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A Study on Employee Capability Enhancement through Training &
Development in Bharat Heavy Electricals Limited
A Maharatna Central PSU
1
CHAPTER – 1 INTRODUCTION
1.1 - Introduction to the Industry:
Power Sector : The Driving Force behind the Breathtaking Growth:
Today, the world is witnessing revolutionary growth in all major sectors of the economy.
Engineering & Electronics Industries, Software Companies, Telecommunication,
Transportation, Medical Science have transformed the world with their immense
contribution to the growth of the nation. They have contributed immensely to our GDP,
generated enormous volume of employment, earning huge amount of foreign exchange for
the country and ultimately improved the quality of life of the people. We have reached a
stage where we cannot live without them. But, the real Driving Force behind the
breathtaking growth of all these sectors is undoubtedly the ‘Power Sector’. If all these
sectors should succeed and continue to contribute to national development, growth of
Power Sector and Power Equipment Manufacturing Sector is imperative.
a)Historical Perspective – Evolution of Heavy Electric Power Equipment Industry:
In the history of electricity, no single defining moment exists. The way we produce,
distribute and use electricity and the devices it powers is the culmination of nearly 300
years of research and development.
Efforts to understand, capture, and use electricity began in the 18th century. For the next
150 years, dozens of "natural scientists" in England, Europe, colonial America, and later
the United States analyzed electricity in nature, but producing it outside of nature was
another matter. That didn't happen on any large scale until the late 19th century. Setting
A Study on Employee Capability Enhancement through Training &
Development in Bharat Heavy Electricals Limited
A Maharatna Central PSU
2
the stage for widespread commercial use of electricity were international researchers
engaged in pure scientific research, and entrepreneurial businessmen who made their own
major discoveries or produced, marketed and sold products based on others' ideas. Eminent
contributors to today's electrically energized world include:
 The operating principle of electromagnetic generators was discovered in the years of
1831–1832 by Michael Faraday. The principle later called Faraday's law.
 George Babcock and Steven Wilcox were the founding fathers of the steam-
generating boiler in 1867.
 Thomas Doolittle, in 1876, devised a way to make the first hard-drawn copper wire
strong enough for use by commercial electric industry.
 Luigi Galvani (1737-1798), an Italian physician and physicist, his early discoveries
led to the invention of the voltaic pile.
 Georg Simon Ohm (1789-1854), discoverer of Ohm's Law.
 Alessandro Giuseppe Antonio Anastasio Volta (1745-1827), an Italian physicist
invented the electric battery. The electrical unit "volt" is named for Volta.
 Sir Charles Parsons invented the first Steam Powered Turbine Generator for
generating electricity in Thermal Power Plants in 1884.
Emergence of a profession: Edison, Westinghouse, and other inventors and builders of
electrical equipment competed to show the wonders of their new inventions. In 1881,
Lucien Gaulard of France and John Gibbs of England arranged the first successful
alternating-current electrical demonstration in London.
Expositions and world's fairs became popular places to showcase new inventions involving
electricity. Almost as soon as they moved from the drawing board to operational status,
electrical devices and systems were on display, to the delight of admiring crowds
throughout the United States, England, and Europe.
A Study on Employee Capability Enhancement through Training &
Development in Bharat Heavy Electricals Limited
A Maharatna Central PSU
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Following are the world’s longest-running electrical equipment companies
Schneider Electric, France, one of the world's oldest
manufacturer of electrical equipment, started business in
1836. Headquartered in Rueil-Malmaison, France, Schneider
Electric employs 1,70,000 people globally and earned a revenue of €24.9bn ($28bn) in
2014.
German multinational conglomerate and Europe's biggest
engineering company, Siemens is one of the oldest providers
of equipment to the power sector. Headquartered in Munich,
Siemens employs 343,000 people in more than 200 countries, and earned a revenue of
€71.9bn ($81bn) in 2014.
Emerson Electric Manufacturing Company, a leading
electrical equipment manufacturer founded in 1890 in St. Louis, Missouri. Emerson now
operates in more than 150 countries and employs approximately 1,15,000 people, earning
$24.5bn in revenue in 2014.
General Electric Company was set up in 1892. GE earned
$148.6bn in revenue in 2014, registering a 2% year-on-year
growth. Headquartered at Fairfield, Connecticut, the company
employs 3,05,000 people globally.
Sumitomo Electric Industries, which was set
up in 1911, is headquartered in Osaka, Japan
and employs 2,25,484 people globally, and
reported net sales of $20.9bn in 2014.
A Study on Employee Capability Enhancement through Training &
Development in Bharat Heavy Electricals Limited
A Maharatna Central PSU
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Japanese conglomerate Hitachi, was formed in 1910.
Headquartered in Chiyoda, Tokyo, Hitachi operates
globally employing 3,20,725 people, recording net sales
of $1.2tn in 2014.
Mitsubishi Electric was set up in 1921. Headquartered in
Tokyo, Japan, the company employs more than 120,000
people globally, and reported net sales of $39bn in 2014.
Fuji Electric
Manufacturing was established in 1923.
Headquartered in Tokyo, Japan, Fuji Electric
employs 25,524 people worldwide and earned $7.38bn in revenue in 2013.
Information Technology Empowers the Power Sector
The Power Sector has immensely benefited by the advancement of Information Technology
in the world. Using both Software and Hardware, the power equipment manufacturers are
striving to provide the most advanced Automation Systems which can enhance the efficiency
of power plants. Remote Controlling of Power Plants situated in faraway places from the place
of manufacturer and providing timely support services ensures minimum breakdown and
almost uninterrupted generation of power!
In line with the general recession seen in the world economy, the Electrical Equipment
Manufacturers were also facing the effect in their business since 2009. However, the
Global Electrical Equipment market recovered to register growth at a CAGR of 4.92
percent over the period 2012-2016. One of the key factors contributing to this market
growth is the increasing demand for electrical equipment from developing nations.
b) Electrical Equipment industry – Indian Perspective
The power sector in India has undergone significant development since Independence.
When India became independent in 1947, the country had a power generating capacity
of 1,362 MW. Hydro power and coal-based thermal power have been the main sources of
electricity. Generation and distribution of electrical power was carried out primarily by
private utility companies. Notable amongst them and still in existence is Calcutta Electric.
A Study on Employee Capability Enhancement through Training &
Development in Bharat Heavy Electricals Limited
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Power was available only in a few urban centers; rural areas and villages did not have
electricity. After 1947, all new power generation, transmission and distribution in the rural
sector and the urban centers (which was not served by private utilities) came under the
purview of State and Central government agencies. State Electricity Boards (SEBs) were
formed in all the states.
Development of Power Sector is key to economic development. The power Sector has been
receiving adequate priority ever since the process of planned development began in 1950.
The Power Sector has been getting 18-20% of the total Public Sector outlay in initial plan
periods. Remarkable growth and progress have led to extensive use of electricity in all the
sectors of economy in the successive five year plans. Over the years, the installed power
generating capacity in India has increased to 310 GW from meagre 1713 MW in 1950.
In the field of Rural Electrification and pump set energization, country has made a
tremendous progress. About 85% of the villages have been electrified.
Till December 1950 about 37% of the installed capacity was contributed by the public
sector and about 63% was by the private sector. The Industrial Policy Resolution of 1956
envisaged the generation, transmission and distribution of power almost exclusively
in the public sector. As a result of this, and facilitated by the Electricity (Supply) Act,
1948, the electricity industry developed rapidly in the State Sector.
In the Constitution of India “Electricity” is a subject that falls under the concurrent list.
Electricity (Supply) Act, 1948, led to the creation of State Electricity Boards (SEBs) for
planning and implementing the power development programmes in their respective States
and also central generation companies like NTPC, NHPC for setting up power projects
in the Central Sector.
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Development in Bharat Heavy Electricals Limited
A Maharatna Central PSU
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Power Sector becomes vibrant in the Post Globalisation Era: Following the decisive
turning point in the history of Independent India which witnessed the globalization process,
Government of India thought that it was imperative to expand the Power Sector to keep up
the tempo of development in the country. Realising the fact that the Government
Companies and Corporations alone cannot meet the growing demand for power, which
needed huge investment, the Government of India opened up the Indian Power Sector to
Indian and International Private Power Producers, by:
 Amending the Electricity (Supply) Act, 1948 in 1991 to provide for creation
of private generating companies for setting up Power Plants and bulk selling of
power.
 Permitting 100% Foreign Direct Investment (FDI).
Growth of Power Equipment Manufacturing Industry in India: In line with the growth
in Power Generation Capacity, the Electrical Power Equipment Manufacturing Industry
also saw rapid development in India. The first domestic manufacturer viz., Bharat
Heavy Electricals Limited (BHEL), a Central Public Sector Undertaking, was set up
in early sixties. For close to three decades, BHEL was the sole domestic electric power
equipment manufacturer in the country.
Following its decision to permit FDI for Private Power Generating Companies,
Government of India also permitted the world leaders in Power Equipment
Manufacturing to enter Indian Market with 100% FDI to fulfill the objectives of
National Electricity Policy (NEP), aiming to achieve per capita electricity
consumption of 1,000 kWh through its mission under NEP.
Consequent to the above, a number of world leaders like ABB, Siemens, GE, Alstom,
Honeywell, Toshiba Electric, Westinghouse along with Indian Private Companies like
L&T, Reliance Power, BGR Energy Systems are taking part in power equipment business
in India. Entry of these companies in the field of Power Equipment manufacturing
A Study on Employee Capability Enhancement through Training &
Development in Bharat Heavy Electricals Limited
A Maharatna Central PSU
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sector has created a sharp competitive atmosphere in the market where all the
manufacturers, including BHEL which was so far operating in a protected
atmosphere, to compete and secure business.
As a result of these efforts, the installed power generating capacity in the country has
gone up to about 310 GW(Giga Watt) at the end of December 2016, at a Compounded
Annual Growth Rate (CAGR) of 8.7% according to the data of Central Electricity
Authority. This is expectedto reach a levelof 400 GW by 2022 which holds a promising
future for power equipment manufacturing companies.
The government is likely to add around 88.5 GW and 93 GW, respectively, under its 12th
and 13th Five Year Plans. Expected investment in the 12th Five Year Plan period in the
Generation, Transmission & Distribution would be Rs.6.39 lakh crore, Rs.1.80 lakh crore
and Rs.3.06 lakh crore respectively. Based on investment estimates and capacity addition
targets, domestic demand for generation equipment (BTG) could be in the range of US$
25-30 billion by 2022; for the T&D equipment industry, it may be US$ 70–75 billion. The
Power Equipment industry is projected to provide direct employment to 1.5 million
people and indirect employment to 2 million people by 2022.
1.2 i) INTRODUCTION TO THE SUBJECT - HUMAN RESOURCE
MANAGEMENT (HRM)
Meaning, Definition and Scope of HRM:
Meaning: HRM is the set of productive activities within an
organization that focuses on transforming human resources.
The activity includes searching right candidate, identifying
their knowledge, skills & attitude towards a specific job, fixing
& practicing fair competition policy, ensure the safety and comfort in work place,
A Study on Employee Capability Enhancement through Training &
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A Maharatna Central PSU
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observing the performance of employees, employee motivation, effective communication,
administration & training for increasing productivity & efficiency.
HRM is a deliberate & widespread approach in managing people, workplace culture &
environment. Effective HRM enables employees to contribute effectively & productively
to the overall direction of the company & achieve organization’s goals & objectives.
Definition: Human resource can be defined as the translating process of human being
into a useful resource. When a human being contributes his/her skills, knowledge &
positive attitude towards productive work in an organization, he/she becomes the human
resource for that organization.
Leon C Megginson defines HR as “the total knowledge, skills, creative abilities, talents
& aptitude of an organization’s workforce, as well as the value, attitudes & beliefs of
individuals involved.”
Scope of HRM:
HRM is undoubtedly the
key resource in an
organization and also the
most difficult to manage.
The purpose of the HRM
span right from the
manpower need’s
assessment to
management & retention
of the same. To this effect HRM is responsible for effective designing & implementation
of various policies, procedures & programmes. It is all about developing & managing
knowledge, skills, creativity, aptitude & talent and using them optimally. HRM is not
just limited to manage & optimally exploit human intellect. It also focusses on managing
physical & emotional capital of employees. Considering the intricacies involved, the
A Study on Employee Capability Enhancement through Training &
Development in Bharat Heavy Electricals Limited
A Maharatna Central PSU
9
scope of HRM is widening with every passing day. It covers HR planning, hiring,
training & development, payroll management, rewards & recognitions, industrial relations,
grievances handling, legal procedures etc.
The scope of HRM can be summarized as follows:
1. HRM in Personnel Management:
This is typically direct manpower management. It involves manpower planning, hiring,
training & development, induction & orientation, transfer, promotion, compensation,
employee productivity. The overall objective here is to ascertain individual growth,
development & effectiveness which indirectly contribute to organizational development. It
also includes performance appraisal, developing new skills etc.
2. HRM in Employee Welfare:
This aspect of HRM deals with working condition & amenities at work place. This includes
a wide array of responsibilities & services such as safety services, health services, welfare
funds, social security & medical services. It also covers medical care, sickness benefits,
employment benefits & family benefits.
3. HRM in Industrial Relation:
Since it is a highly sensitive area, it needs careful interactions with labor unions addressing
their grievances & settling disputes effectively to maintain peace & harmony in the
organization. It is the art & science of understanding the employment relation, joint
consultation, disciplinary procedures, solving problems with mutual efforts of
understanding human behavior & maintaining work relation, collective bargaining &
settlement of disputes. It is about establishing, growing & promoting industrial
democracy to safeguard the interest of both employees & management.
A Study on Employee Capability Enhancement through Training &
Development in Bharat Heavy Electricals Limited
A Maharatna Central PSU
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Changing Outlook of HR: The HR function of today is not the one of yesterday, and
it certainly won’t be the same tomorrow. Especially in the everchanging global
business scenario where only the fittest will survive, Companies are fine tuning their
HR strategies and functions to keep abreast of the changing world. So how do
businesses make sure their HR departments are ready for upcoming challenges?
A Future-Proofing Strategy
The future will arrive regardless of whether an organisation is ready for it. Hence, it
is important for an organisation to ensure its HR team can meet the challenges by
cultivating a knowledgeable, engaged workforce that is ready to embrace it. Here are
some useful tips for ways to accomplish future-proofing:
 Evaluate the workforce by listing strengths, weaknesses & areas for improvement.
 Create a culture of flexibility by encouraging new ideas and new solutions.
 Inspire professional development by facilitating Knowledge Management.
 Make sure employees & Management are on the same page.
 Compile and analyse data on decisions to consider measures for improvement.
1.2 ii) INTRODUCTIONTO THE TOPIC:EMPLOYEE CAPABILITY
ENHANCEMENT THROUGH TRAINING & DEVELOPMENT
Meaning, Definition and Scope of
Human Resource Development
Meaning : Human Resource Development
(HRD) is a process by which the employees
of an organization are helped, in a
continuous, planned way, to: 1) acquire or
sharpen capabilities required to perform
various functions associated with their present or expected future roles, 2) develop their
general capabilities as individuals and discover and exploit their potentials for their own
A Study on Employee Capability Enhancement through Training &
Development in Bharat Heavy Electricals Limited
A Maharatna Central PSU
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and/or organizational development purposes, and 3) develop an organizational culture in
which supervisor-subordinate relationships, teamwork, and collaboration among sub-units
are strong and contribute to the professional wellbeing, motivation and pride of employees.
HRD climate is characterized by the tendencies such as treating employees as the
prime assets ofthe Company, perceiving that developing employees is the job of every
manager, believing in the capability of employees, communicating openly, encouraging
risk taking and experimentation, making efforts to help employees recognize their strengths
and weaknesses, creating a general climate of trust, collaboration and autonomy,
supportive personnel policies, and supportive HRD practices. An optimal level of
development climate is essential for facilitating HRD activities and furthering the
goals & objectives of the organisation. The top management subscribing to these values
is a starting point.
A healthy HRD climate certainly bolsters the overall internal environment of the
organisation, fosters employee commitment, involvement and satisfaction with the
job. An improvement in the mental capability, skill and physical capacity of the
people constitutes an increase in the human capital because this enables the human
factor to produce more.
Definition: American Society of Training & Development defines HRD as “the
integrated use of training & development, organizational development & career
development to improve individual, group & organizational effectiveness”.
According to Mclean & Mclean, “HRD is any process that has the potential to develop
adults with work-based knowledge, expertise, productivity & satisfaction whether for
personal gain or for the benefit of an organization, community, nation or ultimately
the whole humanity.”
Scope of HRD: HRD is beneficial and important not only for an organization but also
individual employees, clients, customers etc. who have to deal with a given organization.
A Study on Employee Capability Enhancement through Training &
Development in Bharat Heavy Electricals Limited
A Maharatna Central PSU
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 HRD is concerned with development of employees to meet the present & future needs.
 HRD plans for a manager’s succession & develop certain leadership qualities among
its employees
 It helps in improving different skills among employees.
 HRD programmers also aim at facilitating group communication, increasing group
interaction & coordination among employees. It is also concerned with group dynamics
and team work.
 It helps in improving new skills, training employees in new technology, indulging in
new activities to enhance one’s capabilities to changing environment.
 It covers wide area such as training, development, organizational change,
organizational development, employee motivation etc.
ROLE OF
TRAINING IN
HRD:
Training is the
most important
function of Human
Resource Develop-
ment Department. Right person at the right place has become today’s trend of
globalized market. Therefore, training has become an important factor for maintaining &
improving interpersonal collaboration. Human Resources are the life blood of any
organization and only with well trained personnel, can an organization achieve its
goals.
Starting from Induction level training when the employee joins the organization to
periodical training to continuously upgrade the skills of the employee, besides updating his
knowledge about the organization, changing business scenario, new business practices,
emerging tools and techniques, business excellence efforts through Total Quality
A Study on Employee Capability Enhancement through Training &
Development in Bharat Heavy Electricals Limited
A Maharatna Central PSU
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Management (TQM), increasing expectations of customers like lower cost, best quality,
reduced cycle time etc., are some of the most included subjects in training programmes.
Trained employees would be the precious assets to an organization. Thus, HRD plays an
important role in training the employees and achieving changing organizational
strategies, goals & objectives.
A Study on Employee Capability Enhancement through Training &
Development in Bharat Heavy Electricals Limited
A Maharatna Central PSU
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2.0 RESEARCH DESIGN:
2.1 Title of the Study
Employee Capability Enhancement through Training & Development
2.2 Statement of the Problem
Gone are the days when training & development was seenas a ‘part time’ function or
‘not a must’ function in a number of organisations. This was primarily because the
organisations were living in a highly ‘protected’ environment in their respective field of
business, largely due to lack of competition. This statement is particularly true in case of
Companies operating directly under the Government. The Public Sector Undertakings were
operating under the complete protection of the government viz., assured orders at higher
prices resulting in impressive financial performance; liberal salaries, welfare measures and
other benefits; complete job security etc.
While saying so, we should also consider the commendable services of PSUs to core
sectors of the economy. A number of Public Sector Undertakings, under the Government
of India like HAL, HMT, BEL, BEML, BHEL, Indian Oil, Hindustan Petroleum etc., have
successfully shouldered the responsibility of leading this great nation towards progress and
prosperity for almost three decades, before the Government decided to accelerate the pace
of growth and opened the country’s economy to the world in the early nineties.
Consequent to the above, a number of world leaders in diverse fields entered Indian market.
Almost all the infrastructure sectors started witnessing the participation of leading Multi-
National Companies(MNCs) who started grabbing the market at competitive rates.
This situation posed a new challenge to Indian companies before whom the only solution
left was “Change…. or Be Left Behind”.
Bharat Heavy Electricals Limited (BHEL), which is one of the premier Central Public
Sector Undertaking has been at the forefront of country’s economy by strengthening the
Indian Power Sector since 1964. Having a major contribution of 65% in the installed Power
A Study on Employee Capability Enhancement through Training &
Development in Bharat Heavy Electricals Limited
A Maharatna Central PSU
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Generating Capacity of India, is by no means a small achievement! With a strong
engineering capability, country-wide manufacturing and service base, ably backed by a
human reservoir of over 42,000 engineers, supervisors and skilled workmen, BHEL was
already a favourite company for investors for being one of the ‘blue chip companies of
India’. For a company which was already on a professional path, the post-globalisation
era brought many more challenges like upgradation of technology, review of its
product-mix in line with current industry requirements and above all, empowering
its human resource to face the competition!
While matching the Company’s technology to world standards and review of product-mix
was already a regular exercise for BHEL, ‘Enhancement of the Capabilities of
Employees’ was a major challenge as it is the human resource which primarily drives
the growth of any organization, not just the money and machines. As competition was
becoming tough each year for the Company, from domestic as well as international
heavy electrical equipment manufacturers, BHEL had a serious issue on hand to
enhance the skills of its employees, change their mindset to accept the realities of the
new era and gear themselves to take on the best in the world.
In this background, I have taken up a study at BHEL. The study aims to examine various
steps taken by BHEL to enhance the capabilities of its employees and to understand to
what extent it succeeded in this endeavor.
As the role of Human Resource Development (HRD) Department is crucial in a task like
this, it was decided to undertake the study of HRD function in the company. As BHEL has
a large number of divisions throughout the country and its policies and programmes are
implemented uniformly across the company, the Bengaluru-based Electronics Division of
BHEL was selected for carrying out this study.
A Study on Employee Capability Enhancement through Training &
Development in Bharat Heavy Electricals Limited
A Maharatna Central PSU
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2.3 Objectives of the Study
The objective of the study is to find answers to certain questions, get solution to the
problem and validate the existing knowledge, through the applications of scientific
procedures. Some of the important broad objectives of my study are :
 To study the importance given by BHEL to enhance the capabilities of their employees
to make them more competitive in the global market.
 To study the resourcefulness of BHEL in terms of funds, facilities, faculties, time
allocation for conducting the training programmes.
 To study the quality and content of the programmes.
 To study the perception of employees towards the training programmes.
 To study the effectiveness of training in overall development of skills of employees
 To study the system for measurement of effectiveness of training programmes.
2.4 Scope of the Study
This Study has been carried out by framing a clear-cut scope as explained below:
 Development of HRD concept in BHEL over the years.
 Facilities created for conducting Training & Development Programmes.
 Types of Training and Development Programmes conducted in BHEL.
 In the increasing global competition, what steps management took to enhance the
capabilities of their employees using Training & Development as a tool.
 Organisation of HRD Department and the facilities created therein.
 Number of programmes conducted and number of employees covered in the training
programme over a period of time.
 Money spent on training and development programmes in BHEL.
 Frequency of programmes attended by the employees, usefulness and effectiveness.
 Measurement tools to evaluate the impact of training programmes on the participants.
A Study on Employee Capability Enhancement through Training &
Development in Bharat Heavy Electricals Limited
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2.5 Limitations of the Study
 As compared to some of the leading Private Companies, a Public Sector Undertaking
is perceived to be reluctant in sharing the vital information. Though I was successful in
this to a great extent, some of the old data especially relating to the training &
development programmes conducted prior to globalization era could not be collected.
 Data collection was a time consuming exercise. Though most of the data were made
available to me, all of them were not available in one place or they were not readily
available and had to be prepared and given to me.
2.6 Research Type:
Globally, Research Studies have been broadly classified into ten types. They are 1) Basic
Research or Fundamental Research, 2) Ex-Post Facto Research, 3) Social Research,
4) Field Studies, 5) Case Study Research, 6) Casual or Experimental Research, 7)
Descriptive Research, 8) Action Research, 9) Exploratory Research and 10) Market
Research. Researchers will choose the type of research based on their type of study. For
example, if the objective is to find out the demand for a particular product proposed to be
introduced, then the Market Research will be chosen.
Since the title of my Study is pre-planned and structured in design so that the information
collected can be statistically inferred on a population, I have chosen the Descriptive
Research method.
Meaning of Descriptive Research
Descriptive research is conclusive in nature. This means that descriptive research gathers
quantifiable information that can be used for statistical inference through data analysis.
Most often, researchers use it as a method to reveal and measure the strength of a target
group’s opinion, attitude, or behavior with regard to a given subject. But, another common
use of descriptive research would be the surveying of demographical traits in a certain
group (age, income, marital status, gender, etc.). This information could then be studied at
A Study on Employee Capability Enhancement through Training &
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face value, measuring trends over time, or for more advanced data analysis like drawing
correlations, segmentation, benchmarking and other statistical techniques.
Effective Use of Descriptive Research : The trick to conducting any type of research is
to gain only valuable information. The collected data should allow the organization viz.,
BHEL in my case, to take action on a particular problem or opportunity facing it. This is
why, it is essential to create research objectives before starting the survey design! With
properly defined research objectives I was able to create a questionnaire that provided
relevant insights.
The next step to effective descriptive research is to ensure the accuracy of results. This
is possible by limiting bias and error in the surveying design and research method. With
sample surveys, it is not possible to completely avoid the errors, but it is very important to
control the margin of error by having a proper survey sample size.
In a Research study, it is essential to short list 4 or 5 bullet points covering the focus areas.
In the present case, my broad focal points were to understand -
 Emphasis being given by BHEL for Training & Development of its Employees
 Infrastructure Facilities created for this purpose
 What, When, Where, Who, Why and How (5 Ws & 1H) programmes are organized
 Perception of Participants in these programmes and
 Measurement of Effectiveness of Training Programmes in BHEL.
In a research study, even more than a questionnaire or survey, it is important for the
researcher to remain passive in one’s research. A researcher performs the role of an
Observer, not a Contributor.
Data Analysis: After collecting the data as per the Research Methodology followed,
important task for a researcher would be the transformation of raw data into a form that
will make them easy to understand and interpret; rearranging, ordering, and manipulating
A Study on Employee Capability Enhancement through Training &
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data to generate descriptive information. I completed the analysis process by following the
below mentioned steps :
 Prepare Tabulated Tables and Bar Graphs in Excel Sheet
 Prepare an objective analysis of available data for each question. For a person
carrying out the study, no data is right or wrong.
 Interpret the data
 Draw Inference
2.7 Methodology of the Study
Research methodology is a way to solve the research problem systematically. It may be
understood as a study to know how research is done scientifically. Research methodology
explains the various steps that are generally adopted by a researcher in studying research
problem along with the logic behind them. Therefore, research methodology has many
dimensions & research methods do constitute a part of the research methodology. The
scope of research methodology is wider than that of research methods. The term
methodology answers certain questions like Why certain data were collected, What,
Where, How were they collected and How were they analysed?
Research Method:
One of the primary differences between research methodology & methods is that research
methods are the methods by which an investigation is made into subject or a topic. On the
other hand, research methodology explains the methods by which you may proceed with
your research. Research method involves the actual experiments, tests, surveys etc. In short
it can be said that research methods aim at finding solutions to research problem whereas
research methodology aims at the employment of the correct procedures to find out
solutions. A research method therefore refers only to various specific tools or ways in
which data can be collected & analyzed.
A Study on Employee Capability Enhancement through Training &
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Collection of useful and relevant data is crucial in a Study. There are two types of data
which have to be focused on by the researcher viz., 1) Primary Data and 2) Secondary Data.
Meaning of Primary & Secondary Data:
Primary data includes information originally collected from interviews, meetings,
surveys, questionnaires and measurements. Secondary data can be found by studying
Annual Reports, Catalogues, Journals, Newspapers and a large number of Web Sites,
which is the most advanced source of collecting the secondary data.
Pros and Cons are there to both primary and secondary data. Primary data is tailored to
the needs of the researcher. When conducting a study, researchers can ask the questions
that best collect the data that help with their study through the use of surveys, interviews
and direct observations. Primary data can be either quantitative, focused on numbers and
measurements, or qualitative. However, it is time consuming.
Secondary data is usually immediately available at little or no cost. It can also be used
for extended lengths of time. For example, looking at a company's Annual Report, financial
data over a 10-year period can provide insight into trends that may not be obtainable from
primary data. The downside to secondary data is that it is generally focused on broader
topics and may be out of date.
For my Study I have opted for both Primary & Secondary Data as explained below:
Primary Data was collected through
1. Employee Perception Survey involving filling of the questionnaire by the employees
covering all categories.
2. Personal Interactions with a cross section of employees covering all the categories.
3. Personal discussion on a continuous basis during the study period with
Sr.Administrative Officer of HRD Department.
4. Personal discussion with AGM and Head of HRD Department.
A Study on Employee Capability Enhancement through Training &
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Secondary Data was collected through
5. Annual Reports, 2.Books, 3.Catalogues & 4.Web Sites of BHEL & other Companies.
2.8 Research Instrument:
Research Instrument is the generic term that researchers use for a measurement device
(survey, interviews, questionnaire etc.). To help distinguish between instrument and
instrumentation, consider that the instrument is the device and instrumentation is the course
of action (the process of developing, testing, and using the device).
Instruments fall into two broad categories, researcher-completed and subject-completed.
For example, the Researcher preparing and handing over the questionnaire to the
respondent can be called as Researcher Completed Instrument and the Respondent
filling up of the questionnaire and returning the same to the researcher can be called
Subject-Completed Instrument. The Research Instruments used by me for my research
study are :
A. PERSONAL INTERVIEWS: I met a number of Senior Officers of HRM and HRD
Departments including AGM-HRD, DGM-HRD, Sr. Administrative Officer-HRD,
who shared useful information with me on HRD Strategies, Programmes, their
effectiveness etc. Besides, I met a number of workers, supervisors and senior officers
in various other departments who also gave useful information on HRD activities in
the Company.
B. EMPLOYEE PERCEPTION SURVEY: A Questionnaire (ANNEXURE-A) was
used as a Research Instrument to carry out a Sample Survey amongst the employees of
BHEL-Electronics Division, Bengaluru. The primary objective of the survey was to
collect the views of sample population with regard to the purpose, types, frequency,
quality & content, usefulness of the training programmes and also the changing
approach of the management to enhance the capability of the employees. The
questionnaire, comprising of two parts viz., Part-A dealing with Respondent’s personal
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profile (4 questions) and Part-B dealing with questions on Training & Development
programmes and their effectiveness (17 questions) was prepared. The questionnaire
focused on the following key elements of the topic chosen for my Study:
 Emphasis given by BHEL for Training & Development of its Employees
 Infrastructure Facilities created for this purpose
 Five Ws and one H viz., What, Where, When, Who, Why and How programmes are
organized
 Employee-Perception about the quality and content of the programmes and
 Measurement of Effectiveness of Training Programmes by the management.
Sample Size : M/s Creative Research Systems, USA, one of the leading professional
company in the field of Research Studies, say that deciding the right Sample Size itself is
very important to achieve the desired reliability of the survey. It suggests that the
researchers should first consider the Confidence Interval which is also known as Margin
of Error and Confidence Level. If the Confidence Interval or Margin of Error is likely to
be around 5%, then the Confidence Level would be 95%. If the Margin of Error would be
around 10%, then the Confidence Level would be 90%. After taking into account both
these factors and the total population of the organization where the study is undertaken,
sample size should be calculated. As per this system, sample size would be very high.
However, when we look at the current practice in India, most of the professional research
agencies limit their sample size to as small as 1% of the population. One may be surprised
to know that TV News Channels who engage the services of professional research
organisations, operate at much less than 1% for Exit Polls which forecast the most
likely results of elections and most of the times they have proved to be reliable!
Hence, I, with the advice of my guides both at the College and at BHEL, fixed a Sample
Size of 100 which works out to almost 5% of the total population of 2050 at the
Electronics Division of BHEL. I am confident of this sample size, it is very practicable
A Study on Employee Capability Enhancement through Training &
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and reliable to collect the data, analyse, interpret and draw inference to gauge the views of
the employees across the organisation.
Accordingly, the survey was conducted, on Simple Random basis, by distributing the
questionnaires to 100 employees, covering the categories of Workers, Supervisors and
Executives across all the departments of BHEL-Electronics Division. The employees of
HRD Department were not included in the survey to ensure an objective assessment.
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3.0 COMPANY PROFILE :
Bharat Heavy Electricals Limited (BHEL)
3.1 History:
Thanks to the vision of the then Prime Minister of India, Pandit Jawaharlal Nehru who
called the Public Sector Industries as the “Temples of Modern India”, the Bharat Heavy
Electricals Limited (BHEL) was established in 1964 at Bhopal (MP). The main objective
of forming BHEL was to strengthen the Power Sector, the backbone of Indian Economy.
Setting up of BHEL paved the way for indigenous manufacture of the main
equipment required for setting up Power Projects in the country, thus reducing
dependence on foreign sources. Subsequently, the Company started growing and
expanding its business portfolio by manufacturing almost all the equipment required for a
Power Project. As a result, BHEL’s manufacturing divisions were established at Haridwar
in Uttarakhand, Hyderabad (AP), Tiruchirappalli (TN), Ranipet (TN), Bangalore
(Karnataka), Jagadishpur (UP), Vishakhapatnam (AP) and other places.
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3.2 Vision
BHEL’s Vision aims to become “a Global
Engineering Enterprise providing solutions
for a better tomorrow.”
3.3 Mission
BHEL has announced its Mission Statement
which reads “ProvidingSustainableBusiness
Solutions in the fields of Energy, Industry and Infrastructure”.
3.4 Core Values
In this endeavor, the Company has framed a set of Core Values covering a) Governance,
b) Respect, c) Excellence, d) Loyalty, e) Integrity, f) Commitment, g) Innovation and
h) Team Work.
All the core values identified by BHEL emphasize on:
 Acting as custodian of Shareholders’ Investment and striving to deliver superior
results leading to improved living standards of people.
 Respect for Human Dignity and the environment in and around the Company.
 Commitment to deliver and achieve excellence in all spheres.
 Loyalty to Customers, Company and between employees themselves.
 Working with high level of ethical standards reflecting honesty, decency, fairness
and integrity in both personal and institutional behavior.
 Delivering value to customers through team work.
 Setting high performance standards for individuals and teams.
 Thrust on R&D for development of new technologies and improved processes
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3.5 Board of Directors:
Shri Atul Sobti is the present Chairman & Managing Director of BHEL. Besides him, the
Board of Directors comprise of five Functional Directors who are the employees of BHEL.
They are S/Shri S.Biswas, Director(Engg., R&D), T.Chockalingam, Director(Finance),
Shri D.Bandyopadhyay, Director(HR), Shri Akhil Joshi, Director(Power) and Shri
Amitabh Mathur, Director (Industrial Systems & Products). Also, the Government of India
nominates Seven Independent Directors including those who represent the Ministry of
Heavy Industries & Public Enterprises. The present Independent Directors are S/Shri
Keshav N. Desiraju, Rajesh Kumar Singh, Subhash Chandra Pandey, A.N.Roy,
R.Swaminathan, Rajesh Kishore and Ms Harinder Hira. Shri I.P.Singh is Company
Secretary of BHEL.
3.6 Organisation Structure:
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A Maharatna Central PSU
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BHEL’s Corporate Offices are located at ‘BHEL House’, Siri Fort, Asian Games Village,
New Delhi-110049. Shri Atul Sobti, Chairman & Managing Director of BHEL along with
Functional Directors, who are the employees of BHEL, work from the Corporate Office.
Seven Independent Directors are located in different parts of the country and will take part
in Board Meetings and General Body Meetings. Independent Directors are nominated by
the Central Government including its two representatives from the Ministry of Heavy
Industries & Public Enterprises.
Today, BHEL has 17 Manufacturing Divisions, Four Power Sector offices in four zones,
International Operations Division, Regional Operations Divisions in most of State Capitals,
Services After Sales Division, Corporate Research & Development division, Corporate
Quality Management division, Corporate IT and Corporate Productivity Groups. Each full-
time Director is in charge of one business segment of the Company. Unit Heads in the rank
of Executive Director are the team leaders in each manufacturing and other divisions of the
Company.
3.7 Business Operations:
BHEL is an integrated power plant equipment manufacturer and the largest engineering
and manufacturing company of its kind in India engaged in the design, engineering,
manufacture, construction, testing, commissioning and servicing of a wide range of
products and services for the core sectors of the economy, viz. Power, Transmission,
Industry, Transportation (Railway), Renewable Energy, Oil & Gas and Defence.
Consistent performance in a highly competitive environment enabled BHEL attain
the coveted ‘Maharatna’ status in 2013.
BHEL’s operations are supported by its widespread network of 17 Manufacturing Units,
two Repair Units, four Regional Offices, eight Service Centres, eight Overseas Offices, six
Joint Ventures, fifteen Regional Marketing Centres and more than 150 project sites across
India and abroad.
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BHEL's growth has been synchronous with achieving self-sufficiency in the indigenous
manufacturing of heavy electrical equipment. Of the available annual capacity of 35,000
MW for power plant equipment manufacturing in the country, BHEL alone
constitutes a massive 20,000 MW per annum capacity.
Proven Capabilities in Power Sector: BHEL is one of the few companies in the world
having the capability to manufacture the entire range of power plant equipment and has
proven capabilities to execute power projects on turnkey basis. The power generation
sector comprises Thermal, Gas, Hydro and Nuclear Power Plants and BHEL has
capabilities to supply Turbines, Generators, Boilers and Auxiliaries up to 1000MW rating.
During 2015-16, the company has set a record in its history by commissioning and
synchronizing an all-time high 15,059 MW of power generating equipment. With this,
BHEL has already achieved 94% of the capacity addition target for the XII Plan in first 4
years itself. The company has been earning profits continuously since 1971-72 and paying
dividends since 1976-77 which is a reflection of company’s commendable performance.
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Global Presence: BHEL also has a widespread overseas footprint in more than 80
countries, covering all the inhabited continents, with cumulative overseas installed
capacity of BHEL manufactured power plants nearing 10,000 MW.
Quality a
Prime
Focus : BHEL has formulated a Corporate Quality Policy implemented throughout the
company. The high level of quality & reliability of BHEL products is due to adherence to
international standards by acquiring and adapting some of the best technologies from
leading companies in the world including General Electric Company, Alstom SA,
A Study on Employee Capability Enhancement through Training &
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Siemens AG and Mitsubishi Heavy Industries Ltd., together with technologies
developed in its own R&D centres. Most of its manufacturing units and other entities have
been accredited to Quality Management Systems (ISO 9001:2008), Environmental
Management Systems (ISO 14001:2004) and Occupational Health & Safety Management
Systems (OHSAS 18001:2007).
Research & Development: BHEL has been providing a major thrust on its Research &
Development efforts. During 2015-16, the Company spent Rs.893.07 Crore on R&D
which was 3.36% of the turnover. The Company filed 477 patents and copyrights
during the year, enhancing the company’s intellectual capital to 3441, which stand
testimony to active involvement of employees in R&D efforts of the company. About
Rs.6,676 Crore of the Company’s total turnover has been achieved from its in-house
developed products, introduced in the past five years.
Quality Circle Movement : A highly quality-conscious BHEL is a pioneering organization
in India to introduce the Japanese concept of “Quallity Circles” in its Hyderabad unit.
Since then, the Movement has taken deep roots not only in BHEL, but also in other
industries as well. The quality circle concept involves formation of a Circle by a group of
employees who through regular brain storming, experiments, research etc., find productive
solutions to various issues which result in improved quality, reduced cost, reduction in
material consumption and enhanced productivity.
Commitment to Protect the Environment : BHEL is committed to be an environment-
friendly company in all its areas of activities, products and services, ensuring a safe &
healthy work environment. The Company shares the growing concern on issues related to
Occupational Health and Safety and is committed to protecting the environment in and
around its own establishment and to provide a safe and healthy environment for all its
employees. For fulfilling these obligations, Company has formulated and implemented an
Occupational Health, Safety & Environmental Policy through management systems. In
recognition of this, BHEL has been awarded the ISO 14001:2004 Environmental
Management Systems Certification and OHSAS 18001:2007 Occupational Health &
Safety Management Systems Certification from M/s Det Norske Veritas (DNV).
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Reduced Carbon Footprint: The company is making efforts to reduce the carbon
footprint of its organizational activities and alsoits customers by adopting sustainable
business practices. Various projects and initiatives are being undertaken in the areas of
Renewable Energy Generation, Material and Natural Resource Management, Energy
Management, Water & Bio-Diversity Management and Carbon Management. BHEL
achieved Carbon Footprint Avoidance to the extent of 7800 MT CO2-e during 2015-
16 through various renewable energy based systems.
BHEL attributes it success over the years to its highly skilled and committed
workforce of around 42,000 employees who have been the backbone of BHEL's
journey towards business excellence. Further, the concept of sustainable development is
inculcated in the DNA of BHEL which is evident from its mission statement "providing
sustainable business solutions in the fields of energy, industry and infrastructure".
Skill Development Initiatives: During 2015-16, 16,500 non-BHEL individuals were
trained under skill development initiatives covering various schemes like graduate
apprenticeship, diploma apprenticeship, vocational training, industrial training, non-
statutory training. About 2,000 ITI Apprentices of different trades, have also been trained.
Corporate Social Responsibility (CSR)
As a responsible Corporate Citizen, BHEL not only excels in its core business activities,
but also extends its gentle hands to support the less privileged people in the society.
BHEL’s Mission Statement on CSR is "Be a Committed Corporate Citizen, alive
towards its Corporate Social Responsibility".
BHEL's contributions towards Corporate Social Responsibility till date include adoption
of a number of villages all over India, organising free medical camps/supporting charitable
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dispensaries, schools for the underprivileged and differently abled children, providing aid
during disasters/natural calamities, rainwater harvesting and free low-cost housing.
3.8 Product Profile:
BHEL’s Product Profile comprises of more than 180 Products and Systems catering to
Power Generation at Thermal, Hydro, Gas & Nuclear Power Plants; Transportation
Systems for Indian Railways; Industry Sector including Steel, Paper, Fertilizer, Petro-
Chemicals, Oil Rigs; Large Size Solar Power Plants; and Control Systems for Defence
Applications. Following are some of the main products of BHEL:
A. POWER PROJECTS:
1. Thermal: Boilers, Turbines, Generators up to 800MW ratings incl. Super-critical Sets.
2. Gas-based: Advance Class Gas Turbines up to 289 MW ratings.
3. Hydro: All products up to 250MW ratings.
4. Nuclear: Turbine Generator sets up to 700 MW ratings.
B. TRANSPORTATION:
1. 6000 HP Electric Locomotives for Indian Railways
2. Electrical Multiple Units for Sub-Urban Railways
C. NON-CONVENTIONAL ENERGY:
1. Grid-connected and Independent Solar Power Plants
2. Solar Panels and Batteries for Satellites of ISRO
D. DEFENCE:
1. Various products and systems for Indian Navy
E. INDUSTRIAL PRODUCTS & SYSTEMS:
1. Oil Rigs, 2. Compressors
3.9 Market Share:
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As explained earlier, BHEL enjoyed a dominant position in the Indian Power Sector
business. But, since the early 1990s, ever since the globalization process commenced,
BHEL started losing its monopoly owing to severe competition from leading manufacturers
from all over the world. Presently, BHEL is undergoing the most challenging period in
its history not only because of competition, but also because the Power Sector growth has
slowed down in India for about 4 years now, largely due to other issues like Coal Scam.
Though power sector is on a recovery path now, competition is increasing every day
affecting both prices and profits. As a result, a slide is seen in the sales and profit of
BHEL since 2013-14.
However, because of its intrinsic strength as India’s Engineering Giant, BHEL has still
retained the Leadership Position. As can be seen from the pie chart (Left), BHEL’s share
in country’s installed Power Generation Capacity is 55% (earlier 65%) as against 45% by
others on 31st March 2015. Winning a number of contracts even in the midst of stiff
competition, BHEL has an Outstanding Order Book to the tune of Rs.1,10,000Crore!
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BHEL is under tremendous pressure regarding its turnover and profit levels. This is
evident in the ten-year financial performance of the Company which shows a turnover of
Rs.18,739 Crores during 2006-07 reaching a highest level of Rs.50,156 Crore during 12-
13 and sliding to Rs.26,587 Crore during 15-16. With regard to Profit Before Tax, it was
Rs.3,736 Crore during 06-07 reaching a high of Rs.10,302 Crore during 11-12 and sliding
to a loss of Rs.1,477 Crore during 15-16 .
3.10 Competitors :
Today, BHEL is facing intense competition from the following leading Companies:
Domestic : International
BGR Energy General Electric Co., USA
L&T Power Siemens AG, Germany
Reliance Power Alstom, France
Toshiba JSW Power Systems Pvt. Ltd. Doosan, South Korea
ABB India Host of Chinese Companies
Toshiba Corporation, Japan
3.11 SWOT Analysis:
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3.12 Awards & Accolades:
BHEL’s business practices in various fields, including its HR practices, have been
recognized at the national level with innumerable Awards and Accolades over the years.
BHEL employees are in receipt of Prime Minister’s Shram Awards every year, which
speaks volumes for the Company’s efforts to enhance the capabilities of its employees.
Since it will be difficult to highlight all the awards won by BHEL, I have highlighted here
only a few awards won by BHEL for its efforts in the field of HRM and HRD.
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BHEL placed among the Top 25 Best
companies to work for in India. Significantly,
BHEL is the only PSU to figure in the
distinguished list, compiled by way of an open,
web-based survey for all salaried employees in
India, by Business Today magazine.
BHEL has bagged the prestigious ‘Golden
Peacock HR Excellence Award’ 2016, in
recognition of its continued efforts and
significant contribution in the area of Human
Resource Management through its excellent HR
Initiatives, Contemporary Policies and Practices.
BHEL bags Top Case Study Award at
the SCOPE International HR Summit
2016 for developing and implementing an
online Training Need Identification (TNI)
tool across the organization. The team has
also developed a mobile app for TNI - the
first of its kind in industry.
BHEL wins 11th BML Munjal Award for
'Business Excellence through Learning and
Development.
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BHEL-Electronics Division, Bengaluru: The Electronics Division, where the current
Study has been carried out, is one of the major manufacturing divisions of BHEL.
Historical Background: Entry of BHEL in the state of Karnataka and Bengaluru was a
historic occasion. In 1976, the Government of Karnataka, handed over two of the
State Government Undertakings viz., Radio & Electricals Manufacturing Company
(REMCO) and Mysore Porcelains Division (MPL) to BHEL. Thus, on the premises of
REMCO, the Electronics Division of BHEL came into existence and on the premises of
MPL, the Electro-Porcelains Division (EPD) was established.
Electronics Division has emerged as a Market Leader for supply of Advanced Automation
Systems for Power Generation, Transmission and Distribution; Process Industries like
Steel, Paper, Chemical, Fertilizers etc.; Modern Control Systems for 6000 HP Electric
Locomotives of Indian Railways; MW-size Large Solar Power Plants; Solar Panels and
Batteries for Satellites launched by ISRO; and various control systems for Navy. Making
A view of the Power Plant equipped with BHEL’s Automation Grid-Connected Solar Power Plant set
Systems up by BHEL at Shivanasamudram in
Karnataka.
major advancements in Information Technology, the Electronics Division has developed
some unique features to run the Power Plants without long disruption in power generation
in the event of a breakdown.
Team : 2050 highly skilled manpower, comprising of Engineering Graduates, Diploma/ITI
holders, Finance and other management-related Professionals.
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4.0 DATA ANALYSIS AND INTERPRETATION
4.1 Title : Employee Capability Building through Training & Development
4.2 Sample Survey, Data Collection, Tabulation: A random sample survey was carried
out among 100 employees representing all categories viz., workmen, supervisors and
executives covering all the major departments. A questionnaire, consisting of two parts
viz., Part-A for collecting personal profile of the respondents and Part-B for collecting their
response to various HRD related questions was given to all the 100 respondents. The duly
filled-in questionnaires were collected, data tabulated and separate table and graphs
prepared for each question.
4.3 Tables, Analysis & Interpretation, Graphs : With a view to understand the response
of participants in the survey for each parameter against each question, Tables and Graphs
were prepared to facilitate detailed analysis. These graphs helped to a great extent to
understand the views of the respondents and try to bring out my observations.
4.1-Table showing age of the respondents:
A1) Age Group No. of Respondents Percentage
18-29 Years 27 27%
30-39 Years 23 23%
40-49 Years 9 9%
>50 Years 41 41%
Total 100 100%
Analysis: When it comes to the Age Group of employees, 41% are in 50 Years and above
age group. 27% are youngsters and future leaders of the Company, 23% are in the age
group of 30-39 years and 9% are in 40-49 years’ age group.
Interpretation/Inference: For any future-oriented organization, right mix of young
employees and experienced employees is essential. While 41% with long experience will
be retiring in due course of time, it is encouraging to see 59% with a mix of experienced
employees as well as youngsters are there to shoulder the responsibility of steering the
Company ahead.
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4.1-GRAPH SHOWING AGE OF THE RESPONDENTS:
27
23
9
41
0
5
10
15
20
25
30
35
40
45
18-29 Years 30-39 Years 40-49 Years >50 Years
NumberofRespondents=100
Number of Responses
AGE GROUP OF THE RESPONDENTS
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4.2-TABLE SHOWING GENDER OF THE RESPONDENTS:
A2) Gender No. of Respondents Percentage
Male 79 79%
Female 21 21%
Total 100 100%
Analysis: Graph shows respondents constitute 79% male and 21% female population.
Interpretation/Inference: The gender ratio in BHEL is approximately 80% men and 20%
women which supports my effort to balance the participation of both the genders in the
survey.
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4.2-GRAPH SHOWING GENDER OF THE RESPONDENTS:
Graph 4.3.2
79
21
0
10
20
30
40
50
60
70
80
90
Male Female
NumberofRespondents=100
Number of Responses
GENDER OF THE RESPONDENTS
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A3) Educational Qualification No. of Respondents Percentage
SSLC 0 0%
Diploma 43 43%
Class 12 1 1%
Bachelor's Degree 50 50%
Post-Graduate 6 6%
Total 100 100%
Table =4.3.3
Analysis : Being a leading Engineering Enterprise, qualification and skills are crucial. 50%
of the respondents are Bachelor’s Degree holders which primarily comprises of
engineering graduates. Others include graduates with Finance, HR and other disciplines.
43% are ITI/Diploma holders. 6% are Post-Graduates. (Graph 4.3.3).
Interpretation/Inference: Real strength of any organization is its skilled manpower.
Especially, the Companies like BHEL operating in engineering field, engaging the services
of skilled technical hands is essential. When we look at the percentage of Diploma/ITI
holders as well as Graduates and Post-Graduates(most of them from engineering
background), we understand why BHEL is so strong as an engineering company.
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Graph 4.3.3
0
43
1
50
6
0
10
20
30
40
50
60
SSLC Diploma Class 12 Bachelor's Degree Post-Graduate
NumberofRespondents=100
Number of Responses
EDUCATION QUALIFICATION OF RESPONDENTS
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A4) Length of Service/Experience No. of Respondents Percentage
Less than 5 Years 13 13%
6 to 14 Years 37 37%
15 to 24 Years 8 8%
25 Years and above 42 42%
Total 100 100%
Table =4.3.4
Analysis: While 37% of the respondents have gained 6 to 14 years of service in BHEL,
42% have an experience of 25 years and above. 8% completed 15 to 24 years’ experience.
All these three groups play a significant role in guiding the 13% youngsters who have
begun their career in BHEL with experience of less than 5 years. (Graph 4.3.4).
Interpretation/Inference: For an aspiring organization, right mix of both Young and
Experienced human resource is essential. The experienced people will groom the
youngsters to should more responsibilities and become future leaders of the
Company. In this context, the about 50% employees with long experience of more than
15 years are the present leaders of BHEL, engaged in grooming the remaining 50%
youngsters. Keeping this in mind, most of the Faculty Members in BHEL are chosen from
amongst the senior employees of BHEL.
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Graph 4.3.4
13
37
8
42
0
5
10
15
20
25
30
35
40
45
Less than 5 Years 6 to 14 Years 15 to 24 Years 25 Years and above
NumberofRespondents=100
Number of Responses
LENGTH OF SERVICE OF THE RESPONDENTS
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PART – B : QUESTIONS RELATING TO BHEL’S HRD ACTIVITIES
B1) BHEL has a clear-cut Training and Development Policy
Response No. of Respondents Percentage
Yes 87 87%
No 13 13%
Total 100 100%
Table =4.3.5
Analysis: As can be seen from the graph, 87% of the respondents agree that BHEL has a
clear-cut Training & Development Policy, while 13% have said it is not there. (Graph
4.3.5).
Interpretation/Inference: 13% Respondents who have said ‘No’ are either from workers’
category who have relatively minimum chance of accessing this type of information
through on-line methods or those who may not be aware. But, for a growth-oriented
Company, educating and enlightening the entire human resource is required. Hence, the
communication system existing within the Company needs to be reviewed.
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Graph 4.3.5
87
13
0
10
20
30
40
50
60
70
80
90
100
Yes No
NumberofRespondents=100
Number of Responses
CLEAR CUT TRAINING AND DEVELOPMENT POLICY
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B2) Do you think Training & Development of employees,a thrust area in BHEL right
from the beginning?
Response No. of Respondents Percentage
Yes 88 88%
No 12 12%
Total 100 100%
Table =4.3.6
Analysis: For the question ‘whether Training & Development of employees, a thrust area
in BHEL right from the beginning, 88% have said ‘Yes’ and 12% have said ‘No’. (Graph
4.3.6).
Interpretation/Inference: Overwhelming response to parameter ‘Yes’ indicates the
significance attached to Human Resource Development activities in BHEL. At the same
time, why 12% don’t think that Training & Development of employees is not a thrust area
needs to be studied. To improve the employee perception, efforts should be made to reach
all the employees through a more effective communication system.
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Graph 4.3.6
88
12
0
10
20
30
40
50
60
70
80
90
100
Yes No
NumberofRespondents=100
Number of Responses
T&D - A THRUST AREA
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B3) Does BHEL link Training and Development with Company’s Business
Strategies?
Response No. of respondents Percentage
Yes 87 87%
No 13 13%
Total 100 100%
Table =4.3.7
Analysis: 87% of the respondents have said that BHEL does link Training & Development
with Company’s business strategies, while 13% have said ‘No’. (Graph 4.3.7).
Interpretation/Inference: Those who have said ‘Yes’ seem to be aware of how important
it is to link Training & Development with Company’s Business Strategies. Those who have
said ‘No’ perhaps think it is not there or they are not aware. Here,we can make a common
observation. For questions B1 to B3 which required the responses to be in either ‘Yes’
or ‘No’, those who have responded ‘Yes’ and those who have responded ‘No’ are
appearing to be more or less on the same scale. This means, while around 87%
respondents know about a) Training & Development Policy in BHEL, b) T&D a
thrust area in the Company and c) BHEL links T&D with Company’s Business
Strategies, for all the three questions, around 13% have said no. This trend gives an
impression that BHEL needs to focus more on this section of the population through
regular interaction.
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Graph 4.3.7
87
13
0
10
20
30
40
50
60
70
80
90
100
Yes No
NumberofRespondents=100
Number of Responses
T&D LINKED WITH BUSINESS STRATEGY
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B4)Does BHEL always focus on continuously developing the skills of employees?
Response No. of Respondents Percentage
Completely Agree 41 41%
Agree to Some Extent 55 55%
Don’t Agree 4 4%
Total 100 100%
Table =4.3.8
Analysis: 41% of the respondents ‘Completely Agree’ that BHEL always focus on
continuously developing the skills of employees. 55% say ‘Agree to some extent’. (Graph
4.3.8).
Interpretation/Inference: The 41% of the respondents who ‘Completely Agree’ convey
the message that continuous skill development of employees is a priority area in BHEL.
But, the majority 55% who ‘Agree to Some Extent’ seem to be partly agreeing and feeling
that more efforts are required in this direction. Those who say ‘don’t agree’ may be just
4%, but it cannot be ignored. Skill development process in today’s global scenario is a part
and parcel of management function to enhance the capabilities of the employees. From the
responses collected, especially considering the feedback of 55% and 4% respectively, we
can infer that considerable percentage of employees feel that more efforts are required in
this direction.
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Graph 4.3.8
41
55
4
0
10
20
30
40
50
60
Completely Agree Agree to Some Extent Don’t Agree
NumberofRespondents=100
Number of Responses
BHEL FOCUS ON DEVELOPING EMPLOYEE SKILLS
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B5)BHEL recognizes T & D as a means to Enhance the Capabilities of Employees
Response No. of Respondents Percentage
Completely Agree 42 42%
Agree to Some Extent 55 55%
Don’t Agree 3 3%
Total 100 100%
Table =4.3.9
Analysis: 42% have said that they ‘Completely Agree’ to the question on BHEL
recognizing T&D as a means to enhance the Capabilities of Employees. A majority of
55% say ‘Agree to Some Extent’.
Interpretation/Inference: 42% who ‘Completely Agree’ seem to be fully aware of BHEL
identifying Training & Development as a means to Enhance the Capabilities of Employees,
may be because they are more exposed to such programmes than others. 55% respondents
who ‘Agree to Some Extent’ may be suggesting that more efforts are required. (Graph
4.3.9).
It is interesting to observe that for questions B4 and B5 relating to Skill Enhancement
efforts and Training & Development as a means to Enhance the Capabilities of
Employees, Respondents seem to be on the same lines with 41 -42% ‘Completely
Agreeing’ and 55% ‘Agreeing to Some Extent’. Both the questions are inter-related
and responses for both the questions are consistent. As an organization, BHEL while
feeling happy about those who ‘Completely Agree’, should give more attention
towards those who say ‘Agree to Some Extent’ and those who say ‘Don’t Agree’ to
improve their perception for overall betterment.
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Graph 4.3.9
42
55
3
0
10
20
30
40
50
60
Completely Agree Agree to Some Extent Don’t Agree
NumberofRespondents=100
Number of Responses
T & DAS A MEANS TO ENHANCE EMPLOYEE CAPABILITY
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B6)How are the Training needs for employees in BHEL identified/planned?
Response No. of Respondents Percentage
Performance appraisal 9 9%
Training co-ordinator 24 24%
Reporting Officer 6 6%
Online method 10 10%
All the above 51 51%
Total 100 100%
Table =4.3.10
10)
Particulars No. of respondents Percentage
Completely agree 38 38%
Agree to some extent 58 58%
Do not agree 4 4%
Total 100 100%
12)
Particulars No. of respondents Percentage
Perfarmance appraisal 9 9%
Training co-ordinator 24 24%
Reporting Officer 6 6%
Online method 10 10%
All the above 51 51%
Total 100 100%
Analysis: 51% of respondents have said that Training needs in BHEL are
identified/planned through all the methods listed in the question, including Online
Methods. 24% say Training Co-Ordinators identify the training needs of employees.
Online methods, Performance Appraisal and Reporting Officer have been rated at 10%,
9% and 6% respectively. .(Graph 4.3.10)
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Interpretation/Inference: While 51% of the Respondents indicate that all the above listed
channels are used for identifying the training needs of employees, others have seen each
of the channels in isolation. What is significant is the role of Training Co-Ordinators. 24%
have separately rated the option of Training Co-Ordinators and in the rating of ‘ All the
Above’ also, the option of Training Co-ordinator is included. Hence, we can logically
conclude that in BHEL, while other channels are active, Training Co-Ordinators play an
important role in identifying the training needs of employees. Another point clearly evident
here is the total efforts to ensure the participation of employees in Training & Development
programmes, by using both manual and online methods.
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Graph 4.3.10
9
24
6
10
51
0
10
20
30
40
50
60
Performance
appraisal
Training co-
ordinator
Reporting Officer Online method All the above
NumberofRespondents=100
Number of Responses
IDENTIFICATION/PLANNING OF TRAINING NEEDS
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B7) Training Programmes in BHEL contain
Response No. of Respondents Percentage
Lecturers 6 6%
PPT 6 6%
Innovative exercise 2 2%
Interactions 1 1%
All the above 85 85%
Total 100 100%
Table =4.3.11
Analysis: 85% of the respondents have said that training programmes contain all the above
options. 6% each have told ‘lectures’ and ‘power point presentations’, 2% have said
‘innovative exercises’ and 1% have said ‘interaction between participants & faculty’.
(Graph 4.3.11).
Interpretation/Inference: To make any training programme interesting to the participants
and make them actively involve themselves in such programmes, it is essential to enhance
its quality and content. This can be achieved by having a mix of lectures, power point
presentations, creative exercises, interaction between the faculty and participants etc.
Based on the above data, we can logically infer that BHEL is making efforts to
enhance the quality of programmes by incorporating all the above tools and
techniques.
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13)
Particulars N
Lecturers
PPT
Innovative exercise
6 6
2 1
85
0
10
20
30
40
50
60
70
80
90
Lecturers PPT Innovative exercise Interactions All the above
NumbrofRespondents=100
Number of Responses
CONTENTS OF TRAINING PROGRAMMES
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Interactions
All the a bove
Total
Graph 4.3.11
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B8) How are the Course Materials made available to the Participants?
Response No. of Respondents Percentage
Printed copy 47 47%
Hosting on intranet 9 9%
E-mail 2 2%
All the above 42 42%
Total 100 100%
Table =4.3.12
Analysis: Whereas 47% say that Printed Copies of Course Materials are being given, 9%
and 2% say that they are getting the same through online means. While 11% respondents
say that they are receiving in soft mode, 42% say that they are getting the same in both
hard and soft formats, which clearly states that BHEL indeed is using Information
Technology for HRD activities, but there is scope for further improvement (Graph
4.3.12).
Interpretation/Inference : In line with the changing times and technologies,
changes/improvements are bound to happen in big corporates like BHEL. But, considering
the different sections of the employees, especially the workers who may not be familiar
with Information Technology, Internet, Email etc., switching over to such technologies for
communicating with employees can be achieved in a phased manner. From the data
available above, we can infer that hard format i.e. printed copies constitute a major portion
of course materials. Besides the 47% who say material is given in the form of printed
copies, the 42% who have said ‘All the Above’ which also includes the option ‘Printed
Copies’, we can logically conclude that traditional method of providing course materials
to participants is continuing in BHEL in a big way, but the information technology is being
used for this purpose in a slow pace.
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Graph 4.3.12
47
9
2
42
0
5
10
15
20
25
30
35
40
45
50
Printed copy Hosting on intranet E-mail All the above
NumberofRespondents=100
Number of Responses
HOW ARE THE COURSE MATERIALS PROVIDED
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B9) Training Programmes are lively and enthuse participants
Response No. of Respondents Percentage
Completely agree 39 39%
Agree to some extent 59 59%
Don’t Agree 2 2%
Total 100 100%
Table =4.3.13
19)
Particulars No. of respondents Percentage
Completely agree 39 39%
Agree to some extent 59 59%
Do not agree 2 2%
Total 100 100%
Analysis : With regard to the Training Programmes being lively, 39% say they
‘Completely Agree’, while 59% ‘Agree to some extent’. 2% of the respondents have said
that they ‘Don’t Agree’. (Graph 4.3.13).
Interpretation/Inference: Whereas we are sure that the 39% of the respondents
completely agree that the training programmes are lively and enthuse the participants, 59%
of them say ‘Agree to Some Extent’ which logically means that the programmes are lively,
but further improvement is required. Here also, the 2% respondents ‘don’t agree’. Success
of any training programme depends on how much lively it is and how much it is holding
the participants’ attention. Faculty members and the quality of their presentations and at
the same time, active involvement of participants will go a long way in making the
programmes more lively and productive.
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Graph 4.3.13
39
59
2
0
10
20
30
40
50
60
70
Completely agree Agree to some extent Don’t Agree
NumberofRespondents=100
Number of Responses
PROGRAMMES ARE LIVELY & ENTHUSE THE
PARTICIPANTS
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B10) Average Number of Programmes attended in a year
Response No. of Respondents Percentage
1 to 2 53 53%
3 to 4 27 27%
5 to 6 12 12%
More than 6 8 8%
Total 100 100%
Table =4.3.14
Analysis: The above table shows that 53% of the respondents participate in 1 to 2 training
programmes in a year, whereas there are sizeable 27% who take part in 3 to 4 programmes
in a year. 12% participate in 5 to 6 programmes and 8% in more than 6 programmes in a
year. (Graph 4.3.14).
Interpretation/Inference: The effort to enhance the capabilities of employees in BHEL
also aim at achieving all-round development in them. To do so, BHEL conducts a variety
of programmes including those relating to work area, personality development,
communication skills, health, safety, environment etc. Opportunities are given to
employees to participate in all these types of programmes. Hence, each employee
participates in more than one programme during the year. These varying percentages also
reflect the participation of employees on the basis of ‘need’. Some employees may
participate in more number of programmes compared to others.
21)
Particulars No. of respondents Percentage
Highly Satisfied 21 21%
Satisfied 53 53%
Fair 23 23%
Not Satisfied 3 3%
Total 100 100%
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Graph 4.3.14
53
27
12
8
0
10
20
30
40
50
60
1 to 2 3 to 4 5 to 6 More than 6
NumberofRespondents=100
Number of Responses
AVERAGE NUMBER OF PROGRAMMES ATTENDED IN A
YEAR
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B11) Overall how much are you satisfied with the training programmes?
Response No. of Respondents Percentage
Highly Satisfied 21 21%
Satisfied 53 53%
Fairly Satisfied 23 23%
Not Satisfied 3 3%
Total 100 100%
Table =4.3.15
Analysis: 53% of the respondents say they are ‘satisfied’ with the Training Programmes,
whereas 21% rate they are ‘Highly Satisfied’. 23% say they are ‘Fairly Satisfied’ and 3%
say ‘Not Satisfied’. (Graph 4.3.15).
Interpretation/Inference: The first two parameters viz., ‘High Satisfied’ and ‘Satisfied’
fall into the same category with a degree of difference. From the data available for these
two parameters, we can logically infer that majority of the respondents, which is as
high as 74%, are satisfied with the training programmes. Here, the term ‘satisfied’
covers both quality and content of the programmes. Views of 23% who say ‘Fairly
Satisfied’ and 3% who say ‘Not Satisfied’ are also significant for BHEL to think of
improvements.
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22)
Particulars No. of respondents Percentage
Always 29 29%
Most likely 36 36%
Some times 31 31%
Never 4 4%
Total 100 100%
Graph 4.3.15
21
53
23
3
0
10
20
30
40
50
60
Highly Satisfied Satisfied Fairly Satisfied Not Satisfied
NumberofRespondents=100
Number of Responses
HOW MUCH ARE YOU SATISFIED WITH THE TRAINING
PROGRAMMES
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B12) After the Training Programmes, Seniors discuss with the participants
Response No. of Respondents Percentage
Always 29 29%
Most of the times 36 36%
Some times 31 31%
Never 4 4%
Total 100 100%
Table =4.3.16
Analysis: As can be seen from the table, 29% say their Seniors ‘Always’ hold post-
programme discussion with them, while 36% say it is done most of the times. 31% say
‘Sometimes’ and 4% say it is done ‘Never’. (Graph 4.3.16).
Interpretation/Inference: The Senior Officers who nominate the participants will have a
duty to seek the feedback of the concerned employees after the training programme. This
will help them assess how much has the programme benefited the employee and how much
of it can be implemented in the organization. Considering the available data for
Parameter ‘Always’ and ‘Most of the times’, we can logically conclude that in a
majority of 65% cases, senior officers discuss with them after the programme.
Definite areas for improvement to make the training programmes more purposeful are 31%
saying ‘sometimes’ discussion takes place and 4% saying it never takes place.
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Graph 4.3.16
29
36
31
4
0
5
10
15
20
25
30
35
40
Always Most likely Some times Never
NumberofRespondents=100
Number of Responses
SENIORS DISCUSS WITH THE PARTICIPANTS AFTER THE
PROGRAMMES
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B13) Do you share learnings from training programme with your team members?
23)
Particulars No. of respondents Pecentage
Completely agree 47 47%
Agree to some extent 51 51%
Do not agree 2 2%
Total 100 100%
Response No. of Respondents Percentage
Always 27 27%
Most of the times 44 44%
Sometimes 27 27%
Never 2 2%
Total 100 100%
Table =4.3.17
Analysis: With respect to the participants sharing their learnings with their team members,
parameters ‘Always’ and ‘Most of the Times’ together are rated at 71%. 27% say
‘Sometimes’ and 2% say ‘Never’ (Graph 4.3.17).
Interpretation/Inference: Here, the table shows an impressive improvement in
information sharing between the team members, as compared to information sharing
between Participants and Senior Officers. analysed at Table B12. Sharing of knowledge
gathered at the training programmes is a key requirement to build a capable team in
the organization. Most of the times, only one or two members from each team may
participate in a programme, but other members should also get the benefit of the
programme. This can be ensured by the participants by sharing information with others.
Hence, it is essential for the participants to share their knowledge with their team members.
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Graph 4.3.17
27
44
27
2
0
5
10
15
20
25
30
35
40
45
50
Always Most of the times Sometimes Never
NumberofRespondents=100
Number of Responses
DO YOU SHARE YOUR LEARNINGS WITH YOUR TEAM
MEMBERS?
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B14) Training programmes enhance Quality, Productivity and Performance
Response No. of Respondents Pecentage
Completely agree 47 47%
Agree to some extent 51 51%
Don’t Agree 2 2%
Total 100 100%
Table =4.3.18
Analysis: To the question of Training Programmes leading to enhanced Quality,
Productivity and Performance, 47% of the respondents say they ‘Completely Agree’. 51%
say they ‘Agree to some extent’ and 2% say they ‘Don’t Agree’(Graph 4.3.18).
Interpretation/Inference: Main objective of any training programme is to achieve people
development and through that enhancing the operational parameters like Quality,
Productivity and Performance. When 47% of the respondents ‘Completely Agree’ with this
point, we may infer that these people participate in such programmes with a positive frame
of mind to derive maximum benefit for themselves as well as for the organization and such
people would have seen the success. A majority 51% ‘Agree to Some Extent’ which again
reflect on the positive impact of training programmes, while at the same time they also
indicate the scope for improvement. Mere 2% not agreeing can be interpreted as exceptions
in any organization.
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24)
Particulars No. of respondents Pedrcentage
Yes 85 85%
No 15 15%
Total 100 100%
Graph 4.3.18
47
51
2
0
10
20
30
40
50
60
Completely agree Agree to some extent Don’t Agree
NumberofRespondents=100
Number of Responses
TRAINING PROGRAMMES ENHANCE QUALITY,
PRODUCTIVITY & PERFORMANCE
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B15) HRD Department regularly collects Feedback from the participants
Response No. of Respondents Percentage
Yes 85 85%
No 15 15%
Total 100 100%
Table =4.3.19
Analysis: As can be seen in the above table, 85% of the respondents say the HRD
Department regularly collects Feedback from the participants. 15% say ‘No’(Graph
4.3.19).
Interpretation/Inference: In any organization, after conducting the training programmes,
efforts should be made to know the feedback of participants. This will facilitate the HRD
Department to incorporate necessary improvements. 85% of the respondents saying that
HRD Department regularly collects feedback from the participants confirms the prevailing
system in BHEL. 15% say ‘No’ which indicates the feedback collecting system might not
have been applied for all the programmes and underlines the importance of covering all the
programmes to achieve further improvement.
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25)
Particulars No. of respondents Percentage
Report from HRD 33 33%
Controling officer 12 12%
Job Performance 4 4%
All the above 50 50%
None of the above 1 1%
Total 100 100%
Graph 4.3.19
85
15
0
10
20
30
40
50
60
70
80
90
Yes No
NumberofRespondents=100
Number of Responses
HRD REGULARLY COLLECTS FEEDBACK FROM
PARTICIPANTS
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B16) BHEL Management follows these methods to assess the effectiveness of the
programmes
Response No. of Respondents Percentage
Report from HRD 33 33%
Controlling Officer 12 12%
Job Performance 4 4%
All the above 50 50%
None of the above 1 1%
Total 100 100%
Table =4.3.20
26)
Particulars No. of respondents Percentage
Professional skills 6 6%
Occupation health 2 2%
Personality development 4 4%
Improvement in health 1 1%
Life style management 0 0%
All the above 87 87%
Total 100 100%
Analysis: 50% of the respondents say that BHEL Management adopts all the methods like
Report from HRD, Controlling Officer and job performance are considered to assess
effectives of training programmes on employees. 33% feel it is done based on Report from
HRD. 12% say Controlling Officer, 4% say it is done based on Job Performance and mere
1% say management follows none of these. (Graph 4.3.20).
Interpretation/Inference: In ensuring the Capability of its Human Resource to face the
market challenges, Management has a greater role to assess the effectiveness of the training
programmes. In this direction, a number of methods, as explained in the table, are in
practice in BHEL. 50% agreeing that all the given methods are in practice indicates that
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they are aware of various methods adopted by management to assess the effectiveness of
the programmes. Other respondents, barring 1%, also are aware of such individual systems.
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Graph 4.3.20
33
12
4
50
1
0
10
20
30
40
50
60
Report from HRD Controlling Officer Job Performance All the above None of the above
NumberofRespondents=100
Number of Responses
BHEL FOLLOWS THESE METHODS TO ASSESS THE
EFFECTIVENESS OF PROGRAMMES
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B17) Training & Development Programmes in BHEL are focused on
Response No. of Respondents Percentage
Professional Skills 6 6%
Occupational Health 2 2%
Personality Development 4 4%
Health-related subjects 1 1%
Life Style Management 0 0%
All the above 87 87%
Total 100 100%
Table =4.3.21
Analysis: 87% of the respondents have said that Training & Development Programmes in
BHEL are focused on all the aspects listed in the above table. 6% say they are focused on
Professional Skills, 4% say on Personality Development, 2% say on Occupational Health
and 1% say on Health-related subjects. (Graph 4.3.21).
Interpretation/Inference: In enhancing the Capabilities of its Employees, organisations
need to develop them into all-round personalities. For personality development, besides
employees’ work area, training programmes need to focus on all core areas highlighted in
the table above. Overwhelming 87% of the respondents have said that BHEL focuses on
all the aspects viz., Professional Skill Enhancement, Occupational Health, Safety &
Environment, Personality Development, Improvement in Health Standards and Life Style
Management techniques. This shows the efforts of BHEL management to make its
employees capable in all the aspects explained above.
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Graph 4.3.21
6
2
4
1 0
87
0
10
20
30
40
50
60
70
80
90
100
Professional
Skills
Occupational
Health
Personality
Development
Health-related
subjects
Life Style
Management
All the above
NumberofRespondents=100
Number of Responses
T & D PROGRAMMES ARE FOCUSED ON
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5.0 SUMMARY OF FINDINGS AND SOLUTION
5.1 Summary of Findings
The six-week long Study which I undertook in the Electronics Division of BHEL from the
2nd of January to the 15th of February 2017, was truly a rewarding experience for me.
I had read about the BHEL in newspapers and knew it is one of the blue-chip Central PSU,
responsible for strengthening the country’s power sector. The Company, with over 50
years of service, having manufacturing base throughout the country has added over 1.30
Lakh MW to nation’s power generation capacity, besides business presence in more than
80 countries covering all the inhabited continents! BHEL’s management rightly attributes
its tremendous growth and success over the years to its 42,000 employees.
With all the above strong points on its side, BHEL was carrying with it the brand of being
a Public Sector Company, under the control of Government of India. The general
perception of the public that PSUs are not so efficient, they are a cost-burden on the
country etc., was surely faced by BHEL also to some extent. So, when the globalization
process began in India, the apprehension was about the adaptability of BHEL to the
changing market requirements and its ability to face the world-leaders.
In this background, it was interesting to study how BHEL adjusted itself to the
competitive economy and how it prepared its human resource in this direction by
enhancing their capabilities. During my study in BHEL, which included personal
interaction with employees including senior officers, browsing of various documents and
conducting of employee perception survey, I started realizing that BHEL and its employees
were making sincere efforts to face the stiff competition in the market and are indeed seeing
the fruits of their efforts.
I place below 17 important findings covering the functioning of HRD in BHEL,
quantity/quality and content of training programmes, their effect on the employees and the
system existing in the company to measure the effectiveness of these programmes.
A Study on Employee Capability Enhancement through Training &
Development in Bharat Heavy Electricals Limited
A Maharatna Central PSU
84
I. STUDY FINDINGS :
i)‘People Development’ has been identified as one of the 6 Point Agenda formulated
in BHEL as part of its Business Strategy for Sustained Growth, underlining the
imperative need to ensure ‘Employee Capability Enhancement through Training &
Development’.
ii)Human Resource Development function in BHEL :
Human Resource Development Institute (HRDI): With the objective of ensuring
company-wide implementation of HRD policies and programmes, BHEL has established
a full-fledged, modern Corporate HRDI at Noida. HRDI aims to fulfil BHEL’s vision to
become "A World Class Engineering Enterprise committed to enhancing stakeholder
value". According to BHEL, its strength lies in what it values - people, performance,
customer, integrity and innovation. Every employee in the company is given an equal
opportunity to develop and realize his/her potential. Continuous quest at HRDI is to unfold
Bhel project report
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Bhel project report
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Bhel project report

  • 1. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 1 CHAPTER – 1 INTRODUCTION 1.1 - Introduction to the Industry: Power Sector : The Driving Force behind the Breathtaking Growth: Today, the world is witnessing revolutionary growth in all major sectors of the economy. Engineering & Electronics Industries, Software Companies, Telecommunication, Transportation, Medical Science have transformed the world with their immense contribution to the growth of the nation. They have contributed immensely to our GDP, generated enormous volume of employment, earning huge amount of foreign exchange for the country and ultimately improved the quality of life of the people. We have reached a stage where we cannot live without them. But, the real Driving Force behind the breathtaking growth of all these sectors is undoubtedly the ‘Power Sector’. If all these sectors should succeed and continue to contribute to national development, growth of Power Sector and Power Equipment Manufacturing Sector is imperative. a)Historical Perspective – Evolution of Heavy Electric Power Equipment Industry: In the history of electricity, no single defining moment exists. The way we produce, distribute and use electricity and the devices it powers is the culmination of nearly 300 years of research and development. Efforts to understand, capture, and use electricity began in the 18th century. For the next 150 years, dozens of "natural scientists" in England, Europe, colonial America, and later the United States analyzed electricity in nature, but producing it outside of nature was another matter. That didn't happen on any large scale until the late 19th century. Setting
  • 2. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 2 the stage for widespread commercial use of electricity were international researchers engaged in pure scientific research, and entrepreneurial businessmen who made their own major discoveries or produced, marketed and sold products based on others' ideas. Eminent contributors to today's electrically energized world include:  The operating principle of electromagnetic generators was discovered in the years of 1831–1832 by Michael Faraday. The principle later called Faraday's law.  George Babcock and Steven Wilcox were the founding fathers of the steam- generating boiler in 1867.  Thomas Doolittle, in 1876, devised a way to make the first hard-drawn copper wire strong enough for use by commercial electric industry.  Luigi Galvani (1737-1798), an Italian physician and physicist, his early discoveries led to the invention of the voltaic pile.  Georg Simon Ohm (1789-1854), discoverer of Ohm's Law.  Alessandro Giuseppe Antonio Anastasio Volta (1745-1827), an Italian physicist invented the electric battery. The electrical unit "volt" is named for Volta.  Sir Charles Parsons invented the first Steam Powered Turbine Generator for generating electricity in Thermal Power Plants in 1884. Emergence of a profession: Edison, Westinghouse, and other inventors and builders of electrical equipment competed to show the wonders of their new inventions. In 1881, Lucien Gaulard of France and John Gibbs of England arranged the first successful alternating-current electrical demonstration in London. Expositions and world's fairs became popular places to showcase new inventions involving electricity. Almost as soon as they moved from the drawing board to operational status, electrical devices and systems were on display, to the delight of admiring crowds throughout the United States, England, and Europe.
  • 3. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 3 Following are the world’s longest-running electrical equipment companies Schneider Electric, France, one of the world's oldest manufacturer of electrical equipment, started business in 1836. Headquartered in Rueil-Malmaison, France, Schneider Electric employs 1,70,000 people globally and earned a revenue of €24.9bn ($28bn) in 2014. German multinational conglomerate and Europe's biggest engineering company, Siemens is one of the oldest providers of equipment to the power sector. Headquartered in Munich, Siemens employs 343,000 people in more than 200 countries, and earned a revenue of €71.9bn ($81bn) in 2014. Emerson Electric Manufacturing Company, a leading electrical equipment manufacturer founded in 1890 in St. Louis, Missouri. Emerson now operates in more than 150 countries and employs approximately 1,15,000 people, earning $24.5bn in revenue in 2014. General Electric Company was set up in 1892. GE earned $148.6bn in revenue in 2014, registering a 2% year-on-year growth. Headquartered at Fairfield, Connecticut, the company employs 3,05,000 people globally. Sumitomo Electric Industries, which was set up in 1911, is headquartered in Osaka, Japan and employs 2,25,484 people globally, and reported net sales of $20.9bn in 2014.
  • 4. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 4 Japanese conglomerate Hitachi, was formed in 1910. Headquartered in Chiyoda, Tokyo, Hitachi operates globally employing 3,20,725 people, recording net sales of $1.2tn in 2014. Mitsubishi Electric was set up in 1921. Headquartered in Tokyo, Japan, the company employs more than 120,000 people globally, and reported net sales of $39bn in 2014. Fuji Electric Manufacturing was established in 1923. Headquartered in Tokyo, Japan, Fuji Electric employs 25,524 people worldwide and earned $7.38bn in revenue in 2013. Information Technology Empowers the Power Sector The Power Sector has immensely benefited by the advancement of Information Technology in the world. Using both Software and Hardware, the power equipment manufacturers are striving to provide the most advanced Automation Systems which can enhance the efficiency of power plants. Remote Controlling of Power Plants situated in faraway places from the place of manufacturer and providing timely support services ensures minimum breakdown and almost uninterrupted generation of power! In line with the general recession seen in the world economy, the Electrical Equipment Manufacturers were also facing the effect in their business since 2009. However, the Global Electrical Equipment market recovered to register growth at a CAGR of 4.92 percent over the period 2012-2016. One of the key factors contributing to this market growth is the increasing demand for electrical equipment from developing nations. b) Electrical Equipment industry – Indian Perspective The power sector in India has undergone significant development since Independence. When India became independent in 1947, the country had a power generating capacity of 1,362 MW. Hydro power and coal-based thermal power have been the main sources of electricity. Generation and distribution of electrical power was carried out primarily by private utility companies. Notable amongst them and still in existence is Calcutta Electric.
  • 5. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 5 Power was available only in a few urban centers; rural areas and villages did not have electricity. After 1947, all new power generation, transmission and distribution in the rural sector and the urban centers (which was not served by private utilities) came under the purview of State and Central government agencies. State Electricity Boards (SEBs) were formed in all the states. Development of Power Sector is key to economic development. The power Sector has been receiving adequate priority ever since the process of planned development began in 1950. The Power Sector has been getting 18-20% of the total Public Sector outlay in initial plan periods. Remarkable growth and progress have led to extensive use of electricity in all the sectors of economy in the successive five year plans. Over the years, the installed power generating capacity in India has increased to 310 GW from meagre 1713 MW in 1950. In the field of Rural Electrification and pump set energization, country has made a tremendous progress. About 85% of the villages have been electrified. Till December 1950 about 37% of the installed capacity was contributed by the public sector and about 63% was by the private sector. The Industrial Policy Resolution of 1956 envisaged the generation, transmission and distribution of power almost exclusively in the public sector. As a result of this, and facilitated by the Electricity (Supply) Act, 1948, the electricity industry developed rapidly in the State Sector. In the Constitution of India “Electricity” is a subject that falls under the concurrent list. Electricity (Supply) Act, 1948, led to the creation of State Electricity Boards (SEBs) for planning and implementing the power development programmes in their respective States and also central generation companies like NTPC, NHPC for setting up power projects in the Central Sector.
  • 6. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 6 Power Sector becomes vibrant in the Post Globalisation Era: Following the decisive turning point in the history of Independent India which witnessed the globalization process, Government of India thought that it was imperative to expand the Power Sector to keep up the tempo of development in the country. Realising the fact that the Government Companies and Corporations alone cannot meet the growing demand for power, which needed huge investment, the Government of India opened up the Indian Power Sector to Indian and International Private Power Producers, by:  Amending the Electricity (Supply) Act, 1948 in 1991 to provide for creation of private generating companies for setting up Power Plants and bulk selling of power.  Permitting 100% Foreign Direct Investment (FDI). Growth of Power Equipment Manufacturing Industry in India: In line with the growth in Power Generation Capacity, the Electrical Power Equipment Manufacturing Industry also saw rapid development in India. The first domestic manufacturer viz., Bharat Heavy Electricals Limited (BHEL), a Central Public Sector Undertaking, was set up in early sixties. For close to three decades, BHEL was the sole domestic electric power equipment manufacturer in the country. Following its decision to permit FDI for Private Power Generating Companies, Government of India also permitted the world leaders in Power Equipment Manufacturing to enter Indian Market with 100% FDI to fulfill the objectives of National Electricity Policy (NEP), aiming to achieve per capita electricity consumption of 1,000 kWh through its mission under NEP. Consequent to the above, a number of world leaders like ABB, Siemens, GE, Alstom, Honeywell, Toshiba Electric, Westinghouse along with Indian Private Companies like L&T, Reliance Power, BGR Energy Systems are taking part in power equipment business in India. Entry of these companies in the field of Power Equipment manufacturing
  • 7. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 7 sector has created a sharp competitive atmosphere in the market where all the manufacturers, including BHEL which was so far operating in a protected atmosphere, to compete and secure business. As a result of these efforts, the installed power generating capacity in the country has gone up to about 310 GW(Giga Watt) at the end of December 2016, at a Compounded Annual Growth Rate (CAGR) of 8.7% according to the data of Central Electricity Authority. This is expectedto reach a levelof 400 GW by 2022 which holds a promising future for power equipment manufacturing companies. The government is likely to add around 88.5 GW and 93 GW, respectively, under its 12th and 13th Five Year Plans. Expected investment in the 12th Five Year Plan period in the Generation, Transmission & Distribution would be Rs.6.39 lakh crore, Rs.1.80 lakh crore and Rs.3.06 lakh crore respectively. Based on investment estimates and capacity addition targets, domestic demand for generation equipment (BTG) could be in the range of US$ 25-30 billion by 2022; for the T&D equipment industry, it may be US$ 70–75 billion. The Power Equipment industry is projected to provide direct employment to 1.5 million people and indirect employment to 2 million people by 2022. 1.2 i) INTRODUCTION TO THE SUBJECT - HUMAN RESOURCE MANAGEMENT (HRM) Meaning, Definition and Scope of HRM: Meaning: HRM is the set of productive activities within an organization that focuses on transforming human resources. The activity includes searching right candidate, identifying their knowledge, skills & attitude towards a specific job, fixing & practicing fair competition policy, ensure the safety and comfort in work place,
  • 8. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 8 observing the performance of employees, employee motivation, effective communication, administration & training for increasing productivity & efficiency. HRM is a deliberate & widespread approach in managing people, workplace culture & environment. Effective HRM enables employees to contribute effectively & productively to the overall direction of the company & achieve organization’s goals & objectives. Definition: Human resource can be defined as the translating process of human being into a useful resource. When a human being contributes his/her skills, knowledge & positive attitude towards productive work in an organization, he/she becomes the human resource for that organization. Leon C Megginson defines HR as “the total knowledge, skills, creative abilities, talents & aptitude of an organization’s workforce, as well as the value, attitudes & beliefs of individuals involved.” Scope of HRM: HRM is undoubtedly the key resource in an organization and also the most difficult to manage. The purpose of the HRM span right from the manpower need’s assessment to management & retention of the same. To this effect HRM is responsible for effective designing & implementation of various policies, procedures & programmes. It is all about developing & managing knowledge, skills, creativity, aptitude & talent and using them optimally. HRM is not just limited to manage & optimally exploit human intellect. It also focusses on managing physical & emotional capital of employees. Considering the intricacies involved, the
  • 9. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 9 scope of HRM is widening with every passing day. It covers HR planning, hiring, training & development, payroll management, rewards & recognitions, industrial relations, grievances handling, legal procedures etc. The scope of HRM can be summarized as follows: 1. HRM in Personnel Management: This is typically direct manpower management. It involves manpower planning, hiring, training & development, induction & orientation, transfer, promotion, compensation, employee productivity. The overall objective here is to ascertain individual growth, development & effectiveness which indirectly contribute to organizational development. It also includes performance appraisal, developing new skills etc. 2. HRM in Employee Welfare: This aspect of HRM deals with working condition & amenities at work place. This includes a wide array of responsibilities & services such as safety services, health services, welfare funds, social security & medical services. It also covers medical care, sickness benefits, employment benefits & family benefits. 3. HRM in Industrial Relation: Since it is a highly sensitive area, it needs careful interactions with labor unions addressing their grievances & settling disputes effectively to maintain peace & harmony in the organization. It is the art & science of understanding the employment relation, joint consultation, disciplinary procedures, solving problems with mutual efforts of understanding human behavior & maintaining work relation, collective bargaining & settlement of disputes. It is about establishing, growing & promoting industrial democracy to safeguard the interest of both employees & management.
  • 10. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 10 Changing Outlook of HR: The HR function of today is not the one of yesterday, and it certainly won’t be the same tomorrow. Especially in the everchanging global business scenario where only the fittest will survive, Companies are fine tuning their HR strategies and functions to keep abreast of the changing world. So how do businesses make sure their HR departments are ready for upcoming challenges? A Future-Proofing Strategy The future will arrive regardless of whether an organisation is ready for it. Hence, it is important for an organisation to ensure its HR team can meet the challenges by cultivating a knowledgeable, engaged workforce that is ready to embrace it. Here are some useful tips for ways to accomplish future-proofing:  Evaluate the workforce by listing strengths, weaknesses & areas for improvement.  Create a culture of flexibility by encouraging new ideas and new solutions.  Inspire professional development by facilitating Knowledge Management.  Make sure employees & Management are on the same page.  Compile and analyse data on decisions to consider measures for improvement. 1.2 ii) INTRODUCTIONTO THE TOPIC:EMPLOYEE CAPABILITY ENHANCEMENT THROUGH TRAINING & DEVELOPMENT Meaning, Definition and Scope of Human Resource Development Meaning : Human Resource Development (HRD) is a process by which the employees of an organization are helped, in a continuous, planned way, to: 1) acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles, 2) develop their general capabilities as individuals and discover and exploit their potentials for their own
  • 11. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 11 and/or organizational development purposes, and 3) develop an organizational culture in which supervisor-subordinate relationships, teamwork, and collaboration among sub-units are strong and contribute to the professional wellbeing, motivation and pride of employees. HRD climate is characterized by the tendencies such as treating employees as the prime assets ofthe Company, perceiving that developing employees is the job of every manager, believing in the capability of employees, communicating openly, encouraging risk taking and experimentation, making efforts to help employees recognize their strengths and weaknesses, creating a general climate of trust, collaboration and autonomy, supportive personnel policies, and supportive HRD practices. An optimal level of development climate is essential for facilitating HRD activities and furthering the goals & objectives of the organisation. The top management subscribing to these values is a starting point. A healthy HRD climate certainly bolsters the overall internal environment of the organisation, fosters employee commitment, involvement and satisfaction with the job. An improvement in the mental capability, skill and physical capacity of the people constitutes an increase in the human capital because this enables the human factor to produce more. Definition: American Society of Training & Development defines HRD as “the integrated use of training & development, organizational development & career development to improve individual, group & organizational effectiveness”. According to Mclean & Mclean, “HRD is any process that has the potential to develop adults with work-based knowledge, expertise, productivity & satisfaction whether for personal gain or for the benefit of an organization, community, nation or ultimately the whole humanity.” Scope of HRD: HRD is beneficial and important not only for an organization but also individual employees, clients, customers etc. who have to deal with a given organization.
  • 12. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 12  HRD is concerned with development of employees to meet the present & future needs.  HRD plans for a manager’s succession & develop certain leadership qualities among its employees  It helps in improving different skills among employees.  HRD programmers also aim at facilitating group communication, increasing group interaction & coordination among employees. It is also concerned with group dynamics and team work.  It helps in improving new skills, training employees in new technology, indulging in new activities to enhance one’s capabilities to changing environment.  It covers wide area such as training, development, organizational change, organizational development, employee motivation etc. ROLE OF TRAINING IN HRD: Training is the most important function of Human Resource Develop- ment Department. Right person at the right place has become today’s trend of globalized market. Therefore, training has become an important factor for maintaining & improving interpersonal collaboration. Human Resources are the life blood of any organization and only with well trained personnel, can an organization achieve its goals. Starting from Induction level training when the employee joins the organization to periodical training to continuously upgrade the skills of the employee, besides updating his knowledge about the organization, changing business scenario, new business practices, emerging tools and techniques, business excellence efforts through Total Quality
  • 13. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 13 Management (TQM), increasing expectations of customers like lower cost, best quality, reduced cycle time etc., are some of the most included subjects in training programmes. Trained employees would be the precious assets to an organization. Thus, HRD plays an important role in training the employees and achieving changing organizational strategies, goals & objectives.
  • 14. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 14 2.0 RESEARCH DESIGN: 2.1 Title of the Study Employee Capability Enhancement through Training & Development 2.2 Statement of the Problem Gone are the days when training & development was seenas a ‘part time’ function or ‘not a must’ function in a number of organisations. This was primarily because the organisations were living in a highly ‘protected’ environment in their respective field of business, largely due to lack of competition. This statement is particularly true in case of Companies operating directly under the Government. The Public Sector Undertakings were operating under the complete protection of the government viz., assured orders at higher prices resulting in impressive financial performance; liberal salaries, welfare measures and other benefits; complete job security etc. While saying so, we should also consider the commendable services of PSUs to core sectors of the economy. A number of Public Sector Undertakings, under the Government of India like HAL, HMT, BEL, BEML, BHEL, Indian Oil, Hindustan Petroleum etc., have successfully shouldered the responsibility of leading this great nation towards progress and prosperity for almost three decades, before the Government decided to accelerate the pace of growth and opened the country’s economy to the world in the early nineties. Consequent to the above, a number of world leaders in diverse fields entered Indian market. Almost all the infrastructure sectors started witnessing the participation of leading Multi- National Companies(MNCs) who started grabbing the market at competitive rates. This situation posed a new challenge to Indian companies before whom the only solution left was “Change…. or Be Left Behind”. Bharat Heavy Electricals Limited (BHEL), which is one of the premier Central Public Sector Undertaking has been at the forefront of country’s economy by strengthening the Indian Power Sector since 1964. Having a major contribution of 65% in the installed Power
  • 15. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 15 Generating Capacity of India, is by no means a small achievement! With a strong engineering capability, country-wide manufacturing and service base, ably backed by a human reservoir of over 42,000 engineers, supervisors and skilled workmen, BHEL was already a favourite company for investors for being one of the ‘blue chip companies of India’. For a company which was already on a professional path, the post-globalisation era brought many more challenges like upgradation of technology, review of its product-mix in line with current industry requirements and above all, empowering its human resource to face the competition! While matching the Company’s technology to world standards and review of product-mix was already a regular exercise for BHEL, ‘Enhancement of the Capabilities of Employees’ was a major challenge as it is the human resource which primarily drives the growth of any organization, not just the money and machines. As competition was becoming tough each year for the Company, from domestic as well as international heavy electrical equipment manufacturers, BHEL had a serious issue on hand to enhance the skills of its employees, change their mindset to accept the realities of the new era and gear themselves to take on the best in the world. In this background, I have taken up a study at BHEL. The study aims to examine various steps taken by BHEL to enhance the capabilities of its employees and to understand to what extent it succeeded in this endeavor. As the role of Human Resource Development (HRD) Department is crucial in a task like this, it was decided to undertake the study of HRD function in the company. As BHEL has a large number of divisions throughout the country and its policies and programmes are implemented uniformly across the company, the Bengaluru-based Electronics Division of BHEL was selected for carrying out this study.
  • 16. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 16 2.3 Objectives of the Study The objective of the study is to find answers to certain questions, get solution to the problem and validate the existing knowledge, through the applications of scientific procedures. Some of the important broad objectives of my study are :  To study the importance given by BHEL to enhance the capabilities of their employees to make them more competitive in the global market.  To study the resourcefulness of BHEL in terms of funds, facilities, faculties, time allocation for conducting the training programmes.  To study the quality and content of the programmes.  To study the perception of employees towards the training programmes.  To study the effectiveness of training in overall development of skills of employees  To study the system for measurement of effectiveness of training programmes. 2.4 Scope of the Study This Study has been carried out by framing a clear-cut scope as explained below:  Development of HRD concept in BHEL over the years.  Facilities created for conducting Training & Development Programmes.  Types of Training and Development Programmes conducted in BHEL.  In the increasing global competition, what steps management took to enhance the capabilities of their employees using Training & Development as a tool.  Organisation of HRD Department and the facilities created therein.  Number of programmes conducted and number of employees covered in the training programme over a period of time.  Money spent on training and development programmes in BHEL.  Frequency of programmes attended by the employees, usefulness and effectiveness.  Measurement tools to evaluate the impact of training programmes on the participants.
  • 17. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 17 2.5 Limitations of the Study  As compared to some of the leading Private Companies, a Public Sector Undertaking is perceived to be reluctant in sharing the vital information. Though I was successful in this to a great extent, some of the old data especially relating to the training & development programmes conducted prior to globalization era could not be collected.  Data collection was a time consuming exercise. Though most of the data were made available to me, all of them were not available in one place or they were not readily available and had to be prepared and given to me. 2.6 Research Type: Globally, Research Studies have been broadly classified into ten types. They are 1) Basic Research or Fundamental Research, 2) Ex-Post Facto Research, 3) Social Research, 4) Field Studies, 5) Case Study Research, 6) Casual or Experimental Research, 7) Descriptive Research, 8) Action Research, 9) Exploratory Research and 10) Market Research. Researchers will choose the type of research based on their type of study. For example, if the objective is to find out the demand for a particular product proposed to be introduced, then the Market Research will be chosen. Since the title of my Study is pre-planned and structured in design so that the information collected can be statistically inferred on a population, I have chosen the Descriptive Research method. Meaning of Descriptive Research Descriptive research is conclusive in nature. This means that descriptive research gathers quantifiable information that can be used for statistical inference through data analysis. Most often, researchers use it as a method to reveal and measure the strength of a target group’s opinion, attitude, or behavior with regard to a given subject. But, another common use of descriptive research would be the surveying of demographical traits in a certain group (age, income, marital status, gender, etc.). This information could then be studied at
  • 18. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 18 face value, measuring trends over time, or for more advanced data analysis like drawing correlations, segmentation, benchmarking and other statistical techniques. Effective Use of Descriptive Research : The trick to conducting any type of research is to gain only valuable information. The collected data should allow the organization viz., BHEL in my case, to take action on a particular problem or opportunity facing it. This is why, it is essential to create research objectives before starting the survey design! With properly defined research objectives I was able to create a questionnaire that provided relevant insights. The next step to effective descriptive research is to ensure the accuracy of results. This is possible by limiting bias and error in the surveying design and research method. With sample surveys, it is not possible to completely avoid the errors, but it is very important to control the margin of error by having a proper survey sample size. In a Research study, it is essential to short list 4 or 5 bullet points covering the focus areas. In the present case, my broad focal points were to understand -  Emphasis being given by BHEL for Training & Development of its Employees  Infrastructure Facilities created for this purpose  What, When, Where, Who, Why and How (5 Ws & 1H) programmes are organized  Perception of Participants in these programmes and  Measurement of Effectiveness of Training Programmes in BHEL. In a research study, even more than a questionnaire or survey, it is important for the researcher to remain passive in one’s research. A researcher performs the role of an Observer, not a Contributor. Data Analysis: After collecting the data as per the Research Methodology followed, important task for a researcher would be the transformation of raw data into a form that will make them easy to understand and interpret; rearranging, ordering, and manipulating
  • 19. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 19 data to generate descriptive information. I completed the analysis process by following the below mentioned steps :  Prepare Tabulated Tables and Bar Graphs in Excel Sheet  Prepare an objective analysis of available data for each question. For a person carrying out the study, no data is right or wrong.  Interpret the data  Draw Inference 2.7 Methodology of the Study Research methodology is a way to solve the research problem systematically. It may be understood as a study to know how research is done scientifically. Research methodology explains the various steps that are generally adopted by a researcher in studying research problem along with the logic behind them. Therefore, research methodology has many dimensions & research methods do constitute a part of the research methodology. The scope of research methodology is wider than that of research methods. The term methodology answers certain questions like Why certain data were collected, What, Where, How were they collected and How were they analysed? Research Method: One of the primary differences between research methodology & methods is that research methods are the methods by which an investigation is made into subject or a topic. On the other hand, research methodology explains the methods by which you may proceed with your research. Research method involves the actual experiments, tests, surveys etc. In short it can be said that research methods aim at finding solutions to research problem whereas research methodology aims at the employment of the correct procedures to find out solutions. A research method therefore refers only to various specific tools or ways in which data can be collected & analyzed.
  • 20. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 20 Collection of useful and relevant data is crucial in a Study. There are two types of data which have to be focused on by the researcher viz., 1) Primary Data and 2) Secondary Data. Meaning of Primary & Secondary Data: Primary data includes information originally collected from interviews, meetings, surveys, questionnaires and measurements. Secondary data can be found by studying Annual Reports, Catalogues, Journals, Newspapers and a large number of Web Sites, which is the most advanced source of collecting the secondary data. Pros and Cons are there to both primary and secondary data. Primary data is tailored to the needs of the researcher. When conducting a study, researchers can ask the questions that best collect the data that help with their study through the use of surveys, interviews and direct observations. Primary data can be either quantitative, focused on numbers and measurements, or qualitative. However, it is time consuming. Secondary data is usually immediately available at little or no cost. It can also be used for extended lengths of time. For example, looking at a company's Annual Report, financial data over a 10-year period can provide insight into trends that may not be obtainable from primary data. The downside to secondary data is that it is generally focused on broader topics and may be out of date. For my Study I have opted for both Primary & Secondary Data as explained below: Primary Data was collected through 1. Employee Perception Survey involving filling of the questionnaire by the employees covering all categories. 2. Personal Interactions with a cross section of employees covering all the categories. 3. Personal discussion on a continuous basis during the study period with Sr.Administrative Officer of HRD Department. 4. Personal discussion with AGM and Head of HRD Department.
  • 21. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 21 Secondary Data was collected through 5. Annual Reports, 2.Books, 3.Catalogues & 4.Web Sites of BHEL & other Companies. 2.8 Research Instrument: Research Instrument is the generic term that researchers use for a measurement device (survey, interviews, questionnaire etc.). To help distinguish between instrument and instrumentation, consider that the instrument is the device and instrumentation is the course of action (the process of developing, testing, and using the device). Instruments fall into two broad categories, researcher-completed and subject-completed. For example, the Researcher preparing and handing over the questionnaire to the respondent can be called as Researcher Completed Instrument and the Respondent filling up of the questionnaire and returning the same to the researcher can be called Subject-Completed Instrument. The Research Instruments used by me for my research study are : A. PERSONAL INTERVIEWS: I met a number of Senior Officers of HRM and HRD Departments including AGM-HRD, DGM-HRD, Sr. Administrative Officer-HRD, who shared useful information with me on HRD Strategies, Programmes, their effectiveness etc. Besides, I met a number of workers, supervisors and senior officers in various other departments who also gave useful information on HRD activities in the Company. B. EMPLOYEE PERCEPTION SURVEY: A Questionnaire (ANNEXURE-A) was used as a Research Instrument to carry out a Sample Survey amongst the employees of BHEL-Electronics Division, Bengaluru. The primary objective of the survey was to collect the views of sample population with regard to the purpose, types, frequency, quality & content, usefulness of the training programmes and also the changing approach of the management to enhance the capability of the employees. The questionnaire, comprising of two parts viz., Part-A dealing with Respondent’s personal
  • 22. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 22 profile (4 questions) and Part-B dealing with questions on Training & Development programmes and their effectiveness (17 questions) was prepared. The questionnaire focused on the following key elements of the topic chosen for my Study:  Emphasis given by BHEL for Training & Development of its Employees  Infrastructure Facilities created for this purpose  Five Ws and one H viz., What, Where, When, Who, Why and How programmes are organized  Employee-Perception about the quality and content of the programmes and  Measurement of Effectiveness of Training Programmes by the management. Sample Size : M/s Creative Research Systems, USA, one of the leading professional company in the field of Research Studies, say that deciding the right Sample Size itself is very important to achieve the desired reliability of the survey. It suggests that the researchers should first consider the Confidence Interval which is also known as Margin of Error and Confidence Level. If the Confidence Interval or Margin of Error is likely to be around 5%, then the Confidence Level would be 95%. If the Margin of Error would be around 10%, then the Confidence Level would be 90%. After taking into account both these factors and the total population of the organization where the study is undertaken, sample size should be calculated. As per this system, sample size would be very high. However, when we look at the current practice in India, most of the professional research agencies limit their sample size to as small as 1% of the population. One may be surprised to know that TV News Channels who engage the services of professional research organisations, operate at much less than 1% for Exit Polls which forecast the most likely results of elections and most of the times they have proved to be reliable! Hence, I, with the advice of my guides both at the College and at BHEL, fixed a Sample Size of 100 which works out to almost 5% of the total population of 2050 at the Electronics Division of BHEL. I am confident of this sample size, it is very practicable
  • 23. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 23 and reliable to collect the data, analyse, interpret and draw inference to gauge the views of the employees across the organisation. Accordingly, the survey was conducted, on Simple Random basis, by distributing the questionnaires to 100 employees, covering the categories of Workers, Supervisors and Executives across all the departments of BHEL-Electronics Division. The employees of HRD Department were not included in the survey to ensure an objective assessment.
  • 24. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 24 3.0 COMPANY PROFILE : Bharat Heavy Electricals Limited (BHEL) 3.1 History: Thanks to the vision of the then Prime Minister of India, Pandit Jawaharlal Nehru who called the Public Sector Industries as the “Temples of Modern India”, the Bharat Heavy Electricals Limited (BHEL) was established in 1964 at Bhopal (MP). The main objective of forming BHEL was to strengthen the Power Sector, the backbone of Indian Economy. Setting up of BHEL paved the way for indigenous manufacture of the main equipment required for setting up Power Projects in the country, thus reducing dependence on foreign sources. Subsequently, the Company started growing and expanding its business portfolio by manufacturing almost all the equipment required for a Power Project. As a result, BHEL’s manufacturing divisions were established at Haridwar in Uttarakhand, Hyderabad (AP), Tiruchirappalli (TN), Ranipet (TN), Bangalore (Karnataka), Jagadishpur (UP), Vishakhapatnam (AP) and other places.
  • 25. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 25 3.2 Vision BHEL’s Vision aims to become “a Global Engineering Enterprise providing solutions for a better tomorrow.” 3.3 Mission BHEL has announced its Mission Statement which reads “ProvidingSustainableBusiness Solutions in the fields of Energy, Industry and Infrastructure”. 3.4 Core Values In this endeavor, the Company has framed a set of Core Values covering a) Governance, b) Respect, c) Excellence, d) Loyalty, e) Integrity, f) Commitment, g) Innovation and h) Team Work. All the core values identified by BHEL emphasize on:  Acting as custodian of Shareholders’ Investment and striving to deliver superior results leading to improved living standards of people.  Respect for Human Dignity and the environment in and around the Company.  Commitment to deliver and achieve excellence in all spheres.  Loyalty to Customers, Company and between employees themselves.  Working with high level of ethical standards reflecting honesty, decency, fairness and integrity in both personal and institutional behavior.  Delivering value to customers through team work.  Setting high performance standards for individuals and teams.  Thrust on R&D for development of new technologies and improved processes
  • 26. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 26 3.5 Board of Directors: Shri Atul Sobti is the present Chairman & Managing Director of BHEL. Besides him, the Board of Directors comprise of five Functional Directors who are the employees of BHEL. They are S/Shri S.Biswas, Director(Engg., R&D), T.Chockalingam, Director(Finance), Shri D.Bandyopadhyay, Director(HR), Shri Akhil Joshi, Director(Power) and Shri Amitabh Mathur, Director (Industrial Systems & Products). Also, the Government of India nominates Seven Independent Directors including those who represent the Ministry of Heavy Industries & Public Enterprises. The present Independent Directors are S/Shri Keshav N. Desiraju, Rajesh Kumar Singh, Subhash Chandra Pandey, A.N.Roy, R.Swaminathan, Rajesh Kishore and Ms Harinder Hira. Shri I.P.Singh is Company Secretary of BHEL. 3.6 Organisation Structure:
  • 27. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 27 BHEL’s Corporate Offices are located at ‘BHEL House’, Siri Fort, Asian Games Village, New Delhi-110049. Shri Atul Sobti, Chairman & Managing Director of BHEL along with Functional Directors, who are the employees of BHEL, work from the Corporate Office. Seven Independent Directors are located in different parts of the country and will take part in Board Meetings and General Body Meetings. Independent Directors are nominated by the Central Government including its two representatives from the Ministry of Heavy Industries & Public Enterprises. Today, BHEL has 17 Manufacturing Divisions, Four Power Sector offices in four zones, International Operations Division, Regional Operations Divisions in most of State Capitals, Services After Sales Division, Corporate Research & Development division, Corporate Quality Management division, Corporate IT and Corporate Productivity Groups. Each full- time Director is in charge of one business segment of the Company. Unit Heads in the rank of Executive Director are the team leaders in each manufacturing and other divisions of the Company. 3.7 Business Operations: BHEL is an integrated power plant equipment manufacturer and the largest engineering and manufacturing company of its kind in India engaged in the design, engineering, manufacture, construction, testing, commissioning and servicing of a wide range of products and services for the core sectors of the economy, viz. Power, Transmission, Industry, Transportation (Railway), Renewable Energy, Oil & Gas and Defence. Consistent performance in a highly competitive environment enabled BHEL attain the coveted ‘Maharatna’ status in 2013. BHEL’s operations are supported by its widespread network of 17 Manufacturing Units, two Repair Units, four Regional Offices, eight Service Centres, eight Overseas Offices, six Joint Ventures, fifteen Regional Marketing Centres and more than 150 project sites across India and abroad.
  • 28. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 28 BHEL's growth has been synchronous with achieving self-sufficiency in the indigenous manufacturing of heavy electrical equipment. Of the available annual capacity of 35,000 MW for power plant equipment manufacturing in the country, BHEL alone constitutes a massive 20,000 MW per annum capacity. Proven Capabilities in Power Sector: BHEL is one of the few companies in the world having the capability to manufacture the entire range of power plant equipment and has proven capabilities to execute power projects on turnkey basis. The power generation sector comprises Thermal, Gas, Hydro and Nuclear Power Plants and BHEL has capabilities to supply Turbines, Generators, Boilers and Auxiliaries up to 1000MW rating. During 2015-16, the company has set a record in its history by commissioning and synchronizing an all-time high 15,059 MW of power generating equipment. With this, BHEL has already achieved 94% of the capacity addition target for the XII Plan in first 4 years itself. The company has been earning profits continuously since 1971-72 and paying dividends since 1976-77 which is a reflection of company’s commendable performance.
  • 29. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 29 Global Presence: BHEL also has a widespread overseas footprint in more than 80 countries, covering all the inhabited continents, with cumulative overseas installed capacity of BHEL manufactured power plants nearing 10,000 MW. Quality a Prime Focus : BHEL has formulated a Corporate Quality Policy implemented throughout the company. The high level of quality & reliability of BHEL products is due to adherence to international standards by acquiring and adapting some of the best technologies from leading companies in the world including General Electric Company, Alstom SA,
  • 30. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 30 Siemens AG and Mitsubishi Heavy Industries Ltd., together with technologies developed in its own R&D centres. Most of its manufacturing units and other entities have been accredited to Quality Management Systems (ISO 9001:2008), Environmental Management Systems (ISO 14001:2004) and Occupational Health & Safety Management Systems (OHSAS 18001:2007). Research & Development: BHEL has been providing a major thrust on its Research & Development efforts. During 2015-16, the Company spent Rs.893.07 Crore on R&D which was 3.36% of the turnover. The Company filed 477 patents and copyrights during the year, enhancing the company’s intellectual capital to 3441, which stand testimony to active involvement of employees in R&D efforts of the company. About Rs.6,676 Crore of the Company’s total turnover has been achieved from its in-house developed products, introduced in the past five years. Quality Circle Movement : A highly quality-conscious BHEL is a pioneering organization in India to introduce the Japanese concept of “Quallity Circles” in its Hyderabad unit. Since then, the Movement has taken deep roots not only in BHEL, but also in other industries as well. The quality circle concept involves formation of a Circle by a group of employees who through regular brain storming, experiments, research etc., find productive solutions to various issues which result in improved quality, reduced cost, reduction in material consumption and enhanced productivity. Commitment to Protect the Environment : BHEL is committed to be an environment- friendly company in all its areas of activities, products and services, ensuring a safe & healthy work environment. The Company shares the growing concern on issues related to Occupational Health and Safety and is committed to protecting the environment in and around its own establishment and to provide a safe and healthy environment for all its employees. For fulfilling these obligations, Company has formulated and implemented an Occupational Health, Safety & Environmental Policy through management systems. In recognition of this, BHEL has been awarded the ISO 14001:2004 Environmental Management Systems Certification and OHSAS 18001:2007 Occupational Health & Safety Management Systems Certification from M/s Det Norske Veritas (DNV).
  • 31. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 31 Reduced Carbon Footprint: The company is making efforts to reduce the carbon footprint of its organizational activities and alsoits customers by adopting sustainable business practices. Various projects and initiatives are being undertaken in the areas of Renewable Energy Generation, Material and Natural Resource Management, Energy Management, Water & Bio-Diversity Management and Carbon Management. BHEL achieved Carbon Footprint Avoidance to the extent of 7800 MT CO2-e during 2015- 16 through various renewable energy based systems. BHEL attributes it success over the years to its highly skilled and committed workforce of around 42,000 employees who have been the backbone of BHEL's journey towards business excellence. Further, the concept of sustainable development is inculcated in the DNA of BHEL which is evident from its mission statement "providing sustainable business solutions in the fields of energy, industry and infrastructure". Skill Development Initiatives: During 2015-16, 16,500 non-BHEL individuals were trained under skill development initiatives covering various schemes like graduate apprenticeship, diploma apprenticeship, vocational training, industrial training, non- statutory training. About 2,000 ITI Apprentices of different trades, have also been trained. Corporate Social Responsibility (CSR) As a responsible Corporate Citizen, BHEL not only excels in its core business activities, but also extends its gentle hands to support the less privileged people in the society. BHEL’s Mission Statement on CSR is "Be a Committed Corporate Citizen, alive towards its Corporate Social Responsibility". BHEL's contributions towards Corporate Social Responsibility till date include adoption of a number of villages all over India, organising free medical camps/supporting charitable
  • 32. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 32 dispensaries, schools for the underprivileged and differently abled children, providing aid during disasters/natural calamities, rainwater harvesting and free low-cost housing. 3.8 Product Profile: BHEL’s Product Profile comprises of more than 180 Products and Systems catering to Power Generation at Thermal, Hydro, Gas & Nuclear Power Plants; Transportation Systems for Indian Railways; Industry Sector including Steel, Paper, Fertilizer, Petro- Chemicals, Oil Rigs; Large Size Solar Power Plants; and Control Systems for Defence Applications. Following are some of the main products of BHEL: A. POWER PROJECTS: 1. Thermal: Boilers, Turbines, Generators up to 800MW ratings incl. Super-critical Sets. 2. Gas-based: Advance Class Gas Turbines up to 289 MW ratings. 3. Hydro: All products up to 250MW ratings. 4. Nuclear: Turbine Generator sets up to 700 MW ratings. B. TRANSPORTATION: 1. 6000 HP Electric Locomotives for Indian Railways 2. Electrical Multiple Units for Sub-Urban Railways C. NON-CONVENTIONAL ENERGY: 1. Grid-connected and Independent Solar Power Plants 2. Solar Panels and Batteries for Satellites of ISRO D. DEFENCE: 1. Various products and systems for Indian Navy E. INDUSTRIAL PRODUCTS & SYSTEMS: 1. Oil Rigs, 2. Compressors 3.9 Market Share:
  • 33. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 33 As explained earlier, BHEL enjoyed a dominant position in the Indian Power Sector business. But, since the early 1990s, ever since the globalization process commenced, BHEL started losing its monopoly owing to severe competition from leading manufacturers from all over the world. Presently, BHEL is undergoing the most challenging period in its history not only because of competition, but also because the Power Sector growth has slowed down in India for about 4 years now, largely due to other issues like Coal Scam. Though power sector is on a recovery path now, competition is increasing every day affecting both prices and profits. As a result, a slide is seen in the sales and profit of BHEL since 2013-14. However, because of its intrinsic strength as India’s Engineering Giant, BHEL has still retained the Leadership Position. As can be seen from the pie chart (Left), BHEL’s share in country’s installed Power Generation Capacity is 55% (earlier 65%) as against 45% by others on 31st March 2015. Winning a number of contracts even in the midst of stiff competition, BHEL has an Outstanding Order Book to the tune of Rs.1,10,000Crore!
  • 34. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 34 BHEL is under tremendous pressure regarding its turnover and profit levels. This is evident in the ten-year financial performance of the Company which shows a turnover of Rs.18,739 Crores during 2006-07 reaching a highest level of Rs.50,156 Crore during 12- 13 and sliding to Rs.26,587 Crore during 15-16. With regard to Profit Before Tax, it was Rs.3,736 Crore during 06-07 reaching a high of Rs.10,302 Crore during 11-12 and sliding to a loss of Rs.1,477 Crore during 15-16 . 3.10 Competitors : Today, BHEL is facing intense competition from the following leading Companies: Domestic : International BGR Energy General Electric Co., USA L&T Power Siemens AG, Germany Reliance Power Alstom, France Toshiba JSW Power Systems Pvt. Ltd. Doosan, South Korea ABB India Host of Chinese Companies Toshiba Corporation, Japan 3.11 SWOT Analysis:
  • 35. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 35 3.12 Awards & Accolades: BHEL’s business practices in various fields, including its HR practices, have been recognized at the national level with innumerable Awards and Accolades over the years. BHEL employees are in receipt of Prime Minister’s Shram Awards every year, which speaks volumes for the Company’s efforts to enhance the capabilities of its employees. Since it will be difficult to highlight all the awards won by BHEL, I have highlighted here only a few awards won by BHEL for its efforts in the field of HRM and HRD.
  • 36. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 36 BHEL placed among the Top 25 Best companies to work for in India. Significantly, BHEL is the only PSU to figure in the distinguished list, compiled by way of an open, web-based survey for all salaried employees in India, by Business Today magazine. BHEL has bagged the prestigious ‘Golden Peacock HR Excellence Award’ 2016, in recognition of its continued efforts and significant contribution in the area of Human Resource Management through its excellent HR Initiatives, Contemporary Policies and Practices. BHEL bags Top Case Study Award at the SCOPE International HR Summit 2016 for developing and implementing an online Training Need Identification (TNI) tool across the organization. The team has also developed a mobile app for TNI - the first of its kind in industry. BHEL wins 11th BML Munjal Award for 'Business Excellence through Learning and Development.
  • 37. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 37 BHEL-Electronics Division, Bengaluru: The Electronics Division, where the current Study has been carried out, is one of the major manufacturing divisions of BHEL. Historical Background: Entry of BHEL in the state of Karnataka and Bengaluru was a historic occasion. In 1976, the Government of Karnataka, handed over two of the State Government Undertakings viz., Radio & Electricals Manufacturing Company (REMCO) and Mysore Porcelains Division (MPL) to BHEL. Thus, on the premises of REMCO, the Electronics Division of BHEL came into existence and on the premises of MPL, the Electro-Porcelains Division (EPD) was established. Electronics Division has emerged as a Market Leader for supply of Advanced Automation Systems for Power Generation, Transmission and Distribution; Process Industries like Steel, Paper, Chemical, Fertilizers etc.; Modern Control Systems for 6000 HP Electric Locomotives of Indian Railways; MW-size Large Solar Power Plants; Solar Panels and Batteries for Satellites launched by ISRO; and various control systems for Navy. Making A view of the Power Plant equipped with BHEL’s Automation Grid-Connected Solar Power Plant set Systems up by BHEL at Shivanasamudram in Karnataka. major advancements in Information Technology, the Electronics Division has developed some unique features to run the Power Plants without long disruption in power generation in the event of a breakdown. Team : 2050 highly skilled manpower, comprising of Engineering Graduates, Diploma/ITI holders, Finance and other management-related Professionals.
  • 38. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 38 4.0 DATA ANALYSIS AND INTERPRETATION 4.1 Title : Employee Capability Building through Training & Development 4.2 Sample Survey, Data Collection, Tabulation: A random sample survey was carried out among 100 employees representing all categories viz., workmen, supervisors and executives covering all the major departments. A questionnaire, consisting of two parts viz., Part-A for collecting personal profile of the respondents and Part-B for collecting their response to various HRD related questions was given to all the 100 respondents. The duly filled-in questionnaires were collected, data tabulated and separate table and graphs prepared for each question. 4.3 Tables, Analysis & Interpretation, Graphs : With a view to understand the response of participants in the survey for each parameter against each question, Tables and Graphs were prepared to facilitate detailed analysis. These graphs helped to a great extent to understand the views of the respondents and try to bring out my observations. 4.1-Table showing age of the respondents: A1) Age Group No. of Respondents Percentage 18-29 Years 27 27% 30-39 Years 23 23% 40-49 Years 9 9% >50 Years 41 41% Total 100 100% Analysis: When it comes to the Age Group of employees, 41% are in 50 Years and above age group. 27% are youngsters and future leaders of the Company, 23% are in the age group of 30-39 years and 9% are in 40-49 years’ age group. Interpretation/Inference: For any future-oriented organization, right mix of young employees and experienced employees is essential. While 41% with long experience will be retiring in due course of time, it is encouraging to see 59% with a mix of experienced employees as well as youngsters are there to shoulder the responsibility of steering the Company ahead.
  • 39. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 39 4.1-GRAPH SHOWING AGE OF THE RESPONDENTS: 27 23 9 41 0 5 10 15 20 25 30 35 40 45 18-29 Years 30-39 Years 40-49 Years >50 Years NumberofRespondents=100 Number of Responses AGE GROUP OF THE RESPONDENTS
  • 40. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 40 4.2-TABLE SHOWING GENDER OF THE RESPONDENTS: A2) Gender No. of Respondents Percentage Male 79 79% Female 21 21% Total 100 100% Analysis: Graph shows respondents constitute 79% male and 21% female population. Interpretation/Inference: The gender ratio in BHEL is approximately 80% men and 20% women which supports my effort to balance the participation of both the genders in the survey.
  • 41. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 41 4.2-GRAPH SHOWING GENDER OF THE RESPONDENTS: Graph 4.3.2 79 21 0 10 20 30 40 50 60 70 80 90 Male Female NumberofRespondents=100 Number of Responses GENDER OF THE RESPONDENTS
  • 42. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 42 A3) Educational Qualification No. of Respondents Percentage SSLC 0 0% Diploma 43 43% Class 12 1 1% Bachelor's Degree 50 50% Post-Graduate 6 6% Total 100 100% Table =4.3.3 Analysis : Being a leading Engineering Enterprise, qualification and skills are crucial. 50% of the respondents are Bachelor’s Degree holders which primarily comprises of engineering graduates. Others include graduates with Finance, HR and other disciplines. 43% are ITI/Diploma holders. 6% are Post-Graduates. (Graph 4.3.3). Interpretation/Inference: Real strength of any organization is its skilled manpower. Especially, the Companies like BHEL operating in engineering field, engaging the services of skilled technical hands is essential. When we look at the percentage of Diploma/ITI holders as well as Graduates and Post-Graduates(most of them from engineering background), we understand why BHEL is so strong as an engineering company.
  • 43. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 43 Graph 4.3.3 0 43 1 50 6 0 10 20 30 40 50 60 SSLC Diploma Class 12 Bachelor's Degree Post-Graduate NumberofRespondents=100 Number of Responses EDUCATION QUALIFICATION OF RESPONDENTS
  • 44. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 44 A4) Length of Service/Experience No. of Respondents Percentage Less than 5 Years 13 13% 6 to 14 Years 37 37% 15 to 24 Years 8 8% 25 Years and above 42 42% Total 100 100% Table =4.3.4 Analysis: While 37% of the respondents have gained 6 to 14 years of service in BHEL, 42% have an experience of 25 years and above. 8% completed 15 to 24 years’ experience. All these three groups play a significant role in guiding the 13% youngsters who have begun their career in BHEL with experience of less than 5 years. (Graph 4.3.4). Interpretation/Inference: For an aspiring organization, right mix of both Young and Experienced human resource is essential. The experienced people will groom the youngsters to should more responsibilities and become future leaders of the Company. In this context, the about 50% employees with long experience of more than 15 years are the present leaders of BHEL, engaged in grooming the remaining 50% youngsters. Keeping this in mind, most of the Faculty Members in BHEL are chosen from amongst the senior employees of BHEL.
  • 45. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 45 Graph 4.3.4 13 37 8 42 0 5 10 15 20 25 30 35 40 45 Less than 5 Years 6 to 14 Years 15 to 24 Years 25 Years and above NumberofRespondents=100 Number of Responses LENGTH OF SERVICE OF THE RESPONDENTS
  • 46. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 46 PART – B : QUESTIONS RELATING TO BHEL’S HRD ACTIVITIES B1) BHEL has a clear-cut Training and Development Policy Response No. of Respondents Percentage Yes 87 87% No 13 13% Total 100 100% Table =4.3.5 Analysis: As can be seen from the graph, 87% of the respondents agree that BHEL has a clear-cut Training & Development Policy, while 13% have said it is not there. (Graph 4.3.5). Interpretation/Inference: 13% Respondents who have said ‘No’ are either from workers’ category who have relatively minimum chance of accessing this type of information through on-line methods or those who may not be aware. But, for a growth-oriented Company, educating and enlightening the entire human resource is required. Hence, the communication system existing within the Company needs to be reviewed.
  • 47. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 47 Graph 4.3.5 87 13 0 10 20 30 40 50 60 70 80 90 100 Yes No NumberofRespondents=100 Number of Responses CLEAR CUT TRAINING AND DEVELOPMENT POLICY
  • 48. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 48 B2) Do you think Training & Development of employees,a thrust area in BHEL right from the beginning? Response No. of Respondents Percentage Yes 88 88% No 12 12% Total 100 100% Table =4.3.6 Analysis: For the question ‘whether Training & Development of employees, a thrust area in BHEL right from the beginning, 88% have said ‘Yes’ and 12% have said ‘No’. (Graph 4.3.6). Interpretation/Inference: Overwhelming response to parameter ‘Yes’ indicates the significance attached to Human Resource Development activities in BHEL. At the same time, why 12% don’t think that Training & Development of employees is not a thrust area needs to be studied. To improve the employee perception, efforts should be made to reach all the employees through a more effective communication system.
  • 49. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 49 Graph 4.3.6 88 12 0 10 20 30 40 50 60 70 80 90 100 Yes No NumberofRespondents=100 Number of Responses T&D - A THRUST AREA
  • 50. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 50 B3) Does BHEL link Training and Development with Company’s Business Strategies? Response No. of respondents Percentage Yes 87 87% No 13 13% Total 100 100% Table =4.3.7 Analysis: 87% of the respondents have said that BHEL does link Training & Development with Company’s business strategies, while 13% have said ‘No’. (Graph 4.3.7). Interpretation/Inference: Those who have said ‘Yes’ seem to be aware of how important it is to link Training & Development with Company’s Business Strategies. Those who have said ‘No’ perhaps think it is not there or they are not aware. Here,we can make a common observation. For questions B1 to B3 which required the responses to be in either ‘Yes’ or ‘No’, those who have responded ‘Yes’ and those who have responded ‘No’ are appearing to be more or less on the same scale. This means, while around 87% respondents know about a) Training & Development Policy in BHEL, b) T&D a thrust area in the Company and c) BHEL links T&D with Company’s Business Strategies, for all the three questions, around 13% have said no. This trend gives an impression that BHEL needs to focus more on this section of the population through regular interaction.
  • 51. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 51 Graph 4.3.7 87 13 0 10 20 30 40 50 60 70 80 90 100 Yes No NumberofRespondents=100 Number of Responses T&D LINKED WITH BUSINESS STRATEGY
  • 52. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 52 B4)Does BHEL always focus on continuously developing the skills of employees? Response No. of Respondents Percentage Completely Agree 41 41% Agree to Some Extent 55 55% Don’t Agree 4 4% Total 100 100% Table =4.3.8 Analysis: 41% of the respondents ‘Completely Agree’ that BHEL always focus on continuously developing the skills of employees. 55% say ‘Agree to some extent’. (Graph 4.3.8). Interpretation/Inference: The 41% of the respondents who ‘Completely Agree’ convey the message that continuous skill development of employees is a priority area in BHEL. But, the majority 55% who ‘Agree to Some Extent’ seem to be partly agreeing and feeling that more efforts are required in this direction. Those who say ‘don’t agree’ may be just 4%, but it cannot be ignored. Skill development process in today’s global scenario is a part and parcel of management function to enhance the capabilities of the employees. From the responses collected, especially considering the feedback of 55% and 4% respectively, we can infer that considerable percentage of employees feel that more efforts are required in this direction.
  • 53. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 53 Graph 4.3.8 41 55 4 0 10 20 30 40 50 60 Completely Agree Agree to Some Extent Don’t Agree NumberofRespondents=100 Number of Responses BHEL FOCUS ON DEVELOPING EMPLOYEE SKILLS
  • 54. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 54 B5)BHEL recognizes T & D as a means to Enhance the Capabilities of Employees Response No. of Respondents Percentage Completely Agree 42 42% Agree to Some Extent 55 55% Don’t Agree 3 3% Total 100 100% Table =4.3.9 Analysis: 42% have said that they ‘Completely Agree’ to the question on BHEL recognizing T&D as a means to enhance the Capabilities of Employees. A majority of 55% say ‘Agree to Some Extent’. Interpretation/Inference: 42% who ‘Completely Agree’ seem to be fully aware of BHEL identifying Training & Development as a means to Enhance the Capabilities of Employees, may be because they are more exposed to such programmes than others. 55% respondents who ‘Agree to Some Extent’ may be suggesting that more efforts are required. (Graph 4.3.9). It is interesting to observe that for questions B4 and B5 relating to Skill Enhancement efforts and Training & Development as a means to Enhance the Capabilities of Employees, Respondents seem to be on the same lines with 41 -42% ‘Completely Agreeing’ and 55% ‘Agreeing to Some Extent’. Both the questions are inter-related and responses for both the questions are consistent. As an organization, BHEL while feeling happy about those who ‘Completely Agree’, should give more attention towards those who say ‘Agree to Some Extent’ and those who say ‘Don’t Agree’ to improve their perception for overall betterment.
  • 55. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 55 Graph 4.3.9 42 55 3 0 10 20 30 40 50 60 Completely Agree Agree to Some Extent Don’t Agree NumberofRespondents=100 Number of Responses T & DAS A MEANS TO ENHANCE EMPLOYEE CAPABILITY
  • 56. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 56 B6)How are the Training needs for employees in BHEL identified/planned? Response No. of Respondents Percentage Performance appraisal 9 9% Training co-ordinator 24 24% Reporting Officer 6 6% Online method 10 10% All the above 51 51% Total 100 100% Table =4.3.10 10) Particulars No. of respondents Percentage Completely agree 38 38% Agree to some extent 58 58% Do not agree 4 4% Total 100 100% 12) Particulars No. of respondents Percentage Perfarmance appraisal 9 9% Training co-ordinator 24 24% Reporting Officer 6 6% Online method 10 10% All the above 51 51% Total 100 100% Analysis: 51% of respondents have said that Training needs in BHEL are identified/planned through all the methods listed in the question, including Online Methods. 24% say Training Co-Ordinators identify the training needs of employees. Online methods, Performance Appraisal and Reporting Officer have been rated at 10%, 9% and 6% respectively. .(Graph 4.3.10)
  • 57. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 57 Interpretation/Inference: While 51% of the Respondents indicate that all the above listed channels are used for identifying the training needs of employees, others have seen each of the channels in isolation. What is significant is the role of Training Co-Ordinators. 24% have separately rated the option of Training Co-Ordinators and in the rating of ‘ All the Above’ also, the option of Training Co-ordinator is included. Hence, we can logically conclude that in BHEL, while other channels are active, Training Co-Ordinators play an important role in identifying the training needs of employees. Another point clearly evident here is the total efforts to ensure the participation of employees in Training & Development programmes, by using both manual and online methods.
  • 58. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 58 Graph 4.3.10 9 24 6 10 51 0 10 20 30 40 50 60 Performance appraisal Training co- ordinator Reporting Officer Online method All the above NumberofRespondents=100 Number of Responses IDENTIFICATION/PLANNING OF TRAINING NEEDS
  • 59. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 59 B7) Training Programmes in BHEL contain Response No. of Respondents Percentage Lecturers 6 6% PPT 6 6% Innovative exercise 2 2% Interactions 1 1% All the above 85 85% Total 100 100% Table =4.3.11 Analysis: 85% of the respondents have said that training programmes contain all the above options. 6% each have told ‘lectures’ and ‘power point presentations’, 2% have said ‘innovative exercises’ and 1% have said ‘interaction between participants & faculty’. (Graph 4.3.11). Interpretation/Inference: To make any training programme interesting to the participants and make them actively involve themselves in such programmes, it is essential to enhance its quality and content. This can be achieved by having a mix of lectures, power point presentations, creative exercises, interaction between the faculty and participants etc. Based on the above data, we can logically infer that BHEL is making efforts to enhance the quality of programmes by incorporating all the above tools and techniques.
  • 60. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 60 13) Particulars N Lecturers PPT Innovative exercise 6 6 2 1 85 0 10 20 30 40 50 60 70 80 90 Lecturers PPT Innovative exercise Interactions All the above NumbrofRespondents=100 Number of Responses CONTENTS OF TRAINING PROGRAMMES
  • 61. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 61 Interactions All the a bove Total Graph 4.3.11
  • 62. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 62 B8) How are the Course Materials made available to the Participants? Response No. of Respondents Percentage Printed copy 47 47% Hosting on intranet 9 9% E-mail 2 2% All the above 42 42% Total 100 100% Table =4.3.12 Analysis: Whereas 47% say that Printed Copies of Course Materials are being given, 9% and 2% say that they are getting the same through online means. While 11% respondents say that they are receiving in soft mode, 42% say that they are getting the same in both hard and soft formats, which clearly states that BHEL indeed is using Information Technology for HRD activities, but there is scope for further improvement (Graph 4.3.12). Interpretation/Inference : In line with the changing times and technologies, changes/improvements are bound to happen in big corporates like BHEL. But, considering the different sections of the employees, especially the workers who may not be familiar with Information Technology, Internet, Email etc., switching over to such technologies for communicating with employees can be achieved in a phased manner. From the data available above, we can infer that hard format i.e. printed copies constitute a major portion of course materials. Besides the 47% who say material is given in the form of printed copies, the 42% who have said ‘All the Above’ which also includes the option ‘Printed Copies’, we can logically conclude that traditional method of providing course materials to participants is continuing in BHEL in a big way, but the information technology is being used for this purpose in a slow pace.
  • 63. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 63 Graph 4.3.12 47 9 2 42 0 5 10 15 20 25 30 35 40 45 50 Printed copy Hosting on intranet E-mail All the above NumberofRespondents=100 Number of Responses HOW ARE THE COURSE MATERIALS PROVIDED
  • 64. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 64 B9) Training Programmes are lively and enthuse participants Response No. of Respondents Percentage Completely agree 39 39% Agree to some extent 59 59% Don’t Agree 2 2% Total 100 100% Table =4.3.13 19) Particulars No. of respondents Percentage Completely agree 39 39% Agree to some extent 59 59% Do not agree 2 2% Total 100 100% Analysis : With regard to the Training Programmes being lively, 39% say they ‘Completely Agree’, while 59% ‘Agree to some extent’. 2% of the respondents have said that they ‘Don’t Agree’. (Graph 4.3.13). Interpretation/Inference: Whereas we are sure that the 39% of the respondents completely agree that the training programmes are lively and enthuse the participants, 59% of them say ‘Agree to Some Extent’ which logically means that the programmes are lively, but further improvement is required. Here also, the 2% respondents ‘don’t agree’. Success of any training programme depends on how much lively it is and how much it is holding the participants’ attention. Faculty members and the quality of their presentations and at the same time, active involvement of participants will go a long way in making the programmes more lively and productive.
  • 65. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 65 Graph 4.3.13 39 59 2 0 10 20 30 40 50 60 70 Completely agree Agree to some extent Don’t Agree NumberofRespondents=100 Number of Responses PROGRAMMES ARE LIVELY & ENTHUSE THE PARTICIPANTS
  • 66. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 66 B10) Average Number of Programmes attended in a year Response No. of Respondents Percentage 1 to 2 53 53% 3 to 4 27 27% 5 to 6 12 12% More than 6 8 8% Total 100 100% Table =4.3.14 Analysis: The above table shows that 53% of the respondents participate in 1 to 2 training programmes in a year, whereas there are sizeable 27% who take part in 3 to 4 programmes in a year. 12% participate in 5 to 6 programmes and 8% in more than 6 programmes in a year. (Graph 4.3.14). Interpretation/Inference: The effort to enhance the capabilities of employees in BHEL also aim at achieving all-round development in them. To do so, BHEL conducts a variety of programmes including those relating to work area, personality development, communication skills, health, safety, environment etc. Opportunities are given to employees to participate in all these types of programmes. Hence, each employee participates in more than one programme during the year. These varying percentages also reflect the participation of employees on the basis of ‘need’. Some employees may participate in more number of programmes compared to others. 21) Particulars No. of respondents Percentage Highly Satisfied 21 21% Satisfied 53 53% Fair 23 23% Not Satisfied 3 3% Total 100 100%
  • 67. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 67 Graph 4.3.14 53 27 12 8 0 10 20 30 40 50 60 1 to 2 3 to 4 5 to 6 More than 6 NumberofRespondents=100 Number of Responses AVERAGE NUMBER OF PROGRAMMES ATTENDED IN A YEAR
  • 68. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 68 B11) Overall how much are you satisfied with the training programmes? Response No. of Respondents Percentage Highly Satisfied 21 21% Satisfied 53 53% Fairly Satisfied 23 23% Not Satisfied 3 3% Total 100 100% Table =4.3.15 Analysis: 53% of the respondents say they are ‘satisfied’ with the Training Programmes, whereas 21% rate they are ‘Highly Satisfied’. 23% say they are ‘Fairly Satisfied’ and 3% say ‘Not Satisfied’. (Graph 4.3.15). Interpretation/Inference: The first two parameters viz., ‘High Satisfied’ and ‘Satisfied’ fall into the same category with a degree of difference. From the data available for these two parameters, we can logically infer that majority of the respondents, which is as high as 74%, are satisfied with the training programmes. Here, the term ‘satisfied’ covers both quality and content of the programmes. Views of 23% who say ‘Fairly Satisfied’ and 3% who say ‘Not Satisfied’ are also significant for BHEL to think of improvements.
  • 69. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 69 22) Particulars No. of respondents Percentage Always 29 29% Most likely 36 36% Some times 31 31% Never 4 4% Total 100 100% Graph 4.3.15 21 53 23 3 0 10 20 30 40 50 60 Highly Satisfied Satisfied Fairly Satisfied Not Satisfied NumberofRespondents=100 Number of Responses HOW MUCH ARE YOU SATISFIED WITH THE TRAINING PROGRAMMES
  • 70. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 70 B12) After the Training Programmes, Seniors discuss with the participants Response No. of Respondents Percentage Always 29 29% Most of the times 36 36% Some times 31 31% Never 4 4% Total 100 100% Table =4.3.16 Analysis: As can be seen from the table, 29% say their Seniors ‘Always’ hold post- programme discussion with them, while 36% say it is done most of the times. 31% say ‘Sometimes’ and 4% say it is done ‘Never’. (Graph 4.3.16). Interpretation/Inference: The Senior Officers who nominate the participants will have a duty to seek the feedback of the concerned employees after the training programme. This will help them assess how much has the programme benefited the employee and how much of it can be implemented in the organization. Considering the available data for Parameter ‘Always’ and ‘Most of the times’, we can logically conclude that in a majority of 65% cases, senior officers discuss with them after the programme. Definite areas for improvement to make the training programmes more purposeful are 31% saying ‘sometimes’ discussion takes place and 4% saying it never takes place.
  • 71. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 71 Graph 4.3.16 29 36 31 4 0 5 10 15 20 25 30 35 40 Always Most likely Some times Never NumberofRespondents=100 Number of Responses SENIORS DISCUSS WITH THE PARTICIPANTS AFTER THE PROGRAMMES
  • 72. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 72 B13) Do you share learnings from training programme with your team members? 23) Particulars No. of respondents Pecentage Completely agree 47 47% Agree to some extent 51 51% Do not agree 2 2% Total 100 100% Response No. of Respondents Percentage Always 27 27% Most of the times 44 44% Sometimes 27 27% Never 2 2% Total 100 100% Table =4.3.17 Analysis: With respect to the participants sharing their learnings with their team members, parameters ‘Always’ and ‘Most of the Times’ together are rated at 71%. 27% say ‘Sometimes’ and 2% say ‘Never’ (Graph 4.3.17). Interpretation/Inference: Here, the table shows an impressive improvement in information sharing between the team members, as compared to information sharing between Participants and Senior Officers. analysed at Table B12. Sharing of knowledge gathered at the training programmes is a key requirement to build a capable team in the organization. Most of the times, only one or two members from each team may participate in a programme, but other members should also get the benefit of the programme. This can be ensured by the participants by sharing information with others. Hence, it is essential for the participants to share their knowledge with their team members.
  • 73. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 73 Graph 4.3.17 27 44 27 2 0 5 10 15 20 25 30 35 40 45 50 Always Most of the times Sometimes Never NumberofRespondents=100 Number of Responses DO YOU SHARE YOUR LEARNINGS WITH YOUR TEAM MEMBERS?
  • 74. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 74 B14) Training programmes enhance Quality, Productivity and Performance Response No. of Respondents Pecentage Completely agree 47 47% Agree to some extent 51 51% Don’t Agree 2 2% Total 100 100% Table =4.3.18 Analysis: To the question of Training Programmes leading to enhanced Quality, Productivity and Performance, 47% of the respondents say they ‘Completely Agree’. 51% say they ‘Agree to some extent’ and 2% say they ‘Don’t Agree’(Graph 4.3.18). Interpretation/Inference: Main objective of any training programme is to achieve people development and through that enhancing the operational parameters like Quality, Productivity and Performance. When 47% of the respondents ‘Completely Agree’ with this point, we may infer that these people participate in such programmes with a positive frame of mind to derive maximum benefit for themselves as well as for the organization and such people would have seen the success. A majority 51% ‘Agree to Some Extent’ which again reflect on the positive impact of training programmes, while at the same time they also indicate the scope for improvement. Mere 2% not agreeing can be interpreted as exceptions in any organization.
  • 75. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 75 24) Particulars No. of respondents Pedrcentage Yes 85 85% No 15 15% Total 100 100% Graph 4.3.18 47 51 2 0 10 20 30 40 50 60 Completely agree Agree to some extent Don’t Agree NumberofRespondents=100 Number of Responses TRAINING PROGRAMMES ENHANCE QUALITY, PRODUCTIVITY & PERFORMANCE
  • 76. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 76 B15) HRD Department regularly collects Feedback from the participants Response No. of Respondents Percentage Yes 85 85% No 15 15% Total 100 100% Table =4.3.19 Analysis: As can be seen in the above table, 85% of the respondents say the HRD Department regularly collects Feedback from the participants. 15% say ‘No’(Graph 4.3.19). Interpretation/Inference: In any organization, after conducting the training programmes, efforts should be made to know the feedback of participants. This will facilitate the HRD Department to incorporate necessary improvements. 85% of the respondents saying that HRD Department regularly collects feedback from the participants confirms the prevailing system in BHEL. 15% say ‘No’ which indicates the feedback collecting system might not have been applied for all the programmes and underlines the importance of covering all the programmes to achieve further improvement.
  • 77. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 77 25) Particulars No. of respondents Percentage Report from HRD 33 33% Controling officer 12 12% Job Performance 4 4% All the above 50 50% None of the above 1 1% Total 100 100% Graph 4.3.19 85 15 0 10 20 30 40 50 60 70 80 90 Yes No NumberofRespondents=100 Number of Responses HRD REGULARLY COLLECTS FEEDBACK FROM PARTICIPANTS
  • 78. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 78 B16) BHEL Management follows these methods to assess the effectiveness of the programmes Response No. of Respondents Percentage Report from HRD 33 33% Controlling Officer 12 12% Job Performance 4 4% All the above 50 50% None of the above 1 1% Total 100 100% Table =4.3.20 26) Particulars No. of respondents Percentage Professional skills 6 6% Occupation health 2 2% Personality development 4 4% Improvement in health 1 1% Life style management 0 0% All the above 87 87% Total 100 100% Analysis: 50% of the respondents say that BHEL Management adopts all the methods like Report from HRD, Controlling Officer and job performance are considered to assess effectives of training programmes on employees. 33% feel it is done based on Report from HRD. 12% say Controlling Officer, 4% say it is done based on Job Performance and mere 1% say management follows none of these. (Graph 4.3.20). Interpretation/Inference: In ensuring the Capability of its Human Resource to face the market challenges, Management has a greater role to assess the effectiveness of the training programmes. In this direction, a number of methods, as explained in the table, are in practice in BHEL. 50% agreeing that all the given methods are in practice indicates that
  • 79. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 79 they are aware of various methods adopted by management to assess the effectiveness of the programmes. Other respondents, barring 1%, also are aware of such individual systems.
  • 80. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 80 Graph 4.3.20 33 12 4 50 1 0 10 20 30 40 50 60 Report from HRD Controlling Officer Job Performance All the above None of the above NumberofRespondents=100 Number of Responses BHEL FOLLOWS THESE METHODS TO ASSESS THE EFFECTIVENESS OF PROGRAMMES
  • 81. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 81 B17) Training & Development Programmes in BHEL are focused on Response No. of Respondents Percentage Professional Skills 6 6% Occupational Health 2 2% Personality Development 4 4% Health-related subjects 1 1% Life Style Management 0 0% All the above 87 87% Total 100 100% Table =4.3.21 Analysis: 87% of the respondents have said that Training & Development Programmes in BHEL are focused on all the aspects listed in the above table. 6% say they are focused on Professional Skills, 4% say on Personality Development, 2% say on Occupational Health and 1% say on Health-related subjects. (Graph 4.3.21). Interpretation/Inference: In enhancing the Capabilities of its Employees, organisations need to develop them into all-round personalities. For personality development, besides employees’ work area, training programmes need to focus on all core areas highlighted in the table above. Overwhelming 87% of the respondents have said that BHEL focuses on all the aspects viz., Professional Skill Enhancement, Occupational Health, Safety & Environment, Personality Development, Improvement in Health Standards and Life Style Management techniques. This shows the efforts of BHEL management to make its employees capable in all the aspects explained above.
  • 82. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 82 Graph 4.3.21 6 2 4 1 0 87 0 10 20 30 40 50 60 70 80 90 100 Professional Skills Occupational Health Personality Development Health-related subjects Life Style Management All the above NumberofRespondents=100 Number of Responses T & D PROGRAMMES ARE FOCUSED ON
  • 83. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 83 5.0 SUMMARY OF FINDINGS AND SOLUTION 5.1 Summary of Findings The six-week long Study which I undertook in the Electronics Division of BHEL from the 2nd of January to the 15th of February 2017, was truly a rewarding experience for me. I had read about the BHEL in newspapers and knew it is one of the blue-chip Central PSU, responsible for strengthening the country’s power sector. The Company, with over 50 years of service, having manufacturing base throughout the country has added over 1.30 Lakh MW to nation’s power generation capacity, besides business presence in more than 80 countries covering all the inhabited continents! BHEL’s management rightly attributes its tremendous growth and success over the years to its 42,000 employees. With all the above strong points on its side, BHEL was carrying with it the brand of being a Public Sector Company, under the control of Government of India. The general perception of the public that PSUs are not so efficient, they are a cost-burden on the country etc., was surely faced by BHEL also to some extent. So, when the globalization process began in India, the apprehension was about the adaptability of BHEL to the changing market requirements and its ability to face the world-leaders. In this background, it was interesting to study how BHEL adjusted itself to the competitive economy and how it prepared its human resource in this direction by enhancing their capabilities. During my study in BHEL, which included personal interaction with employees including senior officers, browsing of various documents and conducting of employee perception survey, I started realizing that BHEL and its employees were making sincere efforts to face the stiff competition in the market and are indeed seeing the fruits of their efforts. I place below 17 important findings covering the functioning of HRD in BHEL, quantity/quality and content of training programmes, their effect on the employees and the system existing in the company to measure the effectiveness of these programmes.
  • 84. A Study on Employee Capability Enhancement through Training & Development in Bharat Heavy Electricals Limited A Maharatna Central PSU 84 I. STUDY FINDINGS : i)‘People Development’ has been identified as one of the 6 Point Agenda formulated in BHEL as part of its Business Strategy for Sustained Growth, underlining the imperative need to ensure ‘Employee Capability Enhancement through Training & Development’. ii)Human Resource Development function in BHEL : Human Resource Development Institute (HRDI): With the objective of ensuring company-wide implementation of HRD policies and programmes, BHEL has established a full-fledged, modern Corporate HRDI at Noida. HRDI aims to fulfil BHEL’s vision to become "A World Class Engineering Enterprise committed to enhancing stakeholder value". According to BHEL, its strength lies in what it values - people, performance, customer, integrity and innovation. Every employee in the company is given an equal opportunity to develop and realize his/her potential. Continuous quest at HRDI is to unfold