India's largest engineering and manufacturing enterprise conducts regular training programs for its employees to develop them

into fulfilled individuals and effective managers

The campus of Human Resource Development Institute (HRDI), Bharat Heavy Electricals Limited (BHEL), is a virtual treat and ideal for the overall development of the individual. Far from the madding crowd, nestling next door to the film city in Noida, near Delhi, India, HRDI has sprawling lawns and a four-storey glass building. BHEL is the largest engineering and manufacturing enterprise in the country and ranks among the top 10 power equipment manufacturers in the world. Started in 1956 in Bhopal, India, today the company has 14 manufacturing plants and 150 sites in India and abroad. The ground floor is the administrative block. Entering Dr Y.P. Abbi's office, the executive director of the institute, you notice a small shrine behind his seat. "I begin the day with prayers. This is where I get my strength from," says Dr Abbi. A Ph.D in chemical engineering, specialization in boilers, from the U.K., he climbed up the corporate ladder with the BHEL work culture and rigorous training at every rank. The institute has massive training projects. "Each employee has to undergo at least one week of training every year. At the Noida institute, senior employees are trained. The juniors are trained elsewhere," says Dr Abbi. "We have a budget of Rs 60 crore and all R&D is done in-house." No wonder, BHEL has been conferred the status of a Navratna (nine jewels) company by the Government of India. Last year BHEL won the prestigious Golden Peacock award, given to corporate training houses by Institute of Directors. HRDI aims to secure all-round development of employees. This includes their technical skills and behavior to improve their efficiency and integration of individual and organizational needs for growth in all areasteam spirit, relationships with superiors and subordinates. Training programs include general management, behavioral science and functional management. For behavioral sciences, HRDI has specially trained some of its employees from the Institute of Human Behavior and Allied Sciences, Delhi. "Our aim is to inculcate strong leadership qualities," says Dr Abbi, "because successful team leaders not only envision future goals and objectives, they also enlist the support of others in achieving them. Managers, particularly at the top level, get so engrossed in executing orders that they forget the other objectives." This particular program explains the prospects of future leaders, the difference between modern and traditional leaders, style of leadership, also persuasion and politeness. Other aims are creativity, goal setting, assertiveness, listening, motivation. "Only when an individual is fully developed himself can he transform the organization and make it successful." This is a well-structured program for five days with lectures, case studies and sharing experiences. BHEL also pays attention to values. "A person who is morally sound can create a peaceful and

harmonious environment," stresses Dr Abbi. Regular discourses from the scriptures are organized, the Brahmakumaris being the HRDI favorite. There are yoga and meditation classes to create harmony. Says Dr Abbi: "Today, even foreign companies recognize the need for emotional intelligence. More important than the IQ or technical skills is the EQ. It ensures effective leadership." The participants are given tips on self-awareness. Sudeshna Mukherjee, a trainer, explains: "The first day, we try to build contact. They are made to look into their goals, motivation, relationships, communication and social skills." Dr Abbi opines that the need for training is more for senior managers: "As we steadily progress in the company, there is more need for a guiding force. Because with every promotion the perspective widens, you meet more people and do more work. This training prepares them for the change. Once you are interacting more, you need to build your team skills. All managers aspire to become good team leaders but few succeed. We inculcate values of trust, understanding, even try to get rid of fear, phobias and aggression." Sometimes, psychiatrists and psychotherapists are invited to help the participants. The general management programs cover the economic and industrial scenario, business policy, marketing strategies, finance, organization and individual and group development. These programs have lectures, group discussions, case studies, films and sharing experiences. The participants are taught contract terminologies also. Says Dr K.B. Mehra, a Ph.D in business management, and additional general manager: "Minor terms such as warranty and guarantee can have different meanings in legal language. We also hold training programs for other corporate houses. Sometimes our faculty is also invited to participate in seminars within and outside the country." Besides these major programs, there are the extension programs for children and planning for retirement. The children workshops are nonresidential. This two-day workshop helps the children, especially teenagers, understand themselves, identify their obstacles, teaches them how to resolve conflicts and develop trust. It even guides them in career opportunities. Another form of guidance is the training for people about to retire. This 3-day session helps the employees in looking after their finances, what kind of employment they would be able to find later, plus make them aware of how to look after their health through alternative therapies. Trainees come here from all BHEL divisions. The first floor has all the conference halls. On the second floor are air-conditioned rooms for 60 people. Simple, healthy and oil-free food is served in the cafeteria. There are facilities for indoor games such as table tennis, chess, carom. The netsavvy ones can surf. The library has 8,500 books on management and subjects related to BHEL. BHEL also contributes in the social development work such as adoption of backward villages, building and running of schools, medical centers, provides self-employment facilities for widows and challenged people. Little wonder then that with such commendable efforts to look after its own, BHEL has lasted so long as a provider of quality services and products.