scholarly journals Executive Education: BHEL’s Perspective

2019 ◽  
Vol 12 (1) ◽  
pp. 43-53
Author(s):  
Kishore Purswani ◽  
Rekha Bharadwaj

Bharat Heavy Electricals Limited (BHEL) is one of the most preferred employers. Good HR practices, favourable individual development opportunities, an employee-friendly work environment and development opportunities makes it so. In fact, training and development has been at the core in the glorious journey of BHEL. Way back in the 1960s even before the factories came up, training schools (later known as Human Resource Development Centres–HRDCs) were the first to come up at BHEL plants in Bhopal, Hardwar and Hyderabad. BHEL takes pride in the fact that it was the first among the pioneers in Indian PSUs to establish an exclusive set-up for training people, when terms like OD/HRD were still new to HR professionals and academicians in India. In the present times of VUCAD2 (volatile, uncertain, complex, ambiguous and digitally disruptive) business environment, this quest for learning–unlearning and relearning has become all the more important. Thus, BHEL has created Corporate Learning and Development (CLD) function with the underlying theme ‘Learn-Share-Develop for Tomorrow’ for ‘Creating BHEL of Tomorrow’. Through various interventions at various levels, we ensure that the prime resource of the organization–the human capital– is always in a state of readiness to meet the dynamic challenges posed by the fast changing environment.

2020 ◽  
Vol 23 (1) ◽  
pp. 93-104
Author(s):  
Dhan Raj Chalise

 Present study is designed to investigate training and development practices and its relation with performance in Nepalese Commercial Banks. This study is based on descriptive research design and comprehensively developed structured questionnaire. All the commercial bank are considered as the population and 10 bank are selected as random basis for sample banks for the study. The results are based on primary information collected form 200 staffs of 10 different branches of commercial bank of Kathmandu valley. Through the use of descriptive statistics to analyze the data the study found training and development as an integral part of the organizational development in Nepalese commercial banks. In addition, majority of the respondent reported that they acquire technical knowledge and skills, learning and development skills from training program. More specifically the study reveals that Nepalese commercial banks provide adequate importance to the employees training however the training provided are not well planned and designed according to need of the employee. Finally study shows that training and development program are factor responsible for organizational performance and employee satisfaction. Proper and systematic human resource development practices ensures the higher productivity, working efficiency, institutional promise and corporate governance.


Author(s):  
Asih Setiawati

This study focuses on researcher human resources of government research and development institutions in Indonesia, who are facing the issues of low research and development outputs and minimum impacts to the market. Employing post-positivism paradigm,  qualitative data collection method, it aims to examine the ideal development of future researcher HRs. The findings indicate that the research and development institutions had good awareness of the concept of human resource development, giving opportunities for researchers to learn. However, it is also revealed that the institutions were not on the right track in developing human resources, which includes trainings and development, and career and organization development. This research recommends the establishment of leader (management), both as the head of the program/team that acts as a team of change and a framework of integrated human resource development, comprising individual development aspects, career, and organizations accurately implemented using particular stages from analysis, design, implementation and evaluation. The need to conduct needs analysis of training and development. It has been  identified that prior to the analysis of training and development, track records of researchers, businesses with their databases, and activities of development and evaluation are needed as feedback for the team of change in the available human resource development theory.


2015 ◽  
Vol 47 (6) ◽  
pp. 330-335
Author(s):  
Bob Little

Purpose – An exploration of what’s changing – and what is not – in the world of corporate learning. The paper aims to discuss this issue. Design/methodology/approach – Discussion paper with special reference to the report “A Review of the e-learning markets of the UK, EU and China 2014”, published by Learning Light in 2014. Findings – Learning is not changing – but the need and the opportunities for that learning are expanding. What is changing in the learning world is not learning per se but delivery technologies – and also the relative importance in the overall learning delivery mix of this growing range of learning delivery technologies. Research limitations/implications – We’re standing on the shoulders of giants but we appear to be looking at an extremely foggy landscape. And, since we do not have “20/20 foresight”, our danger is that we spend our time “training to fight the last war” rather than “training to win the next war”. Practical implications – There are a number of technological factors as well as demographic factors that learning and development professionals need to take into account when designing and developing (online) learning materials. Social implications – As technology makes the work of subject matter experts more accessible, other factors – such as money or time availability – are likely to come into play to maintain some form of established intellectual elite. Originality/value – An attempt to discern some current trends and extrapolate them.


2017 ◽  
Vol 3 (2) ◽  
pp. 20
Author(s):  
Norlina Mohamed Noor ◽  
Raja Munirah Raja Mustapha

Knowledge and skills have become the most crucial resource capital which enables organizations to survive in the ever changing business environment. One of the common strategies for organizations to increase their performance and productivity is through training and the main role of human resource development is to fulfil the needs of the organizations by providing employees with up to date expertise, information, knowledge and skills. Since huge financial investments and enormous time are allocated for training, organizations hope that the training will lead to the desired workoutcomes. However, this does not always happen. There is only a small percentage of training programs which had successfully shown lasting transferability to the workplace and this indicates thatunderstanding and improving the training transfer process is still a major concern for training researchers and practitioners. As training transfer is influenced by several variables at different levels of analysis, this study attempts to investigate the relationship between training transfer determinants, the involvement of different stakeholders and training activities in the training process. Specifically, this study investigates the influence of training transfer determinants on goal setting amongst small businesswomen. In addition, it will emphasize the roles of primary stakeholders in the social networkat different times during the training process towards achieving training transfer. Therefore, the framework postulates social networks as a moderating variable in enhancing training transfer andgoal setting amongst small businesswomen. 


Think India ◽  
2016 ◽  
Vol 19 (1) ◽  
pp. 35-41
Author(s):  
Sreekumar Ray

Ethics in Business are keywords in any business environment which are lacking in most of the cases. In a broad sense ethics means not to cheat others and to do the business in an honest way, to abide by the rules and regulations of the soil, and above all to keep the morale high so that the business can grow to a new height in long run. Unfair means and unethical business practices to earn money quickly are often fraught with the danger of losing the business permanently or losing the goodwill and respect of society. West Bengal has got bad reputation for industrial growth and fake chit funds and it has been named as ponzy capital of India by many as 72 out of 86 fake chit funds are in the state of West Bengal (as per the Report of Ministry of Corporate Affairs, Govt. of India). On the other hand the micro finance company Bandhan which has got Banking license last year (set up in 2001 in West Bengal) and Eins Edutech the company which was originally incorporated on March 9, 1983, as Ganpat Udyog in West Bengal are worth mentioning and at ease one can feel proud of them. As on 17th April, 2015 the latter company has got market capital of Rs.700 crore with its fixed assets, as per its balance sheet, as only two cell phones and one printer. As per monthly status of Bandhan in February 2015 it has 2,022 branches, 63,66,269 borrowers, 15,956 staff, loan disbursed for the month Rs.1,572 crores, and loan outstanding Rs.8,908 crores. Under such situation, this study focuses on the ethical business environment prevailing in West Bengal and the strategies adopted by them.


2019 ◽  
pp. 134-197
Author(s):  
V.E. . Sergei

The article is dedicated to the history of the Military Historical Museum of Artillery, Engineering and Signal Corps. The author examines the main stages of the museums formation, starting with the foundation of the Arsenal, established in St. Petersburg at the orders of Peter the Great on August 29th 1703 for the safekeeping and preservation of memory, for eternal glory of unique arms and military trophies. In 1756, on the base of the Arsenals collection, the General Inspector of Artillery Count P.I. created the Memorial Hall, set up at the Arsenal, on St. Petersburgs Liteyny Avenue. By the end of the 18th century the collection included over 6,000 exhibits. In 1868 the Memorial Hall was transferred to the New Arsenal, at the Crownwork of the Petropavlovsky Fortress, and renamed the Artillery Museum (since 1903 the Artillery Historical Museum). A large part of the credit for the development and popularization of the collection must be given to the historian N.E. Brandenburg, the man rightly considered the founder of Russias military museums, who was the chief curator from 1872 to 1903. During the Civil and Great Patriotic Wars a significant part of the museums holdings were evacuated to Yaroslavl and Novosibirsk. Thanks to the undying devotion of the museums staff, it not only survived, but increased its collection. In the 1960s over 100,000 exhibits were transferred from the holdings of the Central Historical Museum of Military Engineering and the Military Signal Corps Museum. In 1991 the collection also received the entire Museum of General Field Marshal M.I. Kutuzov, transferred from the Polish town of Bolesawjec. The Military Historical Museum of Artillery, Engineering and Signal Coprs is now one of the largest museums of military history in the world. It holds an invaluable collection of artillery and ammunition, of firearms and cold steel arms, military engineering and signal technology, military banners, uniforms, a rich collection of paintings and graphic works, orders and medals, as well as extensive archives, all dedicated to the history of Russian artillery and the feats of our nations defenders.Статья посвящена истории создания ВоенноИсторического музея артиллерии, инженерных войск и войск связи. Автор рассматривает основные этапы становления музея, начиная с основания Арсенала, созданного в СанктПетербурге по приказу Петра I 29 августа 1703 года для хранения и сохранения памяти, во имя вечной славы уникального оружия и военных трофеев. В 1756 году на базе коллекции Арсенала генеральный инспектор артиллерии граф П. И. создал мемориальный зал, установленный при Арсенале, на Литейном проспекте СанктПетербурга. К концу 18 века коллекция насчитывала более 6000 экспонатов. В 1868 году Мемориальный зал был перенесен в Новый Арсенал, на венец Петропавловской крепости, и переименован в Артиллерийский музей (с 1903 года Артиллерийский Исторический музей). Большая заслуга в развитии и популяризации коллекции принадлежит историку Н.Е. Бранденбургу, человеку, по праву считавшемуся основателем российских военных музеев, который был главным хранителем с 1872 по 1903 год. В годы Гражданской и Великой Отечественной войн значительная часть фондов музея была эвакуирована в Ярославль и Новосибирск. Благодаря неусыпной преданности сотрудников музея, он не только сохранился, но и пополнил свою коллекцию. В 1960х годах более 100 000 экспонатов были переданы из фондов Центрального исторического военноинженерного музея и Музея войск связи. В 1991 году коллекцию также получил весь музей генералфельдмаршала М. И. Кутузова, переданный из польского города Болеславец. Военноисторический музей артиллерии, инженерных войск и войск связи в настоящее время является одним из крупнейших музеев военной истории в мире. Здесь хранится бесценная коллекция артиллерии и боеприпасов, огнестрельного и холодного оружия, военной техники и сигнальной техники, военных знамен, обмундирования, богатая коллекция живописных и графических работ, орденов и медалей, а также обширные архивы, посвященные истории русской артиллерии и подвигам защитников нашего народа.


Author(s):  
Sebastian Conrad

This chapter shows how in Japan, the year 1945 represented a change of a very different kind. Japanese historians now repudiated the ultranationalist historiography of the 1930s and early 1940s, and turned in significant numbers towards Marxism, which rapidly achieved a kind of hegemony. They criticized the master narrative of the post-Meiji past, centered on the Tennō (emperor), and identified it with Fascism as a failed experiment in modernity. In the 1960s, however, this Marxist historiographical dominance was gradually supplanted by a pluralism of competing approaches. Modernization theory, social science methodologies, and ‘history from below’ coexisted, and historians, inspired by the Japanese economic miracle, tried to come to terms with the fact that Japan’s traditions, long perceived as an obstacle to modernization, actually seemed to foster it.


2014 ◽  
Vol 16 (3) ◽  
pp. 391-401 ◽  
Author(s):  
Rochell R. McWhorter

The Problem A number of new perspectives of virtual human resource development (VHRD) have been provided in this issue of Advances in Developing Human Resources ( ADHR) that warrant further discussion. As VHRD is still a nascent area of inquiry in HRD, professionals need more explanatory examples and solutions to consider for determining their own role in working with people and technology. The Solution This article offers a synthesis of key constructs of VHRD from the articles in this special issue. Also, it provides a discussion around two different modes of technology development (TD) needed by HRD professionals in the contemporary technology-enabled environment afforded by VHRD. And, the integration of TD in addition to career development, training and development, and organization development is essential to the future of HRD and is discussed herein. The Stakeholders This article targets primarily practitioners interested in VHRD interventions and processes. It encourages the reader to examine the commonalities across the articles in this issue of ADHR and also to consider the new skills required for HRD professionals when seeking to align organizational mission with all levels of the organization.


2021 ◽  
Vol 30 (3) ◽  
pp. 213-221

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