H.R.

TRAINING & DEVELOPMENT

SPECIALIZATION:
HUMAN RESOURCE MANAGEMENT






H.R. TRAINING & DEVELOPMENT


SUBMITTED BY:
KALAYARASE. B. PILLAI


ADMISSION NO:
DPGD/JL09/1178

SPECIALIZATION:
HUMAN RESOURCE MANAGEMENT



WELINGKAR INSTITUTE OF MANAGEMENT DEVELOPMENT & RESEARCH


MAY 2011

FLOW OF PRESENTATION
SR. NO. CONTENTS PAGE NO.
1 INTRODUCTION 1
2 EMPLOYEE TRAINING
AND DEVELOPMENT PROGRAM 2
3 INTRODUCTION OF TRAINING 3
4 IMPORTANCE OF TRAINING AND DEVELOPMENT 4
5 IMPORTANCE OF TRAINING OBJECTIVES 6
6 THE TRAINING CONSULTANCIES OFFER VARIOUS BENEFITS SUCH AS:
Training Courses that Consultancies Offer
Importance of Training Consultancies
Consultants can provide help on following areas:
Identifying training and development needs
SMART
IDENTIFY THE NEED
SKILLS AND KNOWLEDGE AUDIT
THE PROJECT TEAM LEADER 8
7 WEAKNESSES, OPPORTUNITIES and THREATS. 15
8 WE CAN ALL DO THAT 17
9 NORTH HIGHLAND PATH TEAM TRAINING NEEDS PROGRAMME 19
10 TRAINING & DEVELOPMENT
TRAINING CONSULTING AND TRAINING & DEVELOPMENT SERVICES 20
11 TRAINING AND HUMAN RESOURCE MANAGEMENT
Role of HRD Professionals in Training
MODELS OF TRAINING
THE TRAINING SYSTEM 21
12 THE 3 MODELS OF TRAINING ARE: 23
13 CASE STUDY 30
14 TRAINING SCENARIO IN INDIAN INDUSTRY 35
15 TRAINING PROGRAMS IN RETAIL/FMCG SECTOR 37
16 OVERVIEW 43
17 TRAINING IN HOSPITALITY SECTOR 44
18 FACILITATION OF TRAINING 59
19 CASE STUDY -1 65
20 CASE STUDY 2 70
21 CASE STUDY 3 74
22 EXCERPTS TRAINING AND DEVELOPMENT INITIATIVES
THE INITIAL EFFORTS 77
23 CONCLUSION 79
24 BIBLIOGRAPHY 80

C E R T I F I C A T E

This is certified that this report submitted by Miss KALAYARASE. B. PILLAI Seat No.
DPGD JL09/1180 a student of final year of DPGD HR as a part of Final Year Project Work
as prescribed by the Welingkar Institute of Management for the subjects H.R. TRAINING &
DEVELOPMENT and that, I instructed / guide them for the said work from time to time and
I found it to be satisfactorily progressive.
And that the said work has been assessed by me and I am satisfied that the name is upto
standard envisage for the level of the course.
And that the said work may be promote to external examiner.



_____________ ___________
(Principal) V. IYER
(Project Guide)




_________________ ________________
(Internal Examiner) (External Examiner)




ACKNOWLEDGEMENT

We take an immense pleasure in Submitting this report of group project on H.R. Training &
Development successfully. If helped us to check the feasibility of the theories learnt with in
the Welingkars Academy.

It is indeed a moments of greats pleasure & immense satisfaction for us to express a sense of
profound gratitude & is debtebness to all the people who have contributed in making our
projects a enriching experience.

We are very thankful to our respected H.O.D. _______________________ & our project
guide ___________________ and all the staff member who inspired us and provided
continuous help and meticulous attention during the project with immense respect and deep
gratitude we express our sincere acknowledge to them.

And at last but not the least I am thankful to fellow group member and for their co-operation.



















HUMAN RESOURCE TRAINING
AND DEVELOPMENT


INTRODUCTION

The HR functioning is changing with time and with this change, the relationship between the
training function and other management activity is also changing. The training and
development activities are now equally important with that of other HR functions. Gone are
the days, when training was considered to be futile, waste of time, resources, and money.
Now a days, training is an investment because the departments such as, marketing & sales,
HR, production, finance, etc depends on training for its survival. If training is not considered
as a priority or not seen as a vital part in the organization, then it is difficult to accept that
such a company has effectively carried out HRM. Training actually provides the opportunity
to raise the profile development activities in the organization.

To increase the commitment level of employees and growth in quality movement (concepts
of HRM), senior management team is now increasing the role of training. Such concepts of
HRM require careful planning as well as greater emphasis on employee development and
long term education. Training is now the important tool of Human Resource Management to
control the attrition rate because it helps in motivating employees, achieving their
professional and personal goals, increasing the level of job satisfaction, etc. As a result
training is given on a variety of skill development and covers a multitude of courses.

Role of HRD Professionals in Training
This is the era of cut-throat competition and with this changing scenario of business; the role
of HR professionals in training has been widened.

HR role is now:
1. Active involvement in employee education
2. Rewards for improvement in performance
3. Rewards to be associated with self esteem and self worth
4. Providing pre-employment market oriented skill development education and post
employment support for advanced education and training
5. Flexible access i.e. anytime, anywhere training

EMPLOYEE TRAINING
AND DEVELOPMENT PROGRAM

TRAINING AND DEVELOPMENT DEFINED

It is concerned with the structure and delivery of acquisition of knowledge to improves the
efficiency and effectiveness of organization.

It is concerned with improving the existing skills and exploring the potential skills of the
individual i.e. upgrading the employees skills and extending their knowledge. Therefore,
training is a key to optimizing utilization human intellectual technological and
entrepreneurial skills.

Training and Development referred to as:

Acquisition and sharpening of employees capabilities that is required to perform various
obligations, tasks and functions.
Developing the employees capabilities so that they may be able to discover their potential
and exploit them to full their own and organizational development purpose
Developing an organizational culture where superior subordinate relationship, team work,
and collaboration among different sub units are strong and contribute to organizational
wealth, dynamism and pride to the employees.

DEVELOPMENT DEFINED
It helps the individual handle future responsibilities, with less emphasis on present job duties.


INTRODUCTION OF TRAINING
TRAINING-DEFINED
It is a learning process that involves the acquisition of knowledge, sharpening of skills,
concepts, rules, or changing of attitudes and behaviors to enhance the performance of
employees.
Training is activity leading to skilled behavior.
Its not what you want in life, but its knowing how to reach it
Its not where you want to go, but its knowing how to get there
Its not how high you want to rise, but its knowing how to take off
It may not be quite the outcome you were aiming for, but it will be an outcome
Its not what you dream of doing, but its having the knowledge to do it
It's not a set of goals, but its more like a vision
Its not the goal you set, but its what you need to achieve it

Training is about knowing where you stand (no matter how good or bad the current situation
looks) at present, and where you will be after some point of time.
Training is about the acquisition of knowledge, skills, and abilities (KSA) through
professional development.

ROLE OF TRAINING


IMPORTANCE OF TRAINING AND DEVELOPMENT

Optimum Utilization of Human Resources Training and Development helps in
optimizing the utilization of human resource that further helps the employee to achieve the
organizational goals as well as their individual goals.

Development of Human Resources Training and Development helps to provide an
opportunity and broad structure for the development of human resources technical and
behavioral skills in an organization. It also helps the employees in attaining personal growth.

Development of skills of employees Training and Development helps in increasing the
job knowledge and skills of employees at each level. It helps to expand the horizons of.

Productivity Training and Development helps in increasing the productivity of the
employees that helps the organization further to achieve its long-term goal.

Team spirit Training and Development helps in inculcating the sense of team work, team
spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the
employees.

Organization Culture Training and Development helps to develop and improve the
organizational health culture and effectiveness. It helps in creating the learning culture within
the organization.

Organization Climate Training and Development helps building the positive perception
and feeling about the organization. The employees get these feelings from leaders,
subordinates, and peers.

Quality Training and Development helps in improving upon the quality of work and
work-life.

Healthy work environment Training and Development helps in creating the healthy
working environment. It helps to build good employee, relationship so that individual goals
aligns with organizational goal.

Health and Safety Training and Development helps in improving the health and safety of
the organization thus preventing obsolescence.

Morale Training and Development helps in improving the morale of the work force.

Image Training and Development helps in creating a better corporate image.

Profitability Training and Development leads to improved profitability and more
positive attitudes towards profit orientation.

Training and Development aids in organizational development i.e. Organization gets more
effective decision making and problem solving. It helps in understanding and carrying out
organizational policies

Training and Development helps in developing leadership skills, motivation, loyalty, better
attitudes, and other aspects that successful workers and managers usually display.



IMPORTANCE OF TRAINING OBJECTIVES
Training objectives are one of the most important parts of training program. While some
people think of training objective as a waste of valuable time. The counterargument here is
that resources are always limited and the training objectives actually lead the design of
training. It provides the clear guidelines and develops the training program in less time
because objectives focus specifically on needs. It helps in adhering to a plan.

Training objective tell the trainee that what is expected out of him at the end of the training
program. Training objectives are of great significance from a number of stakeholder
perspectives,
1.Trainer
2.Trainee
3.Designer
4.Evaluator

Trainer The training objective is also beneficial to trainer because it helps the trainer to
measure the progress of trainees and make the required adjustments. Also, trainer comes in a
position to establish a relationship between objectives and particular segments of training.

Trainee The training objective is beneficial to the trainee because it helps in reducing the
anxiety of the trainee up to some extent. Not knowing anything or going to a place which is
unknown creates anxiety that can negatively affect learning. Therefore, it is important to keep
the participants aware of the happenings, rather than keeping it surprise.

Secondly, it helps in increase in concentration, which is the crucial factor to make the training
successful. The objectives create an image of the training program in trainees mind that
actually helps in gaining attention.

Thirdly, if the goal is set to be challenging and motivating, then the likelihood of achieving
those goals is much higher than the situation in which no goal is set. Therefore, training
objectives helps in increasing the probability that the participants will be successful in
training.

Designer The training objective is beneficial to the training designer because if the
designer is aware what is to be achieved in the end then hell buy the training package
according to that only. The training designer would then look for the training methods,
training equipments, and training content accordingly to achieve those objectives.
Furthermore, planning always helps in dealing effectively in an unexpected situation.
Consider an example; the objective of one training program is to deal effectively with
customers to increase the sales. Since the objective is known, the designer will design a
training program that will include ways to improve the interpersonal skills, such as verbal and
non verbal language, dealing in unexpected situation i.e. when there is a defect in a product
or when a customer is angry. Therefore, without any guidance, the training may not be
designed appropriately.

Evaluator It becomes easy for the training evaluator to measure the progress of the
trainees because the objectives define the expected performance of trainees. Training
objective is an important to tool to judge the performance of participants.

Training As Consultancy
Training consultancy provides industry professional to work with an organization in
achieving its training and development objectives.

Estimation of Training Outsourcing
It has been estimated that 58% of the emerging market in training outsourcing is in customer
education, while only 42 percent of the market is in employee education.


THE TRAINING CONSULTANCIES OFFER VARIOUS BENEFITS SUCH AS:


Training Courses that Consultancies Offer
The various courses that consultancies offer are:
Business Training Courses
o Management Development


Conflict Management
Managing Diversity
Project Management
Stress Management
Time Management
Senior Management Workshops
o Sales
Negotiation Skills
Sales Technique
o Customer Care
Customer Care Training
Managing Customers
o Human Resource
HR Administration
Induction Training
Recruitment & Selection
Successful Appraising
Personal Development Courses
o Workshops on:
Assertive Skills
Building Confidence
Coping with Change
Interview Techniques
Maximize Potential
o One to One Coaching
Focused entirely on personal objectives
Move forward at individual pace
Material used in tailor made to specific development Need
A strict code of confidentiality

Importance of Training Consultancies
It helps in enhancing companys image
It helps in strengthening the team spirit
It helps in applying knowledge, developing core competencies, and reducing work load
It helps in improving the work relations
It helps in developing focused and inspired staff
It leads to greater chances of success



Consultants can provide help on following areas:
Management Development
Team Building Leadership
Health & Safety Training
Interpersonal Skills
Sales Training
Example: T.V. Rao Learning Systems is a popular training consultancy in India.

Identifying training and development needs
I can do that...
Fundamental to the delivery of any path project is the development of the team and the
professional development of all individuals. At all levels there is an expectation that the
skills, attitudes and knowledge required to deliver successful projects will be gained while
these projects develop.

This section looks at how project managers can identify the skills and knowledge required to
successfully deliver a competent project as well as provide the training and development
required for both themselves and the project team. The intention here is to give an overview,
as there are training and development texts that cover this subject in much more detail.
You should start with an analysis of the training and development that is required. The
starting point and the subsequent steps can be represented in The Training Cycle or The
Systematic approach to Training and Development. This is a widely recognised and used
model of the processes involved in professional development.


\
This is a good place to point out that when setting any objectives for training we should be
using the standard management practice of using SMART objectives.

SMART
You will notice that the above objectives are specific in that they explain a number of
individual tasks.
They are measurable in that you can determine if the tasks have been completed by
checking against the targets, e.g. 2000 words, four bridges, grid reference, and so on.
They are achievable in that resources are available to complete the project. For example, is
there sufficient time for completion and does the candidate have access to a computer?
They should be realistic. Clearly projects have to be set at an appropriate level and be
relevant to the development of the individual. We have to ask whether the person presently
has the skills to carry out the project, does he/she need training or can they learn by
completing the project?
Finally, the project should be time-bound in that you have to set time targets for completion,
and possibly for reviewing progress.

If you are able to set SMART objectives it makes the job of evaluation and review much
easier.

IDENTIFY THE NEED
The need for staff training can be idenitifed in a number of ways, such as during interviews,
through feedback from colleagues, by competence or knowledge tests, by observing work
taking place, or from appraisal documents or CVs. Skills and knowledge audits and a SWOT
analyses are well-known techniques that can be used for self-assessment as well as for
identifying the needs of individuals and groups.

SKILLS AND KNOWLEDGE AUDIT
A brainstorming session will identify the skills, knowledge and understanding required to
carry out a particular task. Skills that the project team leader might suggest are listed in the
table below. By comparing the exisiting skills and knowledge of the team members with the
recommended ones, you can determine what training is required.
Such an audit might produce the following conclusions:

THE PROJECT TEAM LEADER

SKILLS Level required Current level Development needs
Project design Degree or HNC level management and review SVQ level 4 Supervisory
management plus some specific project training A more advanced course in management
skills
Planning and reviewing Management Level 4 S/NVQ Management Level 4 S/NVQ As above
Staff management Management Level 4 S/NVQ Management Level 4 S/NVQ None required
Team briefing Management Level 4 S/NVQ Management Level 4 S/NVQ As above
Effective presentation Ability to present projects to community groups Not confident in
presenting to groups There is a need for a specific course followed up with exposure to group
presentations
Report writing Professional quality reports Already presents high quality reports None
required
Assessment skills Vocational Assessor Award Holds Skills Assessor Award To work towards
the D33
Team skills Management Level 4 S/NVQ Management Level 4 S/NVQ None required
Training of trainers 3- to 4-day course Already holds three relevant training units None
required


KNOWLEDGE
Level required Current level Development needs
Management of Health and Safety NEBOSH level Already holds Management Level 4
S/NVQ and has attended specific training None required
Safety in construction legislation NEBOSH level As above As above
Employment legislation Management Level 4 S/NVQ Management Level 4 S/NVQ Updating
courses when available
Appraisal system and how it works Specific knowledge and use of the system Has carried out
appraisals in other organisations Specific coaching only required
Environmental legislation Full knowledge of relevant environmental legislation Has full
knowledge through personal research None required

Do not be over specific about each and every aspect of the job, and do not use vague
expressions: communication skills, for example, may cover questioning, listening and talking
to a group. You should attempt to be as clear and concise as possible about the skill or
knowledge required.

SWOT
Another simple self-assessment tool is the SWOT analysis or analysis of STRENGTHS,


WEAKNESSES, OPPORTUNITIES and THREATS.
This can be used on its own or with the skills and knowledge analysis. It is a good technique
for helping staff identify their own training needs with or without support.

THE PROJECT TEAM LEADER
Strengths Weaknesses
I have a strong background in management techniques. I have not worked to any degree
with groups of manual workers.
I have used a pc competently in previous jobs. I am unfamiliar with project management
software.
I have a NEBOSH Certificate. Health and safety training did not cover construction
regulations.
Opportunities Threats
There will be a number of candidates selected for a higher level qualification in Project
Management. Lack of project management skills can hamper progress.
Growth in the path industry may mean that there are more higher level jobs available.
Other candidates may have worked with manual workers I need to improve my leadership
skills.

Whatever technique is used, it is best to include this in a personal development plan (PDP).
This is very often carried out as a part of an appraisal process.

AN EXAMPLE OF A PERSONAL DEVELOPMENT PLAN

Development issue Reason for Development Method and date for achieving objective
Review date and comments
1. Training and assessment skills To fulfil role in training and developing my team to meet
the required job standards. Attend training course leading to the Certificate for Skills Trainers
and assessors by August 2002.
2. Report writing To improve my knowledge of standard report writing techniques. Attend a
short course when available by September 2002.
3. Project management To enable me to fully understand and manage projects. To attend an
introductory course by June 2002 with a view to commencing a certificate course in early
2003.

The above techniques can lead to individual development plans. It is standard practice to
compile these individual plans and to produce composite plans for a department or specific
group. These, in turn, can then be combined with plans from other groups to form an
organisational training needs analysis.


WE CAN ALL DO THAT
The department, organisational or team training needs analysis should be set out in a similar
way to the PDP. However, simply compiling a list of team members training needs may
result in a list of individually identified needs and not a plan that suits the organisation or the
project team. Sometimes, individuals may push for expensive training that is not a priority for
the team as a whole, or inappropriate or costly training may be prioritised badly.

It is the role of the manager or team leader to analyse the identified needs in order to
determine the priorities for the team as a whole and to decide in which order these needs can
be met, given that there are always budgetary constraints.

In order to do this the manager or team leader has to understand a basic principle of team
working:

None of us works in isolation, although we sometimes would like to think we can, every
action we take, every thing we say has possible consequences for others in the organisation or
in the team.

Focusing on getting the job done may be detrimental to other team members and affect how
the team works. Pushing others to achieve difficult targets is well known to have a
demotivating effect on all.

Focusing on individuals, through favouritism for example, may be detrimental to the team
spirit and affect how the task is carried out.

Focusing on keeping the whole team happy may be detrimental to individual team members
and affect teamwork.

It is the aim of everyone in an organisation to achieve a balance and to encourage and
support individuals so that a strong team can be built while ensuring that the task is being
carried out.

It is up to the team leader or manager to ensure that there is a maximum overlap so that
individuals work well within the team and that the team works well together to complete the
task.

Team leaders have a major role in facilitating this through their management and
communication skills. Individual training needs must be analysed and prioritised to benefit
the team. It could be beneficial in the long term to allow individuals to undertake a costly
MBA, but it could be more productive to fund an in-house programme leading to six or seven
members of staff achieving an N/SVQ in an appropriate skills area.

Once a list of needs have been determined a timescale for achieving them has to be set
down. An example of a team training needs analysis is shown below.

NORTH HIGHLAND PATH TEAM TRAINING NEEDS PROGRAMME
IMMEDIATE PRIORITIES
Need Who? Why? Target date
Risk assessment Full team To comply with law ASAP
Basic H and S J Kerr
I Smith Team targets //
SHORT TERM Next month
Survey techniques J Kerr
P Weir Identified gap through analysis //
MEDIUM TERM 23 months
Interpersonal skills I Smith
D Stewart Identified through appraisal
Team development Full team Identified through team discussion //
LONGER TERM
SVQ In Administration Admin team To support training and identify further gaps //
If the manager or team leader does this, then the team development plan is more specific to
the needs of the team, more cost-effective and more likely to take the team forward in its
task. The next stage is to deliver the training.


TRAINING & DEVELOPMENT
TRAINING CONSULTING AND TRAINING & DEVELOPMENT SERVICES




We carry out all services relating to Training and Development programs for our client
organisations like:

Training needs analysis and development needs analysis

Designing a training strategy to underpin corporate strategy

Audit of the training function

Designing learning and development systems tailored to the company's specific needs

Evaluating the effectiveness of training programmes

Prioritizing of the training budget

Surveys in the area of corporate training

TRAINING
AND HUMAN RESOURCE MANAGEMENT

The HR functioning is changing with time and with this change, the relationship between the
training function and other management activity is also changing. The training and
development activities are now equally important with that of other HR functions. Gone are
the days, when training was considered to be futile, waste of time, resources, and money.
Now a days, training is an investment because the departments such as, marketing & sales,
HR, production, finance, etc depends on training for its survival. If training is not considered
as a priority or not seen as a vital part in the organization, then it is difficult to accept that
such a company has effectively carried out HRM. Training actually provides the opportunity
to raise the profile development activities in the organization.

To increase the commitment level of employees and growth in quality movement (concepts
of HRM), senior management team is now increasing the role of training. Such concepts of
HRM require careful planning as well as greater emphasis on employee development and
long term education. Training is now the important tool of Human Resource Management to
control the attrition rate because it helps in motivating employees, achieving their
professional and personal goals, increasing the level of job satisfaction, etc. As a result
training is given on a variety of skill development and covers a multitude of courses.

Role of HRD Professionals in Training
This is the era of cut-throat competition and with this changing scenario of business; the role
of HR professionals in training has been widened. HR role now is:
1) Active involvement in employee education
2) Rewards for improvement in performance
3) Rewards to be associated with self esteem and self worth
4) Providing pre-employment market oriented skill development education and post
employment support for advanced education and training.
5) Flexible access i.e. anytime, anywhere training
MODELS OF TRAINING
Training is a sub-system of the organization because the departments such as, marketing &
sales, HR, production, finance, etc depends on training for its survival. Training is a
transforming process that requires some input and in turn it produces output in the form of
knowledge, skills, and attitudes (KSAs).

THE TRAINING SYSTEM
A System is a combination of things or parts that must work together to perform a
particular function. An organization is a system and training is a sub system of the
organization.
The System Approach views training as a sub system of an organization. System Approach
can be used to examine broad issues like objectives, functions, and aim. It establishes a
logical relationship between the sequential stages in the process of training need analysis
(TNA), formulating, delivering, and evaluating.
There are 4 necessary inputs i.e. technology, man, material, time required in every system
to produce products or services. And every system must have some output from these inputs
in order to survive. The output can be tangible or intangible depending upon the
organizations requirement. A system approach to training is planned creation of training
program. This approach uses step-by-step procedures to solve the problems. Under
systematic approach, training is undertaken on planned basis. Out of this planned effort, one
such basic model of five steps is system model that is explained below.


Organization are working in open environment i.e. there are some internal and external
forces, that poses threats and opportunities, therefore, trainers need to be aware of these
forces which may impact on the content, form, and conduct of the training efforts. The
internal forces are the various demands of the organization for a better learning environment;
need to be up to date with the latest technologies.


THE 3 MODELS OF TRAINING ARE:

1. System Model.
2. Instructional System Development Model.
3. Transitional Model.

1. Systematic Model Training
The system model consists of five phases and should be repeated on a regular basis to make
further improvements. The training should achieve the purpose of helping employee to
perform their work to required standards. The steps involved in System Model of training are
as follows:

Analyze and identify the training needs i.e. to analyze the department, job, employees
requirement, who needs training, what do they need to learn, estimating training cost, etc The
next step is to develop a performance measure on the basis of which actual performance
would be evaluated.

Design and provide training to meet identified needs. This step requires developing
objectives of training, identifying

Develop- This phase requires listing the activities in the training program that will assist
the participants to learn, selecting delivery method, examining the training material,
validating information to be imparted to make sure it accomplishes all the goals & objectives.

Implementing is the hardest part of the system because one wrong step can lead to the
failure of whole training program.




Evaluating each phase so as to make sure it has achieved its aim in terms of subsequent
work performance. Making necessary amendments to any of the previous stage in order to
remedy or improve failure practices.



2. Instructional System Development Model(ISD)Model
Instructional System Development model or ISD training model was made to answer the
training problems. This model is widely used now-a-days in the organization because it is
concerned with the training need on the job performance. Training objectives are defined on
the basis of job responsibilities and job description and on the basis of the defined objectives
individual progress is measured. This model also helps in determining and developing the
favorable strategies, sequencing the content, and delivering media for the types of training
objectives to be achieved.



The Instructional System Development model comprises of five stages:
1. ANALYSIS This phase consist of training need assessment, job analysis, and target
audience analysis.

2. PLANNING This phase consist of setting goal of the learning outcome, instructional
objectives that measures behavior of a participant after the training, types of training material,
media selection, methods of evaluating the trainee, trainer and the training program,
strategies to impart knowledge i.e. selection of content, sequencing of content, etc.





3. DEVELOPMENT This phase translates design decisions into training material. It
consists of developing course material for the trainer including handouts, workbooks, visual
aids, demonstration props, etc, course material for the trainee including handouts of
summary.

4. EXECUTION This phase focuses on logistical arrangements, such as arranging speakers,
equipments, benches, podium, food facilities, cooling, lighting, parking, and other training
accessories.

5. EVALUATION The purpose of this phase is to make sure that the training program has
achieved its aim in terms of subsequent work performance. This phase consists of identifying
strengths and weaknesses and making necessary amendments to any of the previous stage in
order to remedy or improve failure practices.

The ISD model is a continuous process that lasts throughout the training program. It also
highlights that feedback is an important phase throughout the entire training program. In this
model, the output of one phase is an input to the next phase.



3. TRANSITIONAL MODEL

Transitional model focuses on the organization as a whole. The outer loop describes the
vision, mission and values of the organization on the basis of which training model i.e. inner
loop is executed

Vision focuses on the milestones that the organization would like to achieve after the
defined point of time. A vision statement tells that where the organization sees itself few
years down the line. A vision may include setting a role mode, or bringing some internal
transformation, or may be promising to meet some other deadlines.

Mission explain the reason of organizational existence. It identifies the position in the
community. The reason of developing a mission statement is to motivate, inspire, and inform
the employees regarding the organization. The mission statement tells about the identity that
how the organization would like to be viewed by the customers, employees, and all other
stakeholders.


Values is the translation of vision and mission into communicable ideals. It reflects the
deeply held values of the organization and is independent of current industry environment.
For example, values may include social responsibility, excellent customer service, etc.



The mission, vision, and values precede the objective in the inner loop. This model considers
the organization as a whole. The objective is formulated keeping these three things in mind
and then the training model is further implemented.


METHODS OF TRAINING
There are various methods of training, which can be divided in to cognitive and behavioral
methods. Trainers need to understand the pros and cons of each method, also its impact on
trainees keeping their background and skills in mind before giving training.

Cognitive methods are more of giving theoretical training to the trainees. The various
methods under Cognitive approach provide the rules for how to do something, written or
verbal information, demonstrate relationships among concepts, etc. These methods are
associated with changes in knowledge and attitude by stimulating learning

The various methods that come under Cognitive approach are:
Lectures.
Demonstrations
Discussions
Behavioral methods are more of giving practical training to the trainees. The various methods
under Behavioral approach allow the trainee to behavior in a real fashion. These methods are
best used for skill development.

The various methods that come under Behavioral approach are:
Games and Simulations.
Behavior- Modeling.
Business Games

Both the methods can be used effectively to change attitudes, but through different means.

Another Method is MANAGEMENT DEVELOPMENT METHOD
Management Development
The more future oriented method and more concerned with education of the employees. To
become a better performer by education implies that management development activities
attempt to instill sound reasoning processes.

Management development method is further divided into two parts:
1. On the JOB Training.
2. Off the JOB Training.

Training in Global Business World
With the expansion of the organization, Human Resource job in no longer limited to their
native country but has extended worldwide. Localization is a key to successful expansion that
helps in improving upon workforce connections, doing the wok effectively and efficiently,
and reducing global turnover.

As the organizations are expanding globally, training has become quite an essential
ingredient to improve performance. However, unavailability of budget necessary to achieve
goals results the training function to be at the bottom of priority list. Besides that, managers
do not fully adapt according to the local environment for the transfer of training. Very often,
managers use minimum of locally suitable resources or the most critical material like
employee handbooks.

Training success in various countries requires cross cultural literacy i.e. understanding of how
cultural differences across nations can affect the way training is given. At the same time,
different cultures may or may not be supportive in the transfer of training, in the sense that
cultural factor may lower or raise the cost of training.


CASE STUDY
A very brilliant marketing professional went to Arab for the sale of his companys soft drink.
But he came back with no results.

When asked about the failure of the mission, he answered that he prepared three cartoons.

Cartoon-1- Displaying a man looking exhausted and tired, is walking in desert in scorching
heat.
Cartoon-2- Displaying the same man opening bottle and drinking the soft drink.
Cartoon-3- Displaying the man feeling alive and refresh again.

Though, his strategy was good, unfortunately fails because he was unaware that Arab people
read from right to left.

Moral here is localization is a key to success.

There are some major barriers in the transfer of training when it comes to giving training in
other countries.
Culture
Values and Norms
Attitude
Age, Gender, and Professional Status.
Language
Spoken
Unspoken
Social Structure
Individual
Group
Assumptions.

Training Culture
Communicating the information to different people from different Training cultures and
different nationalities can give rise to many problems. Many simple things that seem simple
and straightforward to communicate become difficult when it comes to communicating in
different environment. Giving training in ones own culture is quite different from giving
training in different culture. Being a good trainer is not the only requirement but
understanding socio-economic and cultural backgrounds has now become an important part.

Values, norms, attitude are the building blocks of Training culture. Values means what a
group of people believes to be good, bad, right, or wrong. Norms means the social rules and
guidelines that prescribe appropriate behavior.

Attitude disposes a person to act in a certain way toward something in a certain situation. A
trainer giving training in different culture has to keep these things in mind before delivering
content.

Instances: A good case that concerns attitude towards time in different cities: People are very
punctual in United States. People from US tend to come little early for any meeting, or when
invited for dinner, party to someones home because in their culture it is considered to be
polite to arrive on time.

In Great Britain, people tend to come late for any appointment. If called at 5 P.M., that means
come at 5.30 or 6 P.M.

Even for Argentineans, coming on exact time is far too early.

For instance, In US, if the trainer gets late for a scheduled training session it is treated as a
breach of etiquette. And it may result in loss of trainers respect and failure in transfer of
training.

Age, Gender, and Professional Status Different cultures give different regard to age,
gender, and professional qualification. For example, in Japan, people give high regard to
older people. Older people are regarded as having greater knowledge, skills, wisdom, and
abilities. Respect in the sense that people are more willing to listen to and seriously consider
the information. In such a culture, a young trainer might have to work harder to gain attention
and face problems in executing the program and transfer of training.

Similarly, some countries are also biased about the gender. Like in Gulf countries, womens
role is limited to households only. In such a culture, it is not possible for women trainers to
undergo training programs because people will not be as receptive as in other culture.

Same is with high professional status - the higher the qualification of the trainer, the more
will be the importance attached to the information.

Language Problem in Training and Development
Language comprises of both spoken and unspoken means of communication. Bestest of the
best training program will fail if trainer is not well versed in communicating trainees
language. Language is one of the most important ingredients of culture.

Spoken Language Trainees receiving training prefer to speak in their own language and
trainer being able to speak the local language can help establishing rapport among trainees,
which may be very important for the transfer of training. Language is one of the major
barriers when it comes to giving training in cross-cultural environment. Chinese is the mother
tongue of the largest number of people (shown below), followed buy English and Hindi.

Percentage of the people speaking their first language
Unspoken Language means non-verbal communication, a very important part of
communication. It is a communication that uses body movements and gestures such as,
raising eyebrows, smiling, hand movements, facial expressions, etc. A failure to understand
unspoken language can lead to a failure of communication because body language is not the
same in every culture.

For instance, raising eyebrows is a sign of recognition in most cultures, but in some cultures,
its not. Similarly, making a circle with the thumb and forefinger is a friendly gesture in the
US, but it is obscene invitation in Turkey and Greece. Also, thumbs up gesture is used to
indicate that its fine in the US and Europe, but it is vulgar gesture in Greece.





Another case of unspoken language is the amount of distance between the persons talking to
each other. In Latin America, the distance adopted by parties in a business discussion is 3 to 5
feet while in the US, it is 5 to 8 feet.

In the training context, if the trainer gives training in Latin America and maintains a much
larger distance than desired in their training culture, then in turn, it may result in a regrettable
lack of rapport between the trainer and the trainee.

Therefore, using the right body language is very important in cross-cultural training.

Global Training Class Social Structure
Social Structure refers to basic social organization. It consists of many aspects such as, the
degree to which the social organization laid emphasis on the individual, as opposed to the
group.

Individualism
Some countries emphasizes on individual achievement. Western countries emphasize on
individual performance, this in turn, leads to high level of creativity, high degree of
managerial mobility, entrepreneurial activity, etc. On the other hand, encouraging
individualism also make it difficult to work in teams. It may be difficult for them to co-
operate which may serve as an obstruction in smooth flow of training.

Group In most of the countries, group is the primary unit of organizations. Like in Japan, the
social status of an individual is determined as much as in by standing of the group. This may
lead to better cooperation; on the other hand it suppresses entrepreneurial activity, individual
creativity, etc. This in turn, may result, in loss of recognition of individual achievement at
work after training.

Therefore, trainer has to keep in mind the factor of the individual and the group while giving
training because encouraging a particular individual in Japan might be considered as impolite
or vice-versa.


Assumptions We all make assumptions every day. It may be positive or negative, good or
bad. Assumptions influence our attitudes, perceptions. Most people see what they want to see
and believe what they want to believe. It some times leads to coinciding and some time
clashes. This tendency to make assumptions and forming attitudes regarding certain things
can be a big problem in a cross cultural training. Differences in assumptions can some times
be very problematic. As an example, trainer may believe that if the trainees do not question,
they understand the content. On the other hand, trainees may believe that if they will ask
question, the trainer might think they are dull.
TRAINING SCENARIO IN INDIAN INDUSTRY
With the world-wide expansion of companies and changing technologies, Indian
Organizations have realized the importance of corporate training. Training is considered as
more of retention tool than a cost.

Today, human resource is now a source of competitive advantage for all organizations.
Therefore, the training system in Indian Industry has been changed to create a smarter
workforce and yield the best results. With increase in competition, every company wants to
optimize the utilization of its resources to yield the maximum possible results. Training is
required in every field be it Sales, Marketing, Human Resource, Relationship building,
Logistics, Production, Engineering, etc. It is now a business effective tool and is linked with
the business outcome.

With increase in awareness of corporate training in Indian Industry, a gradual shift from
general to specific approach has been realized.

According to NASSCOM (National Association of Software and Services Companies), the IT
corporate training market is expected to reach Rs 600 crore in 2010 from Rs 210 Crore in
2006.



In Indian market, 50% of the training companys revenue comes from the retail training and
rest from other segments.

On the other hand, in many organizations training is regarded as non-essential or a need
based activity. Some organizations start a training department in order to look modern. In
fact, some organizations are headed by unwanted employees rather than employees of
outstanding merit. While some organizations do not have a separate budget to hire highly
qualified trainers for training and development.

Training and Development in Retail-FMCG Sector:
Retail/FMCG Sector is the most booming sector in the Indian economy and is expected to
reach US$ 175-200 billion by 2016. With this rapid expansion and coming up of major
players in the sector, the need of human resource development has increased. Lack of skilled
workers is the major factor that is holding back the retail sector for high growth. The sector is
facing the severe shortage of trainers. Also, the current education system is not sufficiently
prepared to address the new processes, according the industry majors.


TRAINING PROGRAMS IN RETAIL/FMCG SECTOR

Some of the training programs that are given in the retail sector are:
Sales Training
On-the-Job Training
Seminars/Workshops
Customer Relationship Management
Online Course
Group Study
Computer-Based Training
Self-Directed Training
Training Institutes for Retail management

Some of the institutes for retail management are:
Indian Retail School
Loyola Institute of Business Administration (LIBA)
S P Jain Centre of Management
Institute for Integrated Learning in Management (IILM)
Welingkar Institute of Management, Centre for Retail Studies
K J Somaiya Institute of Management Studies & Research
Mudra Institute of Communications
Amity Business School

Training in Banking and Insurance Sector
Favorable economic climate and number of other factors such as, growing urbanization,
increasing consumerism, rise in the standard of living, increase in financial services for
people living in rural areas, etc has increased the demand for wide range of financial products
that has led to mutually beneficial growth to the banking sector and economic growth
process. This was coincided by technology development in the banking operations.



Today most of the Indian cities have networked banking facility as well as Internet banking
facility. Some of the major players in the banking sector are State Bank of India, HDFC
Bank, Citibank, ICICI Bank, Punjab National Bank, etc.

In the Insurance sector also, rapid expansion has created about 5 lakh job opportunities
approximately in the past five years. These openings are mainly in the field of insurance
advisors or marketing agents. The eligibility criteria for these jobs is graduation with some
experience in marketing or become insurance agents after completing school but this needs
some relevant training.

Earlier there were no training programs as such for insurance agents but on-the-job training
only that was given once the new agent was appointed. But now the scenario has been
changed, with the coming up of big players like ICICI Life Insurance, ICICI Lombard,
HDFC Life Insurance, Tata AIG General Insurance, etc in this sector, people who've had
some formal training are preferred while recruitment because it can be helpful in the
insurance field.

However, only the insurance degree in this field does not guarantee success. To be successful
an agent must have strong interpersonal, networking, and communication skills.

Number of opportunities in Banking and Insurance sector has increased than ever before.
With this rapid expansion and coming up of major players like ICICI, HDFC, UTI, Bajaj
Allianz, etc in the sector, the need of human resource development has increased.

Training and Development in Automobile Sector
The Indian automobile sector is growing at a rate of about 16% per annum and is now going
to be a second fastest growing automobile market in the world. The sector is going through a
phase of rapid change and high growth. With the coming up of new projects, the industry is
undergoing technological change. The major players such as, Honda, Toyota, Bajaj, Maruti
are now focusing on mass customization, mass production, etc. and are expanding their
plants.

According to National Development and Reform Commission (NDRC), Indias auto making
capacity is expected to become 15 million units by the end of the year 2007 exceeding the
yearly demand of about 7 million units.

This rapid expansion is because of growing urbanization, rise in the standard of living of
consumers, easy availability of finance, liberalization, privatization, and globalization of
Indian Industry. This rapid expansion has created lots of job opportunities. Interested one in
this sector has to specialize in automobile/mechanical engineering. Currently, Automobile in
India is retaining around 10 million employees and is expected to employ more people in
near future. Unorganized sector in employing 67% people while, organized sector is
employing only 33% people, which is a major drawback for automobile sector.

With this rapid expansion and coming up of major players in the sector, the focus is more on
the skilled employees and the need of human resource development has increased. The
companies are looking for skilled and hard working people who can give their best to the
organization. Various companies are opening training institutes to train interested ones in this
sector, like Toyota has recently opened Toyota Technical Training Institute (TTTI) near
Bangalore that will offer 4 courses in automobile assembly, mechatronics (a combination of
mechanical and industrial electronics), automobile weld and automobile paint. TTTI will
provide both a high standard of education and training in automotive technology as well as
employment opportunities.

Training and Development in Telecom Sector
Telecom is one of the fastest growing sectors in India with a growth of 21% and revenue of
Rs 86,720 crore in the year 2006. The sector is expected to grow over 150% by 2012. With
increase in competition between the major players like BSNL, MTNL, Hutchison Essar, BPL,
Idea, Bharti Tele services, Tata, etc, the requirement for mobile analysts, software engineers,
and hardware engineers for mobile handsets has increased. However, holding an engineering
degree is not enough to survive in the Telecom Sector. There is constant need of updating of
knowledge, skills, and attitudes.
With this rapid growth in Telecom Sector, the need for trained professionals in bound to rise
and so is the training need. The total training market in Telecom Sector is estimated to be Rs
400 crore.

Many top players are spending a huge amount on training and development, for example
BSNL alone spends more than 100 crore on training and development of its employees
through the Advanced Level Telecommunications Training Centre (ALTTC) and 43 other
regional training institutes. Reliance has also established Dhirubhai Ambani Institute of
Information and Communication Technology. In addition to that, Bharti has also tied-up with
IIT Delhi for the Bharti School of Telecommunication Technology and Management.

With the increase in competition, availability of huge amount of information through internet,
magazines, newspapers, TV, etc, and increased awareness among customers, the demand to
impart proper training in non-technological areas like customer care and marketing has
increased too.

Rapid technological changes, network security threat, mobile application development,
growing IP deployment in the sector have brought back the training and development in the
priority catalog.

Training and Development in KPO Sector


KPO is Knowledge Processing Outsourcing, not to be confused with BPO, which is Business
Processing Outsourcing. KPO is about providing knowledge based services in the areas like
market research, business research, financial research, legal services, etc., while BPO is about
providing customer care services, technical support, tele-sales etc. KPO market is expected to
grow from US $ 1.3 billion in the year 2003 to US $ 17 billion in the year 2010. KPO sector
is expected to grow at a compounded annual growth rate (CAGR) of 49.5% till 2010.
According to the National Association of Software and Services Companies (NASSCOM),
But according to Rocsearch, a UK based research firm, KPO sector will be able to reach
100,000 employees only instead of 250,000 employees. Therefore, to fill the demand and
supply gap training has now become an important tool like every other technical industry.

With the expected increase in number of employees, training has become the core of KPO
industry as well. No matter how much qualified the person is he needs to be trained on
processes. As the name itself implies, knowledge, this sector requires high level of
functional know-how as well as domain know-how. There is a constant need of well-planned
training programs as the work profile requires understanding of market research objectives
and methodologies. This sector requires behavioral training as well as training to handle
stress because of odd working hours.

If a person is committed to deliver quality, and is willing to learn with positive attitude then
definitely KPO is the right place to work for him.

Training and Development in Pharmaceutical Sector
India Pharmaceutical market is valued at about US $8 billion and is expected to reach to US
$12 billion by 2010. Indian pharmaceutical market is 2% of worlds pharmaceutical market.
In the last two years, 3900 new generic products have been launched because of which its
market value has been increased to about US $355 million.

Growth in Pharmaceutical Sector
This rapid growth has also increased the training need of the sector.


Training Areas
Brand Protection
Contamination Control
Drug Verification
Supply Chain Visibility
Recall Management
Shrinkage Reductions
Preferred Training Methods

Some of the preferred training methods are:
Web based training
Class room training
Workshops
On-the-job training

OVERVIEW

Hospitality sector is growing at a very fast rate in India. The sector is growing at a rate of
approximately 8%. This sector can be classified into hotel industry, travel and tourism,
restaurants, pubs, clubs and bars, contract catering, and aviation. Other than that,
opportunities also exist in universities, sporting venues, exhibition centers and smaller events
management companies.

The major challenge of this sector is shortage of skilled employees along with the challenge
of attrition rate. Skilled chefs and managers are in great demand. Managers require huge
range of competencies such as, people management, viable skills, business insights, analytic
skills, succession planning, and resource development in order to get success in this sector. In
addition to that, employees are not enough trained on Business Etiquettes, Courtesy, and
Business Communication. Hospitality is all about handling people. So an employee must
have right attitude, tolerance, and listening skills in order to move up the hierarchy. There is
still a long way to go to inculcate good public relation, interpersonal skills.

With the increase in competition due to the coming up of major players like Four Seasons,
Shangri-La, Aman Resorts, etc the need to train employees has increased more than ever
before. The major players are now strategizing to increase the turnover of the customers by
training their employees on Communication, Dining and Business etiquettes, etc. Some of the
essentials required by this sector are:
Good infrastructure
Trained trainer
Quality of content
Certification of training course
Effective Training evaluation
Training and Development Programs are available for the following areas:
Food Production
Food and Beverage Service
Front Office
Housekeeping
TRAINING IN HOSPITALITY SECTOR

Training Providers

TheTrainingMarket.com
Training Partners
Hospitality Handbooks
Air Hostess Academy (AHA)
British Institute of Air Hostess Training
Frankfinn Air Hostess Academy
Hi-Fly Aviation Academy
Chetna Consultancy Services
Skill Tree India
Hi-Fly Aviation Academy
Sierra Training Ltd
Finesse Savvy
Icon Consultancy & Education Ltd
Hospitality Training Topics
Food, Restaurants, Hotels and Hospitality
Bar Tending
Restaurant management
Culinary skills
Food preparation and safety
Leadership and Chain Management
Hotel and Restaurant Health and Safety
Training Courses and Programs
Certificate in Catering Operations
Certificate in Tourism Skills
Certificate in Hospitality
Certificate in Fast Food & Snack Bar Management
Certificate in Healthy Eating & Food Hygiene
Certificate in Guest House Operations
Certificate in Guest House Operations
ServSafe Manager Certification
Bar Service
Catering Services
Food Service
Kitchen Skills
Beverage Service
Basic Skills for the guest services
Accommodation Services (Laundry, Housekeeping, self-catering )
Career for Trainers in Hospitality Sector
Preferred Educational Qualification

Some of the educational qualifications required by the trainers are:

Education UG - Any Graduate - Any Specialization
PG - Any PG Course - Any Specialization
PG - MBA/PGDM - HR/marketing/ operations/strategy
Graduate/Diploma - Hotel Management and MBA
Diploma in Hotel Management, Catering Technology & Applied Nutrition
MBA/PGDM - HR/Industrial Relations

Nature of Work :

Providing training to aspirant Cabin Crews & Air Hostesses on Language
Training on Business etiquettes, Courtesy, Business communication
Training on personality development
Training on time management
Training Courtesy Crew members for restaurant operations that is for Dine-in, Delivery and
product
Providing behavioral training
Training need analysis
Arranging and implementing training
Making training calendar
Training content development
Training evaluation
Training evaluation
Preparing training budgeting
Develop and deliver training to internal and external technical support teams
Implement new and existing training projects and initiatives
Consistently review and improve training quality and effectiveness
To implement and monitor the company's 'Training for future' program
Customizing training content
Skills and Attributes Required
Should have very good oral and written communication skills
Should have had experience in making training and development content
Language skills
Right attitude and listening skills
Dedication and Tolerance
Should know to deal with people & good interpersonal and public relation skills
Should be presentable
Proficiency in English and Hindi
Must have effective vendor management, negotiation and relationship management skills
Proficiency in computer applications
Excellent networking skills, with the ability to build rapport
Ability to work well under pressure
Ability to think out of the box and drive change and innovation
Variation of Salary with Experience

Salary offered to the trainers according to the relevant experience fall in the range of:




Training and Development in IT/Software Development Industry

The Indian IT sector is growing at a very fast pace and is expected to earn a revenue of US
$87 billion by 2008. In 2006, it has earned revenue of about US $ 40 billion with a growth
rate of 30%. IT sector is expected to generate 2.3 million jobs by 2010, according to
NASSCOM (National Association of Software and Service Companies)

With this rapid expansion of IT sector and coming up of major players and new
technologies like SAP, the need of human resource development has increased.

According to the recent review by Harvard Business Review, there is a direct link between
training investment of the companies and the market capitalization. Those companies with
higher training investment had higher market capitalization. It clearly indicates that the
companies which have successfully implemented training programs have been able to deliver
customer goals with effective results. It shows that good training results in enhancement of
individual performance, which in turn, helps the organization in achieving its business goals.
Training is a tool that can help in gaining competitive advantage in terms of human resource.


With the growing investment by IT companies in the development of their employees many
companies have now started their own learning centers. As an example, Sun has its own
training department. Accenture has Internet based tool by the name of My Learning that
offers access to its vast learning resources to its employees. Companies are investing in both
the technical training, which has always been an essential part in IT industry, as well as in
managerial skills development. Companies now kept aside 3-5% of revenue for training
programs. As an example, some of the major players like Tata Elexi and Accenture are
allocating 7% and 3% respectively of the companys overall revenue.

Areas Covered in Training Programs in IT/Software Development Industry

The specific areas where training is given in IT/Software Development sector are:
Computer Manufacturing
EDP/ E- Commerce
Designing
Maintenance Service
Operating jobs, Computer operators, Data Entry
System Developing /Programming /Software Engineering
Networking

Application Programming
Research and Development in Peripheral Integration
Product Quality Control and Reliability Testing
Enterprise Resource Planning (ERP)
Database Warehousing and Management

Training Courses in Software Development Industry
B. Tech
BCA
BSc. (H) Computer Science
M. Tech
MCA
MSc. (H) Computer Science
M.E. in Computer Technology & Applications
Post Graduate Diploma in Computer Application (P.G.D.C.A)
Preferred Training Methods

Some of the training methods of training are:
Computer Based Training
Internet Based Learning
Lectures
Labs
On-the-job (OTJ) Training
Distant Learning
E-Books
Mentoring
Coaching
Job Rotation

Career Opportunities For Trainers in Software Development Industry
Preferred Educational Qualification
MBA/PGDM/PGDBM in HR / Administration / IR Education
UG - B.Tech/B.E. Computers
BCA
MCA
B Sc. (H) Computer Science/ M Sc Computer Science
Any PG Course - Any Specialization
A post graduate in HR from a reputed Institute specializing in Training and Development

Skills and Attributes Required
Skills and attributes required to become a successful trainer are:
Technical very sound
Presentable
Good in making relationship with managers
Can handle queries of employees/IT Professionals
Verbal / Written communication skills
Excellent interpersonal skills
Ability to lead and mentor team members
Presentation and networking skills
Should be computer savvy
Excellent coaching and mentoring skills

Nature of Work
Training need Analysis: A Protocol to gather and review the inputs on the performance of the
hires serving the initial months of the employment. To design different Technical training
modules based on the need for the same
Advanced Training: Content designing and Session Scheduling to be done
Work with technical managers to gauge current technical levels and align courses to deliver
set target levels
Propose budget and spending plan for technical and soft skill
Ensure ROI for training
Identification of training needs of employees by use of the appraisal data
Consolidation and preparation of training calendar
Conduct service excellence and behavioral modules for employees
Continuously conduct and monitor feedback after the program
Prepares weekly/monthly and annual training reports
Tracks the mandatory training requirements for the entire division and informs the
participants on the compliance
Takes care of trainees needs during the training
Designing and developing instructional material for training courses that support company's
goals
Manage team member/s by assigning tasks and set goals based on work load

Emerging Scenario in IT Industry


With the rapid expansion in IT/ITES sector, now there is enough scope of IT training courses
and institutes. IT sector is soon going to face a huge shortfall of skilled employees, if the
growth in the software industry goes by as expected. According to recent report of
NASSCOM (The National Association of Software and Services Companies) on software
industry, the IT services sector will see a shortfall of 2,35,000 people by 2008. IT spending in
the global business world is expected to grow by 6 to 7 % in the next 3 years, which will be
enough to give boost to the IT training sector.

This huge IT spending is largely because of uptake in IT recruitment.
According to a recent IDC report, India alone spends $216 million, i.e. 21% of the total
spending of IT training in the region, and is expected to be one of the largest contributors in
the coming years. This is largely because India alone accounts for 60 % of the total Asia-
Pacific demand for IT professionals.

Currently, the IT training market is valued at Rs 100 crore, and is expected to reach Rs 500
crore over the next 3 years.



The major factor that is responsible for growth in IT sector is the e-governance initiatives
introduced by central government and various other state governments.

Now there is a notable shift from long-term course to short-term training certifications. Due
to this, the focus is now on hiring professionals with expertise in particular domains. The
demand has largely for JAVA and .NET professionals. And on the NETWORKING end,
network storage and Linux demand is taking a toll.

Variation Of Salary with Experience in IT Industry

The following tables describes the salary offered to the trainers according to the experience &
variation of Salary with Experience in Software Services Industry




In Software Services Industry
Salary offered to the trainers according to the relevant experience fall in the range of:

Variation of Salary with Experience in BPO/KPO/ITES Sector
Salary offered to the trainers according to the relevant experience fall in the range of:



Training and Development in BPO Industry
BPO is Business Process Outsourcing. It is an agreement between two parties for specific
business task. The BPO industry is growing at an annual growth rate of 14% and is expected
to cross $310 billion by 2008. Job seekers prefer BPOs over other sectors because it is
providing high paying jobs to graduates/undergraduates. To deliver desired services to
customer, who is 10,000 miles away, it is important to have good amount of business
knowledge and required expertise.
The various reasons behind the increasing training need in the BPO industry are:
1. BPO industry is expected to generate 1.1 million jobs by 2008, and 6 million jobs by 2015,
which is why training need has increased more than ever before.

2. High attrition rate in this sector reason being unsatisfied employee, monotonous work,
neglected talent, inadequate know-how, etc
3. Coming up of high profile BPOs
Training has become a major tool to retain employees. People working in BPO sector face the
problem of night shift, job stress that results in de motivation. Well designed training
program with clear career path increases the job satisfaction among the young professionals
and help them in becoming efficient and effective at the work place. Therefore, organizations
have to handle such challenges of meeting training needs, although, the sector is taking a lot
of initiatives in conducting training for new joinees. Companies are now aligning business
goals with training costs. But what more important is, is the development of the skills of
middle management. Various BPOs have an elaborate training infrastructure that includes
Computer-Based Training rooms, and specially trained and qualified in-house trainers.
The companies are now busy designing training programs for their employees. These
companies try identifying the strengths and weaknesses and are emphasizing more on their
personalities, problem-solving skills, and leadership skills.
With constant change in processes, technologies, techniques, methods, etc, there is a constant
need of updation, training and development the BPO employees to consistently deliver
customer goals.

CAREER OPPORTUNITIES IN BPO SECTOR

PLAYERS IN BPO Training Programs in BPO
Training Programs In BPO. Areas Covered in Training Programs

The specific areas where training is given in BPO sector are:

Customer Care
Technical Support
Payroll Maintenance
Publishing
Sales and Telemarketing
Finance and Accounting
Human Resources
Intellectual Property Research and Documentation.

Role of Organization in Training and Development
Demand for Training also increases when there is change in the nature of job, change in taste
of consumer, change in methods of product development, etc. The organization goes through
the following steps for the transfer of training to the field.

But the problem arises when the organization outsource the training process. In this situation
the organization assumes that the trainer must be aware of the type of training need s of the
participants and their organization and their content will meet those needs. This leads to
failure of the program, which results in collusion. Therefore, it's a foremost duty of the
organization to make the trainer and their organization aware of their culture, climate,
responsibilities of organization, etc.


Trainee Role Of Trainee in Transfer of Training
The trainee is a major stakeholder in a training program. The whole training program is
developed for the trainees only. Each candidate plays an important role in the transfer of
training because one participant's attitude regarding the training influence the other
participants and also each participant can assist by advancing the learning process to realize
the training objectives.

Participant's willingness to invest in the program is directly proportional to the benefits of the
learning that the trainee could expect. Each participant forms their own perception towards
training. Some perceptions remain the same during the program, while some faded depending
upon the assessment of a program by the participant.

Some personal factors that affect the trainee's learning are:

Family Situation
Personal Problems
Relation between the training program and personal objective
Level of self esteem
Benefits expected from training
Comfort level with the trainer
Learning style of trainee
KSA of trainee
Previous training experiences
Desire for professional growth and development
Some environmental factors that affect the trainee's learning are:
Relationship with colleagues and subordinates
Training team
Trainer team
Training objective
Content of training
Training design i.e. methods, techniques, and strategies
Environment in the program
Composition of training group
Infrastructure i.e. eating facilities, tea/coffee breaks

No matter how good the training program is, in the end it is the participant only who decides
whether to change his behavior or not. Trainees do not change their behavior merely because
someone tells them to do. They change when they feel there is a need of it. They do it with
their own learning style. The trainer and the organization can only try to remove the mental
blocks of the trainee, rest depends on trainee itself.

Importance of Trainer, Role of Trainer


The effective transfer of training depends a lot on the trainer because it is the trainer only
who can remove the mental block of trainee, motivate the trainee to learn, delete the negative
perception of the trainee regarding the training. Besides all that, a lot depends on personality
of trainer also.


The major competencies that are required to be present in a trainer are:
Presentation Skills
Business Skills i.e. budgeting, time management, negotiation, etc.
Content Development i.e. material production, graphics, layouts, etc
Self development i.e. interpersonal skills, good listening skills, flexible, accepting the share
of accountability, etc

Trainers Skills

The skills that need to be present in a trainer are:
Training Design
Evaluating the training program
Training need analysis
Worksheet design
Exercises design
Role of Trainer



FACILITATION OF TRAINING
Expected Performance is directly proportional to the multiplication of motivation, required
KSAs, and expectations towards training i.e.



Motivation If the trainee is not motivated to learn, no learning is likely to occur no matter
how good the training methods are, or how talented the trainees are. Therefore, it is important
to intervene before training and provide them the information about the learning outcome that
they can expect and how the learning outcome will help in achieving the objectives. This
increases the motivation to learn and to be successful in training.

Positive expectations matter a lot in a training program. If the trainee perceives the training
as waste of time, and waste of resources, no learning is likely to occur. No learning is
possible with negative perception. On the other hand, if the trainee believes and expects that
the training would help him to improve upon his professional skills and would further help
him in achieving his personal goals, the probability of training to meet the objective
increases.

Knowledge, Skills, and Attitudes (KSAs) It is important that the selected trainees should
have the right KSAs for the training because even if the methods and contents of the training
is good but the candidates do not have the right KSAs, the training program will fail. Also the
training methods would not be effective if the candidates are lacking the desired skills.
Therefore, proper selection technique is must that would ensure that hired have the requisite
KSAs to be successful in training.


Facilitation of Training Through Organization Intervention


Failure of training is not always because of lack of KSAs but sometimes it is because of the
organizational forces also. These forces also hold back the transfer of training, and learning.
Therefore, it is important to keep in check those forces. For the successful transfer of training,
it is necessary to have supervisor support, trainer support, peer support, reward system,
climate and culture.

PEERS SUPPORT Peer support can also help in transfer of training, for example, if the
trainee is the only one who is receiving training in the department then probably the
experienced peers might put pressure on trainee to forget the training and work. This situation
also hampers in transfer of training. However, this situation can be avoided by involving the
entire department in training,

SUPERVISOR SUPPORT can affect their employees learning in number of ways, for
example, if the trainee is motivated to learn and receives full support from their supervisor,
then this support in turn encourages the employee to learn as much as possible. Also,
supervisor can also reduce the negative factors of training, such as, the work that piles up
during training that makes the employee uncomfortable and employees negative perception
about the training program, also by encouraging the learning culture in the organization.


TRAINER SUPPORT can also have a positive impact on the transfer of training. Gone are
the days, when the trainers role used to get over once the training program is done. Trainers
role is now extended to the work place also. Besides training, trainers role is to keep a check
on how trainees are performing and help them and discuss with them if they encounter any
problem in the workplace.

CLIMATE Apart from supervisor support, peers support, trainer support, Climate factor
also comprises of company polices, attitude of upper management towards employee,
towards training. If these factors are positive then the climate will also support the transfer of
training. It is the organizations foremost duty to make the employees realize through these
factors that adequate amount of time and resources are spent on them for their professional
and personal development.

CULTURE also have the impact over the transfer of training. If the culture of the
organization provides enough opportunities to its employees to implement what they have
learnt in the workplace and provide them variety of others factors such as, social support,
challenging jobs, etc then the likelihood of the transfer of training increases.

REWARD SYSTEMS If the learning outcome that helps in achieving the objectives is
linked to reward system then the probability of the success of training would increase.

Role of Organization in Training and Development
An organization has a very close relationship with the trainee and the trainer because it is the
first contact for both.

The demand for the training in the organization increases when the organization wants:
To hire new people training as a means of training new recruits
To Expand When the company wants to increase its headcount
To increase certain number of staff (in position) by a certain date
To enhance the performance of employees
Organization's name to be a part of training unit

Demand for Training also increases when there is change in the nature of job, change in taste
of consumer, change in methods of product development, etc. The organization goes through
the following steps for the transfer of training to the field.

But the problem arises when the organization outsource the training process. In this situation
the organization assumes that the trainer must be aware of the type of training need s of the
participants and their organization and their content will meet those needs. This leads to
failure of the program, which results in collusion. Therefore, it's a foremost duty of the
organization to make the trainer and their organization aware of their culture, climate,
responsibilities of organization, etc.

TARGET AUDIENCE
With a huge number of organizations recognizing the worth of giving training across the
complete value chain, respondents were asked to point out who the receivers were of the
outsourced training. Ninety three percent of review participants revealed that their
organizational employees were the audience of outsourced training program. Nineteen
percent of the review participants said it was their clients or regular consumers. Sixteen
percent mentioned that they provided outsourced training to their associates, partners or
allies, and 5 % said they avail training programs for their suppliers.

The majority of review participants revealed that they provide outsourced training to internal
employees, there appears to a strong number also using training outsourcing to reach
partners, associates, or allies and customers, or clients. According to IDC, this represents a
considerable break for both buyers and sellers of outsourcing function.

Internal Employees 93%
Customers 19%
Partners 16%
Suppliers 5%
Top 20 Training Providers


The Top 20 Training Providers list includes those leaders in the outsourcing industry that
have recognized knowledge, skill, know-how and quality in providing educational services to
a range of clients.

The List is shown below:
S.NO.
COMPANY NAME

1. Accenture Learning
2. RWD Technologies
3. Geo Learning
4. General Physics - GP
5. NIIT, Ltd.
5. Element K
6. Adayana
7. IBM Learning Solutions
8. Delta College
9 Raytheon Professional Services
10. Affiliated Computer Services, Inc. (ACS
11. Aptech Worldwide Corporation
12. Convergys
13. Global Knowledge
14. Intrepid Learning Solution
15. Innovatia
16. Skill Soft
17. Lionbridge
18. Expertus
19. Knowledge Pool
20. Development Dimensions International

CASE STUDY-1

Training and Development at Godrej
"Many Indian companies have increased their emphasis on training tremendously. I think it is
absolutely essential to spend a lot of money on training and continuous improvement. In our
group every employee has to undergo at least five days of training a year."

- ADI GODREJ, CHAIRMAN GODREJ GROUP.

Introduction
In January 2002, Godrej Industries Ltd. (GIL) bought a 26% stake in "Personalitree Academy
Ltd." Personalitree provided interactive soft skills training programmes online to corporates.
Personalitree's training modules have since been a part of Godrej's training and development
initiatives.

It all started in 1996 with the break-up of the joint venture between Godrej Soaps Ltd (GSL)
and Proctor and Gamble (P&G). Post break-up, GSL was bereft of a distribution system and
had to start from scratch. As part of the rebuilding exercise, GSL recruited about 250 new
employees who had to be aligned with its corporate culture. In 1997, GSL conducted a Total
Quality Management (TQM) workshop for all its 5000 employees to help them connect to
their job.

Parivartan2 was launched in September 2000 in GSL to train new as well as existing
employees on various aspects of the business and to motivate them. In 2001, new initiatives
like Young Entrepreneurs Board (YEB), Red and Blue Teams, Mentoring and Reverse
Mentoring were introduced in the Godrej Group, (Godrej) to encourage the involvement of
youth in strategic decision-making.
In early 2002, a need was felt among the top brass of Godrej to instil a performance- driven
culture in the company. In addition to upgrading the talents of existing employees, Godrej
had to train new recruits.

Thus, Godrej developed a comprehensive and innovative training programme for
management trainees and named it Godrej Accelerated Learning Leadership and Orientation
Programme (GALLOP).

The objective of GALLOP was to develop a newcomer into a professional by giving him or
her exposure to various departments and inculcate in him or her, a sense of belonging.

Later, in September 2002, GIL introduced Spark, a training programme for managers to help
them become effective coaches. Towards the end of 2002, E-gyan was introduced in GIL to
increase the learning potential of employees.

In January 2003, a special HR programme on honing the interpersonal and negotiation skills
of officer- level employees was launched in GIL. Further, in October 2003, an English
language training programme was held for floor workers of Godrej and Boyce Manufacturing
Company Ltd (GBML), so that they could follow all instructions issued in that language
independently.

Background Note
The Godrej story started in 1897, when Ardeshir Burjorji Godrej (Ardeshir) gave up his legal
practice and started manufacturing locks in a small shed at Lalbaug near Mumbai. Thus was
GBML born. His brother, Phirozshah Godrej (Phirozshah), carried on the pioneering work
and in 1905 GBML built its first safe, thus entering the security equipment business.

GBML expanded its range of products by manufacturing office equipment, typewriters, tool-
room equipment, etc. In the early 1920s, GBML started making soaps from vegetable oils
and incorporated GSL in 1928.

In 1958, GBML started manufacturing refrigerators, its first home appliance product. GSL
ventured into animal feed in 1971 to help dairy and poultry farmers rear healthier livestock.
Godrej Pacific commenced operations in 1982 as the Electronic Business Equipment (EBE)
Division of GBML.

In 1985, GBML ventured into Computer Aided Designing services as part of its EBE
division. In 1990, Godrej Properties & Investments Limited (GPIL) was incorporated to
provide meticulously planned townships. In 1991, the Godrej group entered the processed
food and edible oil segment by incorporating Godrej Foods Ltd (GFL).

The animal feed division was spun off into a distinctly focused animal- feed and agricultural
input company in 1991-92 and was named Godrej Agrovet Limited (GAVL). In 1993,
GBML entered into a joint venture with General Electric (GE), US and Godrej-GE
Appliances was formed.

It went on to manufacture washing machines and air conditioners. GE exited from the joint
venture in 2001 and the appliances business became a division of GBML. In 1993, Godrej
entered into a manufacturing and marketing alliance with Proctor & Gamble (P&G). A new
company P&G-Godrej Ltd, with each company holding 50%, was incorporated.

The entire distribution network of Godrej was transferred to this company and the joint
venture was entrusted with the task of marketing both Godrej and P&G's toilet soap and
detergents brands.

The EBE division was spun off into Geometric Software Solutions Ltd in 1994 to offer
complete solutions to customers. In 1994, Godrej ventured into the insecticide market
through GSL, which bought 75% stake in Transelektra Domestic Products Pvt Ltd (TDPL),
the manufacturer of the "Good Knight" brand.

In 1995, Godrej entered into a joint venture with the US multinational, Sara Lee and the new
concern was called Godrej-Sara Lee. The venture was the world's largest manufacturer of
mosquito repellents. In August 1996, P&G-Godrej Ltd, terminated the arrangement and
Godrej re-took charge of marketing its soap & detergent brands but without a distribution
network of its own.

In 1999, GSL sold 22.5 per cent of its shareholding in Godrej-Sara Lee to the group holding
company GBML for Rs 994.7 million. Godrej Infotech Ltd was incorporated in 1999 to offer
software solutions. In March 2001, GSL got de-merged and its consumer products division
came to be known as Godrej Consumer Products Ltd (GCPL)...

EXCERPTS

Total Quality Management (TQM) Workshops
Godrej started total quality management (TQM) workshops in 1995, to inculcate a `positive
work culture' in the company. In 1997, all the 5,000 employees of GSL were put through a
three-day workshop as part of the "visioning" session of TQM...

'Parivartan'
In 2000, 'Parivartan' was launched in GSL with the objective of motivating employees as well
as imparting knowledge about the sales functions of GSL. A team of 18 senior executives
from all divisions spanning sales, logistics and HR were called on to provide necessary
inputs...

Economic Value Added (EVA) Training
In 2001, Godrej introduced Economic Value Added (EVA) in all its group companies. An
extensive training program was undertaken for various managerial and officer levels. Over
500 employees were trained to manage EVA by making appropriate decisions involving
investments and/or trade-offs between the income statement and the balance sheet. This
training programme was conducted by Stern Stewart, New York based management
consultancy who had pioneered the concept of EVA...


GALLOP
GALLOP was instituted in early 2002 as a structured and organised induction-training
programme at Godrej. GALLOP aimed at nurturing the new recruits into leaders and dynamic
performers through this one-year programme. The programme started with an induction
speech by the chairman, followed by the speeches by the CEOs of all the group companies.
The trainees were rotated in four departments other than their primary department including a
compulsory sales stint. This mandatory rotation in sales enabled the trainees to get a hands-on
experience in understanding the market...

SPARK
The objective of the Spark programme, initiated by GIL in September 2002, was to "train the
trainers". The training programme was aimed at equipping the managers to become
successful coaches. GIL, in association with a Delhi-based HR consultant, conducted a host
of workshops to enable the managers assume the role of a coach...

E-GYAN
E-Gyan was the e-learning initiative of GIL launched in the second half of 2002. It was an
attempt to move away from traditional training methods of workshops and help sharpen the
intellect of the employees by self- learning initiatives. Initially, Satyam Education Services
Ltd was the content provider and rendered the entire gamut of learning resources through its
e-learning portal -learnatsatyam.com. Internal communication measures like 'enrolment on a
first-come-first-serve basis' and 'be the first e-gyanee' were circulated...

CRITICISMS
One criticism against the training and development programs at Godrej was that there were
no measurement techniques to judge the effectiveness of the programs. For example, no
specific measures were developed to determine the extent to which the interpersonal and
negotiation skills training aided the employees to develop a more robust business concept...

EXHIBITS
Key Benefits of EVA
CASE STUDY 2
Training and Development - The GE Way
"Great people build great companies. Talent development is not a slogan at GE, it is a way of
life."1

- Jack Welch, Chief Executive Officer (1981-2001), General Electric Co. in 2005.
"Developing leaders, developing people takes three things. It takes leadership commitment, it
takes disciplined processes and it takes commitment to people. It works for us." 2

- Bob Corcoran, Chief Learning Officer, General Electric Co. in 2004.
"There is reason to believe that they are a better training ground than we are."3

- Nitin Nohria, Professor, Harvard Business School in 2003, commenting on GE's ability to
develop managerial talent.

INTRODUCTION
In 2005, General Electric Company4 (GE) was one of the world's biggest conglomerates with
a presence across 160 countries, 11 varied businesses and employee strength of around
307,000. Some of its businesses were large enough to make it to the Fortune 500 list on their
own. GE had not only survived successfully for 133 years5 but had also consistently
generated great value for its shareholders, despite its size. GE was the only company with a
continuous listing in the Dow Jones Industrial Average6 since the original index was
constructed in 1896. GE had won many accolades as the world's most respected company7 in
appreciation of its people management and sustained profitability.

One of the factors that contributed to the company's success was its ability to train and
develop its multinational, diverse workforce in a successful manner. GE was one of the first
companies to establish a management development center to train and develop its employees.
During the 1980s, this center put the company on a growth trajectory that very few
corporations could match. It inspired many other renowned companies like Boeing Co.,
Home Depot and Toyota Motors to model their training centers on the one at GE.

In the media, GE has been referred to as a "captain-of-industry university" or "the leadership
factory" in recognition of its ability to produce exceptional leaders who went on to became
CEOs at other Fortune 500 companies. Analysts acknowledged the fact that GE went far
beyond imparting traditional training. It 'nurtured talent' to bring out the latent potential in its
employees through proper grooming.

The Work-Out Program that GE developed to train its employees created such an impact that
later other companies began to approach GE to try and develop similar programs for their
employees. GE businesses like GE Consumer and Industrial were certified by professional
associations as authorized providers of education and training for their respective areas of
expertise. GE spent around $1 billion on in-house Training and Development (T&D) every
year. In addition, GE invested over $38 million annually for reimbursement of tuition fees for
employees who enrolled for outside degree programs.

GE was chosen as the best company for executive development in a survey conducted by
Executive Development Associates8 for the year 2005 (Refer Exhibit II).

T&D Initiatives at GE
World's First Corporate University
Although on-the-job-training had been used at GE since the 1920s, formal corporate training
took shape during Ralph Cordiner9 (Cordiner)'s tenure as CEO. On taking up this position in
1950, Cordiner started restructuring the company, decentralizing it by breaking it up into
various departments.

He felt decentralization would make the company more manageable in times of rapid growth.
As a result of decentralization, GE had more than 100 divisions where earlier there were just
eight major units. A general manager was appointed for each division, to oversee the
division's overall working.

As a result of the decentralized structure, the company faced another challenge. The new
breed of managers needed to be trained to enable them to handle their divisions successfully.
Therefore, establishment of a corporate training center for GE executives became the logical
next step.

Cordiner had envisioned a radically new approach to train executives for complex
management responsibilities. To make this a reality, he sent a team of executives to look at
business schools and universities around the world. However, the team found that none of
these schools would be able to meet their requirements.

So, finally, Cordiner decided that GE would establish its own facility. The management
development center was set up in the year 1956, at Crotonville10, in the village of Ossining,
New York. It was the world's first corporate university and a major milestone in the area of
T&D for the company...

EXCERPTS
FOCUS ON E-LEARNING
GE had started implementing on-line training way back in the year 1998. While it was
analyzing the return on investment for one of its courses at GE Aircraft Engineering , the
company discovered that the three-day course cost the company $47 an hour in terms of
productivity loss per customer and $1,500 for travel and living expenses incurred on
participants who had to be flown in from various locations to GE Transportation's Cincinnati
headquarters.

The existing training facility also needed a revamp and was estimated to cost $4.5 million. It
was at this point that the company decided to implement an online course instead.

Later, when the company assessed the effectiveness of the online program, it turned out that
employees were able to absorb nearly the same learning in a three hour online course.

It saved the time employees spent away from work. In addition, the company did not have to
incur any additional costs for travel and related expenses...

The Impact
GE was recognized for its ability to maximize the value of the enterprise's intellectual capital
by producing exceptional leaders.

Analysts observed that GE never experienced any dearth of good leaders to take over the
reins as and when the need arose.

Experts pointed out that another key benefit of GE's focus on training was that it brought
global consistency to all its businesses. As Rick Kennedy, manager, media relations, GE
Aircraft Engines, remarked, "Despite the company's size, everyone has a common set of
objectives to work from and it's very effective." GE had been able to use its diversity to
transform itself into a learning organization where employees could develop themselves
continuously. The on-the-job rotational assignments that the company offered enabled
employees to get tremendous exposure across its varied business segments and divisions and
gave them unmatched practical exposure to sharpen their managerial capabilities...

Exhibits
Exhibit I: GE's Distinguished Alumni
Exhibit II: Top Companies for Executive Development
Exhibit III: Crotonville's Mission
Exhibit IV: Various T&D Programs at Major Businesses of GE
Exhibit V: Financial Management Program
Exhibit VI: Information Management Leadership Program
Exhibit VII: Edison Engineering Development Program
Exhibit VIII: Operations Management Leadership Program
Exhibit IX: Distinguished FMP Graduates
Exhibit X: Experienced Commercial Leadership Program
Exhibit XI: Human Resource Leadership Program

CASE STUDY 3

Employee Training and Development at Motorola
Few companies take their commitment to employability of people more seriously than
Motorola."1

- Sumantra Ghoshal, Christopher a Bartlett & Peter Moran2 in Sloan Management Review.

"Training and a strong learning ethic are embedded parts of Motorola's culture...The
corporation learned some time ago that dollars spent on training programs not only
empowered their employees but provided the necessary skills for the company's marketplace
dominance."3

- James Borton, Columnist, Asia Times.
Top Training Company in the World
For nearly eight decades, the US based Motorola Inc. (Motorola) has been recognized as one
of the best providers of training to its employees in the world. Motorola began training its
employees' right in 1928, the year of its inception, on the factory floor as purely technical
product training.

Training, at that time, just meant teaching new recruits how to handle the manufacturing
equipment to perform various predetermined tasks assigned to them. But by the 1980s,
Motorola had emerged as a model organization in the corporate world for employee
education, training and development.

The innovative training programs of Motorola turned training into a continuous learning
process. In the 1980s, the training initiatives of the company culminated in the setting up of
the Motorola Education and Training Center, an exclusive institute to look after the training
and development requirements of Motorola's employees.

The institute was later elevated to the status of a university - Motorola University - in 1989.
These training experiments became such a resounding success that employee productivity
improved year after year and quality-wise Motorola's products became synonymous with
perfection.

Leading companies all over the world visited Motorola's headquarters to study the high-
performance work practices of the company. They discovered that Motorola's success was
built on the strong foundations of corporate-wide learning practices and that Motorola
University was the cornerstone of corporate learning.

In recognition of its excellent training and development practices, the American Society for
Training and Development (ASTD)4 named Motorola the 'Top Training Company' and
conferred on Robert Galvin (Galvin), the former CEO of the company, its 'Champion of
Workplace Learning and Performance Award' for the year 1999. Speaking on Motorola's
training initiatives and Galvin's contribution, Tina Sung, President and CEO of ASTD, said,
"Galvin is a true champion of employees being an integral part of the organizational success.
He set the corporate standard for investing in education and has demonstrated that training
and development pay off in productivity, performance and quality."5

Background Note
Motorola was founded in 1928 when the Galvin brothers, Paul and Joseph, set up the Galvin
Manufacturing Corporation, in Chicago, Illinois, USA. Its first product was a "battery
eliminator," which allowed the consumers to operate radios directly using household current
instead of batteries.

In the 1930s, the company successfully commercialized car radios under the brand name
"Motorola," a word which suggested sound in motion by combining "motor" with
"Victrola6." In 1936, Motorola entered the new field of radio communications with the
product Police Cruiser, an AM automobile radio that was pre-set to a single frequency to
receive police broadcasts.


In 1940, Daniel Noble (Noble), a pioneer in FM radio communications and semiconductor
technology, joined Motorola as director of research. Soon, the company established a
communication division followed by a subsidiary sales corporation, Motorola
Communications and Electronics in 1941.

The Motorola trademark was so widely recognized that the company's name was changed
from Galvin Manufacturing Corporation to Motorola Inc. in 1947.

Motorola entered the television market in 1947. In 1949, Noble launched a research &
development facility in Arizona to explore the potential of the newly invented transistor. In
1956, Motorola became a commercial producer and supplier of semiconductors for sale to
other manufacturers.

The company began manufacturing integrated circuits and microprocessors in a bid to find
customers outside the auto industry. In 1958, Motorola opened an office in Tokyo, to
promote customer and supplier relations with Japanese companies...


EXCERPTS
TRAINING AND DEVELOPMENT INITIATIVES
THE INITIAL EFFORTS

Motorola had started training its employees' way back in the 1920s, and the importance of
training continued to grow. Till the early 1980s, Motorola had its own standard employee
development activities in which training was the key element

During those days, when people were recruited for manufacturing, the company looked for
three essential qualities in the employees - the communication and computational skills of a
seventh grader; basic problem solving abilities both in an individual capacity and as a team
player; and willingness to accept work hours as the time it took to achieve quality output
rather than regular clock hours.

The quality of the output was the primary consideration for Motorola, and employees were
expected to make full efforts to achieve quality. Most of the employees learned their job
through observing the seniors at work and learning through the trial and error method. The
training lessons imparted to them involved techniques to improve their communication skills
and sharpen their calculation skills...

THE MOTOROLA UNIVERSITY
After conducting various training experiments that spanned a few decades, Motorola came to
understand that training involved more than designing and implementing one particular
program for a set of employees. To keep improving performance, training should be a
continuous learning process involving each and every person in the organization. Normally,
training was an ad hoc measure, whereas education gave the recipient a vision. Education was
viewed as an investment rather than a cost. Therefore, Motorola decide to elevate MTEC to
the status of a university in 1989...



FOCUS ON E-LEARNING
Motorola University created a new internal institute named College of Learning Technologies
(CLT) to develop educational delivery systems through satellite, Internet and virtual
classrooms.

This department was responsible for providing innovative learning via virtual classrooms,
online experiences, use of CD-ROMS and through multimedia such as video and satellite
conferences. The university placed a large selection of courses and training materials on its
intranet , available around the world at any time to its employees...

EXHIBITS
Exhibit I: Highlights of the Five-Part Curriculum
Exhibit II: List of Courses Offered by Motorola University
Exhibit III: Executive Education Profile of Motorola in the 1990s
Exhibit IV: A Brief Note on Kirkpatrick Evaluation Levels
Exhibit V: Motorola's Individual Dignity Entitlement Program
Exhibit VI: Highlights of Motorola's Self-Directed Learning Program


CONCLUSION

As indicated from the variety of topics discussed, Human Resource Management covers a
wide range of topics. Todays special library manager has a lot of jobs to accomplish. As a
manager, one must be familiar with the laws regarding todays work environment, and keep
up to date on the new laws that develop. They must also be an effective communicator to able
to delegate responsibility, and alleviate conflict. They have to deal with hiring new
employees, and terminating bad ones. Effective Human Resource Managers strive to make
the work environment a healthy one, in every conceivable way.

You have almost reached the end of the module on Human Resource Management For
Health. Clearly, we have not exhausted the topic. Many topics were introduced, but could
have been elaborated in much greater depth. Many topics could have been added, were it not
for the lack of space and time. We had to make choices. We tried to aim for a mix of
understanding the importance of HR Management in the context of developments in the
health sector and of gaining some knowledge and skills that will help you in your day-to-day
practice as a human resource manager. The challenges facing HR managers in the health
sector today are serious and seemingly endless: HIV/AIDS, brain drain, low morale,
transformation fatigue, to name just a few examples. We have not spent much time discussing
these challenges per se. This would probably warrant another full module. However, many of
the topics covered in this module are influenced by or influence these challenges. For
example, motivation plays a crucial role in lifting low morale. So does a good supervisory
system. Thorough staff induction and development can go a long way to reducing role
conflict.

Before we let you go, we want you to spend another two to three hours working with the
HRM assessment tool we introduced in Unit 1 Session 4 (Task 2) and reflecting on the key
challenges we face in human resources in South Africa specifically, but also in other African
countries today. We recently wrote an overview article for the South African Health Review,
which talks to these challenges. The article focuses on Human Resource Development in
general, but you will see that most topics relate directly to HR Management.


BIBLIOGRAPHY

1) Baldwin, D. (1996). The academic librarians human resources handbook. Englewood,
CO: Libraries Unlimited.
2) www.google.com
3) Chadbourne, R. (1995). Ergonomics and the electronic workplace.
Wilson Library Bulletin, 69, 24-26.
4) Fraser, J. A. (1993). Managing emotions in the workplace: Advice for managers on dealing
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