A brief work on Training processes followed by Indus Pharma, Pakistan

1. Review of T&D Process/Design of
Presenters:
Marria Pirwani
Zainab
Sarwat Jahan
M Gohar Iqbal
Course:
Training and
Development
Facilitator:
Qazi Syed Imran
Azam

2. What’s In It For You
• Company Introduction
• Training Design Process
• Conducting need analysis
• Employee readiness
• Creating learning environment
• Ensure transfer of training
• Developing evaluation plan
• Selecting training method
• Monitoring and evaluating program
• GAP Analysis
• Our Suggestions

3. Company Introduction
• A known name from pharmaceutical industry.
• Founded by Mr. Saeed Ismail in 1969.
• Private limited with ISO 9001:2008 quality compliance.
• 2 manufacturing sites at Karachi and 1 at Lahore

4. Company Introduction (Contd.)
• Vision
“To achieve our goal of becoming a driving force in affordable healthcare solutions to
serve humanity by maintaining our standards of high quality products and services
around the globe.”
• Mission
“We value life, we are committed to cater treatment needs of ailing humanity by
effectively maintaining and providing safe, superior and affordable Quality Products.
Our Quest for innovation and excellence is the driver of our business.”

5. Training Design Process
1. Conducting Needs
Assessment
Organizational
Analysis’
Personal Analysis
Task Analysis
2. Ensuring Employees’
Readiness for Training
Attitudes and
Motivation
Basic Skills
3. Creating a Learning
Environment
Learning Objectives
Meaningful Material
Practice
Feedback
Community of Learning
Modeling
Program Administration
4. Ensuring Transfer of Training
Self-Management
Peer and Manager Support
5. Developing an Evaluation Plan
Identify Learning Outcomes
Choose Evaluation Design
Plan Cost-Benefit Analysis
6. Selecting Training Method
Traditional
E-Learning
7. Monitoring and Evaluating the
Program
Conduct Evaluation
Make Changes to Improve the Program

6. Training Details
• Total training budget (Rs.): Kept confidential
• (%) of budget: 1% of total payroll cost
• Monthly frequency: fortnight in a month
• Types (Technical, Behavioral): Technical mostly (GMP trainings) and managerial
level for development program of succession planning.

7. Conducting Need Analysis
Organizational Analysis:
• A Pharma Industry and focus on technical trainings.
• Follows GMP (Goods Manufacturing Process) and Quality Compliance.
• So, they focus of trainings called GMP trainings and Quality trainings.

8. Conducting Need Analysis
Personnel Analysis:
• 4 type of staff:
• Unskilled worker
• Semi-skilled worker
• Skilled worker
• Management staff
• Training is mandatory
for all level since day
1.
• Train the Trainer, for enhancing the skills of
internal trainers.
• For Experienced person, instead of training
his/her development is undertaken
• It contains On Job trainings and Offsite
trainings.

9. Conducting Need Analysis
Task Analysis:
• Technical trainings given to unskilled workers.
• Trainings based on purely when there is a need.
• Need is reported by supervisor and are mostly technical once.
• Senior management is only trained when there is change in govt. wise policy and
regulations impacting the industry.

10. Conducting Need Analysis
Other analysis methods/tools:
• Performance Appraisal form
• Wish/goal of the year form.

11. Employee Readiness
Analyzed through following:
• Wish/goals of year form. Employee personally writes what he/she wants to do in
starting year and from when.
• Performance appraisals where the readiness of employee is recommended by
their supervisor.

12. Creating Learning Environment
• Doesn’t seem to have a learning environment as they focus need based trainings
and mostly technical.
• On the Job training are the part of continuous learning as employee learns what
to do and how to do after each and every assignment.
• Public programs and Customized training.
• Feedback : “The Breakfast of champs”

13. Developing evaluation plan
Identify Learning outcomes:
• Through Wish/goals of year form and trainings recommended in performance
appraisal forms.
Choose Evaluation Design:
• Training Impact Analysis, it calculates the improvement of person working before
and after training.

14. Developing evaluation plan
Plan Cost-Benefit Analysis:
• Cost-benefit analysis technique not defined.
• “ROI for training is a big debate as in technical area it can be calculated easily but
for any intangible factor it is very difficult to calculate and justify”.

15. Selecting training method:
Technical
• GMP (Goods
Manufacturing
Process) trainings.
• Quality trainings.
Non-Technical
• Train the trainer
• On the Job training
• Public Programs
• Customized
trainings
Means of Analysis:
• Feedback
• Performance
Appraisals
• Wish/goals of year
form

16. Monitoring and Evaluating training program
Conduct Evaluation
• They monitor and evaluate trainings by following:
• Training Impact Analysis
• ROI for technical/tangible trainings aspects.

17. GAP Analysis
• High reliability on only performance appraisal forms. (Biasness Factor)
• Low reliability on other training analysis tools.
• Not clear training processes.

18. GAP Analysis
• Hesitation in using Training Impact analysis, as it only gives 30-40% result
• No complete ROI calculation methods, only calculate for technical trainings or
tangible factors/assets.
• The other department doesn’t accept and have less trust on HR people efforts.

19. Suggestions:
Training Design Process:
• Should have clear training process.
• The training calendar should reflect what trainings are fixed and necessary by
every employee and what are additional.

20. Suggestions:
Training Analysis tools
• Build reliability on other tools apart from performance appraisal forms so that the
risk level of biasness can be mitigated.

21. Suggestions:
Pre/post training analysis/Training Impact Analysis:
• Should build strong understanding of analysis in pre/post performance methods
and should increase 30-40% to 60-80% results.
• Provide trainings of “benefits of training analysis both quantitatively and qualitatively”.
• Attendants should be HR’s OD department and senior management.
• Trainers must be outside from the organization and experts of calculative analysis.

22. Suggestions:
ROI Calculation:
• Should clear the process of ROI calculations, both for tangible and non-tangible
assets.
• Must take ROI serious and can have its training from outside experts for their HR’s
OD people and senior management.
HR department acceptability:
• there must be activities conducted by HR department to build trust by other non-
HR employees.

23. Thank you !