Training and Development in Mtnl PROJECT REPORT

Training & Development in MTNL

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

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 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 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 ‗employees do not have time for training‘ training‘, ‗managers ‗managers are not acting as leaders were some of the major findings of the study‘ 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 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 departments of the Company. 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 1. INTRODUCTION 2. IMPORTANT IMFORMATION 2.1 Company Profile 2.1.1Brief History of MTNL 2.2 Vision of MTNL 2.3 Values of MTNL 2.4 Corporate Objectives 2.5 Organization Structure 2.6 Services Provided by MTNL 2.7 Customer Care 2.8 Latest Services 2.9 Network Infrastructure -Growth 2.11 Training and Development 2.11.1 Training 2.11.2 Education 2.11.3 Development 2.12 Training and Development Objectives 2.12.1 Individual Objectives 2.12.2 Organizational Objectives 2.12.3 Functional Objectives 2.13.3 Societal Objectives 2.13 Importance of Objective Setting 2.13.1 Trainer 2.13.2 Trainee 2.13.3 Designer 2.14.4 Evaluator 2.14 Training as a source of Competitive Advantage 2.15 Training Needs Assessment 2.15.1 Reasons to conduct Training needs assessment 2.16 Levels of Needs Assessment 2.16.1 Organizational analysis 2.16.2 Task Analysis 2.16.3 Individual Analysis

Page No. 1-2


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 Strategies 2.17.6 Training topics 2.17.7 Sequence the Contents 2.17.8 Training Tactics 2.18 Methods and Techniques of Training 2.18.1 On the Job Training 2.18.2 Off the Job Training 2.19 Training Effectiveness 2.20 Kirkpatrick's four levels of Evaluating Training Effectiveness 2.21 Training Process in MTNL 2.21.1 Foreign Training 2.21.2 Procedure for foreign Training 2.22.3 Inland Training 2.21.4 Procedure 2.21.5 Types of Training 2.22 Training & Development Policy in MTNL 2.22.1 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 Calendar 2.22.7 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 METHODOLOGY 4.1 Scope of The Study 4.1.1 Geographical Scope 4.1.2 Customer Selected 4.2 Final Study 4.2.1 Research Design Used 4.2.2 Questionnaire for the study 4.2.3 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 MANAGERIAL IMPLICATIONS 6.1.CONCLUSION 6.2 Managerial Implications 7. LIMITATIONS OF THE RESEARCH 8. 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 organizations to readopt 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 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 i mportant 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 workculture. 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 District (Excluding public telegraph service)

and

Mumbai Telephone District of the Department of Telecommunications and to plan,

establish,

telecommunication

develop,

provide,

services

including

operate

and

Telephone,

maintain telex,

all

types

wireless,

of 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 31 st 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. Develeopment in the year 2001




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 Dolphin from incumbent 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.


Develeopment in the year 2002 

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. Develeopment in the year 2003 

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 CMD for a period of 3 months wef November1, 2003. 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 fo r 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 . Develeopment in the year 2004 

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 net work supports s upports 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) ( IN-Services) e.g., Free Phone, Premium Rate Service, Virtual Calling Card / Accounts Calling Card, Tele Network.

Voting,

Virtual

Private

Network, Universal Access




WLL (GARUDA)

Wireless in Local Loop Loop (WLL): Services Services offered are both in fixed mode as well as portable mode (mobile). Recently the network has been upgraded to CDMA 1X2000 technology 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 and date with local, national and international connectivity on point-to point basis, 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 -on-demand and broadcast application shall also be added in

future.

Broadband service is provided provided through the deployment 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. Wi-Fine. Provides high-speed Wi-Fi wireless Internet access through hotspots located at prominent public locations. of Internet browsing on move.

The service meets the need




VIRTUAL PHONE

Virtual Phone Card, a unique and innovative service provides the facility facilit y to receive messages and faxes, and also make calls from any phone, without physically owning a phone 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 al so available: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 s ynergized all its it s energies to total customer satisfaction by modernizing the services se rvices to international level l evel and incorporating stateof-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. 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



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

"Sarva Bhasha Sandesh" .



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 – Infrastructure – Growth 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, 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 t o their employees as "partners" or "associates" to be comfortable with. "Human Resource Development" was rejected by academics, acad emics, who objected objec ted to the idea that people were "resources" — "resources" — an 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 to improve current or future employee performance by b y 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 perfor mance – – Actual 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


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 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 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.


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 o f him at a t 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 actuall y 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 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 ri ght 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 anal yzing 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 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 – evaluation – Identifies 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 – Observation – Observe Observe both behavior and the results of the behavior. 4) Work samples – samples – Observe 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 – surveys – Measures Measures morale, motivation, satisfaction. 8) Checklists or training progress charts – charts – Up-to-date 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 pr esent 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 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 Training 2) Job-Instruction Training 3) Apprentice Training 4) Internships 5) Job Rotation 6) 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 t he parts as they would behave in a real r eal life li fe situation, si tuation, 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 te chniques of their t heir 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 – resources – time time and resources that t hat are already in short supply. One needs to t hink carefully about how and to what extent they will evaluate the result s of training. Donald Kirkpatrick‘s four -level -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 -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 EVALUA

EVALUATION

E

-TION

DESCRIPTION

EXAMPLES of

V

TYPE

&

Evaluation Tools &

E

What is

CHARACTERI-

Methods

L measured?

RELEVANCE AND PRACTICABILITY

STICS

R E

1



'Happy sheets'





Feedback forms based

It throws light on the level of learner satisfaction.

A

Reaction

on subjective personal

C

evaluation is

reaction to the training

serves

experience

facilitator

Verbal reaction which

administrator.

how the

T

delegates felt,





The analysis at this level as

inputs

to

the

and

training

I

and their

can

O

personal

analyzed

decisions on continuing the

Post-training surveys or

programmed,

questionnaires

changes

reactions to the

N

training or



be

noted

and



It enables them to make

to

making the

content,


learning



experience.

Verbal

or

written

reports

given

by

methodology, etc. 

delegates to managers

feedback. 

back at their jobs

Very easy to obtain reaction

Feedback is not expensive to gather or to analyze for groups



Facilitators utilize

L Learning

E

2

evaluation is the

A

measurement of

R

changes pertaining to

N

knowledge, skill

I

& attitude from

N

before & after the learning

G

experience.

Relatively simple to set up,



Pre & post-test scores

but more investment and



On-the-job assessment

thought



Supervisor‘s reports

reaction evaluation.

…to measure & to check



required

than

Highly relevant and clear-

on the learning that has

cut for certain training such

occurred.

as quantifiable or technical skills.



Methods of assessment need



to

be



Measuring the effectiveness

closely

of training at this level is

related to the aims of

important as it gives an

the learning.

indication

Measurement need to

quantum of change vis-à-vis

be established, so as to

the learning objectives that

limit

were set.

the

inconsistent assessment.

risk

of 

about

the

It provides critical inputs to fine-tune the design of the programme.




Observation

and

B

change

to

quantify and interpret than

assess

change,

relevance of change,

reaction

and sustainability of

evaluation. 

less

easy

and

learning

Inputs at this level should be

useful, using carefully

their

Behaviour

designed criteria and

inputs can indicate the cause

evaluation

measurements.

of success or failure.

measures the

H

application of





360-degree feedback is



supervisors.

Simple

quick

useful method.

systems

unlikely

Assessments need to

adequate. 

Their

response to

the work

be designed to reduce

V

context.

subjective judgment of

observers,

typically

I

It measures the

the

managers,

are

extent to which

interviewer.

O

to

taken from participants and

the learning in

3

is

Self-assessment can be

E

A

Measurement of behavior

interview are required

change. 



the trainees



observer

Assessments

or

Cooperation and skill of

factors, can

be

be

and

line-

important difficult

to

control.

U

applied the

designed

R

learning and

relevant

performance

ongoing

changed their

scenarios, and specific

difficult,

key

impossible without a well-

behaviour.



around



performance

Management and analysis of assessments and

are

virtually

indicators or criteria.

designed system from the

Assessments tend to

beginning.

be

more

successful



Behavior change evaluation

when integrated within

is

existing

support

and protocols.

management coaching

possible

from

and line

given

good

involvement 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.



Quality inspection.

Results



Financial report.

evaluation is not particularly

evaluation



Interview with sales

difficult.

manager.

measures 



Individually, results

Across an entire

For senior people,

organization it becomes

annual appraisals,

very much more

ongoing agreement of

challenging, not least

key business

because of the reliance on

objectives are integral

line-management, and the

resulting from

to measure business

frequency and scale of

E

the improved

results derived from

changing structures,

S

performance of

training.

responsibilities and roles,

It is possible that many

which complicates the

of the measures are

process of attributing clear accountability

effectiveness of the programme in terms of business

R

4



U

objectives



the trainee.

L

At this level one

already in place via

T

look

normal management

S

at

key

performance indicators such as increase



in

productivity, decrease defects,

in

return investment, turnover etc.

on staff

greatly affect organizational

The challenge is to

and business performance,

identify which and

which cloud the true cause

how to relate the

of good or poor results.

influence. 

time reduction,

Also, external factors

systems and reporting.

trainee's input and

cycle



Therefore it is important to identify and agree accountability and relevance with the


trainee at the start of the training, so they 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 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 st rengthen

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 tr aining 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 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 ar e 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


INLAND TRAINING

MMMM

MUMBAI DELHI

CORPORATE UNIT

UNIT

OFFICE MMM

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)‖.




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. Nonexecutives 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 Trai ning 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 offic e 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 t raining only for officers grade . 4. RTTC and CETTM at Delhi and Mumbai respectively may also

invite trainers to impart training . e ye on legal issues i ssues , services like GSM and other 5. ED - keeps an eye 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 North ), GM ( Janakpuri Janakpuri ), GM ( East East ), GM ( BCP 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 ses sion 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 under the supervision of 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 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.

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

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, far es, infrastructure & other amenities) which are incurred while imparting training. There are two training centres - a. TRAINING CENTRE‖ CENTRE‖ at Ghaziabad Ghaziabad at Mumbai

―ALTTC

b. ― CETTM TRAINING CENTRE‖


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 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 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 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 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 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 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 t he Trainees Tra inees regarding r egarding : 

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 emplo yee‘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 spe cific training of employees . The organization or ganization 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 ever y 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 included in it.

A questionnaire questionnaire consists of a number of


questions printed or typed in a definite definite order on a form.

Essentials of a good 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 s elected 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 through STRUCTURED QUESTIONNAIRE which was distributed in different diff erent departments department s 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 fr om om 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

40 35 30 25 in no(s)20 Series1

15 10 5 0 once

twice

thrice

No. of Times

more than 3

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?

Yes

32

No

20

Cant Say

0

35 30 25 20 Series1

15 10 5 0 Yes

No

Cant Say

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.


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

Always

31

Sometimes

20

Never

01

35 30 25 20 Series1 15 10 5 0 Always

Sometimes

Never

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

Cumulative Frequency Valid

Percent

Valid Percent

Percent

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

Yes

No

Fig. 6

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


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 disagre dis agree e

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 w hat you learnt in your training when you return to your job?

Very Much

19

To Some Extent

31

Not at all

02

Not At A t All A ll

To Some Extent

Series1

Very Much 0

10

20

30

40

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


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

Yes

12

No

39

Cant Say

01

40 35 30 25 Series1

20 15 10 5 0 Y es

No

Cant Say

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.


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

Yes

12

No

39

Cant Say

01

Y es No Cant Say

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.


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

Always

17

Sometimes

27

Never

06

30 25 20 15

Series1

10 5 0 Always Alway s

Sometimes Somet imes

Never Never

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 got to know 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 t he training process.



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



Sometimes, When training traini ng dept decides to send some s ome 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, 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. 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 K SA‘s SA‘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 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 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 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 McGrawHill Publishers.



Virmani, B.R. And Seth Pr emila emila (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:// http://www.traininganddevelopment.naukrihub.com



http://www.cettm.mtnl.in


Questionnaire Q.1 How often do you attend a training session in a year? Once Thrice

Twice 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 informat i nformative? ive? Always Never

Some times

Q.4. Do you find the material of the training sessions relevant to the successful completion of your job? 1. Valid 2. Missing 3. 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 Disagree

Agree Strongly disagree

Q. 7 . Do you apply what you learnt in your training when you return to your job? Very Much To some Extent Not 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

Training and Development in Mtnl PROJECT REPORT

Recommend Documents