1. TRAINING AND
DEVELOPMENT
BY:
Deepa Makhija
Rahul Chaudhary
Manisha Kunwar

2. SHREYA LIFE SCIENCE
 Shreya Life Sciences -
Shreya Group Company – Started in
2001
 Acuqired the Pharma Division of Rallis India Ltd., a TATA
Group company.
 Acquistion of the domestic pharma business of Plethico
Pharmaceuticals Ltd. In 2003
 Today, Shreya Life Sciences Pvt. Ltd., Mumbai - India, operates
through three Strategic Business Units (SBUs).
 Amadeus
 AkuCare
 BioLife

3. MISSION AND VISION
Vision
To be a globally admired Pharmaceutical company for world-class
quality and innovation.
Mission
 To be a 10 billion company by the year 2014-15.
 To be amongst the top 25 Pharmaceutical companies of India by the
year 2014- 15 and to achieve this objective through both organic
and inorganic growth.
 Expand our business to all continents by 2015-16

4. TRAINING POLICY
1. Scientific knowledge enhancement & sharpening
communication skills of field executives.
2. Controlling the percentage of Untrained-field-force in each
and every division of the company.
3. Focus on “Trained-field-force” affectivity by doing joint field
work.
4. Special Guidance to Area-managers in the perspective of
strategy implementation, time management and Target
achievement.
5. Attention on newly launched products for in-clinic
effectiveness of communication for first 6 months.

5. CONTINUED ….
6. Update and review of training needs of newly joined
employees/fresher’s.
7. For advanced -technology based products ensuring
simplification of discussion with customers.
8. Team-building and Team-management guidance at various
levels of organization for increasing managerial affectivity.
9. In the Budgeted Annual-Finance, conducting training-programs
to benefit all zones for all the product-range.
10. Following meticulously the timing-schedule for the stipulated
topics in the Agenda during a training-program.

6. TRAINING PROCESS

8. TRAINING NEED ANALYSIS

9. TRAINING METHODS
- E.G. PHARMA SALES TEAM
 Classroom training: Initial in-house training on disease,
products, company, software, and skills.
 Field training (on-job-training – OJT): Initial field training
with trainer, supervisor, and manager.
 Double calling: Sales calling with senior colleague,
supervisor, or manager.
 New product classroom training: Additional training
before new product, formulation, or dosage launch.

10. CONTINUE D….
 Reminder training: Training coinciding with regular sales
cycle meetings as a refresher course.
 Initial training at corporate headquarters (HQ): Sales
specialist teams invited to corporate HQ for training and
motivation.
 External training: Selling techniques or computer or
presentation skills training by consultants.
 e- Learning: Correspondence or web-based training on
business administration, biology, etc.

11. TRAINING EVALUATION METHODS
The process of examining a training program
is
called training evaluation. Whether candidates are
able to implement their learning in their respective
workplaces, or to the regular work routines.
Evaluation methods can be either qualitative (e.g.,
interviews, case studies, focus groups) or
quantitative (e.g., surveys, experiments)

12. KINDS OF : STANDARD TRAINING
EVALUATION
1.
2.
3.
4.
Formative Evaluation
Process Evaluation
Outcome Evaluation
Impact Evaluation

13. Formative evaluation
provides ongoing
feedback to the curriculum designers and
developers to ensure that what is being created
really meets the needs of the intended
audience.
Process evaluation provides information
about what occurs during training. This includes
giving and receiving verbal feedback.

14. Outcome evaluation determines
whether or not the desired results
(e.g., what participants are doing) of
applying new skills were Achieved in the
short-term.
Impact determines how the results of
the training affect the strategic goal

15. THANK