Success Full Training in Bsnl

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					            -:Staff Empowerment Initiative:-
                     Modus-operandi
We recall that this Initiative is a statement of positive dimensions from
  management, emphasizing that:

 We believe in the positive strengths of each & every employee of
  BSNL and wish to identify & nurture these traits.
 We want that each one of us should be conscious of our positive
  strengths and should sincerely attempt to align these along with the
  vision & objectives of BSNL.
 We want that each employee should be the initiator of his/her own
  skill up-gradation process, growing along with BSNL.
 We want this initiative to be „Employee-driven‟ rather than
  „Management-driven‟, management being the facilitator in this
  initiative.
 We re-iterate that the vision of BSNL is to become “The most
  dominant telecom player in the region, providing the whole bouquet
  of telecom services to the delight of its every customer in respect of
  value for money”.
           -:Staff Empowerment Initiative:-
                    Modus-operandi
How to go about, then?
As per the basic dictums of this initiative, we have to :
• Make our employees aware of the initiative,
• Attempt to make the initiative as much transparent as possible,
• Provide a congestion-free convenient channel of communication to
   any willing employee,
• Duly acknowledge the communication with a reference Id,
• Build a system for the follow up of the request/feedback/comment,
• Identify the activity points in the follow up,
• Sensitize and Energize these activity points,
• Make the administration understand their role, responsibility &
   accountability,
• Evolve a system for data storage, archiving & mining,
• Take care of Feedbacks through relevant mechanisms.
• Review the initiative in respect of response, acceptability and
   progress,
• Arrange for making suitable interventions at appropriate levels,
              -:Staff Empowerment Initiative:-
                       Modus-operandi
1. Access to Employees:
• The „Training Desk‟ web page on the intranet would be accessible to all the
  employees .While the authorized users of BSNL intranet would access it
  through their normal mode, all others have been provided access through
  the „Training-Desk‟ button on the opening page of the BSNL intranet without
  asking for an access through the password.
• All the Unions and Associations would be requested to put the „Training-
  Desk‟ URL on their respective web sites for the convenience of their users.
• Any employee will be allowed to project his/her skill up-gradation request.
  Union/Association representatives would be requested to assist their cadres
  in projection of their envisioned skill up-gradation efforts. This will not only
  be helping the employees but also the Unions/Associations in forging a
  bonding among their cadres.
• Though registering the requests electronically would be the preferred mode,
  employees who would be sending their requests otherwise ,will also be
  acknowledged and duly taken care of.
               -:Staff Empowerment Initiative:-
                        Modus-operandi
2. Support System for the Initiative:
     – Manpower:
• For the simple historical reasons and for simplicity of understanding, the
    employees normally are being classified into established levels/groups-
    A,B,C,D.
•   Though there are some broad frameworks/categorizations, for a deserving
    employee full support of our training infrastructure would be made
    available.
•   This initiative is being driven primarily by the „Training‟ infrastructure of
    BSNL.
•   Training Desk would be the main repository of inputs from the employees
    and will then act as information source for all subsequent offices.
•   Training-Desk would be managed by the Training Cell of the corporate
    office.
•   The Heads of Training centers would be the main lead drivers , duly
    supported by their respective staff at the training centers.
•   Heads of the Circles, under whose administrative control all the
    RTTC/CTTC/DTTCs are functioning, would be party in this initiative through
    their already designated respective „Training Coordinators‟.
            -:Staff Empowerment Initiative:-
                     Modus-operandi
2. Support System for the Initiative:
   – Manpower : continued
• The Training Management at the BRBRAITT, Jabalpur would
    provide the functional control of training programme of all RTTCs,
    as per current practice.
• The Training Management at the three apex centers viz. ALTTC,
    Ghaziabad, BRBRAITT Jabalpur &NATFM, Hyderabad would be
    lead drivers for the Group‟A/B‟ employees.
• The BRBRAITT, Jabalpur along with all the RTTCs would be the
    lead driver for Group‟B/C‟ employees.
• CTTC/DTTCs ,duly supported by the RTTCs would be the lead
    drivers for the Group‟D‟ employees.
• As explained below at para-3, each CTTC/DTTC would be brought
    under the „Technical Control‟ of the one of the assigned RTTC.
          -:Staff Empowerment Initiative:-
                   Modus-operandi
2.2 Platform, Network, Data Management:
• The existing broadband network of BSNL which has its footprints across the
   country would be made use of, for providing electronic connectivity among
   all the responsible agencies.
• The existing training infrastructure would be used for providing the desired
   skill-up gradation.
• Launch of an Integrated CTMS package for all the Training Centers, as
   already planned during the current year.
• Integration of CTMS package with HRM package as already planned during
   this year.
• Training Desk would be the main repository of inputs from the employees
   and will then act as information source for all subsequent offices.
• Data archiving, mining, reports‟ compilation, assessment and review would
   be managed by the Training Desk till such time there is enough steam
   generated for the sustenance of the initiative.
          -:Staff Empowerment Initiative:-
                   Modus-operandi
3. Hierarchy among the Training Centers: An addition
• In addition to the present system of various levels of training centers, each
   CTTC/DTTC would be brought under the „Technical Control‟ of the one of
   the assigned RTTC.
• The concerned RTTC would be responsible for the technical upkeep of the
   CTTCs/ DTTCs under its control. This system would be on the same pattern
   as with the RTTCs which are under technical control of BRBRAITT, Jabalpur.
Following arrangement of Technical control would be there:
  CTTC--- RTTC                  CTTC--- RTTC            CTTC--- RTTC
• Ahmedabad->Ahmedabad Jammu ->Rajpura                    Mysore ->Mysore
• B‟neshwar->B‟neshwar          Kakinada->Hyderabad Merrut ->Lucknow
• Guwahati ->Guwahati           Kolkata ->Kalyani         Nasik ->Pune
• Indore        ->Nagpur        Kurukshetra->Rajpura Patna ->Ranchi
• Jaipur        ->Jaipur        Lucknow ->Lucknow Rajpura ->Rajpura
• Shillong      ->Guwahati      Sundernagar->Rajpura Trivendrum->T‟dum
  DTTC-RTTC                    DTTC-RTTC                DTTC-RTTC
• Chennai       ->RGMCh‟nai Pune ->Pune                   Kolkata->Kalyani
• Bangalore ->Chennai           Hyd‟bad->Hyd‟bad          Ahm‟bad->Ahm‟bad
      -:Staff Empowerment Initiative:-
               Modus-operandi
4. Projection & Handling of Requests:
Requests from Gr. C/D:
• The requests so received would be duly acknowledged.
• These requests would be forwarded to the in-charge of nearest and
  suitable training center as well as to the „training-coordinator‟ of the
  concerned circle/SSA of the employee.
• The associated training center would make an assessment of the
  request from the employee, understanding his/her
                  present area of assignment,
                  qualifications,
                  trainings taken so far,
                  feedback from the present or past controlling officers
                   and
                               by possibly initiating a suitable dialogue
  with the concerned employee.
• A follow-up plan would be generated against each of these requests
  and communicated back to the training-desk of the corporate office.
      -:Staff Empowerment Initiative:-
               Modus-operandi
4. Projection & Handling of Requests:
Requests from Gr. C/D: Contd…
•   All the requests so received would be properly archived and
    maintained by the training-desk for any future analysis and
    observations.
•   The requests from the employees, when properly assessed and
    converted into a follow up plan, would also be reflected in the
    HRM package at the proper designated „Profile‟ page of the
    employee.
Requests from Gr. B:
•   The procedure as above remains the same except that for GpB
    officers, the requests would be handled at the suitable RTTCs.
    However the provision of the training to the concerned officers
    can be at any RTTC or at any of the 3 apex training centers of
    BSNL.
Requests from Gr. A:
•   Similarly for GpA officers ,the requests would be handled at
    Training Management of any of the 3 apex training centers.
              -:Staff Empowerment Initiative:-
                       Modus-operandi
5. ‘Mentoring’, a voluntary new concept for cross-bonding:
For Gp B/C/D:
• Any employee coming forward for the skill-up-gradation attempt for the self,
   would be assigned a chosen „mentor‟ by the assigned RTTCs, in
   consultations with the „training-coordinator‟ of the concerned circle and the
   nominated officer of the concerned SSA/district in case of territorial circles
   or units in non-territorial circles. The mentor would be chosen & assigned
   only when the employee seeking the up-gradation, so desires.

• The nominated officer of the SSA/district would be minimum STS level in
   SSA headed by JAG, JAG level in SSA headed by SAG and SAG level in SSA
   headed by HAG. For non-territorial circles, circle heads may nominate
   JAG/SAG level officers for such purpose depending upon the size of the unit.

• The mentor would normally be one/two group higher than the group of the
   employee. The mentoring would be assigned to the chosen mentor only on
   his/her consent. The employee would also be informed of his/her mentor. In
   case the employee wants to choose a mentor for him/herself, the same will
   be done on the consent of the mentor.
            -:Staff Empowerment Initiative:-
                     Modus-operandi
5.   ‘Mentoring’, a voluntary new concept for cross-bonding:
         :Contd…
• Normally an employee/officer can be mentor for up to 5 employees
  only.
• The chosen mentor would get a corresponding entry made into
  his/her profile page in the HRM package.
• The mentor would parallely assist/mentor the „pupil‟ employee in
  his/her endeavor of improving his/her skill set.
For Gp‟A‟:
• Primarily the same concept as above would be followed except that
  the 3 apex training centers would be the nodal centers. However it is
  felt that as the officers of this level are normally aware & conscious
  of their own priorities, mentoring may not be so widely used. In any
  case the concept is voluntary for both mentor and pupil.
            -:Staff Empowerment Initiative:-
                     Modus-operandi
6. Monitoring:
• Suitable interventions would be done by the training-desk so as to
  monitor the initiative in its right spirit.
• The progress on the follow-up plans would be monitored by the
  concerned training centers at the first place while necessary
  monitoring at concerned circles and at training-desk of corporate
  office would be maintained through timely & regular reviews.
• It would be ensured that not a single request from any employee
  goes unaddressed.
• The disposal of each and every request would normally & primarily
  result into a suitable training for the employee. In other cases
  suitable guidance would be provided to the employee and if
  mentoring be needed the same would be made available.
• It will be our endeavor that the desired and agreed training is
  imparted to the concerned employee preferably within 3-6 months of
  the request.
         -:Staff Empowerment Initiative:-
                  Modus-operandi
7. Delivery:
• During the initial phases, the delivery of the desired skill-up
  gradation contents to the employees would be at our training
  centers through our trainers or through specialized agencies in
  case the same is not available with BSNL.
• Switching over to Distance learning with on-line certification of
  chosen courses would be parallely introduced.
• Utilization of BSNL‟s video conferencing facilities, presently
  available at many places and are being expended at the other
  places, would be consciously made use of.
• Video streaming features, which enable rapid dispersal of
  centralized stored relevant information, would be exploited for
  the convenient up gradation of skill sets of the employees.
           -:Staff Empowerment Initiative:-
                    Modus-operandi
8. Feedback/Comments:

• As can be appreciated, for successful implementation of any
    system a convenient feedback mechanism is a necessity.
•   The provision of the same has been done in this initiative.
•   Employees will be encouraged for opening up their ideas and
    forwarding their comments/feedbacks on the same channel,
    which lands at the Training-Desk of the corporate office.
•   It would be responsibility of the Training-Desk to suitably
    address these comments/feedbacks from the employees by
    filtering and initiating appropriate actions.
•   Training-Desk would also take care of proper archiving of
    these feedback/comments for any further reference.
•   All such feedbacks/comments would be duly acknowledged.
        -:Staff Empowerment Initiative:-
                 Modus-operandi
9. Compilation, Assessment & Review:

•   The overall monitoring of this initiative would be done by the
    Training cell of the corporate office.
•   The necessary compilations would be done by the cell and
    presented to the BSNL management at the desirable intervals.
•   The comprehensive assessment of the initiative would be
    made in the meetings of the „Training Council‟ of BSNL and
    suitable corrections/modifications would be
    deliberated/implemented for the achievement of the overall
    objective.
              -:Staff Empowerment Initiative:-
                       Modus-operandi
10. Transparency & Openness of Initiative: System of Unique ’Id’ no.
• For the success of any initiative it is of extreme importance that the people‟s
  belief in the system is maintained & strengthened.
• It has been thus inbuilt that each & every employee who makes any
  request/comment/feedback, be acknowledged with a system generated
  unique „Id‟. This unique Id for any request/comment/feedback would be the
  primary reference for any further communication.
• All the requests/comments/feedback will be duly archived in consultation
  with IT Cell at corporate office.
• Linkages of all these requests/comments/feedback would be made with the
  Training centers as well as Training Coordinators of respective circles.
• Necessary inputs would be made into the HRM package, which is being
  managed at CGM IT, Pune premises.
• With data having related references at so many different places, possibility
  of system manipulation by a single agency would be minimal.
• Having thus ensured data authenticity & retentivity, responsibility and
  accountability of concerned offices would automatically be in place &
  ensured.
             -:Staff Empowerment Initiative:-
                      Modus-operandi
11.Cost Implications:

•   The existing broadband network of BSNL which has its footprints across the
    country would be made use of, for providing electronic connectivity among
    all the responsible agencies.
•   The existing training infrastructure would be used for providing the desired
    skill-up gradation.
•   Launch of an Integrated CTMS package for all the Training Centers is
    already planned during the current year.
•   Integration of CTMS package with HRM package is also planned during this
    year.
•   As such no additional cost implications for this initiative except for those
    expenditure which would go towards the generation, up-dation &
    proliferation of business related courses & their contents which are found
    to be necessary for the upkeep of the skill-sets of the employees
         -:Staff Empowerment Initiative:-
                  Modus-operandi
12. Tangible & Intangible Expected Gains

•   Message to each & every employee that he/she is relevant & is
    considered important.
•   The pooling/networking of creative positive energies of our
    employees.
•   Instilling of feeling of belongingness in the employees towards the
    company.
•   Giving confidence to employees for being heard and responded.
•   Providing an opportunity to employees to up-grade self-initiated,
    one‟s own skill set.
•   Helping imbibe a feeling of self control in employees in respect of
    career shaping/ aspirations.
        -:Staff Empowerment Initiative:-
                 Modus-operandi
12. Tangible & Intangible Expected Gains: Contd…

•   Generation & encouragement of “Team-spirit” feelings.
•   Generation of healthy competitive environment.
•   Satisfaction of „Mentoring‟ and helping shape someone‟s skill set.
•   Automatic Generation of feedback/assessment mechanism of our
    training infrastructure.
•   Improvement of our training infrastructure in light of larger scale
    participation of our employees.
•   Management getting the „feel‟ of the total environment in the
    company.
•   Management getting the „Pulse‟ of the outside environment
    through the feedback from the participating employees and in the
    form of „Courses-in-demand‟.
     -:Staff Empowerment Initiative:-
              Modus-operandi
Concluding………


• There is no bigger resource for any company than its own
  Human Resource and there is no bigger pleasure than taking
  them along your envisioned path.
• In a way it‟s a compulsion as well, failing which any
  organization is destined to doom, sooner rather than later.
• So why not proceed with „will‟ rather under „compulsion‟?
        -:Staff Empowerment Initiative:-
                 Modus-operandi
Summarizing:
• We are parallely making the training mechanism to being
  „employee-driven‟.
• We are bringing the CTTC/DTTCs under technical control of
  suitable RTTCs which is anyway a desired step.
• We are making the „Training Co-ordinators‟ at circles
  responsible & accountable.
• We are extending the concept of „Training Co-ordinators‟ at
  lower SSA/unit level , as well.
• We are introducing a voluntary concept of „Mentoring‟.
• We are bringing all the training centers at the focus now.
• We are making training infrastructure responsive, well
  connected, time relevant and accountable.
-:Staff Empowerment Initiative:-
         Modus-operandi




           Thank You,




                          Neeraj Verma
                         DDG (Training)
                  BSNL, Corporate Office

				
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