This document discusses training and development in organizations. It begins by defining training and development as processes for imparting skills, knowledge, and abilities to employees. It distinguishes between training, education, and development. Training refers to specific skills, education is theoretical classroom learning, and development provides general knowledge and attitudes to help employees grow into higher positions. The document outlines the objectives of training as developing competencies, helping employees grow within the organization, and reducing learning times for new roles. It discusses various inputs that should be included in training, such as skills, education, development, ethics, and decision-making skills. Finally, it outlines the benefits of training and development for both organizations and individuals.
A STUDY ON EFFECTIVENESS OF EMPLOYEE’S TRAINING AND DEVELOPMENT IN RANE BRAK...IAEME Publication
This paper deals with “A Study On Effectiveness Of Employee’s Training And Development In Rane Brake Lining Limited, Viralimalai, Trichy” Training is the art of increasing the knowledge for doing a particular job. Training is a planned process to modify the attitude, knowledge skill, behavior etc. Through learning to acquire effective performance on activity on range of activities like investment in plant, machinery, and equipment etc. Employee training is important sub-system of Human Resource Development. Employee training is specialized function and is one of the fundamental operative functions for human resource management. Training is the art of increasing the knowledge for doing a particular job. Training is a planned process to modify the attitude, knowledge skill, etc. Through learning to acquire effective performance on activity on range of activities like investment in plant, machinery, and equipment etc., an organization improves its effectiveness to a large extent by investing in its HR for developing their skill, efficiency and motivation.
This report is uploaded with the intention to give an idea to the undergraduate regarding the contents of the internship report and how to prepare a good report.
A STUDY ON EFFECTIVENESS OF EMPLOYEE’S TRAINING AND DEVELOPMENT IN RANE BRAK...IAEME Publication
This paper deals with “A Study On Effectiveness Of Employee’s Training And Development In Rane Brake Lining Limited, Viralimalai, Trichy” Training is the art of increasing the knowledge for doing a particular job. Training is a planned process to modify the attitude, knowledge skill, behavior etc. Through learning to acquire effective performance on activity on range of activities like investment in plant, machinery, and equipment etc. Employee training is important sub-system of Human Resource Development. Employee training is specialized function and is one of the fundamental operative functions for human resource management. Training is the art of increasing the knowledge for doing a particular job. Training is a planned process to modify the attitude, knowledge skill, etc. Through learning to acquire effective performance on activity on range of activities like investment in plant, machinery, and equipment etc., an organization improves its effectiveness to a large extent by investing in its HR for developing their skill, efficiency and motivation.
This report is uploaded with the intention to give an idea to the undergraduate regarding the contents of the internship report and how to prepare a good report.
When we think about refreshment, the first thing that comes to our mind is coffee or tea. Most people prefer coffee and most prefer tea and these two drinks have become a part of a human being’s life.
Here we (I) have concentrated on coffee which is considered as a traditional drinks especially in south India. People here start their everyday life with a cup of coffee. Not only in south India but in all parts of the world people are so dependent and addicted to coffee that it acts as a daily schedule to every body every where. But this coffee is not grown in all parts of the world but is grown in very few places with right kind or weather, atmosphere and most important of all, the soil of that region.
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The sugar industry occupies a major portion in the (organization) industries of India. The sugar industries have rank second next to cotton and textile industries. The sugar industry started since 1830. China is the first producer of sugar in the world. It provides highest direct employment opportunities.
The sugar industry is one of the important Ago-based industry of the country India is the fourth major sugar production in the world. The first three is Russia, Brazil and Cuba. Sugar industry provides direct employment to nearly 3lakh persons this industry supports about 25 million agriculturists. It pay’s both to the central government and the state government about Rs.350 crores by way of different taxes. The capital employed in the industry is of the order of Rs.780 crores. There are about 414 mills producing sugar, which are spread all over the country.
When we think about refreshment, the first thing that comes to our mind is coffee or tea. Most people prefer coffee and most prefer tea and these two drinks have become a part of a human being’s life.
Here we (I) have concentrated on coffee which is considered as a traditional drinks especially in south India. People here start their everyday life with a cup of coffee. Not only in south India but in all parts of the world people are so dependent and addicted to coffee that it acts as a daily schedule to every body every where. But this coffee is not grown in all parts of the world but is grown in very few places with right kind or weather, atmosphere and most important of all, the soil of that region. It is usually grown in hill stations with adequate amount of rainfall and such places which are high above sea level. Therefore in India, Karnataka is such a place, especially South Karnataka which produces the highest amount of coffee in whole India. Most parts of Karnataka such as Chikmagalur district and many parts in Hassan District, and also Coorg.
A Study on Sugar Industry at Chamundeshwari SugarProjects Kart
The discovery of sugarcane from which sugar was produced had been known since thousands of years. It is thought to have originated in New Guinea, and was spread along routes to Southeast Asia and India. The process known for creation of sugar, by pressing out the juice and then boiling it into crystals, was developed in India around 500 BC.
Its cultivation was not introduced into Europe until the middle-ages, when it was brought to Spain by Arabs to thrive in a most favorable climate.
Study on Inventory Management at Reid & Taylor (India) LtdProjects Kart
Inventory is a list of goods and materials, or those goods and materials themselves, held available in stock by a business. Inventory management is primarily about specifying the size and placement of stocked goods. Inventory management is required at different locations within a facility or within multiple locations of a supply network to protect the regular and planned course of production against the random disturbance of running out of materials or goods. The scope of inventory management also concerns the fine lines between replenishment lead time, carrying costs of inventory, asset management, inventory forecasting, inventory valuation, inventory visibility, future inventory price forecasting, physical inventory, available physical space for inventory, quality management, replenishment, returns and defective goods and demand forecasting.
Study on Working Capital Management at PNBProjects Kart
The prime objective of any business is to maximize the value of the company and to maximize the wealth of its shareholders. Working capital management has its own role to play in attaining this goal. Working capital is the funds required for day to day working in a business concern. The working capital management involves deciding upon the amount and composition of current assets and how to finance those assets. There should be a proper trade off between risk and profitability in each decision relating to it. This project work has been undertaken to know the procedures involved in the working capital management in PUNJAB NATIONAL BANK. An attempt is made to study the factors contributing towards working capital and the sources on which the company is depending for funds. The research study was also conducted to derive working capital ratios, to know the performance and efficiency of working capital management and to know the kind of policy adopted in this part of the management. For analyzing the factors and conditions influencing working capital tables and graphs were drawn based on the study. pubjab national bank mba project, summer internship 2017, project reprot, punjab national bank pdf, risk, project report pdf, project report, customer satisfaction in punjab national bank
Study on Mutual Fund is the Better Investment PlanProjects Kart
Mutual funds have become a hot favorite of millions of people all over the world. The driving force of mutual fund is the ‘safety of the principal’ guaranteed, plus the added advantage of capital appreciation together with the income earned in the form of interest or dividend. People prefer Mutual Funds to bank deposits, life insurance and even bond because with a little money, they can get into the investment game. One can own string blue chips like ITC, TISCO, Reliance etc., through mutual funds. Thus, mutual funds act as a gateway to enter into big companies hitherto inaccessible to an ordinary investor with his small investment.
Study on Store Environment and Merchandising Mix at Big BazaarProjects Kart
Retailing consists of those business activities involved in the sale of goods and services to consumers for their personal, family, or household use. Retailing comprises of four elements customer orientation, coordinated effort, value-driven, and goal orientation. The word "Retail" originates from a French-Italian word. Retailer-someone who cuts off or sheds a small piece from something. Retailing is the set of activities that markets products or services to final consumers for their own personal or household use. It does this by organizing their availability on a relatively large scale and supplying them to customers on a relatively small scale. Retailer is a Person or Agent or Agency or Company or Organization who is instrumental in reaching the Goods or Merchandise or Services to the End User or Ultimate Consumer.
Initial Public Offers and Due DiligenceProjects Kart
This report, as the Title “Initial Public Offers and Due Diligence: The Role of a Investment Banker”, is an attempt to bring forth the importance of the process of Due Diligence and the significance of the vital role played by the Investment Banker in managing the issue of an Initial Public Offer (IPO).
When a Company issues an IPO, it means it is going public. The issue of an IPO introduces a great degree of transparency in a Company‟s operations. All the relevant and updated information pertaining to the company is laid down before the investors so that they may make an investment decision. Again, there are set procedures, rules, regulations and laws to be followed in laying down this information before the investors. A document called the Prospectus‟ must be prepared. The Prospectus captures all the necessary information that is to be made available to the investors. Apart from the Prospectus, there are various other company documents that need to be verified and summarized in order to present them before the investors.
Influence of ADR on Underlying Stock PricesProjects Kart
Globalization has opened the door for the investors to avail various investment avenues across the globe. American Depository Receipt (ADR) is one such opportunity to the investing community. The ADR is a proxy for the Indian shares to enable them to be traded in the American stock exchanges. Various studies conducted on Depository Receipts (DRs) have shown that the trading on the DR sin the foreign market has its influence in the home country’s stock in terms of price, volatility and volume. This interested me and this project is concerned about studying “Whether the price fluctuations of ADR affect the corresponding Indian share prices?”
After the liberalization of the economy in 1991, the corporatist started sourcing their capital from both domestic and foreign markets. The Indian shares cannot be directly listed in the American stock exchanges. ADRs have been very helpful in this purpose. So a custodian bank receives the shares as deposit and issues receipt to the market. These receipts are issued in appropriate ratio to the shares deposited with the depository. The market players in the stock exchanges trade these receipts.
Impact of ERP on Organizational Functions in Retail SectorProjects Kart
The business environment has changed more in the last five years than it did in the previous five decades. Winning in today’s business climate requires more than just providing high-quality, low-cost products to customers, when and how the customers want them. The ability to respond to new customer needs and seize market opportunities as they arise, without compromising on the profitability of the firm is critical for the success of any organization. Competitive pressures frequently force manufacturers to decrease prices in spite of the fact that their internal costs continue to rise. Enterprises are continuously striving to improve themselves in the areas of quality, time to market, customer satisfaction, performance and profitability. Making informed business decisions in this manner would enable organizations to accomplish their business growth and at the same time enable them to utilize the information to competitive advantage. To make it possible for the companies to execute this vision, there is a need for an infrastructure that will provide information across all functions and locations within the organization and this is the Enterprise Resource Planning (ERP) solution available in the market today.
The Impact of Creativity and Wow Factor in AdvertisingProjects Kart
The approach used in this report is a case study approach. It essentially deals with two aspects; creativity and WOW factor. These two terms have been defined and the impact they have in advertising has been studied. The objectives of doing such a study were to understand creativity, to define it and to find factors that elicit a WOW response from viewers.
Impact of Advertisements on Investors at HDFC Standard Life InsuranceProjects Kart
This project is managing study on “Impact of advertisement on Investors – A case study in HDFC Standard Life Insurance” The scope of study is regarding the advertisements and therefore the presence of HDFC SLIC with relation to in door advertisements and their advertisements & their effectiveness & out door advertisements, however the folks wish to watch them. to understand the notice within the public like better to watch the ads and medium.
Impact of Advertising on Customers in Tata MotorsProjects Kart
The consumer durable market in India has been very competitive in the recent years, with opening up of market for international players due to liberalization; the domestic players are facing a tough competition. So it‟s time for domestic companies to frame new strategies for their production and marketing activities. An evaluation of the effectiveness of the past activities of a company will enable the company in framing these new strategies. Such an effort has been made through this market research to know the http://www.projectskart.com/ on Customers in TATA MOTORS (A case study in AUTO MATRIX, HASSAN).
Recruitment and Selection at Aviva Life InsuranceProjects Kart
The MBA project titled “RECRUITMENT AND SELECTION” Undertaken in AVIVA life insurance.
AVIVA is a UK based insurance group. It has a long history dating back to 1834 and has a joint venture with DABUR groups. Aviva holds a 26 per cent stake in the joint venture and the Dabur group holds the balance 74 per cent share.
It is one of the leading providers of life and pensions products to Europe and has substantial businesses elsewhere around the world.
The project report is about recruitment and selection process that‟s an important part of any organization. Which is considered as a necessary asset of a company? In fact, recruitment and selection gives a home ground to the organization acumen that is needed for proper functioning of the organization.
Financial Freedom through Reverse MortgageProjects Kart
The world population structure shows that population worldwide is ageing owing to exaggerated longevity of older folks and small birth rates in developed and most developing countries. Visit www.projectskart.com for more information. In Asian nation alone, statistics show that variety of older as a proportion of population can show a 107% growth, from 113 million in 2016 and 179 million by 2026 severally.
Financial Analysis on Recession Period at M&M TractorsProjects Kart
Financial ANalysis (also stated as financial plan analysis or accounting analysis) refers to an assessment of the viability, stability and profitable of a business, sub-business or project. Visit www.projectskart.com for more information. It is performed by professionals World Health Organization prepare reports exploitation ratios that create use of data taken from monetary statements and different reports. These reports area unit typically given to prime management mutually of their bases in creating business selections.
Effective Supply Chain Management as a Strategic AdvantageProjects Kart
TSS was established in 1913 and since then it has been in Sirsi. The products have got their own brand image and also customers. Based on the service provided by TSS to its customers we can know how the organization considers its customers and its products to the customers. A study Effective supply chain management as a strategic advantage at TSS is undertaken for assessing the supply towards the customers and to understand the expectations of the customers towards arecanut and its products which will in turn help to take appropriate action by the management for removing the loop holes.
Brand Awareness of Spencer's and Comparative Analysis with Big BazaarProjects Kart
By 2004 the retail industry was growing rapidly in India, and Spencer's Retail decided to pursue an aggressive expansion strategy. The company had the customers, the products, and the employees to make it happen. It just needed an IT infrastructure that could support rapid growth. Visit http://www.projectskart.com/p/contact-us.html for more information. Current servers were at capacity, and the company needed to upgrade before adding new stores. Amit Mukerjee, Group CIO of the RPG Group, describes the challenge as part of the learning curve for retail development in India. ―Retailing is a new business in this country. As the business matures, the process matures, and IT systems must evolve accordingly. The company also needed an enterprise resource planning (ERP) solution to handle critical processes such as supply-chain management. It decided to implement mySAP ERP, now called SAP ERP, and realized the solution needed to run on high-performance servers. Spencer's Retail evaluated several possibilities, including servers from HP, IBM, and Sun Microsystems. It decided to build its IT infrastructure on Sun systems for several reasons. Sun SPARC Enterprise Servers had the performance and scalability needed to sustain its business, and they delivered higher performance at less cost. Sun's knowledge of the retail space in India, as well as its long history with RGP Enterprises, were also deciding factors.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
3.0 Project 2_ Developing My Brand Identity Kit.pptx
A project report on training and development
1. Projectsformba.blogspot.com
NATURE OF TRAINING AND DEVELOPMENT
In simple terms, training and development refers to the imparting of specific
skills, abilities and knowledge to an employee. A formal definition of training &
development is… it is any attempt to improve current or future employee
performance by increasing an employee’s ability to perform through learning,
usually by changing the employee’s attitude or increasing his or her skills and
knowledge. The need for training & development is determined by the
employee’s performance deficiency, computed as follows:
Training & Development need = Standard performance – Actual performance.
We can make a distinction among training, education and development. Such
distinction enables us to acquire a better perspective about the meaning of the
terms. Training, as was stated earlier, refers to the process of imparting specific
skills. Education, on the other hand, is confined to theoretical learning in
classrooms.
Table 1. Training and Education Differentiated
Training Education
Application Theoretical Orientation
Job Experience Classroom Learning
Specific Tasks General Concepts
Narrow / Perspective Broad Perspective
Training refers to the process of imparting specific skills.
Development refers to the learning opportunities
designed to help employees grow.
Education is theoretical learning in classroom.
Though training and education differ in nature and orientation, they are
complementary. An employee, for example, who undergoes training is presumed
to have had some formal education. Furthermore, no training programme is
complete without an element of education. In fact, the distinction between
training and education is getting increasingly blurred nowadays. As more and
more employees are called upon to exercise judgments and to choose alternative
solutions to the job problems, training programmes seek to broaden and develop
the individual through education. For instance, employees in well-paid jobs
and/or employees in the service industry may be required to make independent
decision regarding there work and their relationship with clients. Hence,
organization must consider elements of both education and training while
planning there training programmes.
Development refers to those learning opportunities designed to help employees
grow. Development is not primarily skill-oriented. Instead, it provides general
knowledge and attitudes which will be helpful to employees in higher positions.
Projectsformba.blogspot.com
2. Projectsformba.blogspot.com
Efforts towards development often depend on personal drive and ambition.
Development activities, such as those supplied by management developmental
programmes, are generally voluntary.
To bring the distinction among training, education and development into sharp
focus, it may be stated that “training is offered to operatives”, whereas
“developmental programmes are meant for employees in higher positions”.
Education however is common to all the employees, there grades
notwithstanding.
AIMS/OBJECTIVES OF TRAINING & DEVELOPMENT
The fundamental aim of training is to help the organization achieve its purpose by
adding value to its key resource – the people it employs. Training means
investing in the people to enable them to perform better and to empower them to
make the best use of their natural abilities. The particular objectives of training
are to:
• Develop the competences of employees and improve their performance;
• Help people to grow within the organization in order that, as far as
possible, its future needs for human resource can be met from within;
• Reduce the learning time for employees starting in new jobs on
appointment, transfers or promotion, and ensure that they become fully
competent as quickly and economically as possible.
INPUTS IN TRAINING AND DEVELOPMENTS
Any training and development programme must contain inputs which enable the
participants to gain skills, learn theoretical concepts and help acquire vision to
look into distant future. In addition to these, there is a need to impart ethical
orientation, emphasize on attitudinal changes and stress upon decision-making
and problem-solving abilities.
Skills
Training, as was stated earlier, is imparting skills to employees. A worker needs
skills to operate machines, and use other equipments with least damage or
scrap. This is a basic skill without which the operator will not be able to function.
There is also the need for motor skills. Motor skills refer to performance of
specific physical activities. These skills involve training to move various parts of
one’s body in response to certain external and internal stimuli. Common motor
skills include walking, riding a bicycle, tying a shoelace, throwing a ball and
driving a car. Motor skills are needed for all employees – from the clerk to the
general manager. Employees, particularly supervisors and executives, need
interpersonal skills popular known as the people skills. Interpersonal skills are
needed to understand one self and others better, and act accordingly. Examples
of interpersonal skills include listening, persuading, and showing an
understanding of others’ feelings.
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Education
The purpose of education is to teach theoretical concepts and develop a sense of
reasoning and judgement. That any training and development programme must
contain an element of education is well understood by HR specialist. Any such
programme has university professors as resource persons to enlighten
participants about theoretical knowledge of the topic proposed to be discussed.
In fact organizations depute or encourage employees to do courses on a part
time basis. Chief Executive Officers (CEO’s) are known to attend refresher
courses conducted by business schools. Education is important for managers
and executives than for lower-cadre workers.
Development
Another component of a training and development is development which is less
skill oriented but stressed on knowledge. Knowledge about business
environment, management principles and techniques, human relations, specific
industry analysis and the like is useful for better management of the company.
Ethics
There is need for imparting greater ethical orientation to a training and
development programme. There is no denial of the fact that ethics are largely
ignored in businesses. Unethical practices abound in marketing, finance and
production function in an organization. They are less see and talked about in the
personnel function. If the production, finance and marketing personnel indulge in
unethical practices the fault rests on the HR manager. It is his/her duty to
enlighten all the employees in the organization about the need of ethical
behavior.
Exhibit # 1 White Collar Crimes
The findings of the KPMG’s fraud survey for 1998, confirm the prevalence of
white collar crimes in corporate India. The survey has pegged the loss due to
delinquencies at Rs.200 crores but KPMG feels that it is only the tip of the
iceberg. According to the study, 66% of the respondents feel that the frauds will
increase.
Respondents have cited kickbacks and expenses accounts as the most frequent
types of internal frauds, and patent infringements, false representation and secret
commissions as the most favored external crimes. Among management frauds,
window dressing of balance sheets is the hot favorite followed by more creative
ones like fudging MIS and giving wrong information.
Attitudinal Changes
Attitudes represent feeling and beliefs of individuals towards others. Attitude
affects motivation, satisfaction and job commitment. Negative attitudes need to
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be converted into positive attitudes. Changing negative attitudes is difficult
because –
1. Employees refuse to changes
2. They have prior commitments
3. And information needed to change attitudes may not be sufficient
Nevertheless, attitude must be changed so that employees feel committed to the
organization, are motivated for better performance, and derive satisfaction from
there jobs and the work environment
Decisions Making and Problem Solving Skills
Decision making skill and problem solving skills focus on method and techniques
for making organizational decisions and solving work-related problems. Learning
related to decision-making and problem-solving skills seeks to improve trainees’
abilities to define structure problems, collect and analysis information, generate
alternative solution and make an optimal decision among alternatives. Training of
this type is typically provided to potential managers, supervisors and
professionals.
Exhibit # 2 Training inputs at HLL
The training and development affords at HLL are designed to develop the
following:
1. Helping employees satisfy personal goals through higher level of skills and
competencies
2. Facilitating higher contribution at there present jobs and preparing them
for the next level of responsibilities
3. Developing individuals and teams to meet the total needs of the
organization
TRAINING AND DEVELOPMENT AS SOURCE OF COMPETITIVE
ADVANTAGE
Companies derive competitive advantage from training and development.
Training and development programmes, as was pointed out earlier, help remove
performance deficiencies in employee. This is particularly true when - (1) the
deficiency is caused by a lack of ability rather than a lack of motivation to
perform, (2) the individual(s) involved have the aptitude and motivation need to
learn to do the job better, and (3) supervisors and peers are supportive of the
desired behaviors.
Training & Development offers competitive advantage to a firm by removing
performance deficiencies; making employees stay long; minimized accidents,
scraps and damage; and meeting future employee needs.
There is greater stability, flexibility, and capacity for growth in an organization.
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Training contributes to employee stability in at least two ways. Employees
become efficient after undergoing training. Efficient employees contribute to the
growth of the organization. Growth renders stability to the workforce. Further,
trained employees tend to stay with the organization. They seldom leave the
company. Training makes the employees versatile in operations. All rounders
can be transferred to any job. Flexibility is therefore ensured. Growth indicates
prosperity, which is reflected in increased profits from year to year. Who else but
well-trained employees can contribute to the prosperity of an enterprise?
Accidents, scrap and damage to machinery and equipment can be avoided or
minimized through training. Even dissatisfaction, complaints, absenteeism, and
turnover can be reduced if employees are trained well.
Future needs of employees will be met through training and development
programmes. Organizations take fresh diploma holders or graduates as
apprentices or management trainees. They are absorbed after course
completion. Training serves as an effective source of recruitment. Training is an
investment in HR with a promise of better returns in future.
A company's training and development pays dividends to the employee and the
organization. Though no single training programme yields all the benefits, the
organization which devotes itself to training and development enhances its HR
capabilities and strengthens its competitive edge. At the same time, the
employee's personal and career goals are furthered, generally adding to his or
her abilities and value to the employer. Ultimately, the objectives of the HR
department are also furthered.
The Benefits of Employee Training
How Training Benefits the Organization:
• Leads to improved profitability and/or more positive attitudes towards profit
orientation. Improves the job knowledge and skills at all levels of the
organization
• Improves the morale of the workforce
• Helps people identify with organizational goals
• Helps create a better corporate image
• Fosters authenticity, openness and trust
• Improves relationship between boss and subordinate
• Aids in organizational development
• learns from the trainee
• Helps prepare guidelines for work
• Aids in understanding and carrying out organizational policies.
• Provides information for future needs in all areas of the organization
• Organization gets more effective decision-making and problem-solving
skills
• Aids in development for promotion from within
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• Aids in developing leadership skills, motivation, loyalty, better attitudes,
and other aspects that successful workers and managers usually display
• Aids in increasing productivity and/or quality of work
• Helps keep costs down in many areas, e.g. production, personnel,
administration, etc.
• Develops a sense of responsibility to the organization for being competent
and knowledgeable
• Improves Labour-management relations
• Reduces outside consulting costs by utilizing competent internal
consultation
• Stimulates preventive management as opposed to putting out fires
• Eliminates suboptimal behavior (such as hiding tools)
• Creates an appropriate climate for growth, communication
• Aids in improving organizational communication
• Helps employees adjust to change
• Aids in handling conflict, thereby helping to prevent stress and tension.
Benefits to the Individual Which in Turn Ultimately Should Benefit the
Organization:
• Helps the individual in making better decisions and effective problem
solving
• Through training and development, motivational variables of recognition,
achievement, growth, responsibility and advancement are internalized and
operationalised
• Aids in encouraging and achieving self-development and self-confidence
• Helps a person handle stress, tension, frustration and conflict
• Provides information for improving leadership, knowledge, communication
skills and attitudes
• Increases job satisfaction and recognition
• Moves a person towards personal goals while improving interactive skills
• Satisfies personal needs of the trainer (and trainee)
• Provides the trainee an avenue for growth and a say in his/her own future
• Develops a sense of growth in learning
• Helps a person develop speaking and listening skills; also writing skills
when exercises are required. Helps eliminate fear in attempting new tasks
Benefits in Personnel and Human Relations, Intra-group & Inter-group Relations
and Policy Implementation:
• Improves communication between groups and individuals:
• Aids in orientation for new employee and those taking new jobs through
transfer or promotion
• Provides information on equal opportunity and affirmative action
• Provides information on other government laws and administrative policies
• Improves interpersonal skills.
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• Makes organizational policies, rules and regulations viable.
• Improves morale
• Builds cohesiveness in groups
• Provides a good climate for learning, growth, and co-ordination
• Makes the organization a better place to work and live
THE TRAINING PROCESS
Figure #1 below outline important steps in a typical training process.
Needs assessment
Organizational
support
Organizational
analysis
Task and KSA
analysis
Person analysis
Developm Training
Instructional ent of Validity
Objective criteria
Selection
and design Transfer
of Validity
instructional
programs
Intraorgani
Training zational
Use of validity
evaluation
models
Interorgani
zational
validity
The Training Process
NEED ASSESSMENT
Needs assessment diagnoses present problems and future challenges to be met
through training and development. Organizations spend vast sums of money
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(usually as a percentage on turnover) on training and development. Before
committing such huge resources, organizations would do well to the training
needs of their employees. Organizations that implement training programmes
without conducting needs assessment may be making errors. For example, a
needs assessment exercise reveal that less costly interventions (e.g. selection,
compensation package, job redesign) could be used in lieu of training.
Needs assessment occurs at two levels-group and individual. An individual
obviously needs when his or her performance falls short of standards, that is,
when there is performance deficiency. Inadequacy in performance may be due to
lack of skill or knowledge or any other problem. The problem of performance
deficiency caused by absence of skills or knowledge can be remedied by
training. Faulty selection, poor job design, uninspiring supervision or some
personal problem may also result in poor performance. Transfer, job redesign,
improving quality of supervision, or discharge will solve the problem. Figure
below illustrates the assessment of individual training needs and remedial
measures.
Performance
Deficiency
Lack of skill
or Other Causes
Knowledge
Non-training
Training
Measures
Figure #2 Needs Assessment and Remedial Measures
Assessment of training needs must also focus on anticipated skills of an
employee. Technology changes fast and new technology demands new skills. It
is necessary that the employee be acquire new skills. This will help him/her to
progress in his or her career path. Training and development is essential to
prepare the employee to handle more challenging tasks. Deputation to a part-
time MBA programme is ideal to train and develop such employees.
Individuals may also require new skills because of possible job transfers.
Although job transfer common as organizational personnel demands vary, they
do not necessarily require training efforts. Employees commonly require only an
orientation to new facilities and jobs. Recently however, economic forces have
necessitated significant retraining efforts in order to assure continued
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employment for many individuals. Jobs have disappeared as technology, foreign
competition, and the forces of supply and demand are changing the face of our
industry.
Assessment of training needs occurs at the group level too. Any change in the
organizations strategy necessitates training of groups of employees. For
example, when the organization decide to introduce a new line of products, sales
personnel and production workers have to be trained to produce, sell and service
the new products. Training can also be used when high scrap or accident rates,
low morale and motivation, or other problems are diagnosed. Although training is
not all, such undesirable happenings reflect poorly-trained workforce.
Needs assessment methods
How are training needs assessed? Several methods are available for the
purpose. As shown in the below table, some are useful for organizational-level
needs assessment others for individual needs assessment
Table #2 Methods Used in Training Needs Assessment
Group or organizational Analysis Individual Analysis
Organizational goals and objective Performance appraisal
Personnel/skill invention Work sampling
Organizational climate indices Interviews
Efficiency indices Questionnaires
Exit interviews Attitude survey
MBO or work planning systems Training progress
Customer survey/satisfaction data Rating scales
Customer survey/satisfaction data
Consideration of current and projected changes
Issue in Needs assessment
Needs assessment, individual or group, should consider several issues
as shown in Fig. #1
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Organizational Support: Needs assessment is likely to make inroads into
organizational life. The assessment tends to change patterns of behavior of
employees. When the needs assessment is carefully designed and supported by
the organization, disruption is minimized and co-operation is much more likely to
occur. Obviously, the analyst needs to take steps to work effectively with all
parties and gain the trust and support of the participants in the needs
assessment.
Organizational Analysis: Having obtained organizational support, the next step
in the needs assessment is an organizational analysis, which seeks to examine
the goals of the organization (short-term and long-term), and the trends that are
likely to affect these goals. The analyst needs to ask and answer the following
questions:
• Is there a sufficient supply of people?
• How does the firm attract, retain and motivate diverse work-force?
• How does the firm compete for individuals with the right skills,
knowledge abilities and attitudes?
• How do employees make the firm competitive, domestically and
internationally?
• Which are the target jobs that require training?
These issues enable the analyst identify skill gaps in people, which training
seeks to fill.
Organizational analysis seeks to examine
the goals of the organization and the trends
that are likely to affect these goals.
Task and KSA Analysis In addition to obtaining organizational support and
making organizational analysis, it is necessary to assess and identify what tasks
are needed on each job and which knowledge, skills and abilities (KSAs) are
necessary to perform these tasks. This assessment helps prepare a blueprint
that describes the KSAs to be achieved upon completion of the training
programme.
Person Analysis: This analysis obliviously targets individual employees. A very
important aspect of person analysis is to determine which necessary KSAs have
already been learnt by the prospective trainee so that precious training time is
not wasted repeating what has already been acquired. Also, employed who need
to undergo training are identified at this stage.
Benefit of Needs Assessment
Training programmes are designed to achieve specific goals that meet felt
needs. There is always the temptation to begin training without a thorough
analysis of these needs. Should this happen, the training programme becomes
inappropriate and its administration turn to be perfunctory. There are other
benefits of needs assessment are other benefits of needs assessment:
1. Trainers may be informed about the broader needs of the trainees.
2. Trainers are able to pitch their course inputs closer to the specific needs of
the trainees.
3. Assessment makes training department more accountable and more clearly
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linked to other human resource activities, which may make the training
programme easier to sell to line manager.
Consequences of Absence of Training Needs Assessment
The significance of needs assessment can be better understood by looking at the
consequence of inadequate or absence of needs assessment. Failure to conduct
needs assessment can contribute to:
• Loss of business
• Constraints on business development
• Higher labor turnover
• Poorer-quality applicants
• Increased overtime working
• Higher rates of pay, overtime premiums and supplements
• Higher recruitment costs, including advertising, time and incentives
• Greater pressure and stress on management and staff to provide cover.
• Pressure on job-evaluation schemes, grading structures, payment system
and career structure
• Additional retention costs in the form of flexible working time, job sharing,
part time working, shift working, etc.
• Need for job redesign and revision of job specifications
• Undermining career paths and structures
• Higher training costs
Deriving Instructional Objectives
The next phase in the training process is to identify instructional objectives.
Needs assessment helps prepare a blueprint that describes the objectives to be
achieved by the trainee upon completion of the training programme. Instructional
objectives provide the input for designing the training programme as well as for
the measures of success (criteria) that would help assess effectiveness of the
training programme. Below are some sample instructional objectives for a
training programme with sales people.
• After training, the employee will be able to smile at all customers even
when exhausted or ill unless the customer is irate.
• After training, the employee will be able to accurately calculate
mark down on all sales merchandise.
Designing Training and Development Programme
Every training and development programme must address certain vital issues (1)
who participate in the programme? (2) Who are the trainers? (3) What methods
and techniques are to be used for training? (4) What should be the level of
training? (5) What learning principles are needed? (6) Where is the programme
conducted?
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What methods
Who are the Fig #3 Steps inthe
Who are training Programme
and
trainees? trainers?
techniques?
Who are the Trainees? Trainees should be selected on the basis of self
nomination, recommendations of supervisors or by the HR department itself.
Whatever is the basis, it is advisable to have two or more target audiences. For
example, rank-and-file employees and their supervisors may effectively learn
together about a new work process and their respective roles. Bringing several
What should be
target audience together can also facilitate group processes conduct problem
What principles of Where to such as
the level of
learning? useful in quality circle projects.
solving and decision making, elements the programme?
training?
Who are the Trainers? Training and development programmes may be
conducted by several people, including the following:
1. Immediate supervisors,
2. Co-workers, as in buddy systems,
3. Members of the personnel staff,
4. Specialists in other parts of the company,
5. Outside consultants,
6. Industry associations, and
7. Faculty members at universities.
Who among these are selected to teach, often, depends on where the
programme is held and the skill that is being taught. For example, programmes
teaching basic skills are usually done by the members of the HR department or
specialists in other departments of the company. On the other hand,
interpersonal and conceptual skills for managers are taught at universities. Large
organizations generally maintain their own training departments whose staff
conducts the programmes. In addition, many organizations arrange basic-skills
training for computer literacy.
Methods and Techniques of Training: A multitude of methods of training are
used to train employees. The most commonly used methods are shown in Table
#2. Table #2 lists the various training methods and presents a summary of the
most frequent uses to which these methods are put. As can be seen from Table
#2, training methods are categorized into two groups-{I) on-the-job and (ii) off-
the-job methods. On-the-job methods refer to methods that are applied in the
workplace, while the employee is actually working. Off-the-job methods are used
away from workplaces.
Training techniques represent the medium of imparting skills and knowledge to
employees. Obviously, training techniques are the means employed in the
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training methods. Among the most commonly used techniques are lectures,
films, audio cassettes, case studies, role playing, video-tapes and simulations.
Table #3 presents the list of training techniques along with their ranking based
on effectiveness. The higher the ranking (1 is the highest rank), the more
effective the technique is.
Table # 3 Training Methods and the Activities for which they are used
Orienting
New Sales,
Creative,
Employees, Special Administrative,
Safety Technical &
Introducing, Skills Supervisory &
Education Professional
Innovations Training Managerial
Education
In Products Education
& Services
1 2 3 4 5
A. On the
Job
Training
Orientation Y N N N N
Training
Job Y Y N N N
instruction
training
Apprentice Y Y N N N
training
Internships & N y N Y Y
Assistantship
Job Rotation Y N N N Y
Coaching N Y Y Y Y
B. Off the
Job
Methods
Vestibule Y Y N N N
Lecture Y Y Y Y Y
Special Y Y Y Y Y
Study
Films Y Y Y Y Y
Televisions Y Y Y Y Y
Conference Y N Y Y Y
or
Discussion
Case Study N N N N Y
Role Playing N N N Y N
Simulation Y Y Y Y N
Programmed Y Y Y Y 3
Instructions
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Laboratory N N 3 3 N
training
Y=Yes; N-No
At this point, it is worthwhile to elaborate on important techniques of training. We
explain the following-lectures, audio-visuals, on-the-job training, programmed
instruction, computer aided instruction, simulation and sensitivity training.
Lectures: Lecture is a verbal presentation of information by an instructor to a
large audience. The lecturer is presumed to possess a considerable depth of
knowledge of the subject at hand. A virtue of this method is that is can be used
for very large groups, and hence the cost per trainee is low. This method is
mainly used in colleges and universities, though its application is restricted in
training factory employees. (See Table #3)
Table #4 The Relative Effectiveness of training Methods
Training Knowledge Changing Problem Interpersonal Participant Knowledge
Method Acquisition Attitudes Solving Skills Acceptance retention
Rank Rank Skills Rank Rank Rank
Case study 2 4 1 4 2 2
Conference 3 3 4 3 1 5
Lecture 9 8 9 8 8 8
Business games 6 5 2 5 3 6
Films 4 6 7 6 5 7
Programmed 1 7 6 7 7 1
Instruction
Role Playing 7 2 3 2 4 4
Sensitivity
Training 8 1 5 1 6 3
Television 5 9 8 9 9 9
Lecture
Limitations of the lecture method account for its low popularity. The method
violates the principle of learning by practice. It constitutes a one-way
communication. There is no feedback from the audience.. Continued lecturing is
likely to bore the audience. To break the boredom, the lecturer often resorts to
anecdotes, jokes and other attention-getters. This activity may eventually
overshadow the real purpose of instruction. However, the lecture method can be
made effective it if is combined other methods of training.
Audio-visual: Visuals Audio-visuals include television slides, overheads, video-
types and films. These can be used to provide a wide range of realistic examples
of job conditions and situations in the condensed period of time. Further, the
quality of the presentation can be controlled and will remain equal for all training
group. But, audio-visuals constitute a one-way system of communication with no
scope for the audience to raise doubts for clarification. Further, there is no
flexibility of presentation from audience to audience.
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On the job Training (OJT) Majority of industrial training is of the on-the-job-
training type. OJT is conducted at the work site and in the context of the job.
Often, it is informal, as when an experienced worker shows a trainee how to
perform the job tasks.
OJT has advantages. It is the most effective method as the trainee learns by
experience, making him or her highly competent. Further, the method is least
expensive since no formal training is organized. The trainee is highly motivated
to learn he or she is aware of the fact that his or her success on the job depends
on the training received. Finally, the training is free from an artificial situation of a
classroom. This contributes to the effectiveness of the programme.
OJT suffers form certain demerits as well. The experienced employee may lack
experience or inclination to train the juniors. The training programme itself is not
systematically organized. In addition, a poorly conducted OJT programme is
likely. to create safety hazards, result in damaged products or materials, and
bring unnecessary stress to the trainees.
OJT is conducted at the work site and in the context of the job. It is, much time,
informal. An experienced worker shows a trainee how to work on the job.
Programmed Instruction (PI) This is a method where training is offered without
the intervention of a trainer. Information is provided to the trainee in blocks, either
in a book of thought a teaching machine. After reading each block of material, the
learner must answer a question about it. Feedback in the form of correct answers
is provided after each response. Thus, programmed instruction (PI) involves:
1. Presenting questions, facts, or problems to the learner
2. Allowing the person to respond
3. Providing feedback on the accuracy of his or her answers
4. If the answers are correct, the learner proceeds to the next block. If not,
he or she repeats the same.
The main advantage of PI is that it is self-paced-trainees can progress through
the programme at their own speed. Strong motivation is provided to the learner to
repeat learning. Material is also structured and self-contained, offering much
scope for practice.
The disadvantages are not to be ignored. The scope for learning is less,
compared to other methods of training. Cost of preparing books, manuals and
machinery is considerably high.
Computer-Assisted Instruction (CAI) This is an extension of the PI method.
The speed memory and data-manipulation capabilities of the computer permit
greater utilization of basic PI concept. For example, the learner's response may
determine the frequency and difficulty level of the next frame.
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CAI is an improved system when compared to the PI method, in at least three
respects. First, CAI provides for accountability as tests are taken on the
computer so that the management can monitor each trainee's progress and
needs. Second, a CAI training programme can also be modified easily to reflect
technological innovations in the equipment for which the employee is being
trained. Third, this training also tends to be more flexible in that trainees can
usually use the computer almost any time they want, and thus get training when
they prefer. Not to be ignored is the fact that from CAI is as rich and colorful as
modem electronic games, complete with audio instruction displays. A deterrent
with regard to CAI is its high cost, but repeated use may justify the cost.
Simulation: A simulator is any kind of equipment or technique that duplicates as
nearly as possible the actual conditions encountered on the job. Simulation then,
is an attempt to create a realistic decision-making environment for the trainee.
Simulations present likely problem situation and alternatives to the trainee. For
example, activities of an organization may be simulated and the trainee may be
asked to make a decision in support to those activities. The results of those
decisions are reported back to the trainee with an explanation of what would
have happened had they actually made in the workplace. The trainee learns from
this feedback and improves his/her subsequent simulation and workplace
decisions.
The more widely held simulation exercises are case study, role playing and
vestibu1 training.
Case Study: is a written description of an actual situation in business which
provokes, in the reader, the need to decide what is going on, what the situation
really is or what the problems are, and what can and should be done. Taken from
the actual experiences of organizations, these cases represent to describe, as
accurately as possible, real problems that managers have faced. Trainee studies
the cases to determine problems, analyses causes, develop alternative solutions,
select the best one, and implement it. Case study can provide stimulating
discussions among participants as well as excellent opportunities for individuals
to defend their analytical and judgment abilities. It appears to be an ideal method
to promote decision-making abilities within the constraints of limited data.
Role playing: generally focuses on emotional (mainly human relations) issues
rather than actual ones. The essence of role playing is to create a realistic
situation, as in case study, and then have the trainee assume the parts of
specific personalities in the situation. For example, a male worker may assume
the role of a female supervisor, and the supervisor may assume the role of a
male worker. Then, both may be given a typical work situation and asked to
respond as they expect others to do. The consequences are a better
understanding among individuals. Role playing helps promote interpersonal
relation. Attitude change is another result of role playing. Case study and role
playing are used in MDPs
Vestibule Training: utilizes equipment which closely resembles the actual ones
used on the job. However, training takes place away from the work environment.
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A special area or a room is set aside from the main production area and is
equipped with furnishings similar to those found in the actual production area.
The trainee is then permitted to learn under simulated conditions, without
disrupting ongoing operations. A primary advantage of vestibule training it
relieves the employee from the pressure of having to produce while learning. The
emphasis is on learning skills required by the job. Of course, the cost of duplicate
facilities and a special trainer is an obvious disadvantage.
The advantage of simulation is the opportunity to 'create an environment' similar
to real situations the manager incurs, but without the high costs involved should
the actions prove undesirable. The disadvantage is (i) it is difficult to duplicate the
pressures and realities of actual decision-making non the job and (ii) individuals
often act differently in real-life situations than they do in acting out a simulated
exercise.
Sensitivity Training: Sensitivity training uses small numbers of trainees, usually
fewer than 12 in a Group. They meet with a passive trainer and gain insight into
their own and others' behavior. Meeting have no agenda, are held away from
workplaces, and questions deal with the 'here and now' of the group process.
Discussions focus on 'why participants behave as they do, how they perceive
one another, and the feelings and emotions generated in the interaction process.
The objectives of sensitivity training are to provide the participants with increased
awareness of their own behavior and how others perceive them-greater
sensitivity to the behavior of others, and increased understanding of group’s
processes. Specific results sought include increased ability to empathize with
other, improved listening skills, greater openness, increased tolerance of
individual difference and increased conflict-resolution skills. The drawback of this
method is that once the training is over, the participants are themselves again
and they resort to their old habits.
Sensitivity training can go by a variety of names-laboratory training, encounter
groups, or T- groups (training groups). Table 9.9 shows some more techniques of
training.
Exhibit # 3 Training goes Techno-Savvy
In today’s electronic world, the World Wide Web (WWW) is all pervasive. The
internet and intranet are changing the face of training and learning. Using a PC, a
modem and a web browser, it has become possible to learn online.
Web-based courses through distance learning are virtual. An employee can
simply connect to the Internet study the syllabus options available, and enroll for
the courses electronically. He or she can then receive a. course work online and
even take tests and advance to the next level-all from his or her own house.
Global giants like Motorola and Ford Motor are reaping the benefits of virtual
learning. Employees of Motorola have access of self-paced computer based
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training (CBT) material through the firm's Intranet Motorola offers nearly one
hundred online courses, mostly in information technology.
Virtual learning presents its own challenges. The biggest being an infrastructure
to connect the entire organization across the seven seas. Web servers, ISDN
lines, laptops, and personnel computers are the basic requisites. But these
facilities will payoff in the long-run. Firms investing in virtual learning technologies
can slash their training budgets by 30 to 50 per cent
Learning through the web can be very convenient for' employees. There are no
fixed schedules or limitations of time. One can attend the course at home, in the
evening when one is at leisure, or while traveling to work. The learners do not
have to depend on the trainer's availability.
It is not just the technical programs: soft skills can also be learnt electronically.
One firm used a CDROM manual to impart soft-skills like performance
management, coaching, and interviewing skills. The CDROM based training was
supplemented with shared learning via teleconferencing, where managers
discussed key learning’s and asked for clarifications. Face to face, role-playing
exercises were added for the human touch.
One advantage of computer-based soft-skills training is that it helps maintain
anonymity in situations that may be discomforting for trainees. For example, role-
playing exercises, may call for sharing personal information with strangers. This
can be avoided in a virtual-learning setting, till the time the learner becomes more
open and flexible.
It reads like who is who in using virtual learning. Motorola and Ford are only the
two. There are others too. IBM, for example, has a virtual university, IBM Global
Campus, to provide its employees continuous skills-driven-Learning opportunities
via the corporate intranet across the globe.
Federal Express has turned to interactive multimedia for a more effective training
system. Employees have the facility to get training via personnel computers
during regular working hours at any time convenient to them.
Texas Instrument has been using satellite-based and CBT for a long time. The
firm's satellite broadcast links employees in countries all over the world, including
Germany, Italy, France, England, Japan, and India.
Boeing delivers interactive training to its 22,000 managers globally through a
communication service that uses the satellite broadcast technology. One
application of the service was a short strategic planning skills course for
employees in Boeing offices in US, Japan, Australia, and Western Europe. The
course participants viewed the workshops on monitors in corporate conference
rooms as well as on large-screen video-projection equipment in auditoriums. The
online training was supplemented with small-group work with a site facilitator,
presentations via satellite from Boeing experts, workbook exercises, and audio
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interaction with instructors. Boeing reported savings of $ 9 million in travel costs
alone.
Table #5 Techniques of Training
Technique Description
Ice Breakers Games to get team members know each other
Leading Games Exercise to each different styles of leadership
Skill Games Test to develop analytical skills
Communication Games Exercise to build bias free listening and talking
Strategic planners Games to test ability to plan ahead
Team building games Exercise requiring collaborative effort
Role reversal Exercise to teach plurality of view
Doubling Bring out the ideas that are not often expressed
Tag Teams One role played alternately by two participant
Mirroring Training with external perspective
Monodrama Insight into a given interaction
Shifting physical position highlighting of communication problems
Structured role playing Role play with predetermined objective
Multiple role playing Providing a common focus of discussion
Built-in-tension Teaching the importance of resolving matter
Shadowing Working under a senior to watch and learn
Outward bound training Adventure sports for teams
9 + 1 + 23 Self-assessment by a leader of leadership skills
Lateral Thinking Thinking randomly to come up with new ideas
Morphological Analysis Listing of alternative solution to problems
Gordon Technique Steering a discussion to crystallize solutions
Attribute Listening Isolation, selection and evaluation of a problem
Cross-Cultural Training Programmes to tech specifics of varied cultures
What should be the Level of Learning? The next question in designing training
and development programme is to decide on the level of learning. As was
pointed out earlier, the inputs passed on to trainees in training and development
programmes are education, skills, and the like.
In addition, there are three basic levels at which these inputs can be taught. At
the lowest level, the employee or potential employee must acquire fundamental
knowledge. This means developing a basic understanding of a field and
becoming acquainted with the language, concepts and relationships involved in
it. The goal of the next level is skills development, or acquiring the ability to
perform in a particular skill area. The highest level aims at increased operational
proficiency. This involves obtaining additional experience and improving skills
that have already been developed.34 All the inputs of training can be offered at
the three levels. How effectively they are learned depends on several principles
of learning.
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Learning Principles: Training and development programmes are more likely to
be effective when they incorporate the following principles of learning:
1. Employee motivation,
2. Recognition of individual differences,
3. Practice opportunities,
4. Reinforcement,
5. Knowledge of results (feedback),
6. Goals
7. Schedules of learning,
8. Meaning of material, and
9. Transfer of learning.
Motivation to learn is the basic requisite to make training and development
programmes effective. Motivation comes from awareness that training fetches
some rise in status and pay. Motivation alone is not enough. The individual must
have the ability to learn. Ability varies from individual to individual and this
difference must be considered while organizing training programmes.
Regardless of individual differences and whether a trainee is learning a new skill
or acquiring knowledge of a given topic, the trainee should be given the
opportunity to practice what is being taught.
Practice is also essential after the individual has been successfully trained. It is
almost impossible to find a professional cricket player who does not practice for
several hours a day. Practice can be a form of positive reinforcement.
Reinforcement may be understood as anything that (i) increases the strength of
response and (ii) tends to induce repetitions of the behavior that preceded the
reinforcement. Distinction may be made between positive reinforcement and
negative reinforcement. Positive reinforcement strengthens and increases
behavior by the presentation of desirable consequences. The reinforcement
(event) consists of a positive experience for the individual. In more general terms,
we often say that positive reinforcement consists of rewards for the individual
and, when presented, contingent upon behavior, tends to increase the probability
that the behavior will be repeated. For example, if an employee does something
well and is complimented by the boss, the probability that the behavior will be
repeated will be strengthened. In negative reinforcement, the individual exhibits
the desired behavior to avoid something unpleasant. An example might by an
employee who does something to avoid incurring a reprimand from his or her
boss. If an employee who had the habit of coming late to work, assuming this as
an unpleasant experience, the employee might begin to come on time to avoid
criticism. Thus, the effect of negative reinforcement is avoidance of learning.
Knowledge of results is a necessary condition for learning. Feedback about the
performance will enable the learner to know where he or she stands and to
initiate corrective action if any deviation from the expected goal has taken place.
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There are certain tasks for which such feedback is virtually mandatory for
learning. A crane operator, for example, would have trouble learning to
manipulate the controls without knowing how the crane responds to control
actions.
Goal setting can also accelerate learning, particularly when it is accompanied by
knowledge of results. Individuals generally perform better and learn more quickly
when they have goals, particularly if the goals are specific and reasonably
difficult. Goals that are too difficult or too easy have little motivational value.37
further, goals will have better motivational value if the employee has a scope for
participation in the goal-setting process.
Probably one of the most well-established principles of learning is that distributed
or spaced learning is superior to continuous learning. This is true for both simple
laboratory tasks and for highly complex ones.
Schedules of learning involve (i) duration of practice sessions, (ii) duration of rest
sessions, and (ill) positioning of rest pauses. All the three must be carefully
planned and executed.
A definite relationship has been established between learning and
meaningfulness of the subject learnt. The more meaningful the material, the
better is the learning process. What is learnt in training must be transferred to the
job. The traditional approach to transfer has been to maximize the identical
elements between the training situation and the actual job. This may be possible
for training skills such as maintaining a cash register, but not for teaching
leadership or conceptual skills. Often, what is learned in a training session faces
resistance back at the job. Techniques for overcoming resistance include
creating positive expectations on the part of trainee's supervisor, creating
opportunities to implement new behavior on the job, and ensuring that the
behavior is reinforced when it occurs. Commitment from the top management to
the training programme also helps in overcoming resistance to change.
Though, it is desirable that a training and development programme incorporates
all these principles, seldom is such a combination effected in practice.
Conduct of Training: A final consideration is where the training and
development programme is to be conducted. Actually, the decision comes down
to the following choices:
1. At the job itself
2. On site but not the job-for example, in a training room in the company
3. Off the site, such as in a university or college classroom, hotel, a resort, or
a conference centres
Typically, basic skills are taught at the job, and basic grammar skills are taught
on the site. Much of interpersonal and conceptual skills are learnt off the site.
Implementation of the Training Programme:
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Once the training programme has been designed, it needs to be implemented.
Implementation is beset with certain problems. In the first place, most managers
are action-oriented and frequently say they are too busy to engage in training
efforts. Secondly, availability of trainers is a problem. In addition to possessing
communication skills, the trainers must know the company's philosophy, its
objectives, its formal and informal organizations, and the goals of the training
programme. Training and development requires a higher degree of creativity
than, perhaps, any other personnel specialty.
Scheduling training around the present work is another problem. How to
schedule training without disrupting the regular work? There is also the problem
of record keeping about the performance of a trainee during his or her training
period. This information may be useful to evaluate the progress of the trainee in
the company.
Programme implementation involves action on the following lines:
1. Deciding the location and organizing training and other facilities.
2. Scheduling the training programme
3. Conducting the programme
4. Monitoring the progress of trainees.
Evaluation of the Programme:
The last stage in the training and development process is the evaluation of
results (see Fig. #1). Since huge sums of money are spent on training and
development, how far the programme has been useful must be
judged/determined. Evaluation helps determine the results of the training and
development programme. In practice, however, organizations either overlook or
lack facilities for evaluation.
Need for Evaluation: The main objective of evaluating the training programmes
is to determine if they are accomplishing specific training objectives, that are,
correcting performance deficiencies. A second reason for evaluation is to ensure
that any changes in trainee capabilities are due to the training programme and
not due to any other conditions. Training programmes should be evaluated to
determine their cost effectiveness. Evaluation is useful to explain programme
failure, should finally, credibility of training and development is greatly enhanced
when it is proved that the organization has benefited tangibly from it.
Principles of Evaluation: Evaluation of the training programme must be based
on the principles:
1. Evaluation specialist must be clear about the goals and purposes of
evaluation.
2. Evaluation must be continuous.
3. Evaluation must be specific.
4. Evaluation must provide the means and focus for trainers to be able to
appraise themselves, their practices, and their products.
5. Evaluation must be based on objective methods and standards.
6. Realistic target dates must be set for each phase of the evaluation
process. A sense of urgency must be developed, but deadlines that are
unreasonably high will result in poor evaluation
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Criteria for Evaluation: The last column in Fig. 9.1 contains a number of
potential goals
1. Training validity: Did the trainees learn during training?
2. Transfer validity: What has been learnt in training, has it been transferred
on the job enhanced performance in the work organization?
3. Intra-organizational validity: Is performance of the new group of trainees,
for which the training programme was developed, consistent with the
performance of the original training group?
4. Inter-organizational validity: Can a training programme validated in one
organization be used successfully in another organization?
These questions often result in different evaluation techniques.
Techniques of Evaluation: Several techniques of evaluation are being used in
organization may be stated that the usefulness of the methods is inversely
proportional to the ease with which evaluation can be done.
One approach towards evaluation is to use experimental and control groups.
Each group is randomly selected, one to receive training (experimental) and the
other not to receive training (control). The random selection helps to assure the
formation of groups quite similar to each other. Measures are taken of the
relevant indicators of success (e.g. words typed per minute, quality pieces
produced per hour, wires attached per minute) before and after training for both
groups. If the gains demonstrated by the experimental groups are better than
those by the control group, the training programme is labeled as successful.
Another method of training evaluation involves longitudinal or time-series
analysis. Measures are taken before the programme begins and are continued
during and after the programme is completed. These results are plotted on a
graph to determine whether changes have occurred and remain as a result of the
training effort. To further validate that change has occurred as a result of training
and not due to some other variable, a control group may be included.
One simple method of evaluation is to send a questionnaire to the trainees after
the completion the programme to obtain their opinions about the programmes
worth. Their opinions could through interviews. A variation of this method is to
measure the knowledge and/or skills that employee possess at the
commencement and completion of a training. If the measurement reveals that the
results after training are satisfactory, then the training may be taken as
successful.
In order to conduct a thorough evaluation of a training programme, it is important
to assess the cost and benefits associated with the programme. This is a difficult
task, but is useful in convincing the management about the usefulness of
training.
Some of the costs that should be measured for a training programme include
needs assessment cost, salaries of training department staff, purchase of
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equipment (computers, videos, handouts), programme development costs,
evaluation costs, trainers' costs, rental facilities and trainee wages during the
training period.
The benefits to be compared with the cost are rupee payback associated with the
improvement in trainees' performance, their behavioral change, and the longevity
of the period during which the benefits would last
Closed-loop System
Referring to Figure #1, it may be observed that the model suggests that a training
programme should be a closed-loop system in which the evaluation process
provides for continual modification of the programme. The information may
become available at several stages in the evaluation process. For example, an
effective monitoring programme might show that the training programme has not
been implemented as originally planned. In other instances, different conclusions
might be supported by comparing data obtained from the evaluation of training.
In addition, even when the training programme achieves its stated objectives,
there are always developments that can affect the programme, including the new
training techniques or characteristics of trainees. Obviously, the development of
training programme needs to be viewed as a continuously evolving process.
E-LEARNING
E-learning refers to the use of Internet or an organizational intranet to conduct
training on-line. E-learning is becoming increasingly popular because of the large
number of employees, who need training. Take Wipro, for example, out of its
17,500 employees, 2,500 are on site and 15,000 employees are in off-shore
centers at Bangalore, Hyderabad, Chennai, Pune and Delhi. How to organize
training for all these? Wipro also has a policy of subjecting any employee for a
two-week training every year. E-learning helps Wipro considerably. Similarly, at
Satyam nearly 80% of the 9,000 employees are logged into the in-house learning
management system for various courses. Infosys has almost 10% of its total
training through e-Learning.
E-learning has come a long way from its early days when it was used extensively
for technical education such as learning new languages and familiarization with
new technologies. Today, firms are introducing soft skill modules as well. Satyam
uses e-learning modules on management provided by Harvard Manage Mentor
Plus. Satyam has even tied up with Universitas 21-a consortium of 16
international universities and Thomson learning-for an on-line MBA.
It is not that e-learning replaces traditional training system. In fact, e-learning
becomes more effective when blended with traditional learning methods. Many
firms use e-Learning as a prerequisite before classroom training popularly called
blended training, a combination of electric learning with classroom approach.
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Routine training such as orientation, safety and regulation compliance is best
handled in classrooms. Learning that requires discussion, tutoring and team-work
can go on-line, though it might also stay in the classroom.
Requisites for E-Learning: E-Learning does not simply mean putting existing
courses and materials on a website. Following requisites need to be provided
before launching learning on-line:
• Sufficient top management support and funding needs to be committed to
develop and implement e-Learning
• Managers and HR professionals need to be "retrained" to accept the idea
that training is being decentralized and individualized.
• Current training methods (compared to e-Learning) are not adequately
meeting organizational training needs.
• Potential learners are adequately computer literate and have ready access
to computers and the Internet
• Sufficient number of learners exists and many of them are self-motivated
to direct their own learning.
Advantages and Disadvantages of E-Learning: E-Learning is advantageous in
as much as it is self-paced, allows for consistency and incorporates built-in
guidance and help. There are problems nevertheless. E-Learning tends to cause
trainee anxiety, as many may not be ready to accept or have access to
computers and Internet. Table #6 brings out the advantages and disadvantages
more comprehensively.
Table #6 Advantages and Disadvantages of E-Learning
Advantages Disadvantages
• It is self paced. Trainees can • May cause trainee anxiety
proceed on their own time
• It is interactive, tapping multiple • Not all trainees may be ready for e-
trainee senses Learning
• Allows for consistency in the • Not all trainees may have easy and
delivery of training uninterrupted access to computers
• Enables scoring of • Not appropriate for all training
services/assessments and content (e.g. leadership, cultural
appropriate feedback change)
• Incorporates built-in guidance and • Requires significant upfront 'cost
helps for trainees to use when and investment
needed
• It is relatively easy for trainers to • No significantly greater learning
update content evidenced in research studies
• Can be used to enhance instructor- • Requires significant top
led training management support to be
successful
Success Factors It is worth pointing out that organizations using e-Learning
exhibit a number of common success factors:
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• Cultural change has taken place about how training and learning happens
and is delivered;
• E-Learning is closely aligned to the needs of the business;
• E-Learning is closely "blended" with other types of training such as
classroom activities and is not used to wholly replace other activities;
• Learning needs that drive the technology rather than the other way
around;
• E-Learning has ongoing support from a senior level and is marketed
effectively throughout the organization;
• A range of people with different skills are involved, including expert
trainers, facilitators, champions of e-Learning and specialist web and
graphic designers
IMPEDIMENTS TO EFFECTIVE TRAINING
There are many impediments which can make a training programme ineffective.
Following are the major hindrances:
Management Commitment is Lacking and Uneven Most companies do not
spend money on training. Those that do, tend to concentrate on managers,
technicians and professionals. The rank-and-file workers are ignored. This must
change, for, as a result of rapid technological change, combined with new
approaches to organizational design and production management, workers are
required to learn three types of new skills: (i) the ability to use technology, (ii) the
ability to maintain it, and (ill) the ability to diagnose system problems. In an
increasingly competitive environment, the ability to implement rapid changes in
products and technologies is often essential for economic viability
Aggregate Spending on Training is Inadequate Companies spend minuscule
proportions of their revenues on training. Worse still, budget allocation to training
is the first item to be cut when a company faces a financial crunch.
Educational Institutions Award Degrees but Graduates Lack Skills This is
the reason why business must spend vast sums of money to train workers in
basic skills. Organizations also need to train employees in multiple skills.
Managers, particularly at the middle level, need to be retrained in team-playing
skills, entrepreneurship skills, leadership skills and customer-orientation skills.
Large-scale Poaching of Trained Workers Trained workforce is in great
demand. Unlike Germany, where local business groups pressure companies not
to poach on another company's employees, there is no such system in our
country. Companies in our country, however, insist on employees to sign 'bonds
of tenure' before sending them for training, particularly before deputing them to
undergo training in foreign countries. Such bonds are not effective as the
employees or the poachers are prepared to pay the stipulated amounts as
compensation when the bonds are breached.
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No Help to Workers Displaced because of Downsizing Organizations are
downsizing and de-layering in order to trim their workforces. The government
should set apart certain fund from the National Renewal Fund for the purpose of
retraining and rehabilitating displaced workers.
Employers and B Schools Must Develop Closer Ties B Schools are often
seen as: responding to Labour-market demands. Business is seen as not
communicating its demands to B Schools. This must change. Businessmen must
sit with Deans and structure the courses that would serve the purpose of
business better.
Organized Labour can Help Organized Labour can playa positive role in
imparting training workers. Major trade unions in our country seem to be busy in
attending to mundane issues such bonus, wage revision, settlement of disputes,
and the like. They have little time in imparting training to their members.
HOW TO MAKE TRAINING EFFECTIVE?
Action on the following lines needs to be initiated to make training practice
effective:
1. Ensure that the management commits itself to allocate major resources
and adequate time to training. This is what high-performing organizations
do. For example, Xerox Corporation, in the US invests about $ 300 million
annually, or about 2.5 per cent of its revenue on training. Similarly,
Hewlett-Packard spends about five per cent of its annual revenue to train
its 87.OC: workers.
2. Ensure that training contributes to competitive strategies of the firm.
Different strategies need different HR skills for implementation. Let training
help employees at all levels acquire the needed skills.
3. Ensure that a comprehensive and systematic approach to training exists,
and training and retraining are done at all levels on a continuous and
ongoing basis.
4. Make learning one of the fundamental values of the company. Let this
philosophy percolate down to all employees in the organization.
5. Ensure that there is proper linkage among organizational, operational and
individual training needs.
6. Create a system to evaluate the effectiveness of training. (Evaluation of
training has been discussed above.)
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Newspaper Article on Training & Development
On August 4th 2006
Finance and marketing are passé -the function that really
rocks India Inc is training. Corporate Dossier takes you deep
inside the massive in-house training departments created by
knowledge corporates, to find how they are powering their
growth
Training fires the corporate engine
At the SEEPZ, Andheri , office of TCS in Mumbai, Dilip Kumar Mohapatra, 56,
global head for learning and development , is occupied these days with
something very unusual for people his age — computer games. Okay, we’re
exaggerating. Mohapatra’s team is actually developing an online game that will
be part of the induction kit for new hires, and will familiarise TCS inductees
around the world — Buffalo, New York to Hangzhou, China — with the culture of
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the company. “The challenge is to get everyone on to the common global TCS
culture,” says Mohapatra. To get a sense of this challenge, consider that the
software major’s workforce across 34 countries adds up to 71,200 people from
53 nationalities. And with 2,500 new people being recruited every month, training
has to find creative ways to keep pace.
Up north in Gurgaon, BPO player IBM Daksh is taking training equally seriously
— its training group is christened the Talent Transformation Business Unit
(TTBU, and is run like a separate business with its own finance controller , quality
head, an administration and transport wing, and a dedicated HR representative.
It is even held accountable for output measures of its trainees, such as voice
quality, rejection rates, cost of delivery and customer satisfaction metrics. “We
believe that training is the most important lever to deliver high quality talent, with
a direct impact on client satisfaction. That explains our disproportionate focus on
this function,” says Pavan Vaish, COO, IBM Daksh.
While TCS and IBM Daksh are not the only ones — others like Infosys, Wipro,
Genpact and ICICI Bank, face similar challenges of hiring and training people on
a large scale — they are perfect examples of how the in-house training
department has become crucial, in fact, core to the growth and success of India’s
new age behemoths.
And it shows in the investments being made by these companies into training
infrastructure and resources. Infosys has a staggering $125 million annual outlay
for training and development, while TCS too invests a comparable figure on
training. Accenture’s global spends on training and development has been $546
million (for September-August 2005).
Need of the Hour
In the knowledge economy, it’s no longer enough to put your employees through
the occasional training module a few times a year. Companies looking to operate
and compete in a global market need to constantly skill and reskill their people,
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and training is becoming a 24/7/365 affair, cutting across geographies and time
restrictions. To deliver this training on this scale and frequency, technology is key
— media-rich content, video-on-demand, chat and online self-tutorials have
ensured that most of the learning for employees takes place at the place, and
time, of their convenience. “Technology has made training asynchronous,” says
TV Mohandas Pai, director HR, Infosys, where 30% of training is now IT enabled.
For ICICI Bank’s 27,800 employees — a bulk of them at the operational level —
e-learning is a way of life when it comes to skill up gradation. “For us the
classroom is the most inefficient way (to train),” says HR head K Ramkumar,
whose training team conducts 190 e-learning programmes annually. What’s
interesting is that by bringing in the convenience of anytime, anywhere learning,
companies have managed to put the some of the onus of learning onto
employees. This is further re-inforced by linking training hours completed, to the
individual’s overall performance score. “The responsibility of gaining competency
has been shifted to the learner, since competencies are now closely aligned with
appraisals,” says MP Ravindra, VP- Education & Research, and Infosys.
But nowhere does training assume greater importance than in the BPO industry.
With thousands of fresh graduates handling customer queries, there’s an
ongoing need to equip them with the necessary soft and specialized skills. Says
Aashu Calapa, executive VP, HR at ICICI One-Source, “40% of our recruits are
fresh graduates, and with most jobs being customer-facing ones, clients are
paranoid about the quality of people we employ.” Periodic and, often, frequent
changes in the global business environment, have put greater pressure on
training departments to bring employees up to speed on the latest rules and
regulations in their clients’ industries. Calapa recalls that OneSource associates
were once required to write two tests for a UK-based client — one on the data
protection act and other on the money laundering act, and to pass they had to
score 18 out of 20 points.
Also, with BPO companies looking to move up the value chain, people need to
be coached in new skills. “Traditional training was just about behavioral and
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technical training,” says Rahul Varma, head HR (India), Accenture. “Now, it
includes cultural and value training, understanding your own as well as your
clients’ organization, as well as the industry in which one is working. There is
also a need to get people ready for potential jobs that we may want them to take
up.”
Changing From the Inside-Out
The really big shift, of course, is that from being a HR support function, training
has moved on to becoming an independent entity within the organization. “Our
supply chain is mission critical to us,” says Piyush Mehta, senior VPHR ,
Genpact. “When you keep training as part of HR, it gets buried. To give it the
importance of an independent function, we treat it as one.” And it shows — last
year, Genpact spent close to $8 million on training, and has 313 trainers along
with 70 part-time specialists who also conduct domain-specific training for its
25,000-strong workforce across the world.
Monitoring of training quality is just as important. IBM Daksh has been working
with IBM’s research labs to develop a tool called Sensei, a performance
evaluation grid that assesses voice quality and generates a statistical score. It’s
being tested and will be rolled out later this year. Lyndon J D’Silva , VP, Talent
Transformation Business Unit, IBM Daksh, says, “We believe the only way to
produce quality output is to quantify it.” It also has eight people dedicated to R&D
in training, who conduct research and refine training methods, after feedback
from trainers and business units. With scalability becoming an problem, D’Silva
believes technology will increasingly be training’s best bet.
Rapid scaling up in IT and ITES companies is also putting pressure on the
training machinery, and like most other business functions, training is faced with
a talent shortage. “Trainers are definitely scarce — in numbers, and in
capabilities,” says Varma. While many companies are outsourcing part of their
requirement of trainers, others believe in growing them internally, since the best
trainers are line managers and executives who have spent time and understand
the business first hand.
Runaway Train
Accenture follows what it calls a ‘leaders teaching leaders’ approach for technical
training, while cross-cultural and communication training is outsourced to
vendors. At ICICI Bank, senior executives are required to spend time training
others, and this helps decide whether they get on the ‘Leadership Talent List’ of
potential fast trackers. Infosys links training to individuals’ performance.
Trainers are also required to keep updating their skills and knowledge, and most
companies have structured ‘train-the-trainers’ programmes in place. Having a
global presence helps in leveraging training resources and sharing expertise
across continents. TCS rotates its training faculty between the Indian and
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overseas locations, and even brings down people from other countries here.
“This way, cross-culturalisation happens better,” says Mohapatra.
New Challenges
It’s clear that the quality of the internal training capability will be among a key
driver of business success in the future. Not surprisingly, investment in training
infrastructure is a priority for most HR heads and CEOs, and coping with scale is
a big issue. “Expanding the talent pool, managing incidental changes in the
training modules and scalability are the challenges the training department faces
today,” says Ravindra. Expanding internal resources is one way. Building
external partnerships with educational institutions is another — so companies like
TCS, Infosys, and Accenture have been developing joint programmes for training
people at these institutions before they join the company. TCS runs an Academic
Interface initiative, wherein its own faculty teaches at academic institutes, and
this helps in better branding for the company, as well.
Mohapatra lists globalization and M&As as the two biggest tests of his training
department’s effectiveness in the future — in terms of integrating a globally
diverse workforce into a single platform, and ensuring a seamless merger of
cultures during acquisitions . The existing model of training also needs to adapt
with changing business needs from time to time. For instance, TCS’s Learning &
Development group is currently working on a project (codenamed Pygmalion) to
develop training programmes and tools for a new cadre of people that the
company has never hired before — plain graduates.
For others like ICICI Bank, who’re in the retail banking and finance business, the
challenge is in extending the in-house training capabilities to a larger pool of
Direct Sales Associates (DSAs) outside the company and make them compatible
with the company culture. Ramkumar says work is on for a certification process
whereby outside partners will be remunerated according to their assessment
scores after training.
BPO firms like ICICI One-Source have mooted the National Assessment of
Competence (NAC) programme, a joint certification and assesment programme
with Nasscom to expand the employable talent base for the industry. If it works,
this initiative could enable training departments to focus on building higher end
competencies in fresh inductees from day one. “We’re clear that training is one of
the pillars that we’re going to build our future on,” says Calapa.
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On July 31st 2006
Infosys plans largest training centre…
Infosys to set up world's largest training hub…
MYSORE: Software major Infosys plans to invest Rs.809 crores ($176 million) on
expanding its global education centre in the next one year, company executives
said.
Over the next one year, the NASDAQ-listed firm planned to set up a new 9,000-
seat training facility here, which would enable training of 13,500 individuals in a
single sitting, they said.
An additional 7,750 hostel rooms were under construction, making it a total of
10,000 rooms. "When fully completed it will house five food courts, one employee
care centre, one multimedia centre making it undoubtedly the largest training
facility in the world," an official said.
The company's Mysore campus is spread over 335 acres and it currently has
6,378 employees. It has three million square feet of built up area, and work is in
progress to build another 3.2 million square feet.
Deputy Chairman of Planning Commission Montek Singh Ahluwalia on Monday
inaugurated the company's fourth software development block here, set up with
an investment of Rs.85 crores. It can seat 2,500 people.
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Daily News & Analysis
Online learning gets a thumbs-up from corporates
On August 16th 2006
BANGALORE: Indian software service firms spend six to eight weeks in training
fresh recruits before deploying them on projects. With more projects on hand and
hiring in thousands, software companies are looking at innovative ways to
maximize the productivity of their employees and ensure faster deployment.
Now, online learning companies are focusing on building content that aims to
help IT firms save training time and costs on employees.
“The speed at which technology firms can develop, modify and deploy the e-
learning content is the key parameters for improving quality of the employee
talent,” Sanjeev Fadnavis, associate vice-president, business development, at
Harbinger Knowledge Products told DNA Money.
According to analysts, the Indian corporate e-learning market is estimated at
$10-20 million with a potential to grow at 150%.
The technology sector has been among the early adopters of online education,
with its focus on constant training of employees and using learning as a retention
tool. In order to capture this huge segment, several players are building
specialized tailor-made e-learning courses for tech firms in the country.
Bangalore-based Liqwid Krystal, for example, has designed a solution that allows
aspirants for software jobs to write a programme in an online test and assess
their capability of building codes, unlike the traditional theory-based tests.
“The proficiency of the candidate on various programmes could be assessed
better,” Liqwid Krystal CEO Anand Adkoli said.
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Liqwid Krystal has tied up with Viswesvaraya Technical University in Karnataka
and Andhra University in the neighboring state to train over 90,000 engineering
students through the module, including in business and soft skills.
“It is important for knowledge-driven companies to develop and protect
intellectual property, which provides competitive and business advantage. The
learning should be constant,” Brain League chief knowledge officer Kalyan C
Kankanala said.
Brainleague and Edutech have joined hands to provide e-learning on intellectual
property rights with a focus on research units across the country.
But there is a word of caution for firms that adopt e-learning without a clear focus
on their business.
“E-learning can also be a disaster if it is not managed correctly. It is not a
panacea; it is a means to an end. To be successful, online learning has to have
the right fit with the organization. It should not be chosen because it is
fashionable,” Nasscom has said.
On August 9th 2006
Most agencies have developed their own training methods tailored to suit the
nature of their work. GroupM has an internal training department called Aspire
MGuruKool, which prepares modules to hone functional and managerial skills.
“Our training programmes encompass strategizing, planning and buying, and
help develop work and soft skills, in addition to competency-based training, which
involves understanding the media business,” informs Rashmi Deshpande of
Group M.
Agencies generally rope in internal and external faculties (from India and abroad)
for training. “Most faculties are specialized and bring to the table expertise in a
particular area.
So, for planning and strategizing, we may call someone from HLL, while for soft
skills we may bring someone from IIM – Bangalore,” says Deshpande. JWT
conducts functional workshops for senior-level staff, level-wise workshops to
upgrade skills and middle-management workshops. “These workshops see
lectures, brainstorming and a time-bound deliverable action plan,” says Sapna
Srivastava.
Ashish Bhasin informs that a team of four from the US and the UK recently
trained 25 people in Lintas India on the Worldwide Planning Tool Kit. These 25
people will, in turn, train others to bring about a cascading effect. “We are getting
the best practices when required, and at the same time exporting knowledge.
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A lot of fresh knowledge is created in India in areas like rural marketing, design,
etc that we are ready to export,” says Bhasin. Lintas, meanwhile, has set up its
own North-point Centre of learning to empower managers with updated
knowledge and decision-making skills.
Some of these programmes are often modeled on those developed by parent
companies. Says Deshpande: “All media companies under WPP exchange
training programmes on modules, content, role etc. We sometimes adapt and
sometimes share best practices with others.” For its part, O&M has an HR and
Training leadership group in Asia Pacific that plans regional programmes and
oversees training plans.
Young talent is given more opportunity to grow as well. O&M nominates those
who have worked for 3-4 years for the regional programme ‘Adopt a Country’,
which is held thrice a year across different Asia-Pacific centres. A buddy is
chosen and the two buddies get an opportunity to visit each other’s country.
The programme is intended to help youngsters build networks across different
regions, work on projects together and develop a sense of belonging. GroupM
has a programme called Fast Trackers for young achievers, where youngsters
are put through a lot more grind in terms of opportunities, sent to different
regions, allowed to work with bigger clients and groomed to take on additional
responsibilities. Lowe sends two people, typically one planner and one creative
or servicing person, for its ‘global young achiever’ forum, which is held once a
year.
High fliers and the crème de la crème of the talent pool can also look forward to
attending special workshops. JWT nominates its top-level staff (those identified
to head offices) for its international programme ‘Sam Meek’, and introduced a top
achiever’s programme in December 2005.
O&M sends its senior staff for the regional senior management development
programme (SMDP), a five-module programme spread over 15 months. And
Lowe has introduced programmes like ‘media training for non-media’, ‘IMAG
Training for non-IMAG’ and ‘advertising workshop for non-advertising’.
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Case Study: Article
Training Employees of IBM through E-Learning
“E-learning is a technology area that often has both first-tier benefits, such as
reduced travel costs, and second-tier benefits, such as increased employee
performance that directly impacts profitability."
- Rebecca Wettemann, research director for Nucleus Research
In 2002, the International Business Machines Corporation (IBM) was ranked
fourth by the Training magazine on it’s “The 2002 Training Top 100”. The
magazine ranked companies based on their commitment towards workforce
development and training imparted to employees even during periods of financial
uncertainty.
Since its inception, IBM had been focusing on human resources development:
The company concentrated on the education and training of its employees as an
integral part of their development. During the mid 1990s, IBM reportedly spent
about $1 billion for training its employees. However, in the late 1990s, IBM
undertook a cost cutting drive, and started looking for ways to train its employees
effectively at lower Costs. After considerable research, in 1999, IBM decided to
use e-Learning to train its employees. Initially, e-Learning was used to train IBM's
newly recruited managers.
IBM saved millions of dollars by training employees through e-learning. E-
Learning also created a better learning environment for the company's
employees, compared to the traditional training methods. The company
reportedly saved about $166 million within one year of implementing the e-
learning program for training its employees all over the world. The figure rose to
$350 million in 2001. During this year, IBM reported a return on investment
(ROI)’s of 2284 percent from its Basic Blue e-Learning program. This was mainly
due to the significant reduction in the company's training costs and positive
results reaped from e-learning. Andrew Sadler, director of IBM Mindspan
Solutions, explained the benefits of e-learning to IBM, "All measures of
effectiveness went up. It's saving money and delivering more effective training,'
while at the same time providing five times more content than before." By 2002,
IBM had emerged as the company with the largest number of employee's who
have enrolled into e-Learning courses.
However, a section of analysts and some managers at IBM felt that e-Learning
would never be able to' replace the traditional modes of training completely. Rick
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Horton, general manager of learning services at IBM, said, "The classroom is still
the best in a high-technology environment, which requires hands-on laboratories
and teaming, or a situation where it .is important for the group to be together to
take advantage of the equipment."
Though there were varied opinions about the effectiveness of e-Learning as a
training tool for employees, IBM saw it as a major business opportunity and
started offering e-learning products to other organizations as well. Analysts
estimated that the market for e-Learning programs would grow from $2.1 billion
in 2001 to $33.6 billion in 2005 representing a 100 percent compounded annual
growth rate (CAGR).
BACKGROUND NOTE
Since the inception of IBM, its top management laid great emphasis on
respecting every employee. It felt that every employee's contribution was
important for the organization. Thomas J. Watson Sr. (Watson Sr.), the father of
modern IBM had once said, "By the simple belief that if we respected our people
and helped them respect themselves, the company would certainly profit." The
HR policies at IBM were employee-friendly. Employees were compensated well -
as they were paid above the industry average. in terms of wages. The company
followed a 'no layoffs' policy. Even during financially troubled periods, employees
were relocated from the plants, labs and headquarters, and were retrained for
careers in sales, customer engineering, field administration and programming.
IBM had emphasized on training its employees from the very beginning. In 1933
(after 15 years of its inception), the construction of the 'IBM Schoolhouse' to offer
education and training for employees, was completed. The building had Watson
Sr.'s 'Five Steps of Knowledge' carved on the front entrance. The five steps
included 'Read, Listen, Discuss, Observe and Think.' Managers were trained at
the school at regular intervals.
To widen their knowledge base and broaden their perspectives, managers were
also sent for educational programs to Harvard, the London School of Economics,
MIT and Stanford. Those who excelled in these programs were sent to the
Advanced Managers School, a program offered in about forty colleges including
some in Harvard, Columbia, Virginia, Georgia and Indiana. IBM's highest-ranking
executives were sent to executive seminars, organized at the Brookings
Institutions this program typically covered a broad range of subjects including,
international and domestic, political and econQll1ic affairs. IBM executives were
exposed to topical events with a special emphasis on their implications for the
company.
In 1997, Louis Gerstner (Gerstner), the then CEO of IBM, conducted a research
to identify the unique characteristics of best executives and managers. The
research revealed that the ability to train employees was an essential skill, which
differentiated best executives and managers. Therefore, Gerstner aimed at
improving the managers' training skills. Gerstner adopted a coaching
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methodology of Sir John Whitmore, which was taught to the managers through
training workshops.
However, after some time, Gerstner realized that the training workshops were not
enough. Moreover, these workshops were not 'just-in-time.' Managers had to wait
for months before their turn of attending the work shops came. Therefore, in most
of the cases, during the initial weeks at the job, the employees did not possess
the knowledge of critical aspects like team building.
IBM trained about 5000 new managers in a year. There was a five-day training
program for all the new managers, where they were familiarized with the basic
culture, strategy and management of IBM. However, as the jobs became more
complex, the five-day program turned out to be insufficient for the managers to
train them effectively. The company felt that the training process had to be
continuous and not a one-time event.
Gerstner thus started looking for new ways of training managers. The company
specifically wanted its management training initiatives to address the following
issues:
• Management of people across geographic borders
• Management of remote and mobile employees
• Digital collaboration issues
• Reductions in management development resources
• Limited management time for training and development
• Management's low comfort level in accessing and searching online HR
resources
The company required a continuous training program, without the costs and time
associated with bringing together 5000 managers from all over the world. After
conducting a research, IBM felt that online training would be an ideal solution to
this problem. The company planned to utilize the services of IBM Mindspan
Solutions to design and support the company's manager training program. This
was IBM's first e-learning project on international training.
ONLINE TRAINING @ IBM
In 1999, IBM launched the pilot Basic Blue management training program, which
was fully deployed in 2000. Basic Blue was an in-house management training
program for new managers. It imparted 75 percent of the training online and the
remaining 25 percent through the traditional classroom mode. The e-Learning
part included articles, simulations, job aids and short courses.
The founding principle of Basic Blue was that 'learning is an extended process,
not a one-time event." Basic Blue was based on a '4- Tier' blended learning
model'. The first three tiers were delivered online and the fourth tier included one-
week long traditional classroom training. The program offered basic skills and
knowledge to managers so that they can become effective leaders and people-
oriented managers.
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