arjn final (1)

“COMPARING THE PERFORMANCE OF TRAINEES W.R.T. CAMPUS PLACEMENT AND WRITTEN TEST, AND ANALYSING THEIR

FEEDBACK TO THE TRAINING PROGRAM”

A SUMMER PROJECT SUBMITTED IN PARTIAL FULFILLMENT FOR THE REQUIREMENT OF THE

TWO YEAR POST GRADUATE DIPLOMA IN MANAGEMENT (FULL-TIME)

BY

ARJN SINGH DESWAL

ROLL NO: 156/2010

1

LAL BAHADUR SHASTRI INSTITUTE OF MANAGEMENT, DELHI

JUNE 2011

ACKNOWLEDGEMENT

I would like to acknowledge the help and support of the following people without whose support this project would not have seen the light of the day:

I would like to thank Mr. V.K. Singh, Chief Manager (HR), who gave me the opportunity to work on this project and cherish the experience at HPCL and Mrs. S.K. Bhattacharya, Manager, PowerGrid. I am grateful to them for not only guiding me through this project on a day to day basis, but also providing me unflinching support and endless resources in making my endeavour a success.

I would also like to thank, Ms. Sakshi Mehta, PowerGrid, for having provided all the help and support during the different phases of the project.

I express my sincere gratitude to all those with whom I worked/interacted & whose thoughts & insights helped me in furthering my knowledge & understanding of the processes.

Last but not the least I want to thank my institute Lal Bahadur Shastri Institute of Management, New Delhi for providing me with the knowledge and necessary resources for the successful completion of my project

Arjun Singh Deswal

Roll No: 156/2010

2

PGDM – General 2010-12

Lal Bahadur Shastri Institute of Management

STUDENT UNDERTAKING

This is to certify that report entitled ― COMPARING THE PERFORMANCE OF TRAINEES W.R.T. CAMPUS PLACEMENT AND WRITTEN TEST, AND ANALYSING THEIR FEEDBACK TO THE TRAINING PROGRAM for Power Grid Corporation of India Limited which is submitted by me in partial fulfilment of the requirement for the award of degree of Post Graduate Diploma in Management (PGDM) to Lal Bahadur Shastri Institute of Management, New Delhi, comprises only my original work and due acknowledgement has been made in the text to all other material used.

ARJUN SINGH DESWAL

3

Roll No: 156/2010

PGDM – General 2010-12

Lal Bahadur Shastri Institute of Management

TABLE OF CONTENT

1.0 Power Grid Corporation of India Ltd. 1.1. The Company Overview 1.2. Services Offered

2.0 The Industry Overview2.1. The Indian Power Sector

3.0 The Project

4.0 Methodology

5.0 Major Findings & Conclusions

6.0 Recommendations

7.0 Annexure

POWER GRID CORPORATION OF INDIA LTD4

COMPANY OVERVIEW

Establishment and operation of Regional and National Power Grids

to facilitate transfer of electric power within and across the regions with

Reliability, Security and Economy, on sound commercial principles.

Objectives

The Corporation has set following objectives in line with its mission and its status as “Central Transmission Utility”:

• Undertake transmission of energy through Inter-State Transmission System

• Discharge all functions of planning and coordination relating to Inter State Transmission System with -

(i) State Transmission Utilities;

(ii) Central Government;

(iii) State Government;

(iv) Generating Companies;

(v) Regional Electricity Boards;

(vi) Authority;

(vii) Licensees;

(viii) Transmission Licensees;

(ix) Any other person notified by the Central Government on this behalf.

• Exercise supervision and control over the Inter-State Transmission System

• Efficient Operation and Maintenance of Transmission Systems

• Establish/augment and operate all Regional Load Despatch Centres and Communication facilities

• To facilitate private sector participation on Transmission system through Independent Private Transmission Company, Joint Ventures

• To assist various SEBs and other utilities in upgradation of skills & sharing of expertise by organising regular conferences, tailor-made training

workshops directed towards specific technological and O&M areas and extending laboratory facilities for testing purposes etc.

• Restoring power in quickest possible time in the event of any natural disasters like super-cyclone, flood etc. through deployment of Emergency

5

Restoration Systems.

• To provide consultancy services at national and international levels in transmission sector based on the in-house expertise developed by the

organisation.

• To participate in long distance Trunk Telecommunication business ventures.

Powertel

Diversified into telecommunication additional resources to establish much needed National Grid.

• Established Broadband Telecom Network of about 22,000 kms connecting over 110 cities on extensively spread Transmission Infrastructure.

• Only utility in the country having overhead optic fibre on its Extra High Voltage Transmisson Network.

• POWERGRID Telecom Network

- Sturdy & Secure

- Free from rodent menace and vandalism.

• Network has multiple self resilient rings for complete redundancy in backbone as well as intra-city access networks.

• To affer Total Solutions and to meet specific needs of the customers.

• Reliability of Telecom Network 99.99%

• Bandwidth capacity available on all the metros & major cities.

• Extend telecom network to serve uneconomic and backward areas for the benefit of the common man.

• Plan to extend network to neighbouring countries for terrestrial SAARC Telecom Grid.

• Possesses National Long Distance (NLD), Internet Service Provider (ISP) Category-A and Infrastructure Provider Category-I (IP-I) Licenses to

provide Telecom services in the country.

• Plan to Introduce other Value Added Services.

- Video Conferencing

- Virtual Local Area Network (VLANs)

- Multi Protocol Lable Switching (MPLS) based on VPNs Data Centres.

- Voice Over Internet Protocol (VOIP)

AWARDS:

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Awards

Power grid has been conferred with various awards listed below:

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.

2010 : POWERGRID has been conferred with “Emerging Telecom Infrastructure Provider” Award at the INFOCOM CMAI National Telecom Awards 2010.

2010 : CMD, POWERGRID has been conferred with the "Best CEO Award 2009" by World HRD Congress.

2010 : CMD, POWERGRID has been conferred with “CEOs with HR Orientation Award” by Asia’s Best Employer Brand Awards 2010.

2010 : Director (Personnel), POWERGRID has been conferred with “Most Powerful HR Professional of India” by World HRD Congress 2010.

2010 : Director (Personnel), POWERGRID has been conferred with the “INDIRA Super Achiever Award 2010”.

2009 : IEEMA Power Awards 2008 : CIO THE BOLD 100-2008 Award conferred by International Data

Group, USA 2008: National Award for e-Governance conferred by Deptt. of

Administrative Reforms and Public Grievances, Govt. of India. 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.

2006: Green Award by the World Bank for commitment in the field of environmental sustainability.

2005-2006: 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.

2004: CSI-TCS Award conferred by Computer Society of India for Best IT Usage

7

2003: Microsoft Windows Server 2003 Challenge Winner conferred by Microsoft

2002 –2003: MoU Excellence Award 2000-2001: Indo-German Greentech Environment Excellence Award for

implementation of Environment and Social Policy and Procedures. 2000-2001: MoU Excellence Award 1998: National HRD Award in recognition of excellent human resource

development and management programmes. 1998-1999: MoU Excellence Award 1996: ARTDO (Philippines) award 1993-1994 to present: POWERGRID has continuously received the

‘Excellent’ rating under the memorandum of understanding with the Ministry of Power, Government of India

SWOT for POWER GRID CORPORATION OF INDIA LTD.

8

STRENGTHS

Strong presence in the Power Sector.

Powerful Brand name.

Abundant resources – financial as well as human.

Young, hard working and enthusiastic employees.

OPPORTUNITIES

Tremendous Growth Opportunities in Power Sector.

Can capitalize on use of Technology.

WEAKNESS

Little lack of coordination among various centers.

Very large workforce.

THREATS

Established players in the arena.

THE INDUSTRY OVERVIEW

9

The electricity sector in India supplies the world's 6th largest energy consumer, accounting for 3.4% of global energy consumption by more than 17% of global population. the Energy policy of India is predominantly controlled by the Government of India's, Ministry of Power, Ministry of Coal and Ministry of New Renewable Energy and administered locally by Public Sector Undertakings (PSUs). About 64.75% of the electricity consumed in India is generated by thermal power plants, 21.73% by hydroelectric power plants, 2.78% by nuclear power plants. and 10.73% by Renewable Energy Sources. More than 50% of India's commercial energy demand is met through the country's vast coal reserves. The country has also invested heavily in recent years inrenewable energy utilization, especially wind energy. In 2010, India's installed wind generated electric capacity was 13,064 MW. Additionally, India has committed massive amount of funds for the construction of various nuclear reactors which would generate at least 30,000 MW. In July 2009, India unveiled a $19 billion plan to produce 20,000 MW of solar power by 2022.

Due to the fast-paced growth of India's economy, the country's energy demand has grown an average of 3.6% per annum over the past 30 years In December 2010, the installed power generation capacity of India stood at 165,000 MW and per capita energy consumption stood at 612 kWh. The country's annual energy production increased from about 190 billion kWh in 1986 to more than 680 billion kWh in 2006. The Indian government has set a modest target to add approximately 78,000 MW of installed generation capacity by 2012 which it is likely to miss. The total demand for electricity in India is expected to cross 950,000 MW by 2030.

According to a research report published by Citigroup Global Markets, India is expected to add up to 113 GW of installed capacity by 2017. Further, renewable capacity might increase from 15.5 GW to 36.0 GW. In the private sector, major capacity additions are planned in Reliance Power (35 GW) and CESC (7 GW).

The Ministry of Power is the apex body responsible for coordination administration of the electrical energy sector in India. This ministry started functioning independently from 2 July 1992; earlier, it was known as the Ministry of Energy. The Union Minister of Power at present is Sushil Kumar Shinde of the Congress Party who took charge of the ministry on 28 May 2009.

Technical

Major PSUs involved in the generation of electricity include National Thermal Power Corporation (NTPC), Damodar Valley Corporation (DVC), National Hydroelectric Power Corporation (NHPC) and Nuclear Power Corporation of India (NPCI). Besides PSUs, several state-level corporations, such as Tamil Nadu Electricity Board(TNEB) in Tamil Nadu, Maharashtra State Electricity Board(MSEB) in Maharashtra, Kerala State Electricity Board(KSEB) in Kerala, in Gujarat (MGVCL, PGVCL, DGVCL, UGVCL four distribution Companies and one controlling body GUVNL, and one generation company GSECL and

10

one transmission company GETCO), are also involved in the generation and intrastate distribution of electricity. The PowerGrid Corporation of India is responsible for the inter-state transmission of electricity and the development of national grid.

Funding

The Ministry of Power provides funding to national schemes for power projects via Rural Electrification Corporation Limited (REC Ltd) and Power Finance Corporation Limited (PFC Ltd) These Central Public Sector Enterprises provide loans for both public sector and private sector companies/ projects involved in building power infrastructure.

COMPETENCY MODELLING 11

Competence (or competency) is the ability of an individual to perform a job properly. A competency is a set of defined behaviors that provide a structured guide enabling the identification, evaluation and development of the behaviors in individual employees. As defined, the term "competence" first appeared in an article authored by Craig C. Lundberg in 1970 entitled, "Planning the Executive Development Program". The term gained traction when in 1973, David McClelland, Ph.D. wrote a seminal paper entitled, "Testing for Competence Rather Than for Intelligence". It has since been popularized by one-time fellow McBer & Company (Currently the "Hay Group") colleague Richard Boyatzis and many others. Its use varies widely, which leads to considerable misunderstanding.

Some scholars see "competence" as a combination of knowledge, skills and behavior used to improve performance; or as the state or quality of being adequately or well qualified, having the ability to perform a specific role. For instance, management competency might include systems thinking and emotional intelligence, and skills in influence and negotiation.

Competency is also used as a more general description of the requirements of human beings in organizations and communities.

Competency is sometimes thought of as being shown in action in a situation and context that might be different the next time a person has to act. In emergencies, competent people may react to a situation following behaviors they have previously found to succeed. To be competent a person would need to be able to interpret the situation in the context and to have a repertoire of possible actions to take and have trained in the possible actions in the repertoire, if this is relevant. Regardless of training, competency would grow through experience and the extent of an individual to learn and adapt.

Competency has different meanings, and continues to remain one of the most diffuse terms in the management development sector, and the organizational and occupational literature.

Competencies are behaviors that encompass the knowledge, skills, and attributes required for successful performance. In addition to intelligence and aptitude, the underlying characteristics of a person, such as traits, habits, motives, social roles, and self-image, as well as the environment around them, enable a person to deliver superior performance in a given job, role, or situation.

Competency modeling is the activity of determining the specific competencies that are characteristic of high performance and success in a given job. Competency modeling can be applied to a variety of human resource activities. This research paper will describe how organizations identify their core competencies and how they are applying this competency data to improve performance. It will also explain some emerging trends in competency modeling.

Developing Competency Models

12

Competencies enable employees to achieve results, thereby creating value. It follows that competencies aligned with business objectives help foster an organization's success. Organizations must understand their core competency needs - the skills, knowledge, behaviors, and abilities that are necessary for people in key roles to deliver business results.

Using Competency Models

In 2000, Schoonover Associates and Arthur Anderson conducted a study to determine how organizations are actually using competency data and to provide insights into real-life practices that lead to success. Respondents were asked to indicate the prevalence of competency use within their organization, describe their level of expertise in using competencies, characterize their use of competencies, and indicate the importance, satisfaction, and effectiveness of their experiences. Key findings indicated that:

Users were spread across all major business sectors and organizations of varying size.

The use of competencies, in order of their effectiveness, includes hiring, job descriptions, training, performance management, development planning, and career pathing.

The more sophisticated users of competencies were much more satisfied with outcomes.

Common barriers that undermine success include lack of expertise in building models, limited support by top management, competing priorities, and lack of resources.

Best practices include ensuring a linkage between the competency initiative and the organizational strategy, focusing on integrating competencies with all HR processes, and focusing on implementation and ongoing evaluation.

The findings from this study were distilled into one guiding principle, which is "Competency applications, like all significant change initiatives, will be successful when best practices related to development and implementation are consistently and relentlessly followed."

Competency Models at HP

13

Hewlett-Packard Company considers the development of competency models as a critical factor in its future success. One recent program at HP (2003) focused on using competency models to improve the overall quality and performance of its sales force. Working with Reza Sisakhti from Productivity Dynamics, the Sales Competency Modeling Program team followed the approach described in the graphic below.

Figure 1. Sisakhti Approach

This project started by creating straw models for various job roles, using input from key stakeholders in particular geographies and businesses. These included the role requirements, key competencies for successful performance, and logical learning roadmaps and career paths.

The straw models were then validated through reviews and one-on-one interviews with practitioners, including managers and expert performers. During the interviews and subsequent analysis and validation, consideration was made for role similarity/overlap, account size and line-of business differences, and geographic variations.

The program generated a Learning, Development, and Career Planning Toolkit, comprised of role-specific competency models, competency inventory and gap analyses, learning opportunity roadmaps, and suggested career paths. To date, several thousand employees and managers in the sales function have undergone competency assessments, and the sales teams are rigorously using the learning roadmaps and career pathing information to improve overall performance.

Another competency modeling project at HP (2004) focused on improving performance of the people in HP Workforce Development who are chartered with providing performance oriented solutions for the rest of HP. Competency models were created or each key WD job role. These models separated competencies into three levels: foundational, core, and role excellence.

As a result of this effort, new foundational training courses, along with other performance interventions, were developed for WD professionals, and the competency models were fully integrated into WD's performance management processes. According to members of the project team, "The journey continues, and opportunities abound for improvement and further refinement. We have already shifted the actual performance of the workforce closer to desired performance, but there is still a great deal of work to do."

Future Trends in Competency ModelingAs organizations increasingly focus on human assets as a competitive advantage, they expect higher levels of performance from their employees. It is

14

anticipated that the use of competencies as a strategic intervention to continue, and even to accelerate.

Moreover, it is predicted that breakthroughs in information technology will have a big impact on HR activities such as competency modeling. Until recently, available software applications addressed various HR activities separately. Some applications are now starting to incorporate job descriptions, competency models, performance assessments, and development opportunities into a single integrated system so that data can be shared between the various processes.

The ways human resource activities are performed must change substantially to respond to business challenges. New technology applications will be the most critical enabler.

METHODOLOGY

15

Various combinations of steps are tried and tested while developing Competency Models and Assessment Centres.

Steps are added, deleted, modified, and refined depending on both the internal and external factors.

In general, the following six issues are addressed while developing the model.

· Strategize

Assess business needs, evaluate contextual drivers, engage stakeholders and set goals.

· Initiate

Identify methodologies, develop project plans, review existing data, benchmark Competencies and collect competency data.

· Model

Analyse and synthesize data, identify competencies and develop models and validate models.

· Pilot

Develop implementation and evaluation plans, develop and initiate Competency Applications, and continuously communicate activities.

· Link

Link to all human resources system components and phase in implementation of other Competency based applications.

· Evaluate

Establish and evaluate measures, and continuously improve the system

Keeping in mind the above 6 issues, we developed four main steps for the competency framework development process.

16

Each step has key actions that will encourage people to accept and use the final product.

STEP 1: INITIATION & PREPARATION

Defining the purpose

Before starting i.e. Analyzing the industry, company and the respective jobs and figuring out what each role needs for success, the purpose for creating the framework was made clear.

How the framework is used impacts those involved in preparing it and helps in determining its scope.

Creating a competency framework team

People from all areas of the business that will use the framework were included.

All departments such as Marketing, Finance, Academics, Human Resources were covered.

Aim is to represent the diversity of the organization wherever possible. Long-term needs are considered, so that the framework can be kept updated and relevant.

STEP 2: INFORMATION GATHERING & ANALYSIS

Information Collection is the main part of the framework.

Generally, the better the data collected, the more accurate the framework will be.

The following techniques were used to collect information about the industry, the company, its competitors, the roles and the work involved in each one:

Observation

People were observed while they were performing their roles.

This is especially useful for jobs that involve work that one can physically observe.

In this case, faculty, counsellors, marketing teams etc.

Questionnaire

17

Questionnaires for different levels were developed to gather information regarding the industry, the industry trends, the company, the competitors and the various roles of employees in the organisation.

Interviews

Interviews help in understanding the business context of the organisation.

Visioning Interviews help in understanding

The vision, mission and values of the organisation.

The organisation’s business strategy and plans.

Future behaviour requirements.

VI’s of the leadership Team of the organisation were conducted.

Behavioural Event Interviews with star performers across levels, locations and departments were conducted to understand the behaviours that have contributed to success in the past.

Benchmarking

Industry best practices were observed and analysed through benchmarking with the successful organisations in the professional coaching industry.

Work Analysis

The correct requirements and behaviours needed to run the organisation and perform the jobs that will help achieve company’s mission, the following were observed or referred to :

Business plans, strategies, and objectives.

Organizational principles.

Job descriptions.

Regulatory or other compliance issues.

Predictions for the future of the organization or industry.

Customer and supplier requirements.

STEP THREE: BUILD THE FRAMEWORK

This stage involves grouping all of the behaviours and skill sets into competencies. Follow these steps to help you with this task:

18

Group the statements

Team members read through the behaviour statements, and group them into piles. The goal is to have three or four piles at first – for instance, manual skills, decision-making and judgment skills, and interpersonal skills.

Create subgroups

Break down each of the larger piles into subcategories of related behaviours. Typically, there will be three or four sub groupings for each larger category. This provides the basic structure of the competency framework.

Refine the subgroups

For each of the larger categories, subgroups are defined even further. Questions are asked such as why and how the behaviours relate, or don't relate, to one another, and revision of groupings is done as necessary.

Indentify and name the competencies

Team is asked to identify a specific competency to represent each of the smaller subgroups of behaviours.

MAJOR FINDINGS AND CONCLUSIONS

19

After all the research, benchmarking etc the following frameworks were prepared

1. The comparison among recruitees through Written Tests & Campus Placements

2. The evaluation of feedback from Employees and their satisfaction Index.

Power Grid Corporation of India Ltd.

20

Trainee feedback and Evaluation of Recruitment

This document is the intellectual property of its creator(s) and the rights to use solely remain with him/them. The competencies and indicators compiled herein are valid only for PGCIL and for a period of two to three year window. In case of a strategic shift or a paradigm shift, the document would become irrelevant.

Arjun Singh DeswalHR – InternPGCILLal Bahadur Shastri Institute of Management

Campus Recruitment versus Recruitments through Written Tests (Electrical)

The criterion I based on the following list of subjects: (Max Marks : 50)

CP

21

CS CMG Law Com-ml QA & I MM HR/HRD Fin Extra Curricular Report Writing Learn Diary Occu. Health Synd Work

Discipline Specific (# Maximum Marks: 500)

And Mid-Term Appraisal for 300 marks.

Total Amounting to 1550 marks.

Total Employees through Written tests : 72

Total Employees through Campus Placements : 20

1. Subject 1 : CP (# Maximum Marks : 50)

Total Employees

Max Score Average Score

Min Score

CP 20 50 43 30WT 72 50 41 26

CP WT0

10

20

30

40

50

60

Max ScoreAvg ScoreMin Score

22

2. Subject 2 : CS (# Maximum Marks : 50)

Total Employees


Min Score

CP 20 42 32 25WT 72 42 30 15

CP WT0

5

10

15

20

25

30

35

40

45

Max ScoreAverage ScoreMin Score

3. Subject 3 : CMG (# Maximum Marks : 50)

Total Employees


Min Score

CP 20 43 34 15WT 72 44 32 15

23

CP WT0

5

10

15

20

25

30

35

40

45

50


Subject 4 : LAW (# Maximum Marks : 50)

Total Employees


Min Score

CP 20 50 36 18WT 72 50 33 14

CP WT0

10

20

30

40

50

60


24

Subject 5 : COM-ML (#Maximum Marks : 50)

Total Employees


Min Score

CP 20 48 40 18WT 72 48 41 28

CP WT0

10

20

30

40

50

60


Subject 6 : QA &I (#Maximum Marks : 50)

Total Employees


Min Score

CP 20 48 39 18WT 72 48 40 15

25

CP WT0

10

20

30

40

50

60


Subject 7 : MM (#Maximum Marks : 50)

Total Employees


Min Score

CP 20 45 37 23WT 72 45 34 15

CP WT0

5

10

15

20

25

30

35

40

45

50


26

Subject 8 : HRD (#Maximum Marks : 50)

Total Employees


Min Score

CP 20 45 33 23WT 72 41 28 15

CP WT0

5

10

15

20

25

30

35

40

45

50


Subject 9 : FIN (#Maximum Marks : 50)

Total Employees


Min Score

CP 20 48 41 32WT 72 48 38 22

27

CP WT0

10

20

30

40

50

60


Subject 10 : Extra Curr. (#Maximum Marks : 50)

Total Employees


Min Score

CP 20 46 43 38WT 72 48 42 38

CP WT0

10

20

30

40

50

60


28

Subject 11 : Report writing (#Maximum Marks : 50)

Total Employees


Min Score

CP 20 42 37 30WT 72 45 37 15

CP WT0

5

10

15

20

25

30

35

40

45

50


Subject 12 : Learn Diary (#Maximum Marks : 50)

Total Employees


Min Score

CP 20 48 30 24WT 72 47 31 25

29

CP WT0

10

20

30

40

50

60


Subject 13 : Occu. Health (#Maximum Marks : 50)

Total Employees


Min Score

CP 20 39 30 23WT 72 43 32 20

CP WT0

5

10

15

20

25

30

35

40

45

50


30

Subject 14 : Synd. Work (#Maximum Marks : 50)

Total Employees


Min Score

CP 20 36 30 23WT 72 36 32 23

CP WT0

5

10

15

20

25

30

35

40


Subject 15 : Trg. Coord. (#Maximum Marks : 50)

Total Employees


Min Score

CP 20 48 27 23WT 72 48 29 23

31

CP WT0

10

20

30

40

50

60


Discipline Specific (# Maximum Marks: 500)

Total Employees


Min Score

CP 20 394 330 256WT 72 395 324 232

CP WT0

50

100

150

200

250

300

350

400

450


32

Total (# Maximum Marks: 1250)

Total Employees


Min Score

CP 20 964 870 714WT 72 958 846 660

CP WT0

200

400

600

800

1000

1200


Mid Term Appraisal (# Maximum Marks: 300)

Total Employees


Min Score

CP 20 230 196 170WT 72 235 206 175

33

CP WT0

50

100

150

200

250


Grand Total (# Maximum Marks: 1550)

Total Employees


Min Score

CP 20 1175 1067 899WT 72 1178 1052 860

CP WT0

200

400

600

800

1000

1200

1400


34

Feedback Analysis

It needs a mention that the following questions are the Intellectual property of PGCIL and any reproduction of the same is considered violation.

Q1. The Extent of Programme Objective Being Fulfilled :

35

The Extent of Programme Objective Being Fulfilled PercentageExcellent 46Very Good 40Good 11Satisfactory 0Unsatisfactory 0

46

40

11

ExcellentVery GoodGoodSatisfactory

36

2. The Course Structure in Terms of Content

The Course Structure in Terms of Content PercentageExcellent 48Very Good 39Good 8Satisfactory 2Unsatisfactory 0

48

39

82


37

Q3. Quality of Study Material / Courseware / Workbook

Quality of Study Material / Courseware / Workbook PercentageExcellent 50Very Good 36Good 10Satisfactory 1Unsatisfactory 0

50

36

10 1


38

Q4. Overall Rating Of The Programme

Overall Rating Of The Programme PercentageExcellent 42Very Good 47Good 8Satisfactory 0Unsatisfactory 0

42

47

8


39

Q5. Extent of Involvement / Contribution of Programme Coordinator in the Conduct of Programme

Extent of Involvement / Contribution of Programme Coordinator in the Conduct of Programme

Percentage

Excellent 63Very Good 29Good 3Satisfactory 2Unsatisfactory 0

63

29

3 2

Sales


40

Q6. Extent of Involvement / Contribution of Programme Coordinator in the Conduct of Programme

Extent of Involvement / Contribution of Programme Coordinator in the Conduct of Programme

Percentage

Excellent 69Very Good 25Good 2Satisfactory 1Unsatisfactory 0

69

25 21


41

Q7: CB Developments & Applications

Contents / Subject Knowledge PercentageExcellent 60

Very Good 35Good 1

Satisfactory 1Unsatisfactory 0

60

35

1 1

Excellent Very GoodGoodSatisfactory

42

Q7. CB Developments & Applications

Delivery / Communication PercentageExcellent 49

Very Good 40Good 8


49

40

8


43


Interaction PercentageExcellent 51

Very Good 34Good 12


49

40

8


44


Time Management PercentageExcellent 56

Very Good 34Good 5


56

34

51


45

Q7. Design, Operation, Construction of Circuit Breakers


Very Good 27Good 6


56

34

51


46



Very Good 43Good 11


42

43

11 1


47



Very Good 34Good 15


47

34

15 1


48


Time ManagementPercentage

Excellent 52Very Good 38

Good 6Satisfactory 1

Unsatisfactory 0

5238

61


49

Q7. Design, Operation, Construction of CT/CVT


Very Good 26Good 11


58

26

11 1 1

Sales

Excellent Very GoodGoodSatisfactory Unsatisfactory

50



Very Good 36Good 10


50

36

10 1


51



Very Good 35Good 8


5235

8 1 1


52


Time ManagementPercentage



Unsatisfactory 1

5337

61


53

Q7. Design, Operation, Construction of Power Transformers


Very Good 21Good 7


68

21

71


54



Very Good 26Good 14


5626

14 1


55



Very Good 34Good 10


48

34

10 1


56



Very Good 30Good 7


57

30

73


57

Q7. Operation & Maintenance of Power Transformers


Very Good 21Good 2


73

2121


58


Delivery / Communication Percentage

Excellent 68

Very Good 27

Good 1

Satisfactory 0

Unsatisfactory 1

68

271 1


59



Very Good 22Good 4


70

22 41


60



Very Good 27Good 4


66

274


61

Q7. Visit to Breakers, CT/CVT, Trg Centre & Power Transformers


Very Good 33Good 4


59

33

41


62



Excellent 49

Very Good 37

Good 10

Satisfactory 1

Unsatisfactory 0

49

37

10 1


63



Very Good 31Good 9


5431

921


64


Time Management Percentage

Excellent 56

Very Good 29

Good 9

Satisfactory 3

Unsatisfactory 0

5629

93


65

Q7. Demonstration at Demo Room & Switchyard


Very Good 20Good 5


71

20 51


66



Excellent 62

Very Good 28

Good 6

Satisfactory 1

Unsatisfactory 0

62

28

61


67



Very Good 27Good 7


62

27

71


68



Excellent 64

Very Good 26

Good 7

Satisfactory 0

Unsatisfactory 0

64

26

7


69

Q7. Construction, Operation & Selection of Surge Arrestors


Very Good 21Good 3


72

21 31


70



Very Good 28Good 3


66

283


71



Very Good 25Good 4


67

254

1


72





Unsatisfactory 0

63

31

21


73

Q8. Duration of Programme

Duration Of Programme PercentageSufficient 32

To be increased 65

32

65

SufficientTo be increased

74

Q9. How was the ratio of Lecture to discussion?

How was the ratio of Lecture to discussion PercentageToo Much Lecture 12Good Balance 83Too Much Discussion 2

12

83

2

Too Much LectureGood BalanceToo Much Discussion

75

Q14. Administration Feedback

Classroom Arrangement PercentageExcellent 76

Very Good 18Good 2


76

182


76


Catering & Refreshments PercentageExcellent 47

Very Good 29Good 13


47

29

13 25


77


Punctuality Of Faculty PercentageExcellent 71

Very Good 24Good 1


71

24 1


78


Library Facilities PercentageExcellent NA

Very Good NAGood NA

Satisfactory NAUnsatisfactory NA

79


Training Aids PercentageExcellent 48

Very Good 33Good 10


48

33

103


80

RECOMMENDATIONS

1. First and foremost the main concern for the organization should be the

retention of its talent pool. There is already very high attrition rate in this

industry and lack of effort from the managements end to improve the

situation can worsen it. The employee are not satisfied which can be

attributed to many reasons, some of which are as follows :

Lack of motivational support from the top management : the lower

management is highly talented in this organization and they really

work hard but lack of appreciation/motivational support from their

seniors is proving

Motivation for immense Growth Opportunities

Top Management should take serious measures to increase the satisfaction level

of the employees as they are the main asset of the organization.

To improve, an employee satisfaction survey should be conducted and

appropriate actions should be taken after the analysis of the results.

Employee Engagement Programmes should be introduced in the organisation in

order to make the employees feel wanted, needed and cared for.

Training Programs should be revamped from time to time.

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