Dell was facing challenges with employee training and development not keeping pace with the company's hyper growth. This led to declining performance and increased turnover. Dell addressed this by establishing a centralized corporate training team to develop comprehensive training programs. It adopted a 70/20/10 training model focusing on on-the-job learning, learning from others, and formal training. Dell also utilized stealth learning and online tools to make training part of employees' daily work in a cost-effective manner. These strategies helped Dell successfully train and develop employees to support its rapid expansion.

1. Training And
Development At
Dell Inc.Human Resource Management
Presented By
Ramanjeet Singh

2. DELL Computer Corporation
Founded :- 1st February 1984,Austin Texas,USA.
Industries :- Computer Hardware/Software,IT Consulting,IT
Services.
CEO :- Michael Dell.
Revenue :- $63.07 Billion (Profit $3.49 Billion) as in 2012.
Employees :- 110,000
Area Served :- Worldwide.

3. About
Dell Inc. is an American multinational computer technology corporation that
develops,sell,repairs and support computer related products and services. The company
ranks on 44th position out of the fortune 500 companies.
The mission of Dell is to make the optimum use of all the resources and the other
macro,micro and the internal environment in providing the best quality products and
services. The mission of Dell emphasises more on the present rather than the future.
The vision of Dell is to provide structurally and functionally efficient computers to
visually impaired individuals globally. It’s emphasizing of making computers available to
every individual on the globe disregard of the abilities

4. Case Study
This case is about how Dell Inc. was facing one of the biggest challenge of having
moderate trained and developed employees that were unable to cope up the hyper
growth rate of Dell.
The failure of employees to cope up and perform as per the expectations of company
with such a staggering growth rate the performance of Dell started to decline also
increasing the employee turnover rate of the organization

5. Problems Faced.
1. The hyper growth of the organization started to become a bane for the employees
in the org. as they were unable to cope up to it due to lack of relevant training and
development.
2. When the organization thought of providing training and development to its
employees the biggest challenge faced by the Dell was what training to provide
and how to develop its employees.
3. Training and development in itself is an very expensive and time consuming
process. It is an asset for future and also directly impacts the efficiency of the
employees.

6. Solutions.
Dell Technologies added The Dell Learning Technology Service
Group in 1999 to focus exclusively on using technology and other no
traditional method of training. Dell CEO Michael Dell is always
talking about what he learns from at least three important sources:
employees, outsiders, and especially customers. His experience, in
the form of stories, end up in his speeches and presentations to his
leadership team. He’s constantly searching for new ideas from the
internet, books, etc, and providing them to his employees.

7. Contd..
Dell Learning was established to meet Dell’s needs of pertaining the human
resources. Dell had to structure three fourths of its training program to target new
employees, products and basic job skills.
A centralized corporate team was established for training development and
administration. Training managers were appointed to develop business education plans,
leadership training and development program to employees and other activities for
employee’s development.
In addition to providing strategic direction, the corporate team includes fulfillment
teams that serve Dell’s different businesses on demand.

8. Contd...
To tackle the problem of cost and time management Dell introduced a concept of
“stealth learning”- making learning so involved with work that people can’t pinpoint
when learning happens. Dell’s HR created an Internet-based, online pay-planning tool.
Managers use it to record and submit their plans for merit pay increases for the next
fiscal year. The tool comprises formulas and reminders based on company guidelines,
this is considered by them as part of their job, however, stealth learning is taking place as
they learn to manage their pay budgets and relationships between pay decisions and
other aspects of compensation and performance management. In Dell, individual lists are
provided to Dell Learning by the managers, who have compiled a series of trainings

9. Development Model Of Dell
The 70/20/10 Model Of Training And Development
Employee development at Dell is a collaborative process between individual team members,
leaders, mentors and the organisation at large. As part of this career development philosophy,
Dell fosters a 70/20/10 model of development which encompasses personalised development in
three distinct categories:
70 percent on-the-job experience
20 percent learning through others
10 percent formal classes or training
Keeping in line with the career development philosophy at Dell, each individual team member has
been provided with a vast array of resources and tools related to self and career development. These
resource tools are available to the team members via Dell’s web portal “Career Resource Centre”

10. Training Methods Of Dell
The methods used by Dell to train and develops its employees.
Mentorship,Coaching,Feedback,Opportunity,Challenges and
Rewards
All these methods and a mixture of various programmes are used to train and
develop the individuals at the Dell Computer Corporation and to ensure that they
are able to flow with the hyper growth of the organization.

11. Conclusion
The CEO Michael Dell promotes that learning by acting as a chief officer for learning.
He has set a standard in the company by making it clear that learning is not only
expected, but inspected as well.
Michael Dell said: “Everyone has to be open to learning all of the time, starting
with me, and everyone must support and encourage their teams to make sure
they have the knowledge and skills to succeed.”
It also shows that all levels of managerial executives in the organization are involved in
the learning process through a specified series of channels and councils, this motivates
employees to act upon the same as their seniors are actively involved in the
employees’ knowledge database.

12. Recommendations
As from the above facts we can see how Dell Computer Corporation was able to
handle its constraints regarding the issues of employee training and development
which can sustain with its hyper growth rate.
But in the process we also analyzed that Dell was implementing the methods for new
entrants in the organization.
So after analyzing the case we would like to recommend that the Dell Computer
Corporation must also focus on the current working employee in the organization, as
neglecting the current workforce will promote the employe turnover to rise and the
overall training and development process will come to an inevitable halt and also the
currently employed workforce is thoroughly familiar with the culture of the organization
it will prove a profitable hand to not only focus on the new blood but also on the
experienced individuals.

13. THANK
YOU