Bhel project report

A Study on Employee Capability Enhancement through Training &
Development in Bharat Heavy Electricals Limited
A Maharatna Central PSU
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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

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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.

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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.

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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.

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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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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

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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,

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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

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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.

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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

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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.

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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

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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.

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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

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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.

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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.

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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

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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

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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.

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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.

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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

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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
Number of Responses
GENDER OF THE RESPONDENTS

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
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
Number of Responses
EDUCATION QUALIFICATION OF RESPONDENTS

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
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
Number of Responses
LENGTH OF SERVICE OF THE RESPONDENTS

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
Graph 4.3.5
87
13
0
10
20
30
40
50
60
70
80
90
100
Yes No
Number of Responses
CLEAR CUT TRAINING AND DEVELOPMENT POLICY

48
B2) Do you think Training & Development of employees,a thrust area in BHEL right
from the beginning?
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
Graph 4.3.6
88
12
0
10
20
30
40
50
60
70
80
90
100
Yes No
Number of Responses
T&D - A THRUST AREA

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
Graph 4.3.7
87
13
0
10
20
30
40
50
60
70
80
90
100
Yes No
Number of Responses
T&D LINKED WITH BUSINESS STRATEGY

52
B4)Does BHEL always focus on continuously developing the skills of employees?
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
Graph 4.3.8
41
55
4
0
10
20
30
40
50
60
Completely Agree Agree to Some Extent Don’t Agree
Number of Responses
BHEL FOCUS ON DEVELOPING EMPLOYEE SKILLS

54
B5)BHEL recognizes T & D as a means to Enhance the Capabilities of Employees
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
Graph 4.3.9
42
55
3
0
10
20
30
40
50
60
Completely Agree Agree to Some Extent Don’t Agree
Number of Responses
T & DAS A MEANS TO ENHANCE EMPLOYEE CAPABILITY

56
B6)How are the Training needs for employees in BHEL identified/planned?
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)
Perfarmance appraisal 9 9%
Training co-ordinator 24 24%
Reporting Officer 6 6%
Online method 10 10%
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
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
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
Number of Responses
IDENTIFICATION/PLANNING OF TRAINING NEEDS

59
B7) Training Programmes in BHEL contain
Lecturers 6 6%
PPT 6 6%
Innovative exercise 2 2%
Interactions 1 1%
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
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
Interactions
All the a bove
Total
Graph 4.3.11

62
B8) How are the Course Materials made available to the Participants?
Printed copy 47 47%
Hosting on intranet 9 9%
E-mail 2 2%
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
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
Number of Responses
HOW ARE THE COURSE MATERIALS PROVIDED

64
B9) Training Programmes are lively and enthuse participants
Don’t Agree 2 2%
Total 100 100%
Table =4.3.13
19)
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
Graph 4.3.13
39
59
2
0
10
20
30
40
50
60
70
Completely agree Agree to some extent Don’t Agree
Number of Responses
PROGRAMMES ARE LIVELY & ENTHUSE THE
PARTICIPANTS

66
B10) Average Number of Programmes attended in a year
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)
Highly Satisfied 21 21%
Satisfied 53 53%
Fair 23 23%
Not Satisfied 3 3%
Total 100 100%

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
Number of Responses
AVERAGE NUMBER OF PROGRAMMES ATTENDED IN A
YEAR

68
B11) Overall how much are you satisfied with the training programmes?
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
22)
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
Number of Responses
HOW MUCH ARE YOU SATISFIED WITH THE TRAINING
PROGRAMMES

70
B12) After the Training Programmes, Seniors discuss with the participants
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
Graph 4.3.16
29
36
31
4
0
5
10
15
20
25
30
35
40
Always Most likely Some times Never
Number of Responses
SENIORS DISCUSS WITH THE PARTICIPANTS AFTER THE
PROGRAMMES

72
B13) Do you share learnings from training programme with your team members?
23)
Particulars No. of respondents Pecentage
Do not agree 2 2%
Total 100 100%
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
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
Number of Responses
DO YOU SHARE YOUR LEARNINGS WITH YOUR TEAM
MEMBERS?

74
B14) Training programmes enhance Quality, Productivity and Performance
Response No. of Respondents Pecentage
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
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
Number of Responses
TRAINING PROGRAMMES ENHANCE QUALITY,
PRODUCTIVITY & PERFORMANCE

76
B15) HRD Department regularly collects Feedback from the participants
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
25)
Report from HRD 33 33%
Controling officer 12 12%
Job Performance 4 4%
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
Number of Responses
HRD REGULARLY COLLECTS FEEDBACK FROM
PARTICIPANTS

78
B16) BHEL Management follows these methods to assess the effectiveness of the
programmes
Report from HRD 33 33%
Controlling Officer 12 12%
Job Performance 4 4%
None of the above 1 1%
Total 100 100%
Table =4.3.20
26)
Professional skills 6 6%
Occupation health 2 2%
Personality development 4 4%
Improvement in health 1 1%
Life style management 0 0%
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
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
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
Number of Responses
BHEL FOLLOWS THESE METHODS TO ASSESS THE
EFFECTIVENESS OF PROGRAMMES

81
B17) Training & Development Programmes in BHEL are focused on
Professional Skills 6 6%
Occupational Health 2 2%
Personality Development 4 4%
Health-related subjects 1 1%
Life Style Management 0 0%
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
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
Number of Responses
T & D PROGRAMMES ARE FOCUSED ON

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
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

85
the true element in people through planned interventions especially designed to enhance
their performance. HRDI
plays a major role in
developing managerial
abilities, moulding
attitudes, triggering
passion for excellence and
thereby creating a positive
work culture. A unique
accomplishment of BHEL-
HRDI is that it is involved
in People Development
Activities not only for
BHEL but also for outside
clients like ICAI, BSES,
HAL, MECON, ONGC,
HPCL, NTPC etc.
iii)Human Resource
Development Department
in BHEL-Electronics
Division – an Overview:
The Electronics Division of BHEL, like all other divisions of the Company, has a
dedicated HRD Department. The HRD Department is part of the HRM Department which
administratively reports to the Executive Director who is the Head of the Unit. The HRD
Department, functionally, has proactive relationship with the Corporate HRDI.
The HRD Department in each division of BHEL has a dedicated team of HR Professionals.
normally headed by an officer in the level of Addl. General Manager. As can be seen in

86
the organisation chart
(Left) of HRD
Department of
Electronics Division,
the department is
headed by an AGM,
who is reporting to
Head of HRM.
Based on my interaction
with the officers of
HRD Department and
various other departments, I found out that BHEL-Electronics Division has identified HRD
as a separate function right from the beginning. Earlier, i.e. prior to globalisation process
began, this function was called the Training & Development Department which was
primarily concentrating on conducting several routine programmes covering
Workers’ Education Classes, Safety Classes, Lectures etc.
But, as the business scenario started taking new shapes and the global market became
more and more competitive, BHEL felt the imperative need to enhance the
capabilities of their human resource to make them effectively face the emerging
challenges. With this, the Company started giving additional thrust on this function
which was renamed “Human Resource Development”. With this HRD started getting
a professional touch in its functions. A full-fledged HRD Building was constructed with
facilities like three aesthetically designed Conference Halls, latest audio-visual
systems and a dedicated Video Conferencing facility.
The programmes conducted by HRD Department covers most of the core subjects required
for an employee, besides focussing on his or her own job requirement. The training
programmes include:

87
 Induction Programme for Engineer /
Executive Trainees
 Cost Cutting Measures
 Programmes for employees who undergo
cadre change viz., Workers to Supervisors
and Supervisors to Executives.
 Cycle Time Reducing Measures
 Health, Safety & Environment  Total Quality Management
 Factory Rules & Regulations, Standing
Orders
 Life Style Management
 Facilities and benefits available to
employees under the Rules
 Customer Relation Management
 Purchase Policy / Works Policy  Effective Communication Skills
 Transparency in working  People Development
Programmes
 Basic Human Values  Workers’ Education Classes
 Changing Business Scenario  Middle Management / Top
Management Programmes
iv)While most of the programmes are conducted in the unit, involving expert speakers on
the subjects drawn both from in-house and external sources, a number of programmes are
also conducted at various professional institutes as well as at BHEL’s Corporate HRDI.
Training at Collaborators’ Places : Besides the above programmes, BHEL deputes its
employees to its Collaborators’ places located in different parts of the world. These training
programmes are essentially need-based and are directed at familiarising the participants on
new technologies acquired from the collaborators. During the current year, eight employees
were sent for such trainings.
v)Being a Central PSU, BHEL
every year signs a Memorandum of
Understanding (MoU) with the
Government of India committing a
certain level of performance. The
MoU also includes various aspects
of management including HRD.

88
vi)Number of Programmes
conducted in BHEL-
Electronics Division are quite
impressive. As per the data
available, more number of
training programmes were
conducted as compared to the
numbers planned. This is
because of addition of few
more programmes during the
course of the year.
vii)Coverage of employees in training programmes also is quite encouraging. The
below placed table shows the percentage of employees (both Female and Male) who have
undergone training programmes during the last five years. In case of Male & Female
Employees the highest participation of 93% and 94% respectively were recorded during
2016-17.
Female and Male employees covered under training programmes (%age shown is in
relation to the total strength of female and male employees respectively)
Gender Total
Strength
2012-13 2013-14 2014-15 2015-16 2016-17
FEMALE 400 90 85 88 92 94
MALE 1650 81 86 89 91 93
While there is slight fluctuation in the percentage of female participation over the
years, it is interesting to observe that male participation is steadily increasing,
perhaps because of recruitment of more number of young men at various induction
levels.
106 102 107 105 101
117 119 121 124
114
2012-13 2013-14 2014-15 2015-16 2016-17
Number of Training Programmes
Planned & Conducted during the last
five years
Planned Conducted

89
Though the manpower
strength in BHEL-
Electronics Division is
2050, the second bar in
the above graph
indicates Number of
Employees trained in
In-house programmes
to be 5597. This is
because a large number
of employees have
participated in more
than two programmes
each. 6.12 Mandays
per employee, per year the thrust given on people development efforts in BHEL.
viii)During the last five years, expenditure on training programmes shows an impressive
figure of Rs.31 Lakh at the minimum during 2012-13 and Rs.38 Lakh at the maximum
during 2015-16.
Amount indicated above is
only for conducting the
programmes. Employees'
TA, DA etc., are not included.
Considering the fact that
most of the training
programmes have taken
place using the in-house
facilities,the moneyspenton
T&D programmes is quite impressive.
0
1000
2000
3000
4000
5000
6000
1691
5597
83 74 6.12
Number of Employees coveredunder
various Training Programmes (upto
31.3.2016)
31
33
36
38
35
0
5
10
15
20
25
30
35
40
2012-13 2013-14 2014-15 2015-16 2016-17
EXPENDITURE ON TRAINING
PROGRAMMES DURING THE
LAST 5 YEARS (RS. IN LAKHS)

90
ix)The Training Programmes are conducted in a systematic manner with the help of
following measures:
1. Identifying the Training Needs of the Employees of all categories through:
a)Training Co-Ordinators nominated in all major departments, b) Annual Performance
Appraisal System and c) On-line System of HRD. In all the three channels, employees
and training co-ordinators interact with each other for the training needs which are
communicated to HRD Department. While entering their online annual
performance plans, Supervisors and Executives identify the Development Plan
for themselves which are mapped by HRD for organising the training programme.
2. HRD Dept, well before the commencement of
financial year, publishes the Training
Calendar for the whole year. Employees or
their Superiors will select the suitable
programmes and send the nominations to
HRD. This helps the participants to plan
their official works suitably and participate
in the programme.
3. Selection of experienced and expert faculty
members including those from BHEL to
handle subjects directly relating to the Company and external faculty members who are
subject specialists in their own field.
4. Preparation of course materials and making them available in hard and soft
format. Hard copies are given to the participants during the programme and soft copies
are hosted on intranet website for online study.
5. Most of the programmes include Power Point Presentations, practical & creative
exercises and interaction between faculty and the participants to make the
programmes lively.

91
6. All training programmes conclude with a Feedback Session where participants can
freely express their views and offer suggestions. Besides, they are given a feedback
form to fill and return to HRD Department. Head of HRD and other senior officers
will be present in the concluding sessions to listen to the participants.
7. HRD Department compiles the feedback of participants, prepares a report and
submits the same to the management.
Glimpses of People Development Programmes in BHEL
II. EMPLOYEE SURVEY FINDINGS:
Based on the Employee Perception Survey carried out to assess the views of the employees
about various aspects of Training Programmes in BHEL-Electronics Division, the
following important findings are brought out:
x)One noteworthy feature of employee profile of BHEL-Electronics Division is, 50% of
the total employee strength are below 39 years of age, with more than 20 years of service
remaining which is crucial for any organization to carry forward. 9% respondents in the
age group of 40-49 and 41% in the age group of 50 years and above perform the role
of mentors, grooming their youngsters to become the future leaders of the company.
xi)For any growth-aspirant company and for any company willing to succeed in the market,
it will always be essential to keep enhancing the capabilities of employees to make

92
them on par with the changing business. In this direction, BHEL is giving a major thrust
on Training & Development. Spending 6.12 Mandays per employee for this purpose is a
creditable performance!
xii)Linking Training & Development with the Company’s Business Strategies is key
to realise the business objectives and also it enables people to take HRD more
seriously. From the survey, it is evident that Training and Development activity is aligned
to BHEL’s Business Strategies and all the Training Programmes are planned and executed
as per this.
xiii)In line with the changes and improvements in Quality of Training Programmes, BHEL
has also incorporated innovative and creative practices, tools and techniques in the
training programmes. While the class room lectures take lessertime, creative and
practical exercises aimed at testing the thinking ability and personality of the
participants are becoming essentialcontents. For example, in a team exercise, each team
is given the task of completing a job like building the blocks. Here, the chosen leader will
be blindfolded upon which he will start building the block with the support of team
members. This is to demonstrate that a leader without team support is like a blind
person, but can do wonders with the support and guidance of team members.
xiv)BHEL has been effectively using Information Technology to take HRD
Programmes to next level. Processes like identifying their training needs, making
available various HRD inputs and course materials, conducting online employee
perception surveys besides measuring the effectiveness of the programmes are conducted
online.
xv) The practice of information sharing after the training programmes, exists in the
Company between participants and senior officers and participants & team members so
that larger section of the human resource is benefited from such programmes. However,
this process needs to spread across the organization on a larger scale.

93
xvi) Views of employees with regard to Training Programmes enhancing the Quality,
Productivity and Performance at BHEL towards the usefulness of the training
programmes presents a positive picture. 47% respondents “Completely Agree” and
51% say that they “Agree to Some Extent”. This is a sizeable positive response which is
further reflected in the impressive performance of BHEL.
xvii) The effectiveness of Training & Development efforts is evident in various forms
viz., a) Improvement in the performance of employees, b) BHEL retaining Market
Leadership with 55% market share even against stiff competition, c) Impressive
Order Book of overRs.1,00,000Crore d) Cost Reduction, e) Reduction in Cycle Time
for execution of Projects, f) Improved Quality of Products & Services, f) Innovation
of new products, g) Filing of Patents and h) Awards & Recognitions to BHEL and its
Employees.
5.2 Conclusion
Globalisation of Indian Economy led to stiff competition forcing the Indian Companies,
especially PSUs to come out of protectionism to face the hard realities to stay in the race.
These companies had to change their mind set and draw fresh strategies to survive and
succeed. Similarly, BHEL also had to transform itself by improving its competitiveness
by enhancing the capabilities of its human resource.
I undertook my study focusing on the core issue of “Enhancing Employee Capability
through Training & Development”, trying to find out how BHEL adapted itself to the
changing scenario in the country, how did it focus on developing the skills of its employees
and change their mindset to accept the new challenges and effectively compete with other
leading companies.
At this juncture, I must express that my study started with a number of concerns like
whether BHEL being a government owned company will share necessary data or allow its
employees to freely exchange their views with me. However, within the first few days of

94
my visit to BHEL, all my concerns were cleared. HRD Department shared all required data
with me. During my survey exercise, the employees freely interacted with me.
My study, collection of various data as explained above, tabulation, analysis of the
same have revealed one vital information i.e. BHEL, like any other professionally
run company, has taken the new business challenges seriously and it is re-inventing
itself continuously by adapting itself to the new expectations of the market. It is
making accelerated efforts to enhance the capabilities of its employees which is very
crucial to succeedin the competitive market which is going to be more tougher in the
days ahead .
It is satisfying to note that these efforts have brought about fair amount of success to
BHEL in terms of its business performance. This is also reflected in the Company and
employees winning laurels and recognitions. I feel BHEL is using Globalisation and
competitive environment as opportunities to bring the best out of it.

95
6.0 Suggestions
I have presented below few suggestions for possible consideration by BHEL.
1. Development of Online Training Modules for flexible training sessions.
2. Using of Video Conferencing facility for conducting training programmes.
3. Web-based Training Sessions besides flexibility, enable interaction with the
faculty.
4. Joint Working with Leading Professional Institutes for mutual benefit.
5. Regular Updating of Course Materials
6. Comprehensive Online Programme to cover all processes relating to Training &
Dvpt.
7.0 Annexure:
ANNEXURE - A
Dear all,
I am B.C. Archana, pursuing my BBA course (6th Semester) in RNS First Grade College,
Bengaluru and as part of my academic requirement, I have to undertake a study on
“EMPLOYEE CAPABILITY ENHANCEMENT THROUGH TRAINING AND
DEVELOPMENT’ at BHEL-Electronics Division, Bengaluru. In order to complete this
project, I need to do a survey which I am conducting through a questionnaire printed below.
I request you to kindly spare a few minutes to go through this questionnaire and fill up the
same. Please choose your option by marking {√} against the same.
Thanking you,
B.C. ARCHANA, STUDENT OF RNS FIRST GRADE COLLEGE, BENGALURU
Name ………………………………………….
PART [A]:
(1) Age
a) 18-29 years b) 30 to 39 Years

96
c)40-49 Years d) 50 and above
(2) Gender a) Male b) Female
(3) Education qualification
a) Tenth b) ITI / Diploma
c) PUC d) Bachelor’s Degree
e) Post Graduate Degree
(4) Service/experience
a. Less than 5 years b. 6-14 years
c. 15-24 years d. 25 years and above
PART [B] :
[1] BHEL has a clear-cut Training and Development Policy
[a] Yes [b] No
[2] Do you think Training & Development of employees, a thrust area in BHEL
right from the beginning?
[a] Yes [b] No
[3] Does BHEL link Training and Development with the company’s business
strategies?
[a] Yes [b] No
[4] Does BHEL always focus on continuously developing the skills of
employees?
[a] Completely Agree [b] Agree to some extent [c] Don’t Agree
[5] BHEL recognizes Training & Development as a means to Enhance the
Capabilities of Employees
[a] Completely Agree [b] Agree to some extent [c] Don’t Agree
[6] How are the Training needs for employees in BHEL identified/planned?
[a] Performance Appraisal System [b] Training Co-Ordinators
[c] Reporting Officers [d] On Line Methods [e] All the above
[7] Training Programmes in BHEL contain
[a] Lectures [b] Power Point Presentations [c] Innovative Exercises
[d] Interaction between participants and faculty [e] All the above

97
[8] In addition to Lectures and Presentations, how are the course materials
made available to the participants (i.e., in the form of )
[a] Printed Copies [b] Hosting on Intranet [c] Emails and Other Online Means
[d] All of them
[9] Training Programmes are lively and enthuse participants
[a] Completely Agree [b] Agree to Some Extent [c] Don’t Agree
[10] In a year, on an average how many programmes do you attend
[a] 1-2 [b] 3-4 [c] 5-6 [d] More than 6
[11] Overall how much are you satisfied with the training programmes
[a] Highly Satisfied [b] Satisfied [c] Fairly satisfied [d] Not satisfied
[12] After the Training Programmes, Seniors discuss with the participants and
seek their feedback
[a] Always [b]Most of the times [c] Sometimes [d] Never
[13] Do you share your learnings from the training programme with your team
members?
[a] Always [b]Most of the times [c] Sometimes [d] Never
[14] Training programmes enhance Quality, Productivity and Performance of the
Employees
[a] Completely Agree [b] Agree to Some Extent [c] Don’t Agree
[15] HRD Department regularly collects Feedback from the participants
[a] Yes [b] No
[16] BHEL Management follows the following method/s to evaluate the
effectiveness of the training programmes
[a] Report from HRD [b] Evaluation by Controlling Officers
[c] Job Performance [d] All of them [e] None of them
[17] Training & Development Programmes in BHEL are focused on
[a] Professional Skill Enhancement [b] Occupational Health, Safety &
Environment [c] Personality Development [d] Improvement in Health Standards
[e] Life Style Management [f] All the Above
Your suggestions for improvement of the training programme:
………………………………………………………………………………………………
Date : (Signature)
Place: Optional

98
8.0 Bibliography
Websites:
1. http://www.bhel.com
2. http://www.bheledn.com
3. http://www.goi.nic.in
4. http://www.ecmag.com/section/your-business/brief-history-electricity
5. http://www.energy.kth.se/compedu/webcompedu/ManualCopy/Steam_BoilerTechnol
ogy/Basicsof_steam_generation/history_of_steam_generation.pdf
6. http://www.power-technology.com
7. http://www.prnewswire.com/news-releases/global-electrical-equipment-market-
253862681.html
8. http://www.makeinindia.com/sector/electrical-machinery
9. http://www.brandindiaelectricals.com/about-indian-electricals-equipment
10. http://smallbusiness.chron.com/role-human-resource-management-organizations-
21077.html
11. http://www.managementstudyguide.com
12. https://trainingmag.com/5-trends-future-learning-and-development
13. https://www.yourerc.com
14. http://www.humanresourcestoday.com/2017/training/trends
15. http://www.mbaofficial.com/
16. http://www.aspiringminds.com/
17. http://goodmorningishan.blogspot.in/2011/07/recent-scenario-of-human-
resource.html
18. https://en.wikipedia.org
19. http://fluidsurveys.com/university/descriptive-research-defining-respondents-
drawing-conclusions
20. http://www.surveysystem.com/sscalc.htm#one
21. http://www.infoprolearning.com/web-based-training
Reference Documents:
1. BHEL Annual Reports from 2011-12 to 2015-16.
2. BHEL Catalogues

99
3. Training Calendars
4. HRD Annual Reports
Books :
1. Human Resource Management by Rekha MP, Vibha V, Rajeshwari K. & Pallavi.
Published by Vision Book House
2. Business Research Methods by H.R.Appannaiah & Ramanath HR. Published by
Himalaya Publishing House

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