report summer trng
TRANSCRIPT
SUMMER TRAINING REPORT
"TRAINING AND WELFARE PROGRAMMES"
AT
(BHARAT SANCHAR NIGAM LIMITED)
Coordinators:
Mr. R.K. Gupta AGM (A)
Mr. A.P. Ojha, SDE (HRD)
Mr. Rajeev Sinha, PGM Office, Lucknow.
Mr. Md. Farooq, PGM, Office, Lucknow.
Submitted By:
Anushka Tewari
CONTENTS
1. Training: Need in a Company
A. Introduction
B. Objective of the Study
2. Company Profile
A. Introduction
B. Company HR Policy
Company lay out
Selection &Recruitment
Motivation.
Training.
Wage & Salary.
Performance appraisal
3. Training at R.T.T.C.
A. Introduction
B. Aims and Objective
C. Resource Pool of BSNL
D. Training at BSNL
E. List of Training Center
F. Faculty at R.T.T.C. (Lucknow)
4. Employee Welfare at BSNL
A. Introduction
B. Welfare Board
C. Scholarships (Employees Children)
D. Housing Facility
E. Appointment in Compensate Grounds
F. Conclusion
5. Recommendation
CHAPTER-1
TRAINING: NEED IN A COMPANY
A. INTRODUCTION:
It relates to Knowledge, information, technical skills, social skills, administrative skills and
finally attitude building. Training is for developing overall personality of an employee.
Training is the responsibility of the management as it is basically for raising the efficiency
and productivity of employees. Expenditure on training is an investment for manpower
development and gives rich dividend to employees and organisation in the long run.
B. OBJECTIVE OF THE STUDY:
Training plays an important role in human resource development. It is necessary and useful in
the case of all categories of operative employees, supervisory staff and managers. Training
raises their skills and creates confidence and ability to perform the job efficiently. It
also facilitates self development and career development of employees. The main purpose
of training is to develop the human resources present within the employees. In brief, training is
the watchword of present dynamic business world. Training is necessary due to
technological changes rapidly taking place in the industrial field. Industrial training is for a short
period but has wide coverage.
Need for Training: The need for training of employees is universally accepted and practical
training in the form of information, instructions and guidance is given to all categories of
employees. It is a must for raising efficiency of employees. Training is necessary in present
competitive and ever changing industrial world. The following points (reasons) justify the need
for training:
Training is needed as a good supplement to school/college education. Training at the
industry level is practical and is needed for creating confidence among employees. It is also
needed for personal growth and development of employees.
Training is needed due to continuous changes in the field of science and technology.
Workers can work as per new methods or can use new machines only when suitable
practical training is given to them. Training is the only method by which the
knowledge and skills of workers are updated.
Training is needed in order to introduce modern methods or for the introduction
of rationalization and computer technology in the industrial units.
Training is needed for raising the efficiency and productivity of industrial
employees.
It is needed for improving the quality of production and also for avoiding accidents
and wastages of all kinds in the industrial units.
Training is needed for personal safety of employees and also for avoiding damage to
machines and property of the company.
Training is needed as it creates highly skilled manpower in an organization. Such skilled
manpower is the real asset of an industrial unit.
Training is needed for preventing manpower obsolescence, for improving health and
safety of workers, for improving organizational climate and finally for meeting
future personnel needs of the organization.
CHAPTER – 2
COMPANY PROFILE
A. INTRODUCTION:
Bharat Sanchar Nigam Ltd. formed in October, 2000, is World's 7th largest
Telecommunications Company providing comprehensive range of telecom services in India:
Wireline, CDMA mobile, GSM Mobile, Internet, Broadband, Carrier service, MPLS-VPN,
VSAT, VoIP services, IN Services etc. Within a span of five years it has become one of the
largest public sector unit in India.
BSNL has installed Quality Telecom Network in the country and now focusing on
improving it, expanding the network, introducing new telecom services with ICT applications
in villages and wining customer's confidence. Today, it has about 47.3 million line basic
telephone capacity, 4 million WLL capacity, 20.1 Million GSM Capacity, more than
37382 fixed exchanges, 18000 BTS, 287 Satellite Stations, 480196 Rkm of OFC Cable,
63730 Rkm of Microwave Network connecting 602 Districts, 7330 cities/towns and 5.5
Lakhs villages.
BSNL is the only service provider, making focused efforts and planned initiatives to
bridge the Rural-Urban Digital Divide ICT sector. In fact there is no telecom operator in the
country to beat its reach with its wide network giving services in every nook & corner of
country and operates across India except Delhi & Mumbai. Whether it is inaccessible areas of
Siachen glacier and North-eastern region of the country. BSNL serves its customers with its
wide bouquet of telecom services.
BSNL is numero uno operator of India in all services in its license area. The company
offers vide ranging & most transparent tariff schemes designed to suite every customer.
BSNL cellular service, CellOne, has more than 17.8 million cellular customers, garnering 24
percent of all mobile users as its subscribers. That means that almost every fourth mobile user
in the country has a BSNL connection. In basic services, BSNL is miles ahead of its rivals,
with 35.1 million Basic Phone subscribers i.e. 85 per cent share of the subscriber base and 92
percent share in revenue terms. BSNL has more than 2.5 million WLL subscribers and 2.5
million Internet Customers who access Internet through various modes viz. Dial-up, Leased
Line, DIAS, Account Less Internet(CLI). BSNL has been adjudged as the NUMBER ONE ISP
in the country.
BSNL has set up a world class multi-gigabit, multi-protocol convergent IP infrastructure
that provides convergent services like voice, data and video through the same Backbone and
Broadband Access Network. At present there are 0.6 million DataOne broadband customers.
The company has vast experience in Planning, Installation, network integration and
Maintenance of Switching & Transmission Networks and also has a world class ISO 9000
certified Telecom Training Institute. Scaling new heights of success, the present
turnover of BSNL is more than Rs.351,820 million (US $ 8 billion) with net profit to
the tune of Rs.99,390 million (US $ 2.26 billion) for last financial year. The
infrastructure asset on telephone alone is worth about Rs.630,000 million (US $ 14.37
billion).BSNL plans to expand its customer base from present 47 millions lines to 125
million lines by December 2007 and infrastructure investment plan to the tune of Rs. 733
crores (US$ 16.67 million) in the next three years.The turnover, nationwide coverage,
reach, comprehensive range of telecom services and the desire to excel has made BSNL
the No. 1 Telecom Company of India.
S.
No.
YEAR INCOME (Rs. in Crores)
EXPENDITURE (Rs. in Crores)
PROFIT
BEFORE TAX
(Rs. In Crores)
PROFIT AFTER
TAX (Rs. In Crores)
1 1.10.2000 to
31.3.2001
11699 10669 1030 747
2 2002 24681 20461 4220 6312
3 2003 25892 25078 8136 1444
4 2004 33918 27163 6755 5976
5 2005 36090 29401 6689 10183
B. COMPANY HR POLICY:-
Company lay out
Selection &Recruitment
Motivation.
Training.
Wage & Salary.
Performance appraisal
COMPANY LAY OUT-
SELECTION & RECURITMENT:
Sources of Recruitment
External sources
Management consultant
Advertisement
Management institute
Recomendentaion
Deputation personnel
Selection process:-
Job analysis
Initial screening
Application bank
Test
Interview
Reference check
Medical final and job offer
MOTIVATION:-
The job of a manager in the workplace is to get things done through employees. To do this
the manager should be able to motivate employees. But that's easier said than done!
Motivation practice and theory are difficult subjects, touching on several disciplines.
In spite of enormous research, basic as well as applied, the subject of motivation is not
clearly understood and more often than not poorly practiced. To understand motivation one
must understand human nature itself. And there lies the problem.
In B.S.N.Las we all know that it’s a government organization so they not give such
motivational package which an employee get in private organization .But without
motivation package no employee give their maximum to the organization .some
motivational package which B.S.N.L give there employee is:-
Free telephone facility
Promotion
Transfer
Time to time revision of pay scale Central government facility Quarter for leaving
Good working environment
EMPLOYEE TRAINING:
Employee training is the planned effort of an organization to help employees learn the job
related behaviours and skills they will need to do their job properly. It is a set of planned
activities that the organization will have their employees complete in order to increase their job
knowledge and skills and to have them get accustomed to the attitudes and social atmosphere
of the company. It will help the employee to be familiar with the goals of the organization and
the job requirements.
There are typical steps that go into a training program. These are outlined below.
1) Conduct Needs Assessment:
A need is described as a "gap" between what is currently known and what will be
needed now and in the future. These gaps in knowledge could be between what an
organization expects to happen and what actually does, how employees are performing
on the job and how the organization desires them to perform, and existing skills and
desired skill level.
In order to conduct an assessment there are some analyses that must be done.
An organizational analyses determines the effectiveness of an organization, where
training is needed and under what conditions the training will be conducted.
A task analysis is used to provide data about a job or group of jobs, and the knowledge,
skills, attitudes and abilities that are needed to achieve optimum performance. This
information can come rom job descriptions, task analyses, employee questionnaires and
interviews, performance evaluation, and observation of the workplace.
Finally - person analysis analyses how well an individual employee is doing their job
and determines which specific employees need training and what kind of training. The
methods of this kind of analysis include employee questionnaires and interviews,
performance evaluation, skill and knowledge testing and the observation of behaviour
and results.
2) Implement Training Methods:
Now that the analysis has been done, the training method needs to be chosen. The two most
frequently used training methods include:
Lecture: Lecture involves one-way communication, from instructor to learner - the learner
is passive in the process.
On-the-job-training: This method involves such methods as apprenticeship and
mentoring, where the employee is actively engaged in the type of work they will later be
doing on their own.
Programmed instruction: This is a form of instruction that is pre-programmed and then
delivered methodologically to an individual. This form of instruction is self-paced - the
employee determines how fast they will learn and complete the steps and it is often
completed more quickly than group training. It can be delivered via a computer and can
be costly to prepare.
Simulations: This sort of training involves an employee being placed into a simulated
situation of what may occur in real on-the-job situations. Techniques include: Case
studies where trainees analyze a problem outlined in a report and offer solutions; role
playing where simulated roles are acted out; and behavioural modelling where trainees
observe proper work behaviour and then role play it.Part of the implementation of the
training is making sure that the training is actually teaching the employees the skills
they will need - this is known as the Transfer of Training. A more technical definition is:
the extent to which the knowledge, skills or attitudes learned in the training will be used
or applied on the job. There are ways to increase the probability of what employees are
being trained will really relate to their actual job behaviour. To do this, one can
maximize the similarity between the training situation and the job situation, provide a
variety of examples when teaching skills and reward trained behaviours and ideas on the
job.
3) Training Evaluation:
Training evaluation is used to evaluate the reactions of the learners, measure the learning that
occurred, assess on-the-job behaviours, identify business results that are due to the training
and calculate if the investment in training has had any return in the gains of the company.
Business results can be measured in "hard" data and "soft" data. Hard data are measures of
productivity, quality, material costs, absenteeism and turnover and customer satisfaction. Soft
data is items such as job satisfaction, teamwork, and organizational commitment on the part of
the employees.
PERFORMANCE APPRAISAL:
In simple terms, performance appraisal may be understood as the assessment of an individual’s
performance in a systematic way, the performance being measured against such factors as job
knowledge, quality and quantity of output, initiative, leadership abilities,
supervision, dependability, co-operation, judgment, versatility, health and the alike.
Assessment should not be condensed to past performance alone. Potentials of the employee
for future performance must also be assessed.
A formal definition of performance appraisal is: It is the systematic evaluations of the
individual with respect to his her performance on the job and his or her potential for
development.
A more comprehensive definition is: Performance appraisal is a formal, structured system
of measuring and evaluating an employee’s job related behaviours and outcomes to
discover how and why the employee is presently performing on the job and how the
employee can perform more effectively in the future so that the employee, organization and
society all benefit.
The second definition includes employees’ behaviour as part of the assessment. Behavior can
be active or passive- do something or do nothing. Either way, behavior affects job results. The
other terms used for performance appraisal are: Performance rating, employee assessment,
employee performance review, personnel appraisal, performance evaluation, employee
evaluation and (perhaps the oldest of the terms used) merit rating. In a formal sense, employee
assessment is an old as the concept of management, and in an informal sense, it is probably as
old as mankind. Nor performance appraisal is done in isolation.
OBJECTIVE OF PERFORMANCE APPRAISAL:
Data relating to performance assessment of employees are recorded, stored, and used for
several purposes. The main purposes of employee assessment are:
1. To effect promotions based on competence and performance
2. To confirm the services of probationary employees upon their completing the
probationary period satisfactorily.
3. To assess the training and development needs of employees.
4. To decide upon a pay raise where (as in the unorganized sector) regular pay scales have
not been fixed.
5. To let the employees know where they stand insofar as their performance is
concerned and to assist them with constructive criticism and guidance for the
purpose of their development.
6. To improve communication. Performance appraisal provides a format for
dialogue between the superior and the subordinate, and improves understanding of
personal goals and concerns. This can also have the effect of increasing the trust
between the rater and the rate.
7. Finally, performance appraisal can be used to determine whether HR programmers
such as selection, training, and transfers have been effective or not.
8. Broadly, performance appraisal serves four objectives- I) development uses,
ii) administrative uses/decisions, iii) Organizational maintenance/objectives, and
iv) documentation purposes.
IN the BSNL performance appraisal doesn’t play a great role reason behind that it’s
a government organization but it’s a important part of organization. In BSNL every
employee has a service book which is written by his senior if employer not do his
duty well then his senior mark in his service record book which create problem for
gating promotion etc.
BSNL limited follows different types of method to evaluate his employee
performance and accordingly they provide incentives and perk to them as well as
promotion and pay rise. ITI also get done its HR audit during period of 2002 to
2005 which included many of its office along with head quarters.
AUDIT OBJECTIVES:-
The manpower planning done by the Company was adequate to meet its Objectives. The
Company ensured optimum deployment of manpower. The Company introduced new
recruitment policies and practices and whether they were adequate; Well defined, fair and
transparent career progression policies and practices were in place; Well defined, fair and
transparent transfer policies and practices were in place; An effective performance
management system was in place; The training imparted by the Company was effective;.
Clearly defined and effective conduct and disciplinary rules were in place; Incentive and
welfare policies and practices were effective.. An adequate exit policy had been
formulated and implemented by the Company. But the finding which came out was
something different than the thinking of management. The committee have given
emphasis on the need of regular staff training, staff norms and a heavy investment
to upgrade the knowledge base of employees. There were many personnel in
different part of organisation who were idle and required to be deployed to be utilised
effectively.ITI also keep record of it employee in form of annual confidential
report (ACR) which is used to compare with the target set for them by the company. The
company also follow ‘open review system’ for judging the performance of
individuals. In this system, the superior officer discusses the self appraisal submitted by
his/her subordinate so as to make the appraisal of his/her performance totally
transparent.
WAGE & SALARY:
Wages and Salary Administration:- In private organization employee generally get
much more than that an employee of public organization but the difference comes in
benefits that public employee receives. Despite of huge profit, good public image, best
among PSU it pays less to its employee than other PSU. If we compare it with other PSU in
its field like BSNL, MTNL and TCIL then also its wage rate is low. According to analyst the
wage rate is set in comparison with profit earned by company and wage rate of that industry.
After pay revision some hard step where
taken like, Minimum wage rate was fixed for
its employee.
Different wage rate for executive and non executive employee.
Employee s was retained to a great extent.
Annual incremental were fixed to 5%.
CHAPTER – 3
TRAINING AT R.T.T.C.
A. INTRODUCTION:
The operations of BSNL throughout the country are divided into sections or zones called circles
in order to facilitate proper administration.
The SSA under study in this project is SSA Lucknow under U.P. East circles with its head
quarter at Lucknow. As on 31.05.2011
S.No. Particulars Urban Rural
I. Swithcing (wired liens) Net
Switching capacity
241500 22360
Total - 263860
Dels (Wired Lines)
Dels (Status)
203587 11450
Total - 215037
II. Wireless in Local Loop
Equipped Capacity (Status)
31500 5250
Total - 36750
WLL Connections
WLL Fixed (Status)
14575 4286
Total - 18761
WLL Limited Mobility (Status 9326 04
Total - 9330
Grand Total switching Capacity 263860
+ 36750
300610
Grand Total DELs 215037
18761
9330
243128
B. AIMS AND OBJECTIVES:
Being the largest Telecom company of the country, it caters to a vast population. Its focus
therefore is on quality, dependability, coverage and commitment. Its general objective includes
improvement of the already impeccable quality of telecom services, expansion of telecom
network, introduction of new telecom services in all villages and towns and instilling confidence
among its customers.
AIMS & OBJECTIVES U.P. (EAST) CIRCLE:
However when we talk of specific aims and objectives of U.P. (east) circle as mentioned in the
company manual we can number them as follows.
To upgrade the quality of telecom services to compete with international level and to
build a high degree of customer confidence by sustaining the quality and reliability in
service.
To expand the telecom network to clear the waiting list as far as possible.
To increase the number of local and S.T.D. public call offices (P.C.O.) so as to reach out
to the masses even in remote villages. One P.C.O. for every 500 urban population.
To provide new telecom services like facsimile, voicemail videotext, videoconferencing,
Internet, Email, ISDN, in services etc.
The forthcoming days will see U.P. (east), telecom circle giving number of value added
services, induction of wireless in local loop (WLL) to match the competition strategy for
providing state of the art and reliable along with effective services to its users. The recent
trend of inducting the new types of digital telecom exchange switches and optical fiber
network in U.P. (east), telecom circle will definitely support intelligent network and other
multimedia services to extend sophisticated quality of services to its customers.
C. RESOURCE POOL OF B.S.N.L.:
For any organization there are broadly two types of resource pools, either from within the
organization or from outside the organization. So also in B.S.N.L. we find that the manpower
requirement is fulfilled both from within and from outside B.S.N.L.
B.S.N.L. has a large resource pool in its huge work force. It also draws fresh talent from
outside, at various levels with adequate qualification and professional background. Stated under
are various sources and the types of services they are recruited for.
TECHNICAL:
From phone mechanics to J.T.O's (junior telecom officer) the recruitment is done from
within the company based on departmental examinations held within the organization.
Employees are also directly recruited from outside through competitive examinations.
Telephone mechanics – direct from outside +promotion from fourth class
employees.
T.T.A.S. & J.T.Os – 50% from within & 50% from outside
Above the J.T.O. i.e. S.D.E (sub divisional engineer) recruitment is done solely from
within the company either based on seniority or through departmental examinations.
NON TECHNICAL:
In the case of non-technical staff training is given upto J.A.O. level.
J.A.Os ..........recruitment 50% from within 50% from outside.
Above this i.e. A.A.O. and above seniority is the sole criteria for recruitment and
promotion.
Therefore we see that the recruitment is done both from within and from outside the
organization. In doing so the B.S.N.L. gives a fair chance to its employees as well as new
entrants from outside to develop with equal opportunity. Thus boosting their morale to do
better and to provide exceptionally good quality service to its customers.
D. TRAINING AT BSNL
Providing a service of such a vast proportion to such a large customer base needs a sell trained
human resource. It therefore natural for B.S.N.L. to continually hone employee skill, enhance
their knowledge and their expertise and their aspirations to fruition. Even as B.S.N.L. goes about
conducting its business activities it lays emphasis on constant enhancement of knowledge and
skills through regular training programs.
To meet the technological challenges, employees are trained for technology up-gradation,
modernization, computerization etc in B.S.N.L.'s training centers spread across the country.
These centers are properly equipped with the requisite infrastructure facilities such as lecture
rooms, modern audio- visual aids, libraries, hostels etc.
Training is necessary when a person moves from one job to another (transfer).
Training is needed to bridge the gap between what an employee has and what the job
demands. Training is needed to make the employees more productive and useful in the
long run.
Hence we see that training has been given a top priority in the H.R.D. department of B.S.N.L.
E. LIST OF TRAINING CENTERS
LOCATION OF CIRCLE TELECOM TRAINING CENTERS OF BSNL
1. Ahmedabad
2. Bhopal
3. Bhubaneshwar
4. Calcutta
5. Chennai
6. Guwahati
7. Jaipur
8. Jammu
9. Kakinada
10. Kurukshetra
11. Lucknow
12. Mysore
13. Meerut
14. Nasik
15. Patna
16. Rajpura
17. Shillong
18. Sundernagar
19. Tiruvananthpuram
LOCATION OF REGIONAL TELECOM TRAINING CENTRES OF BSNL
1. Ahmedabad
2. Bhubaneshwar
3. Chennai
4. Guwahati
5. Hyderabad
6. Jaipur
7. Kalyani
8. Lucknow
9. Mumbai
10. Mysore
11. Nagpur
12. Patna
13. Pune
14. Rajpura
15. Tiruvananthpuram
LOCATION OF DISTRICT TELECOM TRAINING CENTRES OF BSNL
1. Ahmedabad
2. Bangalore
3. Culcutta
4. Chennai
5. Delhi
6. Hyderabad
7. Mumbai
8. Pune
E. FACULTY AT R.T.T.C.(LUCKNOW)
The faculty at any training center is the backnone of the whole concept of training. BSNL
therefore takes adequate precaution and requisite steps in appointing its faculty
BSNL chooses its faculty from within the department, the faculty chosen is very
experienced in its field. Basic qualification and background are taken into consideration while
choosing the faculty.
They are also imparted special training in the lines of B.Ed and M.Ed., they are IT and
advance IT. IT here stands for instructional technology. These courses are imparted in Jabalpur
and Gaziabad respectively. Apart from being chosen, personnel can also opt for faculty of a
training center and thereby undergo training for the same.
The faculty at a training center is divided into three basic departments:
1. Administration faculty
2. Programming faculty
3. Examination faculty
The Administration faculty has the responsibility of conducting the day to day working of the
center. This includes renovation, security, training facility, equipment and manpower etc. It
keeps track of finance, funds, induction and to ensure that the needs of the other two faculties are
met.
The programming faculty undertakes the work of preparing the training programmes that
have to be conducted and for whom. It is this faculty which decides which programmes are to
start and which programmes are to be terminated. It also decides which instructor will take which
class and as to the timings of the training program. The task of allotting the different rooms for
different programms falls under its jurisdiction as well. The programming faculty decides the
examination dates.
Therefore we see that the total task of running the training program falls under this department.
The Examination faculty has the sole function of conducting the examinations. It
prepares the papers for the examinations. It conducts the examination on the dates decided by the
programming faculty. It is the examination faculty, which evaluates the answer sheets and finally
declares the results.
F. TRAINING PROCESS AT R.T.T.C. (REGIONAL TELECOM
TRAINING CENTER)
BSNL imparts training to its personnel at various training centers at circle regional and district
levels. BSNL has 43 zonal training centers and also a national academy of telecom finance and
management, which have been running for several years now. To add to the spectacular training
programme, BSNL has an Advance Level Telecom Training Center (A.L.T.T.C) at Gaziabad and
Bharat Ratna Bhimrao Telecom Training Center at Jabalpur. Which are comparable to any world
class telecom training center.
These training centers run a number of training programs through out the year. These
programs depend upon the needs of the department Different curriculum are run in these centers
to impart technology based training for attitudinal change (psychological training), basic
educational and skill development training.
R.T.T.C. offers various course modules on new (current) technology, behavior training,
management and accounts training. The R.T.T.C.s run training programs for both fresh recruits
as well as for departmental employees. Running of the programs is at the sole discretion of the
R.T.T.C. management. These programs are run depending on the following factors:
Faculty available.
Availability of time.
Number of vacancies.
Need of the company.
Whenever a training program is conducted the R.T.T.C. issues a circular to all the offices of
BSNL asking them for a list of candidates for training. The R.T.T.C. may increase the number of
seats to a certain extent depending upon the request from the offices of BSNL. (The number of
seats is normally 30)
The training center that came under the scope of this project was R.T.T.C. Lucknow
which comes under the U.P. (east) circle. The training program running at the center during this
period was that of J.T.O. (junior telecom officer) in two batches one of fresh recruited trainees
and second of departmental promoted trainees.
THE TRAINING PROCESS:
The technical training process as observed at R.T.T.C. contained two groups of trainees. One that
of insiders (departmental promotes) and second of fresh recruits. Both have different initial
training as their acquaintance with the company was at different levels.
OUTSIDERS TRAINING(Fresh recruited trainees)
The basic qualification for technical trainees to the post of J.T.O. (junior telecom officer) is
engineering graduates. The training process for technical trainees' (J.T.O.s) covers a total time
span of 17 weeks. The training is divided into two phases.
Phase I is the induction or orientation training.
Phase II is the specialization training
In between Phase-I and Phase-II there is also 4 weeks field training.
Phase-I consists of 10 weeks whereas Phase-II consists of 3 weeks.
PHASE-I OF TRAINING(INDUCTION):
The phase-I of training is common to all the new cadres irrespective of their field of
specialization. This is basically an induction program or orientation training. It is an introduction
of the company to the new entrant. This is a necessary step in any company or organization.
Phase-I covers a total of 10 weeks. During Phase-I the trainee gets to know about the
various aspects of the company he is to serve he is introduced to the various technicalities of the
telecommunication industry.
The course consists of basic training in:
Telephonic transmission.
Pulse co-modulation.
Data communication.
GSM (global system of mobile communication)
These course contents are only to familiarize the trainees with telecommunication and will be a
necessary knowledge during their specialization training. During this phase the trainees are given
lectures by the instructors and are allowed to work on the equipment in the laboratories.
At the end of the phase of training the trainees are expected to understand the working of
the machinery or equipment and be able to comfortably work on them.
FIELD TRAINING:
After the first phase of training is over the trainees are required to appear for a test, which is
related to the first phase of training. If the trainees acquire sufficient marks he/she is sent to the
next stage of the training program i.e. the field training.
CONTENTS OF FIELD TRAINING:
The field training period is of 4 weeks.
The trainee works under the practical or actual work environment.
The trainee is required to work under the guidance of a mentor or a work master.
Trainee begins to get his salary.
At the end of the field training the trainee is awarded a certificate indicating his work
experience in the field.
TRANSMISSION:
Course content:
Analog system (carrier VFT, MUX, Co-axial & Microwave)
Optical fiber cabin.
Optical fiber system.
Digital microwave system.
Satellite communication.
DEPARTMENTAL ALTRAINING (PROMOTED EMPLOYEES):
The term departmental here stands for personnel from within the company. The personnel from
the department are selected on the basis of their seniority (years of service) and on their
performance in the company as well. The selected candidates fall under two categories:
1. Non-graduates
2. Graduates
Non-graduates get 4 weeks of extra training before they are joined by other graduate candidates.
This training is basically to bring them at par with the graduate trainees.
The trainees are taught physics and maths for 4 weeks. This training helps them to
adequately understand the technicalities in their first and second phase of training.
The graduates then join the non-graduate trainees after the latter's weeks of training in
maths and physics is over. Now both the graduates and the non graduates begin their first phase
of training then go on to field training and then onto the second phase just like any other fresh
recruits do.
NON TECHNICAL TRAINING:
In the non-technical area the BSNL has a large work force. The non-technical workforce
generally comprises of accounts personnel and telecom office assistants. The non-technical staff
requires training & refresher courses like in any other personnel of the organization.
The BSNL provides training to non-technical staff at the training centers mentioned earlier in
the project. The various courses provided by the bsnl to its staff at various levels are given as
under.
BSNL Accounting Policies and Procedures.
Essentials of telecom Accounts.
Management of Works accounts.
Terminal Benefits.
BSNL ACCOUNTING POLICIES AND PROCEDURES:
Course description : This course aims at providing know how of telephone revenue accounting
procedures to the participants.
Objectives : On successful completion of the course the participant will be able to:
Have clear ideas with regard to the accounting methods of TRA. (Telecom regulatory
authority.
Have realization of outstanding dues etc.
Participants level: AO/AAO/JAO
ESSENTIALS OF TELECOM ACCOUNTS:
Course description : This course covers the topics like review of balances: commercial
accounts, Bank reconciliation; Inter-gov./departmental transactions etc.
Objectives : On successful completion of this course the participant will be able to:
Refresh their ideas with regard to proper accounting of commercial accounts, bank
reconciliation, inter governmental/deptt. & transaction, railway/canal & ITI bills &
remittances etc T circles as well as divisional levels.
Participant levels: AO/AAO/JAO
MANAGEMENT OF WORKS AND ACCOUNTS
Course description: This course covers the topics like checking of estimates; control and
allocation of expenditure, contribution works & completion reports etc.
Objectives : On successful completion of the course the participant will be able to:
Refresh their ideas on checking of estimates: control & allocation of expenditure,
contribution works & completion of reports etc.
Exercise proper checks while execution of work.
Participant levels: AO/AAO/JAO
TERMINAL BENEFITS
Course description: This course covers the topics like service records; family pension; pension
& gratuity; foreign service contribution; CGEIS-GPE & Workman compensation act etc.
Objectives : On successful completion of this course the participant will be able to:
Refresh their know how about preparation and checking of all the retirement & other
terminal benefits.
Settle claims timely.
Participant levels: AO/AAO/JAO
REFRESHER TRAINING:
The world today is developing at an incredible speed and new technologies are being developed
almost every day. It is therefore necessary to keep the employees well informed about these
developments and use these technologies in the organization.
The BSNL therefore provides refresher training courses to its employees. The refresher
training courses are meant for the employees already working in the BSNL. The objective of
these courses is to refresh whatever the employee had learnt earlier and also to acquaint them
with the latest development in their fields.
The BSNL by organizing short-term courses, which incorporate the latest development in
a particular field, keeps its employees up to date and technologically at par with the best in the
field.
The refresher courses of BSNL are conducted at regular intervals by taking the help of
outside consultants who specialize in the particular fields. The refresher courses of BSNL are
organized in the non-technical area for personnel in the post of AAO (asst. accounts officer) and
above. Whereas in the technical field these courses are organized for personnel at the post of
SDE (sub divisional eng.) and above.
Hence we see that the refresher courses at BSNL are meant for the higher levels of
hierarchy. The refresher courses are basically in-service training methods, which can be
conducted at any time during the tenure of the personnel and as and when found necessary.
The courses at BSNL training center generally cover a period of 1, 2, 4, 5 & 8 weeks.
The refresher courses conducted by the training centers generally cover the following topics.
However it is to be noted that refresher training courses are not only limited to these topics:
Cable optical fiber.
Computers.
Microwave system Optical fiber system.
PCM (pulse-co modulation).
GSM (global system for mobile communication).
WLL
Marketing, etc.
Methods of inducting personnel in these courses are the same as in the case of induction of
departmental trainees. The courses and the vacancies are also decided by the training center.
BEHAVIORAL TRAINING:
For a company as large as BSNL and with such a large customer dealing, the interaction and
attitude towards its customers plays a major role in its success. It is necessary that the employees
maintain a certain standard and manner of dealing among themselves and the customers. In order
that such interaction standards are maintained, the BSNL makes it a point to train its employees
in behavioral skills.
Some training programmes run by the training center concentrate on emotional and
behavioral training. Here the employees can learn about behavior by role playing, in which the
role-players attempt to play their part with respect to the circumstances as they would in real life
situations.
The trainees are given classes on etiquette, dealings with customers and among them themselves.
The focus of behavioral training is on better understanding of human interactions and group
process.
G. FACILITIES FOR THE TRAINEES:
During the training period the trainees are entitled to a stipend and some other allowances. The
stipend during phase one is Rs. 4500 + D.A.
However as the trainees enter the field training they begin to get their regular salary of
Rs. 6500 + D.A. + H.R.A. + C.C.A. + Daily allowance.
FACILITIES:
Hostel facility to every trainee with mess facility.
Indoor and outdoor games along with extra curricular activities.
Library facility with sufficient literature.
Medical facilities.
Practical equipment for telecom training.
Audio visual aids for training.
Seminars are conducted to facilitate acquaintance with eminent personalities in related
fields.
H. EVALUATION DURING TRAINING:
Any training program without proper evaluation of what the trainee has learnt and how far he has
improved his skills or capabilities, is meaningless. There are various methods of evaluating the
outcome of the training. Some are :
Questionnaires
Interviews
Tests
Feedback, etc.
At the BSNL training centers the methods of evaluation used are test and feedback.
TEST METHOD:
After every phase of training is over a test is conducted at the training center by the examination
faculty. The tests are both in theory and practicals. The qualifying marks for theory is 60% and
for practical is 80%. A trainee must acquire the qualifying marks in order to move into the next
phase of training.
Failing in this test the candidate is given a second chance. However if he fails to
qualify even in the second chance then the departmental candidate is sent back to his previous
office of posting. The service of the fresh recruit trainee is terminated once and for all.
Trainee is also evaluated for his discipline. It caries 150 marks and he must acquire at
least 80% to qualify. This aspect of evaluation is compulsory.
FEEDBACK METHOD:
On the last day of the training program an evaluation session is conducted. In this session the
trainees come face to face with the management of the training center. The trainees themselves
get the chance to evaluate the training process.
All the trainees are given evaluation sheets on which the trainees are required to give their
comments and recommendations. On the basis of these recommendations and comments the
training program and process at the center are improved.
The participants at the evaluation session are:
Head of the training center.
Faculty members (lecturers).
Hostel warden.
All administrative staff.
All trainees.
During the session the results of the program are also declared and postings announced. Then
finally the training program is officially concluded.
I. CONCLUSION:
It has been seen that BSNL runs its training programs with sincerity and a sense of
responsibility. The major objective of any training program is to increase productivity, improve
the morale of workers and reduce accidents etc. it is keeping these points in mind that the BSNL
runs its training programs. The BSNL runs adequate training programs for its various levels of
employees, The training programs suit the kind of job at hand and are planned according to the
needs of the company.
Through its training programmes the BSNL introduces new technology and their know
how among the workers. The company has built up its competent workforce through its training
programs. The workers after their training seem more confident and competent.
Through the induction part of the training program the employees find it easier to adjust
and feel at home in the company. The training program also updates the employees in the latest
development in the fields. The BSNL also has the ability to prepare and train its own faculty, so
that it dies not have to be totally dependent on other sources for trainers. It trains it instructors at
institutes in Gaziabad and Jaipur.
The training programmes also give the company an opportunity to evaluate its
employee's capacity to learn. Like any other organization the BSNL too has a few drawbacks. In
spite of all its efforts there is still a shortage of faculty in the training centers this could harm the
training process in the long run.
CHAPTER -4
EMPLOYEE WELFARE AT
B.S.N.L.
A. INTRODUCTION:
BSNL has its huge organization based on its large workforce. For any organization to survive
and succeed, the satisfaction, morale and motivation among its employees is a must. A satisfied
worker is a good worker and will lead its organization to greater heights. The BSNL too believes
in the same.
The BSNL looks after the welfare of its employees in every way. It provides a number of
facilities to its employees during training, their tenure and as well as after they retire. The BSNL
provides for both the employees as well as their family members. It provides for the education of
the children, medical expenses and lodging as well as pension schemes after retirement.
The welfare activities are looked into by the welfare board, which meets whenever
required. It decides in these meetings regarding scholarships to students and various other
welfare programs.
B. WELFARE BOARD:
The BSNL has constituted a special board called the welfare board that looks after the welfare of
the employees of BSNL. We know that the BSNL network is divided into different circles and
the circles are divided into telecom districts. Each telecom district has its own welfare board,
which looks after the employees under its jurisdiction. The head of the welfare board being the
PGM.
The welfare board consists of the following members:
President (PGM)
Secretary (SDE HRD)
Cashier (from accounts dept.)
Members (at least one from each cadre).
The president secretary and cashier are permanent and are people holding the post PGM, SDE
(hrd) and accounts respectively. Any person holding these posts automatically also holds the post
of the welfare board. The board consists of about 7-8 members from different cadre (group A B
and D). There should be at least one representative from each cadre.
The board looks after a number of programmes and activities for the welfare of the
employees and their family members. Some of the activities that fall under its jurisdiction have
been discussed further in the report.
C. SCHOLARSHIPS (EMPLOYEES CHILDREN):
The BSNL takes great interest in the education of the employees children. Education being a key
concern for the employees the BSNL provides scholarships and other aids to help unload a part
of the burden from the employee’s pocket.
The employee’s welfare board decides the scholarships to students. It is upto the board to
decide who are eligible for the aid and scholarships.
Process for application: The application forms are available at the H.R.D. office the employees
can fill the forms for the type of aid required. The form completed in all respects and attested by
the head of department is to be submitted at the HRD office for processing. The form then goes
to the secretary BSNL Lucknow district employee welfare board.
Some of the scholarship facilities provided for the students are as follows:
Incentive to meritorious students.
Tech./non-tech. scholarships for students.
Book award for school children.
TECH./NON-TECHNICAL SCHOLARSHIPS:
TERMS AND CONDITIONS:
Engineering/Medical/Business education and other higher education related students can
apply for tech./non-tech. scholarships the basic pay limit being Rs. 12,750.
For engineering/medical there is no limit on basic pay.
If both husband and wife are working in bsnl then the higher pay will be considered.
only two children are eligible at a time for the scholarship. If employee has more than
two children he can give the names of any two.
Dependent brother or sister is not eligible for the scholarship. Dependent wife or husband
is eligible only if totally dependent.
For scholarship student must attain atleast 70% during admission and atleast 60% during
readmission. 10% marks can be waved for reserved categories.
INCENTIVES TO MERITORIOUS STUDENTS:
This award is to boost the morale of the meritorious students. It acts, as a motivation to achieve
better results is studies.
TERMS AND CONDITIONS:
Basic pay limit is Rs. 12,750.
Candidate should hold 1st or 2
nd position in class. For classes 2-12 (position in previous
class to be considered).
Students achieving third place in board or university level are also eligible.
Only students of recognized institutions will be eligible.
Atleast a minimum of 75% should have been achieved.
Awarded amounts are as follows:
School level
Class First Second
2-5 Rs. 600 Rs. 500
6-10 Rs. 700 Rs. 600
11-12 Rs. 800 Rs. 700
Board/University level
Class First Second Third
10+2 Rs. 2000 Rs. 1000 Rs. 600
6-10 Rs. 2000 Rs. 1000 Rs. 600
The welfare board has the sole authority to decide the final recipients of the awards.
BOOK AWARD FOR MERITORIOUS STUDENTS:
This award is to help the employees children in purchase of books. This is given to meritorious
students at school level only:
TERMS AND CONDITIONS:
Only employees with pay of 12,750 or below can apply.
The student should have achieved in last examination 75% or above for general category
and 65% or above for st/sc.
For girls 15% waver in marks is allowed but only one of the relaxation can be used.
Amount awarded
Class Amount
2 – 5 400/-
6 – 8 600/-
9 -12 800/-
LAST YEARS REPORT ON AWARD OF SCHOLARSHIPS:
1. Tech./non-tech. 18 students received the scholarships (13 tech. and 5 non-tech.)
2. Incentives to meritorious students - - - 43 students.
3. Book award was given to 153 students.
The application for scholarships for the year 2003 is under process.
D. HOUSING FACILITIES:
The BSNL provides its employees with a safe and secure living environment. It does so by
availing them housing facilities in various colonies. The BSNL employees are provided quarters
according to their scale of pay and rank.
The housing facility is looked into by the section office and the circle office, which
receives applications through the HRD office. The employees may apply for allotment of
quarters in the HRD office. The section or the circle office takes the final decision on the matter.
CRITERIA FOR ALLOTMENT OF QUARTERS:
The allotments are made by the circle office or the section office. The allotment of type of
quarter depends on the scale of the employee. The quarters provided by the BSNL are divided
like other government departments in various types.
The types of quarters and the scale of pay for each are given as under.
Type Scale of pay
TYPE – I 3050/- and below
TYPE – II 3050/- to 5,500/-
TYPE – III 5,500/- to 8,500/-
TYPE – IV 8,500/- to 12,000/-
TYPE – IV(spl) not less tan 10,000/-
TYPE – V (A) 12,000/- to 15099/-
TYPE – V(B) 15099/- to 18399/-
TYPE – VI (A) 18399/- to 22399/-
TYPE – VI (B) 22400/- to 24499/-
TYPE – VII 24500/- to 25999/-
TYPE – VIII 256000 and above
It should be noted that type I and Type-II quarters are allotted by the district office. Quarters
types above these are allotted by the circle office.
ELIGIBILITY AND PRIORITY:
The eligibility to a type is as per the basic pay including increment.
Priority in allotment will be based on seniority, which is decided from the date of appointment as
a regular employee. In case dates are the same then seniority is determined by the emoluments
and the officer drawing higher emoluments will be given first preference. Where both the above
are equal officer in higher basic pay scale will get preference.
E. APPOINTMENT ON COMPASSIONATE GROUNDS:
The BSNL also provides for appointment of dependants of employees on compassionate ground.
If an employee dies or is prematurely retired on medical grounds, then his dependant may apply
for appointment on compassionate grounds.
Appointment on compassionate grounds are made 10 a dependent family member in cases such
as mentioned under:
1) An employee who dies in service (including death by suicide).
2) Is retired on medical grounds before attaining 55 years (57 in case of group d
officials.
Dependent of the employee here would cover the following persons:
A) Spouse.
B) son/daughter (including adopted ones)
C) Brother or sister in the cases of unmarried employee with a condition that the
beneficiary would tend to all dependents off the employee.
The appointments on the basis of compassionate grounds can be made only in Group C and D
posts. Appointing authority is the respective circle selection committee.
There are certain conditions that apply to such cases.
1. Appointment can be made only against the direct recruitment quota.
2. Applicant should fulfill all eligibility conditions.
3. Age limit should be minimum 18 years.
PROCEDURE FOR APPOINTMENT:
The applications for such appointment are available at the HRD office. The required documents
along with affidavit from all family members are to be submitted. The application is then
forwarded to the PGM who recommends the letter to the circle office. It is the circle office that
takes the final decision regarding appointment.
IMMEDIATE RELIFE:
If an employee dies while in service his family is eligible for immediate monetary relief. This
relief amounts to Rs. 7000 or three months pay, which ever is less in the form of an advance. The
amount is sanctioned immediately by the head of office (PGM) under whom the deceased was
last working. No formal application is required from the bereaved family.
CRECHE:
The telecom women central organization (TWC) is a body formed by the wives of the officials of
the BSNL. It runs under the supervision of the welfare board.The TWC runs a CRECHE for the
children of the BSNL workers. The president, supervisor, secretary and all other officials of the
creche are decided by the TWC. The parents of the children are required to pay a nominal fee
every month.
F. CONCLUSION:
The BSNL takes adequate care to ensure the welfare of its employees. Unlike a number of
private sector companies, where the welfare programmes are limited to the employee the BSNL
takes the employees family and dependents as well under its care.
As far as the employees are BSNL are concerned, the company provides favorable working
conditions (airconditioned offices, latest equipment and successful human relations
programmes).
The BSNL gives adequate incentives, which enables the workers to maintain a proper
lifestyle and work sincerely. The BSNL also provides for chances of growth according to the
ability of the personnel. Its training and welfare programmes help to bring out the best and
enhance the workers skills.
The BSNL is also concerned about the welfare of the employees children. The BSNL is
aware that a satisfaction at home will enhance the workers concentration at work. It therefore
provides for the welfare of the family. It sanctions a number of scholarships and aids for the
children of its employees.
BSNL provides for the family even if the employee dies or is put out of service on medical
grounds. The family members can get immediate relief in case of death while in service. BSNL
makes sure that the family does not suffer as a consequence of the loss of the member
(employee).
These steps taken by the BSNL promotes a sense of belonging among the workers and the
officials. The worker knowing that his family is secure and well provided for works with a free
mind and sense of sincerity.
The welfare programmes of the company prevent to a large extent practices like absenteeism,
labour turnover, strikes etc.
The credit of running such a large organization can be credited to a large extent to its human
relations and employee welfare programmes.
CHAPTER – 5
RECOMMENDATIONS
A number of observations were made during the course of the project at BSNL PGM
office U.P. (east) circle. Based on these observations a number of recommendations have been
made. They are as follows:
1. The number of trainers or instructors in the training centers should be checked regularly,
to ensure that there is adequate number of instructors as required.
2. More guest lecturers should be arranged for.
3. The incentives for instructors should be increased in order to motivate qualified
employees to opt voluntarily for the posts of instructors.
4. Practical and on the job training should be emphasized on.
5. The refresher training should be more frequent and all employees should be motivated to
join them voluntarily or on compulsion.
6. It should be ensured that the trainees complete the programme with satisfactory outcome.
7. The evaluation method should be updated (stress to be laid on practical and field
performance).
8. The feedback sessions should be held at regular intervals during the course of the training
programme.
9. Proper and informal interaction among the trainees and the instructors should be
encouraged.
10. As for as welfare programmes are concerned the red-tapism that effects most government
departments should be checked.
11. One authority or division should be established to take care of all the steps in the
procedure of compensatory work. Such a division would save the beneficiaries a lot of
time and unnecessary stress.
12. The creche facilities should be properly organized and made a permanent part of welfare
activities. (At present they are run by voluntary body).
13. Professionals should be employed to work in the creche.
Taking these recommendations into consideration, it is quite possible to increase the already
existing high quality of training and employee welfare to greater heights.