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Training, process flow chart sop's

A well scripted, practical and proven Training Concept

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Training, process flow chart sop's

  1. 1. TRAINING, Process flow chart & SOP’s By : Vipul Saxena
  2. 2. Infosys has huge facility in Mysore to train 4,000 managers at any given time. It has plans to expand the capacity to 10,000. WIPRO Spectramind (BPO outfit of WIPRO based in Delhi) does not want to lose talented youth who want to pursue higher education. The BPO firm has decided to start SEED (WIPRO Spectramind Educational Enhancement and Development) where talented youngsters are given help and opportunities to study further. LG Electronics has made it compulsory for its staff to do two modules a month and each module has a test that has to be cleared. Every three months a summary of all the tests is made and prizes are doled out to encourage people to learn. The American Society for Training and Development (ASTD) says new organizations typically deliver 20 -30 percent of training via technology. Cisco uses web-based training as an integral tool to make employees more productive because it is available anytime, anywhere. GE believes in on-the-job-training approach for training its employees. It trains customer service operators on the job so that the benefits of listening, thinking and responding occur on the job. Communication and telephone skills are observed and critiqued. INTRODUCTION
  3. 3. Traditional Training Changed Emphasis on Training TRAINING OVERVIEW  Teach employees skills needed for current jobs.  Low priority = low budget.  Globalization.  Need for leadership.  Increased value of human capital.  Link to business strategy  Attracting and retaining talent.  Customer service and quality.  Demographics and workforce diversity.  New technology.  Economic change.
  4. 4. OBJECTIVES OF TRAINING  To enhance technical skill and productivity  To enhance employee growth  To improve the quality of workforce/Versatile workforce  To prevent obsolescence of technical skills and competencies  To improve Health and Safety  Efficient utilization of resources  Growth of organization IMPORTANCE/BENEFITS OF TRAINING  Improves morale of employees  Less supervision  Fewer accidents  Increased Competency  Increased productivity
  5. 5. NEED FOR TRAINING Training New Joinee Familiarize them with the organizational mission, vision, rules and regulations and the working conditions. Training existing workforce To refresh , update and enhance the knowledge. Training on New Technology/process All The employees are trained about use of new equipment's and work methods. Training for individual and organization growth Training is given so that employees are prepared to share the responsibilities of the higher level job.
  6. 6. TRAINEE & TRAINER Who are the trainees?  self nomination,  Recommendations of HOD/ location Head  HR department Who are the trainers?  Immediate supervisors.  Co-workers as in buddy systems.  Members of the personnel staff.  Specialist in other parts of the company.  Outside consultants.  Industry associations  Faculty members at universities.
  7. 7. METHODS OF TRAINING ON THE JOB TRAINING  On the job training methods are simple and cost-effective training method.  The employees are trained in actual working scenario.  The motto of such training is “learning by doing.”  Basic Theme - Learns the method involved and gets perfection over a specific task. OFF THE JOB TRAINING  Off the job training methods are provided away from the actual working condition.  It is generally used in case of new employees.  costly and is effective if and only if large number of employees have to be trained within a short time period.  Off the job training is also called as vestibule training i.e., the employees are trained in a separate area where the actual working conditions are duplicated.
  8. 8. Training On job Training Off the job training The lecture/seminar Technology Based training Simulation training : Vestibule training Management games Case studies Role playing Job rotation Coaching/ Mentoring Apprenticeship training Internship Group discussion & tutorials Film & Video
  9. 9. LECTURES/SEMINAR ROLE PLAYING Management Games Films & Videos Off the job training
  10. 10.  Provide trainees a chance to analyze and discuss real workplace issues.  They develop analytical and problem-solving skills..  They can also build a strong sense of teamwork  All types of issues could be covered CASE STUDIES Off job training
  11. 11. TECHNOLOGY-BASED TRAINING The Methods of learning via technology include:-  Basic PC-based programs  Interactive multimedia - using a PC-based CD-ROM  Interactive video - using a computer in conjunction with a VCR  Web-based training programs A trainer also gets more of the learner's involvement than in any other environment and trainees have the benefit of learning at their own pace. SIMULATORS -BASED TRAINING  Simulators are used to imitate real work experiences.  Duplication of organizational situations in a learning environment  A single brief session  Adapt to the situation and perceptions of various roles  Trainees participation is full Off the job training
  12. 12. COACHING/MENTORING Coaching/mentoring gives employees a chance to receive training one-on-one from an experienced professional. Examples of coaching/mentoring:  Coaching/mentoring by hire professional coaches for managers  Coaching/mentoring between senior and junior managers  Coaching/mentoring from more experienced employees to coach the less experienced. Coaching/mentoring gives trainees the chance to ask questions and receive thorough and honest answers - something they might not receive in a classroom with a group of people. GROUP DISCUSSIONS & TUTORIALS JOB ROTATIONOn the job training
  14. 14. THE TRAINING PROCESS Step :1 Training need Analysis Step: 2 Analyze the need Step :3 Set the objective Step: 4 Designing Training Programme Step:5 Implementation of training Programme Step:6 Evaluation of Training Programme Step: 7 Feedback of training programme
  15. 15. Step:1 Skill knowledge Attitude Performance Skill knowledge Attitude Performance REQUIRED PERFORMANCE TNA is a tool to identify the gap TNA EXISTING PERFORMANCE TRAINING NEED ANALYSIS THE TRAINING PROCESS
  16. 16. TRAINING NEED ANALYSIS…..2 TNA Interview Evaluation PMS Failure / Accidents Succession Plan TNI Form Step:1 THE TRAINING PROCESS
  17. 17. ANALYSE THE NEED Collecting all TNI Preparing summary (count & cost-no. of programme , no. of participant , no. of ) Preparing training calendar & budget (quarter wise) HR –HOD approval SET THE OBJECTIVE type of training Method of training Location of training trainer HR-HOD approval Step:3 Step:2 THE TRAINING PROCESS
  18. 18. DESIGNING TRAINING PROGRAMME Preparation of training content Preparation of training schedule Training material HR –HOD approval reminder to all participant & respective HOD IMPLEMENTATION OF TRAINING PROGRAMME On day of training arranging all the things as per schedule Coordination with all participant & trainer Note : step 4 & step 5 are not applicable for external training programme Step:5 Step:4 THE TRAINING PROCESS
  19. 19. EVALUATION OF THE TRAINING PROGRAMME Circulating pre test training form before start of the training programme Circulating post test training form immediately after the training Circulating training impact form to respective trainee HOD after 12 weeks Evaluating the performance (learning graph) Sharing with HR HOD for approval FEEDBACK OF TRAINING PROGRAMME Circulating training feedback form to all the participant Collecting feedback from participant Preparing summery Sharing with HR - HOD Note : in case of external training programme coordinating with the respective programmer for the details as required in step:6 & step:7 Step:7 Step:6 THE TRAINING PROCESS
  20. 20. TRAINING FLOW CHART PMS Failure / Accidents Training Calendar Interview Evaluation Succession Plan External Internal Faculty / Trainer Training Module Content Standardization by R & D; etc. Pre Training - Test On Job Training Training Attendance Training Effectiveness Training Impact Report (12 weeks) Post Training - Test Refresher Training* TNA Routine Training’s SoP Training Learning Report By Trainee Faculty / Trainer Pre Training - Test On Job Training Training Impact Report (12 weeks) Post Training - Test Refresher Training* Routine Training’s SMP Training Failure Based / Accidents Non Recurrence Training Learning Report By Trainee LCM Based Training (Loss Cost Matrix)
  21. 21. Training Calendar Internal External TNA External Faculty / Institute CII Chambers of Commerce NSC GOI Institutes Private Training Institutes Content Mapping for TNA’s Reference Check from Industries similar to Ashapura Training Reports
  22. 22. Different Training Formats  Training Weekly & Monthly Report  Training Summery Report  Training Conducted Report  Training evaluation Form  On-Job Training Record Format  Training Induction record  Training Effectiveness Report  Training Impact Report  Loss cost Matrix Report
  23. 23. HOW TO MAKE TRAINING EFFECTIVE Management Commitment ; Time to training and allocation of major Resources Training at all level ; Continuous and ongoing Proper linkage : organizational, operational and individual training needs. System ; Evaluate the effectiveness of training
  24. 24. Thank you

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A well scripted, practical and proven Training Concept


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