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Training and Development HRD
 

Training and Development HRD

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    Training and Development HRD Training and Development HRD Presentation Transcript

    • Rustomjee
      Business
      School
      Ch3. Training & Development
      - Yogesh Kamath
      For studying - I Suggest see the PPT in the slide show mode
    • Today’s Agenda
      1
      Meaning
      • What is T&D, How does it fit in the HRD process
      2
      Purpose – why is it used
      • Improving performances, skill development etc
      3
      Significance of T&D – when is it used
      • mobility, advances in technology, m&a etc
      4
      The Process of T&D.
      • Needs assessment phase, Prog. design, Implementation, Evaluation
      5
      Case Studies
      • Lets analyse.
    • Today’s Agenda
      1
      Meaning
      • What is T&D, How does it fit in the HRD process
      2
      Purpose – why is it used
      • Improving performances, skill development etc
      3
      Significance of T&D – when is it used
      • mobility, advances in technology, m&a etc
      4
      The Process of T&D.
      • Needs assessment phase, Prog. design, Implementation, Evaluation
      5
      Case Studies
      • Lets analyse.
    • Training – Process that attempts to improve performance on a currently held job for knowledge and skills, to bring about a change in specific KSA.
      EX – Computer Language, Machine Operations, Playing Tennis.
      Training & Development
      Training & Dvp
      Development – Acquire capabilities beyond those required by the current job, is holistic and aimed at overall personal development.
      EX – Problem solving, Decision making, People skills etc.
    • Benefits of training and Development
      Organisational Benefits
      Customer Benefits
      Employee Benefits
      • Increase Efficiency and Profitability.
      • Reduce attrition.
      • Make employees accountable and give wider roles.
      • Better Quality Products and Services.
      • Improved performance.
      • Increase employability.
      • Enhanced motivation.
      • Opportunity for upward mobility.
    • Chapter snapshot
      1
      Meaning
      • What is T&D, How does it fit in the HRD process
      2
      Purpose – why is it used
      • Improving performances, skill development etc
      3
      Significance of T&D – when is it used
      • mobility, advances in technology, m&a etc
      4
      The Process of T&D.
      • Needs assessment phase, Prog. design, Implementation, Evaluation
      5
      Case Studies
      • Lets analyse.
    • Purpose – why is it used
      An inspite of having great sales figures last is year is scoring below target this year
      The company is converting into a paperless company
      Performance Improvement
      Skill Udating
      Solving Organisational Problem
      Purpose of T&D
      New Employee Orientation
      Preparation for Promotion
      A group of 5 are recruited from the campus
      Mr. Mehta is due for a promotion
      Opportunities for Personal Growth
    • Chapter snapshot
      1
      Meaning
      • What is T&D, How does it fit in the HRD process
      2
      Purpose – why is it used
      • Improving performances, skill development etc
      3
      Significance of T&D – when is it used
      • mobility, advances in technology, m&a etc
      4
      The Process of T&D.
      • Needs assessment phase, Prog. design, Implementation, Evaluation
      5
      Case Studies
      • Lets analyse.
    • Significance of T&D – when is it used
      Employee Mobility
      Advances in Technology
      Workforce Diversity
      Significance of T&D
      Work Design
      Re-structuring
      M&A
    • - September 15, 2010 
      India's largest IT services provider, Tata Consultancy Services, is investing Rs 1,000 crore (Rs 10 billion) to set up a training campus in Kerala housing 10,000 professionals.
      Construction will commence in 2011-12 and be completed in three years. TCS is the second IT firm to set up such a facility after Bengaluru-based Infosys Technologies inaugurated its campus in Mysore last year.
      The TCS campus, set in 82 acres in Thiruvananthanpuram, will have classrooms, auditoria, computer laboratories, a library, cafeterias, accommodation facilities as well as recreational and shopping areas. The firm has had a 2,000-seat primary training centre in the city since 1997.
      "The 10,000-seat campus will set a global benchmark for corporate learning institutions in terms of physical infrastructure, as well as professional and personal development programmes," said N Chandrasekaran, chief executive officer and managing director, TCS.
      TCS to set up Rs 1,000-crore mega campus in Kerala
    • Chapter snapshot
      1
      Meaning
      • What is T&D, How does it fit in the HRD process
      2
      Purpose – why is it used
      • Improving performances, skill development etc
      3
      Significance of T&D – when is it used
      • mobility, advances in technology, m&a etc
      4
      The Process of T&D.
      • Needs assessment phase, Prog. design, Implementation, Evaluation
      5
      Case Studies
      • Lets analyse.
    • T&D Process
      PHASE – I
      Need for T&D
      Implementation
      • Monitoring
      Gap – required and available skills
      • Other actions – Hiring, Job Redesign.
      Org. goals and Objectives
      PHASE – II
      PHASE - IV
      Training needs assessment -
      • Org. analysis.
      • Job analysis.
      • Person analysis.
      Programme Design -
      • Selection of Trainees.
      • Selection of trainers.
      • Selection of Methods
      Evaluation -
      • Reactions.
      • Learning.
      • Behavior.
      • Results.
      PHASE - III
    • Phase I – Need Assessment
      Need can be assessed by – Productivity, Resources Getting Wasted, Poor Quality, Customer complaints, Accidents, Low Motivation, Long Term vision etc
      Motorola and IBM conduct annual surveys to assess training needs in context with the company’s short and long term goals.
      IBM tried to reduce layoffs by training employees to be sales representatives and they achieved another goal when faced with surplus.
      Developmental approach for grooming future leaders - ING Vysya Bank, realizing the importance of infusing young blood into the officer ranks, had recruited young MBAs as management trainees during the mid 90s. This followed a years training on banking, behavioral aspects, sales, diverse product knowledge.
    • Clearly specify desired outcomes, select trainees, select trainers and the method for training.
      Phase II – Programme design
      AtJWT the best training programmes are designed for star performers with an aim to groom them as future leaders. O&M and GroupM design majority of their training programmes for young talent. Fast Trackers - at GroupM young achievers are trained by giving them addittional responsibilities
      Trainers can either be internal or external. Some Characteristics of a good trainer – sincerity, sense of humour, detailed subject knowledge, interest, enthusiasm, simplify complex concepts and learning abilities.
      TCS has ‘Train the Trainer’ programme in place.
    • Phase II – Programme design
      IBMDaksh – has a separate in-house training group called TTBU – Talent Transformation Business Unit Group this is run as a separate business unit with its own staff and is reponsible for output measures, Voice Quality, costs and customer satisfaction.
      Accentture – has outsourced cross-culural and communication training to vendors. For technical training it has what it calls a ‘Leaders Teaching Leaders’ approach
      At ICICI Bank they have a ‘Leadership Talent List’ which comprises of senior executives who spend time training their juniors.
    • Choose a training method which is in line with the objective and the level of the participants.
      Phase II – Programme design, Methods
      Seminars and Conferences
      Simulation/ on the job
      Lectures
      Case Study
      Role Plays
      Low trainee participation
      High trainee participation
      Continuum of Training and development
    • Reaction.
      Learning.
      Behavior.
      Results
      Phase IV – Evaluation
      General Criteria for Training Evaluation
      Evaluation by Determining the Value
      Cost Benefit Approach
      Comparing Benefits and cost
      ROI
      Gain in Rupee Terms
      Benchmarking
      Comparing against recognised leader
    • JWT evaluations are based on feedback from the trainees – Reactions, Trainees have learnt to network and bounce off ideas better and also the communication across has improved – Behavior. Here it is believed that training helps improve the quality of output and increase customer satisfaction – Results
      Phase IV – Evaluation
    • Phase IV – Evaluation
      ROI
      ROI = net benefit of training x 100
      Training costs
      Benefits can be amount saved, Productivity increase, reduced complaints, accidents etc. Ford Motors, British Airways and Motorola.
      Benchmarking
      Evaluating a company’s practices against recognised leaders in the industry, to identify the areas for improvement.
      Some agencies come out with periodic information about the best practices followed in the industry.
    • Phase IV – Evaluation
      Some Benchmarks
      McDonalds invest more than $ 1 bln annually for T&D.
      Infosys spends 2.65% of its turnover on education and research, every employee receives 47 hours of training/ year.
      ICICI facilitates 62 hours of training per employee.
      Genpact - $ 8 mln in training, 313 trainers, 70 part-time trainers provide training to 25,000 strong workforce.
      JWT – invests Rs 2.25 crores every year on 4,000 mandays of training.