Report-TATA

Chapter-1

Executive Summary

1.1 Introduction

1.2 Objective of Research

1.3 Research Methodology

1.4 Findings

1.5 Suggestions

1.6 Conclusion

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CHAPTER-1

EXECUTIVE SUMMARY

1.1 INTRODUCTION

The core business of TATA Power Company is to generate, transmit and distribute

electricity. The Company operates in two business segments: Power and Other. The Power segment

is engaged in generation, transmission and distribution of electricity. The other segment includes

electronic equipment, broadband services, project consultancy and oil exploration.

TPC recognizes the need to have a technologically proficient and business oriented human

resource to successfully address the challenges and growth opportunities.

Every organization needs to have well-trained and experienced people to perform the

activities. Training and development refer to the importing of specific skills, abilities and knowledge

to an employee.

1.2 OBJECTIVE OF RESEARCH

The project includes a detail study of the Employee Training & Development Programs

conducted in Tata Power. This does a study on the Training Process, i.e. how the Training Program

is conducted in Tata Power.

The project includes the study of the different types of Training Programs conducted & also to

whom the Training is given.

The project also includes the detail study of the effectiveness of the Training Programmes

conducted in Tata Power. Training is considered successful only if the desired outcome is achieved.

Therefore it is necessary to measure the effectiveness at Tata Power Company is done through

‘Kirkpatrick Evaluation Model.’

1. A study of the Training Process conducted in Tata Power.

2. A study of the different types of Training Programmes conducted in Tata Power.

3. A thorough understanding of the training effectiveness process of the company.

4. Evaluating the effectiveness of Training

5. Suggestions to improve the existing procedure and hence improve the effectiveness of the

Training Programme.

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1.3 RESEARCH METHODOLOGY

Primary Data

Primary data is collected mainly through questionnaire which is sent to the trainees.

Secondary Data

Secondary Data is collected mainly through existing data available in the company

records.

Questionnaire type

An open-ended questionnaire is sent to the managing staff through e-mail. There are

10 questions regarding each training proramme.For every question 4 options are there, Strongly

Disagree, Disagree, Agree, Strongly Agree. According to that they have to give marking 4,3,2,1.

Sampling Size

A sample size of 25 employees are selected from each training programme

conducted.

1.4 FINDINGS

1. Training is conducted very effectively at TATA Power. TEI is found as around 82%

against the targeted 80%.

2. Gaps in existing Training Procedure

1.5 SUGGESTIONS

1.Introduction of Training in Intranet

2.Competency Based Approach to Training Needs Analysis.

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1.6 CONCLUSION

Training is conducted very effectively in Tata Power. The Training Effectiveness Index upto

September’05 is around 82% against the targeted 80%. Using WBT Technology training will be

most effective. In such a case, the training is carefully selected and it ensures that it meets the needs

of TATA Power. With some initial effort of planning, TATA Power can create a useful and relevant

process for assessing employees and jobs in order to pinpoint development needs.

COMPANY PROFILE4

AN INTRODUCTION TO TATA GROUP

Being India’s premier, largest and internationally best known industrial and business house,

Tata comprise of numerous group of companies ranging from the core sector viz. Steel, Cement,

Electricity, Oil exploration and Precision engineering, to the consumer sector viz. Hotels,

Commercial vehicles, Textiles, Information Technology, Watches, Tea, Telecommunication and

Electronics. The present turn over of the group with revenues in 2003-04 is $14.25 billion (Rs

654,240), the equivalent of about 2.6% of the country’s annual GDP.Tata Companies together

employ some 2,20,000 people.

The founder of the house, Jamshedji Nusserwanji Tata, started his venture with the

establishment of a textile mill in Central India over a century ago. Since then, Tata have been

experiencing exponential growth: Indian hotels in 1902, Tata Iron & Steel Co (TISCO), the first

integrated steel plant in 1907, Tata Electric Companies in 1910, Tata Chemicals in 1939, Tata

Engineering and Locomotive Co. (TELCO) in 1945, Tata Exports in 1962 and Tata Consultancy

services in 1968, were founded.

The Tata group has prestigious tie-ups with the world’s leading companies viz .IBM, BENZ,

UNISYS, EMERSON, MANN AND MERLIN & GERIN, among others.

Care, Concern and Respect for human dignity has been the foundation of the Tata

philosophy, which is reflected in the functioning of all group companies.

The concepts adopted in the Tata management are unique. Through a pioneering concept of

trusteeship in management, the benefits of the profits of many of the companies are channelled back

to the people through major philanthropic trusts.

As a result, great national institution has come into being in the areas of science, medicine,

atomic energy and the performing arts. In addition to this Tata Companies have taken an active part

in many rural development and other social welfare activities including provision of drinking water

facilities, alternate energy sources, and post-earthquake and other natural calamity rehabitilization

Tata Group has been operating in India for more than 100 years. It was started by

JAMSHEDJI NUSSWENJI TATA and then consolidated by J.R.D TATA, and now RATAN TATA

is taking care of it. It is one of the India’s biggest business groups. Today Tata group is one of the

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largest Indian player in global marketplace with revenues of 3 billion dollars annually from

international operation in 118 countries worldwide. Tata group is also known for their quality

product and customer services. The name “TATA”is synonymous with efficiency, progress and

vision.

TATA VALUES

The Tata Group has always been a value driven organization. These values continue to direct

the Group’s growth and business. The five core Values are as follows:

Integrity:

Tata Conduct their business fairly, honestly, transparently

Understanding:

They are caring respectful, compassionate and humanly towards colleagues and customer around

the world and always work for the benefit of India.

Excellence:

They constantly strive to achieve the highest possible standards in their day-to-day work and in the

quality of goods and services they provide.

Unity:

They work cohesively with their colleagues across the group and within their customers and

partners around the world to build strong relationship based on tolerance, understanding and mutual

co-operation.

Responsibility:

They continue to be responsible and sensitive to the countries, communities and environment in

which they work, always ensuring that what comes from the people goes back to the people many

times over.

TATA POWER IN PROFILE

Driven By Growth - Fuelled by Power6

The core business of Tata Power Company is to generate, transmit and distribute electricity.

The Company operates in two business segments: Power and Other. The Power segment is engaged

in generation, transmission and distribution of electricity. The other segment includes electronic

equipment, broadband services, project consultancy and oil exploration.

  The Thermal Power stations of the company are located at Trombay in Mumbai, Jojobera in

Jamshedpur, Gulbarga and Belgaum in Karnataka. The Hydro stations are located in Raigad in

Maharashtra and the Wind Farm in Ahmednagar.

    The company posted a net profit of Rs 509 crore for fiscal year ended September 2003

compared to Rs 520 crore for the corresponding period last fiscal. The Revenue from operations

declined from Rs 4300 crore in FY03 to Rs 4239 crore. Power accounted for 97% of fiscal gross

revenues and other 3%.

Tata Power is India’s number one private power company with net revenues of Rs.4239.08

Crores for the fiscal year ended September 31, 2004. Led by a powerful vision, Tata Power

pioneered the generation of electricity in India. Mumbai Power is Tata Power. With highly reliable

power supply and prompt service, Mumbai city enjoys the reputation of having the best power

supply in India. A substantial quantum of power is supplied to the metro’s railway network,

refineries, ports, BEST and BSES. Due to its unique Islanding system, Mumbai has been insulated

to a large extent from electrical disturbances in the grid. It has now successfully served the Mumbai

consumers for over nine decades and has spread its footprints across the nation. Apart from

Mumbai, the company has generation capacities in Jojobera, Jharkhand and Karnataka.

Today, Tata Power is India’s largest private sector power utility, with a reputation for

reliability. It has an installed power generation capacity of 2203 Mega Watts and a presence across

the power business system -generation (thermal, hydro, solar and wind) transmission and

distribution. The Thermal Power stations of the company are located at Trombay in Mumbai,

Jojobera in Jamshedpur and Belgaum in Karnataka. The Hydro stations are located in Raigad

district Maharashtra and the Wind Farm in Ahmednagar.

COMPANY PROFILE

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Chairman R.N.Tata

Managing Director F.A.Vandrevala

Broad IndustryPublic Industry

Sub IndustryIntegrated Electric

Utility

Executive Director Finance

S.Ramakrishnan

Previous NameTata Electric Companies

SecretaryB.J.Shroff

Installed Capacity2300 MW

Employees3,400

A correct combination of hydro and thermal enables the company to supply power at cost-

effective tariffs to customers. Due to efficient management of the network, the Company's

Transmission & Distribution losses are at 2.4%, the lowest in the country. It has also been a

frontrunner in introducing state-of-the-art technologies. Among other achievements, the company

installed and commissioned India’s first 500MW unit (at its Trombay thermal power generating

station), the 150 MW hydro-pumped storage unit at Bhira, and environment control systems like the

Flue Gas Desulphurization plant. 

The Company has also embarked upon a joint venture for Distribution with the State

Government of Delhi for its North Delhi consumers, the “North Delhi Power Limited”

(NDPL), the only successful privatization in distribution. Currently, the joint venture

serves over 8 lakh-satisfied consumers covering an estimated population of 45 lakh in an area of

510 sq kms with a peak load of 1050 MW. The company has also introduced state-of-the-art

technology driven processes for enhancing consumer billing & services.

In a ‘first of its kind’ project, Tata Power has entered into a 51:49 joint venture with Power

Grid Corporation of India for the 1200 km Tala transmission project. The Joint venture is

India’s first transmission project to be executed with private/public partnership since the enactment

of the Electricity Act. The project was conceptualized with the objective of evacuating surplus

power from Bhutan and transmitting it to the power deficit states in North India.

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  Tata Power Trading Company Limited (TPTCL), a wholly owned subsidiary of the

Tata Power Company (TPC) has been awarded the first ever power trading license by the Central

Electricity regulatory Commission (CERC) under section 14 of the Electricity Act 2003.

  TPTCL is the first trading entity to be granted a trading license, enabling it to carry out

transactions all over India.

  The Tata Power Broadband Company Ltd. (TPBC) is focused on a Carrier’s Carrier

business model and maintains its thrust in the wholesale broadband business. Formerly a division

of the Tata Power Company, the business was recently transferred into the wholly owned

subsidiary, the Tata Power Broadband Company Ltd.

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Corporate Vision

To be an excellent and efficient Organization

Excellence is to be made a way of life. Each one of us should sincerely believe that we can

do better tomorrow than what we do today.

To be a significant player in the national power sector

Tata Power want to grow in spite of the current industry structure, growth will be both in

generation & distribution.

To participate in adjacent infrastructure business that provide opportunities for growth

Tata Power doesn’t want to wait forever for opportunities in the power sector. They want

to avail and grab other opportunities in related infrastructure business.

To be the best in the Tata group

This is a repeat of sorts of the first point. However, it is included again for re-emphasis and to have

a definite milestone. Tata Power want to cross the 600 score mark in the TBEM evaluation this

year.

To enjoy the journey with all our stakeholders.

Mission

“Improving the quality of life”.

Values

Result oriented with professional work culture

Abide by Tata code of conduct

Earn trust through fair business practices with all stakeholders

Growth balanced with environmental protection and enrichment

Corporate citizenship

Customer driven

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ORGNIZATIONAL PROFILE-POWER BUSINESS

ORGANIZATIONAL ENVIORNMENT

TPC’s business is broadly divided into four areas, power business in Mumbai area, power

business as CPP / IPP, power sector related businesses such as PSD, power trading through TPTC

and other businesses such as SED. Power business contributes to approximately 95% of TPC’s

operating income. Mumbai area contributes to 86% of the power business revenues and rest is

through CPP / IPP operations and power sales to the SEBs / traders.

Power Business - Mumbai Area (MA)

Generation, transmission, bulk and retail distribution of power in the city of Mumbai.

Power Business – CPP / IPP

Captive / Independent Power Producer at Jojobera in Jharkhand and Belgaum in Karnataka.

Wadi unit, which was CPP for ACC, was sold off to ACC after Q1 operations in FY05.

Power Business – Merchant power / trading

TPC had initiated power sales to SEBs for the past two years. From its’ capacities in

Mumbaiand Jojobera sales were effected to MSEB, MPEB, RSEB and DVC directly / through

TPTC and Tata Steel.

Power sector related business

Power Systems Division at Delhi, executing EPC contracts for power transmission

infrastructure projects in India and abroad

The Strategic Electronic division has been in operation for over 30 years and has been

pursuing development and production activities for the Indian defense sector. Over 90% of the

company’s strategic electronic efforts are executed for the defense sector. The division has

established long-standing relationships with the Armed Forces and DRDO.

Strategic investment in the Power Trading Corporation

NDPL - JV with DVB for power distribution in Delhi

Other businesses outside power sector

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Strategic Electronics (for defence applications) TPC has made significant investments in the

telecom sector, which is the major focus area of the Tata Group.

Mumbai area generation capacity represents approx. 80% of the total generating capacity of

TPC. The generating stations in Mumbai area are connected to the Western Regional Grid. With its

widespread network of receiving and distribution stations, overhead transmission lines and

underground cables in Mumbai, it meets a total load of about 2000 MW in Mumbai and its suburbs.

Jojobera unit, which was acquired from Tata Steel and expanded subsequently, meets the demand of

about 300 MW of Tata Steel, which in turns feeds some other industries and the township of

Jamshedpur. Currently TPC is adding one more unit of 120 MW capacities at Jojobera, which will be

used as merchant power plant. Belgaum unit was set up as an independent power plant in a long-term

agreement with KPTCL (Karnataka Power Transmission Corporation Limited). It is one of the 5-6

power Gencos that supply power to the KPTCL grid.

Corporate Social Responsibility:

Tata Power is committed to setting high standards in its pursuit of social responsibility and

remaining sensitive to the issues of resource conservation, environment protection and enrichment

and developing local communities in its areas of operations. The company has a simple philosophy

that guides its activities in these matters "Giving back is a means towards going ahead.” It is our

firm belief that progress stems from giving back manifold to the communities and reflects in our

widespread programmes on biodiversity conservation, forestation, phisiculture, family planning,

health services, primary and secondary education and many more. All of these have made inroads

into the tiny hamlets and tribal regions of our hydro catchments areas and it’s our endeavor to light

up these dark and narrow streets to new dawns.

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3.6 ORGANIZATION STRUCTURE

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WORKFORCE

TPC’S workforce is classified into two categories:

1.Officers

2.Unionised category

Democratically elected representatives run TPC’s union. Over 50% employees are technical

certificate / diploma holders ‘graduates or postgraduates while others have long experience to meet

the requirements of the power system.

Contract employees are used for executing project work, during major outages and for some of the

support services. Terms of contract for engagement of contract employees include their abiding by the

company’s safety rules and practices and Tata code of conduct. The company ensures that contractors,

supervisors and staff are trained in all safety requirements / practices.

The following sheet shows employees strength spread

Areas Officers Union Total

Corporate 6 - 6

Generation-Thermal 294 750 1044

Generation-Hydro 82 378 460

T & D 213 507 720

Support Services 382 262 644

Sub-total-MumbaiArea 977 1897 2874

Jojobera 91 38 129

Wadi 22 0 22

Belguam 24 12 36

Sub Total CPP/IPP 137 50 187

Total Strength for

Power Business

1114 1947 3061

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LOCATION FOR POWER PLANTS

With operations in the power sector for nearly a century, Tata power is the oldest private

Power Company in India.TPC’s range of operations include power generation, transmission within

the area of operations, distribution to bulk and retail customers and supply of captive power to

customers.

Site Listing and Location details

Sites/Division Site Product/ Service Description

Registered Office Bombay Office MD & ED’s offices, Legal & Secretarial, Corporate Communications

Corporate Centre Carnac, Mumbai Corporate offices-Consumer,

Strategy & Regulation, Business

Dev., Finance & Accounts,

Engineering, Corp. HR, Corp. IT,

Projects, CSG, Chief Risk Officer

& Internal Auditors Office, Corp.

Administration, Medical, Carnac

R.S., TBEM, OET.

Trombay Generating Trombay Thermal Power Plant, Central Load

Plant Dispatch and EQAG

Hydro Generating Bhira, Dist Hydro works

Station-Bhira Raigad

Hydro Generating Khopoli, Dist Chief-Hydro’ Office, Hydro Works

Station-Khopoli Raigad

Hydro Generating Bhivpuri, Dist Hydro works

Station-Bhivpuri Raigad

GM T & D’s office Dharavi, GM- T & D’s office, Dharavi & Central Zone, Mumbai Receiving Station, Civil, T & D CCR Construction and Estate Depts. South Zone, T & D Mahalakshmi, Mahalakshmi Receiving Station, Mumbai Distribution Division

North Zone Salsette, Mumbai Salsette receiving Station

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Transmission division Kalyan, Mumbai Transmission division office, Kalyan receiving Station Jojobera power plant Jamshedpur Thermal Power Plant Belguam power Belguam, Plant Karnataka IPP, Thermal Power Plant

TPC’s business is broadly divided into four areas:

1. Power supply business in Mumbai area

2. Power supply business as captive power producer (CPP) and independent

Power producer

3. Power sector related business such as power systems divisions (PSD)

4. Other business such as broadband division (BB) and strategic Electronic Divisions (for

defense applications)

Power business contributes to approximately 98% of TPC’s operating income. Mumbai area

contributes to 80% of the power business revenues and the rest is through CPP/ IPP operations.

The following table list TPC’s facilities for Mumbai area and CPP/IPP

LOCATIONS POWER GENERATION CAPACITY

Trombay-Mumbai (Thermal) 1350MW

Khopoli, Bhira and Bhivpuri (Hydro) 44MW

Supa (Wind Mills) 17MW

220 and 110 KV transmission system Connected to western regional grid

17 receiving stations, 8 distribution sub-

stations and 268 consumer sub-stations

Spread over Mumbai and its sub-urban

Distribution System for power supply North Mumbai mill area in South Mumbai

Low dispatch Centre Trombay

Jojobera-Jamshedpur CPP (Thermal) 307.5MW

Wadi-Karnataka CPP (Thermal) 75MW

Belguam-Karnataka-IPP (Thermal) 81.3MW

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THERMAL POWER PLANTS

Trombay

Jojobera Belgaum

HYDRO POWER PLANT

Bhivpuri

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Key Market Segments

Market Segments Mumbai Area Key Customers Key Customer Broad Customer Requirements Groups

Licensees/ REL, BEST, Other Quality of Power, Other Facilities Utilities Metering, Reliability

Of Power

Essential Services Railways, MBPT, Reliability, Quality Bulk BARC, S L Raheja of Power, Services Diabetic Hospital, (Power Station)

G Piramal Hospital

HT Industrial / BPCL, HPCL, RCF, Quality of Power, Commercial Godrej & Boyce, NSE Reliability of Power,

Taj Lands End Hotel Services (Power Restoration), TariffStructure

Retail Industrial Marol MIDC, SEEPZ+ Reliability of Power MarolCo-op Ind. Estate Services(Power Mira Co-op Ind.Estate Restoration), Nanddaham Ind. Estate Metering

Commercial Bandra Kurla Complex Reliabilty of Power, Logitech Park, Minds Services (Power Pace, Accenture, Sky Restration), Chef, Technopolis park Metering Kohinoor Hotels, Spec- Tramind, Ambassador

Residential Thakur Complex, Hira Reliability of Power Hirandani, Sankurti, Services( Power Karnakia, NL Complex Restoration), Lok Sarita, Marathon, Metering Concorde

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Key Market Segments

CPP/IPP Key Customers Key Customer Requirements

Tariff, Reliability, MIS, Outage Planning, Technical Support,

Jojobera TATA Steel+ Other Ability to meet Changing demand,Industies PPA Terms

Wadi ACC Facility agreement Terms, Reliability, Quality of fly-ash, Tariff

Belguam KPTCL Reliability, Tariff, Islanding Facility for the city of Belguam During grid of failure, Ability to Meet changing demand, PPA Terms

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Key Suppliers and Partners

Key Suppliers & Partners Product/Service Key Requirements

Adaro and Kideco Indonesia Coal Composition (Sulphur and (For Trombay), Mahanadi ash content), Sourcing,

Coalfields for Jojobera Competitive price and Terms, Strict adherence to Schedules

BPCL, HPCL, IOC, GAIL Fuel oils for Trombay Low sulphur content in oilJojobera & Belguam Competitive price, (IOC), Natural gas Continuity of Supplies For Trombay

Railways Transportation Timely placement and Movement of rakes

MbPT Port facilities of Timely allotment of berth Handling and use of facilities

MSEB/WREB Power System Reliability

TCE Consulting Engineers Engineering Design Life cycle cost, Design Cycle time, Standardization

Equipment Suppliers such Switchyard Equipment, Competitive price, qualityAs ABB, Alstom, Wartsila Transformers, cables Timely delivery, CGL, BHEL, Universal and other capital Technology inputsCables, Finolex etc project related

Equipment

OEM such as : Siemens, Equipment and spares Competitive price, Quality,TATA Honeywell,Thermax Timely delivery, AvailabilityToshiba, ABB, BHEL, in rush hour,support throughNELCO etc. equipment life

Call Centre and Yashmun Retail Customer Customer Information and Engineers Services and support

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HR AT TATA Power

HR Organization at TATA Power

HR MISSION

Being a business partner by supporting Company’s strategy proactively and promoting

organizational transformation by nurturing high performance work culture and fostering a learning

Organization.

HR CHALLENGES

Organizational Transformation

Developing high performance work culture

Talent acquisition and development to meet the future growth/expansion requirements

Leadership development

Right mapping

TATA POWER HR POLICY

Every member of the Tata Power family will be respected and treated as an

Individual

THEY BELIVE IN:

“Attracting the Best, Retaining the superior and advancing the outstanding.”

‘High performance work culture through Individual & Team efforts.’

That knowledge is power and that knowledge shared is power distributed.

THEY ARE COMMITTED TOWARDS:

Providing opportunities for Learning & Development.

Nurturing a culture of Openness & Transparency.

Implementing HR Processes in Fair & Just manner.

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HR SWOT ANALYSIS

Strengths:

Competence in Hydro/thermal/CC Generation and HT Transmission & Distribution.

Harmonious management employee relationship.

Internal trade union for decades.

Low employee turnover.

Strong sense of TATA values at all levels.

Weaknesses:

Lack of performance based culture

Higher age of employees.

Gaps in Succession Planning

Accountability

Multi-layered and hierarchical structure.

Need to build leadership, customer orientation, commercial and marketing competencies.

Surplus manpower.

Resistance to change.

Opportunity:

Can expand in power field with relative ease due to availability of skilled technical manpower.

Opportunity for top performers to move across group companies.

Can adopt to change in competitive environment when the going is good

Threats:

Retention of young talent when competition picks up

Competitor has an edge in retail business talent.

Low cost power Generators.

4.3 WORK SYSEM AT TATA Power

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TPC’ s work systems have a ‘hybrid’ structure wherein the primary work units address the

core functions across value chain such as Generation, Transmission, and Distribution. These are

supported by the support functions like Technical Services, Finance, Procurement, Human

Resources, Legal and IT. Specific groups such as Consumer Relations and Development,

Operational Excellence, Regulation, Business Development, Project Management are in place to

focus on key areas critical to TPC’s strategy. TPC over the last two years has adopted a two-pronged

strategy in its work systems to address Organizational challenges.

1.Recruitment and Selection

2.Performnce Management System

3.Succession Planning

4.Leadership Development Plan

5.Career Progression Path

6.Communication

7.Employee Training & development Process

8.Star Process

9.Employee Retention Practices

10.Rewads & Recognition

11.Employee Engagement Process

12.Organizational Transformation.

13.Welfare Programmes

1.RECRUITMENT AND SELECTION

The Recruitment is a design a structure and cost effective process wherein the candidates are

selected for the right job, at the right place at the right time. Recruiting is done as per the

requirement.

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Recruitment in TPC is done at entry level as well as laterally at intermediate levels, based on

business requirements. For each vacant position, detailed job descriptions (Job Man Specification

Forms) are chalked out, comprising technical / functional aspects, leadership competencies (TLPs)

and candidate profile. These criteria are also incorporated as part of the Interview Assessment Forms.

HR draws up the Job description through in-depth discussions with the respective Hiring Manager /

HOD. For entry-level positions, requisite competencies / attributes are identified by a panel

comprising Heads of Divisions. These are based on the TLPs. The Panel is equipped with requisite

assessment skills and interviewing techniques to judge desired competencies.

2.PERFORMANCE MANAGEMENT SYSTEM

PMS system at TPC is based on the BSC process. Corporate BSC is drilled down to the

division / department scorecards. Each officer is assessed on functional performance as well as

leadership competencies (TLPs). Performance ratings are based on a collective assessment of the two

parts. PMS is used as a basis for deciding the variable pay, developmental training, succession

planning, cross-functional assignments and nomination to Group PPM. For the workmen,

performance is assessed on an annual basis / Exceptional cases are rewarded with Merit Increment /

One Time Award. Compensation surveys are done periodically for Staff and workmen to ensure that

the compensation provided is kept current with the market. The structure for Officer’s compensation

is also being made more contemporary with a view to reward performance by increase in the

performance-linked portion of Compensation package.

PMS is used as a basis for selection of employees for STARS process, specialized

developmental training, succession planning and special cross-functional assignments. A formal web

based PMS has been institutionalised for officers.

3. SUCCESSION PLANNING

Succession Planning is adopted for identified key positions that are likely to fall

vacant to ensure smooth transition and effective performance of the organization.

List of key positions falling vacant in the next two years due to superannuation and

successors for these positions are identified. The successors are identified based on their past

performance and leadership potential assessed through PPM process. They are trained and moved

into key positions well in advance to meet business requirements. All senior executives (AGM and

above) have identified their successors and communicated them to HR.

4.LEADERSHIP DEVELOPMENT & TALENT MANAGEMENT

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TPC deploys the Leadership Development process to motivate employees, enhance

performance and utilize the internal potential in order to develop a high performance work culture.

5.CAREER PROGRESSION PATHS

Career Progression and development plans are prepared for consistent high

performing officers. A senior level cross-divisional team does structured analysis of all high

performers in the organization. The team is specifically trained in the assessment techniques on

leadership attributes based on observed performance and behaviour. Short listed candidates are

identified as the Talent Pool of the Company. Efforts to move such Employees to cross-functional

higher positions, depute them to good developmental workshops are done to groom them as future

leaders. TPC has also prepared ILD’ s for about 20 officers who have been identified through the

assessment process and is in the process of developing them.

6.COMMUNUCATION

“Communication” forms a basis for long range strategic goal setting and policy formulation,

Strategic planning, organization development and effectiveness, control decision making and allied

managerial activities aimed at effective achievement of organizational goals.

Some of these channels are:

Newsletters like People Power, NDB news (New, Different, Better)

HR council-To discuss HR initiatives and policy matters

Technology circles-To share and assimilate information on new technology in the p

Power sector

Divisional/departmental meetings.

TPC intranet-To communicate all matters relevant to business environment, regulatory

orders, business achievements and internal policies and manuals.

7.EMPLOYEE TRAINING & DEVELOPMENT PROCESS

TPC have a technologically proficient and business oriented human resource to successfully

address the challenges and growth opportunities.

The basic objective of imparting training to the employees is “improving

performance of the company through people”.

MEASURING EFFECTIVENESS OF THE PROGRAM

Employee feedback survey

Learning during the programme

Application

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8.STAR PROCESS

TPC has a culture of identifying and preserving talent in the organization through a

process known as STAR that identifies consistent high performer through PMS.

These star performers are given enrichment in their work profile and they are given challenging

assignments so that they can use their knowledge and imagination to its fullest.

9.EMPLOYEE RETENSION PRACTICES

In this volatile world, retaining talent has become very crucial. It is beneficial to be proactive

rather being curative. Employees should be taken care of from the very beginning, rather than trying

to retain them by giving pay hikes, or by giving them a change of profile when they are determined

to leave.

TPC believe in identifying and nurturing talent once they have entered the organization. TPC

conducts many surveys to identify drivers of satisfaction and accordingly target those drivers, which

are the major contributors to attrition.

10.REWARDS AND RECOGNITION

SCHEMES:

Best department award

Social Initiative

Sport initiative

Cultural activities

Suggestion scheme

11.EMPLOYEE ENGAGEMENT PROCESS

.PURPOSE OF MEASURING EMPLOYEE ENGAGEMENT:

To ensure a work environment in the company that maximizes personal contribution and

growth.

To measure the commitment of employees towards the company and their jobs.

To identify managerial best practices and incorporate them into the leadership development

initiatives.

Benchmark the commitment of the employees and subsequently measure the progress

over a period of time.

12.ORGANIZATIONAL TRANSFORMATION

Organizational Transformation is the process where in the firm strives to adopt a culture,

which is feasible in order to stay competitive. The managers need to derive a strategy to transform

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the organization based on the need of the market. This process helps to align the organizational

objectives with the strategy and therefore remain competitive in the changing business world.

HR at TPC plays the role of a catalyst for Organizational Transformation, one of the KSFs.

With major changes taking place in the Power Sector, business model for TPC is fast changing,

needing the Employees to transform themselves to succeed in the changed environment.

13.WELFARE PROGRAMMES

Tata Power follows its peers, the TATA GROUP, in regard to the welfare of its employees,

as they do for all its other basic policies..

In keeping with the TATA GROUP tradition, the Company’s staff welfare measures include:

Housing

Medical facilities

Sports and recreational activities & Counselling

27

TRAINING AT TATA POWER

6.1Employee Education, Training and Development in Tata Power

Tata Power's well-established Human Resource Division has invested in the development of

a talent pool of over 3,500 personnel, including 700 qualified engineers and a large skilled work

force. The Company lays special emphasis on integrity and competence and regularly:

Conducts training workshops to help its employees achieve still higher levels of competence and

come out with the best in them.

Conducts programmes on safety, health and environment

The annual ETD targets take into account National training policy for Power sector. Efforts

are made to balance between the various areas of importance

Training needs are revisited during quarterly / half yearly reviews to keep current with

changing business requirements. e.g. mid term introduction of workshops for Contract Labour

Management, Changes to PMS etc.

ETD processes are designed to support Organizational objectives and individual needs.

Corporate BSC and HR BSC form the basis to these plans, to support

Present and future Organizational / Strategic Objectives

Improvement in division performance

Individual needs for Officers and group needs for Workmen

Base Level training for skill building

28

6.2Tata Management Training Centre

Profile

The Tata Management Training Centre (TMTC) has been positioned primarily as an

in-house training centre for the Tata Group. It aims to provide training to high performers within the

group and to act as a cradle of change for Tata executives.

TMTC’s training programmes are designed to develop leadership traits. The institute tries to

make the training both issue- and need-based by encouraging participants to implement programme

inputs in actual situations.

The training methodology stresses on project orientation and action learning. Participants are

required to discuss various issues, problems and plans concerning their organizations and are then

provided the opportunity to evolve solutions by interacting with a world-class faculty.

The Tata Brand Equity Business Promotion programme, the Tata 'code of conduct', and the

JRD QV initiatives constitute a common module in all these programmes and participants have the

privilege to listen to and interact with senior Tata Group leaders.

The centre also plays a major role in the training and development of Tata Administrative

Service officers. It conducts programmes not only during their induction and at the end of their

probation period, but also during their early years with the service. The aim is to inculcate the Tata

Group’s values in probationers and nurture in them the ability to hold senior positions within the

group.

The centre's core faculty group consists of specialists who have wide-ranging experience in

management training, consulting and research. The findings of their consulting and research

projects are often used in classroom sessions. The centre strives to provide the highest quality of

service in operations and administration.

6.3TRAINING PROCESS29

TPC recognizes the need to have a technologically proficient and business oriented human

resource to successfully address the challenges and growth opportunities.

TPC lays stress on building competencies. Learning initiatives are designed to improve

technical competence, build new skills for growth areas and inculcate behavioral patterns that are

required for aggressive business expansion.

The basic objective of imparting training to the employees is “improving

performance of the company through people”

PROCESS:

1) NEED IDENTIFICATION

The training is imparted only if there is a requirement. These requirements could be current

requirement and future requirements. Both these requirements are essential to reach the goal of any

organization. These requirements could be individual specific, divisional specific or organizational

specific, all these needs should align with the strategy and goals of the organizations.

At TPC, the need identification process is undertaken by taking inputs from Senior

Management teams and Divisional/Departmental heads regarding the priorities in training needs.

After identification, inputs are taken on the conduct of the training programs [delivery methods,

benefits expected].

2) DEVELOP THE TRAINING PROGRAM:

Based on the inputs received, a training program is developed. Since the concerned

employees inputs are taken at the time of developing the program, it always gets a favorable

response.

3.DELIVER THE PROGRAM:

30

TPC has a culture of “TRAINING THE TRAINER” that means the employees are trained in

imparting training. This gives an opportunity for the employees to sharpen their knowledge as well

use their skills. The delivery methods are chosen in such a way that it drills down the message across

to the employees.

4) MEASURING EFFECTIVENESS OF THE PROGRAM:

Training initiatives are evaluated through three indices-Training Man-days, Training Need

Compliance Index and Training Effectiveness Index. The Effectiveness Index for Training was 80%

in the previous year.

Training effectiveness is measured for programs, which are specifically designed towards

Strategic objectives, Departmental performance, new introductions of subject and faculty.

Approximately 40% of the total programs conducted are evaluated. TPC uses Kirk Patrick Model

for measuring Training Effectiveness. Effectiveness is measured through 4 levels such as Reaction,

Learning, Reinforcement, and Outcome.

1. Reaction is the immediate feedback sought after each program through a questionnaire.

2. Learning is measured for technical / skill development programs through pre-post tests.

3. Reinforcement (Behavior) of training is done after every three months after the training program,

here it is checked whether employees are actually using the knowledge imparted to them on job.

4. If all the above steps are favorable, then results will follow.

Training Man-days were 7 for officers and 5 for workmen in the previous year. These Man

days can be increased or decreased based on the business needs.

The training indices were benchmarked through American Society for Training and

Development against global electric and gas industries worldwide. The feedback received was

favorable, however to become the best training provider of all TATA groups, TPC has decided to

Benchmark Training Initiatives manually.

6.4 ETD Process

31

TNI

Review Process

ED Design & Delivery

ETD Effectiveness

TNI – Training Need Index

LT- Long term

ST- Short Term

LDP-

6.5 Process Flowchart for Training Process

32

StrategicNeeds(ST/SL)

SurveyFeedback

Individual Needs

DivisionalNeeds

Base level Needs

LDP

TNI

ETDDesign

LT Annual Plan

Half Yearly Review

TrainingDelivery

QuarterlyReview

ST QuarterlyPlan

New Requirements(Org & Div.)

ETD ProcessReview

Monitor TrainingEffectiveness

Employee Skill Record

EmployeeFeedback / Survey

Individual Training needs identification by HODAnalysis and compilation of individual training needs

and prepare group training need form for the

Department-HOD

Compile training need from all the departments andPrepare training plan-Training HODDeliver / Conduct the training as per the plan

Evaluate and record training effectiveness.Refer participant feedback form and training history

card

Is trainingEffective?

End

Initiate suitable action in consultation with

HOD

SelectAlternatives

6.6 TRAINING PROCEDURE AT TATA POWER

Addressing Key Organizational Needs

Key Organizational needs associated with new recruits; diversity, ethical practices and leadership development are

addressed as given in Table

Key org.

Needs

Key ETD Interventions

New

Employee

Orientation

Campus recruits: 1week formal Induction Programme, 3 Months System Tour

including short posting at various divisions / sites, Process familiarization /

Simulator training

Direct Lateral Recruits: 3 days basic induction programme to introduce key

processes of TPC (conducted once in 3/6 months), 2 week structured orientation

programme which includes site visits & meeting with functional heads with their

teams, Awareness training on Quality initiatives, 3SCR, CSR, TCOC, Safety &

First aid, Admin Processes etc.

Management

Leadership

Development

As in Table key ETD Initiatives

Ethical

Practices

Employee

Workplace

&

Environmenta

l Safety

TCOC training, TBEM core values awareness sessions, Training on ISO 14000

and OSHAS (Expert level & Awareness level), Industrial Safety training &

refresher safety programmes, Emergency evacuation drills, fire-fighting

demonstrations, First aid & Health refresher programmes, Participation in mutual

aid group seminars of regional forum, Environmental awareness and Safety

training of contractor employees, Horticulture & Fish farming training

Diversity

Training

Training Programmes are customized & conducted in local languages to suit

cultural diversity, Employees across levels, divisions and hierarchy participate in

team building W/S.

Addressing Organizational needs

33

Inputs from Employees & Managers on ETD needs

Needs are sought from HODs / Employees for meeting Divisional objectives and to meet the

career aspirations and development needs of their subordinates. Individual needs are captured as a

part of QMS – ISO 9000 training process at divisional level and as part of annual PMS review

discussions for Officers. These needs are collated by respective ETD account managers and used

during preparation of quarterly and annual ETD focused plan.

In house functional expert database is maintained by ETD group. These experts are used as

faculty for in-house technical and other programmes like SAP Power User / End user training, O &

M practices, condition monitoring etc. TPC’s large TBEM internal assessor base is used for driving

quality initiatives and improving the understanding of the Business excellence model amongst

officers and workmen. New technical / functional developments / improvements and benchmarks are

shared across all the divisions by functional groups. At present forty such functional experts are

deployed as in house faculty.

The annual ETD targets take into account National Training Policy for power Sector.

Efforts are made to balance between the various areas of importance as given in the table.

Training needs are revisited during quarterly/half yearly reviews to keep current with changing

business requirements.

With needs prioritized and annual target set, training plans are made as follows:

Sr ETD Focus Objectives addressed

1 40% Focus on Strategic

Objectiveslike, Low cost Power

Projects, Cost Reduction, LT,

Distribution, Power trading and

Organizational Transformation

Growth: Create bench strength for growth related

areas.

3SCR: Facilitate Cost reduction.

Organisational Transformation: Changed mind-set

2 40% Focus on Divisional /

Individual Performance

Improve technical excellence to impact Technical &

Service parameters viz: PLF, MUs generated, Uni

t availability, Cost, Quality driven culture

3 10% Focus on Base level

requirements.

Impart basic awareness at all levels

4 5% Focus on Consistent high p

erformers

Developing and nurture high performers, Leadership

Development

5 5% Focus on the Sr. Management Senior leadership development, Exposure to present

challenges and new growth areas.

Distribution of Training Efforts across various needs

The Training Procedure at TATA Power is as follows:

34

1. The ‘Employee ETD Need Identification’ is available with the various departments. The employee

fills in whatever Education, Training and Development (ETD) he feels he needs. His immediate

superior then approves this. The Department head also gives a list of ETD needs that he feels is

required by employee.

2. The Department HOD then fills in a ‘Group ETD Needs Identification’ form. This form indicates

the number of employees that will be participating in various training programs from that

department. The department HOD compiles all the individual ‘Employee ETD Need Identification’

forms and then fills up the ‘ Group ETD Needs Identification’ form

3. All the HOD’s send their ‘Group ETD Needs Identification’ forms to the Training Department.

The Training Department complies all the forms and prepares a final document consisting of the

various training programs and the number of people that will attend these programs from the various

departments.

4. This document is then sent to Corporate HR from where a Training Calendar for the entire TATA

Power Company is made. A Training calendar is made every quarter of the year. While making a

training calendar the following factors are taken into consideration:

Programs addressing Organizational/ Strategic objectives like cost reduction, team building,

balanced scorecard etc.

Programs addressing Divisional/ Individual needs like electrical, mechanical, electronics and

telecommunication, computers etc.

Programs addressing General Programs Like safety and security, health.

5. Once Corporate HR prepares the final Training Calendar for the quarter, it is passed on to the various

branches. The Training Departments of the various branches now prepare their Training Calendars in

accordance to the Training Calendar they have received from Corporate HR.

6. The Training programs are now conducted as per the calendar and recorded into the ‘Training

Program Particulars’ form. This form consists of the list of participants, the venue, and the training

department Co-ordinator etc. of a particular training program.

7. In case some announced program cannot be conducted, the concerned HOD is informed for onward

communication to all participants. The details are recorded in ‘Training Program Cancellation’

record.

8. In case additional training needs are received during the year, they too are suitably addressed.

35

9. The training department coordinator is in-charge of the smooth running of the training program. He

has to ensure that all the participants are present for the training; he has to ensure that all the

instructional material is present and ready for use etc. The Training coordinator has three checklists

that have to be filled by him. The three checklists consists of:

Checklist of activities to be done one day prior to the scheduled program date.

Checklist of activities to be done on the scheduled programe date.

Checklist of activities to be done on the day following scheduled program date.

10. After the training program is over, evaluation of the program is carried out based

On the ‘Participant Feedback’ forms received. Corrective action is taken by the Training department

in case of programs where feedback rating is below 3. The results are recorded into the ‘Program

Evaluation’ form.

11. For programs of duration less than one day, knowledge sharing sessions,

on-the-job training and seminars/ presentations, participant feedback is not obtained and program

evaluation is not done. However, details of the same are recorded in the ‘Training Program

Particulars’ form.

12. The immediate superior of the employee assess training effectiveness within

90 days of imparting training for all technical programs. The effectiveness of the training program is

generally assessed by interviewing the employee. During the interview, the employee is judged on

the following parameters

Initiative taken by participant

Relevance of objectives taught

Support from supervisor

13. Training effectiveness is not assessed in the following cases:

Behavioural programs

Seminars/ presentation

Knowledge sharing sessions

Programs of duration less than one day.

14. The respective HOD’s do ‘Competency Mapping’ for all permanent employees

Whose work affects quality and performance. Training need are identified from the gaps found

36

15. The Training initiatives are evaluated through three indices- training Mandays,

Training need compliance Index and training Effectiveness Index. The Training effectiveness is

measured is measured for programs, which are specifically designed towards Strategic objectives,

Departmental performance, new introductions of subject and faculty. Approximately 40% of the total

programs conducted are evaluated. TPC uses Kirk Patrick Model for measuring training

effectiveness. Training Effectiveness is measured through 4 levels such as Reaction, Learning,

Reinforcement, and Outcome.

TYPES OF TRAINING PROVIDED AT TATA POWER

There are two types of training provided at Tata power.

Internal Training

External Training

The procedure for Internal Training is as follows:

1. Internal Training is conducted by in-house faculty.

2. The trainer knows the target audience

3. He is generally able to meet their expectations because in most cases he is one of the department

engineers.

The procedure for External Training is as follows:

1. External Training is conducted by external faculty.

2. The course content are decided keeping in mind the cross-section of participants, their position,

the jobs they handled etc. Also what improvements are expected is clearly stated.

3. The trainer is now contact and the requirements made known.

4. The trainer then comes up with a proposal. The proposal consists of:

The topics to be covered in the training program.

The duration of training program

The venue of the training program

The infrastructure requirement

The cost of training program.

5. If the proposal is accepted, the training program date is fixed.

6. The contents of the program are then relayed back to the participants.

Programs conducted in-house are designed in consultation with the target group and in-house

experts to seek views on the topics to be covered, mode of delivery and case studies to be included.

37

Detailed discussions are held with prospective faculty. Prior to finalizing the design, the faculty

meets a cross-section of employees who are likely participants and their department heads to get a

feel of the actual issues. An in-depth study of, effectiveness of similar intervention in other reputed

organizations is also done.

Feedback received from participants and departments regarding program designed and

delivery is reviewed and suitable corrections are made regularly.

The key Training Programmes conducted in Tata Power and the Target group are given below.

38

Delivery of ETD Interventions

Focus Area Key Training Programmes Target groups

1 Quality

ISO 9000, 5S, 6 Sigma, ISO 14000,

OHSAS, TBEM, QC tools &

techniques

All grades

2 Cost (3SCR)Cost Reduction, Quality Tools, Financial

Skills,All grades

3 Growth AreasMERC, Distribution Mgmt, Power Trading,

ABT, M&A EB-2003Officers & Workmen

4Functional/

Technical

Simulator, OEM & Divisional need based

Programmes, Divisional O & M Staff

5Developmental

Programs

Develop Your Potential, BECP, BELP, BE

for frontline & grass roots,

Recommendation from

HOD

6 Team Building Bharari, Outbound team building W/S Functional Teams

7 TechnologySCADA, GUS, HPM, PLC,S-5 SAP,

Advance PC  Engineers

8Leadership

Development

MDP, Leadership Skills, Mentoring, Cross

functional InterviewingSenior Leaders

9

Leadership

Development

(Potential leaders)

Management Simulation Games, Fulbright

Scholarship, MDP’ s, HR Gurukul, EMBA,

ILD’ s, Job rotation

High Performers

10

Performance

measurement &

improvement

PMS Workshops, Goal Setting Workshops

TBEM/ISO Awareness, Project

Management Methodology, Mentoring &

Counseling

Officiers

11Organizational

Transformation

Change Orientation, Gharkul-for Union

Leaders, OT W/S

All Employees &

Union Leaders

12 SafetyIndustrial Safety, Fire Fighting, Hazard

Identification & Risk AssessmentAll grades

13 Values & CSR TCOC, Volunteering, Akansha, All grades

14On The Job

Training

Area Operation Training, Unit Outag

Postings Control Room Training,

Technician Training

Engineers Operators

Workmen

15Safety (contract

jobs)Safety awareness, Use of PPEs Contractors’ employees

39

Faculty, divisional heads and representative target audience contribute largely to the

customization and design of training interventions on contents, schedule, delivery method etc. Pilot

programme is held for selected participants to seek feedback on appropriateness of the design. In

FY05, 15 new programmes (addressing Strategic Objective / divisional performance objectives) were

designed in this manner.

Training delivery methods are decided based on the topic, content, objectives, profile and

number of participants, duration of training, past feedback and recommendations of the faculty.

Table illustrates various training delivery options

Delivery Method Training Programme.Lecture All training programmes with Class room set-up,

Case Studies Finance for Senior Managers, Basics of Finance, BECP/BELPs

CBTs and WBTs PC Awareness, MS Office,

Role Plays Presentation Skills, Develop Your Own Potential

Hands-On-Training NDT Techniques, Breaker Maintenance Workshops, OEM

training, Welding Techniques

Simulation Business Simulation Games, Simulator Training

On the Job (OJT) Control Room training, Deputation to outage jobs

Project Based

Learning

Project Management, MS Project, CFT/SGA on specific project

Distance Learning K Hub, Knowledge Portals

Seminars and

Conferences

Nominations to vital seminars and conferences conducted by

reputed organizations and institutes

Outbound Training Outbound Team Building,

Video Sessions Industrial Safety, Base level awareness sessions,

Demonstrations Fire Fighting Sessions, Health/First Aid Awareness,

Mentoring Induction /System tour for new entrants (Guide for every

individual)

Group Discussions Team Building, Develop your Potential

Various Training Delivery Options

40

Reinforcement of Knowledge & Skills:

Following approaches are adopted for reinforcement of knowledge and skills:

On the job Training:

Improve skills by providing new assignments with training. viz. Cross functional Outage

deputations, CCR training, deputation to NDPL, refresher operational training, SAP Training, IT

Skills training. Technical staffs exposed to Simulator training are given independent charge in

control room.

Specific Assignments:

Individual / group tasks e.g. CFT / SGA on Quality improvement tasks, 3SCR projects, Cost

Reduction / Cycle time reduction projects etc.

Job Rotation:

Consistent high performers are given job rotation after specific training inputs

Additional responsibility:

ISO 9000 / 14000 auditors, TBEM assessors are given additional responsibility of audits,

internal progressive assessment, conducting awareness sessions etc

To improve the efficiency of ETD processes following improvements are introduced:

i) HR Account Manager for Divisions

ii) Customizing new programmes in the areas of strategic business objectives and soft skills

development

iii) Run pilot programme for selected participants

iv) Tracking effectiveness of ETD process

41

Chapter-8

Research Methodology 8.1 Primary Data

8.2 Secondary Data

8.3 Questionnaire Type

8.4 Sampling Size

8.5 Limitations

42

CHAPTER-8

RESERCH METHODOLOGY

8.1Primary Data

Primary data is collected mainly through questionnaire which is sent to the trainees.

8.2 Secondary Data

Secondary Data is collected mainly through existing data available in the company

records.

8.3Questionnaire type

An open-ended questionnaire is sent to the managing staff through e-mail. There are

10 questions regarding each training proramme. For every question 4 options are there, Strongly

Disagree, Disagree, Agree, Strongly Agree. According to that they have to give marking 4,3,2,1.

8.4 Sampling Size

A sample size of 25 employees are selected from each training programme

conducted.

8.5 Limitations

1. Even though, 16 programmes were conducted during the months of July & August & 17

programmes were conducted in the month of September, I was allowed to evaluate only 5

programmes from each month.

2. Difficulty in obtaining relevant materials from the company

3. Reluctance on the part of the company to give away their closely guarded policies of

evaluating the training effectiveness

4. Difficulty in getting back the response to the questionnaire from the trained employees

regarding the training effectiveness of the programme

43

44

Chapter-9

Data Analysis &

Interpretation

9.1 Evaluation of TEI for July’05

9.2 Evaluation of TEI for August’05

9.3 Evaluation of TEI for September’05

45

SUGESSIONS

1.Introduction of Training in Intranet

Tata Power has an intranet site called ‘Sangam’. At the moment, the site is being used by employees

to assess their payslips, apply for leave etc. It is also being used as a news portal giving employees all the

current news about the power sector, about Tata Power and its competitors.

The site is the platform for introducing web-based training to all the employees.

Some of the advantages of using the intranet for training are as follows:

Web based training (WBT) increases both productivity and learning, significant productivity gains

are generated with WBT because it’s extremely flexible. Classroom training requires a trainer, a

room, materials and enough learners to make the training work investment. With WBT, each learner

can assess training exactly when it’s needed at a time and location convenient for that particular

learner. This means no more shutdown production lines during training and no more cancelled or

postponed training sessions due to production emergencies.

WBT also takes less time than classroom training. Some studies have shown it to reduce training

time per learner by 40-60%. Most WBT programs enable the training to be customised to meet a

particular learner needs. So instead of sitting in a full day training session where only half of the

information is relevant to any on learner, employees can focus on what’s most important to their

specific jobs. Less time spent in training means more time applying new skills on the job.

Another reason for WBT’efficiency is that people learn at different speeds. In a classroom, everyone

proceeds at the same speed (usually determined by the trainer), but with WBT, learners can work

through training at their own pace.

Learning retention is typically higher with WBT than it is with classroom training. One reason for

the increased retention is that learners don’t feel embarrassed to spent extra time on topics more

difficult for them.

With WBT, learners can immediately apply what they have learned because they take the training at

the exact time they are ready to use it., not when the organization is ready to provide it. ABT and

classroom training alike need to be linked to specific business objectives. Learners need to be held

accountable, not only for going through the training, but also using what they have learned in their

jobs and processes must be put into place to enable people to use what they have learned and to help

46

them if they are having difficulty applying their newly acquired knowledge or skills, assisting that

must be in place prior to rolling out a WBT program.

TATA Power should consider the five key points before launching a WBT initiative.

1. Provide a face-to-face introduction to the training either one-to-one or in groups to demonstrate

support for the training and to convey a sense of importance in developing new knowledge.

2. Set a deadline for the learners to complete the training. The deadline should convey a sense of

urgency. In other words, don’t give people six months to complete a program. That sends a message

that the training isn’t really all that important.

3. Review the key points of the training with the employees, either one-to-one or in a group, once

they’ve completed the training. Encourage them to ask questions about how employees will be

expected to use what they have learned.

4. Ensure that learners have opportunities to immediately use the skills gained in their jobs, and follow

up with them one-to-one to review how they are progressing.

5. Make the training available to learners as a fresher even after they’ve completed it.

2.Competency Based Approach to Training Needs Analysis.

Six critical steps are there for identifying the training needs.

1. Identify competency or success factors.

2. Build profiles

3. Assess employees

4. Identify gaps

5. Identify development options

6. Follow through

1) Identify competency or success factors.

Competencies or success factors are the knowledge, skills, abilities, behaviours and

characteristics that represent the fundamental skill or behavioural components of a job.

Typical approaches are based on some form of job analysis. Analysts gather responsibility,

task, skill and behaviour information for a particular job or job family and then identify the

competencies or other factors required for successful performance.

2) Build profiles

Most useful job profiles start with the establishment of two important criteria, the criticality

of each success factor & the proficiency level for each factor.

The result of this proves is a picture of the most important success factors and the degree to

which each needs to be mastered by jobholders.47

3) Assess employees

You can develop reasonably accurate pictures of employee strengths and weakness by

building on the competency and success factor models.

4) Identify gaps

Now, you can compare reasonably it to the previously established job profile in order to

identify the most logical & most critical gaps in development.

5) Identify development options

Development can be linked to three primary sets of activities:

1. Formal, in-house training programs specifically designed to provide training and

development options.

2. External programs such as workshops, seminars and formal classes that also address

the identified competencies of success factors.

3. Internal, on-the-job experiences that have been identified as a source of development

and growth.

3) Follow through

Many organizations fail to follow through after development activities. The message

they send to the employees is that process stops with job analysis or employee assessment.

If employees are expected to take part in on-going development programs, they

should see some tangible outcomes or rewards for their undertakings.

If managerial participation is crucial to long-term development and maintenance of

employee skill levels. Including employee development on a manager’s list of yearly goals may be

the best way to institutionalise the message of development.

48

Chapter-12

Limitations

49

CHAPTER-12

LIMITATIONS

1. Even though, 16 programmes were conducted during the months of July & August & 17

programmes were conducted in the month of September, I was allowed to evaluate only 5

programmes from each month.

2. Difficulty in obtaining relevant materials from the company

3. Reluctance on the part of the company to give away their closely guarded policies of

evaluating the training effectiveness

4. Difficulty in getting back the response to the questionnaire from the trained employees

regarding the training effectiveness of the programme

50

CONCLUSION

Training is conducted very effectively in Tata Power. The Training Effectiveness

Index upto September’05 is around 82% against the targeted 80%. Using WBT Technology training will be

most effective. In such a case, the training is carefully selected and it ensures that it meets the needs of

TATA Power. With some initial effort of planning, TATA Power can create a useful and relevant process

for assessing employees and jobs in order to pinpoint development needs.

51

Bibliography

1. Training Manual at Tata Power

2. The TATA Business Excellence Model Manual

3. Sites Visited

www.Sangam.com

www.humanresource.com

www.humanresource.org

www.workforceline.com

4. Various Visited:

Human Resource & Personnel Management

-By K.Ashwathappa

Handbook of Human Resources Administration

-By Joseph Famularo

52

Annexure 15.1Employee ETD Need Identification Form

15.2 Training Effectiveness Questionnaire

53

The Tata Power Company Ltd

EMPLOYEE ETD NEED IDENTIFICATION FORM

Name of the Employee: Employee Number: Grade:

Division: Department:

Division: Department:

Signature of Immediate Superior Signature of HOD

54

Title : Training Need Identification

Employee or his immediate superior (in consultation with the employee) may fill in

his education, Training & Development requirements for his performance

Enhancement and self-development for the financial year in the space given below:

Sr. No ETD Need

Department head / Immediate superior of the employee may list the approved ETD

needs below, from those requested by the employee in the above space. Department

head or immediate superior may choose these needs in consultation with the employee

Before approval.

Approved ETD Needs

Department Head may give a list of other ETD needs for the employee in the space

below:

Sr No: ETD Need

55