Training and decl


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Training and decl

  3. 3. RALLIS INDIA LTD. Person contacted:- Mr..Vasant Khanolkar. Situated at:- Vashi. Agrochemical and petrochemicals. “Employees are one of the members who strive for companies business and name.” Thus they follow certain principles in respect of employees relation.
  4. 4. PRINCIPALS FOLLOWED BY THE COMPANY IN RESPECT OF DEALERS. Employees profitability. Share the gain as well as pain. When time is good, company share the profit with its dealers. When times are bad they protects its dealer by providing various facilities Extraordinary employees support. It means giving supportive services to employees to catter their needs quickly.It helps to satisfy employees quickly and efficiently. Communication. They communicate with their employees fully, frequently and honestly.there is no secret between firm and employees.
  5. 5. Personal relationship. Company always prefers their dealers as personal friend. They always ask about their family and so on. It increases sense of belongings to employees.
  6. 6. Facilities provided by firm. They provide. •Canteen facility. Spittoons. •Restroom. Proper breaks. •Toilets. Monetary benefits. •Gardens. Training facility. •Houses. Yoga center. •Healthy working conditions. Meditation room. •Safety measures. •Compensation facilities.
  7. 7. RAJNI CHEMICALS. Person contacted:- Mr.Ashok Wani. ( manager.) Situated at:- Dahisar. Adhesive manufacturing unit. No. of employees:- 25
  8. 8. They consider that employees are their main assets. Goodwill of the company depends upon employees promptness and services. They always motivate employees by giving the monetary and non monetary incentives. They arrange seminars and special training programs for them. Firm always take efforts to develop them. Firm also follow appraisal system. Open membership is main principle. Sun and soil doesn’t take place. Conflicts between employees are quickly resolve for betterment of firm. Employees gets proper direction for smooth working. RAJNI CHEMICALS.
  9. 9. DEVELOPMENT. •DEVELOPMENT of HUMAN RESOURCES has evoked a great deal of interest in recent year. •Development refers to those learning opportunities designed to help employees grow. •It provides general knowledge and attitudes which will be helpful to the employee in higher position.
  10. 10. WHAT IS DEVELOPMENT. •Development can be defined as the modification of behavior through experience. •It provides for employees to do better in existing jobs and prepares them for greater responsibilities in the future. •Continuous GROWTH AND DEVELOPMENT of employee makes an organization viable and it adapts it self to changing condition.
  11. 11. PURPOSE OF DEVELOPMENT. To ensure increase in productivity. Improvement of quality. Improving morale. To improve organizational climate.. To make possible an increase in compensation. Enhancing employees motivation.. Improvement of health and safety. Prevention of obsolesces.. Personal growth of individual.
  12. 12. OBJECTIVE OF DEVELOPMENT. Greater responsibilities in future. The production of work to required standards of quality, quality, cost and time. The development of staff, by skill and knowledge , to meet the foreseeable needs of the organization. ! HIGHER PRODUCTIVITY. ! INCREASED EFFICIENCY IN OPERATION. ! A SAFE AND HORMONIOUS WORKING ENVIRONMENT.
  13. 13. GODREJ.
  15. 15. OBJECTIVE. To improve performance of the trainee on the job and to develop him as an individual. INHOUSE. It includes behavioral training,department wise training & so on. It helps to cut down the cost & save the time. Trainees are managers,employees & so on. OUTHOUSE. Godrej sends its employees to the various Public Training Programs. It includes conferences and other industries. The R & D department is mostly given outhouse training. The people undergo such training generally train others.
  16. 16. TRAINERS. Sales team known as “Parivartan group” Perform different functions like the trainees are trained for six months in house.e.g..classroom training is given. Mr..Arvind Nadkarni gives presentation and teaches communication skills to the employee. EVALUATION. GODREJ has a well designed and administered evaluation procedure. They seeks information in every aspects. Feedback form is circulated among employees. Information is thoroughly studied and the resultant information is included in the future raining programe.
  17. 17. RECOMMENDATION. Earlier outsiders were called for giving training but from the past two years the “parivartan group” is providing good training to the employees.
  19. 19. TATA
  20. 20. LEADERSHIP DEVELOPMENT. Leadership is an idea whose time has come. In the knowledge era, leadership often comes as a result of a single, powerful idea. In the years to come, the best ideas will triumph, irrespective of what nation or culture they come from. Organizations are performance systems that process great ideas into frames of action. Organizational leadership in the knowledge era will come from imagination, speed and quality of execution of ideas. Human values are assimilated ideas that have stood the test of time. Values provide the knowledge framework for powerful and positive action. Values also provide leverage points for sustainability of any human enterprise. A values system provides a clear reference point for mobilizing the right idea at the right time. Leadership is nothing but an expression of deeply held human values.
  21. 21. Leaders transform information into insight – the source of innovation and change – through which an organization is propelled from the gravitational pull of the past to the grand vista of the emerging future, setting into motion a cycle of vision, integration, action and transformation. The Tata group believes in creating a corporate leadership based on human values. Identifying, incubating and developing leaders is the group's prime HR strategy for the knowledge era. TMTC's leadership courses are among its most important, capped by its tiered executive development programme.
  22. 22. BUSINESS STRATEGY. It is not enough to develop a dynamic and creative corporate strategy. Key personnel at all levels in the organization need to develop a clear understanding of the strategy that the company is trying to execute. More important, that strategy must be translated into a definition of the capabilities that the company needs to succeed. The sum total of these events is successful corporate planning. TMTC develops senior managers in the design of organizations to support business strategies. It has programmes in creating strategic alliances, strategies in creating competitive advantage, managing and measuring business performance and developing strategic business leaders.
  23. 23. EXECUTIVE DEVELOPMENT. 3-Tiered Tata leadership Seminars The Tata Group has adopted a three-tiered approach for developing leadership potential in the Group. Pursuant to this approach, several training and development initiatives have been identified and are being actioned upon. On the training front three key Leadership Programmes have been identified. These are : Executive leadership seminar.. Group leadership seminar. Young managers seminar.
  24. 24. GROUP LEASDERDHIP SEMINAR. Tata Group Strategic Leadership Seminar This is a 6-day intensive programme anchored around case studies developed in and conducted in collaboration with HBS. It is currently in its fourth year of implementation. Top and senior management professionals, like business and functional heads, or those with potential to assume such roles in the near future are invited to participate in this programme.
  25. 25. EXECUTIVE LEADERDHIP SEMINAR. Tata Group Executive Leadership Seminar This is a 13-day intensive programme anchored around case studies developed with one of the best management institutes in the world. Senior and middle management professionals, such as people reporting to business heads, functional heads or people with potential to take on such roles in the short to medium term, to participate in this programme.
  26. 26. YOUNG MANAGERS SEMINAR. Tata Group Young Managers Leadership Seminar Aimed at young managers expected to assume future leadership roles in the Group, the guiding philosophy behind this Seminar is : To demonstrate leadership, young managers need an appreciation of the functional areas that impact organizational performance Functional areas must be understood in the context of the interrelationship they have with each other and the business strategy, in creating and sustaining competitive advantage for the organisation To translate their knowledge and understanding and thereby create an impact on the organisation they need to demonstrate leadership
  27. 27. Based on the above philosophy, the Seminar would address the following three areas: Delivering customer value through integrated marketing and operations Role of strategy and finance in creating and sustaining competitive advantage Business leadership in changing times These modules are being developed by TMTC in collaboration with different professionals who have identified expertise in specific areas. Professionals involved include people from IIMs; University of Michigan, USA; and Centre for Creative Leadership, USA. In between these modules, participants have to explore areas either at their workplace or in the Group, where they can apply their learnings through a project or a problem solving approach. Young promising managers from middle to junior levels of management will be invited to this programme Participants should ideally to be in the age group of 28 to 32 years.
  28. 28. TATA HR GURUKUL. The Tata group recently launched Tata HR Gurukul, an initiative which reflects the importance the group attaches to professional HR practices. The Gurukul was created to enable all Tata managers to develop critical HR skills, to leverage the competitive advantages of their businesses through appropriate HR practices. HR Gurukul provides a six-month programme package. Each programme has eight learning segments, associated with various HR areas. Each segment is divided into half-day units focusing on two problem-solving workshops. The projects have to be undertaken at the workplace while being on-the-job.
  29. 29. The Gurukul programme is linked with other Tata Group HR initiatives like the Tata Business Excellence Model (TBEM), the Balanced Scorecard and the Wayne Brockbank model. The programme addresses the aspect of competence in all managers to provide quality HR processes and systems as required under TBEM. The programme adopts the holistic approach enshrined in the balanced scorecard and emphasises quantitative data and measurement parameters in executing HR actions. Its segments are contoured on the Brockbank model. The programme specializes in the application of HR principles, organizational design, performance management, employee relations, community relations, HR strategy and change management. It also focuses on some other key areas like learning, education, careers and staffing.
  30. 30. HR Gurukul aims at maximizing the business impact of HR. Participants are expected to learn to analyze compensation survey data, mapping a business process, mapping competencies, carrying out role analysis, handling change management issues and managing separation at the work place.
  31. 31. On the job facilities included the practices which given by the enterprise within the organization.It includes. Experimental method. Position rotation. Special project. Case study. ON THE JOB METHOD.
  32. 32. CASE STUDY METHOD. Case study method is an excellent way of developing analytical skills.This method was developed by the Harvard Business school. It is a written description of an actual situation in the business which provokes in reader the need to decide what is going on, what the situation really is or what the problem really are and what can be and should be done. Methodology. Preparation for the case. Oral case analysis. Applying the case study method.
  33. 33. EXPERIMENTAL LEARNING TECHNIQUES. It is actioned oriented behavior situation.the purpose of the action situation is to have participants generated their own data about each of the key concept to be studied or understood. POSITION ROTATION. The major objective of position rotation method is the broadening of the background of trainee in the organization. It provides information in all functional area to employees.
  34. 34. OFF THE JOB METHOD. It includes the external facilities. In this some times firm invites faculties from outside or organize development program outside the firm. It includes Role play. Sensitivity training. T group method. Stimulation.
  35. 35. ROLE PLAY. It is an educational technique in which some problem,involving human interactions,real or imaginary,is presented,then spontaneously acted out.this is followed by discussion and analysis to determine what happened and why and how the problem could be better handled in future. T-GROUP. T-groups are process oriented. It lead to understanding of the self and contribute towards organizational change and development through training in attitudinal changes in the participants and creating better team work.
  36. 36. SENSITIVITY TRAINING. It is a group training method that uses intensive participation and immediate feed back for self analysis and change.
  38. 38. EMPLOYEES RELATION. According to Indian management thoughts and practices some ethos are very important such as Individual development. Service attitude. Motivation. Creativity. Personality development. Dignity of work a balanced life.
  39. 39. Indian culture. Indian culture more oriented towards cooperation. It focuses to show respect to others. It says that leader should develop the followers in such a manner that along with the job skills values need to be developed. IT also belives in NISHKARMA KARMA. It maintains balance between spiritualism and materialism. All these things giving importance to EMPLOYEES RELATION.
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