trainign and development-mtnl

Training & Development in MTNL

PROJECT REPORTON

TRAINING & DEVELOPMENT AT

MAHANAGAR TELECOM NIGAM LIMITED DELHI

Partial fulfillment of 4thsemester in the degree

Of

MASTERS IN BUSINESS ADMINISTRATIONSESSION: 2010-2011

IN PUNJAB BUSINESS SCHOOL, CHUNNI KALAN AFFLATIATED BY PUNJAB TECHNICAL UNIVERSTY,

JALANDHAR

SUPERVISED BY: SUBMITTED BY: PUJA KAPOOR RUMA TYAGILECTURER M.B.A 4thSEMDEPARTMENT BUSINESS SCHOOL Roll No.94962238078

http://upload.wikimedia.org/wikipedia/en/1/1e/MTNL_Logo.svg


EXECUTIVE SUMMARY

The study is the “TRAINING AND DEVELOPMENT IN MTNL.”. It was

done as a part of summer training project work and was done to find out how the

efforts in Training and development undertaken by the Mahanagar Telephone Nigam

Limited are (MTNL) affecting effectively and efficiency of employees and hence

revenues.

The research project entitled ‘Review on Techniques adopted by HR

Management to Improve the Effectiveness of Training and Development’ is an

attempt to understand the opinion and attitudes of employees of the various categories

at the Mahanagar Telephone Nigam Ltd towards the maintenance of effectiveness of

Training services provided by the Company.

The global economy of the day has endangered the survival of every

organization and in particular those who want to have a competitive edge over the

others. In this age of communication there is a very stiff competition in the field of

telecom sector and it is getting more and more tough by the everyday passing as new

companies are introducing themselves everyday in the pool.The competitive edge

may be a distant dream in the absence of Superior Quality Products which otherwise

is the function of well-trained employees. Today resources are scarce and have to be

used carefully and trainers of all kinds are required to justify their position and

account for their activities. Training activities, which are ill directed and inadequately

focused, do not serve the purpose of the trainers. Hence identification of training

needs becomes the top priority of every progressive organization. Identification of

training needs, if done properly, provides the basis on which all other training

activities can be considered and will lead to multi-skilling, fitting people to take extra

responsibilities increasing all round competence and preparing people to take on

higher level responsibility in future.

Training and development is an important function of the HR department of

any organization. The training and development activities need to be critically

analyzed since they have an important role to play in employee productivity. This


research study attempts to do a critical analysis of one of the leading IT organization

in the country which has more than seventy thousand employees working all over the

country. The report highlights the current HR policies and training activities of the

organization. The current training programs have been studied at two different levels,

managerial and non managerial and evaluation of these training programs has been

done on different parameters. Further recommendations have been made based on the

findings of the study. Need for the customized training programs, ‘employees do not

have time for training’, ‘managers are not acting as leaders were some of the major

findings of the study’.

It also aims to know and study obstacles in the proper utilization and increase

the effectiveness of Training programs and try to suggest remedial measures wherever

possible.

The data was collected through well structured questionnaires. About 52

employees were considered for the sample size, since the researchers are given very

limited time. This survey was carried out in various departments of the Company.

In the course of study, it was found that the training programs analyzed were

provided to all the employees of Mahanagar Telephone Nigam Ltd. and was not

specific to particular category of employees. The in depth study of the welfare

measures adopted by the company revealed that majority of the employees were fairly

satisfied with the training and development programs.


INDEX

Contents Page No.

1. INTRODUCTION 1-2

2. IMPORTANT IMFORMATION 2.1 Company Profile 2.1.1Brief History of MTNL

2.2 Vision of MTNL2.3 Values of MTNL2.4 Corporate Objectives2.5 Organization Structure2.6 Services Provided by MTNL2.7 Customer Care2.8 Latest Services

2.9 Network Infrastructure -Growth 2.11 Training and Development

2.11.1 Training2.11.2 Education 2.11.3 Development

2.12 Training and Development Objectives2.12.1 Individual Objectives2.12.2 Organizational Objectives2.12.3 Functional Objectives2.13.3 Societal Objectives

2.13 Importance of Objective Setting2.13.1 Trainer2.13.2 Trainee 2.13.3 Designer2.14.4 Evaluator

2.14 Training as a source of Competitive Advantage2.15 Training Needs Assessment 2.15.1 Reasons to conduct Training needs assessment 2.16 Levels of Needs Assessment

2.16.1 Organizational analysis2.16.2 Task Analysis 2.16.3 Individual Analysis


2.17 Training Design 2.17.1 The Trainer

2.17.2 The Trainees 2.17.3 Training Climate 2.17.4 Training Learning Style 2.17.5 Training Strategies2.17.6 Training topics 2.17.7 Sequence the Contents2.17.8 Training Tactics

2.18 Methods and Techniques of Training2.18.1 On the Job Training2.18.2 Off the Job Training

2.19 Training Effectiveness2.20 Kirkpatrick's four levels of Evaluating Training Effectiveness 2.21 Training Process in MTNL

2.21.1 Foreign Training2.21.2 Procedure for foreign Training 2.22.3 Inland Training2.21.4 Procedure2.21.5 Types of Training

2.22 Training & Development Policy in MTNL2.22.1 Concept 2.22.2 Accountability 2.22.3 Categorisation of Training needs 2.22.4 Conducting Training Programs 2.22.5 Evaluating Training Programs 2.22.6 Training Calendar2.22.7 Record Keeping 2.22.8 Training Audit and Evaluation

2.23 Evaluation of Training at MTNL

3. NEED AND IMPORTNACE OF THE STUDY

4. RESEARCH METHODOLOGY4.1 Scope of The Study

4.1.1 Geographical Scope 4.1.2 Customer Selected

4.2 Final Study4.2.1 Research Design Used4.2.2 Questionnaire for the study4.2.3 Sampling for the study 4.2.4 Data Collection for the study 4.2.5 Analysis for the study


5. FINDINGS

6. CONCLUSION AND MANAGERIAL IMPLICATIONS 6.1.CONCLUSION

6.2 Managerial Implications

7. LIMITATIONS OF THE RESEARCH8. REFERENCES


INTRODUCTION

Every organization needs to have experienced and well-trained employees to

perform the activities. Rapid changes in the environment have not only made the jobs

more complex but have also created increased pressures for the organizations to re-

adopt the products and services offered to compete in this fast changing world.

Therefore, in a rapidly changing society training is an activity, which is must for

maintaining a viable and knowledgeable work force.

Success of any training program largely depends upon proper identification of

training needs. Training needs are felt by the managers when they discover/perceive

deviation between standard performance and actual performance of its employees. It

is not that only workers need training. Simultaneously supervisors, managers and

executives need to be trained and developed to grow and acquire maturity of thought

and action. Many organizations invest considerable resources in training and

development but never really examine how and where this can most effectively

promote organizational objectives and individual growth. The failure to analyze

training needs within the organization will lead to lesser of benefits and huge

investment in the training program of the institute. Hence it would be pertinent to

analyze training needs first and then impart training accordingly.

Mahanagar Telephone Nigam Limited is one of India’s leading telecom

service provider and the only Public Sector Telecom operator in Delhi and Mumbai

circles. MTNL offers the most comprehensive bouquet of telecom services and is

market leader in basic telephony service. From time to time the company comes out

with various human resource management strategies- strategic as well as tactical- to

increase its employee morale and motivation. This in retrospect helps MTNL increase

its market share, increase its revenue, improve its brand image and gain competitive

edge over its competitor. But the company also needs to know if its effort are

effective or not and earning it the desired revenue. This project is therefore an effort

in the direction to find out the effectiveness of M.T.N.L.’s training and development

sessions. The resultant survey, as a part of this project work, threw up many results


that were previously unknown to the company. Based on this survey certain

recommendations are also suggested for follow-up action.

For organizations like Mahanagar Telephone Nigam Limited, with a huge staff

base that is also quite diverse in their work-nature and skills, it is very important to

know if its employees are aptly engaged or not because a satisfied work-force is one

of the pre-requisite for improving output and efficiency.

The most important aspect of this survey is that such a kind of survey had

never been done at Mahanagar Telephone Nigam Limited anytime before, so its

result will be an insight into the mind of the employee and a way to know their

aspirations and expectations, thereby, benefiting the employer in improving the work-

culture.

For organizations like Mahanagar Telephone Nigam Limited (M.T.N.L.), to

know how much its human resource management effort is paying and what

improvements could be made into it, it is very important to meet the aspirations of its

customer and to maintain an edge of the competitors in the segment. The most

important aspect of this survey is that such a kind of survey will give an insight into

the various components of the human resource management and practices and a way

to know their aspirations and expectations, thereby, benefiting the organizations in

improving the revenue from its present level. This project focuses on identifying the

training and development adopted by MTNL to generate revenue for itself and also

provides recommendations on how to achieve a successful human resource

management strategy to improve revenue.


2.1 COMPANY PROFILE

2.1.1 Brief History of MTNL

On 28th February MAHANAGAR TELEPHONE NIGAM LTD. was

incorporated as a Public Limited Company under the Companies Act, 1956.

The company has been set up to take over the management, control and

operation of Delhi Telephone District (Excluding public telegraph service) and

Mumbai Telephone District of the Department of Telecommunications and to

plan, establish, develop, provide, operate and maintain all types of

telecommunication services including Telephone, telex, wireless, data

communication, telematic and other like forms of communication.

MTNL was set up on 1st April, 1986 by the Government of India to upgrade the

quality of telecom services, expand the telecom network, and introduce new services

and to raise revenue for telecom development needs of India's key metros. Delhi, the

political capital and Mumbai, the business capital of India. In the past 23 years, the

company has taken rapid strides to emerge as India's leading and one of Asia's largest

telecom operating companies. Besides having a strong financial base, MTNL has

achieved a customer base of 8.06 million as on 31st March 2009.

Develeopment in the year 2000

Mahanagar Telephone Nigam Ltd (MTNL) tied up with MasterCard

International to pioneer the acceptance of credit cards for payment of

telephone bills.

The Company will do the soft launch of its GSM-based monbile services

in Delhi and Mumbai. The Company is likely to be listed on New York

Stock Exchange next month with the public sector telecom giant getting

clearance from the bourse.

The Company has proposed increase in the pulse rate of local call for the

internet usage to five minutes from three minutes to make internet usage

affordable. The Company will launch its cellular service in Mumbai from

August 15.


The Company has awarded the Rs 32 crore contract for Fixed Wireless

Terminals for its CDMA network in Delhi. The Company and American

Express travel related services entered into alliance for india`s first

co-branded telecom credit card MTNL American Express credit card. The

company will mull a tie-up with portals rediff.com and satyamonline.com

at a meeting. The Company has setting up both basic and cellular services

in Nepal.

Telecom services in the national capital of Mumbai were partially affected

due to one day token strike by non-executive employees of the company

demanding revision of pay scales, perks and allowances. The Employees

of the Company in New Delhi went on a one-day strike on 4th June

demanding revision of pay scales and perks. The staff threatened to go

on an indefinite strike from July 11.

The Proposed strike of the Company staff unions has been deferred to

21st July. The state owned Mahanagar Telephone Nigam Ltd. will set up a

submarine cable landing station.

The company has to explore possibility of entering a joint venture with

another state owned company Videsh Sanchar Nigam for just opened Long

Distance telephony.

Narendra Sharma has been appointed as the new chairman and managing

director of the company. The company has opened two additional customer

service centres at Chembur in Mumbai. The Company will expand its `

common man` mobile telephone network by 50,000 new lines in the current

financial year.

Mahanagar Telephone Nigam Limited to launch its cellular phone

service in Mumbai in January next with a subscriber capacity of 1,00,000

lines. Mahanagar Telephone Nigam Ltd. has transferred its Internet Service

Provider Category-A licence as well as Internet business to its subsidiary,

Millennium Telecom.



MTNL is to develop a dedicated division to spearhead its cellular operations

in Delhi and Mumbai.

Mahanagar Telephone Nigam Limited (MTNL) will introduce a cash card

for its cellular subscribers within two months of starting its cellular

Operations on Jan. 31. The Company Chairman Narinder Sharma has bagged

the international `Millienium Man of the Year` award, instiutted by the

international award committee of Wisitex Foundation.

Dolphin, the much-awaited cellular service of MTNL, was launched in Delhi

on 6th Feb. The Company proposes to provide additional net switching

capacity of 3.30 lakh lines and to deploy 50,000 lines of CDMA-based

WLL technology during the year 2001-02.

The Company and Videsh Sanchar Nigam Limited have both signed

memoranda of understanding with the Department of Telecommunications

outlining their performance agenda for the coming financial year. The

Company has tied up with Billjunction.com to provide online bill presenting

and payment facility to its customers. The Company will have a roaming

facility in its cellular service, Dolphin, by the end of this month.

The Company has tied up with WorldTel to offer basic telecom services in

Bangaladesh as part of the corporation`s proposed move to diversify into

overseas operations.

Mahanagar Telephone Nigam Limited (MTNL) has roped in ICRA to chart

out a strategy to leverage the human resources of the telecom company.

The Delhi High Court has upheld the appointment of Narinder Sharma as

chairman-cum-managing director of MTNL, saying there was no merit in

a writ petition challenging it.

Dolphin, the cellular service promoted by State-owned telecom operator

MTNL, seems to be catching on.In October, Dolphin registered 13,000

new subscribers in Mumbai, increasing its base to 33,000 Around 30 per

cent of these new connections have defected to Dolphin from incumbent

cellular operators, Orange or BPL, according to MTNL officials.


IDBI Bank has forged an alliance with MTNL in Delhi to help the account

holders of the bank to pay their phone bills through ATMs and Internet.



It has launch of Wireless in Local Loop (WLL) service in Mumbai.

Launches its pre-paid cellular card `Trump` with tariffs 50 per cent lower

than that of the private players in Delhi and Mumbai.

Govt. permits MTNL, BSNL to compete in basic services. Sets up a new

software venture called ComSoft for developing communications software, as

a part of its strategy to offer value-added communications software in

e-commerce, e-governance and intelligent networking .

IDBI Bank signs MoU with MTNL for bill payment . Announces unlimited

cell calls for Rs 1900.

MTNL stock price records nine-year-low of Rs 95. Announces new

codes for MTNL consumers in Delhi. MTNL stops sales of its pre-paid

card Trump.


Misses WLL-M expansion deadline in Delhi. Partners with RailTel

Corporation of India Ltd. to offer telecom bandwidth vide optical fibre

cable (OFC) along its track network Announces free incoming calls

Formulates VRS for employees.

Department of Telecommunications (DoT) signs Memorandum of

Understanding (MoUs) for 2003-04 with Mahanagar Telephone Nigam Ltd

(MTNL) . Slashes number of free calls.

Forms Joint Venture with VSNL and Telecommunications Consultants

India Ltd (TCIL) to provide Basic & WLL telephone services in Nepal .

Trai rejects MTNL`s new WLL tariffs Cuts down cellular tariffs to take

on private sector competition Awards WLL-M handset contract to

Kyocera of Japan Reduces tariff rates by 50% on CDMA services ,Shelves

global long distance plan .Approves VRS for its employees .Gets licence

for providing telephone service and ILD services in Mauritius Joins hands

with Nokia, Samsung for WLL handsets .


Launches new tariff plan where the monthly rental will be Rs 100 and

the call charges will be Rs. 1.90 per minute. Launched a new scheme

offering a fixed line telephone connection for Rs 100 per month, on which

the customer can access free incoming calls. For outgoing calls, the

customers will have to use Virtual Credit Cards (VCC). Thus, the offer

introduces a hybrid post-paid cum prepaid arrangement for a fixed line

phone.

Shri Narinder Sharma - ceased to be CMD wef October 31, 2003

on retirement from service on attaining the age of Superannuation.

2. Shri R S P Sinha - Director (F) has been entrusted the officiating

charge of the post of CMD for a period of 3 months wef November1, 2003.

3. Shri I C Srivastava - ceased to be the Director wef October 8, 2003 due

to death 4. Shri P C Rawal - ceased to be the Director wef October 29, 2003

5. Dr J S Sarma - appointed as Govt. Director in place of P C Rawal

wef October 29, 2003 6. Smt Monika Arora - tendered her resignation

wef November 11, 2003 and ceased to be the director from the said date.

MTNL has come out of its `negative trap` with its fixed-line

subscribers outgrowing surrenders, even as it launched a new scheme,

‘ Plan 160`, for basic telephony subscribers. MTNL has informed that

Shri AK Girotra and Shri RL Dubey, Executive Director Delhi and

Mumbai respectively have been appointed as ex-officio directors on the

Board of MTNL wef December 19, 2003 MTNL unveils `Economy Plan`

for WLL services .


MTNL launches new schemes for ISDN subscribers MTNL unveils

SMS facilities on its landlines for its customers. MTNL bags license to

offer telecom services in Mauritius, Kenya.

MTNL and BSNL have entered into a strategic alliance, under which

the two public-sector telecom companies will jointly offer their voice and

data services. MTNL Ltd. has informed that Sh. A. K. Girotra, and Sh. R.L.


Dubey, Executive Director, Delhi and Mumbai respectively have been

appointed as ex-officio directors on the Board of MTNL w.e.f. December

19, 2003.

Mahanagar Telephone Nigam Ltd (MTNL) on January 09, 2004,

announced a special tariff plan for basic service users with Rs 160 monthly

rental aiming at low end users. Under this special plan, there would be no

free calls as available unde other tariff packages.

ITI queries on MTNL deal with Huawei.

MTNL bags award for excellence in cost reduction MTNL awards GSM

line contract for Motorola. Mahanagar Telephone Nigam has launched

new leased line services, with both `full` and `compressed` bandwidth

circuits, for port speeds ranging from 64 kpbs to two mbps MTNL join

hands with BSNL to target corporate clients Centre for Excellence in Telecom

Technology and Management (CETTM) has been established by MTNL with

state of the art facilities to impart training in Telecom Technology and

Management Studies.

CETTM will enable professional to acquire knowledge and skills to perform

effectively in the rapidly advancing telecom and information technology sector.


VISION OF MTNL

To develop leadership competency in the participants through quality training to

face challenges in the field of Telecom Technology & Management.

To improve accessibility of participants to training of international repute.

To explore, create and develop knowledge through applied and concept

research in Telecom Technology and Management.

To hold exhibitions / conferences / international trade show in Communication

and Convergent Technologies to promote the industry pro-actively.


2.3 VALUES OF MTNL

Core Values of CETTM

Customer Oriented Approach

Excellence Programs and Facilities

Total Quality Management

Transparency in Dealings

Mutual Respect and Trust


2.4 CORPORATE OBJECTIVES

To expand customer base and services.

To provide latest technology and services to the customers, at affordable

prices.

To achieve the highest level of customer satisfaction and delight.

To diversify in other areas for providing telecom services at national and

international levels.

To provide convergence of Telecom, Information Technology and related

services.

To improve productivity by training and redeployment of man-power.

To work for social benefits.


2.5 ORGANISATION STRUCTURE

EXECUTIVE DIRECTOR, MTNL


2.6 SERVICES

PSTN

Plain Old Telephone Service through digitalized Public Switched Telephone

Network with variety of Phone Plus Services such as call waiting, call

forwarding, time alarm, abbreviated dialing, dynamic STD/ISD locking,

answering machine, DID facility of EPBAXs etc.

I-NET

Date Service through X.25 based Packet Switched Public Data Network called I-

Net. The network supports CCITT protocols, X.3, X.25, X.28, X.29, X.32, X.75

and Frame Relay Service with vast range of facilities.

ISP

In addition to services earlier being provided in Mumbai and Delhi, we have

introduced CLI based internet services in 2002. We have also started ISP

service from 25th Feb, 2002 in Himanchal Pradesh in association with

HPSEDC.

ISDN

Integrated Services Digital Network (ISDN) to meet the requirements of

customers for voice data and video on single line, both in Basic Rate Access

(64 kbps) and Primary Rate Access (2 Mbps.)

IN

Intelligent Network Services (IN-Services) e.g., Free Phone, Premium Rate

Service, Virtual Calling Card / Accounts

Calling Card, Tele Voting, Virtual Private Network, Universal Access

Network.


WLL (GARUDA)

Wireless in Local Loop (WLL): Services offered are both in fixed mode as well

as portable mode (mobile). Recently the network has been upgraded to CDMA

1X2000 technology providing higher bandwidth (144 kbps) data services along

with voice. The upgraded service is launched under ‘Garuda 1x’ banner.

CELLULAR MOBILE SERVICE (DOLPHIN)

GSM based cellular mobile service with advanced features and value added

services like Auto-roaming, Pre-Paid, Voice Mail Service (VMS), Short Message

Service (SMS), Multi Party Conference, Closed User Group (CUG) etc.

LEASED LINE

For voice and date with local, national and international connectivity on point-to-

point basis, MTNL pioneered and became market leader in introducing

MLLN Network

Providing highest QoS to its esteemed subscribers.

BROADBAND

MTNL has launched broadband services under Brand name TriBand. The service

is provided on the existing copper infrastructure, initially Broadband Internet

Service, other services such as VPN, multicasting, video conferencing,

video -on-demand and broadcast application shall also be added in future.

Broadband service is provided through the deployment of ADSL 2+ technology,

a type of digital subscriber line (DSL). All Payments / Billing for the service

will be included in the regular MTNL Telephone Bill.

Wi-Fi SERVICES

MTNL’s Wi-Fine. Provides high-speed Wi-Fi wireless Internet access through

hotspots located at prominent public locations. The service meets the need

of Internet browsing on move.


VIRTUAL PHONE

Virtual Phone Card, a unique and innovative service provides the facility to

receive messages and faxes, and also make calls from any phone, without

physically owning a phone or fax machine.

PHONE MAIL SERVICE

Another innovation from MTNL enables subscribers to send and receive E-mail

using normal telephone lines and instruments, without a PC.

In the new millennium MTNL makes sure that it gets connected to

communicate with a rapidly shrinking world and that every resident of

Delhi and Mumbai is provided access to the latest in telecom services.


2.7 CUSTOMER CARE

The ‘SANCHAR HAAT’ has been opened on the concept to provide a total

telecom solution and an instant connectivity to basic telephone services, value added

and new services, turning all this into a shopping experience.

One of the unique features of ‘SANCHAR HAAT’is to provide liberty to the

customers to select a telephone instrument and a telephone number of their choice.

The Phone Book’99 is also provided in advance. MTL will try to provide the

telephone connection within a week’s time. In case of any delay in the

provisioning of the telephone connection please contact the ‘SANCHAR HAAT’

free-phone telephone numbers only. Registration of other services can also be

made in the ‘SANCHAR HAAT’.

Network of Customer Service Centers- for single window solution.

SANCHAR HAATs (Telemarts) for instant connectivity and shopping

experience.

Customer Service Management System (CSMS) for

# Subscriber billing account maintenance

# Instantaneous updating of bill payments

# Online registration of telephone connection

# Directory Data enquiry and updating

# Fault Repair Service


Interactive Voice Response System (IVRS) for

# Complaint booking

# Changed number announcement

# Local Telephone Assistance

# Telephone Bill Enquiry Service

Online Directory Enquiry Service

ISDN and Internet Café’s

Telephone Bill Payment Schemes- Besides cash / cheque payment at

MTNL’s payment counters scattered over Delhi & Mumbai, payments

are also accepted through select banks/ ATMs / post offices for

convenience of customers. To reach heights of convenience to our

customers, following schemes are also available:-

# Voluntary Deposit Scheme

# Electronic Clearing Scheme

# Credit Card Scheme

# Payment Portal for paying telephone bills through internet has been

launched on 16.05.2002.

Customer Loyalty Scheme

A customer loyalty scheme by the name “Loyal Royal Offer” has been

started under which a customer gets various bonus points viz. joining

bonus points, future loyalty points, usage bonus, early payment bonus,

comeback bonus, time period bonus, recommendation bonus etc.

Customers can redeem their bonus points for attractive prizes with

MTNL.

MTNL has synergized all its energies to total customer satisfaction by

modernizing the services to international level and incorporating state-

of-the-art technologies in its network.


2 .8 LATEST SERVICES

Tariff for In-Roamers 'ISD' in MTNL GSM N/W -

3G Services.

Launch of Blackberry tariff plans on regular basis.

Modification in damaged charges for Modem/components.

Promotional offer of Micromax Mobile Broadband Data cards bundled with

MTNL prepaid 3G Connection.

Promotional Post paid 3G tariff Plans.

Promotional Prepaid 3G tariff Plans.

New BlackBerry Data Plans-Promotional offer.

Relaunch of Trump Vidyarthi Plan with modifications in tariff on Promotional

basis.

Modification in prepaid tariff package for reducing local call

rates.

Launch of reduced Prepaid Trump STD Package.

Modification in Dolphin /Trump Jeevan Saathi Plans tariff on promotional

basis.

Modification in GPRS tariff.

All new private local PCOs shall be opened with Push Button telephones

provided by MTNL. However, if customer is willing to install CCB type PCO

then he should procure CBT-95 instrument himself.

CBSE Results.

Press Release.

Discontinuing of Data Services tariff Plans for Dolphin

using Data Card.


Regularization of Trump Jeevan Saathi Plan-Rs 88/- (Super

Saver Pack)

Launch of IPTV by M/S Smart Broadband services Pvt. Ltd.

MTNL introduces BlackBerry services for its customers.

New R&G policy, 2007.

Implementation of TRAI Guidelines for differential tariff on calls /SMS

terminating in CDMA /GSM network.

To avoid unwanted Telemarketing calls register your telephone no. in NDNC

registry-Call 1909 or send SMS "START DND" on 1909.

Tariff for VAS SMS and Play Tune (CRBT) .

Provisioning of MTNL Wi-Fi Hot Spot.

Status of telephone advisory Committee of Delhi.

Restituting landline telephones with GSM in case of companies shifting

base from Delhi to NCR.

Multilingual Messaging Service Application "Sarva Bhasha Sandesh" .

Recharge Coupons for Garuda-Prepaid are now available at Oxigen outlets.


2.9 FINANCIAL PERFORMANCE

Fig. 1

MTNL has a strong financial base and has shown consistent improvement in

performance over the years. It has a customer base of 5.92 million.

MTNL possesses an impressive financial profile comprising Reserves and Surplus

amounting to Rs.105698.8 million* and Fixed Assets worth Rs.146918.8 million* as

on 31.03.2006 corresponding figures for 31.03.2005 were 103138.2 million and

142522.5 million respectively.


2.10 NETWORK INFRASTRUCTURE - GROWTH

MTNL as a company, over the last twenty three years, grew rapidly by modernizing

the network through induction of State-of-the-art technologies and adopting a

customer friendly approach.

Table - 1 : Network Infrastructure –Growth

1.No of exchanges 114 558

2.Equipped capacity (Millions) 0.88 10.72

3.Subscriber base (Millions) 0.75 8.06

i) Basic Wire line & CDMA Fixed (Millions) 0.75 3.69

ii) CDMA-Mobile (Millions) - 0.10

iii) GSM Cellular (Millions) - 4.18

4.Internet (Millions) - 1.43

5.Broadband (Millions) - 0.70

6.Public Call Offices (Local and Long Distance) (Millions)

10,593 0.21

7.No of stations on Long Distance Network 264 39,303

8.No of countries connected overseas on ISD 11 243

9.Digitalization of exchange network Nil 100%


2.11 TRAINING AND DEVELOPMENT

In the field of human resource management, training and development is the field

concerned with organizational activity aimed at bettering the performance of

individuals and groups in organizational settings. It has been known by several names,

including employee development, human resource development, and learning and

development.

Harrison observes that the name was endlessly debated by the Chartered Institute of

Personnel and Development during its review of professional standards in 1999/2000.

"Employee Development" was seen as too evocative of the master-slave relationship

between employer and employee for those who refer to their employees as "partners"

or "associates" to be comfortable with. "Human Resource Development" was rejected

by academics, who objected to the idea that people were "resources" — an idea that

they felt to be demeaning to the individual. Eventually, the CIPD settled upon

"Learning and Development", although that was itself not free from problems,

"learning" being an over general and ambiguous name. Moreover, the field is still

widely known by the other names.

TRAINING AND DEVELOPMENT refer to the imparting of specific skills,

abilities and knowledge to an employee. A formal definition of training and

development is:

“It is any attempt to improve current or future employee performance by increasing an

employee’s ability to perform through learning, usually by changing the employee’s

attitude or increasing his or her skills and knowledge.”

The NEED for Training and Development is determined by the employee’s

performance deficiency, computed as follows:

Training and development need = Standard performance – Actual performance.

We can say successful candidates placed on the jobs need training to perform their

duties effectively. Workers must be trained to operate machines, reduce scrap and

avoid accidents. It is not only the workers who need training. Supervisors, managers

and executives also need to be developed in order to enable them to grow and acquire

http://en.wikipedia.org/wiki/Chartered_Institute_of_Personnel_and_Development

http://en.wikipedia.org/wiki/Chartered_Institute_of_Personnel_and_Development

http://en.wikipedia.org/wiki/Human_resource_management


maturity of thought and action. Thus, training and development constitute an ongoing

process in any organization.

Training and development encompasses three main activities: training, education, and

development. Garavan, Costine, and Heraty, of the Irish Institute of Training and

Development, note that these ideas are often considered to be synonymous. However,

to practitioners, they encompass three separate, although interrelated, activities:

2.11.1 TRAINING

The term training refers to 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. This activity is both focused upon, and evaluated

against, the job that an individual currently holds.

2.11.2 EDUCATION

Education in its broadest sense is any act or experience that has a formative effect on

the mind, character, or physical ability of an individual and in its technical sense

education is the process by which society deliberately transmits its accumulated

knowledge, values, and skills from one generation to another through institutions.

2.11.3 DEVELOPMENT

This focuses upon the activities that the organization employing the individual, or that

the individual is part of, may partake in the future, and is almost impossible to

evaluate. Development is less skill- oriented but stresses on knowledge.

http://en.wikipedia.org/wiki/Skills

http://en.wikipedia.org/wiki/Values

http://en.wikipedia.org/wiki/Knowledge

http://en.wikipedia.org/wiki/Mind


2.12 TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the

availability of a skilled and willing workforce to an organization. In addition to that,

there are four other objectives: Individual, Organizational, Functional, and Societal.

2.12.1 INDIVIDUAL OBJECTIVES

It helps employees in achieving their personal goals, which in turn, enhances the

individual contribution to an organization.

2.12.2 ORGANIZATIONAL OBJECTIVES

It assists the organization with its primary objective by bringing individual

effectiveness.

2.12.3 FUNCTIONAL OBJECTIVES

It maintains the department’s contribution at a level suitable to the organization’s

needs.

2.12.4 SOCIETAL OBJECTIVES

It ensures that an organization is ethically and socially responsible to the needs and

challenges of the society.


2.13 IMPORTANCE OF OBJECTIVE SETTING

Training objective is one of the most important parts of training program. While some

people think of training objective as a waste of valuable time. The counterargument

here is that resources are always limited and the training objectives actually lead the

design of training. It provides the clear guidelines and develops the training program

in less time because objectives focus specifically on needs. It helps in adhering to a

plan. Training objectives tell the trainee that what is expected out of him at the end of

the training program. Training objectives are of great significance from a number of

stakeholder perspectives, the "stakeholders" in training and development are

categorized into several classes.

1. Trainer

2. Trainee

3. Designer

4. Evaluator


2.13.1 TRAINER

The training objective is beneficial to trainer because it helps the trainer to measure

the progress of trainees and make the required adjustments. Also, trainer comes in a

position to establish a relationship between objectives and particular segments of

training.

2.13.2 TRAINEE

The training objective is beneficial to the trainee because

1) It helps in reducing the anxiety of the trainee up to some extent. Not knowing

anything or going to a place which is unknown creates anxiety that can negatively

affect learning. Therefore, it is important to keep the participants aware of the

happenings, rather than keeping it surprise.

2) It helps in increasing concentration, which is the crucial factor to make the

training successful. The objectives create an image of the training program in

trainee’s mind that actually helps in gaining attention.

3) If the goal is set to be challenging and motivating, then the likelihood of achieving

those goals is much higher than the situation in which no goal is set.

Therefore, training objectives helps in increasing the probability that the

participants will be successful in training.

2.13.3 DESIGNER

The training objective is beneficial to the training designer also because if the

designer is aware what is to be achieved in the end then they will bring the training

package according to that. The training designer would then look for the training

methods, training equipments, and training content accordingly to achieve those

objectives.

Furthermore, planning always helps in dealing effectively in an unexpected situation.

Consider an example; the objective of one training program is to deal effectively with

customers to increase the sales. Since the objective is known, the designer will design

a training program that will include ways to improve the interpersonal skills, such as


verbal and non verbal language, dealing in unexpected situation i.e. when there is a

defect in a product or when a customer is angry.

Therefore, without any guidance, the training may not be designed appropriately.

2.13.4 EVALUATOR

It becomes easy for the training evaluator to measure the progress of the trainees

because the objectives define the expected performance of trainees. Training objective

is an important to tool to judge the performance of participants.


2.14 TRAINING AND DEVELOPMENT AS SOURCE OF

COMPETITIVE ADVANTAGE

Training and Development is important because of following reasons:

1) Optimum Utilization of Human Resources

Training & Development helps in optimizing the utilization of human resource that

further helps the employee to achieve the organizational goals as well as their

individual goals.

2) Development of Human Resources

Training & Development helps to provide an opportunity and broad structure for the

development of human resources’ technical and behavioral skills in an organization. It

also helps the employees in attaining personal growth.

3) Development of skills of employees

Training & Development helps in increasing the job knowledge and skills of

employees at each level. It helps to expand the horizons of human intellect and an

overall personality of the employees.

4) Productivity

Training & Development helps in increasing the productivity of the employees that

helps the organization further to achieve its long-term goal.

5) Team spirit

Training & Development helps in inculcating the sense of team work, team spirit, and

inter-team collaborations. It helps in inculcating the zeal to learn within the

employees.

6) Organization Culture

Training & Development helps to develop and improve the organizational health

culture and effectiveness. It helps in creating the learning culture within the

organization.


7) Organization Climate

Training & Development helps building the positive perception and feeling about the

organization. The employees get these feelings from leaders, subordinates, and peers.

8) Quality

Training & Development helps in improving upon the quality of work and work-life.

9) Healthy work-environment

Training & Development helps in creating the healthy working environment. It helps

to build good employee, relationship so that individual goals aligns with

organizational goal.

10) Health and Safety

Training & Development helps in improving the health and safety of the organization

thus preventing obsolescence.

11) Morale

Training & Development helps in improving the morale of the work force.

12) Image

Training & Development helps in creating a better corporate image.

13) Profitability

Training & Development leads to improved profitability and more positive attitudes

towards profit orientation.


14) Organizational Development

Training & Development aids in organizational development i.e. Organization gets more

effective in decision making and problem solving. It helps in understanding and carrying

out organisational policies.

Thus, it can be concluded that Training & Development helps in developing

leadership skills, motivation, loyalty, better attitudes, and other aspects that successful

workers and managers usually display.


2.15 TRAINING NEEDS ASSESSMENT

A “training needs assessment”, or “training needs analysis”, is the systematic

method of determining if a training need exists and if it does, what training is required

to fill the gap between the standard and the actual performance of the employee.

Therefore, training needs assessment is:

1) Systematic method of determining performance discrepancies

2) Causes of performance discrepancies

Training needs assessment (TNA) is usually related to organizational and

individual performance.

2.15.1 REASONS TO CONDUCT TRAINING NEEDS

ASSESSMENT

1) Purpose of the training needs assessment is to ensure that there is a need for

training.

2) To identify the nature of what a training programme should contain.

3) It provides the information needed for developing a training plan that is based on

the learning needs of the participants.

4) It acts as a benchmark for evaluation of training.

5) It makes sure that training is provided to the right people.

6) It increases the relevance of the training and the commitment of the learners, as

they are involved in the preparation of the training design that reflects their

expressed needs.

7) Thus, it helps to foster a rapport between the facilitators and the participants. The

facilitators can acquire basic knowledge of the strengths and limitations of the

participants and the learners can become partners in analyzing their own learning

needs.


2.16 LEVELS OF NEEDS ASSESSMENT

There are three levels of needs assessment: Organizational Analysis, Task Analysis

and Individual Analysis.

2.16.1ORGANIZATIONAL ANALYSIS

Organizational analysis looks at the effectiveness of the organization and determines

where training is needed and under what conditions it will be conducted. The

organizational analysis should identify:

1) Organizational goals, mission & strategies.

2) Environmental impacts (new laws etc.).

3) State of the economy and the impact on operating costs.

4) Changing work force demographics and the need to address cultural or language

barriers.

5) Changing technology and automation.

6) Increasing global/world market places.

7) Resources available (money, facilities; materials on hand and current, available

expertise within the organization).

8) Climate and support for training (top management support, employee willingness

to participate, and responsibility for outcomes).

2.16.2 TASK ANALYSIS

Task analysis provides data about a job or a group of jobs and the knowledge, skills,

attitudes and abilities needed to achieve optimum performance. There are a variety of

sources for collecting data for a task analysis:

JOB DESCRIPTION – A narrative statement of the major activities involved in

performing the job and the conditions under which these activities are performed.

KSA ANALYSIS – A more detailed list of specified tasks for each job including

Knowledge, Skills, Attitudes and Abilities required of incumbents.


PERFORMANCE STANDARDS – Objectives of the tasks of the job and the

standards by which they will be judged. This is needed to identify performance

discrepancies.

2.16.3 INDIVIDUAL ANALYSIS

Individual analysis analyzes how well the individual employee is doing the job and

determines which employees need training and what kind. Sources of information

available for an individual analysis include:

1) Performance evaluation – Identifies weaknesses and areas of improvement.

2) Performance problems – Productivity, absenteeism or tardiness, accidents,

grievances, waste, product quality, down time, repairs, equipment utilization,

customer complaints.

3) Observation – Observe both behavior and the results of the behavior.

4) Work samples – Observe products generated.

5) Interviews – Talk to manager, supervisor and employee. Ask employee about

what he/she believes he/she needs to learn.

6) Questionnaires – Written form of the interview, tests, must measure job-related

qualities such as job knowledge and skills.

7) Attitude surveys – Measures morale, motivation, satisfaction.

8) Checklists or training progress charts – Up-to-date listing of current skills


2.17 TRAINING DESIGN

The design of the training program can be undertaken only when a clear training

objective has been produced. Training objectives assist trainers to design the training

program.

2.17.1 THE TRAINER

Before starting a training program, a trainer must analyzes his/ her technical,

interpersonal, judgmental skills in order to deliver quality content to trainers.

ROLE OF TRAINER

The effective transfer of training depends a lot on the trainer because it is the trainer

only who can remove the mental block of trainee, motivate the trainee to learn, delete

the negative perception of the trainee regarding the training. Besides all that, a lot

depends on personality of trainer also.

The major competencies that are required to be present in a trainer are:

1) Presentation Skills

2) Business Skills i.e. budgeting, time management, negotiation, etc.

3) Content Development i.e. material production, graphics, layouts, etc.

4) Self development i.e. interpersonal skills, good listening skills, flexible, accepting

the share of accountability, etc.


2.17.2 THE TRAINEES – A good training design requires close scrutiny of the

trainees and their profiles. Age, experience, needs and expectations of the trainees are

some of the important factors that affect training design.

2.17.3 TRAINING CLIMATE – A good training climate comprises of

ambience, tone, feelings, positive perception for training program, etc. Therefore,

when the climate is favorable nothing goes wrong but when the climate is

unfavorable, almost everything goes wrong.

2.17.4 TRAINEES’ LEARNING STYLE – The learning style, age,

experience, educational background of trainees must be kept in mind in order to get

the right pitch to the design of the program.


2.17.5 TRAINING STRATEGIES – Once the training objective has been

identified, the trainer translates it into specific training areas and modules. The trainer

prepares the priority list of about what must be included, what could be included.

2.17.6 TRAINING TOPICS – After formulating a strategy, trainer decides upon

the content to be delivered. Trainers break the content into headings, topics, ad

modules. These topics and modules are then classified into information, knowledge,

skills, and attitudes.

2.17.7 SEQUENCE THE CONTENTS – Contents are then sequenced in a

following manner:

1) From simple to complex

2) From known to unknown

3) From specific to general

4) Dependent relationship

5) Topics are arranged in terms of their relative importance

2.17.8 TRAINING TACTICS – Once the objectives and the strategy of the

training program becomes clear, trainer comes in the position to select most

appropriate tactics or methods or techniques. The method selection depends on the

following factors:

1) Trainees’ background

2) Time allocated

3) Style preference of trainer

4) Level of competence of trainer

5) Availability of facilities and resources, etc


2.18 METHODS AND TECHNIQUES OF TRAINING

A multitude of methods of training are used to train employees. Training techniques

represent the medium of imparting skills and knowledge to employees. Training

methods are categorized into two groups:

1) On-the-job methods

2) Off-the-job methods

2.18.1 ON-THE-JOB TRAINING

On the job training occurs when workers pick up skills whilst working along side

experienced workers at their place of work. New workers may simply “shadow” or

observe fellow employees to begin with and are often given instruction manuals or

interactive training programmes to work through. Eg:

1) Orientation Training2) Job-Instruction Training3) Apprentice Training4) Internships5) Job Rotation6) Coaching

2.18.2 OFF-THE-JOB TRAINING

This occurs when workers are taken away from their place of work to be trained. This

may take place at training agency or Local College, although many larger firms also

have their own training centers. Training can take the form of lectures or self-study

and can be used to develop more general skills and knowledge that can be used in a

variety of situations.

1) Vestibule

2) Lecture

3) Special Study

4) Conference

5) Simulation

6) Programmed Instruction


Training techniques are the means employed in the training methods. They represent

the medium of imparting skills and knowledge to the employees.

Important techniques of training are:

1) LECTURES

Lecture is a verbal presentation of information by an instructor to a large audience.

The lecturer is presumed to possess a considerable depth of knowledge of the subject

at hand. A virtue of this method is that is can be used for very large groups and hence

the cost per trainee is low.

Lectures are used because of their low cost and their capacity to reach many people.

Lectures, which use one-way communication as opposed to interactive learning

techniques, are much criticized as a training device.

2) AUDIO-VISUALS

Audio-visuals include television slides, overheads, and films. These can be used to

provide a wide range of realistic examples of job conditions and situations in the

condensed period of time. Further the quality of the presentation can be controlled and

will remain equal for all training groups.

3) PROGRAMMED INSTRUCTION (PI)

These devices systematically present information to the learner and elicit a response;

they use reinforcement principles to promote appropriate responses. Information is

provided to the trainee in blocks, either in a book form of through a teaching machine.

After reading each block of material, the learner must answer a question about it.

Feedback in the form of correct answers is provided after each response.

4) COMPUTER-ASSISTED INSTRUCTION (CAI)

With CAI, students can learn at their own pace, as with PI. Because the student

interacts with the computer, it is believed by many to be a more dynamic learning

device. Educational alternatives can be quickly selected to suit the student's

capabilities, and performance can be monitored continuously. As instruction proceeds,

data are gathered for monitoring and improving performance.


5) SIMULATIONS

Training simulations replicate the essential characteristics of the real world that are

necessary to produce both learning and the transfer of new knowledge and skills to

application settings. Both machine and other forms of simulators exist. Machine

simulators represent the real world's operational equipment. The main purpose of

simulation, however, is to produce psychological fidelity, that is, to reproduce in the

training those processes that will be required on the job. Simulation is done for a

number of reasons, including: to control the training environment, for safety, to

introduce feedback and other learning principles, and to reduce cost.

The more widely held simulation exercises are:

a) CASE STUDY

A case is a written account seeking to describe an actual situation. A good case is the

vehicle by which a chunk of realty is brought into the class room to be discussed over

by the class and the instructor. Discussion on a case requires a capable instructor, who

can evoke and guide intelligent discussion analysis, so that meaningful learning

experiences occur. There is no "right" answer or simple explanation in the

comprehensive case. The advantages of this method are more depth of thinking, more

perception in a situation, greater respect for and consideration for the opinion of

others.

b) ROLE PLAYING

In this method, the instructor assigns parts taken from case materials to group

members. The situation is usually one involving conflict between people. The role

players attempt to act the parts as they would behave in a real life situation, working

without a script or memorized lines and improvising as they play the parts. The

development of empathy and sensitivity is one of the primary objectives of role

playing.

c) VESTIBULE TRAINING

It utilises equipment which closely resemble the actual ones used on the job, however

training takes place away from the work environment. A special area is set which is


equipped with furnishings similar to those found in the actual production area. The

trainee is then permitted to learn under simulated conditions, without disrupting

ongoing operations. A primary advantage of vestibule training is that it relieves the

employee from the pressure of having to produce while learning.

6) LABORATORY TRAINING/ SENSITIVITY TRAINING/ T

GROUP TRAINING

This type of training is designed to increase the managers understanding of himself

and of his own impact on others. The training takes the form of a group discussion,

and through a leader trained in the technique is present, the group may decide on the

subject of discussion or suggest changes in procedure. In the course of discussion,

conflict, hostility, stress and frustration may be purposely generated for they later on

become motivations for growth as well as food for learning. The laboratory training

aims at achieving behavioral, effectiveness in transactions with ones environment.

7) INTERNSHIP TRAINING

This method of training is generally provided to the skilled and technical personnel.

The object of this type of training is to bring about a balance between theoretical and

practical knowledge, under this method, students from a technical institution

possessing only theoretical knowledge are sent to some business enterprise to gain

practical work experience.

8) INDUCTION TRAINING

Induction training is important as it enables a new recruit to become productive as

quickly as possible. It can avoid costly mistakes by recruits not knowing the

procedures or techniques of their new jobs. The length of induction training will vary

from job to job and will depend on the complexity of the job, the size of the business

and the level or position of the job within the business. The following areas may be

included in induction training:

a) Learning about the duties of the job

b) Meeting new colleagues

c) Seeing the layout the premises


d) Learning the values and aims of the business

e) Learning about the internal workings and policies of the business

9) BUSINESS GAMES

They are the direct progeny of war games that have been used to train officers in

combat techniques for hundreds of years. Almost all early business games were

designed to teach basic business skills, but more recent games also include

interpersonal skills. Monopoly might be considered the quintessential business game

for young capitalists. It is probably the first place youngsters learned the words

mortgage, taxes, etc.


2.19 TRAINING EFFECTIVENESS

The process of examining a training program is called training effectiveness.

Training effectiveness checks whether training has had the desired effect. Training

effectiveness ensures that whether candidates are able to implement their learning in

their respective workplaces, or to the regular work routines.

IT’S SIGNIFICANCE

In India, training as an activity has been going on as a distinct field with its own roles,

structures and budgets, but it is still young. This field is, however; expanding fast but

controversies seem to envelop any attempts to find benefits commensurate with the

escalating costs of training. Training has made remarkable contributions to the

improvement of all kinds. Training is essential; but doubts arise over its contribution

in practice. Complaints are growing over its ineffectiveness and waste. The training

apparatus and costs have multiplied but Unhappiness persists and is growing at the

working level where the benefits of training should show up most clearly. This

disillusionment shows in many ways - reluctance to send the most talented workforce

for training, inadequate use of personnel after training, etc.

With disillusionment mounting in the midst of expansion, training has entered a

dangerous phase in its development. Training is neither a panacea for all ills nor is it a

waste of time. What is required is an insight into what training can or cannot do, and

skill in designing and executing training successfully and cost-effectively. Many

training programs today fail to deliver the expected organizational benefits just

because of not having a well-structured measuring system in place that can help in

determining where the problem lies.

But organizations don't always evaluate the business impact of a training program. On

a positive note, being able to demonstrate a real and significant benefit to the

organization from the training provided can help in gaining more resources from

important decision-makers.


Given the large expenditures for training in many organizations, it is important to

develop business intelligence tools that will help companies improve the measurement

of training effectiveness. These tools need to provide a methodology to measure,

evaluate, and continuously improve training, as well as the organizational and

technical infrastructure (systems) to implement the methodology.

Measuring the effectiveness of training programs, however, consumes valuable time

and resources – time and resources that are already in short supply. One needs to think

carefully about how and to what extent they will evaluate the results of training.

Donald Kirkpatrick’s four-level evaluation model remains as the most well-known

and used model today. Kirkpatrick developed his model in the late 1950s and the

model has since been adapted and modified by a number of writers. However, the

model’s basic structure has well stood the test of time. The basic structure of

Kirkpatrick’s four-level model is shown below:

One of the most popular methodologies for measuring training effectiveness was

developed by Donald Kirkpatrick (Professor Emeritus, University Of Wisconsin) first

published his ideas in 1959, in a series of articles in the US Training and

Development Journal. His book Evaluating Training Programs (1975) defined his

originally published ideas of 1959.


2.20 KIRKPATRICK'S FOUR LEVELS OF

EVALUATING TRAINING EFFECTIVENESS

1. Reaction

2. Learning

3. Behavior

4. Results

This grid illustrates the Kirkpatrick's structure detail, and particularly the modern-day

interpretation of the Kirkpatrick learning evaluation model, usage, implications, and

examples of tools and methods.

Table - 2 : Kirkpatrick learning evaluation model

L

E

V

E

L

EVALUA

-TION

TYPE

What is

measured?

EVALUATION

DESCRIPTION

&

CHARACTERI-

STICS

EXAMPLES of

Evaluation Tools &

Methods

RELEVANCE AND

PRACTICABILITY

1 R

E

A

C

T

I

O

N

Reaction

evaluation is

how the

delegates felt,

and their

personal

reactions to the

training or

learning

'Happy sheets'

Feedback forms based

on subjective personal

reaction to the training

experience

Verbal reaction which

can be noted and

analyzed

Post-training surveys or

questionnaires

It throws light on the level

of learner satisfaction.

The analysis at this level

serves as inputs to the

facilitator and training

administrator.

It enables them to make

decisions on continuing the

programmed, making

changes to the content,


experience. Verbal or written

reports given by

delegates to managers

back at their jobs

methodology, etc.

Very easy to obtain reaction

feedback.

Feedback is not expensive

to gather or to analyze for

groups

2

L

E

A

R

N

I

N

G

Learning

evaluation is the

measurement of

changes

pertaining to

knowledge, skill

& attitude from

before & after

the learning

experience.

Facilitators utilize

Pre & post-test scores

On-the-job assessment

Supervisor’s reports

…to measure & to check

on the learning that has

occurred.

Methods of assessment

need to be closely

related to the aims of

the learning.

Measurement need to

be established, so as to

limit the risk of

inconsistent

assessment.

Relatively simple to set up,

but more investment and

thought required than

reaction evaluation.

Highly relevant and clear-

cut for certain training such

as quantifiable or technical

skills.

Measuring the effectiveness

of training at this level is

important as it gives an

indication about the

quantum of change vis-à-vis

the learning objectives that

were set.

It provides critical inputs to

fine-tune the design of the

programme.


3

B

E

H

A

V

I

O

U

R

Behaviour

evaluation

measures the

application of

the learning in

the work

context.

It measures the

extent to which

the trainees

applied the

learning and

changed their

behaviour.

Observation and

interview are required

to assess change,

relevance of change,

and sustainability of

change.

Self-assessment can be

useful, using carefully

designed criteria and

measurements.

360-degree feedback is

useful method.

Assessments need to

be designed to reduce

subjective judgment of

the observer or

interviewer.

Assessments can be

designed around

relevant performance

scenarios, and specific

key performance

indicators or criteria.

Assessments tend to

be more successful

when integrated within

existing management

and coaching

protocols.

Measurement of behavior

change is less easy to

quantify and interpret than

reaction and learning

evaluation.

Inputs at this level should be

taken from participants and

their supervisors. Their

inputs can indicate the cause

of success or failure.

Simple quick response

systems unlikely to be

adequate.

Cooperation and skill of

observers, typically line-

managers, are important

factors, and difficult to

control.

Management and analysis of

ongoing assessments are

difficult, and virtually

impossible without a well-

designed system from the

beginning.

Behavior change evaluation

is possible given good

support and involvement

from line managers or

trainees, so it is helpful to

involve them from the start,

and to identify benefits for


them, which links to the

level-4 evaluation.

4

R

E

S

U

L

T

S

Results

evaluation

measures

effectiveness of

the programme

in terms of

business

objectives

resulting from

the improved

performance of

the trainee.

At this level one

look at key

performance

indicators such as

increase in

productivity,

decrease in

defects, cycle

time reduction,

return on

investment, staff

turnover etc.

Quality inspection.

Financial report.

Interview with sales

manager.

For senior people,

annual appraisals,

ongoing agreement of

key business

objectives are integral

to measure business

results derived from

training.

It is possible that many

of the measures are

already in place via

normal management

systems and reporting.

The challenge is to

identify which and

how to relate the

trainee's input and

influence.

Therefore it is

important to identify

and agree

accountability and

relevance with the

trainee at the start of

the training, so they

Individually, results

evaluation is not particularly

difficult.

Across an entire

organization it becomes

very much more

challenging, not least

because of the reliance on

line-management, and the

frequency and scale of

changing structures,

responsibilities and roles,

which complicates the

process of attributing clear

accountability

Also, external factors

greatly affect organizational

and business performance,

which cloud the true cause

of good or poor results.


understand what is to

be measured.

Since Kirkpatrick established his original model, other theorists (for example Jack

Phillips), and indeed Kirkpatrick himself, have referred to a possible fifth level,

namely ROI (RETURN ON INVESTMENT).

ROI can easily be included in Kirkpatrick's original fourth level 'Results'. The

inclusion and relevance of a fifth level is therefore arguably only relevant if the

assessment of Return On Investment might otherwise be ignored or forgotten when

referring simply to the 'Results' level.

Finally, it is possible for organisations to measure effectiveness for all programmes at

level-1 and level-2. This can be built into the design of the training programme. Also

it is easy to measure training programmes related to technical and functional areas at

level-3 and level-4. But it is not easy to do this with behavioral skills programmes.

Organisations that choose to measure training effectiveness can start with the former

category before moving to measuring behavioural skills at level-3 and level-4.

There are mechanisms to measure effectiveness of behavioural skills at level-3. These

are cumbersome to implement. It needs a fair amount of investment by the

organisation in terms of time and money. While measuring effectiveness of training –

measure all programmes at level-1 and level-2. The measures at level-3 and level-4

can start with the functional skills, before moving on to the behavioural skills

programmes.


2.21 TRAINING PROCESS IN MTNL

MTNL has been conducting various Training & Development activities, which

apart from minimizing the skill gap and technical obsolescence, are also focussing

towards attaining the bigger organizational purpose of building a competent work

force to take the challenge in the currently existing Telecom sector.

Training programmes, seminars and workshops had been conducted from

time to time to enhance the knowledge and skills of executives and staff so

as to improve their efficiency and strengthen their role in overall

development of the organization.

MTNL provides two types of training:

1. Foreign Training

2. Inland Training

2.21.1 FOREIGN TRAINING:

All the matters of foreign training are handled by HR

Dept (Trg Dept).

In this type of training they generally provide technical

training.

Foreign training is mostly given to Middle level management & Top

level management.

Foreign training is very vital for Operations Dept due to the continuous

change in corporate world & latest technology. There is whole setup

( required for proper technical training of Operations Dept. ) in the

foreign training centres of MTNL.

2.21.2 PROCEDURE FOR FOREIGN TRAINING :

Request for training is generated by a particular dept (Delhi & Mumbai

units).


Then, this request comes to executive directors. If the training is

technical in nature, it will go to Dir(Tech). This Dir(Tech) analyses

whether the candidates shortlisted for foreign training are eligible or the

training which is to be given is relevant.

After performing all the formalities, it is approved by Dir(Tech). Then

it goes to Dir(HR). At last it comes to CMD for final approval.

Before sending any person for foreign training MTNL seeks his/her

Vigilance Clearance within seven days. And all this work (Vigilance

Clearance Disciplinary Proceeedings ) is done by CMD. DGM &

GM’s vigilance Clearance is given by DOT.

There are certain formalities which has to be done

by MTNL including

Execution of training bond (as per rule), it is not fixed.

Now, after executing all the formalities, the person is sent for training

There MTNL has to find its new partners in foreign countries which

may provide it roaming at favourable rates.

Under ministry of Communication & IT ( GOVT. OF INDIA), there are

two Dept. DOT & DIT, they sometimes give request to send their

persons for this sort of trg, but the overall expenditure is to be done

by MTNL.

There are two joint ventures of MTNL :

1. United Telecommunications Ltd (UTL)

2. MTNLSTPI IT Services Ltd ( Software Tech. Park of India).

2.21.3 INLAND TRAINING:

Inland training is provided by three units of MTNL.

1. Delhi unit

2. Mumbai unit


3. Corporate office

I. DELHI UNIT :

Delhi unit is having a Regional “Telecom Training Centre ( TTC )” at

Shadipur.

This training centre provides training to C & D group. This sort of

training includes formation of windows, settling of Broadband(tech.)

defects,communication skills, etc.

II. MUMBAI UNIT :

Mumbai unit is basically a profit making unit. It has a training centre

named “Centre for Excellence & Telecom Management ( CETTM)”.

MMMMMUMBAIUNITMMM


CETTM (Centre for Excellence in Telecom Training & Management) was

awarded ISO 9001:2000 certification. CETTM is slowly taking the lead role

and becoming the nodal center for HRD. Induction Training programme for

newly recruited executive Trainees in the field of Telecom, Finance,

Marketing, HR, Legal have been conducted at CETTM.CETTM has started

generating revenues by leasing out infrastructure and providing training to

other organizations of repute

CETTM organizes training for both non-executives & executives. Non-

executives includes 11 cadres. Executives include grades from E2 to E9.

But it does not provide training to E1 grade which includes Security

Officers, Hindi Officers.

CETTM provides various amenities in the form of Lecture hall,

Computer lab, Network lab, Circular room, Conference hall, Cluster lab

& free hostel accommodation.

MTNL's Centre for Excellence in Telecom Technology and Management

(CETTM) joins Red Hat's Authorized Training Partner Network .

Red Hat, the world's leading provider of Open Source solutions to the

enterprise, today announced the addition of MTNL's Centre for Excellence in

Telecom Technology and Management (CETTM) to their Authorized Training

Partner Network. This top-of-the-line training facility is aimed at providing an

excellent impetus to match the growing need for skilled Linux

professionals in the country.

Red Hat offers the highest quality of Linux and Open Source training and

certification. Red Hat Certified Engineer (RHCE) and Red Hat Certified

Technician (RHCT) are highly valued among professionals as they are an

actual measure of performance tested through live implementation. Red Hat

certified Linux professionals are considered to be world class. Red Hat's

diverse course offerings range from basic Linux administration skills such as

system administration and networking to specific areas of expertise, such as


kernel internals, clustering and security. All courses are designed to create a

basis for further development and real-world practice.

III. CORPORATE OFFICE :

The main functions of corporate office is planning , monitoring and

controlling the functioning of both the Delhi and Mumbai unit.

CETTM passes its proposal to DIR(HR) corporate. It is doing a great

job . It has tie-ups with ORACLE , CCNA , GSM which are having a

great repo and position in the corporate world .

Functioning of Corporate Office :

1. Sending nominations of all candidates to CVO for vigilance

clearance .

2. It is supposed to receive the report from both the Delhi and

Mumbai unit whether they have received their training targets.

3. Corporate office organizes training only for officers grade .

4. RTTC and CETTM at Delhi and Mumbai respectively may also

invite trainers to impart training .

5. ED - keeps an eye on legal issues , services like GSM and other

issues .

2.21.4 PROCEDURE:

MTNL has divided all the work into various zones. It has appointed eight

GMs for eight different zones like GM ( Central ), GM ( Nehru Place ), GM

( North ), GM ( Janakpuri ), GM ( East ), GM ( BCP ), GM (Rajouri Garden ),

GM ( Transyamuna ) so that all the functioning may be done in proper

manner.

But there arises a problem while initiating a training session. When a

training session is to be started, Corporate Office asks GM ( Broadband )


to commence the process. But Broadband says that it is the business of

GM ( Special Service ), it should be done by SS. Also, Broadband

doesn’t possess the skilled staff & necessary equipments required to impart

training. That’s why it becomes very difficult to arrive at any solution.

MTNL has their own selling outlets named SANCHAR HAAT. All these

Sanchaar Haats perform their functions under the supervision of DE

( Divisional Engineer ) of the relative region.

Training is generally provided by GM ( SS ) and GM ( Broadband ).

GM ( Broadband )

________________________ MPLS OPTICAL FIBRE

1. Area Manager asks to give training

2. GM (Trg.) Provides training

3. GM (Admin) Coordinates

4. GM (SS) Call Centre Staff

5. GM (Broadband) Centalisation of switches

DGM ( Sales ) comes under DGM ( Broadband ). Sales should be a

continuous activity but due to lack of infrastructure, it is not working

properly. GM ( Admin ) is the main controlling authority.

Then, the next step is concerned with finance department. As they have to

prepare the budget which is the function of finance dept. Budget

preparation is carried out on the basis of previous years budget.


Generally, the expenditure which incurs on the foreign training of one

person is around 2 to 2.5 lakh ( in case of executive officers ). The

expenditure varies according to the management levels.

RTTC organizes inhouse training. Inspite of technical training it also gives

non-technical training which includes behavioural development skills,

leadership development skills, attitude, communication skills.

Corporate Office get various proposals of training on daily basis. Many

schools of management send varied kind of proposals.

Department of public enterprises settles the basic pay after 2 nd pay

commission. Dept. of public enterprises brought an incentive scheme due to

which the pay becomes variable rather than basic one. This proposal was

rejected because the work of HR can’t be quantified.

Whenever new technique is introduced in the market, MTNL starts

imparting training to its staff before adopting that new technology so that

the employees may be able to utilize the latest technology in order to

achieve their personal as well as organizational objectives.

Training Calender is prepared for the whole year on monthly basis.

MTNL access ISTD to provide training. They generally approach standard

organizations only.

2.21.5 TYPES OF TRAINING

1. UNSOLICITED APPLICATIONS:

MTNL comes across various proposals on daily basis which are usually

sent by a number of Management Schools.

2. CASE TO CASE :

Case to Case may also be known as open training. ABC trainers are called

to provide training. All the services are rendered by MTNL. But the

trainers are asked to provide booklets for the trainees.

3. OPEN TRAINING :


In this type of training trainers from different organization can also

participate in the training process.

4. INHOUSE TRAINING :

Faculty is outsourced in this form of training.

They have their own faculty YMCA which provides training at their call

centres & Hindi faculty which is supposed to present Hindi related

Seminars.


5. TIE-UP WITH BSNL :

In 2008, it tied-up with BSNL to share all kind of expenses

(accommodation, fares, infrastructure & other amenities) which are incurred

while imparting training. There are two training centres - a. “ALTTC

TRAINING CENTRE” at Ghaziabad b. “ CETTM TRAINING CENTRE”

at Mumbai


2.22 TRAINING & DEVELOPMENT POLICY

2.22.1 CONCEPT

To create learning environment in the organization.

Training & Development activities will be carried out to impart knowledge and

skills to the employees to facilitate their growth and development and help the

organization in becoming a high performance organization.

The process will be systematic to identify Training needs and provide

Training to all MTNL employees to gain technical, conceptual and theoretical

knowledge.

2.22.2 ACCOUNTABILITY

Training & Development Department will have all the authority to make

the policies related to this. The GM of the HRD would be the Head of the

Department.

Training needs and Budget will be approved by categorization of trg

needs.

2.22.3 CATEGORISATION OF TRAINING NEEDS

Systematic Training envisages Training to be need based. It starts with

determining the Training Needs and designing of suitable Training

Programs.

1. Specific Training Needs

The GM of the HRD will identify certain key people in the Unit and the

specific Training needs for their grooming and development to enable

them to shoulder the existing responsibility effectively and prepare them to

take over higher responsibilities. It can be nomination for few days

program from any of the renowned Management Institutes.


2. Fundamental Job Related Training Needs / Technical Skills

In order to identify these fundamental Training needs, HR should

facilitate Brainstorming Sessions with HODs and come out with the

needs, which are essential for different departments in the organization,

e.g. Computer Training, various Management Development Programs.

3. Adhoc Training Needs

The Training needs can be identified either in the beginning or during the year

depending upon the workshop / seminars being organized by various Training

organizations and Management Institutes.

4. Attitudinal / Behavior Skills

Certain attitudinal/ behavioral skills are required by the employees in order

to perform their role as a team member or in guiding and coordinating with

the team. Such skills as communication, interpersonal and leadership skills etc

. will form a part of this category. Performance Appraisal of the individuals

shall also be used as a tool to identify the Training Needs.

2.22.4 CONDUCTING TRAINING PROGRAMS

HR Department will coordinate for organizing Training programs based upon the

Training needs identified for each employee.

√ Course Contents / Curriculum

It will be designed for the optimum utilization of resources and must

have relevance to the Trainee in respect of complexity or suitability to

his/her requirement.

√ Selection of Participants / Trainees

Selection of Trainees will be based on similar Training needs of the

participant. The Trainees should be from homogeneous groups and have

necessary background, experience, intellectual and physical capabilities,

skills and personal characters.


√ Selection of Training Faculty

The faculty will have necessary, general, technical and specialized

knowledge. He/she should be able to generate interest and use various

Training Techniques and should be open to ideas, should have questioning

mind, willingness to experiment and observation powers.

√ Method and Technique

It will be such that it generates and maintains interest and high degree

of participation. These methods can be like group discussions, case study,

role-play and workshops, etc.

√ Venue, Facilities & Course Material

Training shall be conducted at the Organization’s Training Centre as far

as possible. HR department will ensure for the entire required infrastructure

and other facilities such as computers, OHP, LCD, Clipboards, etc for

smooth Training to centralize full concentration at learning. Course

material can be provided to Trainees, which consists of handouts and

printed material etc.

HR department will maintain a checklist in order to ensure that all the

work is done at proper time and follow-ups are done.

√ Costs to be incurred

Costs will be an important consideration in deciding upon the Training

program. Cost estimates and evaluation will be done depending upon the

quality, course contents and facilities to be arranged.

2.22.5 EVALUATING TRAINING PROGRAMS

Evaluation of the Training program will be done to determine the

following:

√ Whether the learning objectives of the Training are met.

√ Effectiveness of the Instructions.


√ Whether the Training program was the most cost effective.

√ The quality of Training.

√ Drawbacks, if any in the program.

√ Effectiveness and success of the entire program.

The Training program will be evaluated based on the way in which Trainees

react to the Training in terms of enjoyment and perceived learning.

The Training feedback for internal as well as external programs shall be

obtained as per the Feedback Form. Evaluation of the Training can also be

done by assessing the level and extent of learning that has taken place which

has brought a change in the employee’s behavior at work.

2.22.6 TRAINING CALENDAR

Annual schedule of Training programs catering to Specific Training Needs and

Fundamental Training Needs shall be decided on the basis of Performance

Appraisal and Training Need Analysis.

A detailed training calendar keeping in view the various aspects such as –

functional, behavioral requirements as also focus areas as per MOU signed

with MOC.

Officials would be nominated to various conferences, seminars and training

programs conducted by leading organizations across India and which are of

importance and relevance to MTNL.

Keeping in view the fact that In-House talent has to be nurtured and

encouraged to act as Faculty. A token honorarium of some amt per session

is proposed.

For Specialist Faculty invited from outside the proposed amount per session

is more than that of inhouse faculty.

2.22.7 RECORD KEEPING

HR department will maintain Course wise details of all the employees who

have attended any Training. These details will, in due course of time, be


computerized, to facilitate preparation of various reports and returns

pertaining to Training and retrieval of statistical data.

2.22.8 TRAINING AUDIT AND EVALUATION

Training and Development activities will be audited during the Management

Review Meetings twice a year on the following areas:-

Training instructor’s performance

Training program evaluation

Coverage of employees under various Training programs as per policy

It will be the responsibility of the HR department to collect all the data

and put up periodically for management review.

2.23 EVALUATION OF TRAINING AT MTNL

According to the Training & Development Policy of MTNL, the Training

Programs are evaluated based on the way in which Trainees react to the

Training in terms of Enjoyment and perceived Learning.

The aim is to obtain information from the Trainees regarding :

How they liked the Trainers

How they liked the Facilities

Did they think the course was useful

What improvements they can suggest, etc.

Thus, the Training Feedback of employees who have undergone any training

session was obtained.


3. NEED AND IMPORTANCE OF THE

STUDY

It is needed to fill the gap between employee’s present specifications and the

job requirements and organizational needs by developing and molding the

employee’s skill , knowledge , attitude , behavior , etc. This problem can only be

sorted out through proper and specific training of employees . The organization

requires to train the employees to enrich them in the areas of changing

technical skills and knowledge in terms of mechanization and computerization

from time to time . The organization has to equip the old employees with the

advanced disciplines, techniques or technology, this purpose is solved through

training and development of personnels.

The gap between actual and expected performance, behavior and attitude leads

to emergence of training. But the main purpose of training is to attain that

level of performance, behavior and attitude in employees, which leads to

fulfillment of the objectives of any organization.

Any succession planning initiative becomes ineffective without management

development, which is a scientific training process for managers and executives

to enrich their knowledge and skills, so as to make them competent to manage

their organizations effectively. Unlike general purpose training, management

development programmes aim at developing conceptual and human skills of

managers and executives through organized and systematic procedures. These

programmes offer an opportunity to hone the skills of the practicing managers

so that they can face the emerging challenges of the industry with confidence

and push their organization for achieving higher growth. Thus, by pursuing the

relevant management development programmes, one can also climb the career

ladder faster. In this study, I am going to review the process of training and

development in MTNL and evaluate the effectiveness & relevance of training

and development procedures by the company’s own feedback forms filled by

the employees of MTNL.


4. RESEARCH METHODOLOGY

4.1 SCOPE OF STUDY:-

4.1.1 Geographic Scope

I have done my project analysis in the corporate office of MTNL , and I choose

Executive employees over there.

4.1.2 Employees selected 52 executive employees.

4.2 FINAL STUDY :

4.2.1 Research Design Used:

1. Firstly I explore the topic “Training and Development” in which I define

the problem more precisely and then describe each and every aspect of it.

2. Then I define the information needed through the medium of various

books and internet.

3. In my research I use Comparative as well as Non Comparative Scaling. In

Comparative Scaling I use Nominal scale. In Non Comparative Scaling, I

use Likerts and Semantic Differential Scale.

4. I have prepared my Questionnaire based on the “Effectiveness of Training

Sessions in MTNL” , which is comprised of thirteen questions.

5. I have used non-probability sampling technique i.e. convenience as well as

quota and put one restriction that my Questionnaire will be filled by the

employees of corporate office of MTNL situated at Delhi only and

accordingly I will make judgements out of it.

6. Finally, I develop a plan of data analysis.

4.2.2 Questionnaire for the Study:

Now the next step is to develop the questionnaire and deciding on what all

elements will be included in it. A questionnaire consists of a number of


questions printed or typed in a definite order on a form. Essentials of a good

questionnaire are as follows:

The size of questionnaire should be kept to the minimum.

Questions should proceed in logical sequence moving from easy to more

difficult questions.

Each question must directly relate to, and be measured against, the survey

objective.

Questions may be dichotomous (yes or no answers), multiple choice

(alternative answers listed) or open - minded.

There should be some control questions in the questionnaire which indicate

the reliability of the respondent.

It must also include questions that will provide relevant and actionable

information to the organization.

Developing the Questionnaire for MTNL, Delhi:

The Questionnaire prepared for measuring the effectiveness aspect of Training

contained questions that were then evaluated on Bar Diagram , Pie Chart and

some questions by the help of SPSS Software.

In questions first, second, third, fifth, ninth, eleventh and twelfth I used Nominal

Scale. And in questions fourth, sixth and tenth I used Semantic Differential Scale. In

questions seventh and eighth I used Likerts Scale.

4.2.3 Sampling for the Study:

The sample has been selected through SIMPLE RANDOM SAMPLING

METHOD, where every employee had an equal probability of being selected.

This sample was selected to get an unbiased view from each of the employee

being selected. If a particular group would have been selected then most of

them would had the same opinion or one’s viewpoint could have influenced

other’s viewpoint as well.


The employees from Marketing Department, HR Department, Finance Department

and Appraisal Department had been selected for the study . Hence, a point was

made to remove every kind of biasness in the study.

The SAMPLE SIZE choosen for the study was 52 employees of MTNL.

Though it was a small sample size but was found to be sufficient to get the

relevant information.

4.2.4 Data Collection for the Study :

The data for the study was collected through STRUCTURED

QUESTIONNAIRE which was distributed in different departments and the

respondents were given enough time to mark their responses. This was the

Primary Source for Data Collection.

Other material required to complete the project was taken from the company’s

Business Plan and its Annual Reports. Apart from this, the data was also

collected from the internet, journals, magazines and books. This was the

Secondary Source for Data Collection.


4.2.5 ANALYSIS FOR THE STUDY

1. How often do you attend a training session in a year?

Once 36

Twice 14

Thrice 02

More than 3 00

Fig. 2

Above chart shows that out of 52 employees that I have surveyed on, 36 employees

have attended the Training Session of the company only once. well rest 14 have

attended twice and only 2 have attended thrice.

2. Are you aware of the training calendar that is prepared by CETTM/DELHI UNIT?

once twice thrice more than 30

5

10

15

20

25

30

35

40

Series1

No. of Times

in no(s)


Yes 32

No 20

Cant Say 0

Fig. 3

Above bar chart shows that out of 52 employees, only 32 employees were aware of

the Training calendar and rest have no information about the same.

Yes No Cant Say0

5

10

15

20

25

30

35

Series1

0

5

10

15

20

25

30

35

Always Sometimes Never

Series1


3. Do you find the training sessions interesting and informative?

Always 31

Sometimes 20

Never 01

Fig. 4

Above Line Chart depicts that out of 52 employees, 31 of them finds the training

session interesting and informative while20 of them finds it interesting and

informative sometimes


4. Do you find the material of the training sessions relevant to the successful completion of your job?

Statistics

N Valid 52

Missing 0

Frequency Percent Valid Percent

Cumulative

Percent

Valid useless 3 5.8 5.8 5.8

least 5 9.6 9.6 15.4

sufficient 17 32.7 32.7 48.1

better 18 34.6 34.6 82.7

useful 9 17.3 17.3 100.0

Total 52 100.0 100.0

Fig. 5


5. Do the training is of sufficient duration?

Yes 34

No 18

Fig. 6

Above pie chart shows that majority of the employees finds the training session's

duration sufficient.

Yes

No


6. After training you feel that you understand the contents of training.

Strongly agree 10

Agree 35

Disagree 02

Strongly disagree 02

Cant Say 03

Strongly agree

Agree

Disagree

Strongly disagree

Cant Say

Fig. 8

Above pie chart shows that the majority of employees out of 52 employees

understands the contents of the training while very few feels that they do not

understand the content of the training.

7. Do you apply what you learnt in your training when you return to your job?


Very Much 19To Some Extent 31Not at all 02

Fig. 9

Above chart shows that employees to some extent apply to their job whether very less

employees donot apply to their job what they have learned

0 10 20 30 40

Very Much

To Some Extent

Not At All

Series1


8. Do you get any kind of monetary/non-monetary benefits to attend the training sessions?

Yes 12

No 39

Cant Say 01

Fig. 10

Above bar chart shows that many employee feels that they do not get any monetary

and non monetary benefits after attending training sessions.

0

5

10

15

20

25

30

35

40

Yes No Cant Say

Series1


9. Does the training given provide you with any opportunity for your career enhancement?

Yes 12

No 39

Cant Say 01

Fig. 12

Above pie chart depicts that out of 52 employees only 39 says that the training

provides the opportunity for career enhancement while other 12 employees says that it

doesnot provide opportunity for career enhancement.

Yes

No

Cant Say


10. After training are you given adequate time to reflect and plan the improvements in your respective department?

Always 17

Sometimes 27

Never 06

0

5

10

15

20

25

30

Always Sometimes Never

Series1

Fig. 13

Above chart shows that good number of employees says that they are given time to

plan and implement improvements in the respective department.


5. FINDINGS

Through the survey, I got to know that employees want more Practical

knowledge than theoretical one. MTNL emphasizes more on theory than

practicals.

Some candidates have gone several times for training while some

employees Hasn’t been sent even once. They send those whom they

think, are responsible to perform their Obligations.

When MTNL organizes Hindi Seminars, it sends those people who are

not responsible enough or who do the work just for the sake of their

job, so as to keep the record that these people have also been sent on

training.

Technical training is vital for all the JAO’s & JTO’s but the organization

usually doesn’t send all of them for training. It sees its convenience, it

doesn’t send those whom it think that they have the capability to handle

all the work in absence of other ones who are being sent to training

There is always a problem between GM ( Broadband ) & GM ( Special

Service ) that who will initiate the training process.

Budget of training is very big. It becomes very difficult to organize all

the transactions.

Sometimes, When training dept decides to send some officers training to

Mumbai, who are working in Delhi & they are not willing to go. They

ask the management why they are being sent to other unit. It becomes

difficult for management to answer all of them.


6. CONCLUSIONS AND MANAGERIAL

IMPLICATIONS

6.1 CONCLUSIONS

Organizations run on long – term basis also termed as ‘eternal basis’ adapting

with changing conditions. Hence, they need human resources both in present

and in future.

Every organization needs to have well adjusted, trained and experienced

people to perform the activities that must be done. As jobs in today’s

dynamic organizations become more complex, the importance of employee

education has increased. Rapid jobs changes are occurring, requiring employee

skills to be transformed and frequently updated. This takes place through

what we call Employee Training Development.

Moreover, to motivate the employees, we need to create a bonding of

needs. We need them to perform their jobs and they need us to give them

a reason (i.e., pleasures) to perform their jobs well. When this is done for

their sake. In organizations, motivation on the part of workers is essential

for maximizing productivity. Work is always more enjoyable when it

develops the individual’s overall personality. If a man is not allowed to

broaden his horizons, he can only become obsolete.

Investing time and money in Training employees not only enables them to

gain knowledge and confidence, but also sends a signal that the

management is committed to the development of employees.

Thus, this report makes a presumptuous attempt to knead all aspects of

Training & Development at MTNL. It gives a well – knitted and balanced

coverage of theory, company information and detailed analysis of the Survey

conducted of the Trainees.


The T & D policy, The Training Plan, The Training Programs conducted,

The Methods of Evaluation Used, Evaluation of the Training Feedback

forms, Summary of the results, Motivational Analysis of the Trainees are

some of the topics that have been dealt with in the project report.

Apart from that, the report also provides Suggestions that can be adopted

by the management at MTNL to develop Training Programs in such a manner

that they not only provide KSA’s to the employees but also motivate them

to perform better and improve their performance.

In all, the Report provides a refreshing insight into all that a reader

wants to know about Training & Development.


6.2 MANAGERIAL IMPLICATIONS

Management should take interest in the training programmes for the

T & D and HRD.

Each & every or officer should be sent for training once in six

months for upgradation of departmental work.

The circulars of training programs must reach the interested officers

at least one month in advance.

The officers/officials must be trained as per their routine office

work.

Or each and every employee should be trained in the work which is

assigned to him/her so that he/she may be able to perform an

excellent duty.

MTNL should emphasise on practical training rather than only

theory. Most of the trainings should be practical-based.

Training should not be given only for the sake of it. It must have

an objective.

Technical training should be provided to all the officers whether they

keep themselves updated or not.


7. LIMITATIONS OF THE STUDY

With respect to the study and findings regarding the process and relevance as

well as effectiveness of Training and Development in MTNL, we came to

know that our study and conclusion might not be perfect as the whole

procedure suffers from certain limitations which are mentioned below :

Sample size was small as compared to the total strength of employees

in the organization.

The whole process was time consuming.

100% Response Rate was not found from the respondents.

Lack of interest of the respondents was also one of the problems.

Some of the employees hadn’t attend any training session, so that was

a problem. .

The level of knowledge of each respondent was different. So, the

responses given by the respondents could vary a lot depending on the

perception of each respondent for a given question.

As the survey was conducted in only one of the MTNL’s branches ,

the suggestions provided by the staff members may not be similar to

those staff member’s in other branches.


8. REFERENCES

Dessler, Gary (2007), Human Resource Management, Dorling Kindersley

( India) Publishers.

Prasad, L. M. (2006), Human Resource Management, Sultan Chand

& Sons Publishers.

Kothari, C. R. (2006), Research Methodology Methods & Techniques,

New Age International Publishers.

Raju P V L, Kumar K B S (2006), The Icfai University Press on

HRM - Training and Development, ICFAI Publishers.

Aswathappa, K. (2007), Human Resource Management, Tata McGraw-

Hill Publishers.

Virmani, B.R. And Seth Premila (1985) “Evaluating Management Training

and Development” Published By Vision Book Pvt Ltd

Gupta C.B., “Human Resource Management”, Sultan Chand & Sons,

http://www.harvardbusiness.org

http://www.traininganddevelopment.naukrihub.com

http://www.cettm.mtnl.in

http://www.cettm.mtnl.in/

http://www.traininganddevelopment.naukrihub.com/


Questionnaire

Q.1 How often do you attend a training session in a year?

Once TwiceThrice More than 3

Q.2 Are you aware of the training calendar that is prepared by CETTM/DELHI UNIT?

Yes No Cant’say

Q.3 Do you find the training sessions interesting and informative?

Always Some timesNever

Q.4. Do you find the material of the training sessions relevant to the successful completion of your job?

1. Valid2. Missing3. Revelant

Q.5. Do the training is of sufficient duration?

Yes

No

6. After training you feel that you understand the contents of training.

Strongly Agree AgreeDisagree Strongly disagree

Q. 7 . Do you apply what you learnt in your training when you return to your job?

Very Much To some ExtentNot at all


Q.8 Do you get any kind of monetary/non-monetary benefits to attend the training sessions

Yes No

Can’t say

Q.9 Does the training given provide you with any opportunity for your career enhancement?

Yes

No

Cant Say

Q.10 . After training are you given adequate time to reflect and plan the improvements in your respective department?Always Sometimes

Never Can’t say

trainign and development-mtnl

Documents

training activities

effectiveness of training

training services

current training programs

customized training

development activities

summer training project

attitudes of employees