Training & Development in Mobitel Pvt Ltd

Group Assignment by;

H.M.V.E Herath BM / 2012 / 088

C.M.M Inham BM / 2012 / 097
L.R.Malinda BM / 2012 / 156
N.Palihakkara BM / 2012 / 179
B.P.N Ruchira BM / 2012 / 243
R.C.Thamali BM / 2012 / 292

Course: BHRM 41123

Lecturer: Ms W.A.S Weerakkody

Ms. H.M Nishanthi
Semester 1 - Final Year
July 2017
B.B.Mgt (Human Resource) Special Degree
Department of Human Resource Management
Faculty of Commerce and Management Studies
University of Kelaniya
Sri Lanka

1
Introduction

An approach to managing human resources, strategic human resource management supports long
term business goals and outcomes with a strategic overall framework. It focuses on longer term
resourcing issues within a context of an organization’s goals and the evolving nature of work,
and informs other strategies such as reward or performance, determining how they are integrated
in to the overall business strategy .Therefore Strategic human resource management is the
practice of attracting,developing,rewarding, and retaining employees for the benefit of
employees as a whole.

So if any organization needs to practice their company’s HR practices in a way of strategically,

they should go adapt that practice for every HR functions. By maintaining the HR functions in
strategically a company can achieve the competitive advantage too. Through our study, we have
concern about the Strategic Training and Development practice in Mobitel.

Commencing operations in 1993, Mobitel was one of the foremost mobile service providers in
Sri Lanka, beginning operations using first generation cellular technology – Advanced Mobile
Phone System (AMPS)/Time division multiple access.

The company’s vision is “to lead Sri Lanka towards an info-com and knowledge rich society
through our service offerings’. They said that every employee have a role to play in their vision
to lead, helping them to focus on their efforts and remain a truly dynamic and successful
organization in Sri Lanka. Their Mission includes three key ingredients namely the relationship
with their shareholders, Employees and customers and they have committed toward them.

The National Mobile Service Provider, Mobitel with its brand promise ‘WeCare. Always’ has
grown by leaps and bounds and takes a lead role in bringing cutting edge mobile technology,
spearheading Sri Lanka’s ICT transformation. With a history of 22 years, offering a wide array
of services with a strong focus laid on customer centricity, Mobitel continues to shape the ICT
landscape of Sri Lanka.

2
Executive Summery

Mobitel being a pioneer in telecommunication industry, the company is practicing a strategically

planned training and development to discover employees’ full potential and focus their energies
on the needs of the Company. This report highlights the process of Strategic aspects of training
and development in Mobitel Pvt Ltd.

Training and development means a function concerned with organizational activity aimed at
bettering the job performance of individuals and groups in organizational settings. Training and
Development described as an educational process which involves the sharpening of skills,
concepts, changing of attitude and gaining more knowledge to enhance the performance of
employees.

In order to maintain a competitive advantage the company must invest in training and
development of employees. To maintain strategic training and development the company should
follow:

 Identifying , customizing , and delivering effective training solutions

 Developing a 360 feedback assessment
 Developing a succession planning
 Designing a competency based culture linked to strategic goals of the company
 Improving a performance management system
 Designing a reward and recognition program
 Conducting employee opinion surveys
 Establish a formal career development program
 Providing assessment solutions to help identify strengths and areas of opportunity for
development of employees
 Customizing a team building events to strengthen your team

Therefore to focus on this area we have selected Mobitel to assess the strategic HR function that
they are practicing.

3
Content

Purpose and Objectives of training and Development in Mobitel 5

Responsibility of Training and Development 6

Training Cycle and Identification of Training Needs in Mobitel 8

Planning and designing Training programmes in Mobitel 9

Implementations and evaluation of the Training programme 11

Monitoring the Training and Development Programmes 12

Summery 13

4
Purpose and Objectives of training and Development in Mobitel

Training and development at Mobitel emphasizes on enhancing the competencies of its

employees in order to harness the employees full potential and focus their energies on the needs
of the Company, while fulfilling individual needs for personal development and job satisfaction.
Mobitel focuses on following objectives;
 Inculcate a learning environment within the Company.
 Encourage employees to continuously enhance their skills, knowledge and aptitudes
required to perform their jobs.
 Facilitate the career development of employees.
 Knowledge sharing.

5
Responsibility of Training and Development

It should be noted that the responsibility of a successful training and development depends on the
cooperation of every employee. Thus the responsibilities lie on every employee in Mobitel. They
have categorize their responsibility according to the organizational hierarchy as follows.

Top Management
 Reviewing & approving the Annual Training Plan by a Training Review Committee.
 Reviewing and approval of Budgets
 Providing adequate resources

HR Division
 Assisting the Line Managers (Immediate Superiors - IS / Head of Departments -
 HOD) to identify and quantify the training needs of employees and document in the
Divisional Training Needs Analysis
 Formulating the Annual Training Plan/ Calendar for the Company based on the
Divisional requirements identified in consultation with the HOD’s.
 Designing and organizing specific training activities other than on- the- job training.
 Planning/ assisting with the physical resources required to implementing the training
plan.
 Make the employees aware and provide them with the opportunity to participate in
Training Programmes that may be available from time to time.
 Implementation of the Training & Development Policy, monitor and evaluate the
outcomes of the Training activities via timely training post-evaluations for further Human
Resource Development.

6
Line Managers/Supervisors /HODs

 Identifying the Training Needs jointly with subordinate employees in relation to

Departmental goals and Company’s corporate objectives and forward them to the HR
Department via the Divisional Training Needs Analysis.
 Carrying out on-the-job Training and Coaching.
 Making all subordinate employees aware of the training plan & opportunities open to
them and select appropriate employees for relevant training programmes. In addition, job
rotation process can also be considered.
 Making the environment conducive for employees to apply the learning outcomes back in
their jobs.
 Provide feedback on the effectiveness of training programmes as appropriate in line with
Departmental and individual objectives of the employees.
 Facilitate the on-going employee skill evaluations as appropriate to ensure the employees
have enhanced their skills / competencies upon training completion.
 Monitor and follow-up on the uploading of knowledge sharing reports, as appropriate.

Individual Employees

 Liaise with the Superior/HOD in identification of the training needs in relation to

objectives assigned and related job functions.
 Being aware of the Training & Development opportunities open and request to be
nominated for necessary Programmes.
 Providing feedback to the Supervisor / HOD / HR Department on the effectiveness of the
training.
 Sharing the knowledge and work related experiences with colleagues and apply the
learnings from the training/exposure.

7
Training Cycle and Identification of Training Needs in Mobitel

Training needs are identified as the gap between current Knowledge, Skills and Attitudes (KSA)
and the expected KSA in line with individual, divisional and organizational objectives.
Training needs can be identified through the following methods.
 Performance Review
 Questionnaires
 Skills Audit
Observations of Supervisor / HOD / HRD
 Suggestions of individual employees in line with business needs

Mobitel identify the training needs in line with the business plan, corporate objectives of the
Company, specific projects to be implemented etc. During the mid year review the Supervisor/
HOD should forward the duly filled Divisional Training Needs analysis and the training need is
identified a proper justification should be given by HOD. The time frame for the Divisional
Training Needs identification and Budgeting cycle for each year shall commence with
identification of training needs, collecting information, Budget review and approval prior to
training delivery.
Given below is the training cycle which may be subject to change upon business needs,

Planning

Evaluate Delivery

8
Planning and designing Training programmes in Mobitel

Induction and Orientation

Each new employee shall be provided with information & instructions on how the company
operates. During the Induction new employees shall be provided with a view on the Company’s
Vision, Mission, Values, Policies Procedures and work rules and how the employee’s job fits in
to the work of the relevant Division and the entire Company as a whole. The Induction will be
organized by HR in consultation with the HoDs.

Job Related Training

This type of training aims to enhance the competency levels of the employees to carry out his/
her job function efficiently and effectively. Main responsibility to identify the relevant training
needs in this sphere lie with the relevant Supervisor / HoD. Some of these needs are identified
during work. These trainings could be carried out either as on the job training/ coaching or other
internal/ external trainings.

Internal Training

Internal training Programmes will be organized by the respective Division/ HR as appropriate,

with the assistance of the resources available within Mobitel. Once the training needs of the staff
members are identified, a suitable training programme is drawn up by the staff member’s
Supervisor in consultation with the HR Division as appropriate.

External Training

In an instance where a training programme cannot be carried out in-house, the staff members
selected by the Supervisor will be recommended for a training programme conducted by an
external reputed training institutions or professional trainers. This is facilitated through a local
programme or overseas programme, as appropriate.

9
Public Programmes (Seminars, Conferences, Workshops, Forums, Summits, etc.)

The HODs are nominating staff within their respective divisions for Seminars, Conferences,
Workshops, Forums or Summits held locally or overseas subject to availability of approved
training Budgets.

On the Job Training

This will play a vital part in developing required skills of the staff members in respect of tasks
assigned to them in order to achieve high quality performance. This training will be carried out
by the immediate supervisor or a peer employee of the staff member and will be evaluated at the
end of the period. HR may request for a report on the evaluation of the staff member’s
performance at the end of the period.

Soft Skills Training

Soft skills such as ability to work in a team, communication skills, and presentation skills etc.,
are important as much as the technical skills to an employee in order enhance service quality as
well as to fit him/ her to the corporate culture. Trainings on Soft Skills create opportunities for
the employees for continuous growth and achieve individual personal development in line with
Company’s objectives.

10
Implementations of the Training programme

Training requirements of Mobitel Private Ltd will be facilitated by the HR Division where
appropriate. In addition to the above training methods learning interventions such as follows will
also be considered at Mobitel.

(a) Job Rotation

(b) Knowledge sharing forums
(c) Assignments
(d) Guest lectures
(e) On-line learning

Steps followed in implementing the training programmes

The nominations for internal and external Local Programmes should be finalized and forwarded
to the HR Division along with a completed Local Programme Request form.

In addition to the identification of staff under Divisional Training Needs Analysis, the
nominations for overseas trainings, seminars, workshops, etc. such requirements to be submitted
to the Training, Development and Overseas Travel Review Board for approval with available
Budgets for the Divisions.

In order for an employee to be nominated for a training programme, he or she should be in

confirmed status.

Logistical arrangements where necessary, needs to be made for the programme and confirmed
once approval for the programme has been obtained.

Notifications to the participants shall be sent via e-mail prior to the scheduled date of the
programme.

11
Payment to the external trainers or public programmes should be made on completion of the
programme or prior, depending on the request of the training institute or facilitator.

If a staff member is unable to attend the training programme without a reasonable justification
and without the approval of HoD or does not attend without prior notice, HR may impose a
training suspension on such staff, for future training programmes. Suspension of training will be
as per the below table, effective from date of commencement of the programme for which the
staff member did not participate.

Evaluation of the training programme

At the end of each training programme initiated and facilitated by HR Division, the trainees will
be given the Training Evaluation Form and shall be requested to evaluate the programme.The
duly completed Evaluation Form in soft copy/ hard copy format will be handed over to the HR
Department.An analysis of the evaluations shall be done by the HR Department on monthly basis
in order to assess overall effectiveness of the programme. Further an employee who attends a
programme may be requested by the HOD to conduct a knowledge sharing session to fellow
employees.
In the case of Overseas Programmes, a soft copy of the Knowledge Sharing Report should be
sent by email to Manager Training. If the HOD view it is appropriate or necessary to use the
knowledge gained by the staff in the training to train his or her peer employees, such staff will be
tasked to train his or her peer employees.

Monitoring the Training and Development Programmes

The necessary training records e will be maintained in the HR Division or maintained with the
respective Divisional facilitators as appropriate. The training records could be taken into
consideration and reviewed by the supervisors during the performance appraisals , mid year
review of the employees.

12
Summery

Unique Strategies Company follows in Training and Development

 Opportunities to participate overseas training programmes tailoring to the specific

training needs of the employees.

 Following to the training programmes practical session will be provided where

appropriate. ( IT training , Training on System Use)

 In the event where employees are nominated for Academic /Professional Course, where
the full cost or part of the cost is borne by the Company the respective employee should
ensure successful completion of the respective programme.(Eg : CIMA , ACCA )

 Learning transfer sessions - If the HOD view it is appropriate or necessary to use the
knowledge gained by the staff in the training is useful to other employees then he or she
will be tasked to train his or her peer employees.

 Career Development and Skilll enhancement of employees are considered among the key
concerns of the Company.

13