOB TRAINING METHODS ARE AS FOLLOWS
1. Lectures:- It is regarded as one of the simplest ways of imparting knowledge to the
trainee, especially when facts, concepts or principles attitude, theories and problem
solving abilities are to be taught, lectures are supplemented with discussion, film
shows, case studies, role playing etc.
2. Case Study:- Under this method, a real business problem of the situation demanding
solution, is presented to the group and members who are to be trained to identify the
problems present, they must suggest various alternatives for tackling them, analyze
them and find out their comparative suitability and decide
3. Conference and Seminars: - A conference is basic to most participative group
centered method of development. It led emphasis on small group discussions on
organized subset matter and on the active participation of the members involved.
Mutual problems are discussed and participants share their ideas and experience in
attempting to arrive at better methods of dealing with this problem.

34
RAINING POLICIES IN NTPC:-
OBJECTIVES:
The objectives of the guidelines are to:
 Make learning one of the fundamental values of the Company
 Ensure value addition through training to the overall business process
 Institutionalize learning opportunities that supplement work experience
 Integrate organizational and individual developmental needs
 Enable employees to keep abreast with the latest knowledge and skills and enable them
to undertake current and future responsibilities in a more effective manner.
 Provide linkages between the different functionaries of training activity
 Provide linkages of training activity with overall Human Resource function.
.
DEFINITIONS:
Training: Training shall include a training program, seminar, convention, workshop,
symposium or any other structured learning or developmental program, based on
organizational needs and/or Training Need Analysis.
Training Year: Training Year shall mean a period of one year commencing from 1st
MAY till
30st
JUNE of the subsequent year.

35
In-house Training Program: A training program designed, developed and conducted within
the Company, exclusively for the regular employees of the Company, with or without the
assistance of external agency (aes).
External Training Program: A training program designed, developed and conducted within
India, by an outside agency, not exclusively for the employees of the Company, and to which
one or more employees of the Company may be nominated.
Planned Intervention: A grade/level/category-wise in-house training program, normally
based on a template course design, and conducted to improve competency base of employees
as felt necessary by the organization.
Need-based Program: A training program, designed, developed and conducted on the basis of
the developmental needs felt and identified for the employees concerned in the Training Needs
Form.
Specified Intervention: An external training program or an in-house training program other
than a Planned Intervention or a Need-based Program, conducted to improve certain specified
competencies, as felt necessary by the organization.
Classification of Training Needs (for Need-based Programs):
Essential: Developmental needs which, if not met, may affect job performance
Desirable: Developmental needs which are necessary for personal development and growth.
Short-term: Developmental needs which need to be fulfilled for immediate job performance.
Long-term: Developmental needs which need to be fulfilled for future job performance, in
next two years or so.

36
TRAINING TARGET:
It shall be the endeavor of the Company to provide seven maydays’ of training in a training
year to every employee.
Employees shall make full use of the Training Systems to support this endeavor to create a
learning organization.
AGENCIES OF TRAINING:
The agencies that shall deal with the training function in the Company shall include:
Power Management Institute: PMI shall be the apex-training institute and the nodal agency
for Training for the Company. It shall cater to the advanced training needs of all executives of
the Company. In case of employees of Corporate Centre, it shall cater to the training needs of
both executives and non-executives. It shall specialize in Management Development and
advanced technical areas including Information Technology and shall serve as knowledge
dissemination centre for the Company as a whole. It will also engage in research and
consultancy.
Unit Training Centers: Unit Training Centers shall cater to the training and development
needs of the employees of the respective units.
Simulator Training Centers: The Simulator training centers at Korba & Kawas, designed to
produce real time behavior of the Thermal and gas modules respectively, shall cater to the
needs of the corporation. In addition, depending on the availability of resources, the Simulator
training centers would also provide training to external agencies / organizations, on
commercial terms.
Regional HR group: The Regional HR group shall cater to the training and development
needs of the employees of the respective region. Wherever it is not feasible for the Unit
Training Centers to organize a specific program, Regional HR group would organize such a
program for the employees in the entire region. It would also take an active and proactive part
in finalization of the training calendars of each unit within the region.
Corporate HR Group: HR Group shall co-ordinate external training program for all the
employees of Corporate Centre. It would also co-ordinate specified interventions for targeted
groups.

37
Departmental Training Coordinator: The Head of each Department shall nominate an
executive who shall, besides his normal functional assignment, co-ordinate the training and
related matters for the employees of the department. It shall be the responsibility of the
Departmental Training Coordinator for conducting Training Need Analysis and so ensuring
nomination of the employees of the department concerned to training program that the Training
Target of 7 man days of training for every employee in a training year is achieved.
TRAINING NEEDS ANALYSIS (TNA):
The objectives of Training Need Analysis are
 To systematically identify developmental needs of employees
 To integrate so-identified individual needs with organizational needs
 To Enhance relevance and acceptance of training program
Employees would identify their training needs once in two years. This is as per the Training
Plan implemented in 1998.
Each employee will identify his/her training needs in a maximum of four areas in consultation
with his reporting officer. The training needs expressed should be related to the employee’s
present responsibilities and his likely areas of future assignments.
Training Needs would be classified as essential and Desirable along two time-frames of short-
term (for immediate job performance) and long-term (for future job performance, in next two
years or so).
The identified needs would be prioritized in the following manner and would be addressed
accordingly:
Priority A Essential Short-term
Priority B Desirable short-term
Priority C Essential long-term
Priority D Desirable long-term
Training needs identification in case of executives would be done by the executive concerned
in consultation with his/her Reporting Officer in the Training Needs Form.
Training needs identification in case of non-executives would be done by their Reporting
Officers in the Training Needs Form.
The Departmental Training Co-coordinator shall trigger the TNA exercise from 1st
September,
every second year, with the distribution of Training Need Forms. He/she would consolidate
and submit the filled up Training Need forms of Executives and Non- Executives, of his/her
department concerned to the respective Training Centre by 30th
October.
In case of projects/stations/units, based on such Training Need forms, a Department-wise

38
analysis would be done by the Training Centre of the Unit and discussed in Site Management
Committee/Heads of Department for evolving the yearly Training Calendar for the next two
years, by 15th
November.
With a view to integrate the process of evolving of the Training Calendar and to utilize
Training resources optimally, the finalization of Training Calendars would be done by Heads
of Training in association with the Head of Personnel of the respective Regions by 30th
November.
In case of advanced training needs where it is not possible for the Training Centers to design
and conduct program, the same should be forwarded to PMI for designing and conducting
Company-level program and incorporation of the same in its Training Calendar. For this
purpose, the Heads of Personnel of Regions and PMI shall meet before 15th
December for
sharing Training Calendars of the Projects/Stations of the respective Region and for providing
inputs to the Training Calendar of PMI.
In case of training needs expressed by only a few employees and it is not viable to design and
conduct program at the project/station level, the Heads of Personnel / HR of each Region
would explore the possibility of conducting the program at the Region-level either at the
Regional Headquarters or in any of the Projects/Stations of the Region, so that the training
needs are not left unfulfilled for want of number of employees.
In case of Company-level need-based program, the Training Need Analysis forwarded by
individual projects/stations and Corporate Centre would be consolidated by PMI and the yearly
training calendar for the next two years would be prepared accordingly, by end February.
In case of Corporate Centre, the Training Need forms and Department-wise analysis would be
consolidated by PMI and the yearly supplementary training calendar for the next two years
would be prepared accordingly, after discussion with and acceptance of the EDs/GMs of the
respective departments, by 15th
December.
TRAINING CALENDAR
The Heads of training from the Projects / Stations would meet in the Regional Head Quarter
during 1week of January to share training calendars. They would also provide inputs to RHQ /
PMI regarding program to be assigned to RHQ / PMI, from out of the training needs identified
by the employees of their respective projects.
Each Training Centre/PMI shall bring out, by 15th
February every year, a Training Calendar,
specifying the schedules of the program, both planned interventions and need-based
interventions, planned to be conducted by it during the following training year.
Each Training Centre shall circulate on bi-monthly basis calendar of program scheduled for the

39
next two months to all HODs and other Training Agencies.
The Training Calendars of the various Training Centers and of PMI would be widely made
available to all departments/sections at all plants/offices. Copies of Training Calendar would
also be kept in the Central Library of the Unit. Copies of Training Calendar of one
Project/Station would be circulated to other Training Centers and PMI by 15th
March, for need-
based utilization.
NOMINATION SYSTEM
The objectives of the nomination system are
 To ensure that employees are nominated to training in areas which are relevant to their
duties or which have been identified as their developmental needs
 To ensure that opportunities to attend training program are made available to all
employees to achieve the Training Target of average of seven man days of training in a
training year for each employee.
NOMINATION FOR TRAINING PROGRAMMES:
Planned Interventions:
The Training Centre/PMI would send to departmental training co-ordinates, schedules for the
next three program of a planned intervention, which in turn shall seek preferences for
nomination from the employees in the target group and send the list of employees to the
Training Centre/PMI.
On the basis of the preferences received for nomination, the Training Centre/PMI shall send
confirmation.
External Training:
Employees may generally be considered for nomination to training program only in the areas
identified in the Training Needs Analysis and after verifying if a similar program is being
conducted in-house during the year.
Training centers shall, as far as possible, try to provide training to employees in-house.
Employees will normally be nominated for external program only for advanced program or
where conducting the program in-house is not feasible.

40
PRE-PROMOTION TRAINING FOR SC/ST EMPLOYEES:
The Departmental Training Coordinator shall ensure that employees of Scheduled Caste and
Scheduled Tribe categories are adequately nominated to training program.
The Training Centers/PMI/Corporate HR Group shall also endeavor to organize pre-promotion
training program exclusively for SC/ST employees.
INFORMATION REGARDING NOMINATION
An employee will normally be informed through his Reporting Officer, by the Training
Agency, regarding his/her nomination for the program preferably with a notice of
 days in case of short-duration program
 days in case of medium-duration program
 weeks in case of long-duration program
SHARING OF LEARNING:
Employees who have attended training program shall normally share their learning with other
employees in fora like Professional Circles, Quality Circles, departmental meetings etc.
In case of medium and long-duration program for executives, the participant shall submit an
action plan to his Reporting Officer, with a copy marked to the Training Agency, detailing the
steps that would be taken by him/her for implementing the learning in his/her job.
GENERAL:
The system shall be reviewed from time to time to keep it in line with the latest trends in the
area of Training and Development. The management reserves the right to modify, cancel, add
or amend any of these provisions at any time.
TRAINING EVALUATION:
The objective of training evaluation is to enhance value addition through training program by
building on the strengths and by removing the shortcomings, if any, and measure the impact of
training program on job behavior.

41
Training Evaluation would be done at three levels:
 Pre-training Evaluation
 Program Feedback
 Impact Assessment
Pre-training Evaluation:
Pre-training Evaluation is aimed at detecting shortcomings in the program design before the
commencement of the program. For this, in case of all in-house long-duration programs, the
Training Centre/PMI/HR Group, as the case may be, shall review the program design, content
etc. in the light of the feedback obtained from a sample of participants.
Program Evaluation:
The Training Centre/PMI/HR Group, as the case may be, shall seek participant feedback at the
end of the training program in the Program Feedback Form as in Annexure IV for making
modifications/improvements in future program.

42
IDEAL TRAINING FLOWCHART
Organization Vision
Short Term
Business
Strategy
HR Strategy
Training strategy
Need
Assessment
Training Design
Training Delivery
Feedback
Performance
Assessment
Assessment Center
Career
Planning
Succession
Planning

43
TRAINING NEED ASSESSMENT (TNA)
Training need assessment is the means where the training activity achieves this relevance. It is
a supportive link in the chain of activities which cater to the design, develop and implement of
the training activity .It forms an important part of a symbolic system .The training process: -
The Training process – a cyclical system with interlocking elements.
 Inner ring plots the course of design /develop.
 Outer ring symbolizes a need for feedback/ validation.
TNA is shown as a sub-phase of the training need identification phase. The reason is that it is
necessary to determine that a training need exists before assessment can take place. Thus
training need identification is necessary to indicate the nature of solution, it is therefore a
decision making phase.
Research Diagnosis
Identification of
training needs
Training Objectives
Training Plan
Evaluation
Implementation/Training
Action

44
Pitfalls of training
 Most of them are ill conceived
 Have vague and general objective
 Have a content that does not match the objectives
 Fail to produce any significant changes or visible changes in behaviors /
Performance
Factors to be assessed as a part of the TNA to avoid pitfalls
1) Knowledge
2) Skill
3) Attitude
4) Supervision
5) Working condition including work load pressure
6) Job Design
7) Machines/Equipment/Materials
8) Work Group norm
9) Intra-group Conflict
10) Dissatisfaction/ Grievances
LEVELS OF CLASSIFICATION OF TRAINING NEEDS
 At the Organizational level.
 In respect of Occupational groupings.
 At the individual level.

45
CLARIFYING THE TRAINING NEED
Situation (with support or inhibiting variables)
In which result may be manifested.
FACTORS INHIBITING SUCCESSFUL TNA (Training Need Assessment)
1) Low status of trainers
2) Attitudes towards HRD
a. Attitudes of decision makers
b. Attitudes of recipients of training
3) Organization issues
4) Occupational issues
5) Lack of skill in gathering information
a. Strategic / Corporate plan
b. Departmental plans
TNA
Training and
development
Interventions
Results
NEED
Knowledge
Skill
Attitude
Other

46
c. Employment records
d. Training and development records
e. Performance appraisal forms
f. Selection interview reports
g. Union representatives
h. Consultants
i. Project proposals
j. Customer’s feedback reports
k. Training instructors
TRAINING EVALUATION
Evaluation of training is a main concern for trainers in public enterprises in developing
countries. It is defined as: -
“The assessment of total value of a training system , training course or training program in
special as well as in financial terms.”
BENEFITS OF EVALUATION
 Provides feedback for training performance.
 Helps in validating and assessing aspects of training objectives and activities
 Provides feedback of the quality of performance training staff.
 Facilitates up gradation of training facilities.
 Provides feedback for training need assessment.
 Provides justification of training expenditure.
 Ascertains suitability of a training program for specific purpose of trainees.

47
POTENTIAL OBJECTS OF EVALUATION
Re-Validation
1) Training Need Analysis
2) Training Objectives
3) Training Criteria
4) Training Strategy
5) Training Methods and Techniques
Re- Evaluation
1) Output of training
2) Facilities
3) Learning Aids
4) Organization and Administration of training
5) Instructor’s Contributions
6) Methods
PROBLEM IN THE METHOD OF EVALUATION
Structural Problem
 Money Criteria
 Lack of support
 Crisis Orientation
Learning Related Problems
 Objectivity
 Isolating the training contribution
 Multiplicity of Indicators
 Unreliability of Examinations
 Decision – making hierarchy in public enterprise.

48
Methods of Training Evaluation
 Cost Benefit Analysis
It Includes: -
a. Identifying the costs and benefits of a given Program.
b. Listing the cost and benefits and quantifying them in monetary terms.
c. Comparing benefits with cost for decision-making
I. Cost Includes
a.Trainee’s Salaries
b.Fees to resource personnel
c.External course fees
d.Course expenditure e.g. Refreshments etc
e.Research and Development
II. Benefits Includes
a. Share of general overheads
b. Lost production, due to attendance at courses
c. Fixed Costs
 Observation
It is accomplished: -
1) Games
2) Practical assignment during training.
3) “ On the job “ assignments
4) Role play
 Role Play

49
 Surveys
 Case Study
 Participatory Evaluation And Follow Up Seminars
 Projects Training And Development (T & D) Self Audit
It is valuable instrument for: -
1) Probing all aspects of training
2) Identifying those areas which should be upgraded
Evaluation Support Instruments
1) Documents
It provides information on:
a) Aspects relating to the identification and assessment of training needs
b) The determination of training objective
c) The selection and preparation of trainees
d) The planning and design of training curriculum
e) Records of performance subsequent to the training activity
2) Questionnaire
3) Interviews

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RESEARCH METHODOLOGY
INTRODUCTION
In everyday life, every human being has to face many problems viz. social, economical,
financial problems. These problems in life call for acceptable and effective solutions and for
this purpose, research is required and a methodology applied for the solutions can be found out.
Research was carried out at NTPC to found out the “Design of Training and Development
Program”
Definition: Research Methodology is a systematic way of investigation directed to the
discovery of some facts by careful study of a subject, a course of critical and scientific inquiry.
My research work establishes a framework of evaluation and revaluation of primary and
secondary research. The techniques and concept used in primary research in order to arrive at
findings, which are dealt with and lead to a logical deduction towards analysis and result
OBJECTIVE OF STUDY:
The main emphasis has been laid down
 To studying the level of satisfaction among employees regarding the benefits
provided to them,
 To assess the awareness levels among employees.
 To know the views of the employees for further improvement in the training and
development programs and benefits they receive.
 To understand and document the employee training and development system.
RESEARCH DESIGN
First, a secondary research was conducted, keeping in mind the topic of study, to gain a
clear insight of the topic .For this; I consulted many books, manuals and theories. This
helped me in designing and framing the right kind of questions. The proper design helped
in selection of relevant questions for the study .The following questions was then proposed
to be studied, under descriptive research which helped me in analysis.

52
COLLECTION OF DATA
Primary source
Primary source of data collection is used under the study, questionnaire were
prepared to conduct the study.
Sample space
Employees including executives and non-executives of NTPC are distributed questionnaire.
(300 questionnaires)
Secondary source
Secondary source of data collection was done to gain a clear insight of the topic. The
research was conducted from various books, journal, and manuals for conducting primary
research.
SAMPLING DESIGN
For completion of the research work a survey was conducted. Following is the description of
the Sample Design considered for the survey:
Sample Unit:
The sample unit constitutes the Executive Employees of NTPC of the level E1 – E7.
Sample Size:
The sample size, which has selected for this project is 300. The sample size constitutes
of the executive employees of NTPC.
Sampling Technique:
The sampling technique used in the study is ‘random sampling technique’.

53
Collection of Data:
The method of Data collection used in the study is ‘Survey/ Feedback’ methods.
Research Instrument:
The research instrument for the study is ‘Questionnaire/interview’.
DATA USED IN STUDY
The data collected for the purpose of the study has been collected from two main sources; they
are primary data and secondary data;
(a) Primary data:
The primary data will be collected through a Questionnaire and personal interaction. The
data will be collected through questionnaire method because exact and first hand
information can be gained. This is more helpful rather than adopting any other method.
The primary data is collected by having personal interaction with the executive
employees of NTPC – EOC.
A detailed questionnaire was given to the employees which was the primary source of
my study.
 The questionnaire consisted of 18 questions
 The employees were requested to select the answer which suited him/her the
 The total sample of the employees survey was 300 respondents
(b) Secondary Data:
The secondary data comprises of information from internal records of the organization, text
books, journals and various literature available in and outside of the corporation,
presentation reports on various topics, standing orders.
This is the data which is already available, published or unpublished and is collected from
the company records and manuals which are maintained by it.

54
QUESTIONNAIRE FOR THE TRAINING AND DEVELOPMENT
Kindly tick your responses rating from 1 to 5.
1- Strongly Disagree
2- Disagree
3- Neither agree n or disagree
4- Agree
5- Strongly Agree
Q1: The training centre at my unit is well equipped.
1 2 3 4 5
Q2: The training centre at my unit is well maintained.
1 2 3 4 5
Q3: Most training needs of employees are addressed by the local EDC.
1 2 3 4 5
Q4: A mix of internal and external faculties takes training sessions at the EDC.
1 2 3 4 5
Q5: Faculty knowledge and training methodology at EDC is to my satisfaction.
1 2 3 4 5
Q6: Training nomination takes place as per the training needs of the employees.
1 2 3 4 5
Q7: Reporting officers take active interest in training nomination of their subordinates.
1 2 3 4 5
Q8: Employees are released as per their development plan by their reporting officers for job
rotation etc.
1 2 3 4 5
Q9: Employees actively apply their learning from training at workplace.
1 2 3 4 5
Q10: Employees are released on time for attending training programs.
1 2 3 4 5
Q11: In my opinion, training and development system of NTPC adds value to the organization.
1 2 3 4 5
Q12: I look forward to taking up special assignments as a part of cross-functional uniformly.

55
1 2 3 4 5
Q13: All employees in my department get nominated for training programs uniformly.
1 2 3 4 5
Q14: Employees in my department almost get same number of training man days.
1 2 3 4 5
Q15: Seniors readily share their knowledge and experience with their juniors.
1 2 3 4 5
Q16: People openly share their knowledge and ideas with each other.
1 2 3 4 5
Q17: I am imparted adequate training needed to carry out my responsibilities effectively.
1 2 3 4 5
Q18: I feel NTPC, as an organization, is committed towards training and development of its
employees.
1 2 3 4 5
Thank you for your valuable time!!!

56
DATA ANALYSIS AND INTERPRETATION
The data analysis has been done question wise as well as according to the grades of the executive
employees. The present study is carried out by administering questionnaire of 18 questions and a
sample of 300 employees/respondents
(QUESTION-WISE)
Q1: The training centre at my unit is well equipped.
ANALYSIS: Here the percentage of
favoring employees to this question is very
high, so most of the employees feel that the
training centre at NTPC is well equipped.
From the figure, it can be considered that
54% of the employees are agree,22% are
strongly agree(ie.76% are in favor),19% are
neither agree nor disagree,4% are disagree
and 1% are strongly disagree(5% are not in
favor) to this statement.
STRONGLY
DISAGREE
DISAGREE NEUTRAL AGREE
STRONGLY
AGREE
Q1 4 13 57 160 66
4
13
57
160
66
0
20
40
60
80
100
120
140
160
180
NO.OFEMPLOYEES
Q1
1%
4%
19%
54%
22%
Q1
STRONGLY DISAGREE DISAGREE
NEUTRAL AGREE
STRONGLY AGREE

57
Q2: The training centre at my unit is well maintained.
ANALYSIS: Most of the employees feel that the training centre at NTPC is well maintained as
we can see here that the favoring percentage is very-very high to this question.
From the figure, it can be considered that 59% of the employees are agree, 20% are strongly
agree (i.e. 79% are in favor), 14% are neither agree nor disagree,6% are disagree and 1% are
strongly disagree(i.e. 7% are not in favor) to this statement.
STRONGLY
DISAGREE
STRONGLY
AGREE
Q2 3 17 42 177 61
3
17
42
177
61
0
20
40
60
80
100
120
140
160
180
200
NO.OFEMPLOYEES
Q2
1%
6%
14%
59%
20%
Q2 STRONGLY DISAGREE DISAGREE
NEUTRAL AGREE
STRONGLY AGREE

58
Q3: Most training needs of employees are addressed by the local EDC.
ANALYSIS: The employees favoring to this question has a high percentage in comparison to the
unfavoring employees so, most of the employees feel that their training needs are addressed by
the local EDC.
agree (i.e. 76% are in favor), 14% are neither agree nor disagree, 9%are disagree and 1% are
strongly disagree (i.e. 10% are not in favor) to this statement.
STRONGLY
DISAGREE
STRONGLY
AGREE
Q3 4 27 68 158 43
4
27
68
158
43
0
20
40
60
80
100
120
140
160
180
NO.OFEMPLOYEES
Q3
1%
9%
23%
53%
14%
NEUTRAL AGREE
STRONGLY AGREE

59
Q4: A mix of internal and external faculties takes training sessions at the EDC.
ANALYSIS: Most of the employees feel that a mix of internal and external faculties takes
training session at EDC as in the figure the favoring percentage of employees is high.
agree (i.e. 76% are in favor), 19% are neither agree nor disagree, 4% are disagree and 1% are
STRONGLY
DISAGREE
STRONGLY
AGREE
Q4 3 13 58 163 63
3
13
58
163
63
0
20
40
60
80
100
120
140
160
180
NO.OFEMPLOYEES
Q4
1%
4%
19%
55%
21%
NEUTRAL AGREE
STRONGLY AGREE

60
Q5: Faculty knowledge and training methodology at EDC is to my satisfaction.
ANALYSIS: Here the favoring percentage of employees to this question is quite high so, most of
the employees feel that faculty knowledge and training methodology at EDC is to their
satisfaction.
strongly disagree (i.e. 7% are not in favor)to this statement.
STRONGLY
DISAGREE
DISAGREE NEUTRAL AGREE STRONGLY AGREE
Q5 3 19 67 165 46
3
19
67
165
46
0
20
40
60
80
100
120
140
160
180
NO.OFEMPLOYEES
Q5
1%
6%
22%
55%
16%
NEUTRAL AGREE
STRONGLY AGREE

61
Q6: Training nomination takes place as per the training needs of the employees.
ANALYSIS: Most of the employees feel that the training nomination takes place as per the
training needs of the employees as we can see here that the favoring percentage of employees to
this question ranked higher than the other parameters.
STRONGLY
DISAGREE
Q6 14 34 70 140 42
14
34
70
140
42
0
20
40
60
80
100
120
140
160
NO.OFEMPLOYEE
Q6
5%
11%
23%
47%
14%
NEUTRAL AGREE
STRONGLY AGREE

62
Q7: Reporting officers take active interest in training nomination of their subordinates.
ANALYSIS: Here the favoring percentage of employees is not that much high with respect to
the other parameters but still most of the employees feel that the reporting officers take active
part in training nomination of their subordinates.
STRONGLY
DISAGREE
STRONGLY
AGREE
Q7 16 38 81 116 49
16
38
81
116
49
0
20
40
60
80
100
120
140
NO.OFEMLPOYEES
Q7
5%
13%
27%
39%
16%
NEUTRAL AGREE
STRONGLY AGREE

63
Q8: Employees are released as per their development plan by their reporting officers for
job rotation etc.
ANALYSIS: Here the percentage of employees favoring the question is quite low and the
percentage of neutral employees are quite high but overall most of the employees feel that the
employees are released as per their development plan by their reporting officers for job rotation
etc.
agree (i.e. 47 % are in favor), 29% are neither agree nor disagree, 16% are disagree and 8% are
STRONGLY
DISAGREE
Q8 24 48 86 100 42
24
48
86
100
42
0
20
40
60
80
100
120
NO.OFEMPLOYEES
Q8
8%
16%
29%
33%
14%
NEUTRAL AGREE

64
Q9: Employees actively apply their learning from training at workplace.
ANALYSIS: Most of the employees feel that the employees actively apply their learning from
training at workplace as half percentage of the employees are in favor to this question.
strongly disagree (i.e. 17 % are not in favor) to this statement.
STRONGLY
DISAGREE
Q9 14 36 81 125 44
14
36
81
125
44
0
20
40
60
80
100
120
140
NO.OFEMPLOYEES
Q9
5%
12%
27%
41%
15%
NEUTRAL AGREE
STRONGLY AGREE

65
Q10: Employees are released on time for attending training programs.
ANALYSIS: Here also approx half of the employees are in favor to this question. The neutral
percentage is also quite high here but still most of the employees feel that the employees are
released on time for attending training programs.
agree (55% are in favor), 29% are neither agree nor disagree, 13% are disagree and 3% are
strongly disagree (16% are not in favor) to this statement.
STRONGLY
DISAGREE
STRONGLY
AGREE
Q10 9 38 87 115 51
9
38
87
115
51
0
20
40
60
80
100
120
140
NO.OFEMPLOYEES
Q10
3%
13%
29%
38%
17%
NEUTRAL AGREE
STRONGLY AGREE

66
Q11: In my opinion, training and development system of NTPC adds value to the
organization.
ANALYSIS: In this figure the favoring percentage of employee is quite high and most of the
employees feel that the training and development of NTPC adds value to the organization.
STRONGLY
DISAGREE
Q11 11 20 63 134 72
11
20
63
134
72
0
20
40
60
80
100
120
140
160
NO.OFEMPLOYEES
Q11
4% 7%
21%
44%
24%
NEUTRAL AGREE
STRONGLY AGREE

67
Q12: I look forward to taking up special assignments as a part of cross-functional
uniformly.
ANALYSIS: Here also the favoring percentage of employees is quite high in comparison to the
rest of the parameters so, most of the employees feel that they look forward to take up special
assignments as a part of cross –functional uniformly.
STRONGLY
DISAGREE
Q12 6 16 69 150 59
6
16
69
150
59
0
20
40
60
80
100
120
140
160
NO.OFEMPLOYEES
Q12
4% 7%
21%
44%
24%
NEUTRAL AGREE
STRONGLY AGREE

68
Q13: All employees in my department get nominated for training programs uniformly.
ANALYSIS: Most of the employees feel that all the employees in their department get
nominated for training programs uniformly as the favoring percentage of employees are high to
this question.
STRONGLY
DISAGREE
Q13 10 28 71 142 49
10
28
71
142
49
0
20
40
60
80
100
120
140
160
NO.OFEMPLOYEES
Q13
3% 9%
24%
48%
16%
NEUTRAL AGREE
STRONGLY AGREE

69
Q14: Employees in my department almost get same number of training man days.
ANALYSIS: Here half percentage of employees is in favor to this question. The neutral
percentage is also quite high but still overall most of the employees feel that the employees in
their department almost get same number of training man days.
STRONGLY
DISAGREE
Q14 14 38 93 121 34
14
38
93
121
34
0
20
40
60
80
100
120
140
NO.OFEMPLOYEES
Q14
5%
13%
31%40%
11%
NEUTRAL AGREE
STRONGLY AGREE

70
Q15: Seniors readily share their knowledge and experience with their juniors.
ANALYSIS: Most of the employees feel that the seniors readily share their knowledge and
experience with their juniors. This is something negative for the company but most of the
employees are in favor as the favoring percentage is quite high.
strongly disagree (i.e. 9 % are not in favor)to this statement.
STRONGLY
DISAGREE
STRONGLY
AGREE
Q15 4 23 86 141 46
4
23
86
141
46
0
20
40
60
80
100
120
140
160
NO.OFEMPLOYEES
Q15
1%
8%
29%
47%
15%
NEUTRAL AGREE
STRONGLY AGREE

71
Q16: People openly share their knowledge and ideas with each other.
ANALYSIS: Here the favoring percentage of employees to this question is very high so, most of
the employees feel that the people openly share their knowledge and ideas with each other.
STRONGLY
DISAGREE
Q16 3 22 65 156 54
3
22
65
156
54
0
20
40
60
80
100
120
140
160
180
NO.OFEMPLOYEES
Q16
1%
7%
22%
52%
18%
NEUTRAL AGREE
STRONGLY AGREE

72
Q17: I am imparted adequate training needed to carry out my responsibilities effectively.
ANALYSIS: Most of the employees feel that they are imparted adequate training needed to carry
out their responsibilities effectively as in this figure the favoring percentage of employees is
very-very high in comparison to the disagreed percentage of employees.
STRONGLY
DISAGREE
Q17 6 20 41 161 72
6
20
41
161
72
0
20
40
60
80
100
120
140
160
180
NO.OFEMPLOYEES
Q17
2%
7%
14%
53%
24%
NEUTRAL AGREE
STRONGLY AGREE

73
Q18: I feel NTPC, as an organization, is committed towards training and development of
its employees.
ANALYSIS: In this figure almost all the employees are in favor to this question as the favoring
percentage is very-very high or rather we can say that it is up to hundred so, most of the
employees feel that at NTPC, as an organization, is committed towards training and development
of their employees.
STRONGLY
DISAGREE
Q18 2 10 46 135 107
2 10
46
135
107
0
20
40
60
80
100
120
140
160
NO.OFEMPLOYEES
Q18
1%
3%
15%
45%
36%
NEUTRAL AGREE
STRONGLY AGREE

74
RECOMMENDATIONS
NTPC is a model organization only in respect of operational performance but also management
of its human resource. It is amongst a few privileged public sector undertakings, which have
been honored the status of the MAHARATNA. Besides, as mentioned earlier NTPC has been
ranked No.1 “best employer” in India in a survey carried out by Business Today and Hewitt
Associates. During interaction with the employees, in my study I found the work culture in
schemes is judiciously formulated by the management to take care of mutual benefits of NTPC
and its work force.
Employees are the best source to know about the strengths and weakness of the organization as
they have spent a major part of their life in the organization. When I interacted employees with
the objective to get their ideas and opinion how do they feel about improving it , I found majority
of them highly motivated and quite satisfied with their employer as NTPC is already sincerely
concerned about its work force.
I feel that other organization should follow NTPC as role model to improve their performance,
productivity by using training as a management tool. This is all because the management of
NTPC makes time-to-time positive changes leaving no scope for the people to get dissatisfied.
Continuous processes of positive changes to meet out the mutual requirement to organization as
well as individual are part of work culture in NTPC.
However I feel that various training schemes should not only be implemented but also along with
them the employees should be encouraged to increase their performance for achieving
incentives.

75
LIMITATIONS OF THE STUDY
TIME CONSTRAINT:
There was not enough time to collect as much information required due to time constraint.
COOPERATION WAS NOT EASILY AVAILABLE:
The respondents and the staff did not provide sufficient time. The major reason for the non-
response was that the respondents refused to fill the questionnaire.
INSUFFICIENT KNOWLEDGE:
Respondents were not having full information. Some respondent misinterpreted the question,
gave the answer casually and it was practically impossible to return such incomplete and
unsatisfactory questionnaire to the respondent for the correction.
TIME AND GEOGRAPHICAL CONSTRAINT:
It was difficult to personally visit all respondents due to time and geographical constraint.
RELIABILITY OF REPLIES:
This method does not provide a check on the honesty and reliability of replies, if the respondent
gives wrong replies, the investigator cannot know what the truth is.
INAPPROPRIATE METHOD OF ANALYSIS
Inappropriate method when spontaneous answers were wanted, where it was important that the
views of one person were obtained, uninfluenced by the discussion of others.
Despite these limitations, the data collection through questionnaire fulfills the purpose of the
study.

76
CONCLUSION
 A structured Training and development system should be introduced.
 Some suitable and reliable person should be given responsibilities for implementing the
programs.
 Training and development programs in NTPC are relevant and effective in preparing the
employees for the job they do as well as keeping them appraise with new technology in
this competitive era.
 Training facilities were perceived by the respondents to be quite adequate. The training
was relevant and effective in terms of the job performed by the managers.
 Training and development programs undergone by the management staff improve
performance and effectiveness of employees.

77
BIBLOGRAPHY
1. NTPC employee book
2. www.google.com/ntpc
3. Compendium
4. www.ntpc.co.in
5. www.wikepedia.com/ntpc

Training & devlopment shreya gupta

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