PREFACE

The summer training is an integral part of the MBA course. As a matter of fact every management students has to undergo practical training in an approved business organization, under the guidance of professional managers as to become aware of the real life business situations and the environment. During the course of training, the trainees are expected to use and apply their academic knowledge and gain valuable insight into corporate cultures with all its environment of operational complexity the said training offers, The aim of the trainings is to apply their academic knowledge with real world situation. The project provides all relevant information related to the training programs being conducted training and development program information of employs of employees skill & knowledge. Is helpful for improving the companys environment. In this report I have put my best efforts to compile the data to the highest level of accuracy. The Project was conducted in various departments of B.H.E.L during 07/05/2011 to 31/07/2011 to study the training and Development being imparted in various department of B.H.E.L.

ACKNOWLEDGEMENT

I am extremely thankful and indebted to all B.H.E.L Jhansi executives, engineers & staff members who provided a vital & relevant informations about the functioning of their respective departments thus helping me to get overall informations about the working of the organization. I am highly thankful for the support and guidance to each of them. I am thankful to my project guide Dr. YASHODHARA SHARMA For giving me her valuable time and necessary facilities, suggestions and providing relevant data to compile the Project report during my vocational training at B.H.E.L. Jhansi. Last but not least, I would like to thank my parents and fellow trainees who have been a constant source of encouragement and inspiration during my studies and have been always provided me support in every walk of life.

Sunita Rai

DECLARTION
This project work has been conducted in partial fulfillment of the degree of MASTER OF BUSSINESS ADMNISTRATION (MBA) in Indira Gandhi National Open University, New Delhi.

This is my original work, which is completed with the help of managing staff of the BHARAT HEAVY ELECTRICALS LIMITED (B.H.E.L.), JHANSI.

Sunita Rai MBA Student

CONTENTS
Preface Acknowledgement Declaration Introduction to B.H.E.L. Major Achievements of B.H.E.L. Manufacturing units of B.H.E.L. Activity profile of B.H.E.L. Introduction to B.H.E.L. Jhansi Product profile of B.H.E.L. Jhansi Rotation report Vision ,Mission & Value Right to Information Growth of Production & Milestone Health, Safety,& Environment Introduction of HRD Training & Development Training & Development Needs Method of Training T & D Process in BHEL Research Methodology Rational of Study Analysis & Interpretation Summary of Training Programme Suggestion, Limitation & Conclusion Questionnaire & Bibliography
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BHARAT HEAVY ELECTRONICALS LIMITED

Introduction:
BHEL or Bharat Heavy Electricals Limited is the largest engineering and manufacturing enterprise in India in the energy-

related/infrastructure sector. BHEL is one of the nine large Public Sector Undertakings known as navratnas or nine jewels. BHEL offers over 180 products and provides systems and services to meet the needs of core sectors like: power, transmission, industry, transportation, oil & gas, non-conventional energy sources and telecommunication.

BHEL was founded in 1950s. Its operations are organized around three business sectors: Power, Industry - including Transmission, Transportation, Telecommunication & Renewable Energy - and Overseas Business. Today, BHEL has a wide-spread network comprising 14 manufacturing divisions, 8 service centres, 4 power sector regional centres, 18 regional offices, and a large number of project sites spread all over India and abroad. BHEL is one of the largest exporters of engineering products & services from India. BHEL has established its references in around 60 countries of the world, ranging from the United States in the West to New Zealand in the Far East. Its export range include: individual products to complete power stations, turnkey contracts for power plants, EPC contracts, HV/EHV Sub-stations, O&M services for familiar technologies, specialized after-market services like Residual Life Assessment
5

(RLA) studies and retrofitting, refurbishing & overhauling, and supplies to manufacturers & EPC contractors.

BHEL's product range include: Steam turbines and generators of up to 500MW capacity for utility and combined-cycle applications; Steam turbines for CPP applications; Gas turbines of up to 260MW (ISO) rating; Custom-built conventional hydro turbines of Kaplan, Francis and Pelton types with matching generators, pump turbines with matching motor-generators; Spherical, butterfly and rotary valves and auxiliaries for hydro station; HSD, LDO, FO, LSHS, naturalgas/biogas based diesel power plant; Industrial turbo-sets of ratings from 1.5 to 120MW; Steam generators for utilities, ranging from 30 to 500MW capacity, using coal, lignite, oil, natural gas or a combination of these fuels; Pulverized fuel fired boilers; Stoker boilers; Atmospheric fluidized bed combustion boilers; Circulating fluidized bed combustion boilers; Waste heat recovery boiler; Boiler Auxiliaries; Heat Exchangers & Pressure Vessels; Pumps; Power Station Control Equipment; Switchgears; Bus Ducts; Transformers; Insulators; Capacitors; Energy Meters etc.

MAJOR ACHIEVEMENTS OF BHEL

Acquired certifications for Quality Management Systems (ISO 9001), Environmental Management Systems (ISO 14001) and Occupational Health & Safety Management Systems (OHSAS 18001).

Installed equipment for over 90,000 MW of power generation. Supplied over 2,25,000 MVA transformer capacity and other equipment operating in Transmission & Distribution network up to 400 kV (AC & DC).

Supplied over 25,000 Motors with Drive Control System to Power projects, Petrochemicals, Refineries, Steel, Aluminum, Fertilizer, Cement plants, etc.

Supplied Traction electrics and AC/DC locos to power over 12,000 km Railway network.

Supplied over one million Valves to Power Plants and other Industries.

OBJECTIVES
A dynamic organization is one which keeps its aim high adapts itself quickly to changing environment. So here we are in BHEL. The objectives of the company have been redefined in the corporate plan for 90s are.

Business mission
To maintain a leading position as supplier of quality equipment, systems and services in the fields of conversion, transmission, utilization and conservation of application in the areas of electric power, transportation, oil and gas exploration and industries.
8

GROWTH
To ensure the steady growth by enhancing the competitive edge of BHEL in existing business, new areas and international market so as to fulfill national expectation from BHEL.

PROFITABILITY
To provide a reasonable and adequate return on capital employed primarily through improvements in operational efficiency, capacity utilization and productivity and generate adequate internal resources to finance the companys growth.

FOCUS
To build a high degree of customer confidence by providing increased value for his money through international standard of product quality performance and superior customer service.

PEOPLE ORIENTATION
To enable each employees to achieve his potential, improve his capabilities, perceive his role and responsibilities and participate and contribute to the growth and success of the company to invest in human resources and continuously and be alive their needs.

ADOPT NEW TECHNOLOGY

To achieve technological excellence in operations by development of indigenous technologies and efficient absorption and adoption of
9

imparted technology to suit business and priorities and competitive advantages to the company.

CUSTOMER SATISFACTION
Like other important objective BHEL has one more importance objective to satisfy his customer so that both can run their business for long period to earn more profit.

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COMPETITORS OF BHEL
ELECTRO CONSULT ABB BEEHTEL BLOCK & NEATCH GENERAL ELECTRIC RAYTHEON WESTING HOUSE CNMI & EC SANGHAI ELECTRIC CO. GEC-ALSTHOM ELECTRIM FRANCO TOSI FUJI HITECHI MITSUBISHI TOHSIBA ROLLS ROYSE,SIEMENS ARIVA DLW ITALY SWITZERLAND USA USA USA USA USA CHINA UK UK POLAND FRANCE JAPAN JAPAN JAPAN JAPAN GERMANY ALLAHABAD VARANASI

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MANUFACTURING UNITS OF BHEL

BHEL has 14 manufacturing Units spread all across India. FIRST GENERATION OF UNITS

BHOPAL HARIDWAR HYDRABAD

: Heavy Electrical Plant : Heavy Electrical Equipment Plant : Heavy Electrical Power Equipment Plant

SECOND GENERATIONS OF UNITS

TIRUCHY JHANSI HARIDWAR TIRUCHY : High Pressure power plant : Transformer and Locomotive Plant : Central Foundry and forge Plant : Seamless steel Tube Plant

UNITS TROUGH ACQUISITION & MERGER

BANGALORE : Electronic Division, Electro Porcelain Division

NEW MANUFACTURING UNITS

RANIPAT JAGDISHPUR GOINDWAL RUDRAPUR BANGALORE : Boiler Auxiliaries Plant : Insulators plant : Industrial Valve Plant : Component and Fabrication Plant : Energy system Division
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BHEL is growing concern ready to meet to changing needs of the nation and this has taken it beyond power into the local garnets of energy industry and transportation etc. BHEL is able to offer a total service in each of these fields. Its manufacturing capability is supported by corporate R & D division at Hyderabad which works closely with the research and development cells as various and welding institute at Tiruchirapalli.

POWER EXPORTS TRANSMISSION

AFTER SALE SERVICES

INDUSTR Y

BUSINESS ARAES R&D

TRANSPORTATI ON

MANUFA CTURING TECHNOL OGY

OIL & GAS TELECOMMUNICATIO N NON CONVENTIONAL ENERGY

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ACTIVITY PROFILE,BHEL
.

POWER SECTORS

INDUSTRIEL SECTORS

ACTIVITY PROFILE

SYSTEM/SERVICES

TRANSPORTATION SECTOR

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TRANSPORATION SECTOR
DIESEL ELECTRIC GENERATOR TRACTION SYSTEM FOR RAILWAY

ELECTRIC TROLLER BUSES AC/DC LOCOMOTIVE

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POWER SECTORS
Thermal sets and auxiliries
Steam generators and auxliries Industrial fans Electrostatic preciptators Air pre heaters

Nuclear power equipment

Hydro sets and auxiliries Motors Transformers Rectifiers Pumps Heat exchange Capacitors Porcelain / ceramics insulator Seamless steel tubes castings and forgings
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SYSTEM / SERVICES

Turnkey power station

Data acquisition system

Power system

HVDC commissioning system

Erection and commissioning

Modernization and rehabilitation

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INDUSTRY SECTOR
Boilers

Valves T G sets

Power devices
Solar cells Photo voltage cells

Gas turbine Compressors Drive turbine

Oil rigs
Blow out preventers Wind mills

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OVERSEAS BUSINESS
BHEL, ranking among the major power plant equipment suppliers in the world, is one of the largest exporters of engineering products and services in India. Over the years, BHEL has established its references in around 70 countries of the world, ranging from the United States in the west of New Zealand in the Far East. BHEL export range covers individual products in complete power stations, turnkey contracts for power plant, EPC contracts, HV / EHV sub stations, O&M services for familiar technologies, specialized after market services like residual life assessment (RLA) studies retrofitting, refurbishing and overhauling and supply to manufacturer and EPC contractors. BHEL has assimilated and updated / adopted the state-of-the-art-technologies sector acquired in the world power and industrial has

equipment

from

leaders.

BHEL

successfully undertaken turnkey projects on its own and possesses the requisite flexibility to interface and complement international companies for large projects, and has also exhibited adaptability by manufacturing and supplying intermediate products to the design of other manufacturers and original equipment manufacturers (OEMs). The success in the area of rehabilitation and life extension of power projects has established BHEL as a reliable alternative to the OEMs for such power plant. BHEL makes maiden entry in the Syrian power sector wins Rs.2080 cr. Turnkey contracts foe 400 MV thermal power plants highest value single order ever secured in the overseas market.
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New Delhi, June 30, engineering major Bharat Heavy Electricals limited (BHEL) has achieved one of its biggest breakthroughs so far in international business by winning a turnkey contract for setting up a 400 MV thermal power project in Syria with this order for Tishreen thermal power plant extension 2x200 MV; the company has also made its maiden in the Syria power sector. The order has been placed on BHEL by public establishment of electricity for generation and transmission PEEGT, ministry of electricity, Syria. Valued at over Rs. 2080cr, this is the highest value single order secured by the company in overseas markets as also the first-ever overseas order for a large size steam turbine power plant. Which 200 MV rating sets. This benchmark references will now open up new overseas market segment for large size thermal sets. BHEL scope of work in the contract includes design, engineering, manufacturer, supplier erection and commission of main plant equipment with associated auxiliaries, balance of plant electrical, besides state of the art controls and Instrumentation (C & I) and civil works. The project will be executed by the company in a tight schedule of 33 months. Riding high on its dominant domestic position, BHEL is taking long strides to become a major global player by enhancing its presence in international market. It has identified overseas business as one of its thrust areas as part of its strategic plan 2012. The is targeting a six fold increase in its physical export by 2012. BHEL has established its footprint in all seven continent of this world spanning 70 countries and its technical competence has earned worldwide acclaim. Further
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stimulation on the growth of BHELs international business will be achieved through consolidation in existing market product and services, and by entering new market with EPC business being the key driver of its exponential growth plan.

SHAREHOLDING PATTERN
BHEL has a capital base of Rs.244.8cr and its current market capitalization is Rs.3451.12cr. the company has 24.48cr shares outstanding. The free float available in the market for trading is only 6% of the total shares outstanding. Indian Government holds the high amount of stakes in the company which is going to be disinvested in the near future. The shares holder pattern is as follows:

Sales
Public 12%

FII'S 10% Indian institution 11%

Govt. 67%

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INTERNATIONALBUSINESS
BHEL products services and projects have been exported to the over 50 countries. BHEL supplied steam generators today account over 1100 MW of operating thermal capacity in Malaysia. BHEL also executed orders for stream turbine generators at Malta and Cyprus besides supply of boilers as AL-Arish Egypt and Tripolki- west thermal power station at Libya on turnkey basis. BHEL has also supplied hydro power plant equipment to Thailand. Malaysia, New Zealand, Bhutan and Nepal. BHEL supplied gas turbines of 150 MW. ISO rating to SIEMENTS AG. BHEL has also executed many major ages based power project in Malaysia, Saudi Arabia and Oman and has contracts in hand for gas turbine from Iraq, Bangladesh Oman and Srilanka. Among other products BHEL exports insulators, transformer valves, motor traction, generators and services for renovation and modernization of power plant.

QUALITY ASSURANCE
Towards meeting its quality policy, BHEL is using the vehicles of quality management systems, which are certified to ISO 9001:2000 series of standard by internationally acclaimed certifying agency, BVQI. Corporate quality and unit level quality enables requisite planning, control and implementation of company-wide quality policy, and objectives which are linked with the companys vision statement. Corporate quality derives strength from direct reporting to chairman and managing director of the company.
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Calibration and testing laborites of BHEL are accredited under the national accreditation, which has got mutual recognition with Asia pacific laboratory accreditation conference. As a result of its thrust on quality and technology, BHEL enjoys national and international bodies like ASME, API, etc. plant approvals agencies like Lloyds register of shipping, U.K., chief controller of explosives India, TUV Germany, etc. In its movement towards business excellence and with the objectives of achieving international level of quality, BHEL has adopted European foundation for business excellence. Through this model and annual self-assessment exercise, BHEL is institutionalization continuous improvement in all its operation.

BHEL, JHANSI UNIT

By the end of fifth five-year plant, it was envisaged by the planning commission that demand for the power transformer would raise in the coming year. Anticipating the countrys requirement BHEL decided to set up a new plant, which would manufacturer power and other type of transformer in addition of capacity available at BHEL Bhopal. The Bhopal plant was engaged in the manufacturer of transformer of large rating and Jhansi unit would concentrate on power transformer, traction transformer of large rating and Jhansi unit would concentrate on power transformer, traction transformer for Railways etc. The unit in Jhansi was established in 9 Jan, 1974 and it is situated 15 km stone from the city on the NH 26. Jhansi lalitpur road. It is
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called second generation plant of BHEL. It was set up in 1974 at an estimated cost of Rs.16.22cr inclusive of Rs.2.1cr of township .late Mrs.indira Gandhi, the prime minister, laid the foundation on 9th Jan 1974. The commercial production of the unit began on 1976-77, with an output of Rs.53 lakhs, since than there has been no looking back for BHEL, Jhansi . This plant of BHEL is equipped with most modern manufacturing processing and testing facilities for power and special transformer and instrument transformer, diesel shunting locomotives and AC/DC locomotives, the layout of plant is such that it is well streamline to enable smooth materials flow from the row materials stages to finish goods. All the feeder bays have been laid perpendicular to Main assembly bay and each feeder bay, raw material smoothly gets converted to sub assemblies, which after inspection are sent to main assembly bay. The raw material that are produced for manufacture are used only after through materials testing in the testing lab and with strict quality checks at various stages of production. This unit of BHEL is basically engaged in the production and manufacturing of transformer of various type and capacities with growing competitions in the transformer section in 1985-88. It undertook the re-powering of diesel but it took a complete year for the manufacturing to begin. In 198789, BHEL has taken a step further in undertaking it is also, manufacturing AC/DC locomotives.

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UNIQUE MODERN MACHINE IN JHANSI UNIT

CNC CROPING LINE MACHINE CNC BIGIE MACHINE CENTER CNC AXLE TURNING LATHE CNC PIPE BENDING MACHINE WELL FORCING MACHINE FACING AND CENTERING MACHINE VAPOR PHASE DRYING SYSTEM COMPUTER IBM 6080,6040 AND IRISH 40/20 WITH GRAPHIC

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26

27

28

29

30

Series 1
Series 1

867 674 587 540 440 480

435.6 328.43 315 287 225.05 218.96 209.34 217 215.61 238 215 169.22 155.82 128.1 120.71 109.41 51.87 43.6765.29 3.49 7.02 19.7837.42 0.53 7.56 15.7428.5438.61

BHEL has many departments, while production and administrative department are separate. Broadly speaking BHEL Jhansi has two protection categories. Transformer section Locomotive section Previously their were three section but bus duct is now shifted in Rudrapur.

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32

TRANSFORMER SECTION
In transformer section, there are 10 ways.

Fabrication
Fabrication is nothing but production. It basically stands for cutting welding. Market outer structure and other hard core works. It comprises of 3 Bays I.e. BAY 0, BAY 1, BAY.

BAY 0
This section has the following machines

PLANNER MACHINE

SHEARING MACHINE
CNC/ANC FLAME CUTTING MACHINE BENDING MACHINE ROLLING MACHINE FLATTERING MACHINE NIBBLING MACHINE PANTOGRAPH FLAME CUTTING MACHINE

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BAY 1
It is an assembly shop where different parts of tank come from bay 0.Here welding processes are used for assembly, after which a rough surface is obtained Grinder operating at 1200 rpm, is used to eliminate the roughness.

BAY 2
It is an assembly shop dealing with making different objects mentioned below.

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BAY 3
Here are basically three sections in the way:

1. Machine section 2. Copper section 3. Tooling section

BAY 4
It is the winding section.

There are four TYPES OF COIL fixed in a transformer, they are: Low voltage coil (LV), High voltage coil (HV), Tertiary coil AND Tap coil.

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BAY 5
It is core and punch section. The lamination used in power, dry, ESP transformer etc for making core is cut in this section. For the purpose of cutting and punching the core three machines are installed in shop

SLITING MACHINE

CNC CROPING LINE PNEUMETIC

CNC CROPING LINE HYDRAULIC

BAY 6
Single-phase traction transformer for AC locomotives is assembled in this section.

BAY 7
This is the insulation shop. The machines used for shaping the insulation material are:Cylindrical machines Circle cutting machine
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Scarfing machines Punching press machine Drilling machine Guillotine machines Bench saw (spl for OD) Jig saw (spl for ID) Circular saw Lines in machines

BAY 8
It is the instrument transformer and ESP transformer manufacturing section.

BAY 9
In this bay power transformer are assembled. After taking different input from different bays 0-9 assembly is done Power transformer is used to step and step down voltages at generating and sub-stations.

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LOCOMOTIVE SECTION
Locomotive department is one of the most important in the factory. It deals with the manufacture and production of the following types of locomotives. AC LOCOMOTIVE AC/DC LOCOMOTIVE THIRSTIER TYPE LOCOMOTIVE DIESEL ELECTRIC SHUNTING LOCOMOTIVE DIESEL SHUNTING ENGINE OF VARIOUS CAPACITY

TRANSFORMER COMMERCIAL (TRC)

The objective of the department is interaction with the customers. It brings out tender and notices and also responds to them. This department bags contracts for building transformers. After delivering regarding faults. This department does failures and maintenance. All such snags are reported to them and they forward the information into the concerning department. One of the major tasks of this department is to earn profits over all negotiations. Transformers industry has become very competitive. The company offering the lowest price gets the contract but this process may continue does the work on very low profits. To avoid such situations body of the name of India Electrical Manufacturers association (IEMA) was set up. This association helps
38

to maintain a healthy competitive atmosphere in the manufacturing of electrical appliances. The main features of TRC are classified as;

39

TRANSFORMERS ENGINEERING (TRE)

The transformer manufactured in BHEL Jhansi range from 0 MVA to 240 MVA and upto 220 KV. The various transformers manufactured in this unit are:-

POWER TRANSFORMER
Generators transformer System transformer Auto transformer

SPECIAL TRANSFORMER
Freights loco transformer ESP transformer Dry type transformer

TRANSFORMER PLANNING DEPARTMENT (TRP)

The main functions of this department are:-

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MATERIAL PLANNING
INVENTORY CONTROL

PREPARATION OF BUDGET AND PLANS

COORDINATION OF VARIOUS DEPARTMENT

ORGANIZING PRODUCTION MEETING

SPACING AND LOADING TO SHOPS

LOCOMOTIVE PRODUCTION (LMP):

There are two products 1. Alternating current Locomotive (AC Loco) 2. Diesel Electric Locomotive Shunting (DESL)

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WORK ENGINEERINGH & SERVICES (WE&S)

This department looks after the commissioning and maintenance of all the machinery used in the factory. It also has 3 two-stage air compressors for supplying compressed air to the various bays. The department has 03 different divisions :

Electrical Engg Electronics Engg Mechanical Engg

BUS DUCT:
Bus duct are used as connection between generation and transformers. They are used in power connection over 150 MV. The question now arise why are bus duct preferred over ordinary conductors, in such connections? In high power application insulation is the major problem and frequently insulation breakdown occurs. If this does happen then there is a possibility of shorting of conductors and hence serious damage may occur both the transformer and generators.

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CENTRAL QUALITY SERVICE (CQS)

The section looks after with a few terms concerning this department. a) QUALITY: It is the extent to which products and services satisfy the customer needs. b) QUALITY ASSURANCE: All those plants and systematic action necessary to provide adequate confidence that a product or service will satisfy the given requirement is called quality assurance. c) QUALITY CONTROL: The operational technique and activities that are used to fulfil requirement for quality are quality control. d) QUALITY INSPECTION: Activities such as measuring, testing, gauging one or more characteristics of a product or service and comparing these with specified requirement to determine conformity are termed quality inspection

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CUSTOMER OF BHEL

NTPC Ltd
KPTCL Ltd LINBAGA, MALAYSIA GOVERNMENT OF BHUTAN TNB MALAYSIA BPDP BANGLADESH

GOVERNMENT OF SAUDI ARABIA REPUBLIC OF IRAN VOLTA RIVER AUTHORITY , GHANA PUBLIC ELECTRIC AUTHORITY JORDANPOWER CORPORATION,GREECE

ZESCO ZAMBIA
MINGECHAUR HEP, AZERBAIJAN MWE, OMAN NEPAL ELECTRICAL AUTHORITY

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VISION, MISSION AND VALUES

BHEL is continuously looking, with the following Vision, Mission and Values. BHEL is working on several initiatives aimed at enhancing its global presence:-

Vision:
A world-class Engineering Enterprise committed to Enhancing Stakeholder Value.

Mission:
To be an Indian Multinational engineering enterprise providing total business solution through quality products systems and services in the field of energy, transportation, industry, infrastructure and other potential areas.

Values:
- Ensure speed of Response. - Foster learning, creativity and teamwork. - Respect for dignity and potential of individuals. - Loyalty and pride in the company. - Zest for change. - Zeal to excel. - Integrity and fairness in all matters. - Strict adherence to commitments.
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RIGHT TO INFORMATION
Right to Information Act, 2005 (here-in-after Act) provide for setting out the practical regime of right to information for citizens to secure access to information under the control of public authorities, in order to promote transparency and accountability in the working of every public authority. Bharat Heavy Electricals Limited, Siri Fort, New Delhi 110049 (India) is a Public Sector Enterprise.

GROWTH OF PRODOCTION AND MILESTONES

Year 1976-77 1977-78

Output (Rs. Crores) 0.53 3.49

Milestones Start of Instrument Transformer Start of Traction Transformer and power transformer (up to 132 KV)

1978-79

7.56

Start of HFTT type freight Loco transformer.

1979-80 Set

7.02

commissioning of 2,500 KV DG

(due to server Power Cuts) 1980-81 1981-82 Transformers

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15.74 19.78

Start of ESP Transformer Start of 220 KV Power

1982-83 1983-84 1984-85 Transformer 1985-86 Started 1986-87 Manufacturing 1987-88 AC Loco 1988-89 1990-91 manufacturing

28.54 37.42 38.61

Achieved Break Even Start of Bus-duct Start of dry Type

43.67

Re-powering of Diesel Loco

51.87

Start of new Diesel Loco

65.29

Manufacturing facilities for

109.41 128.10

Crossed 100 crores target Successful design and

of 450 HP 3 Axel Diesel CCI 1991-92 155.82 Manufacturing of first 2600 HP DESL for NTPC 1992-93 development of 5000 HP Thirstier Control Locomotive 1993-94 215.00 240 MVA power transformer produced first time 1994-95 225.05 Unit has been awarded ISO 9001 certificate for quality 1995-96 India 1996-97 328.43 100 Th loco manufactured
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215.61

Successful designs and

238

AC/DC locomotive first time in

1997-98 1998-99

435.6 287

250 mva transformer produced development overhead equipment oum test car

1999-00 2000-01 2001-02 2002-03

218.96 120.71 169.22 209.34

Diesel hydraulic shunting

ISO 14001 awarded and successful manufacturing

2003-04 2004-05 2005-06 2006-07 2007-08

217 315 440 587 595

manufacturing tower car manufacturing synchronolift first times it will cross target of budget. 250 mva transformer produced

HEALTH, SAFETY AND ENVIRONMENT MANAGEMENT

BHEL, as an integral part of business performance and in its endeavor to becoming a world class organization and sharing the growth global concern on issues related to Environment,

Occupational Health and Safety, is committed to protecting Environment in and around its own establishment, and providing safe and healthy working environment to all its employees. For fulfilling these obligations, Corporate Policies have been formulated as:

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ENVIRONMENTAL POLICY
Compliance with applicable Environmental Legislation/Regulation;

Continual Improvement in Environment Management Systems to

protect our natural environment and control pollution; Promotion of activities for conservation of resources by

Environmental Management.

OCCUPATIONAL HEALTH AND SAFETY POLICY

Compliance with applicable Legislation and Regulations. Setting objectives and targets to eliminate/control/minimize risks due to Occupational and Safety Hazards. Appropriate structured training of employees on Occupational

Health and Safety (OH&S) aspects.

Formulation and maintenance of OH&S Management

programmes for continual improvement; Periodic review of OH&S Management System to ensure its

continuing suitability, adequacy and effectiveness; Comm. of OH&S Policy to all employees and interested parties.

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INTRODUCTION OF HRD
It was 25 years ago that our country witnessed the emergence of a new HRD culture in our country with Prof Udai Pareek and Prof T.V.Rao heading the movement. In the early seventies, this company, in association with IIMA the reviewed all aspects of its operations. In 1974, the consultants studied the organisation and prepared a new integrated system called Human Resource Development ( HRD) System. Human Resources Development (HRD) refers to the function (or discipline) that focuses on the people who work for a company. HRD specialists (both internal employees and external consultants) use a variety of performance assessment and management tools to help the company's workers improve their job skills, increase their job satisfaction and plan for a full and rewarding future.

HRD: FUNCTIONS
In order to achieve the above objectives, Human Resource Management undertakes the following activities: 1. Human resource or manpower planning. 2. Recruitment, selection and placement of personnel. 3. Training and development of employees. 4. Appraisal of performance of employees. 5. Taking corrective steps such as transfer from one job to another. 6. Remuneration of employees. 7. Social security and welfare of employees. 8. Setting general and specific management policy for organizational
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relationship. 9. Collective bargaining, contract negotiation and grievance handling. 10. Staffing the organization. 11. Aiding the self-development of employees at all levels. 12. Developing and maintaining motivation for workers by providing incentives. 13. Reviewing and auditing manpower management in the organization 14. Potential Appraisal. Feedback Counseling. 15. Role Analysis for job occupants. 16. Job Rotation. 17. Quality Circle, Organization development and Quality of Working Life.

TRAINING & DEVELOPMENT

In the field of human resource management, training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in

organizational settings. It has been known by several names, including employee development, human resource development, and learning and development. Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel and Development during its review of professional standards in 1999/2000. "Employee Development" was seen as too evocative of the master-slave relationship between
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employer and employee for those who refer to their employees as "partners" or "associates" to be comfortable with. "Human Resource Development" was rejected by academics, who objected to the idea that people were "resources" an idea that they felt to be demeaning to the individual. Eventually, the CIPD settled upon "Learning and Development", although that was itself not free from problems, "learning" being an overgeneral and ambiguous name. Moreover, the field is still widely known by the other names. Training and development encompasses three main activities: training, education, and development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development, note that these ideas are often considered to be synonymous. However, to practitioners, they encompass three separate, although interrelated, activities. TRAINING: This activity is both focused upon, and evaluated against, the job that an individual currently holds. EDUCATION: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.

DEVELOPMENT: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate.

DIFFERENCE BETWEEN TRAINING & DEVELOPMENT: Training is an event, development is a process. Training usually involves educational or inspirational activities designed to improve knowledge,
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skill, and performance at the individual level. Development involves process in other words, the behaviors, attitudes, actions, and systems directly related to organizational performance and direction. A successful development process delivers appropriate change in individual behavior, attitudes, and activity directly related to organizational goals and measurable results.

TRAINING AND DEVELOPMENT NEEDS:

A competent workforce underpins the success of any organisation. It is crucial that staff possess the knowledge, skills and competencies required for optimum performance. Recognising the training, development and learning needs necessary to equip staff with the capabilities required to contribute to business success and progress their careers is therefore key. Most organisations acknowledge the importance of developing their staff, but many will admit that their provision for staff development through training and learning could be improved. Cornwell helps organisations improve employee performance through effective development, training and learning. Our consultants view training and learning as components of a broad approach to competency management, aligned to HR and business strategy. Training and learning impact on many business areas including selection, recruitment and retention, performance management and staff development. Cornwell consultants therefore adopt a holistic
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approach that encompasses both current and evolving future requirements with methodologies tailored to individual client needs. This involves:

Analysis of the gap between current competencies held and those needed.

Preparation of a strategic competency management framework, encompassing a broad range of HR interventions including training and learning, to bridge the gap.

Combining our expertise in training and learning with that in our other consultancy disciplines such as programme management, information and knowledge management and HR to bridge gaps in areas of specialist competencies.

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Principle of Training It is important to identify training needs before trying to implement any training solutions. The identification of training needs is the first step in a uniform method of instructional design

55

. 1. Types of Needs Analyses Many needs assessments are available for use in different employment contexts. Sources that can help you determine which needs analysis is appropriate for your situation are described below.

Context Analysis. An analysis of the business needs or other reasons the training is desired. The important questions being answered by this analysis are who decided that training should be conducted, why a training program is seen as the recommended solution to a business problem, what the history of the organization has been with regard to employee training and other management interventions.

User Analysis. Analysis dealing with potential participants and instructors involved in the process. The important questions being answered by this analysis are who will receive the training and their level of existing knowledge on the subject, what is their learning style, and who will conduct the training.

Work analysis. Analysis of the tasks being performed. This is an analysis of the job and the requirements for performing the work. Also known as a task analysis or job analysis, this analysis seeks to specify the main duties and skill level required. This helps ensure that the training which is developed will include relevant links to the content of the job.

Content Analysis. Analysis of documents, laws, procedures used on the job. This analysis answers questions about what knowledge or information is used on this job. This information comes from manuals, documents, or regulations. It is important that the content of the training does not conflict or contradict job
56

requirements. An experienced worker can assist (as a subject matter expert) in determining the appropriate content.

Training Suitability Analysis. Analysis of whether training is the desired solution. Training is one of several solutions to employment problems. However, it may not always be the best solution. It is important to determine if training will be effective in its usage.

Cost-Benefit Analysis. Analysis of the return on investment (ROI) of training. Effective training results in a return of value to the organization that is greater than the initial investment to produce or administer the training.

TRAINING NEEDS:

Organizational Level Training need analysis at organizational level focuses on strategic planning, business need, and goals. It starts with the assessment of internal environment of the organization such as,
57

procedures, structures, policies, strengths, and weaknesses and external environment such as opportunities and threats. Individual Level Training need analysis at individual level focuses on each and every individual in the organization. At this level, the organization checks whether an employee is performing at desired level or the performance is below expectation. If the difference between the expected performance and actual performance comes out to be positive, then certainly there is a need of training.

However, individual competence can also be linked to individual need. The methods that are used to analyze the individual need are:

Appraisal and performance review Peer appraisal Competency assessments Subordinate appraisal Client feedback Customer feedback Self-assessment or self-appraisal

Operational Level Training Need analysis at operational level focuses on the work that is being assigned to the employees. The job analyst gathers the information on whether the job is clearly understood by an employee or not. He gathers this information through technical interview, observation, psychological test;

questionnaires asking the closed ended as well as open ended questions, etc. Today, jobs are dynamic and keep changing over the
58

time. Employees need to prepare for these changes. The job analyst also gathers information on the tasks needs to be done plus the tasks that will be required in the future. Based on the information collected, training Need analysis (TNA) is done.

BENEFITS

OF

EMPLOYEE

TRAINING

AND

DEVELOPMENT:
Increased job satisfaction and morale among employees. Better inter personal relationship and customer satisfaction Increased employee motivation Increased efficiencies in processes, resulting in improved financial gain Increased capacity to adopt new technologies and methods Increased innovation in strategies and products Reduced employee turnover
Enhanced company image.

Better Risk management and staff safety consciousness. Increase in productivity.

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IMPORTANCE OF TRAINING IN AN ORGANIZATION:

Training and Development is the framework for helping employees to develop their personal and organizational skills, knowledge, and abilities. The focus of all aspects of Human Resource Development is on developing the most superior workforce so that the organization and individual employees can accomplish their work goals in service to customers.

IMPORTANCE OF TRAINING FOR EMPLOYEES:

human intellect and an overall personality of the employees. Productivity Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal. Team spirit Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees. Organization Culture Training and Development helps to develop and improve the organizational health culture and

effectiveness. It helps in creating the learning culture within the organization. Organization Climate Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers.
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Quality Training and Development helps in improving upon the quality of work and work-life. Healthy work environment Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with

organizational goal. Health and Safety Training and Development helps in improving the health and safety of the organization thus preventing

obsolescence. Morale Training and Development helps in improving the morale of the work force. Image Training and Development helps in creating a better corporate image. Profitability Training and Development leads to improved profitability and more positive attitudes towards profit orientation.

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62

METHODS OF TRAINING
The most widely used methods of training used by organizations are classified into two categories: On-the-Job Training & Off-the-Job Training.

ON-THE-JOB TRAINING is given at the work place by superior in relatively short period of time. This type of training is cheaper & less time-consuming. This training can be imparted by basically four methods: -

Coaching is learning by doing. In this, the superior guides his subordinates & gives him/her job instructions. The superior points out the mistakes & gives suggestions for improvement.

Job Rotation: - In this method, the trainees move from one job to another, so that he/she should be able to perform all types of jobs. E.g. In banking industry, employees are trained for both back-end & front-end jobs. In case of emergency, (absenteeism or resignation), any employee would be able to perform any type of job.

OFF THE JOB TRAINING: - is given outside the actual work place.

Lectures/Conferences:- This approach is well adapted to convey specific information, rules, procedures or methods. This method is useful, where the information is to be shared among a large number of trainees. The cost per trainee is low in this method. Films: - can provide information & explicitly demonstrate skills that
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are not easily presented by other techniques. Motion pictures are often used in conjunction with Conference, discussions to clarify & amplify those points that the film emphasized. Simulation Exercise: - Any training activity that explicitly places the trainee in an artificial environment that closely mirrors actual working conditions can be considered a Simulation. Simulation activities include case experiences, experiential exercises, vestibule training, management games & role-play.

Cases: - present an in depth description of a particular problem an employee might encounter on the job. The employee attempts to find and analyze the problem, evaluate alternative courses of action & decide what course of action would be most satisfactory.

Experiential Exercises: - are usually short, structured learning experiences where individuals learn by doing. For instance, rather than talking about inter-personal conflicts & how to deal with them, an experiential exercise could be used to create a conflict situation where employees have to experience a conflict personally & work out its solutions.

Vestibule Training: - Employees learn their jobs on the equipment they will be using, but the training is conducted away from the actual work floor. While expensive, Vestibule training allows employees to get a full feel for doing task without real world pressures. Additionally, it minimizes the problem of transferring learning to the job. Role Play: - Its just like acting out a given role as in a stage play. In
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this method of training, the trainees are required to enact defined roles on the basis of oral or written description of a particular situation.

Management Games: - The game is devised on a model of a business situation. The trainees are divided into groups who represent the management of competing companies. They make decisions just like these are made in real-life situations. Decisions made by the groups are evaluated & the likely implications of the decisions are fed back to the groups. The game goes on in several rounds to take the time dimension into account.

In-Basket Exercise: - Also known as In-tray method of training. The trainee is presented with a pack of papers & files in a tray containing administrative problems & is asked to take decisions on these problems & are asked to take decisions on these within a stipulated time. The decisions taken by the trainees are compared with one another. The trainees are provided feedback on their performance.

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TRAINING AND DEVELOPMENT PROCESS IN BHEL

Training and development is one of the very important process in any organization, companies are spending more and more into this segment, because through this they will get perfect employees for their organization. In this report I tried to give all the possible information about BHEL training and development, how they related with each other? How they relate with the company, what are the possible factors which affect the whole process of training and development. This report also includes various kinds of training program which the company follows, and how those programs will be beneficial good for the organization or employees. I also tried to include needs of training their objective and conceptual framework of training. This report also includes some training programs which are held in BHEL of the development of employees. By doing this project I was able to understand the satisfaction levels of employees who are the part of the training. I have also tried to give my views about the training needs and make some suggestions and recommendation for their training and development program.

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OBJECTIVES OF TRAINING

GROWTH: To ensure a steady growth by enhancing the competitive edge of BHEL in existing businesses, new areas and international operations.

PROFITABILITY: To provide a reasonable & adequate return on capital employed, primarily through improvement in operational efficiency, capacity utilization & productivity and generate adequate internal resources to finance the companys growth.

CUSTOMER FOCUS: To build a high degree of customer confidence by providing increased value for his money through internationals standards of products quality,

performance and superior customer services.

PEOPLE ORIENTATION : To enable each employee to achieve his potential, improve his capabilities, perceive his role & responsibilities and participate & contribute positively to the growth and success of the Company. To invest in human resources continuously and be alive to their needs

IMAGE: To fulfill the expectations which stakeholders like government as owner, employees and the country at large have from BHEL.

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TRAINING PROCEDURE IN BHEL

BHEL provides training to all its employees as per the policy of its organization. The purpose of training is to ensure availability of trained manpower.

IDENTIFICATION OF NEEDS

PREPRATION OF TRAINING PLANS

IMPARTING TRAINING

FEEDBACK

INDUCTION TRAINING

TRAINING EFFECTIVENESS

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69

RESEARCH METHODOLOGY
Meaning and objective: Research simply means a search for fact- answer to question and solution to problem. It is purposive investigation, it is an organised inquiry. It seeks to find explanation to unexplained phenomenon to clarify the doubtful fact and to correct the misconceived fact. The objective of my research is to know about the TRAINING AND DEVELOPMENT in any particular organization and how they are helpful for the workers and management. The reason for choosing BHEL is very simple BHEL is successful public sector undertaking (psu) which employed large workers and have many trade unions (7 in case of BHEL JHS).

PRIMARY AND SECONDARY DATA:

A methodology is the way of approaching the problem in order to find out truth involved in a problem.

SIZE OF SAMPLE:
Sample size for the survey was units of units in which are workers, management and trade unions. The sample represented the whole of workers, management and trade union, which are selected through Random Sampling Method on the basis of data collected, and conclusions are drawn.

SURVEY WORK:
The information regarding the functioning of trade unions is obtained from almost every department of organization.
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DATA SOURCES:
Data is collected in three ways:1. Interview and Discussion 2. Observation. 3. Questionnaires

INTERVIEWS AND DISCUSSION:

Unstructured interview was conducted with HR officer. During the interview question were asked about trade unions and discussion were made regarding the effective implementation in BHEL. At the time of filling questionnaire some question were also asked respondent to obtain insight about the organisation.

OBSERVATION:
Second step for collecting data is observation. At the time of field survey, observation were made at there natural setting, employees were being observed therefore, observation were under taking in every realistic conditions.

QUESTIONNAIRE:
The third steps for collecting the data are structured questionnaire consist of a set of question presented to a respondent for his response. A structured questionnaire is one were the listing of question was in a pre-arranged order and were the object of inquiry was revealed to the respondent.
71

The form of question was used in questionnaire such as ended question dichotomous question. The present work is based on the open-ended question.

DATA PROCESSING:
In the last step, collected data have been presented in the form of table, which has been analyzed subsequently below the table. This analysis finally helped in drawing conclusion and making suggestion.

RATIONALE OF THE STUDY

The Human Resources Development Department, BHEL conducts various training programmes throughout the year for development and growth of its employees. The training programmes to be conducted in a year are decided at the start of the year. Training need analysis is done by sending a "need analysis" form at the start of the year to the head of departments. The HODs of various departments then list the name of the employees that are in need of the training. These training programmes target behavioural as well as technical needs. Training needs are then compiled and accordingly the programmes are designed- in plant as well as out plant. The evaluation of the training programmes serves as important a function as the proper conduction of programme itself. But the nature of the programmes is many a times such that proper evaluation is not possible. The reaction" of the employee is taken right after the training is
72

completed. However, to know how effective has been the training programme and to what extent is it fulfilling the purpose of increasing the efficiency of participant on the job evaluation is necessary. HRD, Jhansi this year for the first time made an effort to check "on the job" effectiveness. The present study was designed and conducted keeping in mind the above rationale.

UNIVERSE OF THE STUDY:

The sample of the present study consisted of employees of BHEL, Jhansi. Initially, the sample size of 88 was chosen out of all the people who have participated in the training programmes conducted by HRD throughout the year. Out of all the training programmes, five were randomly selected so that their effectiveness could be evaluated. These programmes are: - Worker Development Programme - Finance Management Programme - Supervisor Development Programme - MS Word - MS Excel A total of 88 people were found to have received training under these programmes. In order to gain an insight into how the employee is performing after the training is imparted, the controlling officer of the candidate was made to respond. The reason behind targeting the controlling officer
73

is that the improvement in on the job performance could best be judged by the boss. However, only 54 out of 88 people responded to the questionnaire. Rest of them could not be tracked owing to their absence, leave, transfer and night shift.

Tool Used:
A questionnaire was designed and checked for effectiveness of the training programme. The responses were coded in a 5-point scale ranging from not at all, little extent, moderate extent, and good extent to great extent. A total of eight questions were included. These questions covered the following areas: 1) Efficiency 2) Knowledge level 3) Impact on productivity 4) Motivation 5) Job responsibility 6) Supervision 7) Objective fulfillment 8) Relation with co-workers. Since the time period for completion of the study was less, reliability and validity of this questionnaire could not be ascertained. However, the questions were made keeping in mind the objective of the study and were finalized only after the assent of the HRD officials. A copy of the questionnaire is attached in annexure.
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PROCEEDURE:
The aim of the present study was to check effectiveness of the training programme. In order to evaluate the effectiveness of training programmes out of all the programmes conducted during the year, 5 programmes were randomly selected. 88 people were found to have received training under these programmes. This number was ascertained by checking their attendance record, which was maintained by HRD. The questionnaire was then designed and made available to the HRD for its consent. After making the questionnaire, the controlling officers of all the participants of these 5 training programmes were personally approached. The design and purpose of the study was explained to them and the responses were taken on the questionnaire. Out of 88, only 54 responded to the questionnaire. The reason was that a few of them could not be traced because of their transfer, leave, night shift and other reasons. The data obtained was then compiled programme wise.

75

The data collected is presented programme wise in a tabular form. I. Worker Development Programme: no. of respondents = 18

Table 1.1: Effectiveness of worker development programme Options 1. Not at all 2.Little extent Q.1 Q.2 Q.3 Q.4 Q.5 Q.6 Q.7 Q.8 15 0 0 8 17 12 2 0 4 10 8 5 0 14 8 8 0 20 12 8 8 2 5 6 8 8 4 0 8 14 10 2 7 8 10 8 0

3.Moderate extent 10 4. Good extent 5. Great extent 12 3

The table above is responses given by 18 respondents, who have rated on a 5 point scale from not at all to a great extent. The answers are tabularized question wise. Each question corresponds to separate parameter used for evaluating the effectiveness of training programmes.

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Q.1= increase in efficiency Q.2= increase in knowledge level Q.3= increase in productivity Q.4= increase in motivation level Q.5= increase in job responsibility Q.6= reduction in supervision Q.7= objective achievement Q.8= improvement in relationship with co-workers. II. Supervisor Development Programme no. of respondents= 10 Table2: summary of supervisor development Options 1. Not at all 2.Little extent Q.1 Q.2 Q.3 Q.4 Q.5 Q.6 Q.7 Q.8 20 0 0 0 12 15 3 0 0 24 6 0 0 10 9 12 6 0 20 12 12 0 0 10 9 12 0 10 5 9 9 3 0 5 12 6 0

3.Moderate extent 12 4. Good extent 5. Great extent 12 0

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Where, Q.1= increase in efficiency Q.2= increase in knowledge level Q.3= increase in productivity Q.4= increase in motivation level Q.5= increase in job responsibility Q.6= reduction in supervision Q.7= objective achievement Q.8= improvement in relationship with co-workers. III. Finance Management Programme no. of respondents= 7 Table3: summary of Finance Management

Options 1. Not at all 2.Little extent

Q.1 Q.2 Q.3 Q.4 Q.5 Q.6 Q.7 Q.8 0 10 0 10 8 10 5 0 20 4 5 10 0 0 5 5 0 20 0 5 10 10 0 0 10 5 20 0 0 5 5 0 10 10 5 5 0

3.Moderate extent 8 4. Good extent 5. Great extent Where, 5 5

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Q.1= increase in efficiency Q.2= increase in knowledge level Q.3= increase in productivity Q.4= increase in motivation level Q.5= increase in job responsibility Q.6= reduction in supervision Q.7= objective achievement Q.8= improvement in relationship with co-workers. IV. MS Word no. of respondents=9 Table 4: Summary of MS Word Options 1. Not at all 2.Little extent Q.1 Q.2 Q.3 Q.4 Q.5 Q.6 Q.7 Q.8 0 0 0 0 5 10 0 0 5 5 5 0 0 5 20 5 0 0 10 4 6 0 0 10 3 6 20 0 5 2 8 10 0 10 1 10 0

3.Moderate extent 10 4. Good extent 5. Great extent 0 0

Where, Q.1= increase in efficiency

79

Q.2= increase in knowledge level Q.3= increase in productivity Q.4= increase in motivation level Q.5= increase in job responsibility Q.6= reduction in supervision Q.7= objective achievement Q.8= improvement in relationship with co-workers. V. MS Excel no. of respondents= 10 Table5: Summary of MS Excel

Options 1. Not at all 2.Little extent

Q.1 Q.2 Q.3 Q.4 Q.5 Q.6 Q.7 Q.8 0 0 0 0 5 15 10 0 5 6 4 0 0 5 6 4 0 0 5 8 4 0 0 10 6 4 20 0 10 2 3 10 0 10 1 5 0

3.Moderate extent 5 4. Good extent 5. Great extent 10 0

Where, Q.1= increase in efficiency

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Q.2= increase in knowledge level Q.3= increase in productivity Q.4= increase in motivation level Q.5= increase in job responsibility Q.6= reduction in supervision Q.7= objective achievement Q.8= improvement in relationship with co-workers. VI. Summary of all five training programmes, namely - Worker Development Programme - Finance Management Programme - Supervisor Development Programme - MS Word - MS Excel Total no. of respondents = 54 Table 6: Summary of all the programmes Options 1. Not at all 2.Little extent Q.1 Q.2 Q.3 Q.4 Q.5 Q.6 Q.7 Q.8 8 2 0 10 30 42 6 0 16 40 16 6 0 28 17 22 4 8 11 21 18 4 10 8 14 19 8 2 10 19 19 4 16 11 18 17 0

3.Moderate extent 44 4. Good extent 5. Great extent 28 2

Where, Q.1= increase in efficiency

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Q.2= increase in knowledge level Q.3= increase in productivity Q.4= increase in motivation level Q.5= increase in job responsibility Q.6= reduction in supervision Q.7= objective achievement Q.8= improvement in relationship with co-workers.

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ANALYSIS AND INTERPRETATION:

The present study was conducted to evaluate the effectiveness of the training programmes. Five programmes were randomly selected out of all the training pragrammes that are organized by the Human Resources Development Department. The Controlling Officers of participants were made to fill the questionnaire asking about on the job performance of the participants. Given below is the programme wise summary and analysis of the results of the study. 1) Worker Development Programme: This programme was conducted for two days from 7 August 2010 to 8 August 2010. Worker Development Programme is mainly designed to do value addition to the continuous and ever challenging task of a worker, a person who is showing direct production by working on it manually. Out of 25 people who attended the programme, the Controlling Officers of only 18 people replied.
10 8

6
4 2 0 efficiencyknow lvlproductvy objective

not at all little ext moderate good great

Graph1: showing efficiency, knowledge level, productivity and achievement of the objective of worker development programme.
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Nine out of eighteen people think that the efficiency of worker development programme has been achieved to a moderate extent. Similar trend can be seen from graph 1 which depicts that most people think that knowledge level, productivity and objective of the programme has been achieved only to a moderate extent. Also it can be seen that though majority of the people think that the efficiency, productivity, knowledge level and objective of the programme has been achieved to a moderate extent, quite a few (though not majority) believe that the efficiency, productivity, knowledge level and objective of the programme has been achieved to a good extent. It is noteworthy that none believe that knowledge level, productivity and objectivity of the programme has not been achieved.
7 6 5 4 3 2 1 0 motivatn job resp supervsn relations
not at all little ext moderate good great

Graph 2: showing motivation, job responsibility, reduction in supervision level and relationship with co-workers of Worker Development Programme

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Graph 2 shows how much effective has been Worker Development Programme in improving the behavioural aspects of workers. The motivation level of workers increased to only a little extent. However people also believe that there has been some increase in motivation levels to a moderate and good extent. Equal number of people has shown increment in job responsibility, though there are some workers who have shown the increment to a good extent. As far as reduction in supervision level is concerned, there are mixed results. Though most believe that the supervision has not at all reduced, a few also believe that it has reduced to a great extent. The graph clearly shows that workers' relationship with supervisors has not at all increased. Though there are a few who believe that the supervision has improved to a little and a few who believe that relations has improved to a moderate extent. 2) Supervisor Development Programme: The supervisor development programme was conducted from 27 Sep 2010 to 29 Sep 2010. A supervisor is a bridge between management and worker. Supervisor's task is of importance as it guides the worker according to the management alongside serving task of vertical communication. This programme is initiated by the HRD to add to the skill of supervisors in handling the role conflicts, how to guide people better, reporting important information to the management, personality development, positive self attitude and other parameters. The programme was attended by 18 people, of which we could tap only 10.
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8 7 6 5 4 3 2 1 0 efficiency know lvl productvy objective

not at all little ext moderate good great

Graph

3: showing efficiency, knowledge level, productivity and

achievement of the objective of supervisor development programme. As can be seen from Graph 3 that equal number of people think that the efficiency and objective of this programme was achieved to a good and moderate extent. However 8 on 10 think that productivity was achieved to only a moderate extent. The respondents show that knowledge level of the participants has increased to a good extent. None believed that there was no increase in knowledge level and productivity.

4 3.5 3 2.5 2 1.5 1 0.5 0 motivn job resp supervisn relations

not at all little ext moderate good great

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Graph 4: showing motivation, job responsibility, reduction in supervision level and relationship with co-workers of Supervisor Development Programme Supervisor Development Programme has shown a good

improvement in motivation level, a few believe to a great extent. Graph no. 4 shows that equal number of people believes that supervisors have become more responsible on their job to a moderate extent and same number of people has shown increment to a good extent. Supervision has reduced to a good extent is believed by the majority. However, others also believe that supervision has reduced to a moderate and little extent. Supervisor development Programme has resulted in improvement in relationship with the supervisors to only a little and moderate extent. 3) Finance Management Programme:

This training programme was held on 18 August 2010 to 19 August 2010. Finance holds an important role in any organization. This programme was designed to teach the basics of finance management to people who are not involved in finance department but who take care of proper management of resources in every unit under BHEL Jhansi. The training programme is especially designed for executives as they only take care of the finance issues, their accounting, resource management in every unit, called as shop. Out of the 15 people who attended the programme the controlling officers of only 7 replied.
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5 4
not at all

3 2 1 0 efficiency know lvl productvy objective

little ext moderate good great

Graph 5: showing efficiency, knowledge level, productivity and achievement of the objective of finance management programme. The graph reveals that efficiency of finance management programme is achieved to a moderate and good extent equally. However more people think that the objectivity of the programme has been achieved to a good extent. Equal number of people believes that knowledge levels increased to a moderate extent and productivity increased to a good extent. Worth noting is another pattern revealed by graph 5 that none of the people thought that the programme has achieved nothing with respect to efficiency, productivity, knowledge level and objective achievement. Also the fact cannot be ignored that none of the people at the same time thought that the achievement on these parameters was done to a great extent.

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4 3.5 3 2.5 2 1.5 1 0.5 0 motivn job resp supervisn relations

not at all little ext moderate good great

Graph 6: showing motivation, job responsibility, reduction in supervision level and relationship with co-workers of Finance Management Programme It can be clearly seen from the graph that motivation level after attending Finance Management Programme has increased to a good extent. Job responsibility of executives is found to have increased to a moderate level, though a few also believe that it has increased to a great extent. Finance Management Programme has proved good results with respect to decrease in supervision level, as majority believe that supervision has reduced to a good extent and a few also believe that it has reduced to a great extent. In fact this training programme also proved to be beneficial in improving relations with the co-workers to a good extent. 4) MS Word:

MS Word, a computer-training programme was held on 15 December 2010 to 16 December 2010. Out of the 16 people who attended the programme the controlling officers of only 9 replied.
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9 8 7 6 5 4 3 2 1 0 efficiency know lvl productvy objective

not at all little ext moderate good great

Graph 7: showing efficiency, knowledge level, productivity and achievement of the objective of MS Word. Graph 7 shows that all the respondents believe that the efficiency of this rogramme has been achieved to a moderate extent. The majority believes however the knowledge level after attending the programme has increased to a good extent. Equal number of people believes that the objective of the programme has been achieved to a moderate and good extent equally. Again, here nobody thinks that the programme has achieved nothing in terms of productivity, efficiency, knowledge level and attaining objective of the programme. Only a few think that the objective of the programme was attained to a great extent.

90

5 4
not at all

3 2 1 0 motivn job resp supervisn relations

little ext moderate good great

Graph 8: showing motivation, job responsibility, reduction in supervision level and relationship with co-workers of MS Word. MS Word has resulted in improvement of motivation of employees to a good extent. With respect to job responsibility, the increase has been to a good extent and also equal number of people has shown increase to a moderate extent. Decrease in supervision has been to a great extent in a few and to a moderate and good extent in others. Graph no. 8 clearly shows that relationship with supervisors has improved to a good extent after attending the MSWord training programme.

5) MS Excel: MS Excel, a computer-training programme like MS Word was held on 20 December 2010 to 21 December 2010. Out of the 14 people who attended the programme the controlling officers of only 10 replied.

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9 8 7 6 5 4 3 2 1 0 efficiency know lvl productvy objective

not at all little ext moderate good great

Graph 9: showing efficiency, knowledge level, productivity and achievement of the objective of MS Excel. The efficiency of the employees after attending this computer-training programme has increased to a moderate extent. Equal number of people believes that the productivity has increased to a moderate and good extent. However the number of people who believe that the knowledge level, productivity and objective attainment has been done to a moderate level. But more people think that knowledge level of the participants increased to a good extent. Also it is revealed from graph 9 that none thought that providing this training programme was a completely futile act as none has opted for not at all option. But also, at the same time no one believed that the training programme was able to achieve its objective, increase the efficiency level, knowledge level and productivity of the participants to a great extent.

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5 4
not at all

3 2 1 0 motivn job resp supervisn relations

little ext moderate good great

Graph 10: showing motivation, job responsibility, reduction in supervision level and relationship with co-workers of MS Excel The motivation level of employees after attending MS Excel programme has increased to a good extent. A few have shown this increase to be at little and moderate extent. Equal number of people has shown increase in responsibility towards their job to a good extent and to a moderate extent. The training programme of MS Excel has resulted in decrease in supervision to a great extent in few and to a good extent in majority. Graph no. 10 shows that the relations with supervisors have improved to a good extent.

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SUMMARY OF ALL THE TRAINING PROGRAMMES

Given below are the results obtained from the findings: 1) Efficiency: The summary graph of training effectiveness evaluation shows the training programmes that are organized by HRD, BHEL, Jhansi, have resulted in increment of efficiency to a moderate extent. 2) Knowledge Level: As is visible from the graph no. 11 that those employees who have shown moderate increment in knowledge level is slightly more than those employees who have shown a good amount of increment in their knowledge. Thus it can be concluded that the training programmes conducted here result in moderate to good increment in the knowledge level of an employee.

3)

Productivity: To the extent that a training programme has resulted in an increase in productivity is what proves to be a standing stone for any organization to continue with the training and development programmes that it designs for its employees. The increase in productivity of employees is found to be moderate. Alongside, a few employees also show a good extent of increase in their responsibility towards their job.

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4)

Motivation level: The behavioural aspect of training such as motivation level of the employee after covering these training programmes was found to have increased to a good extent. The result is clearly visible from graph no. 11. Thus, it can be concluded that employees show a good increase in motivation level after attending these training programmes.

5)

Job Responsibility: One of the many impacts of training programme here has been an increased level of job responsibility. This increase in found to be moderate after attending the training programmes here. Employees have also shown a good amount of increment in their responsibility towards their job.

6)

Supervision: Reduction in the amount of supervision provided to worker, supervisor or executive is also a criterion in measuring how effectively one is able to perform and if there is an increase in productive performance there will also be reduction in supervision that is required generally by the employee. The training programmes here were successfully able to reduce the supervision to a good extent. Some employees even showed a reduction in supervision required to a great extent.

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7)

Objective Achievement: Every training programme is designed keeping in mind the aims and objectives that it wants to achieve. All the five programmes that were evaluated for its effectiveness showed the training objectives were achieved to a good extent and some even showed the achievement at a great extent.

8)

Relations with Co-workers: A training programmes results in an increase in not only what it is designed for but also overall development of the employees. This in turn results in improved personal development and therefore a change in how any person conducts itself in work environment. The results of the present study indicate that the employees who attended the training programme have shown a good extent of improvement with their co-workers. Equal number of people also showed this improvement but to a moderate extent.

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The following are the limitations of the study:

The sample size was small and hence the results can have a degree of variation.

The response of the employees in giving information was lukewarm. Organizations resistance to share the internal information. Questionnaire is subjected to errors.

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1) Training should be given to mostly to those who are less efficient and week in their job areas. 2) Training should be so organized that each and every worker can participate. 3) New technologies & knowledge based training should be given. 4) Technical programs like latest field in technology concerning their operations. 5) Yoga and meditation & personality based training should be conducted frequently. It helps the individual overall

development. 6) Training should be job related and emphasis more on practical aspects with more Audio-visual clips. 7) Training should be conducted frequently ; every 6 months and regular feedback should take. 8) Subject method should be discussed thoroughly, in detail and both extensively and intensively. 9) Homogenous groups should be formed for training so that they can easily and quickly understand each others problems.

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1) During training programs, few problems were faced by the workers. 2) Mostly the workers felt need for training. 3) Training need for workers divided into categories. Training is must: Technologies related Work related Quality circle Training should be there: Personality based Leadership Nice to have training: Safety and fire Yoga and meditation 4) During training programme, the participants faced a few problems. 5) Training program should be conducted frequently. 6) Faculty members were excellent in teaching. 7) Duration of the program training was short in some programmes. 8) Training program was effective for the workers. 9) Overall programme was largely useful for the participants.

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A Study of training & effectiveness in BHEL, Jhansi Name of the Programme : ............................................................................................................... From.............................................to.........................................Name of Participant: ............................................................................................ Clock No. .............................................................................................. Department: ......................................................................................... Name of the respondent Controlling Officer: ....................................... Collection of data, to know the training effectiveness. Please tick the valid option. 1. To what extent you feel the efficiency of your subordinate has increased after attending the training programme? a) Not at all [ ] b) Little extent [ ] c) Moderate extent [ ] d) Good extent [ ] e) Great extent [ ] f) After attending the training programme his knowledge level has increased ? a) b) c) d) e) Not at all Little extent Moderate extent Good extent Great extent
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2.

[ [ [ [ [

] ] ] ] ]

3.

What is the extent of impact on productivity ? a) b) c) d) e) Not at all Little extent Moderate extent Good extent Great extent [ [ [ [ [ ] ] ] ] ]

4.

To what extent you feel that the subordinate is motivated after training programme ? a) b) c) d) e) Not at all Little extent Moderate extent Good extent Great extent [ [ [ [ [ ] ] ] ] ]

5.

To what extent his job responsibility has increased ? a) b) c) d) e) Not at all Little extent Moderate extent Good extent Great extent [ [ [ [ [ ] ] ] ] ]

6.

To what extent you think supervision has reduced ? a) b) c) d) e) Not at all Little extent Moderate extent Good extent Great extent [ [ [ [ [ ] ] ] ] ]

7.

How far the objective of the programme has been achieved ?

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a) b) c) d) e)

Not at all Little extent Moderate extent Good extent Great extent

[ [ [ [ [

] ] ] ] ]

8.

Do you feel a positive impact on relations with his co-workers after attending the programmed ? a) b) c) d) e) Not at all Little extent Moderate extent Good extent Great extent [ [ [ [ [ ] ] ] ] ]

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Books that helped me in developing a project Hand book of BHEL Jhansi Research METHODOLOGY- C.R. Kothary HRM (T.N.CHABRA),(C.B. GUPTA) Records of HRD BHEL

Website that help me for developing a projects WWW.BHEL.COM WWW.BHELJHS.COM WWW.GOOGLE.COM

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In Partial fulfillment of the degree of Master of Business Administration (MBA) in Indira Gandhi National Open University, New Delhi

A PROJECT REPORT ON
Training and Development of human resources is a means of profit yielding management- a comprehensive study with particular reference to bhel SUBMITTED TO:Registrar (S R & E) IGNOU Maidan Garhi New Delhi
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SUBMITTED BY:Sunita Rai MBA Student H.R. Deptt.