Welcomes Institute

Power Management

Dr Gopal Kadagathur,
President, AEAI Inc, USA
Presentation structure

•Our Directions
•Training Policy & System
•Training set up
•Training plan
•Capability Building
•Institutional capabilities
•Training Delivery
•Sectoral development support
 Our Directions

What
NTPC VISION HR VISION PMI VISION
A world class integrated To enable our people to be
power major, powering a family of committed World class Institute of
world class excellence with Global
India’s growth, with
professionals, making
increasing global presence Reach,
NTPC a learning
Developing Enterprise
organisation
Business Leaders3

How
CORE VALUES
Business Ethics; Customer Focus; Org. & Professional Pride
Mutual Respect & Trust, Innovation & Speed, Total Quality for Excellence
 Path to Enterprises Business Leaders

Employee’s required
level performance

ns
tio
en e s
rv t iv
nte ce
n
I In
/
d s
a r
e w
R

Employee’s Current
level performance
 Training Linked to Business Plan

Meeting the
Business Goals

Producing
accomplishments
Producing
accomplishments

Desired Performance
/ Behaviour

Implementation
of Interventions
 Training Linked to Business Plan

Business
Environment
Assessment

Management Training Strategy Training delivery Business

Agenda • Technical Plan
• Managerial Execution

Design, Content, Delivery

Business problems, Performance gaps

Double-loop training frame work

 Linking Training with Organisational Performance
Organisational
Performance GAP
Why ?

Wrong or Wrong or Ineffective Under-performing Wrong Products ? Insufficient

Deficient Raw Equipment ? Human Resources ? (no market Financial
Material/Parts? demand ?) Resources ?

Inadequate Ineffective Recruitment of Inadequate Remuneration Inadequate

Organisational Leadership ? staff with Competencies nor Labor Motivation ?
Structure ? wrong skills and Skills of Market (e.g. work
portfolio ? current Human competitive ? overload ?)
Resource ?

Solution through Solution through Solution through Solution through job

Rationalisation hiring of new training of existing rotation as strategy
(substitution of HR staff with Adequate staff ? for skills
through Competencies? (acquiring of new improvement ?
automation) ? competencies ?)

Training
Process

© Centre for Socio-Eco-Nomic Development 2003

 Training Policy & System
• Mandate of minimum 7 days training for every employee.

• Guidelines for
– Eligibility of employees
– Design, delivery and impact assessment of training
programs

• Mechanism to ensure compliance of policy and system.

• Talented qualified manpower in Training functions eg

M.Techs, MBAs, PhDs

• Organisational commitment for T&D - 3% of annual salary

(Rs 650 million)
 Training Organization Site
Training
in NTPC Institutes

PMI : Apex Trg Institution

Regional
Institutions

Simulators
External Partners
 IITs, BITS

Internal Partners
ASCI, MDI, IIMs, etc.
 International B-schools
 Vendors, Equipment Suppliers Functional departments of
 Other specialized institutes NTPC
 Consultants, Trainers
 Our Reach

• Multi Unit Organisation

• 30 Stations, over 100 offices

• Large workforce
• 11242 executives
• 13305 non executives
• Blend of Technical, HR, C&M, Finance etc

• Diversification in NTPC’s Business,

• Providing 7 days training for all, each year;

 Training Processes
Assessing Training Needs of Employees

Training Needs Identification Process

- Organizational Change Initiatives

- Business Diversification
- System Improvement Initiatives
- Performance Management System
- Individual Employee Development

Inputs from
Inputs from
Inputs from Inputs from Functional
Corporate
PMS Stations EDs and
Functions
Directors

Annual Training Plan

 TNA Procedure and Training Calendar Formulation Process

Corp Centre RHQs Stations/Projects

‘Individual Training ‘Individual Training ‘Individual Training
Jan 15 Need’ from PMS f Need’ from PMS f Need’ from PMS

Collation by Corp.Centre Collation by HR-RHQs Collation by EDC

Deptt. Trg. Co-ordinators
Deptt. wise ‘Individual Deptt. wise ‘Individual Deptt. wise ‘Individual
Training Need’ Training Need’ Training Need’
PMI, Deptt Trg Co-ordinators RHQ Trg Co-ordinators to EDC to seek input from HoDs
to seek input from HoDs[EDs] seek input from HoDs on on ‘Group Training needs’
on ‘Group Training needs’ ‘Group Training needs’
Deptt. wise ‘Individual Deptt. wise ‘Individual Deptt. wise ‘Individual
& Group’ training & Group’ training & Group’ training
requirement requirement requirement
Collation by PMI Collation by HR-RHQs Discussion in SMC
Corp Centre’s RHQs Station/Prject’s
training requirement training requirement training requirement
GM, HoHR

PMI’s Input, by ‘Regional

Feb 28 Consolidation training Co-ordinators’ Discussion
at PMI in RMC

Input from
PMI faculty members Training prog. to be Training prog. to be Training prog. to be
conducted at PMI conducted at RHQs conducted at
• For all level executives Stations/Projects
Input from expert groups, for Corp Centre, RHQs • Specific intervention • Specific intervention
eg, OS, Engg., CMG, CBE, • For E5 and above & identified programmes
CENPEEP, IT, HRD etc executives from Stations programmes • For ≤ E4 level
• Specific interventions
Input from Station Programme
Mar 10 Functional Directors PMI Trg. Programme RHQs Trg. Programme Calendar
Calendar Calendar
* The Needs will be picked up from newly
designed Training Inventory
 Capability Building Approach

Induction
level
training

Long Building
Duration Need Based
Education
capability Intervention
Programs through T&D

Planned
Intervent-
ion
 Capability Building
Induction Level Training
900
800 850
700 744
600
500 547 Induction
400
300
52 weeks
200
292 training
100
0
2006 2007 2008 2009

Class room Training On the Job Training

Technical Managerial Power Plant Simulator

Inputs Inputs exposure Training
 Capability Building
Need-based Training Interventions

Technical

Functional
Behavioral
Management

Information
Policy &
Technology
Sectoral
 Capability Building
Planned Interventions

egic
Strat hip
with ers
AMP al Lead
Glob e
sur
expo
Competency

GM/ED

nced
Adva ment
ge
Mana amme
r
g Prog
ncin
Enha erial
ag
Man tency
pe
com
EDC & RHQ DGM/AGM

Sr. Manager

ule
Caps e
s
n cour
oun datio
F e
utive
Exec ment
cours
lop Manager
Deve amme
Prog
r PMI
Dy. Manager

Executive E1

Career Progression
 Capability Building
Long Term Education Programme

M Tech on Power Generation

Technology at IIT Delhi

ITI – Diploma BSc Engg with

Programme BITS Pilani

MBA-Regulatory MBA at MDI-

Studies at TERI Gurgaon
MBA-Energy
Management at MDI
 Training Delivery
Experiential Learning through Outbound

Part of broader learning

strategy following
Instructional guidelines;

Case studies – Reading & creating, Role plays, Project works,

Quizzes, Story writing, Theater workshops, are part of the
whole learning experiences;
 Training Delivery
Formal Structure for Informal Learning

• Extra-mural sessions with luminaries

• Learning Initiatives – Abridged version of Great works
on management
• Knowledge Management
• Professional circle,
• Sharing of Training learning
• Participants’ alumni networking -e-mails & follow-up
programmes
• Straight from the heart- Compilation of short stories
 Training Delivery
e-Learning and Virtual class

• Introduction of e-Learning for

Induction Level

• Introduction of e-Learning to Supplement class room training

to Experienced executives
– Addresses need of necessary & desirable competencies;
– Participants need not travel to PMI for receiving training;
 PMI Institutional Capabilities
Learning Resources

• Well stocked library at PMI and other Site

Training institutes [14,000 books, 112
journals]

• Referencing facility through LIBSYS, ABI-

INFO, IBID software

• DVD, CD, CBTs on relevant topics over 260

titles

• Arrangements with other libraries for books

on loan facility

• Extended opening hours to facilitate

referencing after training sessions
 PMI Institutional Capabilities
Infrastructure

• 12 concurrent sessions with facility for syndicate exercises

• Wi-Fi campus

• Dedicated PC Centres with over 100 networked PCs

• Internet connectivity to residential rooms

• Connecting to EDCs through V-SAT

• Recreational facility includes swimming, billiard, TT, lawn tennis etc

22
Sectoral Development
Support to APDRP reforms through
T&D for SEBs/ State Discoms

Institutionalizing Training System

and process at SEBs.

Training System, delivering training

programmes Power Utilities

Design, develop and delivery of

USAID sponsored DRUM programs

Free programmes to SEBs,

Discomes, Power utilities

Adoption of ITIs and their up

gradation 23
 WAY FORWARD……

• Capability building in Coal mining, Hydro, Nuclear, Super critical, distribution

• Simulator for Hydro, Super critical Units

• Virtual Class rooms
• Establishing Technical Training Centre at Sector-62 NOIDA
 SNAP SHOT OF PMI PROGRAMMES
2007-08

• No. Of Programs Conducted : 340

• No. of Sponsored programs (External) : 34
• Total No. of Participants : 8985
• External participants : 1603
• Programme days : 1942
• Total programme Man days : 47005
• Total no. of external organizations participated: 113

In addition a number of programmes have been conducted at EDC

 OUR CLIENTS….

INDIAN - ORGANIZATIONS
FOREIGN ORGANIZATIONS
ALSTOM NEEPCO
APGENCO NHPC Bahrain
APPTRANSCO NLC Bangladesh
ASEB NPC
Bhutan
BBMB OPGCL
BECHTEL PFC Iraq
BHEL POWERGRID Libya
BSES PSEB
Nepal
CEA REC
DVB RSEB Oman
DVC SIEMENS Tunisia
GEN. SJVN Uganda
GRIDCO THDC
HVPNL TNEB
JSEB TATA
KPCL WBSEB
Thank You
 PMI Institutional Capabilities
Faculty

• Core faculty strength of 25 ( 4 PhDs in Management, 5 pursuing

PhD from IIT-Delhi, 9 M.Techs from IIT-Delhi, 7 MBAs), having
expertise in
– Functional Management areas
– Strategy, Quality, IT, Power Generation-Transmission-Distribution
Technologies
• NTPC experts as faculty resource
– On site instructors for experience/hands-on at own plants
– A pool of 300 M.Techs and MBAs at site as guest faculty
• Network of eminent external faculty IITs, B-Schools, Consultants,
Practicing Managers from Corporate world