Typical Reasons for Employee Training and Development

Training and development can be initiated for a variety of reasons for an employee or group of employees, e.g.,:
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When a performance appraisal indicates performance improvement is needed To "benchmark" the status of improvement so far in a performance improvement effort As part of an overall professional development program As part of succession planning to help an employee be eligible for a planned change in role in the organization

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To "pilot", or test, the operation of a new performance management system To train about a specific topic (see below)

Typical Topics of Employee Training 1. Communications: The increasing diversity of today's workforce brings a wide variety of languages and customs. 2. Computer skills: Computer skills are becoming a necessity for conducting administrative and office tasks.

Sexual harassment: Sexual harassment training usually includes careful description of the organization's policies about sexual harassment. These reasons include:   Increased job satisfaction and morale among employees Increased employee motivation . Diversity: Diversity training usually includes explanation about how people have different perspectives and views. benchmarking. 6. 7. Quality Circles. 4... Also. Human relations: The increased stresses of today's workplace can include misunderstandings and conflict. Safety: Safety training is critical where working with heavy equipment . but can also be useful with practical advice for avoiding assaults. etc. Several of these sites (they're listed later on in this library) suggest reasons for supervisors to conduct training among employees. guidelines and standards for quality. repetitive activities. etc. 9. Quality initiatives: Initiatives such as Total Quality Management. today's diverse workforce brings a wide variety of values and morals to the workplace. hazardous chemicals. Training can people to get along in the workplace. especially about what are inappropriate behaviors. and includes techniques to value diversity 5. Ethics: Today's society has increasing expectations about corporate social responsibility.3. 8. etc. General Benefits from Employee Training and Development There are numerous sources of online information about training and development. require basic training about quality concepts. etc. Customer service: Increased competition in today's global marketplace makes it critical that employees understand and meet the needs of customers.

g..g. In every fortnightly . The company uses what it calls a “70-20-10” model for developing its workforce: 70% of learning happens on the job. resulting in financial gain Increased capacity to adopt new technologies and methods Increased innovation in strategies and products Reduced employee turnover Enhanced company image.  Leadership development is one of the core tasks of the Management Committee at Hindustan Unilever.” says Leena Nair. e. With more than 1000 alumni sitting on boards globally. the leadership development process at Levers is more of a tradition. strong linkage between individual development and level of exposure offered. 20% through mentoring. training – all fostered in a culture of transparency and equal opportunity. Hindustan Unilever has been consistently producing CEOs and corporate leaders for India INC for more than 25 years now..commitment from top leadership. diversity training Institutionalizing Leadership The HUL Story  An organization that is serious about leadership development makes it a way of life. institutionalized over the last many decades. and 10% through training and coursework. Executive Director HR. conducting ethics training (not a good reason for ethics training!)  Risk management.     Increased efficiencies in processes.  The key tenets of this solid tradition have been -. mentoring. training about sexual harassment. e. HUL is a source of inspiration for many companies. a robust and consistent process. “Senior management devotes enormous time in the leadership development process.

another couple who could take over my role in 2 to 3 years and in 5 to 7 years -. to identifying talent. The demonstrated behaviors or „Standards of Leadership‟ as we call them at Unilever.  The leadership development has a very strong component of learning. behaviors demonstrated on the job & GPS (Global People Survey) results.” says Leena.management review meeting.” says Leena. but just that is not sufficient.  The critical role of a “leader” at HUL is to create talent and capability for the future.000 people as part of talent assessment across the company. this select pool receives differentiated inputs when it comes to training and development. to grooming and coaching. as emphasized in the 10% of the 70-20-10 principle. to creating opportunities for growth and exposure. The e-learning options for employees are exhaustive. From this point onwards. These principles are applied to around 5. “As Head of Human Resources.” says Leena Nair. compensation etc.from redefining the talent identification process. talent review session is an integral part of the overall agenda. GPS is an employee survey that captures insights into employee engagement levels across various teams.  LDT & the assessment of future potential of employees leads to identifying High Potential (HP) and Sustained High Performers (SHP) talent pool. . a 3x3 grid of performance vs potential to differentiate amongst its talent pool.  Information on performance is taken from the appraisal review process & KRAs on the job. Top management at Hindustan Unilever invests anywhere between 30 to 40% of their time in grooming and mentoring leaders for the future. career opportunities. “We identify 15% of our talent pool as HP & another 10% as SHP. thus giving information and feedback at the organizational level.  In the process of identifying leadership talent.that is my responsibility as a leader. Performance and Behavior are considered equally important. I need to ensure that I have identified and am grooming a couple of people who can take over my role today. They get involved at various stages -. Unilever uses the Leadership Differentiation Tool (LDT). while information on behaviors and potential is taken from multiple sources: a 360 degree profiling (done once every two years). will also determine your potential for future growth and success. “You need to be delivering great performance. coaching. Each identified leader is expected to create leaders within and draft their succession plan.

where employees listed could receive double or more than the rest in their base pay revision. for variable pay the difference can also be 100% or more for talent pool employees. “We believe in building individual capability by providing opportunities to deliver in a wide range of roles which get broader in scope and responsibility. Employees identified in the talent pool will go through planned moves to ensure that they get the right skills and exposure required for the next level of responsibility. either because it is an area of growth or a strategic pursuit for the group. . says Leena Nair. “Hot Jobs are opportunities with very high visibility in the company and provide a chance to the employees in HP/SHP pool to create an impact at the organizational level. This also includes the role that Line Managers are expected to play as coaches to their team members. The HP/SHP pool is a dynamic pool since about 20% of managers in this would move into new roles every year. there are career paths defined based on the potential future role identified for the individual. roughly 7-10% of jobs based on their complexity & impact to the business” says Leena Nair. Four Acres and programs at top business schools across the world. This is accomplished through access to coaches.” says Leena. These are roles with huge responsibilities and bring with them opportunities for personal growth. “People learn by exposure to a variety of jobs. “employees on the top right box of the LDT could be receive between 175% to 200% more shares that the rest of employees at the same level”. “We identify the hot jobs & hot people on an annual basis.the 70% part of the learning principle. identified as High Potential also have access to training at Unilever‟s exclusive training center in London. This compensation differential is also reflected in salary revisions.Senior leaders. Every year the management committee identifies around 50 jobs that could be the most impactful jobs for the year. similarly.  In terms of compensation. both external and internal coaches are available depending on the requirement. the last 20% is the coaching and mentoring program.  The process also incorporates job rotation.  There is also this interesting concept at HUL called “Hot Jobs for Hot People”.” says Leena Nair. Finally.

number of positions with „ready now‟ candidates. Transparency is paramount for the success of the process. percentage of roles with female successors as potential options etc.  Indeed.” Says Leena Nair. The leadership team now tracks metrics like succession plan compliance. “The differentiation created around people identified as leaders creates a culture where people are competitive. Hindustan Unilever is a model example of how taking talent and its management seriously across the organization can create a culture of performance. This capability card details all the output of the review cycle and highlights the path for development for the coming year.” says Leena Nair. excellence and leadershi . number of successors for each position. listing cover. “90% of our senior leaders are groomed internally. Managers in the organization are given a capability card after the annual review cycle.  Leadership development is ingrained in the Hindustan Unilever culture and is aligned to the vision of being a high performance workplace. The success of the organization‟s efforts in leadership development is evident in its 80%+ succession plan compliance for key roles. they want to outperform.  The success of HUL leadership program has been proven over decades.

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