PCIL

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Lovely Professional University
School Of Business
Report on Summer Training on
The Impact Of Information Technology On Training And Development
at
POWERGRID CORPORATION OF INDIA LTD
Submitted to
Lovely Professional University
In Partial fulfilment of the Requirements
For the award of Degree of
Master of Business Administration
Submitted by: Kritika Singh
Roll#B40
Register ID: 11301638

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DECLARATION CERTIFICATE
I, Kritika Singh, bearing registration number 11301638, student of MBA, School of Business,
Lovely Professional University, Punjab, hereby, declare that project report titled Impact Of
Information Technology on Training & Development at PowerGrid Corporation Of India
Limited, is a genuine work done originally by me and has not been published or submitted
elsewhere for the requirement of the degree program. Any literature, data or work done by
others and cited within this project has been given due acknowledgement and listed in the
reference section.
Kritika Singh
Reg. no. 11301638
Date:

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ACKNOWLEDGEMENT
For completing this work, my first thank goes to the Almighty God for his sufficient grace
and favor for this project work. It is esteemed pleasure to present the research report, Impact
of Information Technology On Training And Development at PowerGrid Corporation Of
India Limited. I express my deep gratitude to my research project guide, Mr. Amit Sharma,
Assist Prof, HR department (School of Business, Lovely Professional University) who gave
me the inspiration to pursue the project and guided me in the endeavour. He has been a
constant source of motivation and encouragement for me, I thank him for all the initiatives
and zeal he showed with throughout the project work.
Last but not the least I am thankful to Mr.V.K.Singh (DGM,HR) and Mr. Sachin Kumar of
PowerGrid Corporation Of India Limited without their support at various stages, this project
wouldn’t have materialized. I am also thankful to all the supporting staff at the company who
directly or indirectly helped me in completing my project.

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TABLE OF CONTENT
Sr. No. Chapters Page No.
Executive Summary 5
1. Organization Profile 6-25
2 Introduction of Topic 25-30
3. Review Of Literature 31-32
4. Objectives of the Study 33-34
5. Research Methodology 35-36
6. Data Analysis 37-43
7. Findings 44
8. Recommendation 45
9. Conclusion 46
10. References 47
11. Annexure-1 48-52

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EXECUTIVE SUMMARY
This project was conducted to see the Impact Information Technology has on the training &
development at PowerGrid Corporation of India. POWERGRID has been in the threshold of
competency development right from the day of its inception. It has about 9800 employees
posted in nine regions and corporate centre at Gurgaon. Information technology is the
technology used to store, manipulate, distribute or create information. Training and
development of employees is critical in organizations in this era of competition due to the
fact that organizations need to survive, grow and develop. Consequentially, training and
development has become an issue of strategic importance.
Findings from this research shows that IT has done a great impact on training and
development of PCIL as it is more time convenient, cost effective, easy to understand, train
more number of employees in less time, it saves time that initially was wasted while
travelling to various locations for being trained. As for this study of research it was required
to visit and study or interview 40 employees from different departments at PowerGrid
Corporation Of India Limited. A questionnaire administrated by the help of mentor that the
objective of this questionnaire was to find out the actual impact of I.T on training and
development at PCIL, and by getting the responses from different employees and to give
possible recommendations that could be helpful to the company. This study recommends that,
special attention should be given to employees above the age of 40 as they are the ones who
require more training related to using computer and several softwares as compared to the new
employees.

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1.INTRODUCTION
1.1 POWERGRID CORPORATION OF INDIA LIMITED
Incorporated on October 23, 1989 under the Companies Act, 1956 with an authorized share
capital of Rs. 5,000 Crore as a public limited company, wholly owned by the Government of
India. The Power Grid Corporation of India Limited (POWERGRID), is an Indian state-
owned electric utilities company headquartered in Gurgaon, India. POWERGRID transmits
about 50% of the total power generated in India on its transmission network. Its original
name was the 'National Power Transmission Corporation Limited', and it was charged with
planning, executing, owning, operating and maintaining high-voltage transmission systems in
the country. On 8 November 1990, the National Power Transmission Corporation received its
Certificate for Commencement of Business. Their name was subsequently changed to Power
Grid Corporation of India Limited, which took effect on October 23, 1992.
POWER GRID Corporation of India Ltd has been carrying out its responsibilities efficiently
in the Construction, Operation & Maintenance of inter-State transmission systems and
operation of Regional Power Grids. It has been notified as the Central Transmission Utility
(CTU) of the country. In 1992 POWER GRID has established a transmission network of
about 69,480 circuit kms and 116 substations having more than 77,217MVA transformation
capacity. POWER GRID has consistently maintained the transmission system availability
over 99% is at par with the international utilities. Due to its rapid growth POWER GRID was
recognized as the Miniratna category by GOI with effect from october’98. Now POWER
GRID plays a strategic role in the Indian Power Sector in establishing & maintaining the
transmission infrastructure. The Government of India conferred the status of “Navratna” to
POWER GRID.
1.2 Formation of the Company
In order to cope up with the ever increasing power demands the electricity (supply) act was
amended in 1975 paving way for establishment of various central/ central state JV
organizations such as NTPC, NHPC etc. during 1980s many more large power stations were
commissioned and regional Grids were further strengthened based on the concepts of regional
self sufficiency.

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Regional electricity boards with the help of regional load dispatch facilities were expected to
ensure steady supply of power to the beneficiaries as per allocated shares but could not make
much headway as they remained essentially advisory in nature. To overcome the above
difficulties, the “working group” for development of national power Grid recommended
formation of a separate “central corporation” during 1984.
Accordingly in pursuance of a cabinet decision the national power transmission corporation
ltd. now renamed as PGCIL was incorporated in October 1989 with an initial authorized
share capital of 5000 cr. The mandate for the corporation was construction of EHV AC and
HVDC transmission lines, sub-stations, load dispatch centres and communication facilities in
a coordinated and efficient manner to move large blocks of power from central generating
stations and surplus from SEBs, if any, to load centres within and across the regions with
reliability, security and economy.
1.3 Phased development of PCIL
The work relating to the transmission lines and associated sub-stations, load dispatch centers,
communication facilities as well as buying/ selling of power presently being handled by
central/ central state JV organizations shall be transferred to POWER GRID in a phased
manner.
Phase I
Taking over commissioned/ under construction and planned transmission lines and
substations from the central state JV organizations, augmentation of load dispatch and
communication facilities, transfer of related manpower and wheeling of power from the
participating power stations to the beneficiary states.
Phase II
This phase involves improved co-ordination in the operation of regional Grids, transfer of
existing RLDCs and related operational functions for regional and inter- state integrated
operation and coordination to facilitate power trading.
Phase III
Buying power from central generating organization and also any surplus generation of SEBs
to pool and sell the same to various states.
1.4 DIVERSIFICATION
Transmission Business
POWER GRID’s network, as at September, 2008, comprises of over 69,000 circuit km of
high voltage transmission lines and 116 sub-stations spread across the country. The inter-
regional power transfer capacity of National Grid has been enhanced to about 17,000 MW
from 14,100 MW in FY 2007-08. POWER GRID has further plans to enhance the capacity to
more than 37,000 MW by 2012.

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POWER GRID has envisaged an investment program of Rs.55000crore towards investment
in transmission projects during the Government of INDIA’s eleventh five year plan beginning
April 1, 2007 and ending on March 31, 2012.
In FY 2007-08, it commissioned transmission projects worth about Rs. 6000crore, thereby
adding transmission network of 7,350 circuit kms, 9 EHV AC sub-stations and
transformation capacity of more than 13700MVA.
Telecom Business
POWER GRIDs diversified in to telecom business to utilize the scheme of ULDP. POWER
GRID has installed more than 19000kms.
Presently, Power Grid is one of the few telecom players with a market presence in the remote
areas and providing highly reliable services to various costumers. The company has acquired
IP-II, ISP and NLDO licenses to provide a variety of services.
From its telecommunication business, POWER GRID received revenue of Rs. 124Crore
during FY 2007-08, a growth of 61% over last year (Rs. 77Crore). Today, POWER GRID is
serving major telecom players in mobile & NLDO segment.
Consultancy
POWER GRID diversified into the consultancy business. Since Fiscal 1995, POWER
GRID’S consultancy division has provided transmission-related consultancy services to more
than 90 clients in over 225 domestic and international projects. POWER GRID’S consultancy
role have facilitated the implementation of various GOI-funded projects for the distribution of
electricity to end-users, such as the accelerated Power Development and Reforms
Programme(“APDRP”) in urban and semi-urban areas and the Rajiv Gandhi Grameen
Vidhvutikaran Yamani(”RGGVY”) in rural area Operation and Transmission Management
The Electricity Act requires every transmission licensee to comply with the technical
standards of operation and maintenance of transmission lines, in accordance with the Grid
Standards, as specified by the CEA.
The duties of a transmission licensee under the Electricity Act include amongst others:(a) to
build, maintain and operate an efficient and economic inter/intra state transmission system;
(b) to provide non-discriminatory open access to its transmission system for use by any
licensee or generating company on payment of transmission charges and to any consumer on
payment of transmission charges and a surcharge thereon in accordance with the Electricity
Act. Power Grid Corporation of India Ltd. takes continuous action regarding operation and
maintenance to seek to ensure compliance with prescribed standards as well as to achieve
high availability of the system for uninterrupted power supply to customers. The maintenance
of the ISTS involves the routine inspection and overhaul of transmission system assets and
the replacement of components. Condition assessment and monitoring techniques are used to

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help optimize maintenance intervals and reduce system outages. POWER GRID has
developed flexible working practices to take advantage of the system conditions for day-to-
day maintenance work and also modify their annual maintenance programme according to
generation maintenance schedules. Techniques such as live-line working are also used to
enable certain types of maintenance to be carried out without taking transmission lines out of
service. Emergency restoration systems (“ERSs”) are used for early restoration in case of
natural disasters and other exigencies.
Smart Grid
Smart Grid facilitates efficient and reliable end-to-end intelligent two-way delivery system
from source to sink through integration of renewable energy sources, smart transmission and
distribution. In this way Smart Grid technology shall bring efficiency and sustainability in
meeting the growing electricity demand with reliability and best of the quality.
Smart Grid also enables real time monitoring and control of power system as well as helps in
reduction of AT&C losses, demand response and demand side management, power quality
management, outage management, smart home energy system etc. Smart Grid will act as a
backbone infrastructure to enable new business models like smart city, electric vehicles,
smart communities apart from more resilient and efficient energy system and tariff structures.
Recognizing the importance, POWERGRID has taken pioneering steps in bringing Smart
Grid technology to all facets of power supply value chain & developed smart grid pilot
project at Pondicherry.
1.5 ERP & IT
The company is establishing Enterprise Resource Planning (ERP) system in the organization
to manage the massive information flows in the system. The main package of ERP is handled
at Tata Consultancy Services(TCS) which includes development of data services, disaster
recovery centre and augmentation of computer network. The pilot project came into
operations in the fiscal year 2013-2014. The pilot project covers the company’s corporate
headquarter in Gurgaon and one of its regional centre. The company has also provided
laptops and data cards to the employees for the efficient accomplishments of their functions
with swifter and easier storage, usage, transfer and retrieval of data. Further, utilising the
skills and in-house expertise the company has systematically developed various software
applications for the smooth working of its functional areas. The company has also renewed
its website to make it more users friendly. The company has installed high definition multi-
call unit at its Gurgaon office, including video wall system.
1.6 PEOPLE OUR CORE STRENGTHS
Attracting Talent, Nurturing and Development of Human Capital. The employees are the
most important asset and their incessant growth is the most treasured investment. The
company encourages and initiates various programmes for bolstering and enriching the
continuous development of the knowledge horizon of the employee. In order to align the

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Human Resource Development Strategy, the company conducted Organizational Need
Assessment (ONA) capturing the organization’s requirement for competency enhancement of
employees and then conducted Online Training Need Assessment(TNA) for individual
employees.
This online Training Need Assessment process is broadly divided into 3 main stages.
Stage 1: Online Training Needs Assessment System:
In order to capture the individual training requirements vis-a-vis their functional roles, a
structured questionnaire have been designed which is administered through the HRD website.
Skills required with respect to the functional roles are available through drop down menu.
The employees are requested to fill up the questionnaire on various questions such as their
employee number, designation, number of years, present role and responsibilities, specific
training required considering their job responsibilities, expected level of knowledge and skill
for executives, supervisors and workmen etc. The functional areas broadly included in the
questionnaire are: Sub-Station O&M, Substation Construction, Transmission Line (TL)
O&M, TL Construction, Engineering/R&D/Tech Development, Distribution Management
System, Human Resources,
Finance, Vigilance, Contract Services and Materials Management, Commercial, Load
Dispatch and Communication, System Operation/POSOCO, Corporate Monitoring Group,
Corporate Planning, Business Development, Law, Information Technology, Leadership,
Managerial, Behavioral, ESMD, International Business and Special/Others. The skills and
knowledge required in each of the above functional areas are included in the online
questionnaire. Finally, the training needs as identified by individuals are compiled and the
final list is made available to Head of HR who are the custodian and supervisor of HRD
initiatives in their regions.
Stage 2: Focus Group Discussion:
A series of structured Focus Group Discussion (FGD) have been organized at all the regions.
The group consisted of 8-10 members representing from key functional areas such as O&M,
construction, engineering, contracts, HR, finance, corporate planning. A detailed circular was
issued containing certain basic guidelines for a TNA of such nature. Some of the
issues/questions deliberated during FGD are:
a. Whether all the employees in your regions have filled the TNA?

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b. Whether the training needs identified by the individuals (through online) in your
region/department are relevant?
c. Whether all the roles and responsibilities in the function/department have been taken care?
d. Do you feel any more topics in your area of work have to be added or deleted. If so what
are they?
e. Keeping in view the new emerging technology in transmission sector, diversification plan,
change of regulatory/business environment, do you feel any new topics to be covered?
f. Can you suggest any specific expert to facilitate such training?
g. What is your opinion/experience about the training programme conducted by
POWERGRID in the past?
h. Would you suggest any measures for the improvement of training system in the
organization including utilization of online training management system administrated by
HRD department?
The members of the FGD need to be fully participative and should actively contribute during
the discussion. The knowledge and skill gap as identified by individual employees is to be
reviewed by the members and some of the knowledge domain preferred by them can be
deleted or added keeping in view the long terms business plan of the organization. By the end
of each FGD, a list of knowledge and concepts to be imparted to each employee is to be
brought out which is duly ratified by their concerned Executive Director of the Region.
Stage 3: Discussion with HRD advisory Council:
This stage was required for the first time implementation of online TNA and may not be
required in future. HRD advisory committee consisted of experts representing POWERGRID
and external sources. The external members were specialists from prominent institutions.
Presentations were made to the committee members about the POWERGRID's HRD plan and
objective and the TNA exercises undertaken. The committee reviewed the entire process and
exercises and suggested a plethora of scheme of things and recommendations for
implementing the same at the corporate and regional level. Finally, the recommendations in
the form of comprehensive learners’ planner were submitted to POWERGRID management
for approval and implementation by HRD stakeholders in the organization.
During FY 2012-13 PCIL has inducted 117 personnel at various levels viz, executive,
supervisor, workmen through open advertisements on All India basis and through campus
recruitment.

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In the year FY 2012-13 the company has spent 17 crores 30 lakhs on the training and
development of its employees as compared to the FY 2011-2013 which was 20 crore 93 lakhs
1.7 Vission & Mission
Keeping pace with changing business environment, POWERGRID had set its Vision and
aligned its mission and objectives as a vanguard of foresight.
VISION
World Class, Integrated, Global Transmission Company With Dominant Leadership in
Emerging Power Markets Ensuring Reliability, Safety and Economy.
MISSION
We will become a Global Transmission Company with Dominant Leadership in Emerging
Power Markets with World Class Capabilities by:
World Class: Setting superior standards in capital project management and operations for the
industry and ourselves
Global: Leveraging capabilities to consistently generate maximum value for all stakeholders
in India and in emerging and growing economies.
Inspiring, nurturing and empowering the next generation of professionals.
Achieving continuous improvements through innovation and state of the art technology.
Committing to highest standards in health, safety, security and environment
1.8 OBJECTIVES
The Corporation has set following objectives in line with its mission and its status as Central
Transmission Utility to: Undertake transmission of electric power through Inter-State
Transmission System.
Discharge all functions of planning and coordination relating to Inter-State Transmission
System with-State Transmission Utilities
Central Government
State Government
Generating Companies
Regional Power Committees
Authority

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Licensees
Any other person notified by the Central Government in this behalf.
To ensure development of an efficient, coordinated and economical system of inter-
state transmission lines for smooth flow of electricity from generating stations to the load
centres. Efficient Operation and Maintenance of Transmission Systems.
Restoring power in quickest possible time in the event of any natural disasters like super-
cyclone, flood etc. through deployment of Emergency Restoration Systems.
Provide consultancy services at national and international levels in transmission sector based
on the in-house expertise developed by the organization.
Participate in long distance Trunk Telecommunication business ventures.
Ensure principles of Reliability, Security and Economy matched with the rising / desirable
expectation of a cleaner, safer, healthier Environment of people, both affected and benefited
by its activities.

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1.9 JOINT VENTURES
Existing JVs
SNo. Name Equity Partners Purpose
1
Powerlinks
Transmission
Limited
Tata Power Ltd. (51%),
POWERGRID (49%)
Transmission system
associated with Tala HEP
in Bhutan – under
successful operation since
Aug’ 06.
2
Torrent
POWERGRID
Limited
Torrent Power Limited
(74%), POWERGRID
(26%)
Transmission System
associated with 1100 MW
Sugen generating project
at Surat - under successful
operation since Mar’11.
3
Jaypee
POWERGRID
Limited
Jaiprakash Power
Ventures Limited
(74%), POWERGRID
(26%)
Transmission system
Power Project at
Karcham-Wangtoo in HP
- under successful
operation since Apr’12.
4
Teestavalley
Power
Transmission
Limited
Teesta Urja Limited
(74%), POWERGRID
(26%)
Transmission System
Teesta – III HEP in
Sikkim.
5
North-East
Transmission
Company
Limited
ONGC Tripura Power
Company Limited
(30%), POWERGRID
(26%), Govt. of Tripura
(10% Govt. of Assam
(13%), Govt. of
Transmission system
associated with 726.6
MW Gas Based Combined
Cycle Power Project at
Pallatana in Tripura.
Section Pallatana - Silcher

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Mizoram (10%), Govt.
of Manipur (6%) &
Govt. of Meghalaya
(5%)
Line commissioned in
Sept'12 & section Silcher-
Byrnihat Line
commissioned in Mar'13.
6
Parbati-Koldam
Transmission
Company
Limited
Reliance Infrastructures
Limited (74%),
POWERGRID (26%)
Transmission Lines
associated with Parbati-II
(800 MW) and Koldam
(800 MW) HEPs.
7
National High
Power Test
Laboratory Pvt.
Limited
NTPC (20%),
POWERGRID (20%),
NHPC (20%), DVC
(20%) and CPRI (20%)
To create high power
short circuit test facility.
8
Energy
Efficiency
Services Ltd
NTPC (25%),
POWERGRID (25%),
PFC (25%) and REC
(25%)
To carry out and promote
business related to Energy
Efficiency, Energy
Conservation and Climate
change.
9
Cross Border
Power
Transmission
Company Ltd.
IL&FS Energy
Development Company
Ltd (38%),
POWERGRID (26%),
Satluj Jal Vidyut Nigam
Ltd (26%) and NEA
(10%)
Establishment of Indian
Portion of Indo-Nepal
Cross Boarder
Transmission Line from
Muzaffarpur to Sursand.
10
Bihar Grid
Company
Limited
Bihar Power (Holding)
Company Limited
(50%), POWERGRID
(50%)
Establishment of Intra-
State Transmission
system in the State of
Bihar.
11
Kalinga Bidyut
Prasaran Nigam
Odisha Power
Transmission
Establishment of Intra-
State Transmission

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Private Limited Corporation Limited
(50%), POWERGRID
(50%)
system in the State of
Odisha.
12
Power
Transmission
Company Nepal
Ltd. (PTCN)
NEA (50%),
POWERGRID (26%),
Financial Institutes of
Nepal (14%) and IL&FS
Energy Development
Company Ltd (10%)
(IEDCL)
Establishment of Nepal
Portion of Indo-Nepal
Cross Boarder
Transmission Line from
Dhalkebar to Bittamod.
Currently, PTCN is a
50:50 JV between IEDCL
& NEA and its
restructuring to include
POWERGRID is under
process.
1.10 SUBSIDIARIES
Nagapattinam-Madhugiri Transmission Company Limited(NMTCL)
Vemagiri Transmission System Limited (VTSL)
Vizag Transmission Limited
Unchahar Transmission Limited

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1.11 BOARD OF DIRECTORS
SHRI R.N.Nayak
Chairman & Managing Director
Shri I.S.Jha
Director (Projects)
Shri R. T. Agarwal
Director (Finance)
Shri Ravi. P. Singh
Director (Personnel)
Shri R. P. Sasmal
Director (Operations)

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POWERGRID emphasises on the overall development of areas and communities around its
establishments. It undertakes various community development schemes through provision of
facilities like health, education, drinking water besides infrastructure like roads, community
centres etc.
1.12 CSR activities in POWERGRID commenced with the introduction of CSR policy in
2009 and accordingly a beginning was made by allocating 0.75% of PAT of previous year as
CSR budget for FY 2009-10. On receipt of DPE’s guidelines on CSR in 2010, the CSR
budget was revised to 1% of PAT of previous year for undertaking CSR initiatives under
different thrust areas.
During the year 2009-10, 2010-11 & 2011-12, the Corporation incurred an expenditure of
Rs.4.29 crores, 15.58 crores & 24.93 crores, respectively, on various CSR activities covering
the thrust areas like Education, Health, Infrastructure, Livelihood, Tree Plantation, Ecology &
Environment and Natural Calamities.
The CSR budget as against the current financial year (2011-12) had been worked out to the
tune of Rs.26.97 crores based on one percent of profit after tax (PAT) of the previous year,
against which an expenditure of Rs.24.93 crores was made on CSR initiatives.
This year, our emphasis was focused on leveraging CSR projects in order to facilitate in
resolving Right of Way (ROW) problem and fulfilling expectation of local people as they are
directly or indirectly concerned with our business presence.
1.13Milestones
Some of the significant achievements of POWERGRID since its inception.
Background
In 1980, the Rajadhyaksha Committee on Power Sector Reforms submitted its report to the
Government of India suggesting that extensive reforms were needed in the Indian power
sector. In 1981, the Government of India took a policy decision to form a National Power
Grid, which would pave the way for the integrated operation of the central and regional
transmission systems.
In October 23, 1989 under the Companies Act, 1956, the National Power Transmission
Corporation Limited was formed, and assigned the responsibility of planning, executing,
owning, operating and maintaining the high voltage transmission systems in the country. In
October 1992 , the National Power Transmission Corporations name was changed to Power
Grid Corporation of India Limited, as we know of it today.
Milestones Achieved
December 2013:
Country’s mission of ‘One Nation’ – ‘One Grid’ – ‘One Frequency’ successfully
accomplished with the commissioning of 765kV S/c Raichur–Solapur transmission system.

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POWERGRID’s Follow-On Pubic Offer received an overwhelming response from the
investor community.
October 2013:
Successfully commissioned 500MW HVDC back to back asynchronous link between
Baharampur (India) and Behramara (Bangladesh) of the prestigious Indo-Bangladesh
Interconnection.
January 2013:
POWERGRID issued its Maiden Foreign Currency Bond of US$ 500 million.
POWERGRID’s Corporate and US$ 500 Million offshore bond issue as rated by
International Credit Rating Agency viz. Standard & Poor and Fitch Ratings.
December 2012:
POWERGRID received its international credit rating from Standard & Poor’s and Fitch
ratings
The pilot 1200kV Single circuit and Double circuit lines along with one 1200kV Bay were
successfully test charged at 1200kV Ultra High Voltage (UHV) AC National Test Station at
Bina, Madhya Pradesh.
April 2012:
POWERGRID adopted Vision and its new Mission.
November 2010:
Successful listing of fresh equity shares on stock exchanges in India through Follow-on
Public Offer.
March 2010:
Ceritficate for Commencement of Business issued to Power System Operation Corporation
Limited.
March 2009:
POWERGRID`s wholly owned subsidiary, Power System Operation Corporation Limited,
was incorporated.
February 2009:
POWERGRID established National Load Despatch Centre (NLDC) at New Delhi.
May 2008:
POWERGRID was notified as a Navratna Company.

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October 2007:
POWERGRID`s Listing of Equity Shares on the Stock Exchanges.
December 1998:
POWERGRID was notified as the Central Transmission Utility by the Government of India.
POWERGRID continues to be the CTU under the Electricity Act, 2003 as per the notification
issued by the GoI on November 27, 2003.
October 1998:
POWERGRID was notified as a Mini Ratna (Category I) company by the Government of
India.
1996-1994:
Control of the five regional load despatch and communication centres was transferred to
POWERGRID in a phased manner. POWERGRID undertook the unified load despatch and
communication project ("ULDC") under which modernized load despatch facilities have been
established in each of the five regional centres. The establishment of a national load despatch
centre is also underway.
1994:
The Government of India entrusted POWERGRID with the responsibility of controlling the
existing load despatch centres in the country with a view to achieve better grid management
and operation.
August 1993:
The transmission assets of Tehri Hydro Development Corporation Limited are transferred to
POWERGRID.
January 1993:
The National Thermal Power Corporation Limited, the National Hydro Electric Power
Corporation Limited and the North-Eastern Electric Power Corporation Limited (Acquisition
and Transfer of Power Transmission Systems) Ordinance ("Power Transmission Systems
Ordinance") was enacted , pursuant to which the right, title and interest of these three power
generating companies in relation to the power transmission system, comprising of the main
transmission lines, including the extra high voltage alternative current transmission lines and
the HVDC lines, and sub-stations, owned by them, were acquired by the Government of India
and transferred to Company, with effect from April 1, 1992
April 1992:

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Transmission assets of Neyveli Lignite Corporation Limited were taken over by
POWERGRID under the Neyveli Lignite Corporation Limited (Acquisition and Transfer of
Power Transmission System) Act, 1994.
April 1991:
The transmission assets of Nuclear Power Corporation Limited were transferred to
POWERGRID
POWERGRID has won many accolades at the international level. International funding
institutions like The World Bank, The Asian Development Bank, and many eminent
personalities have lauded POWERGRID's overall impeccable performance on various
occasions.
1.14 Accolades & Awards
POWERGRID was recognized for excellence along many dimensions including
infrastructure, sustainability etc and has received number of awards in various categories by
Govt. of India and other prestigious organisations & institutes.
2012
POWERGRID has been conferred with Certificate of Recognition for Excellence in
Corporate Governance by Institute of Company Secretaries of India (ICSI).
2011
POWERGRID has been conferred with Environmental and Sustainable Development Award
by Indian Chamber of Commerce (ICC).
POWERGRID has been conferred with Award for "Excellence in Innovation in Tower
Management".
2010
POWERGRID has been conferred with three Gold Shields and one Silver Shield in the
National Awards for Meritorious Performance in Power Sector 2008-09.
POWERGRID has been conferred with “Emerging Telecom Infrastructure Provider” Award
at the INFOCOM CMAI National Telecom Awards 2010.
CMD, POWERGRID has been conferred with the "Best CEO Award 2009" by World HRD
Congress.
CMD, POWERGRID has been conferred with “CEOs with HR Orientation Award” by Asia’s
Best Employer Brand Awards 2010.
Director (Personnel), POWERGRID has been conferred with “Most Powerful HR
Professional of India” by World HRD Congress 2010.

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Director (Personnel), POWERGRID has been conferred with the “INDIRA Super Achiever
Award 2010”.
2009
POWERGRID has been conferred with the prestigious ‘MoU Excellence Award’
consecutively for 2006-07 & 2007-08 by the Department of Public Enterprises, Ministry of
Heavy Industries & Public Enterprises for being the top performer in the Energy Sector.
CMD, POWERGRID felicitated as ‘Change Master’ by Delhi Chapter of National HRD
Network (NHRD-N)
POWERGRID conferred with the “The First DSIJ PSU Awards 2009” by Dalal Street Group
of Publications for being “one of the largest transmission utilities in the world.”
POWERGRID conferred with All India Organization of Employers (AIOE) Industrial
Relations Award 2007-08.
Three projects of POWERGRID bagged the National Award for Meritorious Performance in
Power Sector 2007-08 instituted by the Ministry of Power, Government of India.
Business Standard, a leading financial daily of the country, has bestowed the “Star” Public
Sector Company Award for 2007-08” on Power Grid Corporation of India Limited
(POWERGRID) for its game-changing role in the industry.
POWERGRID conferred with INFOCOM CMAI National Telecom Award 2009 for
“Utilities Providing Best Telecom Infrastructure.”
POWERGRID awarded the First Prize in IEEMA Power Awards 2009, for “Excellence in
Power Transmission.”
2008
CIO THE BOLD 100-2008 Award conferred by International Data Group ,USA
National Award for e-Governance conferred by Deptt. of Administrative Reforms and Public
Grievances, Govt. of India.
The Government of India granted the ‘Navratna’ status to POWERGRID, paving way for
greater financial autonomy for the company. The ‘Navratna’ status is a benchmark of
excellence created by the government to recognize frontline PSEs.
Three projects of Power Grid Corporation of India Limited (POWERGRID) have bagged the
prestigious National Awards for Meritorious Performance instituted by the Government of
India for the year 2006-07. POWERGRID’s 132 kV Transmission System in North-Eastern
region received the Gold award while Silver awards were conferred on the 220 kV and 400
kV Transmission System in Western Region and the 400 kV D/C Kahalgaon-Patna-Ballia
Transmission Line.

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POWERGRID has been chosen for the prestigious MoU Excellence Award for the year
2006-07 based on its overall performance. POWERGRID is the only Public Sector utility in
power sector and connected industries to the power sector to be selected for this prestigious
reward.
2007
Certified the PAS 99:2006 integrating the requirement of ISO 9001:2000 for quality, ISO
14001:2004 for environment management and OHSAS 18000:1999 for health and safety
management systems.
2006
The Eastern and North Eastern region were awarded for the best transmission system
availability under Category I and Category II.
Green Award by the World Bank for commitment in the field of environmental
sustainability.
2005
The MoU Excellence Award
2004
POWERGRID was certified to operate an integrated management system which complies
with the requirements of BS EN ISO 9001:2000, BS EN ISO 14001:1996 and OHSAS
18001:1999 standards in relation to quality, environment and occupational health and safety
standards respectively with respect to design, engineering, procurement, construction,
operation and maintenance activities for transmission systems up to 800 KV, HVDC,
Supervisory Control and Data Acquisition (SCADA), Energy Management Systems and
Communication Projects.
CSI-TCS Award conferred by Computer Society of India for Best IT Usage
2003
Microsoft Windows Server 2003 Challenge Winner
2002
MoU Excellence Award
2001
Indo-German Greentech Environment Excellence Award for implementation of Environment
and Social Policy and Procedures.

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2000
1998
National HRD Award in recognition of excellent human resource development and
management programmers.
1996
ARTDO (Philippines) award
1993
POWERGRID has continuously received the ‘Excellent’ rating under the memorandum of
understanding with the Ministry of Power, Government of India
1.15 SWOT OF POWERGRID CORPORATION OF INDIA
STRENGTHS
Good corporate image
Complete range of product for transmission and distribution
Established brand name
Considered to be having technology and design ability
Strong and wide networks of manpower across India
WEAKNESSES
The procurement process in the company Is cumbersome and subject to auditing
Low exposure to the needs and dynamics of distribution business
Inadequate power generation capacity
Lack of optimum utilization of the existing generation capacity
Inadequate inter-regional transmission links
Huge t and d losses (theft) and skewed tariff structure, making SEB’s unviable

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Slow pace of rural electrification
Lack of grid discipline
OPPORTUNITIES
Demand leading to industry operating at full and over capacity
Better price realization
Formation of business groups and tie-ups for joint bidding
Vast hydroelectric potential
Large pool of highly skilled technical personnel
THREATS
Purchase preference may be extended to distribution sector
Emergence of new player in the market like Schneider
Political pulls and pressure may jeopardize the whole process, raising alarm about
privatization and being anti people
Although it is believed that the industry is likely to witness increased competition, the initial
retail rush by private sector players has slowed down. Public Sector Unit marketing
companies have already stepped up their expansion plans and to that extent, have created
significant entry barriers for private players.
Although throughout per outlet (sales per outlet) is likely to decline in the future, it is
believed that any substantial entry of the private players would indirectly benefit the public
sector units , as the government’s pricing policy will not hold much water and the market
forces would determine pricing

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2. INTRODUCTION TO THE STUDY
2.1 Background of the study
POWERGRID has been in the threshold of competency development right from the day of its
inception. It has about 9800 employees posted in nine regions and corporate centre at
Gurgaon. Employees have been given large number of training covering behavioural,
managerial and functional programmes. With the passage of time, POWERGRID has
undergone perceptible change due to economic, technological change. In order to cope
up with the changes , POWERGRID has made attempts to identify training needs of
employees through various methods. PCIL conducts a training need assessment which is an
online process and the employees can any time go online and send a feedback related to the
training that is necessary for them in order to complete their tasks. Training at PCIL happens
every alternate year where employees are divided into groups keeping in mind what type of
training each employee has to undergo and training for a period of one week to 1 month
happens based on the type of training required. PCIL also keeps on conducting training for
which trainers from outside the company are invited time to time in order to train the
employees and also employees are sent outside the company to get special training for
example recently the head of the departments were sent to I-Lab(Imagination Lab) DLF
Cyber City, Gurgaon for a workshop on creative leadership and innovation in which the
heads were lectured on how to do the work innovatively and creatively and how to train the
subordinates in a creative and non-boring manner.
Training and development of employees is critical in organizations in this era of competition
due to the fact that organizations need to survive, grow and develop. Consequentially,
training and development has become an issue of strategic importance. Although many
scholars have conducted research on training and development practices in organizations in
both developing and developed economies, it is worth mentioning that most of the research
has concentrated on the benefits of training in general. There is however, limited focus on
evaluation of training and development practices in organizations and yet, training and
development of employees is critical for the survival and growth of any entity. To fill this
gap, this study critically examines in detail the benefits, approaches and evaluation
techniques applied in training and development of employees in an organization. The major
finding of the study indicated that training and development of employees increases
organizational effectiveness and enhances competitiveness. The contribution of this study is
that it provokes insights amongst owners / managers, policy makers and scholars on how
organization training and development practices could be enhanced in order to improve
organizational effectiveness and retain human capital.
2.2 Training and Development
Training: The systematic approach to affecting individuals’ knowledge, skills, and attitudes
in order to improve individual, team, and Organizational effectiveness.
Development: Systematic efforts affecting individuals’ knowledge or skills for purposes of
personal growth or future jobs and/or roles.

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Training may be identified by supervisors or employees in individual Performance and
Development plans. Training may also be required as a result of an assessment of the
organization’s employee development and training needs.
Supervisors will outline specific job-related training as part of the Performance and
Development Planning process.
Employees may seek out developmental opportunities to enhance individual performance that
will contribute to the agency’s mission, goals, and objectives.
An employee must get supervisory approval for all training requests. Supervisors are
responsible for supporting employee development that benefits the organization or the pursuit
of a performance based culture. Supervisors must balance several factors in deciding to
approve or not to approve an employee’s request to attend training. Some of those factors
include, but are limited too.
Keywords: Training, Development, Organizational Effectiveness, Performance.
Training is the acquisition of knowledge, skills, and competencies as a result of the teaching
of vocational or practical skills and knowledge that relate to specific useful competencies.
Training has specific goals of improving one's capability, capacity, productivity and
performance.
2.3 Types
Physical training
Physical training concentrates on mechanistic goals: training-programs in this area develop
specific skills or muscles, often with a view of peaking at a particular time. Some physical
training programs focus on raising overall physical fitness.
In military use, training means gaining the physical ability to perform and survive in combat,
and learning the many skills needed in a time of war. These include how to use a variety
of weapons, outdoor survival skills, and how to survive being captured by the enemy, among
many others. See military education and training.
Job training and development
Some commentators use a similar term for workplace learning to improve performance
"training and development". One can generally categorize such training as on-the-job or off-
the-job.
The on-the-job training method takes place in a normal working situation, using the
actual tools, equipment, documents or materials that trainees will use when fully trained. On-
the-job training has a general reputation as most effective for vocational work. It involves
Employee training at the place of work while he or she is doing the actual job. Usually a

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professional trainer (or sometimes an experienced employee) serves as the course instructor
using hands-on training often supported by formal classroom training.
Off-the-job training method takes place away from normal work situations — implying that
the employee does not count as a directly productive worker while such training takes place.
Off-the-job training method also involves employee training at a site away from the actual
work environment. It often utilizes lectures, case studies, role playing and simulation, having
the advantage of allowing people to get away from work and concentrate more thoroughly on
the training itself. This type of training has proven more effective in inculcating concepts and
ideas
A needs assessment is a systematic process for determining and addressing needs, or "gaps"
between current conditions and desired conditions or "wants". The discrepancy between the
current condition and wanted condition must be measured to appropriately identify the need.
The need can be a desire to improve current performance or to correct a deficiency
2.4Extensive needs assessment vs. intensive needs assessment
The broad difference between extensive and intensive needs assessment is that extensive
research uses a large number of cases to determine the characteristics of a population, while
intensive research examines one or a few cases in depth to understand cause and effect. A
variety of data collection and decision making tools and processes can be used for each. The
use of population-based indicators is common in extensive needs assessments and has several
strengths. These strengths include that such data are available for broad geographical areas,
available on a large number of individuals or cases, allow description of entire populations,
allow trend analysis over time, are relatively easy to access, inexpensive to use, and
perceived as unbiased. Another method commonly used in extensive needs assessments is the
survey. The strengths of the survey method are: they allow for direct feedback to the public
as well as stakeholders, can foster public awareness about a problem or concern, can be
customized to address specific issues, can be targeted to specific population groups or
geographic areas, and can provide very timely results. An additional potential data source for
extensive needs assessments are service and program databases. The strengths of this source
of data are: they often contain data collected over many years, are readily accessible by
existing program staff, provide the most current data, and they are relatively inexpensive to
operate and maintain As mentioned earlier, intensive needs assessment requires the ranking
of priorities. While there are many methods to rank needs, it is important to develop ranking
criteria. Feasibility is often used as criteria, but it is often useful for a group to identify their
own set of criteria. This part of the research is not so much concerned with developing a
detailed plan for solving the needs situation, but rather for examining the depth of the need
and potentially required resources. Force field analysis, developed by Kurt Lewin, is one
method for facilitating determining needs feasibility.” The illustration below displays a model
force field analysis. Regardless of the method used, intensive needs assessments typically
allow deeper analysis and greater flexibility in terms of type of data collected. While often
not as convenient as extensive needs assessments, they can be quite useful for determining
needs in a small setting. One method of data collection for intensive needs assessments is a

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structured group. Some strengths of this method are: 1) it allows account of many different
perspectives, as they involve diverse sets of people, including the target audience, key
informants, stakeholders, and the general community, in direct conversation; 2) it can foster
acceptance of and cooperation with the entire needs assessment process within the
community and various target populations; 3) it accounts for opinions, perceptions, and
desires in a manner that no other method does; 4) it generates new ideas about an existing
problem as well as potential solutions; 5) it can be conducted relatively quickly and provide
immediate feedback; and 6) it is relatively inexpensive. However, because intensive needs
assessments typically require much more coordination and planning in the data collection
phase and it is often inappropriate to generalize from them, extensive needs assessments seem
to be much more common. For the first time, in the year 1999, Training needs of employees
were identified with the help of performance appraisal tear off provided along with appraisal
forms.
2.5 What is information technology?
Information technology is the technology used to store, manipulate, distribute or create
information. All these can be summed up easily – It’s having knowledge, and knowledge
comes from having information. Gaining knowledge through information is the role of
‘’information technology’’ IT in today’s informed world.
IT is a set of tools that can help provide the right people with the right information at the right
time. Though IT is not a solution to everything, for IT to work, people must learn how to use
it. So you cannot assume that IT will work for you to share information across the
organization when people in the organization don’t know how to use it. Below I have listed a
few roles of information technology in various sectors.
2.6 The Role of Information Technology In An Organization:
Communication: Many organizations take electronic mail ”email” as a basic form
of communication among employees, customers, business partners and suppliers. The
simplicity of electronic mail ”email” makes it easier and faster to exchange information
across departments in an organization. The all process saves time and money. However, more
emerging forms of communications have surfaced and they also make communication easier.
These include video conferencing systems, Voice over internet telephones ‘‘VIOP’’, live text
and video chat services like ”SKYPE” and smart-phones.
Data Management: There is no need to keep papers about every detail in an organization.
Now, organizations have digitized most of their data. This data is stored in a database and
employees access and share this information through a decentralized computing system. In a
decentralized computing environment, the organization splits computing power and locates it
in business areas as well as on the desktop of knowledge workers. So employees and
managers can send queries to the database and retrieve data and use it in way required. This
saves time and it also improves on decision making within the organization.

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Management Information Systems: With the use of MIS, data can be accessed and used in
a given period of time. MIS reports summarize or aggregate information to support decision-
making tasks. So, MIS’s are systems that have information-processing responsibilities that
include information through online analytical processing (OLAP) and conveying information
to whoever needs it. It is very important for employees and managers to access data anytime
for quick decision making.
Walk into almost any business, big or small, and you'll quickly see how technology has
transformed the way we work. Whether you're an entrepreneur, a bike courier, or a criminal
lawyer, one thing is clear: our lives are surrounded by technology that just a handful of years
ago would have seemed unfathomable. Technology has changed the way we train our
employees in many ways. In addition, thanks to technology we have new ways to
communicate updated information in regards to employee performance and work procedures.
Back in the day, classroom training was the primary technique for educating employees on
their jobs and their employers’ policies and procedures. Today, podcasts, online learning,
screen capture, and recording software have been extremely handy in training employees on
their responsibilities.

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3. REVIEW OF LITERATURE
D.Rama Rao,R.Kalpana Sastry,S.K.Rao 2002, The paper describes the outcome of a
major HRD initiative by ICAR. The study is a culmination of the training needs assessment
by soliciting employee’s opinion through a survey questionnaire, brainstorming on key issues
and discussions with senior officers and studying traiing need manuals. The study identified
norms for training expenditure, mandatory taining of all new recruits, creation of core faculty
for training of administrative and finance staff, infrastructure to use the gains particularly in
Information Technology, ethics and morals through ypga and meditation and finally traing
audit. 2005
Balamrugan G,Chandrasekaran G,Sekar P.C,2002,This paper attempts to explore the
possibilities of an emerging technology to be applied for creating innovative methods for
training people in different disciplines. The emerging technology that finds a great potential
for applications in training is Virtual Realty (VR). In simple terms VR is an entity or an
event, which is real in effect but not in fact. The unique features and flexibility of VR give it
extraordinary potential for use in work-related applications. VR enhances the effectiveness of
any form of training from a classroom environment to manufacturing, military, medical
training and even distance education. This paper is a part of the outcome of an AICTE
sponsored project on ‘Virtual Realty Application In Marketing ‘Carried out in Mepco
Schlenk Engineering College.
Dr.R.Satya.Raju (Professor, Department Of Commerce And Management Studies,
AP),1997, The research on informal sector is rather scant in India, especially in coastal AP.
The studies covered the socio-economic aspects of the workers, size and structure of the
enterprises and employment aspects only. No study has been conducted so far on training for
work in the informal sector.
V.V.Rao,1998,The availability of personal computers (PCs) has brought tremendous
improvements in the efficiency and effectiveness of trainers and training programme. In this
paper, an attempt is made to list out a few possible computer-based options the trainers can
choose from improving the quality of training, for providing better and adequate training
material to the trainees, and for making better presentations. Professionals in any area of
specialization can benefit from this paper, for a brief introduction on ‘’how to take the help of
computers for conducting effective training program’’.
Vishwanath Venkatesh, Phillip Johnson,Personal Psychology; a journal of applied
research, vol.55, no.3- autumn, 2002,This research examines the impact of technology design
on the acceptance and long-term use of telecommuting systems. Specially, we compare
employee acceptance and sustained use of a traditional system design based on a common
‘’desktop metaphor’’, with a virtual realty system designed to enhance social richness and
tele-presence. This 1 year study incorporated a within- and between- subjects examination of
527 employees across 3 locations of a large organization.

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S.K.Soam,D.Rama Rao,R.Kalpana Satry,IJTD, vol. xxxii, no.4, 2002,Some of the major
requirements for training the employees would be to enhance their capability to: Understand
specific situation, Orient with required action and Use a problem solving approach
effectively. Enhancement of above capabilities requires an improved knowledge base,
covering the organization and its functioning, the environment in which it operates and
conceptual knowledge to explain actions of the organization problems. In addition, they need
a variety of skills for various goals. Attitudinal development to change the prevailing mind-
set would also be of use. Judy M Parr, Irene Fung 2000,This report reviews the literature on
computer-assisted learning, particularly its effects on learning outcomes. The evidence
regarding the use of computer-assisted learning in literacy and numeracy is assessed, as well
as the use of integrated learning systems. The report then looks at evidence from research
studies on the value of computer-assisted learning including Success Maker. Pre-conditions
for effective computer-assisted learning are also examined.
Ted.S.Hasselbring,Candyce,H.Williams Glaser,Millions of students across the United
States cannot benefit fully from a traditionaleducational program because they have a
disability that impairs their ability to participatein a typical classroom environment. For these
students, computer-based technologies can play an especially important role. Not only can
computer technology facilitate a broader range of educational activities to meet a variety of
needs for students with mild learning disorders, but adaptive technology now exists than can
enable even those students with severe disabilities to become active learners in the classroom
alongside their peers who do not have disabilities.
Dr. Vimala Sanjeevkumar, A Study on Training Factors and Its Impact on Training
Effectiveness in Kedah State Development Corporation, Kedah, Malaysia,2010, In Malaysia
so many enterprise implement various training program to enhance their employees by
working performance. But as overall view, the training environment still exist shortages in
enterprise today, for instance, lack of knowledge of training, resources, trainer etc.Employee
training has been a matter of concern and attention by many business fields nowadays.
Organizations realize that employee training is an essential element to increase efficiency of
job performance and keep their business running, as competition are getting more intense.
Training is the process of providing employees with specific skills or helping them correct
deficiencies in their performance (David, 2010).This study, combining theoretical and
empirical research, trying to find factors that affect employee training and its impact in acting
human resource practices thereby laying the theoretical foundation for the future research
about survey on the employee training, also provide a good reference. Therefore, the problem
addressed in this study is examine the factors affect training (types of training, training
environment, work environment and employees’ personal characteristics) and training
effectiveness on human resource practices in Kedah State Development Corporation (KSDC)
which is the parent company under BDB Company.research also determine the main factors
which influence employee training on human resource practices. Management is committed
to human resource development as well as its social responsibilities through various

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programs. Training and development programs are offered by the KSDC Company that
training program also adapted to the latest technological advances.
Zoheir Ezziane,This paper aims to discuss the role and impact that information technology
(IT) has on the future and existing style of learning and teaching. It highlights the importance
of acquiring computer skills and being literate in IT.The focus is put on certain areas related
to IT and education which include pedagogy and training to build IT literacy among both
educators and learners. Particularly, it covers the current trends in IT development and how it
has started to change and will further influence the way learning and teaching will take place
in the future.This paper also discusses various theoretical frameworks and methodologies
designed to cope with progress in IT. In summary, this paper delivers a message that IT
literacy is the key to today’s empowerment and that education is the best foundation for it.

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4. OBJECTIVE OF THE STUDY
4.1PRIMARY OBJECTIVE
To know the impact that Information Technology has made on the training and development
at PowerGrid Corporation Of India Limited.
4.2 SECONDARY OBJECTIVES
 To find out whether there is a need of more training at PCIL for the current employees
or not.
 To assess the level of satisfaction the employees have with the current training.
 To make suggestion and recommendations that may be able to help the addressed
problem identified.
4.3 NEED OF THE STUDY
This study was done in order to get to know how much Information Technology has impacted
positively in the training and development as well as the training need assessment conducted
at PCIL. The study was done in order to know how much the work is being done with an ease
with the help of computers and softwares and is it easy and viable to store data online and in
the softwares as compared to the older versions of storing information and data in papers and
files. And also to see whether there is a need of more training to be given to the employees in
order to make it easier and convenient for them to use the softwares.
4.4 LIMITATIONS OF THE STUDY
Because of lack of time, many materials could not be gathered in support of many points
discussed. As this research is currently undertaken with academic work as part of the
semester’s activity, the limited time frame makes it impossible to extensively deal with every
issue associated with this topic.
The majority of employees are from B-tech background and have prior knowledge of the
software so while doing the research it was not easy to segregate new users of softwares and
computers from the employees who already knew how to handle computers.
As questionnaire is self-structured, there are chances of missing some constraints.
Finally some of the constraints that might be encountered in the conduct of the investigation
include non- availability of data and inability of respondents to recall accurate responses.

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5. RESEARCH METHODOLOGY
5.1 INTRODUCTION OF RESEARCH
Research is a process in which the researchers like to search the end result for a given
problem and thus the solution helps in the future course of action.
5.2 RESEARCH DESIGN
The research design is a cross sectional exploratory study, the research procedures used to
make a relevant kind of data for research work. It explain the target population, the sample
size and the sampling instruments, steps used to gather data, the method of collecting data as
well as data analysis are clearly shown and explained.
5.3 DATA COLLECTION TECHNIQUE
A self-structured questionnaire is administrated that it divided into two part close ended and
open ended questions to provide statistical information. With the questionnaires brought, the
researcher’s purpose is to identify the impact of IT on training and development at PCIL. The
researcher used the primary and secondary method of data collection to gain the information.
5.3.1 PRIMARY DATA
In primary data it consists of the questionnaire which will be given out to employees,
interviews took by the researcher herself to be able to gain clear information from the
employees. The primary sources of data was collected through interviews conducted and
questionnaire administered to employees of PCIL.
5.3.2 SECONDARY DATA
Secondary data as a source was also used. The data includes textbooks, journals, dictionary,
and the internet. Library research played an important role in gathering of the information.
5.4 POPULATION
This refers to the number of employees or respondents who are selected to be part of the
study. The population of this study consisted of the entire staff and management of PCIL.
5.5 SAMPLE SIZE
The sample size of the study was 40, which was taken from the sample population. A pre-
evaluation of the staff strength and the management informs the size of this sample.

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5.6 SAMPLING TECHNIQUE AND METHOD OF DATA COLLECTION
This Research was done to collect information and data on the impact of IT on the training
and development of POWERGRID. A questionnaire was administered to employees and
respondents of the selected Employees to collect primary data. That has specific answers to
some specific questions, closed questions were asked in the questionnaires. And secondary
data was also collected from published materials, business journals, the company’s profile
and the internet.
The non- probability sampling technique is used. Non- probability is when sample is not
chosen at random. This technique is appropriate for this research because it provides a range
of alternative method based on the researcher’s objectives. Non probability sample
techniques answers the researcher’s research questions and meets the objectives of the study.
Since validity is concerned with whether findings are really about what they appear to be, the
instruments were structured in a simple form to make it easy to understand. Extreme care was
taken in the design of the questionnaire to ensure that it meets the objectives of the study.
Questionnaire that were administered were discussed with HR manager and the head of IT
department within the PCIL.

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6. DATA ANALYSIS
From the above Pie-diagram we can find that age is a major factor deciding requirement of
more training at PCIL. Employees above the age of 50 (82.35%) says that there is a need of
more training related to the use of computers and software.

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Satisfaction With Working In The Organization
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid Very
Satisfied
12 30.0 30.0 30.0
Satisfied 24 60.0 60.0 90.0
Neutral 4 10.0 10.0 100.0
Total 40 100.0 100.0
About 60% of the employees said they were satisfied working at PCIL and 30% of the
employees were very satisfied. The majority of the employees who were highly satisfied were
of the age group 50 and above.

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From the above Pie-chart we can see that the level of education the employees have makes a
base for calculating the quality of training. Employees who have a bachelor’s degree are
more positive about the quality of training 72.72%

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The requirement of more training is almost similar in all the age groups of employees. Since
training happens every alternate year there is more requirement of being trained regularly.

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60% of the employees were very comfortable in using the softwares online and about 35%
are comfortable.
Frequency of male employees who answered the questionnaire were more (70%) in
comparison to the female employees(30%).

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58.82% of the employees of the age above 50 years said that the quality of the training at
PCIL is good and 7.14% says it is very good. 50% of the employees of age group 36-50 years
said the quality is good whereas only 7.14% says it is very good.

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7. FINDINGS
This research is concerned with the impact of IT on training and development at
POWERGRID CORPORATION OF INDIA LIMITED. The main objectives of this research
work was to identify the role IT has played in making the work and tasks of the employee
easy and convenient, is there a need of more training regarding the softwares and how well
the current employees are trained to work on computers and with the softwares used for
storing company data.
 82.35% of the employees above the age of 50 says they require more training related
to the computers and online used software.
 60% of the employee are comfortable with using the softwares in which the male
employees were more comfortable as compared to the female employees, but we
cannot decide this being gender specific as the number of female employees who
attempted the questionnaires were less as compared to the male employees,(28 male
and 12 female).
 It also brought the fact that 54% employees of the company wants to get more
training.
 97% of employees say it is easier to use the software and computers to store data as
compared to storing data in a file.
 As the training happens every alternate year it becomes difficult for the employees at
times to use some of the softwares like SAP, ORACLE ERP etc as not every
employee who works on the software have prior knowledge of the software.
 Maximum number of employees agreed that virtual training is better than the older
methods of training.
Yes, IT has done a great impact on training and development of PCIL as it is more time
convenient, cost effective, easy to understand, train more number of employees in less time, it
saves time that initially was wasted while travelling to various locations for being trained.

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8. RECOMMENDATIONS
 As it is not possible to notice each employee’s plea separately, the researcher
recommends that special attention should be given to employees above the age of 40
as they are the ones who require more training related to using computer and several
softwares as compared to the new employees.
 PCIL should actually start giving training to the employees every year rather than
alternate year as it will be more feasible and convenient for the employees and as well
as for the company’s growth.
 Focus should be given that the trainer chosen understands the employees and how to
train them as few of the older employees had trouble with coping up with what the
trainer wants to convey.

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9. CONCLUSION
From the early mainframe servers to iPads, computers have become workplace mainstays.
They play a role in how businesses communicate internally and externally, manage their
employees, run their production lines and track their customers. Businesses have been able to
justify their computer investments because of the positive effects on profitability, strategic
and operational flexibility, employee productivity and organizational learning.
Training at PCIL happens every alternate year where employees are divided into groups
keeping in mind what type of training each employee has to undergo and training for a period
of one week to 1 month happens based on the type of training required.
Many organizations virtual training as it provides training in circumstances where real-life
training courses would have been cancelled due to travel restrictions. This type of training
also reduces travel costs and increases retention material. In addition to virtual training, other
approaches used by organizations include Learning Management Systems and conference
slide shows via online. These tools have significant cost advantages over in-person training
sessions
Based on the findings, it is concluded that Information Technology has a positive and huge
impact on the training and development of PowerGrid Corporation Of India Limited and
most of the employees find it more easy and convenient to store data, do calculations, work
on softwares online after being trained as compared to the scenario before the company
started storing data online. Majority of the people who are working in the company for the
past 20 years said as compared to earlier times working today has become more easy thanks
to the computers. But yes for getting trained properly a good trainer is needed and also PCIL
should concentrate on training the employees every year rather than alternate year in order to
clear all their doubts and problems that they face using computers.

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10. REFERENCES
Research Paper
 D.Rama Rao, R. Kalpana Sastry, S.K.Soam,Training Need Assessment and
Action,2002 Indian Journal on Training and Development,vo.xxxii,no.4,oct-dec,2002
 Dr.R.Satya Raju, Prof. Dept. Of Commerce and Manangement Studies, Andhra
University, Training for Employment in Informal Sector: A Study in North Coastal
District of AP,1997, Indian Journal On Training and Development, vol.xxvii, no.1,
1997
 V.Rao,The Role Of Computers in Training,1998,Indian Journal On Training and
Development, vol.xxviii, no.1, 1998
 Vishwanath Venkatesh,Phillip Johnson, Telecommunication Technology and
Computer’s Implimentation,2002, Personal Psychology: A Journal of Applied
Research, vol.55- autumn,2002
 Ted S. Hasselbring,Candyce H.Williams GlaserThe Future of Children, Journal:
Children and Computer Technology Vol. 10 • No. 2 – Fall/Winter 2000
 Dr. Vimala Sanjeevkumar Ms. Hu Yanan
 A Study on Training Factors and Its Impact on Training Effectiveness in Kedah State
Development Corporation, Kedah, Malaysia
 Associate Professor-College of Business, University of Utara Malaysia, Sintok,
Kedah International Journal of Human Resource Studies ISSN 2162-3058 2011, Vol.
1, No. 2
 Ezziane, Z. (2007). Information Technology Literacy: Implications on Teaching and
Learning. Educational Technology & Society, 10 (3), 175-191.
Books
 Naval Bajpai Business Research Methods 2011 Dorling Kindersley India Pvt. Ltd
 PCIL Company HRD Plan 2014
Websites
 http://www.powergridindia.com/_layouts/PowerGrid/User/index.aspx?LangID=Engli
sh
 http://en.wikipedia.org/wiki/PowerGrid_Corporation_of_India
 http://www.ehow.com/info_7847581_positive-effects-computers-business.html
 http://en.wikipedia.org/wiki/Training
 http://www.moneycontrol.com/annual-report/powergridcorporationindia/PGC/2013
 http://en.wikipedia.org/wiki/Needs_assessment

48 | P a g e
ANNEXURE-1
Questionnaire
Name: (optional) ---------------------------
1. Gender
a. Male
b. Female
2. What is your age?
a. 20-25
b. 26-35
c. 36-45
d. 50 above
3. Marital Status
a. Single
b. Married
c. Others
4. What is your position? -----------------------
5. What is your highest level of education?
a. High School
b. Bachelor's Degree
c. Master Degree
d. Others
6. How satisfied are you with your overall experience of working at POWERGRID
CORPORATION OF INDIA?
a. Very Satisfied
b. Satisfied
c. Neither Satisfied Nor Dissatisfied
d. Dissatisfied
e. Very Dissatisfied
7. How satisfied are you that you are sufficiently trained and oriented for your job?

49 | P a g e
a. Very Satisfied
b. Satisfied
d. Dissatisfied
8. The work environment is satisfactory for the employees.
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
9. POWERGRID CORPORATION OF INDIA trains its employees on a regular
basis.
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
10. How important were on-the-job training to your job performance?
a. Very important
b. Important
c. Neutral
d. Somewhat important
e. Unimportant
11. Are you comfortable with using the softwares on computer?
a. Very Comfortable

50 | P a g e
b. Comfortable
c. Neutral
d. Somewhat Comfortable
e. Not Comfortable
12. Are the softwares useful in storing company data?
a. Very Important
b. Important
c. Neutral
d. Somewhat Important
e. Unimportant
13. Is it easy to store information in the software than in files?
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
14. Is there a requirement of more training related to the softwares?
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
15. Are the softwares relevant and related to the job to be performed?

51 | P a g e
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
16. Things taught by the trainers are easily understood?
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
17. Trainers guide you wherever and whenever needed.
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
18. Are you comfortable with using ASP.net?
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree

52 | P a g e
19. Are you comfortable with using SAP?
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
20. Are you satisfied with your performance after the training?
a. Very Satisfied
b. Satisfied
d. Dissatisfied

PCIL

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