Group7 - Sec C - Phase2 PDF

Training And Development
PHASE 1
ARPIT AGARWAL (H15132) | ASHISH MISHRA (H15134) | MEDHAVI GUPTA (H15153) | SANDEEP KUMAR (H15169)
GROUP 7 7/16/16 TRD

CONTENTS
ACKNOWLEDGEMENT ........................................................................................................................................................ 4
INTRODUCTION ................................................................................................................................................................ 6
ABOUT THE ORGANISATION ....................................................................................................................................... 6
NEEDS ASSESSMENT: INTRODUCTION ............................................................................................................................. 7
Steps followed ..................................................................................................................................................................... 7
ORGANIZATIONAL SUPPORT ............................................................................................................................................ 8
Establishing a relationship with Top Management ............................................................................................................. 8
Establishing good relation with key members of the organization. .................................................................................... 8
Form Liaison teams ............................................................................................................................................................. 8
ORGANIZATION ANALYSIS ................................................................................................................................................ 9
Organization goals .............................................................................................................................................................. 9
Core Purpose ................................................................................................................................................................... 9
Vision Statement .............................................................................................................................................................. 9
Mission Statement............................................................................................................................................................ 9
Department Goals ............................................................................................................................................................ 9
Employee goals ................................................................................................................................................................ 9
Transfer Climate ................................................................................................................................................................ 10
Transfer Climate Scores: ................................................................................................................................................ 12
Focus Area Scores: ......................................................................................................................................................... 12
Interpretations of the scores........................................................................................................................................... 12
RECOMMENDATIONS ............................................................................................................................................ 13
REQUIREMENT ANALYSIS ................................................................................................................................................ 14
Organisation Structure ...................................................................................................................................................... 14
Target Job Definition ......................................................................................................................................................... 14
Method for need assessment ............................................................................................................................................. 15
Points of Contact ............................................................................................................................................................... 15
Anticipate Problems .......................................................................................................................................................... 15
Develop Protocol ............................................................................................................................................................... 15
TASK AND KSA ANALYSIS ................................................................................................................................................ 17
Task Statements ................................................................................................................................................................. 17
Task Clusters ..................................................................................................................................................................... 18
Knowledge, Skill, and Ability Anaysis .............................................................................................................................. 20
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Determining Relevant Tasks and KSA Characteristics...................................................................................................... 21
KSA Rating Scale ........................................................................................................................................................... 21
Task Rating Scale ........................................................................................................................................................... 22
Determination of Cut-off ............................................................................................................................................... 22
Importance of KSAs ....................................................................................................................................................... 22
Importance of Tasks ....................................................................................................................................................... 23
Linking KSAs and Tasks ................................................................................................................................................... 25
PERSON ANALYSIS ............................................................................................................................................................. 31
Identifying Gaps ................................................................................................................................................................ 31
KSA’s where Gap is in excess: ........................................................................................................................................... 32
TRAINING NEEDS ............................................................................................................................................................... 33
Training Needs .................................................................................................................................................................. 33
Non Training issues........................................................................................................................................................... 33
TRAINING OBJECTIVES ...................................................................................................................................................... 34
DESIGNING THE TRAINING PROGRAM- THE METHODOLOGY .................................................................................. 36
Step 1: Deciding on basics ................................................................................................................................................. 36
Step 2: Breaking objectives into constituent parts ............................................................................................................. 36
Step 3: Decide relevant training methods.......................................................................................................................... 37
Deciding on Different Packages ........................................................................................................................................ 39

Outlining Program Sequences and Themes ......................................................................................................................... 40
COMPOSING DETAILED SYLLABUS ................................................................................................................................. 41
Alternating Simulation with Reflection .................................................................................................................................. 41
Alternating personal involvement and safe distance................................................................................................................. 41
Alternating talking about something and then practicing it ....................................................................................................... 41
Alternating Individual and Group Tasks ................................................................................................................................. 41
Modular approach to program design......................................................................................................................................... 42
TRAINING EVALUATION ..................................................................................................................................................... 42
Level 1 Reaction Evaluation ................................................................................................................................................. 43
Level 2: Learning, evaluation of KSA .................................................................................................................................... 43
Level 3: Job Applications and its Implementation ................................................................................................................... 44
Level 4: Business Results Evaluation ..................................................................................................................................... 44
Level 5: ROI Framework ...................................................................................................................................................... 45
Experts’ Estimate ................................................................................................................................................................. 45
Converting Data into Monetary Value- .................................................................................................................................. 46
ROI Calculation ................................................................................................................................................................. 46
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Case 1 ................................................................................................................................................................................ 46
Case 2 ................................................................................................................................................................................ 48
Appendix 2: Evaluation tools ................................................................................................................................................. 50
Annexure 5: Role Play ........................................................................................................................................................ 56
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ACKNOWLEDGEMENT
We the students of Training and Development are extremely pleased to submit the report of the first
part of our project which was based on the Training and Development Needs Assessment analysis at
Customer Delight division of PharmEasy, a healthcare startup based out of Mumbai.
We would like to sincerely express our vote of thanks to Mrs. Rinky Jain (HR head, PharmEasy) and
Mr. Dheeraj Patel (Customer Delight Head, PharmEasy) for giving us an opportunity to do the project
in their organization and constantly helping us with any information needed throughout the project.
Apart from this, we would like to extend our gratitude to various division heads and employees who
provided their time and efforts in the completion of various tasks related to the project.
We would also like to thank Professor M. Srimannarayana for all the support we required whether it
be inside or outside the classroom. His constant encouragement and support was a great source of
inspiration for us throughout the phase of the product.
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PHASE 1
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INTRODUCTION
This report covers the first phase of our project on Training and Development project. The main objective of
this phase is to perform the Needs Assessment Analysis for the organization to find training requirement, if
any for a particular division and a particular job family of that division. This would be followed by defining
the objectives of training i.e. Objective setting phase and designing the training program using various T&D
concepts. Finally the last part is the evaluation system for finding the effectiveness of the whole program on
the employees whose need assessment was performed.
Organisation- PharmEasy
Division- Customer Delight
Department- Customer Calling and issue resolution
Job/Designation- Customer Delight Officers (CDO)
ABOUT THE ORGANISATION
PharmEasy which stands for Pharmacy made Easy is a Lead Generating Platform that connects patients with
retailers and provides medicines at flat 20% discount and diagnostic tests at flat 40% off with the highest savings
in the shortest time possible. It is an app based startup based which started its operations on 9th March, 2015 and
is based out of Mumbai. Its currently operates in 7 other cities which includes Delhi, Bengaluru, Kolkata, Noida,
Jaipur, Pune and Ahmedabad. The tagline of the company is #HappyHealth which basically celebrates healthy
lifestyle. It one of the top five healthcare app on Google Play Store. Recently PharmEasy has been selected in the
list of top 100 Most Promising Brands in India 2016 and has been rated as the most admired brand in the
healthcare category in the country in a list compiled by World Consulting and Research Corporation, Asia's
leading Brand Rating, Ranking & Media Company1
The company has tied up with retail pharmacists across various cities and delivers medicine at the doorstep of
the customer within 24 hours of the order placed time. The main divisions which are technology team which
basically take care of the mobile app and backend database, logistics, operations, business development,
marketing, HR and customer delight team.
We chose the customer delight team for our project as it is the team that interacts with customers first hand and
resolves there issues. Any issues, whatever they may be are raised via the customer care team who then provides
the appropriate solution. The organisation is just over a year old, we felt that there is a vast scope of developing
effective training modules for customer delight team as they are the face of the company to the customers and
the organisation did not have any formal training and development setup in place. Enhancing their functional
knowledge and interactions with customer would go a long way in strengthening the relationship with the
customer. There was a lot of good work which we could do to help the organisation to develop a successful
training program
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NEEDS ASSESSMENT: INTRODUCTION
This exercise/project finds out whether the job role holder thinks about the organization along the same.
This exercise/project finds out whether the job role holder thinks about the organization along the same
wavelengths as the managers. The proficiency of skills, abilities and knowledge as perceived by the workers
and the same as needed by the management need to be in sync for an organization to succeed. Vide this
exercise we find out the gaps in the understanding, needs of the job role holder, department head and the top
management. And then provide recommendations on the suitable training to be provided to build the gaps.
STEPS FOLLOWED
1 Organizational Support
•Establish Relationship with Top Management
•Establish Relationship with Key Organizational Members
•Form Liaison Team
2 Organizational Analysis
•Specify Goals
•Determine Transfer Climate
3 Requirement Analysis
•Organizational Structure
•Target Job Definition
•Methods for Needs Assessment
•Establish Points of Contact
•Develop Protocol
4 Task and KSA Analysis

•Analyze Tasks and KSAs
•Develop Tasks
•Form Task Clusters
•Develop KSAs
•Determine relevant KSAs and Tasks
•Link relevant KSAs to Tasks
5 Person Analysis
•Develop Performance Indicator
•Determine KSA Gaps in Target Population
•Determine Approaches to Resolve Gaps
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ORGANIZATIONAL SUPPORT
Any assessment process is an interruption on the regular job activity causing nuisance to the job holders and
the organization. Thereby it is imperative that the Top management is aligned with the efforts takes by us and
supports our work. Therefore we charted out a threefold strategy to gain organizational support from the
management to carry on our project smoothly.
Establishing a
Establishing a good relation with
relationship with key Form Liaison
top level stakeholders/me Teams
management mbers of the
organization
ESTABLISHING A RELATIONSHIP WITH TOP MANAGEMENT
Establishing a relation with the top management was not difficult given the fact the Mr. Dhaval, the CEO of
the company, is our alumnus from 2014 batch and a very supporting individual. Given the fact that the
company has recently started, the management too was eager for conducting training needs assessment for
various roles. Further, one of our team mates Arpit Agarwal did his summer internship project at PharmEasy
and went on to build very good personal rapport with the CEO and the top management. We gained the
support of Dhaval and because of his trust in our capabilities we were able get a go-ahead for this project.
ESTABLISHING GOOD RELATION WITH KEY MEMBERS OF THE ORGANIZATION.
After speaking with Dhaval, we established contact with Rinky, who was initially in the customer service
department, and currently is a part of the HR team and takes care of training for the customer service teams.
She briefed us about the roles and responsibilities of the various teams, and also connected us with Mr.
Dheeraj, who currently heads the customer delight team.
FORM LIAISON TEAMS
A liaison team consisting of Dheeraj, Pramod and Rinky from PharmEasy and Medhavi and Arpit from our
team was formed, for aiding us in continuous communication within the company. They were a constant
means of information flow both-ways. They also helped us gain support and participation of various job
holders and of other organizational members in different functions, so that we could get a 360 degree look for
a successful training needs assessment.
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ORGANIZATION ANALYSIS
ORGANIZATION GOALS
PharmEasy, one of the country’s leading digital platform that connects customers with local pharmacies
derives its goals from its core values, vision and mission statements.
CORE PURPOSE
“We will strive to provide access to the best and most genuine health products, with the highest savings in the shortest
time possible.
VISION STATEMENT
“We believe that everyone should have access to good health, and that technology has a huge role to play in it.”
MISSION STATEMENT
“To be India’s number 1 lead generating platform in online medicine delivery segment by providing affordable and best
quality healthcare services to millions of Indians all over the country.”
DEPARTMENT GOALS
The customer delight department helps in the fulfilment of the organization’s overall objectives by linking its
own goals to that of the overall organisation. The main goals of the department are-
 Enhancing the image of the company in the customer’s mind
 Provide best customer support service and resolve any issue raised at the earliest
 To be the one stop solution for answering all the customer’s queries
 Contribute in increasing the overall sales of the organisation
 Reduce the SLA to less than 15 minutes
 Increase the BNPS rating from 4.1 to 4.9 on a scale of 5
 Build a robust platform to increase repeat customer business and ensure that customers don’t go to any
competitor
EMPLOYEE GOALS
Every employee shall endeavour to achieve the organization’s strategic objectives and help it in fulfilling its
mission and vision by excelling in each of her/his task and striving to provide the best level of customer support
service possible.
Employees are expected to-
 Focus on customer queries
 Focus on solving the issues
 Have complete knowledge of the entire process of the medicine delivery from the retailer to the customer
 Ensuring that no customer remains dissatisfied with the service
 Coordinate with the operations and logistics team to provide seamless service
 Keep themselves updated of the new product developments
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TRANSFER CLIMATE
The transfer climate refers to the perception of the trainees about a variety of characteristics of the work
environment that facilitate or inhibit the use of trained skills or behavior.
We used the transfer climate questionnaire in order to measure the transfer climate of PharmEasy. The
questionnaire was administered on twelve employees (Customer Delight Officers – CDO).
The questionnaire with responses is provided in the following section. It consisted of twelve questions which
focused on the following focus areas. :
 Opportunity to use
 Supervisor’s Support
 Peer Support
 Personal Outcome
 Resistance
 Requirement Analysis
 Organization Structure
The rating scale used was a 5-point Likert Scale:

Rating Interpretation
1 Not At All
2 Some Extent
3 Neutral
4 High Extent
5 Very High Extent
‘1’ for strong disagreement with the statement and ‘5’ for strong agreement with the statement
Analysis of the result was done using an index for favorability, which was based on the following scores:
Score Favorability
[0,2) Unfavorable
[2,3) Neutral
[3,4) Favorable
[4,5] Highly Favorable
Out of the twelve questions three questions (4,6,8) were negatively worded and hence were suitably converted
to calculate the average rating.
The overall average score obtained was 3.56. This indicates that the organization fairly supports training and
development programs. Organization also understands the need for its employees to undertake these programs.
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Following table is a snapshot of the responses given by 2 CDOs. The overall-average** after reverse coding the
rating for negative worded questions (e.g., 1->5 and 5->1 etc.) is given:
No. Question CDO1 CDO2 Overall Avg**

Supervisors make sure that employees have the
1 4 5 3.83
opportunity to use their training immediately
Supervisors let employees know they are doing a good
2 4 5 3.91
job when they use their training
Supervisors have employees share their training
3 5 5 4
experience & learning with co-workers on the job
Supervisors refuse to accept statements or actions from
4* employees that are different from those learned in 5 5 3.75
training
The equipment used in training is similar to the
5 5 4 3.63
equipment found on the job
More experienced workers ridicule the use of
6* 5 5 3.75
techniques taught in training
Supervisors assign an experienced co-worker to help
7 5 5 3.92
trainees as needed back on the job
Supervisors do not notice employees who are using
8* 5 5 3.5
their training
Supervisors ease the pressure of work for a short time
9 3 3 3.5
so employees have a chance to practice new skills
Employees who successfully use their training are
10 1 1 2.66
likely to receive a salary increase
Training aids are available on the job to support what
11 5 5 3.5
employees have learned in training
Employees who use their training are given preference
12 4 4 3.08
for new assignments
Average 3.56
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TRANSFER CLIMATE SCORES:
Transfer Climate Scores

4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
1 2 3 4 5 6 7 8 9 10 11 12
FOCUS AREA SCORES:
Focus Areas:
The twelve questions were divided into above-mentioned five focus areas as following:
Focus Area Question Number Score Climate

Opportunity to use 3, 4, 5 3.70 Favorable
Supervisor’s Support 1, 2, 8, 9 3.68 Favorable
Peer Support 7 3.91 Favorable
Personal Outcome 10, 11, 12 3.08 Moderately
Favorable
Resistance 6 3.75 Favorable
INTERPRETATIONS OF THE SCORES
The average scores on all questions and overall average is given above. Most of the employees believe that the
transfer climate is favorable. One employee feels that the climate is highly favorable and one is neutral.
 The average score of focus area Opportunity to use is favorable (3.7). It suggests that there is enough
opportunity provided by the manager to the employees to use what they learn in any training and
development program. It also implies that the extent to which trainees is provided with or obtains
resources and tasks that enable them to use their new skills is very good.
 Managers are supportive (3.68) towards employees. This focus area also falls under the range of favorable
scores. It can be deduced here that the manager supports the employees to use the newly developed
skills and knowledge on the job.
 Score for Peer Support is also favorable (3.91) which means that peer group is supportive of the
employees. The employees help one another in applying the new learned skills.
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 There is very less amount of resistance. A favorable score (3.75 - the score was reverse coded as it was a
negative worded question) suggests that there is no resistance among the employees about the training,
learning and their outcomes. Also, it confirms that more experienced workers do not ridicule the training
processes and hence participate or let other participate without any critique.
 The score for Personal Outcome is favorable but a little lower (3.08). This is mostly due to poor scores for
linkage between training and salary-hike and moderate scores for linkage between training and
preferential treatment for new project assignment.
The results indicate that overall the transfer climate is favorable and we can continue with the designing of the
training program.
RECOMMENDATIONS
To further improve the transfer climate these recommendations can be considered:

 When employees return from the training, supervisors should immediately provide them with work
requiring them to implement their new learning and should check that solutions without utilizing this
learning are not accepted.
 Newly trained employees can be teamed up with older employees who have mastered the KSAs.
 There shall be scope for rewarding/recognizing employees who demonstrate the learning when they
return. The rewards need not be monetary. Recognition and encouragement can be instrumental in
generating better transference to the job.
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REQUIREMENT ANALYSIS
The aim of requirement analysis is to understand the organization so that the decisions concerning how the
phases of the need assessment should be conducted can be determined. We communicated with the
management, with the members of the liaison team, and with the job holders for this information. We also went
through some company documents like performance reports, JDs, induction module etc. for a complete analysis.
The following are the steps of requirement analysis:
ORGANISATION STRUCTURE
TARGET JOB DEFINITION
The Customer Delight Executive would be responsible for communicating with ROMs and handling all
customer related issues and ensuring maximum customer satisfaction. The key responsibilities of a CDE are:
 To co-ordinate with the retail operations manager to maintain a seamless process.
 To engage with the retailers and ensure that the standard practices and process are implemented across
all units
 Conveying about possible delays in delivery of medicines in case of unavailability
 Ensuring maximum customer satisfaction and implementation of standard practice
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 To attract potential customers by answering product and service questions; suggesting information
about the product and services.
 To resolve product or service problems by clarifying the customer's complaint, determining the cause of
the problem, selecting and explaining the best solution to solve the problem, expediting correction or
adjustment, following up to ensure resolution.
METHOD FOR NEED ASSESSMENT
Since the organization is not present in Jamshedpur, we have reverted to electronic mails and telephonic
conversations to gather the data. The details on job roles and definitions were collected by telephonic
conversation. Each member of the team used to look after a specific job and specific set of contacts. The
questionnaire on Transfer climate was filled vide electronic mail.
 Questionnaire on Task Analysis and Transfer Climate was sent vide electronic mail and we requested
the concerned to fill in the details
 Study of Information available on the official Website of PharmEasy and other Company Documents
 Telephonic Interaction with Head of Customer Delight executive at sales Division
 Telephonic interviews with 6 job holders working as Customer Delight executive in the sales Division.
 Telephonic One to One conversation with Dhaval (the CEO) and other senior managers (Dheeraj,
Pramod, Nitin) to understand the organization goals and strategy.
 Telephonic and e-mail conversation with Nitin, the Reporting Manager of the sales team
POINTS OF CONTACT
We had Rinky, a member of the HR team, and Pramod Nair as our main points of contact. Rinky was responsible
for helping us with formal documents, for internal communication, for questionnaires and information
regarding Tasks. Pramod helped us with analysis of KSAs, the departmental goals, and in connecting us the job
incumbents. He also helped us gain trust within his team, and provided all information regarding structuring
of teams and roles and responsibilities of various members. Mr Dheeraj was primarily responsible for insight on
the company strategy and expectations from the customer service team.
ANTICIPATE PROBLEMS
The problems that we anticipated were not finding the suitable time when the job holders are free to talk and
the department head not willing to share time and data. The initials problems were non alignment of the HR
team and the Customer service team on providing us the project details. The second concern is on the quality of
data which may be challenged as it is being sought vide electronic mail. Being a startup the managers are
occupied all day and even carry on the work late in the night, so finding a suitable time was difficult.
DEVELOP PROTOCOL
Based on the information gathered in the previous steps, we decided to follow the following set of steps in our
further activities in the needs assessment process, so that consistency could be maintained in the approach of all
our team members:
1. Brief introduction including name, team members, college, course, city etc.
2. A brief about the project being conducted
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a. What is needs assessment
b. Procedures/activities/requirements of needs assessment
c. Time and support required
3. Names of other members of the organization we have already spoken to
4. How participants were selected
5. Specifics and expectations from this activity (to be conducted today)
6. Conducting activities
7. Request for future support and information on our further course of actions
8. Answering and queries and thanking the participants
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TASK AND KSA ANALYSIS
Developing • Data collection through

Task JDs, Interviews,
statements Obervation (by interns)
Determining • Cluster Definition

Task • Sorting of Tasks
Clusters
KSA • Via Supervisors

Analysis and Managers
Importance • Questionnaire to
of Tasks and job holders and
KSAs managers
Linking • Interviews with

Tasks and job holders
KSAs and managers
TASK STATEMENTS
The information regarding critical activities and work operations performed on the job by the Customer Delight
Executive was obtained by detailed structured and unstructured interviews with five job holders, the managers
(Pramod, Nitin, and Dheeraj), and members of the Training department in HR (Shraddha and Rinky).
Information was also collected from the first hand job-observation by the two summer interns of PharmEasy
from our batch- Satvik Chugh and Arpit Agarwal.
Keeping in mind the what, how, whom/what and why of the job of a CDE, the following task statements were
derived:
No. Task Statement

1 Answer/Make the call made by the customer and greet him professionally and in a pleasant manner.
2 Understand the exact query or complaint of the customer by asking specific questions.
Based on the details provided by the customer, analyze if the complaint of the customer will have to be forwarded
3
to other department, or will have to be sorted by himself/herself.
4 Decide to which department the complaint should be forwarded for resolution based on details by customer.
5 Place the call on hold in a professional manner to transfer the call to logistics or diagnostics department
6 Go through the G-Doc to see the details of the calls to be made that day and plan time per call.
7 Explain the customer the exact cause of delay of shipment based on reason stated in G-Doc.
8 Ask the customer for any other queries he might have and analyze the same.
9 Ask the order ID from the customer if the issue pertains to an order already placed to search for that ID in database
10 Check if there is any missing customer information in the database.
11 Complete the missing customer information in the database, if any.
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12 Fill up the relevant fields in the issue details segment in the software during the call.
13 Update the records on the software after call end for the developments during the call.
14 View details of orders rejected by the retailer on the system at the start of the day and plan the day
Check the reason of cancellation of order by retailer before calling the customer so that the customer understands
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the exact cause of the problem.
Do the basic checks on the prescription to know the cause of cancellation, if the case pertains to invalid
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prescription.
17 Call the pharmacist to seek her help if the cause of invalidity of prescription is not evident.
Understand the cause of invalidity from the pharmacist by showing her the actual prescription, to get clarity on the
18
cause.
19 Ask the pharmacist any other doubts pertaining to the prescription to remove all confusions.
View the reason for prescription pick-up failure, if available on system, to understand the situation in case of order
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cancellation by retailer due to unavailability of prescription.
21 Ask the customer on call the reason for prescription pick-up failure in order to understand and feed the problem.
Decide a feasible solution for the customer based on the problem he told so that the order can be fulfilled, in the
22
case of failed pick up.
23 Communicate the solution to the customer and confirm the feasibility of the solution.
24 Ask the customer if the order was cancelled by him to confirm the information in the records.
Ask the reason for cancellation to get a clarity on the situation, in case the customer confirms cancellation of the
25
order.
26 Contact the SPOC to communicate with ROM the delay in order pick up at the retailer end by the delivery boy
27 Analyze if an alternate solution or information on any new issue can be provided to retain the order.
28 Analyze if an alternate solution or information on any new issue can be provided to get a new order
29 Provide the alternate solution or new information to the customer and analyze his reaction.
Decide whether to continue with the suggested alternate solution/new information based on the customer’s
30
reaction.
31 Analyze which problems will have to be solved at the retailer end via ROM.
32 Escalate the problem to the SPOC so that he can communicate with ROM to resolve it.
33 Check if the issue at the retailer end has been resolved within 24 hours.
34 Escalate the problems not resolved at retailer end in 24 hours to the issue resolution team for early resolution.
35 Decide which problems are of critical nature and need to be escalated to the issue resolution team.
36 Escalate the critical problems to issue resolution team over software for their early resolution.
37 Keep track of the escalated issues, and follow up on the issues with the issue resolution team over phone calls.
38 Analyze which tactics can be engaged to pacify the customer if he is angry.
Visit the internal online library thrice a week to update themselves of the issues which have already occurred so
39
that they can provide speedier resolution in the future
40 Understand the technical changes made in the app or website by the tech team send via email
41 Seek clarification from the supervisors regarding any recent changes /feature added in the app/website
42 Communicate the new technical changes to the customer if his/her issue is related to that
43 Keep track of calls missed at any time of the day over the system to call back those customers.
TASK CLUSTERS
The above tasks can be divided into the following clusters, in order to organize them properly:
S.N. Cluster Name and Definition Task Statements

1 Understanding problems of the Understand the exact query or complaint of the customer by asking
customer: specific questions on call.
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Asking the customer for relevant details Decide to which department the complaint should be forwarded for
for deciding a solution to his problem resolution, based on details given by customer.
Ask the order ID from the customer if the issue pertains to an order
already placed to search for that ID in database
Ask the customer on call the reason for pick-up failure in order to
understand and feed the problem.
Ask the customer if the order was cancelled by him to confirm the
information in the records.
Ask the reason for cancellation to get a clarity on the situation, in case the
customer confirms cancellation of the order.
Ask the customer for any other queries he might have and analyze the
same.
Explain the customer the exact cause of delay in delivery based on reason
stated in G-Doc.
Responding to the issues of the Communicate the solution to the customer and confirm the feasibility of
customer: the solution.
2 Communicating to the customer the Provide the alternate solution or new information if the original solution
solution of his problem after was not feasible to the customer, and analyze his reaction.
understanding and analyzing his Decide whether to continue with the suggested alternate solution/new
problems information based on the customer’s reaction.
Decide a feasible solution for the customer based on the problem he told
so that the order can be fulfilled, in the case of failed pick up.
Go through the G-Doc to see the details of the calls to be made that day
and plan time per call.
View details of orders rejected by the retailer on the system at the start of
the day and plan the day
Check the reason of cancellation of order by retailer before calling the
customer so that the customer understands the exact cause of the
problem.
Planning:
Do the basic checks on the prescription to know the cause of cancellation,
Planning for the calls to be made at the
if the case pertains to invalid prescription.
start of the day by analyzing the G-Doc;
3 Keep track of calls missed at any time of the day over the system to call
planning for the information/solution to
back those customers.
be conveyed to the customer based on
Call the pharmacist to seek her help if the cause of invalidity of
available information before placing him a
prescription is not evident.
call
Understand the cause of invalidity from the pharmacist by showing her
the actual prescription, to get clarity on the cause.
Ask the pharmacist any other doubts pertaining to the prescription to
remove all confusions.
View the reason for prescription pick-up failure, if available on system, to
understand the situation in case of order cancellation by retailer due to
unavailability of prescription.
Check if there is any customer information missing in the database.
Updating the system database: Complete the missing customer information in the database, if any.
Keeping the database up to date with the Update the records on the software after call end for the developments
4
information gathered from customer during the call.
Fill up the relevant fields in the issue details segment in the software
during the call
5 Decide which problems are of critical nature and need to be escalated to
Problem resolution:
the issue resolution team.
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Finding the best solution to a customer’s Based on the details provided by the customer, analyze if the complaint
problem by analyzing the information will have to be forwarded to other department, or will have to be sorted
already available on system and gathered by himself/herself.
from the customer; keeping track of the Analyze which problems will have to be solved at the retailer end via
resolution process ROM.
Escalate the problem to the SPOC so that he can communicate with ROM
to resolve it.
Check if the issue at the retailer end has been resolved within 24 hours.
Escalate the problems not resolved at retailer end in 24 hours to the issue
resolution team for early resolution.
Escalate the critical problems to issue resolution team over software for
their early resolution.
Keep track of the escalated issues, and follow up on the issues with the
issue resolution team over phone calls.
Contact the SPOC to communicate with ROM the delay in order pick up
at the retailer end by the delivery boy
Answer/Make the call made by the customer and greet him
professionally and in a pleasant manner.
Place the call on hold in a professional manner to transfer the call to
logistics or diagnostics department
6
Customer Engagement: Analyze which tactics can be engaged to pacify the customer if he is
Keeping the customers engaged over call; angry.
taking all possible steps for customer Analyze if an alternate solution or information on any new issue can be
retention provided to retain the order.
Analyze if an alternate solution or information on any new issue can be
provided to get a new/reorder
Communicate the new technical changes to the customer if his/her issue
is related to that.
Seek clarification from the supervisors regarding any recent changes
/feature added in the app/website
7
TRD Activities: Understand the technical changes made in the app or website by the tech
Staying updated with recent technical team send via email
changes Visit the internal online library thrice a week to update themselves of the
issues which have already occurred so that they can provide speedier
resolution in the future
KNOWLEDGE, SKILL, AN D ABILITY ANAYSIS
The information on KSAs was gathered by presenting the task statements and task clusters to senior
management and to the trainers. Performance of poor and good performers, requirements for effective job
performance, expectations of learning in trainings etc. was discussed with these people and with the liaison
team.
The following KSAs were derived from these discussions:
KNOWLEDGE SREQUIRED
1 Knowledge of the structure and process of the customer delight team.
2 Knowledge of the functioning of mobile application- how it looks, how an order is placed etc.
3 Knowledge of the flow of operations from the prescription pickup to final delivery
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4 Knowledge of previous issues and the standard solutions
5 Knowledge of the ERP system
6 Knowledge of MS Office, primarily excel
7 Knowledge of all the products and offered by the company
8 Knowledge of basic Marathi and English languages
9 Knowledge of basic medical terminology
10 Knowledge of valid prescription
11 Knowledge of banned drugs like schedule X drugs, sleep inducing drugs etc.
12 Basic Knowledge of operating a Smart Phone
13 Knowledge of technical updates by the tech team
SKILLS REQUIRED
1 Skill of listening carefully to understand the real issues
2 Skills in working on G-Doc and other technical software
3 Skill in building rapport with the customer to attract his/her service again
4 Skill in managing time and the calls
5 Skill in coordination with other departments and the delivery boys to ensure prompt and timely delivery
6 Skill in persuading the customer for the company's services
ABILITIES REQUIRED
1 Ability to logically understand the problem and deduce issues
2 Ability to maintain professionalism when talking to customers
3 Ability to share/explain technical information to the customer in a lucid and easy way
4 Ability to show respect to customer's viewpoint
5 Ability to be calm and patient when dealing with customers
6 Ability to meet deadlines and adhere to time requirements
7 Ability to communicate clearly verbally so that others understand them
8 Ability to decipher the emotional cues of the customer
9 Ability to handle multiple queries at the same time.
10 Ability to resolve maximum customer issues without escalation
11 Ability to listen to the customer attentively.
12 Ability to identify and anticipate needs of customer.
DETERMINING RELEVANT TASKS AND KSA CHARACTERISTICS
We sent a survey to managers and top job performers (identified with the help of liaison team) via email. Responses were
collected from 2 managers and 5 job incumbents were collected. The following rating scales were provided:
KSA RATING SCALE
Rating Description
Possession of the knowledge, skill, or ability is NOT
1
RELATED to overall satisfactory job performance.
Possession of the knowledge, skill, or ability is HELPFUL
2
or DESIRABLE for overall satisfactory job performance.
Possession of the knowledge, skill, or ability is
3
IMPORTANT to overall satisfactory job performance.
Possession of the knowledge, skill, or ability is
4
ESSENTIAL to overall satisfactory job performance.
Possession of the knowledge, skill, or ability is ICRITICAL
5
to overall satisfactory job performance.
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TASK RATING SCALE
Rating Description
1 NOT IMPORTANT (Improper task performance results in no error or consequences for
effective job performance)
2 SLIGHTLY IMPORTANT (Improper task performance may result in slightly serious
consequences or slightly serious damage to effective job performance)
3 IMPORTANT (Improper task performance may result in moderate consequences or
moderate damage to effective job performance)
4 VERY IMPORTANT (Improper task performance may result in serious consequences or
extensive damage to effective job performance)
5 CRITICAL (Improper task performance may result in very serious consequences or very
serious damage to effective job performance)
DETERMINATION OF CUT-OFF
Any Task/KSA getting an average score greater than 3.5 was considered for further analysis.
A summary of the responses received using these rating scales is:
IMPORTANCE OF KSAS
KSA Statement M1 M2 J1 J2 J3 J4 J5 Avg.

Knowledge
Knowledge of the structure and process of the customer delight
2 2 2 3 3 4 4 2.86
team.
Knowledge of the functioning of mobile application- how it
4 3 2 3 4 4 4 3.43
looks, how an order is placed etc.
Knowledge of the flow of operations from the prescription
3 4 4 5 5 5 5 4.43
pickup to final delivery
Knowledge of previous issues and the standard solutions 5 4 4 5 4 3 3 4.00
Knowledge of the ERP system 4 3 3 4 3 4 5 3.71
Knowledge of MS Office, primarily excel 2 3 2 5 5 4 4 3.57
Knowledge of all the products and offered by the company 3 2 2 3 4 3 5 3.14
Knowledge of basic Marathi and English languages 3 4 3 2 3 4 4 3.29
Knowledge of basic medical terminology 2 3 2 3 3 4 4 3.00
Knowledge of a valid prescription 2 2 2 5 5 4 5 3.57
Knowledge of banned drugs like schedule X drugs, sleep
3 2 3 5 5 5 4 3.86
inducing drugs etc.
Basic Knowledge of operating a Smart Phone 3 2 2 3 4 5 3 3.14
Knowledge of technical updates by the tech team 2 2 1 3 3 4 4 2.71
Skills
Skill of listening carefully to understand the real issues 5 4 5 5 5 4 4 4.57
Skills in working on G-Doc and other technical software 3 4 4 3 4 5 3 3.71
Skill in building rapport with the customer to attract his/her
2 3 2 5 5 4 4 3.57
service again
Skill in managing time and the calls 3 2 2 4 5 5 4 3.57
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Skill in coordination with other departments and the delivery
2 2 3 3 4 4 5 3.29
boys to ensure prompt and timely delivery
Skill in persuading the customer for the company's services 3 3 4 4 4 4 2 3.43
Abilities
Ability to logically understand the problem and deduce issues 4 3 4 5 4 5 4 4.14
Ability to maintain professionalism when talking to customers 4 4 3 4 5 4 3 3.86
Ability to share/explain technical information to the customer in
4 5 5 4 3 4 5 4.29
a lucid and easy way
Ability to show respect to customer's viewpoint 3 4 3 4 5 3 3 3.57
Ability to be calm and patient when dealing with customers 5 4 3 5 4 4 5 4.29
Ability to meet deadlines and adhere to time requirements 3 2 2 5 5 5 5 3.86
Ability to communicate clearly verbally so that others
4 4 4 5 4 4 5 4.29
understand them
Ability to decipher the emotional cues of the customer 2 2 1 4 4 5 4 3.14
Ability to handle multiple queries at the same time. 3 3 2 4 5 4 5 3.71
Ability to resolve maximum customer issues without escalation 2 3 3 5 5 4 3 3.57
IMPORTANCE OF TASKS
No. Task Statement M1 M2 J1 J2 J3 J4 J5 Avg.

Answer/Make the call made by the customer and greet him
1
professionally and in a pleasant manner. 2 3 3 2 5 5 5 3.57
Understand the exact query or complaint of the customer
2
by asking specific questions. 5 5 4 4 5 5 5 4.71
Based on the details provided by the customer, analyze if
the complaint of the customer will have to be forwarded to
3
other department, or will have to be sorted by
himself/herself. 4 4 5 5 4 5 4 4.43
Decide to which department the complaint should be
4
forwarded for resolution based on details by customer. 3 4 3 4 4 5 5 4.00
Place the call on hold in a professional manner to transfer
5
the call to logistics or diagnostics department 2 2 2 2 4 4 3 2.71
Go through the G-Doc to see the details of the calls to be
6
made that day and plan time per call. 5 3 2 2 3 4 3 3.14
Explain the customer the exact cause of delay of shipment
7
based on reason stated in G-Doc. 4 4 3 3 3 4 5 3.71
Ask the customer for any other queries he might have and
8
analyze the same. 2 2 2 2 4 4 4 2.86
Ask the order ID from the customer if the issue pertains to
9
an order already placed to search for that ID in database 3 3 2 2 4 5 3 3.14
Check if there is any missing customer information in the
10
database. 2 2 2 2 3 4 4 2.71
Complete the missing customer information in the
11
database, if any. 2 2 2 2 3 4 5 2.86
Fill up the relevant fields in the issue details segment in the
12
software during the call. 3 4 4 3 4 4 4 3.71
Update the records on the software after call end for the
13
developments during the call. 4 4 4 3 4 3 4 3.71
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View details of orders rejected by the retailer on the system
14
at the start of the day and plan the day 5 4 3 3 4 5 5 4.14
Check the reason of cancellation of order by retailer before
15 calling the customer so that the customer understands the
exact cause of the problem. 4 5 4 4 3 4 4 4.00
Do the basic checks on the prescription to know the cause
16
of cancellation, if the case pertains to invalid prescription. 5 3 3 3 4 5 5 4.00
Call the pharmacist to seek her help if the cause of
17
invalidity of prescription is not evident. 4 3 3 3 3 3 4 3.29
Understand the cause of invalidity from the pharmacist by
18 showing her the actual prescription, to get clarity on the
cause. 4 3 3 4 3 5 5 3.86
Ask the pharmacist any other doubts pertaining to the
19
prescription to remove all confusions. 4 2 2 2 4 4 4 3.14
View the reason for prescription pick-up failure, if
available on system, to understand the situation in case of
20
order cancellation by retailer due to unavailability of
prescription. 1 4 4 3 3 3 4 3.14
Ask the customer on call the reason for prescription pick-
21
up failure in order to understand and feed the problem. 4 5 5 4 3 4 4 4.14
Decide a feasible solution for the customer based on the
22 problem he told so that the order can be fulfilled, in the
case of failed pick up. 5 4 4 3 4 4 4 4.00
Communicate the solution to the customer and confirm the
23
feasibility of the solution. 5 4 4 5 4 4 5 4.43
Ask the customer if the order was cancelled by him to
24
confirm the information in the records. 4 3 3 4 3 5 4 3.71
Ask the reason for cancellation to get a clarity on the
25 situation, in case the customer confirms cancellation of the
order. 3 3 4 3 4 4 4 3.57
Contact the SPOC to communicate with ROM the delay in
26
order pick up at the retailer end by the delivery boy 5 4 4 3 4 4 5 4.14
Analyze if an alternate solution or information on any new
27
issue can be provided to retain the order. 2 3 3 4 4 3 4 3.29
Analyze if an alternate solution or information on any new
28
issue can be provided to get a new order 2 3 4 4 3 3 3 3.14
Provide the alternate solution or new information to the
29
customer and analyze his reaction. 3 3 3 3 3 4 4 3.29
Decide whether to continue with the suggested alternate
30
solution/new information based on the customer’s reaction. 2 4 3 4 4 4 4 3.57
Analyze which problems will have to be solved at the
31
retailer end via ROM. 3 3 3 4 3 4 4 3.43
Escalate the problem to the SPOC so that he can
32
communicate with ROM to resolve it. 4 3 2 2 4 4 4 3.29
Check if the issue at the retailer end has been resolved
33
within 24 hours. 4 5 5 4 3 3 3 3.86
Escalate the problems not resolved at retailer end in 24
34
hours to the issue resolution team for early resolution. 5 5 5 5 4 5 5 4.86
Decide which problems are of critical nature and need to
35
be escalated to the issue resolution team. 4 5 4 4 4 4 4 4.14
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Escalate the critical problems to issue resolution team over
36
software for their early resolution. 4 4 4 5 3 5 5 4.29
Keep track of the escalated issues, and follow up on the
37
issues with the issue resolution team over phone calls. 5 3 3 3 3 4 4 3.57
Analyze which tactics can be engaged to pacify the
38
customer if he is angry. 5 4 3 4 5 4 4 4.14
Visit the internal online library thrice a week to update
39 themselves of the issues which have already occurred so
that they can provide speedier resolution in the future 2 3 3 4 3 4 4 3.29
Understand the technical changes made in the app or
40
website by the tech team send via email 3 3 2 2 3 4 3 2.86
Seek clarification from the supervisors regarding any
41
recent changes /feature added in the app/website 3 2 2 3 4 4 3 3.00
Communicate the new technical changes to the customer if
42
his/her issue is related to that 2 2 3 2 3 3 3 2.57
Keep track of calls missed at any time of the day over the
43
system to call back those customers. 2 3 4 4 3 3 3 3.14
LINKING KSAS AND TAS KS
Task
KSA/Task Clusters Task
Cluster
Based on the details provided by the customer, analyze if the complaint of
the customer will have to be forwarded to other department, or will have to
Knowledge of the flow of be sorted by himself/herself.
operations from the Decide to which department the complaint should be forwarded for
1,5
prescription pickup to final resolution based on details by customer.
delivery Analyze which problems will have to be solved at the retailer end via ROM.
Understand the exact query or complaint of the customer by asking specific
questions.
customer so that the customer understands the exact cause of the problem.
Do the basic checks on the prescription to know the cause of cancellation, if
the case pertains to invalid prescription.
Knowledge of previous issues Understand the cause of invalidity from the pharmacist by showing her the
and the standard solutions 1,3,5,2 actual prescription, to get clarity on the cause.
Decide a feasible solution for the customer based on the problem he told so
that the order can be fulfilled, in the case of failed pick up.
Communicate the solution to the customer and confirm the feasibility of the
solution.
Analyze which problems will have to be solved at the retailer end via ROM.
Escalate the critical problems to issue resolution team over software for their
early resolution.
2,4,3
Explain the customer the exact cause of delay of shipment based on reason
Knowledge of the ERP system
stated in G-Doc.
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Fill up the relevant fields in the issue details segment in the software during
the call.
Update the records on the software after call end for the developments
during the call.
View details of orders rejected by the retailer on the system at the start of the
day and plan the day
the call.
Knowledge of MS Office, Update the records on the software after call end for the developments
3,4,5
primarily excel during the call.
Escalate the problem to the SPOC so that he can communicate with ROM to
resolve it.
early resolution.
stated in G-Doc.
questions.
Ask the customer on call the reason for prescription pick-up failure in order
Knowledge of basic Marathi
1,2,3,6 to understand and feed the problem.
and English languages
solution.
Analyze which tactics can be engaged to pacify the customer if he is angry.
Knowledge of a valid
prescription 3
Understand the cause of invalidity from the pharmacist by showing her the
actual prescription, to get clarity on the cause.
Knowledge of banned drugs
like schedule X drugs, sleep 1,3
inducing drugs etc.
to understand and feed the problem.
Skill of listening carefully to Understand the exact query or complaint of the customer by asking specific
1,2,3,6
understand the real issues questions.
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solution.
stated in G-Doc.
the call.
2,4,3,5 Update the records on the software after call end for the developments
Skills in working on G-Doc during the call.
and other technical software View details of orders rejected by the retailer on the system at the start of the
early resolution.
Decide whether to continue with the suggested alternate solution/new
information based on the customer’s reaction.
questions.
Skill in building rapport with
the customer to attract his/her 1,2,6
stated in G-Doc.
service again
solution.
questions.
stated in G-Doc.
Skill in managing time and the
1,2,3,5 actual prescription, to get clarity on the cause.
calls
solution.
Check if the issue at the retailer end has been resolved within 24 hours.
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Decide which problems are of critical nature and need to be escalated to the
issue resolution team.
early resolution.
Keep track of the escalated issues, and follow up on the issues with the issue
resolution team over phone calls.
Skill in persuading the Explain the customer the exact cause of delay of shipment based on reason
customer for the company's 1,2,6 stated in G-Doc.
services Communicate the solution to the customer and confirm the feasibility of the solution.
Ask the customer if the order was cancelled by him to confirm the information in the r
questions.
be sorted by himself/herself.
Decide to which department the complaint should be forwarded for
resolution based on details by customer.
Ability to logically understand
1,3,5 customer so that the customer understands the exact cause of the problem.
the problem and deduce issues
Decide which problems are of critical nature and need to be escalated to the
issue resolution team.
questions.
1,2,6 stated in G-Doc.
Ability to maintain to understand and feed the problem.
professionalism when talking Communicate the solution to the customer and confirm the feasibility of the
to customers solution.
Ability to share/explain Explain the customer the exact cause of delay of shipment based on reason
2
technical information to the stated in G-Doc.
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customer in a lucid and easy Communicate the solution to the customer and confirm the feasibility of the
way solution.
be sorted by himself/herself
to understand and
questions.
stated in G-Doc.
Ability to be calm and patient
1,2,3 customer so that the customer understands the exact cause of the problem.
when dealing with customers
to understand and feed the problem
solution.
Update the records on the software after call end for the developments
Ability to meet deadlines and during the call.
1,3,4
adhere to time requirements View details of orders rejected by the retailer on the system at the start of the
Ability to communicate clearly
verbally so that others 1,2
stated in G-Doc.
understand them
solution.
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Contact the SPOC to communicate with ROM the delay in order pick up at
the retailer end by the delivery boy
questions.
Ability to handle multiple Communicate the solution to the customer and confirm the feasibility of the
queries at the same time. solution.
Contact the SPOC to communicate with ROM the delay in order pick up at
the retailer end by the delivery boy
Ability to resolve maximum
1 Understand the exact query or complaint of the customer by asking specific
customer issues without
questions.
escalation
stated in G-Doc.
solution.
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PERSON ANALYSIS
Person analysis is the last step in the need assessment phase. It focuses in determining whether the individual
employees need training and what exactly is the training to be imparted to the employee. The person analysis
the emphasis is not on determining which KSAs are necessary but rather in assessing how well the actual
employees perform the actual KSAs required by the job.
Summary of KSA/TASK Analysis
As part of the person analysis we asked the job role holders to classify every knowledge, skills and abilities
identified by us on a scale of 1 to 5 based on the importance they associate to the KSAs to perform their jobs.
A rating of 1 would mean that ‘Amateur’ knowledge of the KSA is required. On the other hand, a rating of 5
would mean that ‘Exceptional’ knowledge of the KSA is required.
Thereafter we discussed the same with the manager of the Customer Delight Team and asked him to rank the
same KSAs as per the importance attached to it. As a final step we asked the Head of the customer Delight
Team to rank the KSAs.
Rating Description
1 Amateur
2 Basic
3 Average
4 Proficient
5 Exceptional
Notes:
1) Required level of KSAs is the higher of the two ratings – one which is given by the Manager and the
other is the average of ratings given by job holders
2) The Final actual level of KSA is the average of the lower of the ratings given by the manger and the job
holder
3) The gap in KSA is identified as the difference between the required KSA and the final actual level of
KSA
IDENTIFYING GAPS
Knowledge Gap Analysis

CDE 1 CDE 2 CDE 3 CDE 4 CDE 5 Avg Gaps
Req.
No Knowledge
rating M J1 Final M J2 Final M J3 Final M J4 Final M J5 Final
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1 K3 5 4 5 4 5 4 4 4 4 4 5 4 4 5 4 4 4.00 1.00
2 K4 5 5 3 3 5 3 3 5 2 2 5 2 2 5 2 2 2.40 2.60
3 K5 4 4 4 4 4 4 4 4 3 3 4 4 4 4 4 4 3.80 0.20
4 K6 4 4 3 3 3 3 3 4 3 3 3 3 3 3 3 3 3.00 1.00
5 K7 5 4 5 4 3 4 3 4 5 4 3 5 4 3 4 3 3.60 1.40
6 K9 3 3 2 2 2 3 2 3 3 3 2 2 2 2 1 1 2.00 1.00
7 K10 3 3 2 2 3 2 2 3 2 2 3 3 3 3 1 1 2.00 1.00
Skill Gap Analysis

CDE 1 CDE 2 CDE 3 CDE 4 CDE 5
Req.
NO Skill
rating
Avg Gaps
M J1 Final M J2 Final M J3 Final M J4 Final M J5 Final
1 S1 5 5 5 5 5 5 5 5 4 4 5 5 5 5 4 4 4.60 0.4
2 S2 3 4 2 2 5 2 2 4 1 1 5 1 1 4 3 3 1.80 1.2
3 S3 4 3 5 3 4 4 4 3 5 3 4 4 4 3 4 3 3.40 0.6
4 S4 4 4 3 3 3 4 3 4 4 4 3 1 1 4 4 4 3.00 1.0
6 S6 4 3 5 3 4 5 4 3 5 3 4 5 5 3 4 3 3.60 0.4
Ability Gap Analysis

CDE 1 CDE 2 CDE 3 CDE 4 CDE 5
Req.
NO Ability
rating
Avg Gaps
M J1 Final M J2 Final M 3 Final M J4 Final M J5 Final
1 A1 4.5 5 5 5 5 4 4 5 4.5 4.5 5 3.5 3.5 5 5 5 4.40 0.1

2 A2 5 5 4 4 5 4.5 4.5 5 4 4 5 5 5 5 4 4 4.30 0.7
3 A3 4 4 3 3 4 3.5 3.5 4 3 3 4 3 3 4 4 4 3.30 0.7
4 A4 4.5 4.5 4 4 5 4 4 4.5 3 3 4.5 3 3 4.5 3 3 3.40 1.1
5 A5 5 4 5 4 5 4 4 5 5 5 5 4 4 5 4 4 4.20 0.8
6 A6 4.5 5 4 4 5 4.5 4.5 5 4 4 4.5 4 4 5 4 4 4.10 0.4
7 A7 4 4 4 4 4 4 4 4 3.5 3.5 4 4 4 4 3.5 3.5 3.80 0.2
8 A9 4 4 3 3 4 4 4 4 3 3 4 3 3 4 3 3 3.2 0.8
9 A10 5 5 4 4 5 4.5 4.5 5 3.5 3.5 5 4 4 5 3 3 3.8 1.2
KSA’S WHERE GAP IS IN EXCESS:
No Knowledge
K3 Knowledge of the flow of operations from the prescription pickup to final delivery
K4 Knowledge of previous issues and the standard solutions
K6 Knowledge of MS Office, primarily excel
K7 Knowledge of all the products and services offered by the company
K9 Knowledge of basic medical terminology
32 | P a g e
K10 Knowledge of valid prescription
Skills
S2 Skills in working on G-Doc and other technical software

S3 Skill in building rapport with the customer to attract his/her service again
S4 Skill in managing time and the calls
Abilities
A2 Ability to maintain professionalism when talking to customers
A3 Ability to share/explain technical information to the customer in a lucid and easy way
A4 Ability to show respect to customer's viewpoint
A5 Ability to be calm and patient when dealing with customers
A9 Ability to handle multiple queries at the same time.
A10 Ability to resolve maximum customer issues without escalation
TRAINING NEEDS
The above identified KSA gaps have been categorized into two categories- one which can be improved vide
training and one which cannot be. This classification was done based on out discussion with the managers and
job holders.
TRAINING NEEDS
The following KSA were found suitable for training-

 Knowledge of various aspects of the company including end to end operations and various products and
services offered by the company.
 Basic knowledge of medical terminologies and prescription which is very important for this particular
organisation.
 Time management skills as the performance of the company depends on the number of satisfies
customers.
 Verbal communication skills to interact with the customers including professionalism and clarity with
words.
 Ability to decipher the emotional cues of the customer over the call, including dealing with the customer
patiently and building rapport.
NON TRAINING ISSUES
The following non training issues were identified form our discussion with the senior management and our
liaison team which cannot be resolved via training and require other changes/interventions
 CDOs are not updated about the previously occurred issues. So they can just brush themselves up of
the previous issues database to get a hang of the frequently occurring problems.
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 Selection process needs to be made systematic. Hiring is not currently based on competencies
required. Basic skills of languages (Hindi/Marathi) and computer (MS Office) can be taken care of by
competency based hiring. Multitasking issue also can be solved based on proper hiring process
TRAINING OBJECTIVES
PERFORMANCE OBJECTIVES
Key Areas of Training Observable action Measurable Criteria Conditions of Performance
Knowledge of Explain the entire
Whenever asked by a superior
operations in the process flow in the With 100% accuracy
or trainer
company company
Knowledge of all
List all the products and Whenever asked by a
products and services With 100% accuracy
services offered customer
offered
Should be able to
Basic knowledge of Whenever a case of invalid
identify reasons of Without help from
medical terminologies prescription is raised by the
invalidity of a supervisor
and prescription retailer
prescription
Should be able to make As allotted at the start of
Time management skills On every single working day
all the calls the day
Ability to be calm and Should be able to
Whenever a customer is
patient when dealing maintain calmness and 100% of the time
angry/ shouting/rude
with customers patience
FLEXIBLE OBJECTIVES
Improved knowledge on issues faced by other customer executives
Improved rapport building with customers to increase the no of repetitive customers within one year
Knowledge of MS Office primarily MS Excel
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PHASE 2
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DESIGNING THE TRAINING PROGRAM- THE METHODOLOGY
With the Phase 1 of this project, we have successfully determined the training needs of Pharmeasy, via detailed
discussions and surveys with the job incumbents, HR personnel, direct managers, and senior managers. With the help of
the liaison team and support of all the stakeholders, we were able to grasp core issues of the business, and practical
problems faced by the organization.
Even though the same kind of time cannot be spent in this phase, we had to keep all the stake holders on-board at each
time, so that allocation of time, funds and other resources does not become a problem later on, and so that the training
program so designed makes best use of the opportunities and constraints existing in the organization.
We have used the five steps of training design as described in ‘Designing the program’ (Lynton and Pareek).
STEP 1: DECIDING ON BASICS
Immediate focus: Improving task performance to achieve business results

Time frame: Pending
Location: Off-the-job
Space: Face to face
Timings: As decided by the organization
STEP 2: BREAKING OBJ ECTIVES INTO CONSTITUENT PARTS
Explain the entire process flow in the company with 100% accuracy whenever asked by a superior or
Objective 1
trainer
Organization structure
Knowledge The end to end value chain of the organisation
Roles, responsibilities, and goals of each department
Ability Using the knowledge of process flow to decipher how a customer’s problem can be solved
Objective 2 List all the products and services offered with 100% accuracy whenever asked by a customer
All dealers the company partners with
Knowledge Basic knowledge of categories of medicines and names of medicines
Recent technical improvements in the app and website
Quickly access the list of medicines that can be provided
Skill
Quickly determine which dealer in involved with the customer’s order
Ability Decipher which product/service is customer referring to by information provided by him
Should be able to identify reasons of invalidity of a prescription without help from supervisor
Objective 3
whenever a case of invalid prescription is raised by the retailer
Features of a valid prescription
Knowledge
Importance of each feature that makes the prescription valid
Skill Quickly decipher what is causing the rejection of the prescription
Objective 4 Should be able to make all the calls as allotted at the start of the day on every single working day
Knowledge How to view details of calls allotted
Estimating call duration based on details mentioned
Skill
Setting realistic targets for calls to be completed by different times in the day
Understanding direction and duration of call at the start of the call with the customer by drawing on past
Ability experience
Planning how to meet the quality and duration targets of the call based on the understanding at the start
Should be able to maintain calmness and patience 100% of the time whenever a customer is angry/
Objective 5
shouting/rude
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Knowledge Problems faced by customers (and the current customer) in the past
To calmly listen to the woes of the customer
Skill
Identifying signs of impatience and stress in self, and managing them effectively
To understand the customer’s view point
Ability
Find and implement ways to calm down the angry customer
STEP 3: DECIDE RELEVANT TRAINING METHODS
The following table includes all important aspects of this step:
Trainer Learning
Content Methods Facilities Time req.
specifications Evaluation
Objective 1: Explain the entire process flow in the company with 100% accuracy whenever asked by a superior or trainer
Total Time: 3.5 hours
Organization Lecture Classroom, Paper & Pencil test
20 mins SME
structure (PPT) projector (10 mins)
The end to end Classroom,
Lecture Paper & Pencil test
value chain of the Projector and 0.5 hours SME
Knowledge (PPT/ video) (15 mins)
organisation Audio Facility
Roles,
Lecture Classroom, Paper & Pencil test
responsibilities, & 0.5 hours SME
(PPT) projector (15 mins)
goals of each dept.
Lecture
Using knowledge
(with
to decipher how a Role Play (1 hour -
interactive SME/ external
Ability customer’s Classroom 0.5 hours 12 mins per
discussions practitioner
problem can be person)
on multiple
solved
scenarios)
Objective 2: List all the products and services offered with 100% accuracy whenever asked by a customer
Total Time: 5 hours
All dealers the Lecture
Classroom, Paper & Pencil test
company partners (excel + 20 mins SME
projector (10 mins)
with PPT)
Basic knowledge of
Lecture
categories and Classroom, Paper & Pencil test
(excel + 30 mins SME
Knowledge names of projector (15 mins)
PPT)
medicines
Recent technical Classroom,
Lecture
improvements in projector, internet, Paper & Pencil test
(PPT) + 30 mins SME
the app and PC/laptop, smart (15 mins)
Simulation
website phones
Quickly access the
Lecture Classroom,
list of medicines Simulation (15
(PPT) + projector, 30 mins SME
that can be mins)
Simulation PC/laptop
provided
Skill
Quickly determine
Lecture Classroom,
which dealer in Simulation (15
(PPT) + projector, 30 mins SME
involved with the mins)
Simulation PC/laptop
customer’s order
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Lecture
Decipher which
(with
product/service is SME/
interactive
Ability customer referring Classroom 30 mins External Role play (1 hour)
discussions
to by information practitioner
on multiple
provided by him
scenarios)
Objective 3: Should be able to identify reasons of invalidity of a prescription without help from supervisor whenever a case of invalid
prescription is raised by the retailer
Total Time: 2.5 hours
Features of a valid Lecture Classroom, Paper & Pencil test
30 mins SME
prescription (PPT) projector (15 mins)
Importance of each
Knowledge
feature that makes Lecture Classroom, Paper & Pencil test
40 mins SME
the prescription (PPT) projector (15 mins)
valid
Quickly decipher Classroom,
what is causing the Lecture + PC/laptop, Simulation (20
Skill 30 mins SME
rejection of the Simulation internet, audio mins)
prescription system
Objective 4: Should be able to make all the calls as allotted at the start of the day on every single working day
Total Time: 3 hours, 10 mins
How to view Classroom,
Paper & Pencil test
Knowledge details of calls Simulation PC/laptop, 15 mins SME
(15 mins)
allotted internet
Estimating call
Lecture Classroom, External Simulation (15
duration based on 20 mins
(PPT) projector expert trainer mins)
details mentioned
Setting realistic
Skill
targets for calls to
Lecture Classroom, External Simulation (15
be completed by 20 mins
(PPT) projector expert trainer mins)
different times in
the day
Understanding
direction and
duration of call at Classroom,
External Simulation (20
the start of the call Simulation projector, internet, 30 mins
expert trainer mins)
with the customer PC, audio system
by drawing on past
experience
Ability
Planning how to
meet the quality
and duration Lecture Classroom,
External Simulation (20
targets of the call (PPT) + projector, internet, 20 mins
expert trainer mins)
based on the Simulation PC, audio system
understanding at
the start
Objective 5: Should be able to maintain calmness and patience 100% of the time whenever a customer is angry/ shouting/rude
Total Time: 6 hours
Problems faced by Classroom,
Lecture Paper & Pencil test
Knowledge customers (and the projector, internet, 30 mins SME
(PPT) (20 mins)
PC
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current customer)
in the past
To calmly listen to Classroom,
Video and
the woes of the projector, PC, 30 mins SME Role Play (20 mins)
discussions
customer audio system
Identifying signs of
Skill
impatience and Classroom,
Video + External Simulation (30
stress in self, and projector, internet, 50 mins
discussions expert trainer mins)
managing them PC, audio system
effectively
To understand the Lecture Classroom, SME/
customer’s view (PPT) + projector, internet, 30 mins External Role Play (1 hour)
point video PC, audio system practitioner
Ability Find and
Video + Classroom,
implement ways to External
Simulation + projector, internet, 30 mins Role Play (1 hour)
calm down the expert trainer
discussions PC, audio system
angry customer
DECIDING ON DIFFERENT PACKAGES
The different packages in which the training programs can be offered are:
Training Sequence - Daily Session During Work or After Hours
Module Week Day 1 Day 2 Day 3 Day 4 Day 5

Module 1 Week 1 (3.5 Part 1 Part 1 Break Part 2 (1 hour) Part 2
hrs) (50 mins) evaluation evaluation
(25 mins) ( 1hrs 15 min)
Module 2 Week 2 Part 1 (50 Part 2 Part 1 and 2 Part 3 (1 hour) Part 3
(5 hrs) mins) (1 hrs) evaluation evaluation
(55 mins) (1 hrs 15 min)
Module 3+4 Week 3 (5 Part 1 Part 1 Part 2 + Part 2 Part 3 (90 min) Part 3
hrs 40 mins) (100 mins) evaluation evaluation evaluation
(50 min) (30 min) (70 min)
Module 4 Week 4 Part 1 Part 1 Part 2 + Part 2 Part 3 (60 min) Part 3
(6 hrs) (1 hr) evaluation evaluation evaluation
(40 min) (80 min) (1 hrs)
Training Sequence-Two Week half day Time Non Residential
Module Week Day 1 Day 2 Day 3 Day 4 Day 5

Module 1 Week 1 Module 1 Part 1 Module 2 Module 2 Part Break Module 3( all
+2+3 (11hrs) +2+evaluation of Part 1 3 +evaluation 2 parts
both hrs 15 mins
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(3.5 hrs) +2+evaluatio +evaluation)
n of both 2hrs 30 mins)
(2 hrs 45
mins)
Module 4 Week 2 (8 Module 4-Part 1 Module 2- Module 5-Part Module5- Module 5-
and hrs 10 min) (1 hrs) Part 1+2 1 (1 hr) + Part 1 Part 2 Part 3
Module 5 + Part 2 evaluation evaluation(40 (2 hrs) Part 2 (1 hrs) + Part
(1 hrs) (1hrs 10 min min) (2 hrs) Part 2 3 evaluation
evaluation (1hrs)
(1hrs)
OUTLINING PROGRAM SEQUENCES AND THEMES
Describing Program theme and sequence
Training process should not be considered just as an administration activity, something that is required to do a finish a
task assigned without giving due consideration to the fact that whether any actual learning has occurred and the principles
of learning process are followed or not. We have tried to best incorporate these learning principles to the best of our
ability in our design, even though we will not be implementing the program itself. Below are some of the principles which
we have tried to include in our design and hope that these are achieved upon the successful delivery of the training
module.
Designing the program in accordance with learning process
We have taken into account the Kurt Lewin three stage formulation of learning process and given due importance to
unfreezing; moving and freezing stage:
Unfreezing: Various techniques such as games and simulations are provided to keep the environment light hearted and
make it more engaging for the participants.
Moving: Individual learning through classroom and expert training session has been recommended at appropriate steps
for the purpose.
Refreezing: Freezing is done through role plays and other situational activities
.
Connecting the program to the expectations of the organisation and the participants
This part of the training program is very important as both the senior management and the participants need to be clear of
what each one expects to achieve at the end of the training program and what is in for everyone. At the outset of the
program during orientation only, senior management and participants set out their expectation in clear and concise terms
so that no confusion arises in the future.
Establish a training group
We have suggested to divide CDOs in groups of 8-10 who are working in similar shifts so that they can share the learning
with each other and motivate themselves. Peer support is very crucial post training in reinforcing the learning.
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Maintaining uniformity in program design-
Training program has been set so as to ensure that each part and module is contributing in the achievement of training
objective and various components reinforce each other. To ensure this, we have adopted the top down approach. We first
designed the modules and then developed the training steps are to reinforce the objectives of particular module.
Theme of Training for transformation-
The main theme of our training design is the learning theme and making the participants expert at performing their duties
without the need of any supervision. They must be able to deal with ambiguity and adapt themselves to changing
environment
COMPOSING DETAILED SYLLABUS
In this section, we briefly mention incorporation of following principles in our overall design:
ALTERNATING SIMULATION WITH REFLECTION
Program is being designed such that after few hours of training participants are left for the day to do their regular job. In
that period they could reflect upon learning accrued during the training and could even use the learning from the training in
the job. Peers could also aid in refreezing of the learning as participants would be encouraged to have informal discussions
with each other post learning about practical utility of the learning.
ALTERNATING PERSONAL INVOLVEMENT AND SAFE DISTANCE
Participants are adults so are expected to bring their experience in the training and so trainers should utilize their personal
involvement for the training purpose. For certain other components such as giving them technical knowledge regarding the
different chemical employed for the cleaning purpose, their chemical composition and their dosages to be used participants
are required to come out of deep involvement and undergo analytical & conceptual understanding of such experiences.
ALTERNATING TALKING ABOUT SOMETHING AND THEN PRACTICING IT
Often in several cases it has been seen that participants learn only by doing that but that doesn’t negates the importance of
instruction or covering technical aspects. Perfect blend of instruction with practice has been considered in our training
design.
Every module is filed with lectures for instructions and simulations; role play for the practice purpose.
ALTERNATING INDIVIDUAL AND GROUP TASKS

We have observed that group tasks stimulate mutual learning and increases average performance of the group. Group aids
in checking each other’s performance and enhance learning of the average member.
On the other hand it was also observed that group solutions are inferior to individual solutions. Group move at the pace
most participants find comfortable thus restricting development of individual members.
Our program design provides for both individual discussions and role plays; simulations; game to have both alternating
individual and group tasks
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MODULAR APPROACH TO PROGRAM DESIGN
Our training design is divided into three modules based on different objectives associated with three task clusters that are
Customer Focus; Cleaning and Training.
The modular approach was required in this case as majority of cleaners are new in the job and requires continuous
reinforcement and modular approach helps in learning memorable chunk of syllabus in one go rather than being distracted
by different courses.
TRAINING EVALUATION
It is important that the training imparted today should add value to the organization and its value should not be measured
only in terms of the feedback received from the participants. We try to evaluate the impact of training program provided
to the Customer Delight Executive at Pharmeasy not only in terms of the satisfaction of the participants but in terms of
monetary benefits to the organization within a defined time period.
Accordingly we introduce the Philips Five level ROI frame work which measures the return on investment of the
program as its fifth level in addition to four other levels. The details of the various levels are as mentioned below
Level Objectives Timing Instrument Source of Information
Reaction Immediately after Feedback Form Trainees

each is completed (Objective and open
and finally after the ended)
1 Measures the immediate response of the end of the program
CDEs undergoing training and outlines
specific ways of implementing it
Learning One week post the Role Play and Trainees and
completion of the objective questions facilitators
It measures how much the CDEs have learned session
on
 Products and services offered

 Operations performed in the
2 company
 Medical terminologies and
prescription
 Ability to be calm and patient when
dealing with customers
In terms of new skills, knowledge and attitude

changes in the CDE
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Level Objectives Timing Instrument Source of Information
Job Applications and Implementation 1/2 months after Questionnaire Supervisors and the
the completion of Customer Delight
It measures the introduced changes in the training executives (trainees)
behaviour of the CDEs and the specific ways program
3.
in which the skills are being applied
Business Results 3 months after the Monitoring the Supervisors of the

completion of the performance after CDEs and the
It observes and measures the Impact on training program secluding the impact concerned HR
4
business due to the KSAs developed in the of other factors in managers
trainees business
Return on Investment After the Covered in section Covered in section

completion 3 below. below
5 It measures the value of the results in months
monetary terms and the associated cost of the
program
LEVEL 1 REACTION EVALUATION
The reaction evaluation considers the immediate impact of the training program after the completion of each session. In
this segment we will gather information on the objective of the program, the content of the course and its relevance and
then on the style, knowledge and proper delivery of the program by the trainer.
In this regard we have prepared a Questionnaire, as attached herewith in Appendix 2. The same will collect feedback and
has included along with few open ended questions.
The same will be administered by a third party who is not involved in the process who may be an external consultant or an
HR manager who is not involved in the process.
LEVEL 2: LEARNING, EVALUATION OF KSA
This evaluates how much Customer Delight executives have learned on various objectives they are being trained on. How
much their Knowledge skills and objectives associated with these customers have improved
Aspects Selected Options

Data Source Participants along with the facilitators
Data collection methods Data is being collected vide Role Plays and an objective
paper.
We have not carried out the design of the paper and
pencil tests as for that we would require the assistance
of Subject matter Experts and knowledge of exact rules
to be followed.
Timings of Data Collection The data will be collected one week after the
completion of the individual sessions
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Responsibility of Data Collection A third party administrator or a HR manager not
involved in the process
 Data collected 1 week after the completion of
each session may be used to make suitable
Relevance Of Data modification in the training program
 Any deviation from the standard level of
learning may be observed.
 The analysis done on this data can be used to
communicate the improvements required in the
program at the end of training
LEVEL 3: JOB APPLICATIONS AND ITS IMPLEMENTATION
The process is carried out 1 to 2 months after the completion of the program. It checks whether the trainees are competent
enough to carry forward the learnings and implement them, what kind of support they are receiving and the progress made
in implementation
Data Source Trainees (CDEs) along with their supervisors in the

organizations
Data Collection Method The data is collected by administering a questionnaire
on both the CDEs and the supervisors
Timings of Data Collection The data is collected 2 to 3 months after the completion
of the training program to give sufficient time to start
implementing the learnings
Responsibility Of Data Collection The data is collected by a neutral person not involved
directly in the process
Relevance Of Data The data can be used for:
1) The kind of support being received by the

trainees in implementing the program, the
hurdles faced by them
2) To know the progress made in terms of
implementing the learnings, so as to improve
upon it in next two or three months
3) To know whether the trainees are competent
to carry forward the learnings.
LEVEL 4: BUSINESS RESULTS EVALUATION
This process is conducted 3 months after the completion of the training program to understand the impact on business due
to the enhanced KSA level of the CDEs and the implementation of the learning program
Data Source The data will be collected from the concerned

department heads, the performance data will be
collected from the immediate supervisors. The data on
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business impact will come from the Finance
department
Data Collection Method The data is collected by administering a questionnaire
on the immediate supervisors of the CDEs at
Pharmeasy
Timings of Data Collection The data is collected 3 months after the completion of
the training so that there is sufficient time to
demonstrate the impact of the program
Responsibility Of Data Collection The data is collected by a neutral person not involved
directly in the process
Relevance Of Data The data can be used for:
1) To identify the impact of the training

program.
2) To establish a relationship between the
learnings in the training program and the
impact of training on business
3) As a feedback to further training programs.
LEVEL 5: ROI FRAMEWORK
During the period of training, customer delight officers will face a number of factors which might have an impact
on their performance or behaviour post training. However, to assess how much of these changes are attributable
to the training module, it is of utmost importance to isolate the effects of these external influences from that of
the training program, otherwise we won’t be able to make a correct representation of Return-on-Investment
(ROI). The ideal method for measuring this would be choosing a control group of CDOs who will be similar to
the ones undergoing training i.e. the experimental group in all aspects except that they won’t undergo training.
This way we could have compared the performance of both the groups on the main KPIs post training and
demarcate the actual improvement or change that could be attributed to training. In our case, however this
approach was not possible as being a small organisation, it was not possible to get so many employees who
could be available as control group. Besides, all the CDOs work in close coordination with each other. So it is
not possible to prevent contamination of one group by the other.
We also did not use the trend analysis because it makes use of historic data. As our organisation is a start-up
and this is the first time a training program is being implemented here, we had no previous data to go with.
METHODS OF ISOLATION: EXPERTS’ ESTIMATE
We decide to use the methods of experts’ estimate to determine how much influence the training program had.
These experts may consist of the CDOs who went through the training program (as they are the primary source
of information for this), and/or their immediate supervisors, managers, and senior management people (who
have a better knowledge of the overall operations and business and able to observe minute differences in
performance easily).
The main steps to be followed will be first to list out the factors that could have caused the improvement in
performance or satisfied customer like training, marketing campaign, better quality delivery, retailer providing
necessary information on time etc. We will then ask our experts to fill either a short survey or questionnaire to
45 | P a g e
give an estimation of the impact each factor had on the overall improvement in percentage. They will be asked
to provide a confidence interval in terms of percentage as to how confident they are of that first estimate. Along
with it, we will also take in person interviews to elaborate on their answers. Finally these two percentages will
be multiplied together to create an “adjusted percentage of improvement share.” We will also get the numbers
corroborated by the supervisors and senior management people to have a more realistic evaluation of the claims
of the CDOs who underwent the training.
CONVERTING DATA INTO MONETARY VALUE-
The main performance data that will signify the effect of training will be reduction in number of issues and
time spend on each issue. The number of issues will be available from the internal database where every raised
issue is recorded and also the time taken to resolve which is separated by the user who is working on that issue.
We will provide relaxation for extraordinary situation/ exceptional cases which are not in the control of CDOs.
Every customer is asked to give a rating after a completed order. That rating is an indicator of what issues did
the customer face and how satisfied he/she was with the service. This rating (pre and post training) will also be
taken into account while converting data into monetary value. Also the supervisor’s and senior managers
‘estimate of the overall improvement in the delivery of service will be incorporated to arrive at an estimate of
monetary value
ROI CALCULATION
CASE 1
As per Philip’s model, the ROI is calculated based on the cost incurred on different parts of the program inclusive of the
loss in salary of the participants, needs assessment cost, program cost, delivery cost. The increase in business targets are
measured and adequate consideration is given for isolation, i.e. removing all other components which impact the growth
apart from the training. Training is calculated for two modules, module 1 and module 2 respectively.
Case 1
Participation cost
Hourly Cost of Participants

Number of CDOs 18
Monthly Salary (One CDO) 16000
Hourly Salary (per CDO) 66.7
Hours spent per CDO 17.166
Participation Cost (All CDOs) 20599.2
Need assessment cost
Needs Assessment Cost Table
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Consulting Fees(5 XL students) 20,000
Interview and Discussions with GM,HR Managers 1,000
Interviewing CDOs(1 hour interview/ CDO) 1200
Miscellaneous Expenses 1,500

Total Need Assessment Cost 23,700
Program Design/Material Cost
Program Design Cost Table

Logistics 1,000
Other Material Costs 2,000
Total Program Design Cost 23,000
Delivery Cost
Delivery Cost Table
Program Attending Cost(as calculated above) 20,600
Professional Instructor Costs(Payment ~ 20hrs)) 8,000
SME Cost(Payment ~ 20 hours) 3000

Infrastructure/Misc. Costs 5,000
103899.4
So we arrive at the total cost for the training program i.e. Rs.
Program Benefits (over 3 months)

Average calls made/received (per day) 120
(12 calls/hour)
Total Orders (3 months) 4680
(26days/month) and (1order/ 2calls)
Revenue Generated (2000/order) 9360000
Profit Margin (3%) 280800
Improvement in orders conversion 100%
Isolating External Factors 30%
Net Improvement 70%
Net Increase in Profits 196560
We calculate Return on Investment Value (ROI) using the formula:
ROI = (Program Benefit)/ (Program Cost) *100 189.2 %
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CASE 2
Case 2
Participation cost
Hourly Cost of Participants
Number of CDOs 18
Monthly Salary (One CDO) 16000
Hourly Salary (per CDO) 66.7
Hours spent per CDO 19.166
Participation Cost (All CDOs) 22999.2
Need assessment cost

Needs Assessment Cost Table
Interview and Discussions with GM,HR Managers 1,000
Interviewing CDOs(1 hour interview/ CDO) 1200
Miscellaneous Expenses 1,500

Total Need Assessment Cost 23,700
Program Design/Material Cost
Program Design Cost Table
Logistics 1,000
Other Material Costs 2,000
Delivery Cost
Delivery Cost Table
Program Attending Cost(as calculated above) 23,000
Professional Instructor Costs(Payment ~ 20hrs)) 8,000
SME Cost(Payment ~ 20 hours) 3000

Infrastructure/Misc. Costs 5,000
So we arrive at the total cost for the training program i.e. Rs. 108699.4
Program Benefits (over 3 months)

Average calls made/received (per day) 120
(12 calls/hour)
Total Orders (3 months) 4680
(26days/month) and (1order/ 2calls)
Revenue Generated (2000/order) 9360000
Profit Margin (3%) 280800
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Improvement in orders conversion 100%
Isolating External Factors 30%
Net Improvement 70%
Net Increase in Profits 196560
We calculate Return on Investment Value (ROI) using the formula:
ROI = (Program Benefit)/ (Program Cost) *100 180.8%
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APPENDIX 2: EVALUATION TOOLS
Annexure 1 : Reaction Evaluation (Level 1)

Feedback Survey
This is an anonymous tool to collect your feedback on the concluded Training Program. Please answer correctly
Training program/Module name:
Instructor name:
Date and Time of the Program:
Please rate the questions below on the following scale

Rating 1 2 3 4 5
Scale Strongly Disagree Neutral Agree Strongly Agree
Disagree
Reaction Statements Rating
Program Objectives
I understood the objective of the course fairly
I was able to relate the learning objectives with the learning sessions
The topics covered under the sessions were useful and relevant to my job
Course Materials
I found the course material easy to navigate
I felt the course material challenging
The course material had enough practice exercises
The course material will be useful for my future reference
Content Relevance
I will be able to immediately apply what I learned
Trainer Knowledge
My learning was enhanced by the knowledge of the facilitator
My learning was enhanced by the experiences shared by the facilitator
The trainer was able to deliver topics satisfactorily and resolve doubts
Trainer delivery & style
The trainer was able to maintain my interest throughout the session
The trainer was able to communicate effectively
The pace of the program was comfortable
The duration of the session was comfortable
Trainer style
The trainer encouraged class participation
I was given ample opportunity to get answers to my questions
I was given ample opportunity to practice the skills I am asked to learn
Program Evaluation
I am satisfied with the exam coverage and importance of material tested
I am satisfied with feedback I received as a result of course testing
I was given ample opportunity to demonstrate my knowledge
I was given ample opportunity to demonstrate my skills
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Facility
I found the room atmosphere to be comfortable
The facilities and infrastructure were satisfactory
I experienced minimal distractions during the session
Overall rating of the program: (a) Poor (b) Fair (c) Good (d) Very Good (e) Excellent
The length of the program was: (1) Tool long (2) Too short (3) Just right
Descriptive Responses
List three (3) most important things you learned from this session?
Out of your learnings at the training program, what do you plan to apply at your job?
Which part of the training program appealed you the most?
Which part of the training program appealed you the least?
Please suggest how can we improve the training program?
Trainer assessment
Please rate the Trainers as per the scale mentioned below:
Assessment Scale: 1->Poor | 2-> Fair | 3->Good | 4-> Very Good | 5->Excellent
Trainer Name Ability to Ability to generate Subject Expertise Ability to achieve

communicate interest session objective
A
B
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Annexure 2: Assessment questionnaire for participants (Level 3)
Program Name:
Participant Name:
Supervisor Name:
Date of Feedback:
To what extent could you link up knowledge / skills learnt on the program to your job?
1. Greatly
2. To a large extent
3. To a small extent
4. Not at all
How would you rate your progress towards achieving the following program objectives that were communicated to
you before the program?
Objectives Level of Implementation (1=Very Low,
5=Very High)
Developing Customer Orientation
Improving communication skills with new customers
Imparting Training skills for mentoring and guiding the new
joiner
When did you start Implementing the learnings from the training session on your job?
1. Immediately after the session 2. Few days after the session
3. Long after the session 4. Not implemented yet
Has your work performance improved as a result of training?
1. Greatly 2. To a large extent 3. To a small extent 4. Not at all
Please mention the number in rating column that best describes the extent to which you agree or disagree with that
statement as per the following scale:
Rating 1 2 3 4 5
Scale Strongly Disagree Disagree Neutral Agree Strongly Agree
Statements Rating
The training program has increased my understanding of work
The training program has increased my understanding of calling process
The training program has helped me to gain expertise in my work
The training program has helped me to manage the calls properly
The training program has helped me improve my relationship with repeat
clients
I was able to apply the skills which I learnt in the training program
How frequently do you think you can apply the newly acquired KSAs to your job?
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I refer back to training material such as books etc. provided in the training
program to overcome challenges
The training program has helped in improving my level of performance in the job
I have seen quantifiable benefits in my job performance after the training program
What are the difficulties you face in implementing the learnings from the training program, at your workplace?
Do you need any infrastructural support to overcome these hurdles? If yes then please mention.
List at least 3 your main takeaways from the training program?
Do you have any set goals for yourself, against which you may monitor whether or not you are able to apply the
learnings from the training program on your job?
Have you decided any timeline to monitor your on job progress on account of this training program?
List down the items which have enabled you to apply learning from the training on to your job?
What has been the effect of your supervisor and work environment on your ability to apply your learnings from the
training program onto your job?
Please add any comments / suggestions that may help us make the training program effective?
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Annexure 3: assessment questionnaire for supervisors (Level 3)
Program Name:
Supervisor Name:
Participant Name:
Date of Feedback:
To what extent do you think that the knowledge / skills learnt on the program by the trainees , have been applied on
the job?
1. Greatly 2. To a large extent

3. To a small extent 4. Not at all
How would you rate participant's progress towards his/her achievement on the following program objectives that
were communicated to them before the program?
Objectives Level of Implementation (1=Very

Low, 5=Very High)
Developing Customer Orientation
Improving calling skills of surfaces with suitable chemicals
Imparting Training skills for mentoring and guiding the new joiner
When did you start Implementing the learning from the training program onto your job?
1. Immediately after the session 2. Few days after the session
3. Long after the session 4. Not implemented yet
Has your work performance improved as a result of training?

1. Greatly 2. To a large extent
3. To a small extent 4. Not at all
What are the hurdles that you faced in implementing the learnings from the training at workplace?
Do you need any infrastructural support to overcome these hurdles? If yes then kindly mention
I think this is an excellent program and should be extended to others

1. Strongly Agree 2. Agree
3. Disagree 4. Strongly Disagree
Please add any comments / suggestions that may help us make the training program effective?
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Annexure 4: assessment questionnaire for supervisors & managers (Level 4)
Training Program:
Manager/Supervisor Name:
Date of Feedback:
Key Performance Pre Training Post Training Level Targeted Level Intangible Benefits
Indicator Level Achieved (if any)
Customer Orientation
Calling Skills
Training Skills
Any comments or feedback regarding the training module?
55 | P a g e
ANNEXURE 5: ROLE PLAY
A. Objectives: Explain the entire process flow in the company with 100% accuracy whenever asked by a
superior or trainer
Methodology:
Scene: An angry customer over the phone whose order has been rejected
Method: The instructor will play the role of angry customer and ask for resolution of his issue
Customer: I placed an order via your app but it has been rejected from your end. I followed all the steps as were
mentioned there including uploading the prescription photograph. I am in urgent need of the medicine and I
can’t tolerate even a day’s delay
CDO: Thanks for calling us. Can I know your order id please?
Customer: 324567
CDO- As I can see sir, you have uploaded the image of your prescription but the order has been rejected due to
invalid prescription. The date on the prescription is not visible. Hence as per company policy, we have rejected
the order. I request to upload a fresh prescription with all the details clearly mentioned and place a new order
Further conversation would be as per CDO’s handling of issue and attitude but as instructor posing customer
primary focus would be to challenge CDO at every step
B. Objective: List all the products and services offered with 100% accuracy whenever asked by a customer
Method: Instructor will pose as a new customer who is unable to place an order
Customer: I have been trying to place an order through your app for quite some time but everyone some issue
arises
CDO: Sir, thank you for calling us. It’s very easy to place an order from our app. It involves taking a picture of
your prescription through your smart phone and uploading it via our app. Our retail partner will verify your
prescription and if found correct, we will send a delivery boy at your location to pick up the prescription
Customer: What are the benefits of ordering from your app?
Further CDO’s should ideally explain about 20% discount on all medicine orders and 25% off on first order with
no minimum order value along with details of diagnostic test facility etc.
56 | P a g e
C. Objective: Should be able to maintain calmness and patience 100% of the time whenever a customer is
angry/ shouting/rude
Method: Instructor will pose as an angry customer who has not received his order for the past 5 days
Customer: Your company promises delivery within 24 hours but my order seems to have been stuck with you
guys for eternity.
CDO- Thank you for calling PharmEasy. Can I have your order number please?
Customer-532442
CDO- As I can see from the entries in the database, our delivery boy went twice to your place but each time no
one was there. We tried calling you but the number which you registered with was not responding.
Further CDO should try to calm down the customer and contact the logistics team about the issues with the ord
57 | P a g e

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Training And Development

GROUP 7 7/16/16 TRD

ABOUT THE ORGANISATION ....................................................................................................................................... 6

NEEDS ASSESSMENT: INTRODUCTION ............................................................................................................................. 7

Steps followed ..................................................................................................................................................................... 7

ORGANIZATIONAL SUPPORT ............................................................................................................................................ 8

Establishing a relationship with Top Management ............................................................................................................. 8

Establishing good relation with key members of the organization. .................................................................................... 8

Form Liaison teams ............................................................................................................................................................. 8

ORGANIZATION ANALYSIS ................................................................................................................................................ 9

Organization goals .............................................................................................................................................................. 9

Core Purpose ................................................................................................................................................................... 9

Vision Statement .............................................................................................................................................................. 9

Department Goals ............................................................................................................................................................ 9

Employee goals ................................................................................................................................................................ 9

Transfer Climate ................................................................................................................................................................ 10

Transfer Climate Scores: ................................................................................................................................................ 12

Focus Area Scores: ......................................................................................................................................................... 12

Interpretations of the scores........................................................................................................................................... 12

REQUIREMENT ANALYSIS ................................................................................................................................................ 14

Organisation Structure ...................................................................................................................................................... 14

Target Job Definition ......................................................................................................................................................... 14

Method for need assessment ............................................................................................................................................. 15

Points of Contact ............................................................................................................................................................... 15

Anticipate Problems .......................................................................................................................................................... 15

Develop Protocol ............................................................................................................................................................... 15

TASK AND KSA ANALYSIS ................................................................................................................................................ 17

Task Statements ................................................................................................................................................................. 17

Task Clusters ..................................................................................................................................................................... 18

Knowledge, Skill, and Ability Anaysis .............................................................................................................................. 20

KSA Rating Scale ........................................................................................................................................................... 21

Task Rating Scale ........................................................................................................................................................... 22

Determination of Cut-off ............................................................................................................................................... 22

Importance of KSAs ....................................................................................................................................................... 22

Importance of Tasks ....................................................................................................................................................... 23

Linking KSAs and Tasks ................................................................................................................................................... 25

PERSON ANALYSIS ............................................................................................................................................................. 31

Identifying Gaps ................................................................................................................................................................ 31

KSA’s where Gap is in excess: ........................................................................................................................................... 32

TRAINING NEEDS ............................................................................................................................................................... 33

Training Needs .................................................................................................................................................................. 33

Non Training issues........................................................................................................................................................... 33

TRAINING OBJECTIVES ...................................................................................................................................................... 34

DESIGNING THE TRAINING PROGRAM- THE METHODOLOGY .................................................................................. 36

Step 1: Deciding on basics ................................................................................................................................................. 36

Step 2: Breaking objectives into constituent parts ............................................................................................................. 36

Step 3: Decide relevant training methods.......................................................................................................................... 37

Deciding on Different Packages ........................................................................................................................................ 39

ABOUT THE ORGANISATION

4 Task and KSA Analysis

ESTABLISHING A RELATIONSHIP WITH TOP MANAGEMENT

ESTABLISHING GOOD RELATION WITH KEY MEMBERS OF THE ORGANIZATION.

FORM LIAISON TEAMS

The rating scale used was a 5-point Likert Scale:

No. Question CDO1 CDO2 Overall Avg**

Transfer Climate Scores

FOCUS AREA SCORES:

Focus Area Question Number Score Climate

INTERPRETATIONS OF THE SCORES

To further improve the transfer climate these recommendations can be considered:

TARGET JOB DEFINITION

METHOD FOR NEED ASSESSMENT