P. 1
21304140 HRM Training Development Project Report

21304140 HRM Training Development Project Report

|Views: 27|Likes:
Published by bobbyeein

More info:

Published by: bobbyeein on Jun 08, 2011
Copyright:Attribution Non-commercial

Availability:

Read on Scribd mobile: iPhone, iPad and Android.
download as DOC, PDF, TXT or read online from Scribd
See more
See less

06/08/2011

pdf

text

original

Sections

  • Training Education
  • AIMS/OBJECTIVES OF TRAINING & DEVELOPMENT
  • INPUTS IN TRAINING AND DEVELOPMENTS
  • Skills
  • Education
  • Development
  • Ethics
  • Attitudinal Changes
  • Decisions Making and Problem Solving Skills
  • TRAINING AND DEVELOPMENT AS SOURCE OF COMPETITIVE ADVANTAGE
  • The Benefits of Employee Training
  • THE TRAINING PROCESS
  • NEED ASSESSMENT
  • Needs assessment methods
  • Issue in Needs assessment
  • Benefit of Needs Assessment
  • Consequences of Absence of Training Needs Assessment
  • Deriving Instructional Objectives
  • Designing Training and Development Programme
  • A. On the Job Training
  • B. Off the Job Methods
  • Evaluation of the Programme:
  • Closed-loop System
  • E-LEARNING
  • IMPEDIMENTS TO EFFECTIVE TRAINING
  • HOW TO MAKE TRAINING EFFECTIVE?
  • Changing From the Inside-Out
  • Runaway Train
  • New Challenges
  • Program Saving in 2000 (in US $million)

For more Notes, Presentations, Project Reports visit a2zmba.blogspot.com hrmba.blogspot.com mbafin.

blogspot.com
NATURE OF TRAINING AND DEVELOPMENT In simple terms, training and development refers to the imparting of specific skills, abilities and knowledge to an employee. A formal definition of training & development is… it is any attempt to improve current or future employee performance by increasing an employee’s ability to perform through learning, usually by changing the employee’s attitude or increasing his or her skills and knowledge. The need for training & development is determined by the employee’s performance deficiency, computed as follows: Training & Development need = Standard performance – Actual performance. We can make a distinction among training, education and development. Such distinction enables us to acquire a better perspective about the meaning of the terms. Training, as was stated earlier, refers to the process of imparting specific skills. Education, on the other hand, is confined to theoretical learning in classrooms. Table 1. Training and Education Differentiated Training Education Application Theoretical Orientation Job Experience Classroom Learning Specific Tasks General Concepts Narrow / Perspective Broad Perspective Training refers to the process of imparting specific skills. Development refers to the learning opportunities designed to help employees grow. Education is theoretical learning in classroom. Though training and education differ in nature and orientation, they are complementary. An employee, for example, who undergoes training is presumed to have had some formal education. Furthermore, no training programme is complete without an element of education. In fact, the distinction between training and education is getting increasingly blurred nowadays. As more and more employees are called upon to exercise judgments and to choose alternative solutions to the job problems, training programmes seek to broaden and develop the individual through education. For instance, employees in well-paid jobs and/or employees in the service industry may be required to make independent

decision regarding there work and their relationship with clients. Hence, organization must consider elements of both education and training while planning there training programmes. Development refers to those learning opportunities designed to help employees grow. Development is not primarily skill-oriented. Instead, it provides general knowledge and attitudes which will be helpful to employees in higher positions. Efforts towards development often depend on personal drive and ambition. Development activities, such as those supplied by management developmental programmes, are generally voluntary. To bring the distinction among training, education and development into sharp focus, it may be stated that “training is offered to operatives”, whereas “developmental programmes are meant for employees in higher positions”. Education however is common to all the employees, there grades notwithstanding. AIMS/OBJECTIVES OF TRAINING & DEVELOPMENT The fundamental aim of training is to help the organization achieve its purpose by adding value to its key resource – the people it employs. Training means investing in the people to enable them to perform better and to empower them to make the best use of their natural abilities. The particular objectives of training are to: • Develop the competences of employees and improve their performance; • Help people to grow within the organization in order that, as far as possible, its future needs for human resource can be met from within; • Reduce the learning time for employees starting in new jobs on appointment, transfers or promotion, and ensure that they become fully competent as quickly and economically as possible. INPUTS IN TRAINING AND DEVELOPMENTS Any training and development programme must contain inputs which enable the participants to gain skills, learn theoretical concepts and help acquire vision to look into distant future. In addition to these, there is a need to impart ethical orientation, emphasize on attitudinal changes and stress upon decision-making and problem-solving abilities. Skills Training, as was stated earlier, is imparting skills to employees. A worker needs skills to operate machines, and use other equipments with least damage or scrap. This is a basic skill without which the operator will not be able to function. There is also the need for motor skills. Motor skills refer to performance of specific physical activities. These skills involve training to move various parts of one’s body in response to certain external and internal stimuli. Common motor skills include walking, riding a bicycle, tying a shoelace, throwing a ball and

driving a car. Motor skills are needed for all employees – from the clerk to the general manager. Employees, particularly supervisors and executives, need interpersonal skills popular known as the people skills. Interpersonal skills are needed to understand one self and others better, and act accordingly. Examples of interpersonal skills include listening, persuading, and showing an understanding of others’ feelings. Education The purpose of education is to teach theoretical concepts and develop a sense of reasoning and judgement. That any training and development programme must contain an element of education is well understood by HR specialist. Any such programme has university professors as resource persons to enlighten participants about theoretical knowledge of the topic proposed to be discussed. In fact organizations depute or encourage employees to do courses on a part time basis. Chief Executive Officers (CEO’s) are known to attend refresher courses conducted by business schools. Education is important for managers and executives than for lower-cadre workers. Development Another component of a training and development is development which is less skill oriented but stressed on knowledge. Knowledge about business environment, management principles and techniques, human relations, specific industry analysis and the like is useful for better management of the company. Ethics There is need for imparting greater ethical orientation to a training and development programme. There is no denial of the fact that ethics are largely ignored in businesses. Unethical practices abound in marketing, finance and production function in an organization. They are less see and talked about in the personnel function. If the production, finance and marketing personnel indulge in unethical practices the fault rests on the HR manager. It is his/her duty to enlighten all the employees in the organization about the need of ethical behavior. Exhibit # 1 White Collar Crimes

The findings of the KPMG’s fraud survey for 1998, confirm the prevalence of white collar crimes in corporate India. The survey has pegged the loss due to delinquencies at Rs.200 crores but KPMG feels that it is only the tip of the iceberg. According to the study, 66% of the respondents feel that the frauds will increase. Respondents have cited kickbacks and expenses accounts as the most frequent types of internal frauds, and patent infringements, false representation and secret commissions as the most favored external crimes. Among management frauds, window dressing of balance sheets is the hot favorite followed by more creative ones like fudging MIS and giving wrong information. Attitudinal Changes Attitudes represent feeling and beliefs of individuals towards others. Attitude affects motivation, satisfaction and job commitment. Negative attitudes need to be converted into positive attitudes. Changing negative attitudes is difficult because – 1. Employees refuse to changes 2. They have prior commitments 3. And information needed to change attitudes may not be sufficient Nevertheless, attitude must be changed so that employees feel committed to the organization, are motivated for better performance, and derive satisfaction from there jobs and the work environment Decisions Making and Problem Solving Skills Decision making skill and problem solving skills focus on method and techniques for making organizational decisions and solving work-related problems. Learning related to decision-making and problem-solving skills seeks to improve trainees’ abilities to define structure problems, collect and analysis information, generate alternative solution and make an optimal decision among alternatives. Training of this type is typically provided to potential managers, supervisors and professionals. Exhibit # 2 Training inputs at HLL

The training and development affords at HLL are designed to develop the following: 1. Helping employees satisfy personal goals through higher level of skills and competencies 2. Facilitating higher contribution at there present jobs and preparing them for the next level of responsibilities 3. Developing individuals and teams to meet the total needs of the organization

All rounders can be transferred to any job. making employees stay long. A company's training and development pays dividends to the employee and the organization. Training contributes to employee stability in at least two ways. scraps and damage. Growth indicates prosperity.(1) the deficiency is caused by a lack of ability rather than a lack of motivation to perform. This is particularly true when . Further. They seldom leave the company. Though no single training programme yields all the benefits. absenteeism. the organization which devotes itself to training and development enhances its HR capabilities and strengthens its competitive edge. Even dissatisfaction.TRAINING AND DEVELOPMENT AS SOURCE OF COMPETITIVE ADVANTAGE Companies derive competitive advantage from training and development. (2) the individual(s) involved have the aptitude and motivation need to learn to do the job better. Training is an investment in HR with a promise of better returns in future. as was pointed out earlier. and (3) supervisors and peers are supportive of the desired behaviors. flexibility. and turnover can be reduced if employees are trained well. Training & Development offers competitive advantage to a firm by removing performance deficiencies. Ultimately. complaints. the employee's personal and career goals are furthered. Employees become efficient after undergoing training. At the same time. Organizations take fresh diploma holders or graduates as apprentices or management trainees. minimized accidents. help remove performance deficiencies in employee. and meeting future employee needs. Future needs of employees will be met through training and development programmes. The Benefits of Employee Training How Training Benefits the Organization: . trained employees tend to stay with the organization. Training makes the employees versatile in operations. generally adding to his or her abilities and value to the employer. Efficient employees contribute to the growth of the organization. the objectives of the HR department are also furthered. Training serves as an effective source of recruitment. scrap and damage to machinery and equipment can be avoided or minimized through training. Growth renders stability to the workforce. Training and development programmes. which is reflected in increased profits from year to year. Who else but well-trained employees can contribute to the prosperity of an enterprise? Accidents. There is greater stability. Flexibility is therefore ensured. and capacity for growth in an organization. They are absorbed after course completion.

Provides information for future needs in all areas of the organization Organization gets more effective decision-making and problem-solving skills Aids in development for promotion from within Aids in developing leadership skills. administration. responsibility and advancement are internalized and operationalised Aids in encouraging and achieving self-development and self-confidence Helps a person handle stress. motivational variables of recognition. knowledge. Develops a sense of responsibility to the organization for being competent and knowledgeable Improves Labour-management relations Reduces outside consulting costs by utilizing competent internal consultation Stimulates preventive management as opposed to putting out fires Eliminates suboptimal behavior (such as hiding tools) Creates an appropriate climate for growth. Improves the job knowledge and skills at all levels of the organization Improves the morale of the workforce Helps people identify with organizational goals Helps create a better corporate image Fosters authenticity. thereby helping to prevent stress and tension. etc. openness and trust Improves relationship between boss and subordinate Aids in organizational development learns from the trainee Helps prepare guidelines for work Aids in understanding and carrying out organizational policies. e. production. Benefits to the Individual Which in Turn Ultimately Should Benefit the Organization: • • • • • Helps the individual in making better decisions and effective problem solving Through training and development. growth. personnel. and other aspects that successful workers and managers usually display Aids in increasing productivity and/or quality of work Helps keep costs down in many areas.g. tension. better attitudes. communication Aids in improving organizational communication Helps employees adjust to change Aids in handling conflict. achievement. communication skills and attitudes . frustration and conflict Provides information for improving leadership. motivation. loyalty.• • • • • • • • • • • • • • • • • • • • • • • • • Leads to improved profitability and/or more positive attitudes towards profit orientation.

• • • • • • Increases job satisfaction and recognition Moves a person towards personal goals while improving interactive skills Satisfies personal needs of the trainer (and trainee) Provides the trainee an avenue for growth and a say in his/her own future Develops a sense of growth in learning Helps a person develop speaking and listening skills. growth. Intra-group & Inter-group Relations and Policy Implementation: • • • • • • • • • • Improves communication between groups and individuals: Aids in orientation for new employee and those taking new jobs through transfer or promotion Provides information on equal opportunity and affirmative action Provides information on other government laws and administrative policies Improves interpersonal skills. rules and regulations viable. Improves morale Builds cohesiveness in groups Provides a good climate for learning. . also writing skills when exercises are required. and co-ordination Makes the organization a better place to work and live THE TRAINING PROCESS Figure #1 below outline important steps in a typical training process. Helps eliminate fear in attempting new tasks Benefits in Personnel and Human Relations. Makes organizational policies.

For example. Organizations spend vast sums of money (usually as a percentage on turnover) on training and development.g. Before committing such huge resources. An individual obviously needs when his or her performance falls short of standards. Needs assessment occurs at two levels-group and individual. selection. organizations would do well to the training needs of their employees.Needs assessment Organizational support Organizational analysis Task and KSA analysis Person analysis Instructional Objective Selection and design of instructional programs Developm ent of criteria Training Validity Transfer Validity Intraorgani zational validity Interorgani zational validity Training Use of evaluation models The Training Process NEED ASSESSMENT Needs assessment diagnoses present problems and future challenges to be met through training and development. a needs assessment exercise reveal that less costly interventions (e. that is. Organizations that implement training programmes without conducting needs assessment may be making errors. . job redesign) could be used in lieu of training. compensation package.

sell and service the new products. This will help him/her to progress in his or her career path. Inadequacy in performance may be due to lack of skill or knowledge or any other problem. . Recently however. Individuals may also require new skills because of possible job transfers. and the forces of supply and demand are changing the face of our industry. Deputation to a parttime MBA programme is ideal to train and develop such employees. Performance Deficiency Lack of skill or Knowledge Other Causes Training Non-training Measures Figure #2 Needs Assessment and Remedial Measures Assessment of training needs must also focus on anticipated skills of an employee. Although job transfer common as organizational personnel demands vary. or discharge will solve the problem. Figure below illustrates the assessment of individual training needs and remedial measures. sales personnel and production workers have to be trained to produce. uninspiring supervision or some personal problem may also result in poor performance. economic forces have necessitated significant retraining efforts in order to assure continued employment for many individuals. when the organization decide to introduce a new line of products. It is necessary that the employee be acquire new skills. Technology changes fast and new technology demands new skills.when there is performance deficiency. job redesign. improving quality of supervision. foreign competition. Faulty selection. The problem of performance deficiency caused by absence of skills or knowledge can be remedied by training. Transfer. Training and development is essential to prepare the employee to handle more challenging tasks. poor job design. For example. Employees commonly require only an orientation to new facilities and jobs. they do not necessarily require training efforts. Training can also be used when high scrap or accident rates. Any change in the organizations strategy necessitates training of groups of employees. Jobs have disappeared as technology. Assessment of training needs occurs at the group level too.

such undesirable happenings reflect poorly-trained workforce. Although training is not all. the analyst needs to take steps to work effectively with all parties and gain the trust and support of the participants in the needs assessment. should consider several issues as shown in Fig. the next step in the needs assessment is an organizational analysis. Organizational Analysis: Having obtained organizational support. or other problems are diagnosed.low morale and motivation. Needs assessment methods How are training needs assessed? Several methods are available for the purpose. #1 Organizational Support: Needs assessment is likely to make inroads into organizational life. When the needs assessment is carefully designed and supported by the organization. disruption is minimized and co-operation is much more likely to occur. some are useful for organizational-level needs assessment others for individual needs assessment Table #2 Methods Used in Training Needs Assessment Individual Analysis Performance appraisal Work sampling Interviews Questionnaires Attitude survey Training progress Rating scales Group or organizational Analysis Organizational goals and objective Personnel/skill invention Organizational climate indices Efficiency indices Exit interviews MBO or work planning systems Customer survey/satisfaction data Customer survey/satisfaction data Consideration of current and projected changes Issue in Needs assessment Needs assessment. which seeks to examine . The assessment tends to change patterns of behavior of employees. individual or group. As shown in the below table. Obviously.

Failure to conduct needs assessment can contribute to: • • Loss of business Constraints on business development . Assessment makes training department more accountable and more clearly linked to other human resource activities. 3. The analyst needs to ask and answer the following questions: • Is there a sufficient supply of people? • How does the firm attract. skills and abilities (KSAs) are necessary to perform these tasks. retain and motivate diverse work-force? • How does the firm compete for individuals with the right skills. Task and KSA Analysis In addition to obtaining organizational support and making organizational analysis. Should this happen. Trainers may be informed about the broader needs of the trainees. employed who need to undergo training are identified at this stage. Trainers are able to pitch their course inputs closer to the specific needs of the trainees. domestically and internationally? • Which are the target jobs that require training? These issues enable the analyst identify skill gaps in people. which training seeks to fill. Also. the training programme becomes inappropriate and its administration turn to be perfunctory. Benefit of Needs Assessment Training programmes are designed to achieve specific goals that meet felt needs. and the trends that are likely to affect these goals. A very important aspect of person analysis is to determine which necessary KSAs have already been learnt by the prospective trainee so that precious training time is not wasted repeating what has already been acquired. There are other benefits of needs assessment are other benefits of needs assessment: 1. which may make the training programme easier to sell to line manager. knowledge abilities and attitudes? • How do employees make the firm competitive. This assessment helps prepare a blueprint that describes the KSAs to be achieved upon completion of the training programme. Organizational analysis seeks to examine the goals of the organization and the trends that are likely to affect these goals. There is always the temptation to begin training without a thorough analysis of these needs. Person Analysis: This analysis obliviously targets individual employees.the goals of the organization (short-term and long-term). it is necessary to assess and identify what tasks are needed on each job and which knowledge. Consequences of Absence of Training Needs Assessment The significance of needs assessment can be better understood by looking at the consequence of inadequate or absence of needs assessment. 2.

time and incentives Greater pressure and stress on management and staff to provide cover. the employee will be able to smile at all customers even when exhausted or ill unless the customer is irate. overtime premiums and supplements Higher recruitment costs. Presentations. Pressure on job-evaluation schemes.com mbafin. the employee will be able to accurately calculate mark down on all sales merchandise. Designing Training and Development Programme Every training and development programme must address certain vital issues (1) who participate in the programme? (2) Who are the trainers? (3) What methods and techniques are to be used for training? (4) What should be the level of training? (5) What learning principles are needed? (6) Where is the programme conducted? For more Notes. Below are some sample instructional objectives for a training programme with sales people.blogspot. including advertising. shift working. Instructional objectives provide the input for designing the training programme as well as for the measures of success (criteria) that would help assess effectiveness of the training programme.blogspot. job sharing. Needs assessment helps prepare a blueprint that describes the objectives to be achieved by the trainee upon completion of the training programme. Need for job redesign and revision of job specifications Undermining career paths and structures Higher training costs Deriving Instructional Objectives The next phase in the training process is to identify instructional objectives.com hrmba.blogspot. part time working. payment system and career structure Additional retention costs in the form of flexible working time. Project Reports visit a2zmba. • After training.com .• • • • • • • • • • • Higher labor turnover Poorer-quality applicants Increased overtime working Higher rates of pay. etc. grading structures. • After training.

including the following: 1. elements useful in quality circle projects. programmes teaching basic skills are usually done by the members of the HR department or specialists in other departments of the company.What methods Who are the Who are training Programme Fig #3 Steps inthe and trainees? trainers? techniques? Who are the Trainees? Trainees should be selected on the basis of self nomination. Bringing several What should be What principles of Where to such as target audience together can also facilitate group processes conduct problem the level of learning? the programme? solving and decision making. and 7. Immediate supervisors. it is advisable to have two or more target audiences. As can be seen from Table #2. . while the employee is actually working. The most commonly used methods are shown in Table #2. On-the-job methods refer to methods that are applied in the workplace. many organizations arrange basic-skills training for computer literacy. Off-the-job methods are used away from workplaces. On the other hand. 3. Methods and Techniques of Training: A multitude of methods of training are used to train employees. Members of the personnel staff. training? Who are the Trainers? Training and development programmes may be conducted by several people. training methods are categorized into two groups-{I) on-the-job and (ii) offthe-job methods. 4. Industry associations. Table #2 lists the various training methods and presents a summary of the most frequent uses to which these methods are put. interpersonal and conceptual skills for managers are taught at universities. Whatever is the basis. rank-and-file employees and their supervisors may effectively learn together about a new work process and their respective roles. as in buddy systems. In addition. Outside consultants. Specialists in other parts of the company. Large organizations generally maintain their own training departments whose staff conducts the programmes. 2. 5. For example. depends on where the programme is held and the skill that is being taught. Faculty members at universities. Co-workers. Who among these are selected to teach. For example. often. recommendations of supervisors or by the HR department itself. 6.

the more effective the technique is. Employees. films. Safety Technical & Introducing. Obviously. audio cassettes. Off the Job Methods Vestibule Lecture Special Study Films Televisions Conference or Discussion Case Study Role Playing Simulation Y Y Y Y Y Y N N Y Y Y Y Y Y N N N Y N Y Y Y Y Y N N Y N Y Y Y Y Y N Y Y N Y Y Y Y Y Y N N . Special Administrative.Training techniques represent the medium of imparting skills and knowledge to employees. training techniques are the means employed in the training methods. Creative. Skills Supervisory & Education Professional Innovations Training Managerial Education In Products Education & Services 1 2 3 4 5 A. case studies. video-tapes and simulations. The higher the ranking (1 is the highest rank). Table #3 presents the list of training techniques along with their ranking based on effectiveness. Table # 3 Training Methods and the Activities for which they are used Orienting New Sales. On the Job Training Orientation Y N N N N Training Job Y Y N N N instruction training Apprentice Y Y N N N training Internships & N y N Y Y Assistantship Job Rotation Y N N N Y Coaching N Y Y Y Y B. role playing. Among the most commonly used techniques are lectures.

There is no feedback from the audience. audio-visuals constitute a one-way system of communication with no . programmed instruction. To break the boredom. These can be used to provide a wide range of realistic examples of job conditions and situations in the condensed period of time. It constitutes a one-way communication.Programmed Instructions Laboratory training Y=Yes. simulation and sensitivity training. audio-visuals. on-the-job training. the quality of the presentation can be controlled and will remain equal for all training group. The lecturer is presumed to possess a considerable depth of knowledge of the subject at hand. computer aided instruction. jokes and other attention-getters. N-No Y N Y N Y 3 Y 3 3 N At this point. Audio-visual: Visuals Audio-visuals include television slides. The method violates the principle of learning by practice. the lecturer often resorts to anecdotes. This method is mainly used in colleges and universities. (See Table #3) Table #4 Training Method Case study Conference Lecture Business games Films Programmed Instruction Role Playing Sensitivity Training Television Lecture The Relative Effectiveness of training Methods Knowledge Acquisition Rank 2 3 9 6 4 1 7 8 5 Changing Problem Interpersonal Participant Knowledge Attitudes Solving Skills Acceptance retention Rank Skills Rank Rank Rank 4 3 8 5 6 7 2 1 9 1 4 9 2 7 6 3 5 8 4 3 8 5 6 7 2 1 9 2 1 8 3 5 7 4 6 9 2 5 8 6 7 1 4 3 9 Limitations of the lecture method account for its low popularity. Lectures: Lecture is a verbal presentation of information by an instructor to a large audience. it is worthwhile to elaborate on important techniques of training. This activity may eventually overshadow the real purpose of instruction.. We explain the following-lectures. Continued lecturing is likely to bore the audience. though its application is restricted in training factory employees. However. A virtue of this method is that is can be used for very large groups. and hence the cost per trainee is low. But. Further. videotypes and films. the lecture method can be made effective it if is combined other methods of training. overheads.

result in damaged products or materials. Thus. Computer-Assisted Instruction (CAI) This is an extension of the PI method. OJT suffers form certain demerits as well. 2. Information is provided to the trainee in blocks. An experienced worker shows a trainee how to work on the job. and bring unnecessary stress to the trainees. 4. informal. a poorly conducted OJT programme is likely. manuals and machinery is considerably high. 3. Finally. programmed instruction (PI) involves: 1. Strong motivation is provided to the learner to repeat learning. making him or her highly competent. The scope for learning is less. Cost of preparing books. It is the most effective method as the trainee learns by experience. offering much scope for practice. It is. After reading each block of material. In addition. the method is least expensive since no formal training is organized. The speed memory and data-manipulation capabilities of the computer permit . OJT is conducted at the work site and in the context of the job. much time. The experienced employee may lack experience or inclination to train the juniors. If not. The trainee is highly motivated to learn he or she is aware of the fact that his or her success on the job depends on the training received. compared to other methods of training. This contributes to the effectiveness of the programme. On the job Training (OJT) Majority of industrial training is of the on-the-jobtraining type. or problems to the learner Allowing the person to respond Providing feedback on the accuracy of his or her answers If the answers are correct. as when an experienced worker shows a trainee how to perform the job tasks. either in a book of thought a teaching machine. facts. The main advantage of PI is that it is self-paced-trainees can progress through the programme at their own speed. there is no flexibility of presentation from audience to audience. Presenting questions. The disadvantages are not to be ignored. Further. the learner must answer a question about it. Programmed Instruction (PI) This is a method where training is offered without the intervention of a trainer. The training programme itself is not systematically organized. Often. Further. Material is also structured and self-contained. to create safety hazards.scope for the audience to raise doubts for clarification. it is informal. OJT has advantages. Feedback in the form of correct answers is provided after each response. he or she repeats the same. the training is free from an artificial situation of a classroom. OJT is conducted at the work site and in the context of the job. the learner proceeds to the next block.

Case Study: is a written description of an actual situation in business which provokes. CAI provides for accountability as tests are taken on the computer so that the management can monitor each trainee's progress and needs. Simulations present likely problem situation and alternatives to the trainee. this training also tends to be more flexible in that trainees can usually use the computer almost any time they want. The trainee learns from this feedback and improves his/her subsequent simulation and workplace decisions. analyses causes. Trainee studies the cases to determine problems. Case study can provide stimulating discussions among participants as well as excellent opportunities for individuals to defend their analytical and judgment abilities. and what can and should be done. the learner's response may determine the frequency and difficulty level of the next frame. but repeated use may justify the cost. Not to be ignored is the fact that from CAI is as rich and colorful as modem electronic games. and the supervisor may assume the role of a male worker. Simulation: A simulator is any kind of equipment or technique that duplicates as nearly as possible the actual conditions encountered on the job. For example. Simulation then. as accurately as possible. these cases represent to describe. in at least three respects. a CAI training programme can also be modified easily to reflect technological innovations in the equipment for which the employee is being trained. CAI is an improved system when compared to the PI method. The consequences are a better understanding among individuals. Role playing helps promote interpersonal relation. in the reader. Case study and role playing are used in MDPs . and thus get training when they prefer. The more widely held simulation exercises are case study. Taken from the actual experiences of organizations. The results of those decisions are reported back to the trainee with an explanation of what would have happened had they actually made in the workplace. real problems that managers have faced. as in case study. First. Third. Attitude change is another result of role playing. For example. Second. The essence of role playing is to create a realistic situation. and implement it. and then have the trainee assume the parts of specific personalities in the situation. Role playing: generally focuses on emotional (mainly human relations) issues rather than actual ones. For example. is an attempt to create a realistic decision-making environment for the trainee. role playing and vestibu1 training. both may be given a typical work situation and asked to respond as they expect others to do. activities of an organization may be simulated and the trainee may be asked to make a decision in support to those activities. It appears to be an ideal method to promote decision-making abilities within the constraints of limited data. develop alternative solutions.greater utilization of basic PI concept. A deterrent with regard to CAI is its high cost. a male worker may assume the role of a female supervisor. Then. complete with audio instruction displays. the need to decide what is going on. select the best one. what the situation really is or what the problems are.

9 shows some more techniques of training. Sensitivity training can go by a variety of names-laboratory training. The objectives of sensitivity training are to provide the participants with increased awareness of their own behavior and how others perceive them-greater sensitivity to the behavior of others. course work online and even take tests and advance to the next level-all from his or her own house. Table 9. Specific results sought include increased ability to empathize with other. Using a PC. improved listening skills. a modem and a web browser. and questions deal with the 'here and now' of the group process. . The trainee is then permitted to learn under simulated conditions. The internet and intranet are changing the face of training and learning. A primary advantage of vestibule training it relieves the employee from the pressure of having to produce while learning. Meeting have no agenda. He or she can then receive a. Web-based courses through distance learning are virtual. They meet with a passive trainer and gain insight into their own and others' behavior.Vestibule Training: utilizes equipment which closely resembles the actual ones used on the job. it has become possible to learn online. the participants are themselves again and they resort to their old habits. A special area or a room is set aside from the main production area and is equipped with furnishings similar to those found in the actual production area. without disrupting ongoing operations. the cost of duplicate facilities and a special trainer is an obvious disadvantage. are held away from workplaces.groups (training groups). Of course. The disadvantage is (i) it is difficult to duplicate the pressures and realities of actual decision-making non the job and (ii) individuals often act differently in real-life situations than they do in acting out a simulated exercise. or T. but without the high costs involved should the actions prove undesirable. The emphasis is on learning skills required by the job. The advantage of simulation is the opportunity to 'create an environment' similar to real situations the manager incurs. and increased understanding of group’s processes. The drawback of this method is that once the training is over. encounter groups. and enroll for the courses electronically. and the feelings and emotions generated in the interaction process. However. usually fewer than 12 in a Group. training takes place away from the work environment. the World Wide Web (WWW) is all pervasive. Sensitivity Training: Sensitivity training uses small numbers of trainees. Exhibit # 3 Training goes Techno-Savvy In today’s electronic world. how they perceive one another. Discussions focus on 'why participants behave as they do. greater openness. An employee can simply connect to the Internet study the syllabus options available. increased tolerance of individual difference and increased conflict-resolution skills.

Italy. and India. laptops. where managers discussed key learning’s and asked for clarifications. There are no fixed schedules or limitations of time. till the time the learner becomes more open and flexible. The firm's satellite broadcast links employees in countries all over the world. Japan. for example. IBM Global Campus. Boeing delivers interactive training to its 22. But these facilities will payoff in the long-run. This can be avoided in a virtual-learning setting. and interviewing skills. in the evening when one is at leisure. One application of the service was a short strategic planning skills course for employees in Boeing offices in US. The biggest being an infrastructure to connect the entire organization across the seven seas. mostly in information technology. Firms investing in virtual learning technologies can slash their training budgets by 30 to 50 per cent Learning through the web can be very convenient for' employees. and personnel computers are the basic requisites. One firm used a CDROM manual to impart soft-skills like performance management. Australia. Employees of Motorola have access of self-paced computer based training (CBT) material through the firm's Intranet Motorola offers nearly one hundred online courses. role-playing exercises were added for the human touch. to provide its employees continuous skills-driven-Learning opportunities via the corporate intranet across the globe. It reads like who is who in using virtual learning. Motorola and Ford are only the two. Employees have the facility to get training via personnel computers during regular working hours at any time convenient to them. For example. and Western Europe. may call for sharing personal information with strangers. Web servers. The learners do not have to depend on the trainer's availability. Texas Instrument has been using satellite-based and CBT for a long time. roleplaying exercises. including Germany. or while traveling to work. The course participants viewed the workshops on monitors in corporate conference . IBM. has a virtual university. One advantage of computer-based soft-skills training is that it helps maintain anonymity in situations that may be discomforting for trainees. Face to face. It is not just the technical programs: soft skills can also be learnt electronically. One can attend the course at home. There are others too. Federal Express has turned to interactive multimedia for a more effective training system. coaching.000 managers globally through a communication service that uses the satellite broadcast technology. Japan. France. England. The CDROM based training was supplemented with shared learning via teleconferencing.Global giants like Motorola and Ford Motor are reaping the benefits of virtual learning. ISDN lines. Virtual learning presents its own challenges.

the employee or potential employee must acquire fundamental knowledge. selection and evaluation of a problem Cross-Cultural Training Programmes to tech specifics of varied cultures What should be the Level of Learning? The next question in designing training and development programme is to decide on the level of learning. This involves obtaining additional experience and improving skills that have already been developed. As was pointed out earlier. This means developing a basic understanding of a field and becoming acquainted with the language. At the lowest level. the inputs passed on to trainees in training and development programmes are education. there are three basic levels at which these inputs can be taught.34 All the inputs of training can be offered at the three levels. presentations via satellite from Boeing experts. or acquiring the ability to perform in a particular skill area. workbook exercises. and audio interaction with instructors. In addition. The online training was supplemented with small-group work with a site facilitator. . The goal of the next level is skills development. How effectively they are learned depends on several principles of learning. Table #5 Techniques of Training Technique Description Ice Breakers Games to get team members know each other Leading Games Exercise to each different styles of leadership Skill Games Test to develop analytical skills Communication Games Exercise to build bias free listening and talking Strategic planners Games to test ability to plan ahead Team building games Exercise requiring collaborative effort Role reversal Exercise to teach plurality of view Doubling Bring out the ideas that are not often expressed Tag Teams One role played alternately by two participant Mirroring Training with external perspective Monodrama Insight into a given interaction Shifting physical position highlighting of communication problems Structured role playing Role play with predetermined objective Multiple role playing Providing a common focus of discussion Built-in-tension Teaching the importance of resolving matter Shadowing Working under a senior to watch and learn Outward bound training Adventure sports for teams 9 + 1 + 23 Self-assessment by a leader of leadership skills Lateral Thinking Thinking randomly to come up with new ideas Morphological Analysis Listing of alternative solution to problems Gordon Technique Steering a discussion to crystallize solutions Attribute Listening Isolation. skills. The highest level aims at increased operational proficiency. Boeing reported savings of $ 9 million in travel costs alone. concepts and relationships involved in it. and the like.rooms as well as on large-screen video-projection equipment in auditoriums.

if an employee does something well and is complimented by the boss. we often say that positive reinforcement consists of rewards for the individual and. contingent upon behavior. Practice can be a form of positive reinforcement. . If an employee who had the habit of coming late to work. Distinction may be made between positive reinforcement and negative reinforcement. Knowledge of results is a necessary condition for learning. 6. An example might by an employee who does something to avoid incurring a reprimand from his or her boss. Motivation to learn is the basic requisite to make training and development programmes effective. Knowledge of results (feedback). the probability that the behavior will be repeated will be strengthened. The individual must have the ability to learn. Positive reinforcement strengthens and increases behavior by the presentation of desirable consequences. Practice opportunities. Thus. Practice is also essential after the individual has been successfully trained. 5. For example. Meaning of material. the effect of negative reinforcement is avoidance of learning. 8. Goals Schedules of learning. and Transfer of learning. In more general terms.Learning Principles: Training and development programmes are more likely to be effective when they incorporate the following principles of learning: 1. 4. the employee might begin to come on time to avoid criticism. In negative reinforcement. Ability varies from individual to individual and this difference must be considered while organizing training programmes. Recognition of individual differences. when presented. the trainee should be given the opportunity to practice what is being taught. tends to increase the probability that the behavior will be repeated. The reinforcement (event) consists of a positive experience for the individual. Motivation comes from awareness that training fetches some rise in status and pay. assuming this as an unpleasant experience. the individual exhibits the desired behavior to avoid something unpleasant. Employee motivation. Reinforcement. Feedback about the performance will enable the learner to know where he or she stands and to initiate corrective action if any deviation from the expected goal has taken place. 3. 7. It is almost impossible to find a professional cricket player who does not practice for several hours a day. Reinforcement may be understood as anything that (i) increases the strength of response and (ii) tends to induce repetitions of the behavior that preceded the reinforcement. Regardless of individual differences and whether a trainee is learning a new skill or acquiring knowledge of a given topic. 9. Motivation alone is not enough. 2.

creating opportunities to implement new behavior on the job. This may be possible for training skills such as maintaining a cash register.There are certain tasks for which such feedback is virtually mandatory for learning. Implementation of the Training Programme: . a resort. Much of interpersonal and conceptual skills are learnt off the site. goals will have better motivational value if the employee has a scope for participation in the goal-setting process. Goal setting can also accelerate learning. and basic grammar skills are taught on the site. seldom is such a combination effected in practice. for example. At the job itself 2. Though. in a training room in the company 3. Actually. What is learnt in training must be transferred to the job. Individuals generally perform better and learn more quickly when they have goals. All the three must be carefully planned and executed. hotel. On site but not the job-for example. the better is the learning process. The traditional approach to transfer has been to maximize the identical elements between the training situation and the actual job. the decision comes down to the following choices: 1.37 further. what is learned in a training session faces resistance back at the job. Often. such as in a university or college classroom. Off the site. Probably one of the most well-established principles of learning is that distributed or spaced learning is superior to continuous learning. but not for teaching leadership or conceptual skills. and ensuring that the behavior is reinforced when it occurs. Conduct of Training: A final consideration is where the training and development programme is to be conducted. particularly when it is accompanied by knowledge of results. This is true for both simple laboratory tasks and for highly complex ones. would have trouble learning to manipulate the controls without knowing how the crane responds to control actions. and (ill) positioning of rest pauses. A crane operator. basic skills are taught at the job. Goals that are too difficult or too easy have little motivational value. The more meaningful the material. (ii) duration of rest sessions. A definite relationship has been established between learning and meaningfulness of the subject learnt. or a conference centres Typically. Schedules of learning involve (i) duration of practice sessions. particularly if the goals are specific and reasonably difficult. Commitment from the top management to the training programme also helps in overcoming resistance to change. Techniques for overcoming resistance include creating positive expectations on the part of trainee's supervisor. it is desirable that a training and development programme incorporates all these principles.

perhaps. Evaluation helps determine the results of the training and development programme. Evaluation is useful to explain programme failure. Evaluation must provide the means and focus for trainers to be able to appraise themselves. 6. Evaluation must be based on objective methods and standards.Once the training programme has been designed. its objectives. In the first place. Scheduling the training programme 3. Since huge sums of money are spent on training and development. Evaluation of the Programme: The last stage in the training and development process is the evaluation of results (see Fig. its formal and informal organizations. that are. #1). and the goals of the training programme. and their products. the trainers must know the company's philosophy. How to schedule training without disrupting the regular work? There is also the problem of record keeping about the performance of a trainee during his or her training period. Scheduling training around the present work is another problem. most managers are action-oriented and frequently say they are too busy to engage in training efforts. but deadlines that are unreasonably high will result in poor evaluation . 2. Evaluation must be specific. organizations either overlook or lack facilities for evaluation. should finally. A sense of urgency must be developed. any other personnel specialty. Secondly. their practices. Training and development requires a higher degree of creativity than. Deciding the location and organizing training and other facilities. Evaluation must be continuous. Programme implementation involves action on the following lines: 1. 5. credibility of training and development is greatly enhanced when it is proved that the organization has benefited tangibly from it. This information may be useful to evaluate the progress of the trainee in the company. availability of trainers is a problem. A second reason for evaluation is to ensure that any changes in trainee capabilities are due to the training programme and not due to any other conditions. correcting performance deficiencies. it needs to be implemented. Monitoring the progress of trainees. Conducting the programme 4. 3. Principles of Evaluation: Evaluation of the training programme must be based on the principles: 1. Training programmes should be evaluated to determine their cost effectiveness. Evaluation specialist must be clear about the goals and purposes of evaluation. however. Implementation is beset with certain problems. In addition to possessing communication skills. 4. how far the programme has been useful must be judged/determined. Realistic target dates must be set for each phase of the evaluation process. 2. In practice. Need for Evaluation: The main objective of evaluating the training programmes is to determine if they are accomplishing specific training objectives.

Intra-organizational validity: Is performance of the new group of trainees. The random selection helps to assure the formation of groups quite similar to each other. One approach towards evaluation is to use experimental and control groups. salaries of training department staff. One simple method of evaluation is to send a questionnaire to the trainees after the completion the programme to obtain their opinions about the programmes worth. consistent with the performance of the original training group? 4. wires attached per minute) before and after training for both groups. Inter-organizational validity: Can a training programme validated in one organization be used successfully in another organization? These questions often result in different evaluation techniques. the training programme is labeled as successful. Measures are taken before the programme begins and are continued during and after the programme is completed. If the measurement reveals that the results after training are satisfactory. Techniques of Evaluation: Several techniques of evaluation are being used in organization may be stated that the usefulness of the methods is inversely proportional to the ease with which evaluation can be done. Transfer validity: What has been learnt in training. Their opinions could through interviews. Another method of training evaluation involves longitudinal or time-series analysis. has it been transferred on the job enhanced performance in the work organization? 3. one to receive training (experimental) and the other not to receive training (control). words typed per minute. Each group is randomly selected. for which the training programme was developed.g. Training validity: Did the trainees learn during training? 2. 9. In order to conduct a thorough evaluation of a training programme. then the training may be taken as successful. These results are plotted on a graph to determine whether changes have occurred and remain as a result of the training effort. a control group may be included. To further validate that change has occurred as a result of training and not due to some other variable. Some of the costs that should be measured for a training programme include needs assessment cost.1 contains a number of potential goals 1. This is a difficult task. quality pieces produced per hour. Measures are taken of the relevant indicators of success (e. but is useful in convincing the management about the usefulness of training.Criteria for Evaluation: The last column in Fig. If the gains demonstrated by the experimental groups are better than those by the control group. purchase of . A variation of this method is to measure the knowledge and/or skills that employee possess at the commencement and completion of a training. it is important to assess the cost and benefits associated with the programme.

Satyam uses e-learning modules on management provided by Harvard Manage Mentor Plus. trainers' costs. E-LEARNING E-learning refers to the use of Internet or an organizational intranet to conduct training on-line. including the new training techniques or characteristics of trainees. out of its 17. E-learning is becoming increasingly popular because of the large number of employees. their behavioral change. How to organize training for all these? Wipro also has a policy of subjecting any employee for a two-week training every year. firms are introducing soft skill modules as well. The benefits to be compared with the cost are rupee payback associated with the improvement in trainees' performance.000 employees are logged into the in-house learning management system for various courses. Chennai. Many firms use e-Learning as a prerequisite before classroom training popularly called blended training. E-learning has come a long way from its early days when it was used extensively for technical education such as learning new languages and familiarization with new technologies. programme development costs. 2. Today. Hyderabad. an effective monitoring programme might show that the training programme has not been implemented as originally planned. For example. and the longevity of the period during which the benefits would last Closed-loop System Referring to Figure #1. Similarly. . Satyam has even tied up with Universitas 21-a consortium of 16 international universities and Thomson learning-for an on-line MBA. E-learning helps Wipro considerably. Take Wipro. evaluation costs.000 employees are in off-shore centers at Bangalore. Obviously. for example. Pune and Delhi. the development of training programme needs to be viewed as a continuously evolving process. different conclusions might be supported by comparing data obtained from the evaluation of training. who need training. In addition. videos. In fact. e-learning becomes more effective when blended with traditional learning methods. rental facilities and trainee wages during the training period. In other instances. The information may become available at several stages in the evaluation process.equipment (computers. It is not that e-learning replaces traditional training system. there are always developments that can affect the programme. at Satyam nearly 80% of the 9. handouts). Infosys has almost 10% of its total training through e-Learning. a combination of electric learning with classroom approach.500 are on site and 15.500 employees. even when the training programme achieves its stated objectives. it may be observed that the model suggests that a training programme should be a closed-loop system in which the evaluation process provides for continual modification of the programme.

• Current training methods (compared to e-Learning) are not adequately meeting organizational training needs.g.Routine training such as orientation. leadership. though it might also stay in the classroom. Trainees can • May cause trainee anxiety proceed on their own time • It is interactive. safety and regulation compliance is best handled in classrooms. E-Learning tends to cause trainee anxiety. allows for consistency and incorporates built-in guidance and help. Table #6 brings out the advantages and disadvantages more comprehensively. Table #6 Advantages and Disadvantages of E-Learning Advantages Disadvantages • It is self paced. Advantages and Disadvantages of E-Learning: E-Learning is advantageous in as much as it is self-paced. as many may not be ready to accept or have access to computers and Internet. tapping multiple • Not all trainees may be ready for trainee senses e-Learning • Allows for consistency in the • Not all trainees may have easy delivery of training and uninterrupted access to computers • Enables scoring of • Not appropriate for all training services/assessments and content (e. Learning that requires discussion. tutoring and team-work can go on-line. Following requisites need to be provided before launching learning on-line: • Sufficient top management support and funding needs to be committed to develop and implement e-Learning • Managers and HR professionals need to be "retrained" to accept the idea that training is being decentralized and individualized. There are problems nevertheless. • Potential learners are adequately computer literate and have ready access to computers and the Internet • Sufficient number of learners exists and many of them are self-motivated to direct their own learning. Requisites for E-Learning: E-Learning does not simply mean putting existing courses and materials on a website. cultural appropriate feedback change) • Incorporates built-in guidance • Requires significant upfront 'cost and helps for trainees to use when and investment needed • It is relatively easy for trainers to • No significantly greater learning update content evidenced in research studies • Can be used to enhance • Requires significant top instructor-led training management support to be successful .

• A range of people with different skills are involved. . there is no such system in our country. Companies in our country. Organizations also need to train employees in multiple skills. • Learning needs that drive the technology rather than the other way around. need to be retrained in team-playing skills. leadership skills and customer-orientation skills. champions of e-Learning and specialist web and graphic designers IMPEDIMENTS TO EFFECTIVE TRAINING There are many impediments which can make a training programme ineffective. Such bonds are not effective as the employees or the poachers are prepared to pay the stipulated amounts as compensation when the bonds are breached. the ability to implement rapid changes in products and technologies is often essential for economic viability Aggregate Spending on Training is Inadequate Companies spend minuscule proportions of their revenues on training. as a result of rapid technological change. This must change. (ii) the ability to maintain it. Large-scale Poaching of Trained Workers Trained workforce is in great demand. Those that do.Success Factors It is worth pointing out that organizations using e-Learning exhibit a number of common success factors: • Cultural change has taken place about how training and learning happens and is delivered. Worse still. workers are required to learn three types of new skills: (i) the ability to use technology. The rank-and-file workers are ignored. particularly at the middle level. • E-Learning has ongoing support from a senior level and is marketed effectively throughout the organization. • E-Learning is closely "blended" with other types of training such as classroom activities and is not used to wholly replace other activities. Following are the major hindrances: Management Commitment is Lacking and Uneven Most companies do not spend money on training. and (ill) the ability to diagnose system problems. In an increasingly competitive environment. particularly before deputing them to undergo training in foreign countries. for. tend to concentrate on managers. where local business groups pressure companies not to poach on another company's employees. insist on employees to sign 'bonds of tenure' before sending them for training. facilitators. Unlike Germany. including expert trainers. entrepreneurship skills. combined with new approaches to organizational design and production management. Educational Institutions Award Degrees but Graduates Lack Skills This is the reason why business must spend vast sums of money to train workers in basic skills. Managers. budget allocation to training is the first item to be cut when a company faces a financial crunch. technicians and professionals. however. • E-Learning is closely aligned to the needs of the business.

3. in the US invests about $ 300 million annually. Employers and B Schools Must Develop Closer Ties B Schools are often seen as: responding to Labour-market demands. Different strategies need different HR skills for implementation. Ensure that there is proper linkage among organizational. HOW TO MAKE TRAINING EFFECTIVE? Action on the following lines needs to be initiated to make training practice effective: 1. Hewlett-Packard spends about five per cent of its annual revenue to train its 87.5 per cent of its revenue on training. Ensure that a comprehensive and systematic approach to training exists. They have little time in imparting training to their members. Major trade unions in our country seem to be busy in attending to mundane issues such bonus. settlement of disputes. 2. or about 2. This must change. wage revision. Ensure that training contributes to competitive strategies of the firm. Make learning one of the fundamental values of the company. Let training help employees at all levels acquire the needed skills. Similarly.) . and the like. and training and retraining are done at all levels on a continuous and ongoing basis. For example. Businessmen must sit with Deans and structure the courses that would serve the purpose of business better. 5. Let this philosophy percolate down to all employees in the organization. This is what high-performing organizations do. Create a system to evaluate the effectiveness of training. 4.No Help to Workers Displaced because of Downsizing Organizations are downsizing and de-layering in order to trim their workforces.OC: workers. 6. operational and individual training needs. Organized Labour can Help Organized Labour can playa positive role in imparting training workers. The government should set apart certain fund from the National Renewal Fund for the purpose of retraining and rehabilitating displaced workers. Xerox Corporation. Ensure that the management commits itself to allocate major resources and adequate time to training. (Evaluation of training has been discussed above. Business is seen as not communicating its demands to B Schools.

Corporate Dossier takes you deep inside the massive in-house training departments created by knowledge corporates. to find how they are powering their growth Training fires the corporate engine At the SEEPZ. Andheri . Dilip Kumar Mohapatra. is occupied these days with . 56. office of TCS in Mumbai. global head for learning and development .Newspaper Article on Training & Development On August 4th 2006 Finance and marketing are passé -the function that really rocks India Inc is training.

200 people from 53 nationalities. consider that the software major’s workforce across 34 countries adds up to 71. That explains our disproportionate focus on this function. It is even held accountable for output measures of its trainees. training has to find creative ways to keep pace. and is run like a separate business with its own finance controller . with a direct impact on client satisfaction. an administration and transport wing. core to the growth and success of India’s new age behemoths. China — with the culture of the company. rejection rates. while TCS too invests a comparable figure on training. New York to Hangzhou. quality head. And it shows in the investments being made by these companies into training infrastructure and resources. While TCS and IBM Daksh are not the only ones — others like Infosys. Wipro. in fact. Accenture’s global spends on training and development has been $546 million (for September-August 2005). To get a sense of this challenge. And with 2.” says Mohapatra. and will familiarise TCS inductees around the world — Buffalo. Genpact and ICICI Bank. Mohapatra’s team is actually developing an online game that will be part of the induction kit for new hires. COO. Up north in Gurgaon. “We believe that training is the most important lever to deliver high quality talent. Okay.500 new people being recruited every month. Need of the Hour . BPO player IBM Daksh is taking training equally seriously — its training group is christened the Talent Transformation Business Unit (TTBU. face similar challenges of hiring and training people on a large scale — they are perfect examples of how the in-house training department has become crucial. we’re exaggerating.” says Pavan Vaish. Infosys has a staggering $125 million annual outlay for training and development.something very unusual for people his age — computer games. and a dedicated HR representative. cost of delivery and customer satisfaction metrics. such as voice quality. IBM Daksh. “The challenge is to get everyone on to the common global TCS culture.

video-on-demand. companies have managed to put the some of the onus of learning onto employees.800 employees — a bulk of them at the operational level — e-learning is a way of life when it comes to skill up gradation. clients are paranoid about the quality of people we employ. where 30% of training is now IT enabled. and training is becoming a 24/7/365 affair. and with most jobs being customer-facing ones. chat and online self-tutorials have ensured that most of the learning for employees takes place at the place. Infosys. anywhere learning. What’s interesting is that by bringing in the convenience of anytime. “40% of our recruits are fresh graduates. . HR at ICICI One-Source. often. there’s an ongoing need to equip them with the necessary soft and specialized skills. “For us the classroom is the most inefficient way (to train).In the knowledge economy.” says MP Ravindra.” says HR head K Ramkumar. and time. To deliver this training on this scale and frequency. cutting across geographies and time restrictions. With thousands of fresh graduates handling customer queries. technology is key — media-rich content. it’s no longer enough to put your employees through the occasional training module a few times a year. executive VP. “Technology has made training asynchronous. This is further re-inforced by linking training hours completed. Calapa recalls that OneSource associates were once required to write two tests for a UK-based client — one on the data protection act and other on the money laundering act. and to pass they had to score 18 out of 20 points. to the individual’s overall performance score.” says TV Mohandas Pai. whose training team conducts 190 e-learning programmes annually.” Periodic and. But nowhere does training assume greater importance than in the BPO industry. VP. and Infosys. of their convenience. For ICICI Bank’s 27. Says Aashu Calapa. “The responsibility of gaining competency has been shifted to the learner. since competencies are now closely aligned with appraisals.Education & Research. director HR. frequent changes in the global business environment. Companies looking to operate and compete in a global market need to constantly skill and reskill their people. have put greater pressure on training departments to bring employees up to speed on the latest rules and regulations in their clients’ industries.

Also. and in capabilities. Monitoring of training quality is just as important.” It also has eight people dedicated to R&D in training.” says Piyush Mehta. and has 313 trainers along with 70 part-time specialists who also conduct domain-specific training for its 25. says. There is also a need to get people ready for potential jobs that we may want them to take up.” And it shows — last year. “We believe the only way to produce quality output is to quantify it. “Now. after feedback from trainers and business units. others believe in growing them internally. Genpact. training has moved on to becoming an independent entity within the organization. it gets buried. head HR (India). Lyndon J D’Silva . With scalability becoming an problem. D’Silva believes technology will increasingly be training’s best bet.” says Varma. senior VPHR . and like most other business functions. IBM Daksh. with BPO companies looking to move up the value chain. who conduct research and refine training methods. “When you keep training as part of HR. IBM Daksh has been working with IBM’s research labs to develop a tool called Sensei.000-strong workforce across the world. people need to be coached in new skills. “Traditional training was just about behavioral and technical training. a performance evaluation grid that assesses voice quality and generates a statistical score. Talent Transformation Business Unit. it includes cultural and value training. While many companies are outsourcing part of their requirement of trainers. VP.” says Rahul Varma. training is faced with a talent shortage.” Changing From the Inside-Out The really big shift. is that from being a HR support function. Genpact spent close to $8 million on training. Rapid scaling up in IT and ITES companies is also putting pressure on the training machinery. “Trainers are definitely scarce — in numbers. “Our supply chain is mission critical to us. we treat it as one. To give it the importance of an independent function. Accenture. understanding your own as well as your clients’ organization. of course. as well as the industry in which one is working. It’s being tested and will be rolled out later this year. since the best .

Infosys links training to individuals’ performance. For instance. and Accenture have been developing joint programmes for training people at these institutions before they join the company. the challenge is in extending the in-house training capabilities to a larger pool of Direct Sales Associates (DSAs) outside the company and make them compatible with the company culture. while cross-cultural and communication training is outsourced to vendors. The existing model of training also needs to adapt with changing business needs from time to time. Having a global presence helps in leveraging training resources and sharing expertise across continents. wherein its own faculty teaches at academic institutes. Expanding internal resources is one way. At ICICI Bank. cross-culturalisation happens better. and coping with scale is a big issue. and even brings down people from other countries here. Ramkumar says work is on for a certification process whereby outside partners will be remunerated according to their assessment scores after training. Building external partnerships with educational institutions is another — so companies like TCS. TCS runs an Academic Interface initiative. senior executives are required to spend time training others. Infosys. New Challenges It’s clear that the quality of the internal training capability will be among a key driver of business success in the future. and this helps in better branding for the company. “This way.” says Mohapatra. “Expanding the talent pool. Trainers are also required to keep updating their skills and knowledge. who’re in the retail banking and finance business.” says Ravindra. TCS’s Learning & Development group is currently working on a project (codenamed Pygmalion) to develop training programmes and tools for a new cadre of people that the company has never hired before — plain graduates. and ensuring a seamless merger of cultures during acquisitions . TCS rotates its training faculty between the Indian and overseas locations. and this helps decide whether they get on the ‘Leadership Talent List’ of potential fast trackers. Not surprisingly. as well.trainers are line managers and executives who have spent time and understand the business first hand. Mohapatra lists globalization and M&As as the two biggest tests of his training department’s effectiveness in the future — in terms of integrating a globally diverse workforce into a single platform. investment in training infrastructure is a priority for most HR heads and CEOs. managing incidental changes in the training modules and scalability are the challenges the training department faces today. Runaway Train Accenture follows what it calls a ‘leaders teaching leaders’ approach for technical training. For others like ICICI Bank. . and most companies have structured ‘train-the-trainers’ programmes in place.

” says Calapa. the NASDAQ-listed firm planned to set up a new 9. If it works. "When fully completed it will house five food courts.BPO firms like ICICI One-Source have mooted the National Assessment of Competence (NAC) programme. which would enable training of 13. this initiative could enable training departments to focus on building higher end competencies in fresh inductees from day one. one employee care centre.750 hostel rooms were under construction. “We’re clear that training is one of the pillars that we’re going to build our future on.000seat training facility here.500 individuals in a single sitting. company executives said. one multimedia centre making it undoubtedly the largest training facility in the world. On July 31st 2006 Infosys plans largest training centre… Infosys to set up world's largest training hub… MYSORE: Software major Infosys plans to invest Rs. Over the next one year. making it a total of 10. they said. An additional 7. . a joint certification and assesment programme with Nasscom to expand the employable talent base for the industry." an official said.809 crores ($176 million) on expanding its global education centre in the next one year.000 rooms.

378 employees. modify and deploy the elearning content is the key parameters for improving quality of the employee talent. Deputy Chairman of Planning Commission Montek Singh Ahluwalia on Monday inaugurated the company's fourth software development block here.The company's Mysore campus is spread over 335 acres and it currently has 6. set up with an investment of Rs.500 people. software companies are looking at innovative ways to maximize the productivity of their employees and ensure faster deployment. “The speed at which technology firms can develop. With more projects on hand and hiring in thousands. .2 million square feet. at Harbinger Knowledge Products told DNA Money. Daily News & Analysis Online learning gets a thumbs-up from corporates On August 16th 2006 BANGALORE: Indian software service firms spend six to eight weeks in training fresh recruits before deploying them on projects. It has three million square feet of built up area.” Sanjeev Fadnavis. Now.85 crores. online learning companies are focusing on building content that aims to help IT firms save training time and costs on employees. It can seat 2. business development. and work is in progress to build another 3. associate vice-president.

” informs Rashmi Deshpande of Group M. It is not a panacea. with its focus on constant training of employees and using learning as a retention tool.” Brain League chief knowledge officer Kalyan C Kankanala said. several players are building specialized tailor-made e-learning courses for tech firms in the country. But there is a word of caution for firms that adopt e-learning without a clear focus on their business.” Liqwid Krystal CEO Anand Adkoli said.According to analysts. including in business and soft skills. which prepares modules to hone functional and managerial skills. It should not be chosen because it is fashionable. GroupM has an internal training department called Aspire MGuruKool. To be successful. Brainleague and Edutech have joined hands to provide e-learning on intellectual property rights with a focus on research units across the country.” Nasscom has said. unlike the traditional theory-based tests. it is a means to an end. for example. planning and buying. On August 9th 2006 Most agencies have developed their own training methods tailored to suit the nature of their work. has designed a solution that allows aspirants for software jobs to write a programme in an online test and assess their capability of building codes. Liqwid Krystal has tied up with Viswesvaraya Technical University in Karnataka and Andhra University in the neighboring state to train over 90. “Our training programmes encompass strategizing. and help develop work and soft skills.000 engineering students through the module. The technology sector has been among the early adopters of online education. online learning has to have the right fit with the organization. which provides competitive and business advantage. in addition to competency-based training. “It is important for knowledge-driven companies to develop and protect intellectual property. Bangalore-based Liqwid Krystal. “The proficiency of the candidate on various programmes could be assessed better. The learning should be constant. the Indian corporate e-learning market is estimated at $10-20 million with a potential to grow at 150%. “E-learning can also be a disaster if it is not managed correctly. In order to capture this huge segment. which involves understanding the media business. .

Agencies generally rope in internal and external faculties (from India and abroad) for training. for planning and strategizing. . “Most faculties are specialized and bring to the table expertise in a particular area. Young talent is given more opportunity to grow as well. sent to different regions. allowed to work with bigger clients and groomed to take on additional responsibilities.” For its part. where youngsters are put through a lot more grind in terms of opportunities. meanwhile. O&M nominates those who have worked for 3-4 years for the regional programme ‘Adopt a Country’. while for soft skills we may bring someone from IIM – Bangalore. A buddy is chosen and the two buddies get an opportunity to visit each other’s country. “We are getting the best practices when required. train others to bring about a cascading effect. High fliers and the crème de la crème of the talent pool can also look forward to attending special workshops. GroupM has a programme called Fast Trackers for young achievers. we may call someone from HLL. level-wise workshops to upgrade skills and middle-management workshops. which is held thrice a year across different Asia-Pacific centres. JWT conducts functional workshops for senior-level staff. and introduced a top achiever’s programme in December 2005. These 25 people will.” says Bhasin. So. Lowe sends two people. for its ‘global young achiever’ forum. O&M has an HR and Training leadership group in Asia Pacific that plans regional programmes and oversees training plans. in turn. The programme is intended to help youngsters build networks across different regions. content. role etc. Ashish Bhasin informs that a team of four from the US and the UK recently trained 25 people in Lintas India on the Worldwide Planning Tool Kit. and at the same time exporting knowledge.” says Deshpande. which is held once a year.” says Sapna Srivastava. etc that we are ready to export. brainstorming and a time-bound deliverable action plan. JWT nominates its top-level staff (those identified to head offices) for its international programme ‘Sam Meek’. typically one planner and one creative or servicing person. Some of these programmes are often modeled on those developed by parent companies. Says Deshpande: “All media companies under WPP exchange training programmes on modules. We sometimes adapt and sometimes share best practices with others. A lot of fresh knowledge is created in India in areas like rural marketing. has set up its own North-point Centre of learning to empower managers with updated knowledge and decision-making skills. Lintas. design. work on projects together and develop a sense of belonging. “These workshops see lectures.

IBM had been focusing on human resources development: The company concentrated on the education and training of its employees as an integral part of their development. a five-module programme spread over 15 months. IBM decided to use e-Learning to train its employees. in 1999. the International Business Machines Corporation (IBM) was ranked fourth by the Training magazine on it’s “The 2002 Training Top 100”. ‘IMAG Training for non-IMAG’ and ‘advertising workshop for non-advertising’. e-Learning was used to train IBM's newly recruited managers." Rebecca Wettemann. After considerable research. Initially. Case Study: Article Training Employees of IBM through E-Learning “E-learning is a technology area that often has both first-tier benefits. in the late 1990s. such as increased employee performance that directly impacts profitability. . The magazine ranked companies based on their commitment towards workforce development and training imparted to employees even during periods of financial uncertainty. Since its inception. And Lowe has introduced programmes like ‘media training for non-media’. IBM reportedly spent about $1 billion for training its employees. such as reduced travel costs. and second-tier benefits.O&M sends its senior staff for the regional senior management development programme (SMDP). research director for Nucleus Research In 2002. IBM undertook a cost cutting drive. During the mid 1990s. However. and started looking for ways to train its employees effectively at lower Costs.

Discuss. Observe and Think. . Analysts estimated that the market for e-Learning programs would grow from $2. Even during financially troubled periods. employees were relocated from the plants. Watson Sr. It's saving money and delivering more effective training. BACKGROUND NOTE Since the inception of IBM. its top management laid great emphasis on respecting every employee.1 billion in 2001 to $33. the construction of the 'IBM Schoolhouse' to offer education and training for employees. "All measures of effectiveness went up. The company reportedly saved about $166 million within one year of implementing the elearning program for training its employees all over the world. IBM reported a return on investment (ROI)’s of 2284 percent from its Basic Blue e-Learning program. customer engineering. which requires hands-on laboratories and teaming.is important for the group to be together to take advantage of the equipment.' while at the same time providing five times more content than before. director of IBM Mindspan Solutions. However.IBM saved millions of dollars by training employees through e-learning. and were retrained for careers in sales.'s 'Five Steps of Knowledge' carved on the front entrance. IBM had emerged as the company with the largest number of employee's who have enrolled into e-Learning courses.6 billion in 2005 representing a 100 percent compounded annual growth rate (CAGR). In 1933 (after 15 years of its inception). Rick Horton. field administration and programming. Listen. said. (Watson Sr. a section of analysts and some managers at IBM felt that e-Learning would never be able to' replace the traditional modes of training completely. in terms of wages." Though there were varied opinions about the effectiveness of e-Learning as a training tool for employees. compared to the traditional training methods. The company followed a 'no layoffs' policy. During this year.). IBM saw it as a major business opportunity and started offering e-learning products to other organizations as well. Andrew Sadler. explained the benefits of e-learning to IBM. It felt that every employee's contribution was important for the organization. general manager of learning services at IBM. The figure rose to $350 million in 2001. the father of modern IBM had once said. The building had Watson Sr. Thomas J.' Managers were trained at the school at regular intervals. Employees were compensated well as they were paid above the industry average. "By the simple belief that if we respected our people and helped them respect themselves. was completed. labs and headquarters. "The classroom is still the best in a high-technology environment. or a situation where it . ELearning also created a better learning environment for the company's employees." The HR policies at IBM were employee-friendly. This was mainly due to the significant reduction in the company's training costs and positive results reaped from e-learning." By 2002. the company would certainly profit. IBM had emphasized on training its employees from the very beginning. The five steps included 'Read.

in most of the cases.To widen their knowledge base and broaden their perspectives. during the initial weeks at the job. The company planned to utilize the services of IBM Mindspan . However. Therefore. after some time. However. Columbia. Gerstner aimed at improving the managers' training skills. Gerstner realized that the training workshops were not enough. IBM felt that online training would be an ideal solution to this problem.' Managers had to wait for months before their turn of attending the work shops came. Gerstner adopted a coaching methodology of Sir John Whitmore. the five-day program turned out to be insufficient for the managers to train them effectively. Those who excelled in these programs were sent to the Advanced Managers School. The company felt that the training process had to be continuous and not a one-time event. where they were familiarized with the basic culture. Georgia and Indiana. these workshops were not 'just-in-time. the employees did not possess the knowledge of critical aspects like team building. which differentiated best executives and managers. IBM executives were exposed to topical events with a special emphasis on their implications for the company. Therefore. IBM's highest-ranking executives were sent to executive seminars. Virginia. In 1997. There was a five-day training program for all the new managers. organized at the Brookings Institutions this program typically covered a broad range of subjects including. which was taught to the managers through training workshops. After conducting a research. without the costs and time associated with bringing together 5000 managers from all over the world. strategy and management of IBM. political and econQll1ic affairs. Gerstner thus started looking for new ways of training managers. Moreover. IBM trained about 5000 new managers in a year. the then CEO of IBM. Louis Gerstner (Gerstner). the London School of Economics. international and domestic. The company specifically wanted its management training initiatives to address the following issues: • Management of people across geographic borders • Management of remote and mobile employees • Digital collaboration issues • Reductions in management development resources • Limited management time for training and development • Management's low comfort level in accessing and searching online HR resources The company required a continuous training program. MIT and Stanford. managers were also sent for educational programs to Harvard. as the jobs became more complex. a program offered in about forty colleges including some in Harvard. conducted a research to identify the unique characteristics of best executives and managers. The research revealed that the ability to train employees was an essential skill.

IBM Management Development's web site. The e-Learning part included articles. IBM launched the pilot Basic Blue management training program. This information addressed the issues like evaluation. Basic Blue was an in-house management training program for new managers. He/she had direct access to materials on the computer’s desktop for online reading. work/life balance. The program offered basic skills and knowledge to managers so that they can become effective leaders and peopleoriented managers. not a one-time event. Going Global offered as many as 300 interactive scenarios on culture clashes. Using these tools. the managers were provided with simulated situations. This tier used IBM's collaboration tools such as chats. retention. the groups were foremen virtually by videoconferencing with team members from all over the world. In this tier. The founding principle of Basic Blue was that 'learning is an extended process. compensation and benefits. It imparted 75 percent of the training online and the remaining 25 percent through the traditional classroom mode. and team rooms including IBM e-Learning products like the Team-Room. the members of the group started interacting with each other online. Some of the content for [his tier was offered by Harvard Business School and the simulations were created by Cognitive Arts of Chicago. The simulations enabled the managers to learn about employee skill-building. A manager who faced a problem could either access the relevant topic directly. Customer-Room and Lotus Learning Space. which managers came across. The material also highlighted other important web sites to be browsed for further information. The online Coaching Simulator offered eight scenarios with 5000 scenes of action.Solutions to design and support the company's manager training program. The managers were provided access to a lot of information including a database of questions. simulations. job aids and short courses. This tier also used virtual team exercises and included advanced technologies like application sharing. and conflict resolution and so on.issues and business conduct in an interactive manner. The first three tiers were delivered online and the fourth tier included oneweek long traditional classroom training. decision points and branching results. or find the relevant information using a search engine. the members of the group had to solve problems as a team by forming virtual . IBM believed that its managers should be aware of practices and policies followed in different countries. answers and sample scenarios called Manager QuickViews. Senior managers trained the managers online. In the third tier." In the second tier. which was fully deployed in 2000. live virtual classrooms and interactive presentation: on the web." Basic Blue was based on a '4. employees could interact online with the instructors as well as with peers in their groups. multicultural issues.Tier' blended learning model'. Hence. This was IBM's first e-learning project on international training. ONLINE TRAINING @ IBM In 1999.

own as 'Learning Lab. Sales Compass provided critical information to the sales personnel helping them to understand various industries (including automotive. There were no lectures in these sessions. government. However. before entering the fourth tier.groups. it-was not implemented on a large scale. market segmentation. Therefore. key processes. Though Sales Compass was originally started in 1997 on a trial basis to help the sales team in selling business intelligence solutions to the retail and manufacturing industries. IBM could not afford to keep its sales team away from work for weeks together.' By the time the managers reached this tire. ineffective and time-consuming. The sales personnel of IBM across the globe could use the information from their desktops using a web browser.' Prior to the implementation of the Sales Compass e-Learning program. selling skills (11 courses). insurance etc) in a much better manner. coordination problems also cropped up. the fourth tier comprised a classroom training program. Apart from this. industry trends. banking. Business Intelligence (BI). The tremendous success of the Basic Blue initiative encouraged IBM to extend training through e-Learning to its-sales personnel and experienced managers as well. the managers had to master the information acquired in the above three tiers and develop a deeper understanding and a broader skills set. Sales Compass also had simulations for selling products to a specific . and so on. the sales personnel underwent live training at the company's headquarters and training campuses. they all reached a similar level of knowledge by mastering the content in the first three tiers. as the sales team was spread across the world. using these products. Sales Compass also trained the sales personnel on skills like negotiating and selling services. Sales Compass was developed further. The information offered included industry snapshot. this tier focused more on developing the collaborative skills of the learners.' and the one for the experienced managers. It also enabled the sales people to sell certain IBM products designed for Customer Relationship Management (CRM). positioning and selling industry solutions and identifying resources. IBM believed that classroom training was also essential to develop people skills. industries (23 courses). in a highly competitive market. Moreover. But with the success of Basic Blue. Hence. and the managers had to learn by doing and by coordinating directly with others in the classroom. Like the Basic Blue program. The content of the new Sales Compass was divided into five categories including Solutions (13 courses). national sales conferences and other traditional methods of training. and tools and job aid (4 aids). Though training through e-Learning was very successful. They also attended field training program. In the fourth tier. as 'Managing@ IBM. Managers had to pass an online test on the content provided in the above three tiers. The e-Learning program for the sales personnel was known as 'Sales Compass. Enterprise Resource Planning (ERP). personal skills (2 courses). in most of the cases these methods proved too expensive.

and so on. and enabled the managers to meet their specific needs. and Edvisor. The program included the face-to-face Learning Lab. and service professionals at IBM. In 2001. Brenda Toan (Toan). The simulation modules and collaboration techniques created a richer learning environment. "Sales Compass is a just-in-time. global skills and learning leader for IBM offices across the world. in late 2001. Basic Blue saved $16 million while Sales Compass saved $21 million. this program enabled managers to choose information based on their requirements. unable to get into a branch office and obtain information on a specific industry or solution. Most of our users are mobile. sales specialists.6 Coaching simulators 0. which is convenient for these users. E-learning also resulted in a deeper understanding of the learning content by the managers. territory representatives. about how to close a deal. a sophisticated Intelligent Web Agent. The e-learning projects also enabled the company to leverage corporate internal knowledge as most of the content they carried came from the internal content experts. IBM Sales Compass provides industry-specific knowledge. client relationship representatives. So they are.industry like banking.FUTURE PLANS . It also enabled the managers to complete their classroom training modules in lesser time.0 E-LEARNING AT IBM . IBM was able to reduce its training budget as well as improve employee productivity significantly. Sales Compass was offered to 20.5 Sales Compass 21. In 2000." IBM also launched an e-Learning program called 'Managing @ IBM' for its experienced managers.6 Customer-Room 0.0 Going global 0. said. IBM’s cost savings through E-Learning Program Saving in 2000 (in US $million) Basic Blue 16. advice on how to sell specific solutions. Unlike the Basic Blue program. By implementing the above programs.from $400 to $135. e-learning. Edvisor offered three tracks offering various types of information. and selling tools that support our signature selling methodology.8 Manager Quick-Views 6.000 sales representatives. just-enough sales support information site. The program provided content related to leadership and people management skills. It also allowed its users to ask questions and had links to information on other IBM sites and related websites. IBM saved $200 million and its cost of training per-employee reduced significantly . as compared to the traditional training methods used earlier. most of the times.

its sales force and other employees.000 flight attendants by November 2002. The employees could learn about the merits of various benefits and the criteria for availing these benefits. The content included instruction clips. AA's manager for line training and special projects. In November 2001. These programs were appreciated by HR experts of IDM. using feedback from its new and experienced managers. IBM also started offering the courses to its customers and to the general public. In early 2002. American has also brought efficiency and cost savings to our training processes using IBM's e-Learning solution. Now. IBM used e-Learning not only to train its employees. the company was able to find such an employee in three days. The company also automated its hiring process. This application enabled employees to see and manage their benefits. flash animation. and other companies. Pathfinder took information from the employees and returned a preferred plan with ranks and graphs. In addition to providing a flexible training certification experience for our attendants. m-Learning was the next ideal step (after eLearning). IBM continued its efforts to improve the visual information in all its e-Learning programs to make them more effective." The company had trained 24. American Airlines (AA) used IBM's eLearning package. The new tool on the company's intranet was capable of carrying out most of the employee hiring processes. IBM employees received the benefits enrollment material online. graphics. and so on. This obviously. "The full service package that IBM offers has allowed us to develop an effective online course for our large group of busy attendants. The company also encouraged its other employees to attend these e-learning programs. coverage. such as cost. commented. at any time. career changes and more. It was also included among the ten best 'world-class implementations of corporate learning' initiatives by the "E-Learning across the Enterprise: The Benchmarking Study of Best Practices" (Brandon Hall) in September 2000. The Basic Blue program bagged three awards of 'Excellence in Practice' from the American Society for Training & Development (ASTD) in March 2000. . which enabled its flight attendants to log on to AA's website and complete the 'safety and security training' from any place. IBM leveraged many new communication channels for offering its courses to employees. Initially. IBM used to take ten days to find a temporary engineer or consultant. Besides. but also in other HR activities. Shanta Hudson-Fields.' This tool also enabled the employees to know about the various health plans offered by IBM. customer service or performance using an Intranet tool called 'Path Finder. deductions in their salaries.The e-Learning projects of IBM had been successful right from the initial stages of their implementation. increased employee satisfaction. IBM also started exploring the evolving area of 'mobile learning' Analysts felt that for mobile sales force of IBM. This made the airlines annual safety training certification program guides more effective. IBM planned to update these programs on a continuous basis. Apart from this.

blogspot.com hrmba. Presentations.blogspot.com mbafin.com . Project Reports visit a2zmba.blogspot.For more Notes.

You're Reading a Free Preview

Download
scribd
/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->