Professional Documents
Culture Documents
By
M. Gurunath Chief Engineer (E) Bijoy R. Nair Assistant Manager (C)
NHPC
THE PROBLEM
OFT-HEARD STATEMENTS
I have to go to my wifes house in Bangalore. Bangalore ke ass paas ki koi training hai kyaa? Yaar, do saal hogaye bacho ko kahin ghumaane nahi legayaaa. Goa jaane ka soch rahaa hoo. Goa ke ass paas ki koi training hai kyaa? A phone call from a Project in Himachal Pradesh: Sir,, chutti gaye ek saal hogayaa. Mera ghar bihar mein padthaa hai. Kisi, training pe bulaa lo, Kirayaa tho kam se kam bach jaayegaa. Fiancial position thodi tight hai, saab. Aur, saab, yahaa ka chakkar lagaayiye saab. Sewaa kaa maukka tho deejiye.
Sir, mere Division ka ek bandaa pichle ek saal mein 6 training attend kar chuka hai. Maine peechle 4 saal mein ek bhi training attend nahi kee hai. Aisaa kyu, sir? - Answerless question. Here is another one: Trg. Officer: You are being nominated for a 3-day training programme on transformers, in which the main faculty is the world renouned expert on the subject. : Venue kahaa hai?
OFT-HEARD STATEMENTS
Nominated Officer
Trg. Officer :Hotel Ashoka, New Delhi Nominated Officer: Chadd yaar, kya delhi ke programmes ke liye nominate karthe rehthe ho? Mujhe south mein kahi bhejo, yaar. Mein dilli nahin jaunga. I will send a cancellation note
METHODOLOGY
INNOVATION IN METHODOLOGY Our recommendations are based on the METICULOUS study of case files and DETAILED interview of Executives of Training Department. The method can be considered a modified version of the Success Case Method propagated by ROBERT O. BRINKERHOFF. Most analysis are based on sample surveys. However, we have not resorted to the sampling method due to these reasons:
REASON:
1. Our strong conviction that FIGURES are not always necessary to support hard truths
2. Lack of confidence in being able to get the RIGHT PEOPLE in the RIGHT MENTAL SETUP with the RIGHT MOTIVES to respond to our questionnaires at the RIGHT MOMENT.
Case 2:
OF
PLAN
Learning
Reaction
ACT
Perfection / Synthesis
Le ve l IV
DO
CHECK
Le ve lI
Level II
Le ve l III
Application
C Y C L E
P D C A
FOCUS
3.AN EFFICIENT AND EFFECTIVE TRAINING DEPARTMENT 4. CODE OF CONDUCT FOR TRAINING DEPARTMENT 5. UTILIZATION OF INTERNAL INTELLECTUAL CAPITAL 6. ARMY TRAINING (EXPOSURE)
12. REWARD KNOWLEDGE CREATE A LEARNING ENVIRONMENT 13. FULLY FUNCTIONAL TRAINING INSTITUTES AT WORK PLACE (POWER STATION)
1. CHANGE OF NOMENCLATURE
Training Deptt.
Reason
Input - Training
Input Orientation
Outcome Orientation
Whats in a Name ? that which we call a rose, will smell sweet in any other name too
CHANGE OF NOMENCLATURE
DIFFERENCE IN PERCEPTION Training Concern of one Department i.e. Training Department
HR
Planning
IT
Performance Improvement
Design R&D
Contracts
AN ADVISORY BOARD
Consisting of Pro-active, well read, respected Senior Executive each from main functions
Members to be carefully decided so that the Committee functions proactively and NOT as yet another agency for approval or signature
Have to motivate people to LEARN what he wants them to LEARN but because they want to learn Has no tools in hand to enforce learning. And, learning is an activity that cannot be concerned
NO!!!!! NEVER!!!
You cannot command respect Or invite participation of right people Without that.
What to do?
Spot talents within the organization by interacting with the rank and file of the organization Give opportunities to young Officers, who have good academic/ research background
Advantages
Learning would be seen as rewarding directly Encourages employee involvement and participation in training activities opportunities Provides for the Organization to exploit the potential of Junior Executives Reduces cost of
Conduct regular brainstorming sessions/ discussion forums on topics of organizational learning Improves the interest
Weekly Discussion Forums should form a part of the training activity All employees who have attended training programmes recently shall make presentations on the new learning that has taken place
ARMY TRAINING/ EXPOSURE FOR SENSITISATION 6. Army Training for better discipline and for sensititisation
Exposure to tough terrains landslides Exposure to terrorist Away from home and families Bare minimum facilities Tough discipline Rigid rules and responsibilities
??????????
Interact at the end of each day Compile the Information Take necessary action for Improvement
Performance Improvement Managers are successful only if they are seen as Solutionproviders. They should be knowledgeable and updated to be able to help Function Managers identify the gaps and help them find solutions for it through: Latest Management Practices Latest Training Methodologies Success stories of other organizations
For Women Customized Training Programmes can result in alternate SOURCES of income
Professional / Vocational Training Programmes having market potential may be imparted to PAPs.
Planning and arranging good infrastructural back-up Arranging proper Training Kit
Formal Inauguration of the programme by Functional Head Proper arrangement for food, tea, drinking water etc.
Thanking you