“SUMMER TRAINING REPORT”

Undertaken at

“PowerGrid Corporation of India Limited, New Delhi”

“EMPLOYEE TRAINING AND DEVELOPMENT”

“Submitted in Partial Fulfilment of the Requirement for the Award of

the Degree of

Master of Business Administration”

“By
Sreyasi
Roll No. 18MBA056
Enrolment No. 18-03872

Under the supervision of

Dr. Yasmeen Rizvi

CENTRE FOR MANAGEMENT STUDIES

Jamia Millia Islamia, New Delhi-110025”

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 DECLARATION

“I, Sreyasi, a bonafide student of MBA (Full Time) Programme at the Centre for Management
Studies, Jamia Millia Islamia, New Delhi, hereby declare that I have undergone the Summer
Training at PowerGrid Corporation India Ltd. under the supervision of Mr. G.N.D Elangovan on
and from 27th May to 26th July.

I also declare that the present project report is based on the above summer training and is my
original work. The content of this project report has not been submitted to any other university or
institute either in part or in full for the award of any degree, diploma or fellowship.

Further, I assign the right to the university, subject to the permission from the organization
concerned, use the information and contents of this project to develop cases, caselets, case leads,
and papers for publication and/or for use in teaching.”

Place: New Delhi Sreyasi

Date: 07/08/2019 18MBA056

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 ACKNOWLEDGEMENT

It is moral to offer my thanks to Dr. A.H. Ansari, Director of Centre for Management Studies. I am
indebted to my teachers who have provided me with the required guidance to complete the project.

I am thankful to Dr. Yasmeen Rizvi, who has been a constant source of guidance in the course of
project.

I have great pleasure in thanking Power Grid Corporation of India Ltd for giving me the opportunity
to be a part of the company.
I would like to extend my sincere thanks to Mr P. K. Harinarayanan (GM-HRM), Mr Prashant
Kumar(Manager-HRM), Mr G.N.D. Elangovan (Manager-HRD), Ms Swapnil Priya (JO-HRD) and
Mr Amit Kumar Sharma(Manager-HRM) for their guidance and support and for providing me with
the necessary information, tips and resources.
I am very thankful to all the members especially Mr Prakash Pathak and the other employees in
the office for always lending a helping hand and making valuable contribution towards the
successful completion of the project.

Sreyasi

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 TABLE OF CONTENTS

Table of Contents
PART A- BRIEF OVERVIEW OF THE COMPANY ....................................................................... 7

Company’s Profile ....................................................................................................................... 8

COMPANY OVERVIEW ........................................................................................................ 9

SWOT Analysis ....................................................................................................................... 10

Genesis, Vision, Mission & Objectives ................................................................................... 11

Form of Organization, Main Activities, Market share, USPs.................................................... 13

Organization Structure, Recruitments and Turnover and Retention Policies .......................... 15

Special Managerial Concerns and Issues ............................................................................... 20

PART B- TRAINING OVERVIEW: WORK EXPERIENCE AND TASK ACCOMPLISHMENT .... 21

Introduction .............................................................................................................................. 22

Effectiveness of Training and Development ....................................................................... 22

Objective of Training .......................................................................................................... 23

Importance of Training ....................................................................................................... 23

Training and Development in Powergrid ................................................................................. 24

Training Need Assessment Process ....................................................................................... 27

Types of Training Programs .................................................................................................... 27

Role of HRD ............................................................................................................................ 33

HRD vision, Mission and Objectives .................................................................................. 33

Strategic Aspect Of HRM ........................................................................................................ 35

Strategies followed in PGCIL as a part of SHRM ................................................................ 36

Literature Review .................................................................................................................... 37

Project Details ......................................................................................................................... 40

Research Methodology ...................................................................................................... 40

Research Problem, Objectives, Scope, and Limitations of the study ................................. 40

Analysis & Interpretation ......................................................................................................... 42

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 Employee Distribution by Gender...................................................................................... 42

Employee Distribution by Age ........................................................................................... 43

Training hours per employee ............................................................................................. 43

Questionnaire analysis ....................................................................................................... 44

Suggestions ........................................................................................................................... 59

Conclusion ............................................................................................................................. 59

Bibliography ........................................................................................................................ 60

Appendix: Questionnaire of T&D programme ..................................................................... 61

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 EXECUTIVE SUMMARY

This study revolves around the employee’s training and development in the organisation.
To utilise the Human resource to the best possible way, proper training must be provided
to the employees.The study analyses the effectiveness of Training and Development on
the employees of POWERGRID CORPORATION OF INDIA LTD. Various attributes like
skills and knowledge, training environment, how they reacted to the training, efficiency,
satisfaction of the employees is also discussed in the study. Sample for the study was
collected from 30 employees who underwent the training programme for IT and
communication skills working in the Regional Headquarters, Delhi.

The findings throw light on the outcome of training on the employees at POWERGRID
CORPORATION OF INDIA LTD and reveal various factors that influence the employees
training and development and suggest various measures to improve it. The data collection
was done through an interactive approach through questionnaires and interviewing the
employees. Secondary data has beencollected from various publications, and journals
articles related to the study.

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 PART A

BRIEF PROFILE OF THE COMPANY OF

SUMMER TRAINING

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 COMPANY’S PROFILE

PowerGrid Corporation of India is an Indian State-owned interstate electric utility company.

It is a PSU, a Navratna company that was incorporated on 23 rd October 1956. It is the central
transmission utility of the nation. It transmits more than 50% of our countries electric power
through its transmission system.

It has also very well implemented renewable energy resources for power transmission using
green energy corridors. With such a large transmission network this company came up with
a great idea to change one of the wires on its towers with overhead optical fibres for the
purpose of telecommunication throughout the nation.

Human Resource Management: Earlier the manpower was formed by the amalgamation of
the best manpower of the NTPC, NHPC, NEEPCO, NLC etc but with a new work ethics
created by PowerGrid. Some of the evidences till the date that the employees over there
are the most satisfied are that there had been no employee conflicts for the past several
years.”

It is the first Power Utility Company in the world to get certified with Integrated
Management System (IMS) as per Publicly Available Specification (PAS 99:2006)
fulfilling the requirement of ISO 9001:2008 (Quality), ISO 14001:2004 (Environment) &
OHSAS 18001:2007 (Occupational Health & Safety Management System) and SA
8000:2008.”

It is one of the listed companies hence people can trade over the shares of the
organisation. The company’s strategy though is majorly for expansion but it also focuses
on diversification and hence added telecom, smart grid, railway electrification, state
transmissions etc. Now smart grid is also PowerGrid’s great initiative that has proved to
be a great strength for the company it has a variety of energy measures like smart meters
and appliances etc.

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POSOCO: Power System Operation Corporation Limited

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SWOT ANALYSIS

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 GENESIS, VISION, MISSION & OBJECTIVES

GENESIS

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.

VISION AND 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.

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 • 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

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-
o State Transmission Utilities
o Central Government
o State Government
o Generating Companies
o Regional Power Committees
o Authority
o Licensees
o 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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 FORM OF ORGANISATION, MAIN ACTIVITIES,
MARKET SHARE & USP’s

FORM OF ORGANISATION

PowerGrid corporation of India limited is a “Navaratna” Indian State-owned electric utilities

company, in other words it is a Public Sector Undertaking (PSU) organisation, headquartered
at Gurugram, Haryana. It is the Central Transmission Utility of India.

MAIN ACTIVITIES

The main activity of PGCIL is basically the Power Transmission business by managing the
inter-state transmission system and operation of national Grids. It also emphasizes on being
a corporate responsible citizen follows certain CSR policies which emphasises on the
following activities:

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MARKET SHARE

As on 6th august 2019, the NSE/BSE stock market price of Power Grid Corporation of India Ltd. is
197.70.”

USPs

Its main USP or Unique Selling Proposition is of “Efficient Power Transmitter”.

While for international business its objective is to become world’s most preferred service -
provider by generating high value to its clients and customers and increasing its capabilities
continuously with its Unique Selling Proposition of “Utility Turned Consultants”.

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ORGANISATION STRUCTURE, RECRUITMENTS & TURNOVER
AND RETENTION POLICIES

ORGANISATION STRUCTURE

As observed PowerGrid Corporation of India Ltd. follows a mix of functional and divisional
organisational structure.

HQs: Head Quarters; TL: Transmission Line

Shri. K. Sreekanth has been appointed as the Chairman and Managing Director (CMD) who
earlier was the finance director of the organisation. He has replaced Shri. I S Jha.

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OFFICE-BEARERS OF THE ORGANISATION:

1. CMD
2. Director
3. Company Secretary- CS
4. Executive Directors-EDs
5. General Managers-GMs
6. Additional General Managers-AGM
7. Deputy General Managers-DGM
8. Chief Managers
9. Managers
10. Deputy Managers
11. Senior Engineers/ Senior Officers
12. Engineers/Officers

MAJOR DEPARTMENTS IN PGCIL:

1. HR
2. FINANCE
3. C&M- Contract & Management
4. PMS- Planning Management Service (earlier PESM- Planning Environment & Social
Management)
5. Engineering
6. TELECOM
7. ASSET MANAGEMENT

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F&A: Finance and Accounts; O&M: Operations & Management; Comml: Commercial

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RECRUITMENT AND TURNOVER

With an objective to maintain quality, efficiency and fairness, recruitment process is divided
into executives and non-executives’ recruitment where the former is centralised at corporate
office while the latter in done in regional basis. For some special projects the campus
recruitment is also considered. While for hiring the fresh and young talent all India level
examinations like GATE and UGC NET are taken into consideration and also several
entrance examinations conducted by the company itself are considered commonly under the
process of recruitment.

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RETENTION POLICIES

With a growth rate of 25% per annum, the major concerns of the top management of PGCIL is
HRD, Talent retention and Knowledge Management in the coming 5 years. To tackle with this
problem, they are hiring young professionals and training them to meet the growing
challenges and meeting the technological needs as well. Apart from this they are focusing on
building competencies and systems to manage and attain the targets in the best way that is
the most cost-effective manner. The organisation is aware of its responsibility to deliver
values to its stakeholders and shaping the behaviour and enhancing their values for the
stakeholders.

FTB: Fixed Tenure Basis

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SPECIAL MANAGERIAL CONCERNS AND ISSUES

With a growth rate of 25% per annum, the major concerns of the top management of
PGCIL is HRD, Talent retention and Knowledge Management in the coming 5 years.
Apart from this employee safety especially for those who work on the site is a major
concern for the management.

(The above snapshot has been taken from the sustainability report for the year 2016 -17)

To overcome this issue 100% workers and contract workers working on the site are
giver safety training and several safety policies have been introduced in addition. Due
to the measures taken more than 50% of the fatalities have already been reduced
according to the mentioned previous year report.

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 PART B

TRAINING OVERWIEW:

WORK EXPERIENCE AND

TASK ACCOMPLISHMENT

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 INTRODUCTION

EFFECTIVENESS OF TRAINING AND DEVELOPMENT: A SCIENCE AND ART

Training is an art of upgrading information, aptitudes and abilities of a worker while Development is
a strategy and exercises intended to improve the abilities of the representatives.It is one of the
primary exercises and elements of Human Resource which manages the advancement of the
individual, the gathering and the association all in all and increment the learning and aptitudes of
the workers. This is likewise a decent practice to hold workers since this keeps them persuaded
and bonds the connection between the representative and the association. Training is an instructive
procedure since individuals can adapt new data, re-learn and fortify existing information and
aptitudes, and in particular have opportunity to think and think about what new alternatives can
assist them with improving their viability of work. Viable preparing passes on pertinent and valuable
data that causes members to create aptitudes and practices that can be moved back to the work
environment. Assessing the adequacy of the preparation program is a significant advance as it is
done to perceive how well the preparation destinations have been met and whether it is the best
technique for accomplishing those goals. On the off chance that workers are not prepared
successfully, at that point the speculation made by the association in planning and executing these
projects, may not give the ideal outcomes. The preparation projects are directed to upgrade and
expand the exhibition level of a worker, to create HR to meet the current just as future needs of the
association, to guarantee successful usage of HR and to coordinate individual objectives with the
hierarchical objectives, which results in profitability improvement, more prominent workforce
adaptability, investment funds on materials and capital costs, increasingly persuaded workforce and
improved nature of the last item or administration. Training is urgent for authoritative improvement
and its prosperity which is for sure productive to the two managers and representatives of an
association. Here are some significant advantages of preparing and advancement:

❖ Increased productivity
❖ Less supervision
❖ Job satisfaction
❖ Skills Development”

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OBJECTIVE OF TRAINING

The training objectives are set down within the view of the company’s goals and planned on the
premise of want and demand or the requirements to help staff to satisfy one
or additional objectives:

❖ To enable the worker to create as an individual with the goal that the association can perceive
and utilize the most extreme conceivable capability of its representatives.
❖ To give to new participants the fundamental information and ability they requirement for smart
execution of distinct errands.
❖ It helps the association in accomplishing its essential target of having a talented and
submitted workforce by upgrading singular viability.
❖ It empowers the different units inside the association to keep up the office's commitment at
a level reasonable to the association's needs.
❖ It guarantees the association and its workers are morally and socially capable to the
necessities and difficulties of society."

“IMPORTANCE OF TRAINING PROGRAM”

1) Optimum Usage of HR Preparing and Improvement helps in upgrading the use of human asset
that further causes the worker to accomplish the hierarchical objectives just as their individual
objectives.
2) Development of HR: Preparing and Advancement gives a chance and wide structure for the
improvement of HR's specialized and social abilities in an association. It likewise helps the
workers in accomplishing self-improvement.
3) Development of aptitudes of workers Preparing and Advancement helps in expanding the
activity learning and abilities of representatives at each level. It grows the skylines of human
acumen and a general character of the representatives.
4) Productivity Preparing and Improvement helps in expanding the profitability of the
representatives that causes the association further to accomplish its long objective.
5) Team soul Preparing and Advancement helps in teaching the feeling of cooperation, solidarity,
and between group joint efforts. It helps in instilling the enthusiasm to learn inside the
representatives.
6) Organization Culture Preparing and Advancement creates and improve the authoritative
wellbeing society and adequacy. It helps in making the learning society inside the association.

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7) Healthy workplace Preparing and Advancement helps in making a solid workplace. It
manufactures great worker, a relationship so singular objectives line up with authoritative
objective.
8) Profitability Preparing and Advancement prompts improved gainfulness and progressively
inspirational frames of mind towards benefit direction

TRAINING AND DEVELOPMENT IN POWERGRID:

As per an examination directed on the general advancement of ET'S after the last position in
POWER Network: Official Students are enrolled/chose in POWERGRID through a thorough
procedure of composed test pursued by Gathering Exchange, Meeting and restorative wellness
tests. On choice, the recently selected Official Students are put to one-year extensive preparing
program. The endorsed one-year preparing system has been intended to control the youthful
officials in changing their scholastic information into down to earth applications to suit to
POWERGRID needs. The preparation program has a decent use of specialized, the executives and
delicate abilities contributions to give them the establishment, modern visits to familiarize them of
the most recent practices in the business and hands on preparing to give a commonsense
presentation to all aspects of POWERGRID working, where they get opportunity to prepare
themselves to turn into the top Power Proficient. After choice, the selected Official Learners are put
to one-year Preparing Project:

"Along these lines they additionally get a chance to meet agents of different office and areas.
Acceptance procedure is definitely not an erratic procedure they will almost certainly profit by this
improvement opportunity all through your profession either through formal organized projects or
occasions or from casual exercises. After second period of by and large Preparing, they need to
present their report at the hour of Definite Examination and as per the general execution of the
Learners the held Board of trustees rates them and based on legitimacy their posting is being
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chosen. POWERGRID gives a getting the hang of instructing and research condition that is best in
class and there is just a single method for accomplishing it which is through the quality and duty of
the POWERGRID."

"Corporate achievement relies on having and holding capable individuals. This is genuine today as
it has consistently been. The lack of such individuals is generally acknowledged and preparing,
finally, is starting to be perceived as a feature of the arrangement and henceforth the all out interest
in preparing is on the ascent. This is valid for all associations. There truly is no option than to ensure
that human expertise so crucial to the corporate achievement are perceived, saddled, created and
appropriately kept up. Preparing isn't in any case, 'one-off' venture. It is a proceeding with venture.
In addition to the fact that it is expected to make the gifted workforce, yet additionally keep up the
elevated amounts of abilities requested by the regularly changing, exceptionally unique work place.

"The arrival on speculation on HRD is as yet questionable in perspective on the time variable in
accomplishing the ideal change and viability in the representatives. The top administration takes a
gander at the misfortune and benefit condition for any action. It is keen on the advantages to the
association in the provisions of expanded efficiency, expanded gainfulness, decrease in wastage
and so forth as an end-result of interest in preparing. Thus, assessment of preparing software
engineers and presentation of the fundamental restorative estimates likewise accept impressive
hugeness. Preparing is the most significant capacity that contributes legitimately to the
advancement of HR. In the event that HR must be built up, the association ought to make conditions
in which individuals secure new information and aptitudes and create solid examples of conduct
and styles. One of the principle instruments of accomplishing this condition is preparing."

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ACHIEVEMENTS OF THE ORGANISATION:

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 TRAINING NEED ASSESSMENT PROCESS

HRD very well verse with the future requirement focuses on creating future ready forces, through
its Training and Developmental interventions.

T&D NEED ANALYSIS

ONA TNA

ONA- ORGANISATIONAL NEED ANALAYSIS

TNA- TRAINING NEED ANALYSIS

HRD conducts such assessments namely Organisational Need Analysis and Training Need
Analysis regularly to help determine individual competency enhancement requirements are
determined. After these assessments, on the basis of these reports Training and Development
programme are planned and schedule is prepared.

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“PGCIL follows a 5 step Training alignment process which includes:

1) Analysing Organisation Need

2) Finalising training catalogue

3) Updating Competencies Directory

4) Online competency-based TNA

5) Conducting training programs”

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POWERGRID FUNCTONAL COMPETENCIES:
• Civil Engineering
• Commercial
• Construction
• Contracts and Procurement
• Corporate Monitoring
• Corporate Planning
• Cost Engineering
• Finance
• HVDC
• Information Technology

• Load Dispatch & Communication

• Operation & Maintenance

• Operation services

• Personal & Administration

• Quality Assurance

• Regional Load Dispatch Centre

• Substation

• System Engineering and Feasibility

• Telecom

• Transmission Line

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 TYPES OF TRAINING PROGRAMMES

PGCIL mainly focuses on providing the employees with FUNCTIONAL and BEHAVIOURAL
training.

FUNCTIONAL TRAINING PROGRAMME

These programmes are planned to enhance the Functional or Technical skills of the targeted
employees. It is categorised into 2 levels namely Executive and Non-executive level. These two
levels include broad variety of programmes for the skill enhancement of the employees at these
levels. Some of the programmes are Knowledge about Electricity Act 2003, Learning from
Corporate success failure stories, Emergency restoration system, AUTOCAD software,
Risk Modelling and Management and several others that total to 96 at the executive level.
While for the non-executive level, 41 Functional programmes are conducted on the basis of the
requirement, like SAP for Finance, SAS and remote operation of substation, ERP training on
materials management, ERP training on Plant Maintenance, Effective HR Service Delivery
and so on.

BEHAVIOURAL TRAINING PROGRAMME

These programmes are organised to enhance behavioural skills of the targeted employees.
Similar to Functional Training Programmes, it is also categorised into 2 levels namely Executive
and Non-executive level. These two levels include broad variety of programmes for the skill
enhancement of the employees at these levels. Some of the programmes are Business
Etiquette, Communication Secrets of Great Leaders, Key elements of great managing
Unlocking the secret and science of happiness and several others that total to 26 at the
executive level. While for the non-executive level, 6 Behavioural programmes are conducted on
the basis of the requirement, namely Great Workplace Habits and Manners, Inner
Development for outer Transformation, Noting, Drafting skills and Business Etiquette and
so on.

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Besides the above mentioned two types of programmes, PGCIL also organises few other training
programmes that doesn’t fall under the above category under the title Special/Others. These are
again categorised into executive and non-executive level. A total of 14 programmes are organised
under this category like Empowerment of women employees, Rajbhasha Karyashala, Next
innings, Developing Secretarial Skills for efficiency, etc.

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ROLE OF HRD

HRD Vision

To increase human capital by enhancing learning for achieving high performance in work related
systems, processes and practices.

HRD Mission

The development of human capabilities to achieve Organizational objectives through world class
learning interventions.

HRD Objectives

• To build a structure and a framework for faster dissemination of information, ideas, trends,
benchmarks and best practices.
• To architect a learning process where employees will have ample opportunities to self-develop.
• To implement HRD training solutions and interventions for upgrading knowledge, skills and
attitude of all employees for qualitative improvement in performance.
• To integrate HRD with business strategy and implement HRD interventions keeping
pace with the changing business scenario and latest trends in technology and
management.
• Establish strategic alliances with national/international management/educational institutes and
the industry to inculcate an outside-in perspective and a global mindset.
• Extend HRD interventions for the development of stakeholders.

ORGANISATIONAL
GOAL ONE NATION- ONE GRID

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 STRATEGIC ASPECT OF HRM

“Strategic Human Strategic Human Resource Management is the process of linking the Human
Resource function with the strategic objectives of the organization in order to improve
performance. An organization’s human resource management policies and practices must fit with
its strategy in its competitive environment and with the immediate business conditions that it
faces. The implication of HR strategic choices for Organization's performance is certainly the key
factor to gain competitive advantage.”

“STEPS INVOLVED:
• Assess how well Human Resources Management is linked to Organisation’s mission
accomplishment;
• Explore the role played by the HR staff in Organisation’s strategic planning;
• Determine how the HR service providers work with line managers to carry out
organisation’s strategic goals;
• Identify best practices aligning HRM with the agency strategic plan and goals.”

“A strategic instrument, called HRD Action Planner, which is usually prepared through multi-
disciplinary interaction, is used to deal with performance challenges and also to develop various
programmes to help reach operational excellence and also for strategic value addition. Afterwards
the Employees are trained in the required areas based on their training needs and Training Plan
Matrix.”

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Page | 35
STRATEGIES FOLLOWED IN POWERGRID CORPORATION OF INDIA LTD. AS A PART OF
STRATEGIC HRM:

Link between organisational strategy and Strategic HRM:

The Organisational strategy of PowerGrid corporation is of Sustainable and expansion. Through
each of the above mentioned 7 strategies the HRD focuses on bringing out the best of their
employees by providing them a good cultural environment where they get ample of opportunities
to polish their skills. They recruit the best for the organisation to ensure the work delivered is at
the best level to help them grow at a faster rate. The already available employees are considered
as asset on which proper investment is done through training and developmental programs for
their personal growth and eventually the organisational growth. To attract the best manpower a
very planned compensation is decided which turns out to be WIN-WIN situation for both the
company and the individual. With the increasing use of technology at a global level to stand firm
and grow at a global level HRIS is a must. Various employee welfare programmes and feedback
systems are present over there to keep a check on the employee satisfaction and to build a good
work culture that creates a sense of commitment and dedication in the employees, further
increasing the retention rate and also increasing the workforce’s efficiency and effectiveness. The
main aim of the HRD is therefore to invest properly on their manpower realising the potential
returns it provides in the future to the organisation contributing to the organisational strategic
development.

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 LITERATURE REVIEW

Right training gives representatives the vital aptitudes and information to do their work as well as
could be expected, expanding profitability and nature of work. Preparing can guarantee that
representatives are utilizing gear effectively and watching right wellbeing and security rehearses
in the working environment. Regardless of whether it is preparing, strategies for working or
enactment – things consistently change in the work place so ordinary preparing implies business
and representatives don't get left behind and they remain working taking care of business, both
today and later on (sell, 2013)

(Chen et al.2004). Concentrate concentrated on offering significance to preparing which is the

abilities essential for the administration of an association that is important for the individuals from
that association, so as to improve the likelihood of accomplishment of its objectives. Preparing
causes the representatives to decrease their uneasiness or dissatisfaction, expedited by work
requests with the goal that handles their issues and dangers effectively.

As indicated by the examination made by The executives Study Guide, work fulfillment is of most
extreme significance for representatives to stay cheerful and furthermore convey their level best.
Fulfilled workers are the ones who are very faithful towards their association and stick to it even in
the most exceedingly terrible situation. A worker who isn't fulfilled will discover it very hard to
bargain or adapt up to the evolving times. Then again, workers who are content with their
occupations willing take an interest in preparing programs and are anxious to adapt new
innovations, programming which would in the long run help them in higher execution. Also, a
survey on Employment Fulfillment., Diary of The executives Dr. R Yuvarani (2003) says high work
fulfillment demonstrates great enthusiastic and mental state. Conduct of laborers relying upon
their degree of employment fulfillment will influence the capacity and exercises of associations
business. Rowden and Conine (2005), in his investigation said that preparation can be utilized as
an apparatus to build work fulfillment. Rowden and Conine (2005), contends to the point that
prepared representatives will better fulfill the requirements of their clients and can improve its
productivity.(Locke, 1976,p. 1300)in his examination that activity fulfillment is significant in any
association and said it is pleasurable or positive passionate state coming about because of an
evaluation of one's activity or professional adventures.

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As per Jerry Shaw (2015) coaches are the basic factor of accomplishment for preparing
associations. Coaches should hold professional abilities, industry experience and cash,
information about learning and advancement, aptitudes in utilizing preparing bundles to tackle
industry execution issues. Coach ought to be very much aware that all preparation and
improvement program should be in accordance with the associations generally speaking vital
objectives. The coaches ought to intently connect with the customers to guarantee that the plan
and executed program is accomplished by conquering the territory of progress.

Workers lean towards performing high when they are in a domain that make them feels esteemed
and gives them a feeling of proprietorship. An ongoing report (Robert half universal, 2012) found
that the workplace is the most pivotal factor in representative execution.

A poor workplace hinder profitability and can make representatives consider leaving and
proceeding onward to a new position. A decent workplace can have a great deal of beneficial
outcomes on the welfare of the individual worker, however on the business' primary concern. In
the event that individuals are content with where they work and the earth they stroll into every day,
they have been demonstrated to be progressively profitable and commit less errors.

In the present synergistic workplace, we regularly become mixed up in accomplishing the

enormous objective and miss littler achievements en route. When you neglect the littler things,
you are leaving behind chances to expand inspiration, achievement, and energize positive
practices (Accomplish Worldwide, 2003). Keep your representatives glad by offering them
acknowledgment constantly. It is considerably more profitable to recognize what a worker works
superbly at. This thus will keep the worker feeling esteemed having consistent enthusiasm for the
activity they are doing. It is simpler to remember somebody when they are exceeding expectations
and glad instead of when they are unmotivated and troubled (Elton &Gostick, December
2005).Inspiration possesses a significant spot and position in the entire administration process.
This strategy can be utilized productively for urging laborers to make positive commitment for
accomplishing hierarchical targets. Inspiration is essential as human instinct needs some kind of
prompting, support or motivating force so as to show signs of improvement execution. Inspiration
of worker's offers may profit to the Association and furthermore to the representatives. This
proposes the significance of spurring representatives. Inspiration goes about as a strategy for
improving the exhibition of representatives working at various levels. Inspiration of representatives
is one capacity which each director needs to perform alongside other administrative capacities. An
administrator needs to work as a companion and spark of his subordinates. Inspiration is valuable
in all parts of life and even our family life. The equivalent is the situation with business. This

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beyond a reasonable doubt proposes that inspiration is critical. It is an indispensable piece of the
board procedure itself (Anar Nasibov, 2015).

Great administration practices are executed through execution arranging where workers have
composed objectives that plainly distinguish their key obligations, objectives, and assignments;
Execution Training where representatives meet with their chiefs on in any event a two times every
month premise to examine advance, recognize barriers, and get the heading and bolster they
have to succeed; execution assessment where there are no curve balls with regards to yearly
audits. Administrators and direct reports are "in-sync" in light of the fact that exhibition against
objectives is being estimated all the time rather than once every year (David Witt, 2014).

Firms over the globe that apply acknowledged administration practices well perform essentially
superior to anything those that don't (CEP and McKinsey, 2007). Research has demonstrated that
higher worker commitment is related with increases in representative maintenance and execution,
client administration and fulfillment, and business execution. A report distributed in 2012 by the
administration, found that more than two-fifths of directors view their very own line supervisor as
incapable, while it presumed that the issue was keeping down the UK's financial recuperation
(James John, 2013).

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 PROJECT DETAILS
RESEARCH METHODOLOGY

RESEARCH SAMPLE DESIGN

• Sample frame: Area conducted for the study was in Delhi.

• Sampling Design: Non-probability

• Sample Method: Convenience sampling

DATA COLLECTION

• Descriptive research design is used to find out the about training and development.

• Both Primary and Secondary source of data were utilized for the study.

• “Primary data”: through questionnaire and interviews.

• “Secondary data”: from various publications, journals etc.”

RESEARCH PROBLEM, OBJECTIVES, SCOPE & LIMITATIONS OF THE STUDY

RESEARCH PROBLEM

➢ “Measure the effectiveness of training & development on employees.

“RESEARCH QUESTION”

How effective is the training and development programme in PowerGrid in improving the
performance of employees?”

RESEARCH OBJECTIVES

➢ To study the various training programmes conducted at POWERGRID.

➢ To know the objective of various training programmes, i.e. why each training is conducted
and on what basis.

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 ➢ To understand the training effectiveness in the organisation i.e. how well has the training
programme helped the employees to improve their performance in the organisation. To
measure productivity of the employees before and after training has been implemented.

➢ To analyse how employees, perceive the training, i.e. to study the employee reaction to the
training programme.

➢ To measure about the adequacy of the training for improving skills of the employees.

SCOPE OF THE STUDY

“The study was done to analyse the effectiveness of training and development on employees. It
also analyses factors that affect the employee performance before and after training which will
further help the organisation in evaluating the employees training needs. The study as carried out
on those employees who underwent the training programme for IT and communication skills.”

LIMITATIONS OF THE STUDY

• The study is limited to some departments only.

• Most of the employees were found to be busy with their work

• Limited time

• Limited area

• Limited access to information

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 ANALYSIS AND INTERPRETATION
“Analysis and interpretation are done on the basis of responses of questionnaire in order to analyse
the main objectives of the study. It is done with an attempt to organize and summaries data in order
to enhance the effect of the result in such a manner that enables to relate the critical points with
study’s objectives.”

“Data analysis and interpretation were made with the help of the primary data collected through
questionnaire. All the data are classified and tabulated. The main objectives of this study is to
understand the effectiveness of training and development of the company.”

Page | 42
Page | 43
 Yearly Monthly
21% 21%

Half Yearly
16%

Quarterly
42%

Monthly Quarterly Half Yearly Yearly

Page | 44
 No
11%

Yes
89%

Yes No

Page | 45
 Can't
Nosay
0%

Yes
100%
Yes No Can't say

Page | 46
 No response
No
Yes, By each 5%
0%
department head
11%
Yes, by outdide
consultsnts
0%

Yes, by HRD
84%

Yes, by HRD Yes, by outdide consultsnts Yes, By each department head No No response

Page | 47
 No Response
5%

No
37%

Yes
58%

Yes No No Response

58% of the employees agree that the organisation has a programme to assess the
employees when their personal problems may affect their on the job training while 37% are
unaware of the programme.

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 No
0%

Yes
100%
Yes No

According to the survey done all the employees in the organisation respond that employee
satisfaction feedback is done after the training programme.

Page | 49
 No
0%

Yes
100%
Yes No

The survey suggests that all the employees observed an improvement in their
efficiency due to the training programme.

Page | 50
18
16
16 15

14

12

10 9

4 3

0
Management Training Technical Skills Presentation Skills Others

The above graph suggests that the organisation focuses on providing management
training to most of the employees but also encourages technical and presentation skills
whenever required. Employees also gave leadership skills as their feedback in the
others option.

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 No Comments
11%
No
0%

Yes
89%

Yes No No Comments

From the above graph, we can conclude that 89% of the employees observed an
improvement in employee- employer relation due to the training sessions. While the
remaining didn’t prefer commenting on this matter. Therefore, we conclude that the
organisation also focuses on the employee-employer relationship in the training
programmes.

Page | 52
 No
0%

Yes
100%
Yes No

According to the survey, we conclude that all the employees have observed improvement in
their motivational level after training.

Page | 53
6

5 5
5

4 4
4

2
2

1
1

0
Redesigning Job Reorganising Remove Upgrade the Others No Response
Interference Information material

The above graph suggests that most of the employees need to improve the training sessions
by removing the interferences that occur during the training sessions and by upgrading the
information material provided to them during the sessions. Some also believe that jib
redesigning and reorganising should be done while some responded that nothing in specific
needs to be improved.

Page | 54
 No
0%

Yes
100%
Yes No

All the employees feel that training sessions have enabled them to be more productive in the
organisation.

Page | 55
No
5%

Yes
95%
Yes No

Page | 56
 No Response
No10%
0%

Yes
90%
Yes No No Response

According to the conducted survey, 90% of the employees believe that they need to undergo
a training programme which indicates that they still lack in some of the areas and wish to get
better at it. Most of the employees have more than 8yrs of experience and yet they feel they
need to undergo training session which indicates the employee's determination to get better
which also contributes to the organisational development as well.

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 No Response
5% On the Job Training
15%

Off the Job Training

5%

Both
75%

On the Job Training Off the Job Training Both No Response

Page | 58
 FINDINGS

• The study was done to analyse the effectiveness of training and development on
employees. It also analyses factors that affect the employee performance before and after
training which will further help the organisation in evaluating the employees training needs.
• The project gave an insight of training and important / effectiveness of training. To make
training more effective organization requires to look at those training & development is
associated with the particular department.
• The study was done to analyse the effectiveness of training and development on
employees. It also analyses factors that affect the employee performance before and after
training which will further help the organisation in evaluating the employees training needs.
• To know the objective of various training programmes, i.e. why each training is conducted
and on what basis.
• Thus, the study shows us how effective the training was in power grid.

SUGGESTIONS

• Time allotted for each training programme can be increased.

• Bringing in more efficient trainers.
• The employees should be allowed to decide some of the training programmes they would
like to undergo
• The employees may be provided with better facilities during the training programme.
• More number of training programme shall be implemented to carter the huge population of
POWERGRID
• Behavioural programmes may be conducted on a continues basis as such programmes may
have a long-term effect and contribute to the organisation.
• Job oriented training should be given.
• Technical aspects should be more emphasized.
• Provide constant feedback on the positives of the work for improving efficiency of the
employees
• Give immediate feedback after training

Page | 59
BIBLIOGRAPHY

employee motivation: theory and practices. (n.d.).

The Importance of Good Management. (n.d.).

training. (n.d.). Retrieved from train the trainer.

training and development. (n.d.).

Books on training and development. (n.d.).

employee motivation: theory and practices. (n.d.).

phillips. J.J. (2002). how to measure training results. In Stone. R.D, a practical guide to tracking the six key
indicators. New York: McGraw-Hill.

MSG MANAGEMENT STUDY GUIDE. (n.d.).

RTO consulting Services. (n.d.). Retrieved from RTO setup consultant.

steven A. Beebe, t. P. (2004). training and development .enchansing communicaton and leadership skills
(p. 513). boston.

Emerson, T. (2011). The learning and development book. In change the way you think about L&D.
Alexandria: VA: ASTD Press.

www.wisegeeks.com

www.citeHR.com

Human Resource Management International Digest;2004,

www.powergridcorporationofindia.com

www.google.com

http://mahasagarpublications.blogspot.com/2014/04/power-grid-corporation-swot-analysis.html

https://www.mbaskool.com/brandguide/energy/5722-power-grid-of-india.html

http://www.powergrid.in/sites/default/files/PG%202015-17%20Sus%20Rep%2005b_HR.pdf?download=1

https://slideplayer.com/slide/6650403/

https://www.powergridindia.com/sites/default/files/NSE_FAR_dt29092017.pdf

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 APPENDIX

QUESTIONNAIRE ON TRAINING AND DEVELOPMENT PROGRAMME

(subjective)

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