Академический Документы
Профессиональный Документы
Культура Документы
A to Z of Training and
Development
Submitted By
Priyanka Shah
HR 2009-2011
CERTIFICATE
of
Post
Graduate
Diploma
in
Business
Signature:
Signature:
Prof.Pooja Shah
Project Guide
Director
2
ACKNOWLEDGEMENT
No endeavor achieves success without the cooperation of others which goes a long
way in shaping and formulating a project.
Priyanka B. Shah
INDEX
TOPIC
CHAPTER 1: (i) Introduction
Page No.
2
4
4
13
17
20
(viii)Methods/Tools of T&D
22
33
36
41
49
52
55
56
57
CHAPTER 5: (i)Bibliography
(ii)Appendix
61
62
CHAPTER-1
INTRODUCTION
A study has carried on through this project about various methods or tools of
Training and Development that are generally followed in an organization to train and
develop their employees to make them more competitive, productive and efficient, so
that it will prove beneficial for the organization in the long run.
5
This project aims at understanding how training and development as a function holds
importance in any organization by studying what exactly Training and Development
aims at, what is the difference between the two, what process and program does it
follow, what are the techniques that are followed to train the employees and most
important what are those tools/methods through which employees are trained, and
how both the organization and employees are benefited out of those methods. Recent
trends happening in this field have also been studied through this project.
An effort has been made to understand how Training and Development activities are
actually carried out in a particular organization. For this purpose two case studies
have been included to throw light on the research carried out.
EXECUTIVE SUMMARY
Every organization needs to have well trained and experienced people to perform the
activities that have to be done. If current or potential job occupants can meet this
requirement, training is not important. When this not the case, it is necessary to raise
the skill levels and increase the versatility and adaptability of employees.
In a rapid changing society employee training is not only an activity that is desirable
but also an activity that an organization must commit resources to if it is to maintain
a viable and knowledgeable work force.
7
The entire project talks about the training and development in theoretical as well as
new concepts, which are in trend now. Here we have discussed what would be the
input of training if we ever go for and how can it be good to any organization in
reaping the benefits from the money invested in terms like (ROI) i.e. return on
investment. The best and latest available trends in training method, the benefits
which we can derive out of it. Some of the companies practicing training in unique
manner a lesson for other to follow as to how to train and retain the best resource in
the world to reap the
CHAPTER-2
TRAINING AND DEVELOPMENT
INTRODUCTION TO TRAINING AND DEVELOPMENT
Training:
Definition of Training:
According to Edwin Flippo, training is the act of increasing the knowledge
and skill of an employee for doing a particular job.
8
Development:
Meaning:
An organization has to take steps for training programs for supervisory staff and
managers such training programs are called management development programs.
Management development program acts as a key factor for the survival and growth
of a business unit.
Management development program includes systematic review to identify the
members of the management who can be expected to raise their managerial
effectiveness through training and special assignments.
9
Nature
Training
Development
Tangible in nature.
Intangible in nature.
Skills
Frequency
Who imparts
Relevance
and
10
levels.
Cost involved
Duration
It is needed for improving the quality of production and also for avoiding
accidents and wastages of all kinds in the industrial units.
Training is needed for personal safety of employees and also for avoiding
damage to machines and property of the company.
11
To improve Health and Safety: Proper training can help prevent industrial
accidents. A safer work environment leads to more stable mental attitudes on
the part of employees. Managerial mental state would also improve if
supervisors know that they can better themselves through company-designed
development programs. Physical fitness is also an important aspect for shopfloor workers. For e.g.: At Mahindra & Mahindra six day training program is
conducted for staff level called STRIDE. Out of these three days are
dedicated to training, which mainly comprises programs stressing on hygiene,
safety, fitness etc. all workers are supposed to undergo these programs.
Objectives of Development:
1. Attitude Tuning:- it is done to broaden the mind of employees by providing
them with opportunities for an inter change of experiences within and
outside. Development helps in correcting the narrowness of outlook,
emotional stability, analytical ability, acquiring long term perception,
professional ethics, and social objectives.
2. Motivation:- one of the objectives of development is to boost individual and
collective moral and motivate the employees through words and deeds.
3. Leadership:- To build and maintain an appropriate working climate, develop
decision making abilities and delegation through adaptive leadership.
4. Communication:- communication helps in maintaining good inter personal
and inter group relations, it also helps in Conflict settlement, compromises.
5. Paradigm Shift:- To prepare the employee both the new and the old to meet
the present as well as changing requirement of the job and the organization.
13
b)
c)
d)
e)
f)
g)
h)
i)
j)
k)
Helps a person improve his listening skill, speaking skills also with his
writing skills.
15
TRAINING PROCESS
Assessment of training
needs (TNA)
16
1. Assessment of Training Needs:Identifying the training needs of an organization is the first step in the systematic
Establishment
training process. All training needs
should of
betraining
related to the specific needs of the
goals
organization and also of the individual employees. For the identification of training
needs, the gap between the existing level of knowledge, skills, performance and
aptitudes of employees and the required levels of the knowledge, skills performance
Designing training
Implementation of
Evaluation
Following
a) Organizational Analysis:it and
relates
to the determination of the
up of program
organizations goals, its resources and the allocation of the resources as they
relate to the organizational goals. The analysis of the organizational goals
establishes the framework within which training needs can be defined more
clearly. The purpose of the organizational analysis is to determine where
training emphasis should be placed within the organization.
b) Operational Analysis:-
employee doing the job. This type of analysis includes the determination
with which the worker must perform the job and the specific worker behavior
required in order to perform the job effectively. The jobs are also analyzed in
order to identify job contents, the knowledge, skills and aptitudes required
and the work behavior.
c) Manpower Analysis:- it reviews the knowledge, attitudes and skills of the
workers in each position and determines what knowledge, attitude he must
acquire and what adjustments in his behavior he must introduce if he is to
contribute substantially to the attainment of organizational objectives.
Training can be effective if the three types of analysis are carried on continuously. In
addition the conclusions from this analysis should be integrated in a properly
designed and executed training program.
17
2. Establishment of Training Goals:After deciding the training needs, the logical step in the training process is to set
training and development objectives in concrete terms. In fact, without clearly set
objectives/goals, it is not possible to design a well planed training program which is
to be executed and also evaluated for judging its effectiveness. Training objectives
decided should be tangible, verifiable and measurable. Some objectives are tangible
while some others are difficult to state.
The overall training objective is to fill in the gap between the existing and the desired
pool of knowledge, skills and aptitudes. Defining training objectives in quantitative
and qualitative terms is useful for designing, executing and also for evaluation of the
training program.
3. Designing Training Program:After finalizing the objectives of training, the next step in the training program is
designing a training program which acts as a base of actual training to employees.
For achieving training objectives, an appropriate training policy is absolutely
essential. This policy represents the commitment of top management to employee
training and development. Training policy involves rules and procedures relating to
training activity.
Every training and development program must address certain vital issues- who
participates in program?, who are the trainers?, what methods of techniques are to be
used for training?, what should be the level of training?, what learning principles are
needed? And where is the program conducted?
facilitate group processes such as problem solving and decision making, elements
useful in quality circle projects.
Who are the trainers?
Training and development program can be conducted by several people, including
the following:
i.
Immediate supervisors.
ii.
iii.
iv.
v.
Outside consultants.
vi.
Industry associations
vii.
4. Implementation of training Program:After designing training program, the same is to be implemented as per the details
decided. This means actual imparting training to trainees who may be workers,
supervisors or executives. Program implementation involves concrete action on the
following points.
a) Organizing training and other facilities and deciding the location of training
where training activity is to be arranged.
b) Arranging the schedule of training program which will make training
effecting and also offer convenience to participants and trainers.
c) Conducting training program as per the designed prepared.
d) Monitoring the process of the training program as well as the progress of
trainees.
In the execution of training program, time factor is one more difficulty. Training for
executives needs to be arranged without disturbing their busy schedule. It is also not
possible to keep them away from the regular work during the training period.
It is desirable to have separate administrative machinery for the execution of training
program. This ensures orderly conduct of training and maintaining records, follow-
19
up and evaluation. Moreover, the efforts made and money invested on training will
be wasted if the training program is not implemented in a disciplined manner.
5. Evaluation of Training Program:Since the huge amounts of money are spent on training and development, how far the
program has been useful must be judged/determined. Evaluation helps in determine
the results of the training and development program.
STEPS IN TRAINING AND DEVELOPMENT PROGRAM
Every training and development program must address certain vital issues (1) who
participate in the program? (2) Who are the trainers? (3) What methods and
techniques are to be used for training? (4) What should be the level of training? (5)
What learning principles are needed? (6) Where is the program conducted?
Where to conduct
the program?
What principles
of learning?
What methods
and techniques?
What should be
the level of
training?
Who are the Trainees? Trainees should be selected on the basis of self nomination,
recommendations of supervisors or by the HR department itself. Whatever is the
basis, it is advisable to have two or more target audiences. Bringing several target
audience together can also facilitate group processes such as problem solving and
decision making, elements useful in quality circle projects.
20
Who are the Trainers? Training and development programs may be conducted by
several people, including the following:
1. Immediate supervisors,
2. Co-workers, as in buddy systems,
3. Members of the personnel staff,
4. Specialists in other parts of the company,
5. Outside consultants,
6. Industry associations, and
7. Faculty members at universities.
Who among these are selected to teach, often, depends on where the program is held
and the skill that is being taught. For example, programs teaching basic skills are
usually done by the members of the HR department or specialists in other
departments of the company. On the other hand, interpersonal and conceptual skills
for managers are taught at universities. Large organizations generally maintain their
own training departments whose staff conducts the programs. In addition, many
organizations arrange basic-skills training for computer literacy.
Methods and Techniques of Training: A multitude of methods of training are used
to train employees. Training methods are categorized into two groups-{I) on-the-job
and (ii) off-the-job methods. On-the-job methods refer to methods that are applied in
the workplace, while the employee is actually working. Off-the-job methods are used
away from workplaces.
Training techniques represent the medium of imparting skills and knowledge to
employees. Obviously, training techniques are the means employed in the training
methods. Among the most commonly used techniques are lectures, films, audio
cassettes, case studies, role playing, video-tapes and simulations.
What should be the Level of Learning? The next question in designing training
and development program is to decide on the level of learning. The inputs passed on
to trainees in training and development programs are education, skills, and the like.
There are three basic levels at which these inputs can be taught. At the lowest level,
the employee or potential employee must acquire fundamental knowledge. This
means developing a basic understanding of a field and becoming acquainted with the
21
language, concepts and relationships involved in it. The goal of the next level is
skills development, or acquiring the ability to perform in a particular skill area. The
highest level aims at increased operational proficiency. This involves obtaining
additional experience and improving skills that have already been developed. All the
inputs of training can be offered at the three levels. How effectively they are learned
depends on several principles of learning.
Learning Principles: Training and development programs are more likely to be
effective when they incorporate the following principles of learning:
1. Employee motivation,
2. Recognition of individual differences,
3. Practice opportunities,
4. Reinforcement,
5. Knowledge of results (feedback),
6. Goals
7. Schedules of learning,
8. Meaning of material, and
9. Transfer of learning.
Conduct of Training: A final consideration is where the training and development
program is to be conducted. Actually, the decision comes down to the following
choices:
1. At the job itself
2. On site but not the job-for example, in a training room in the company
3. Off the site, such as in a university or college classroom, hotel, a resort, or a
conference centers.
Typically, basic skills are taught at the job, and basic grammar skills are taught on the
site. Much of interpersonal and conceptual skills are learnt off the site.
TYPES OF TRAINING
For induction training, information booklets are issued and short informative
films are shown. In addition, lecture by personnel manager/HRD manager is
also arranged. Companies such as Blue Star Ltd., SANDOZ (India) Ltd. and
TISCO take keen interest in induction training. Induction training is a simple,
economical and quick method which introduces the company to newly
recruited/appointed employee in an orderly manner.
Job training: Job training relates to specific job which the worker has to
handle. It gives information about machines, process of production,
instructions to be followed, methods to be used and precautions to be taken
while performing the job. This training develops skills and confidence among
the workers and enables them to perform the job efficiently.
23
TECHNIQUES OF TRAINING
Techniques of Training
Technique
Description
Ice Breakers
Leading Games
Skill Games
Communication Games
Strategic planners
Role reversal
Doubling
Tag Teams
Mirroring
Monodrama
Built-in-tension
Shadowing
9 + 1 + 23
Lateral Thinking
Morphological Analysis
Gordon Technique
Attribute Listening
Cross-Cultural Training
On-the-Job
based
Off-the-Job
Computer
Case Method
Panel Discussion
JIT
Role Play
Workshop
Intranet
Apprenticeship
Fishbowl
Buzz Group
Internet
Laboratory
Brain Storming
Satellite
Project
Methods
Committee Assignment
Simulations
Conference
Action Maze
Syndicate
Behavior
Vestibule Training
Broadcasting
C.D.Rom
Modeling
Contract
Programmed Instructions
Learning
25
a) Job rotation: Job rotation involves movement of trainee from one job to
another. The trainee receives job knowledge and gains experience from the
supervisors or trainers in each of different job assignment. This method gives
on opportunity to the trainee to understand the problems of employees on
other jobs and respect them.
b) Coaching: In coaching superior plays an active role in training the
subordinate by assigning him challenging tasks. The superior acts as a coach
in training the subordinate by assisting and advising him to complete the
assigned task.
c)
26
B) OFF THE JOB TRAINING: Under this method of training, trainee is separated
from the job situation and his attention is focused upon learning the material related
to his future job performance. Since the trainee is not distracted by the job
requirements, he can place his entire concentration on learning the job rather than
spending his time in performing it. Off field job training methods are as follows:
1) Classroom method
Classroom method for training personnel includes lectures, discussions, roleplaying and case study.
with
discussions,
film
shows,
case
studies,
role-playing
and
demonstrations.
In training, the most important uses of lectures include:
27
It permits the trainee to practice without the fear of the supervisors/ coworkers observation and their possible ridicule.
such
as
production
manager,
mechanical
engineer,
The conferences act as a group interaction and exchange of views and idea. It
reshapes thinking and attitudes of the participants.
8) Reading, television and video instructions: -Planned reading of relevant
and current management literature is one of the best methods of management
development. It is essentially a self-development program. A manager may be
aided by training department, which often provide a list of valuable books.
Also there are television program that are features towards management
development. Videotapes are also available whereby important managerial
discussions, debates and talks can be viewed and listened.
9) In-Basket Exercise: - Also known as In-tray method of training. The trainee
is presented with a pack of papers & files in a tray containing administrative
problems & is asked to take decisions on these problems & is asked to take
decisions on these within a stipulated time. The decisions taken by the
trainees are compared with one another. The trainees are provided feedback
on their performance. In-Basket is mainly about prioritizing or choosing the
best method.
10) Programmed instruction: - Programmed instruction involves a sequence of
steps which are often set up through the central panel of an electric computer
as guides in the performance of a desired operation or series of operations. It
incorporates a pre-arranged, proposed, or desired course of proceedings
pertaining to the learning or acquisitions of some specific skills or general
knowledge. A programmed instruction involves breaking information down
into meaningful units and then arranging these in a proper way to form a
logical and sequential learning program or package.
11) Sensitivity Training: -It uses small number of trainees usually less than 12 in
a group. They meet with a passive trainer and get an insight into their own
behavior and that of others. These meetings have no agenda and take place
away from the workplace. The discussions focus on why participants behave
the way they do and how others perceive them. The objective is to provide
the participants with increased awareness of their own behavior, the
perception of others about them and increased understanding of group
31
According to a recent survey, about 75% of the organizations are providing training
to employees through Intranet or Internet. Internet is not the method of training, but
has become the technique of delivering training. The growth of electronic
technology has created alternative training delivery systems.
CBT does not require face to face interaction with a human trainer. This method is so
varied in its applications that it is difficult to describe in concise terms.
Intelligent Tutorial System (ITS):
This Intelligent Tutorial system uses artificial intelligence to assist in training or
tutoring the participants. This system learns through trainee responses.
32
Books
Tape
Interactive Video
Other formats
33
Sensory devices transmits how the trainees are responding in the virtual
workplace to the computer. This allows the virtual reality (VR) system to
respond by changing the environment appropriately.
Features of Virtual Reality (VR) System
Some of the features of Virtual Reality System are:
It is expensive
It is time consuming
It is flexible in nature
learning experience so that when evaluation takes place there are measures to
use.
Purpose of
Training
Evaluation
Control
Power
Research
Intervention
Observation
36
Questionnaire
Interview
Self Diaries
CHAPTER-3
CASE STUDY
STATE BANK OF INDIA
Introduction:
State Bank of India (SBI) is the largest bank in India. It is also, measured by the
number of branch offices and employees, the largest bank in the world. Established
in 1806 as Bank of Bengal, it remains the oldest commercial bank in the Indian
Subcontinent and also the most successful one providing various domestic,
international and NRI products and services, through its vast network in India and
overseas. With an asset base of $126 billion and its reach, it is a regional banking
behemoth. The bank was nationalized in 1955 with the Reserve Bank of India having
a 60% stake.
37
The roots to the State Bank of India are traceable to the first decade of 19th century,
when the Bank of Calcutta, later renamed as the Bank of Bengal, was established on
2nd June 1806. The Bank of Bengal and two other Presidency banks, namely, the
Bank of Bombay (incorporated on 15 April 1840) and the Bank of Madras
(incorporated on 1st July 1843) were amalgamated on 27th January 1921, and the
reorganized banking entity was named the Imperial Bank of India. All these
Presidency banks were incorporated as joint stock companies, and were the result of
the royal charters. The Imperial Bank of India continued to remain a joint stock
company. Until the establishment of a central bank in India the Imperial Bank and its
early predecessors served as the nation's central bank printing currency.
The Reserve Bank of India, which is the central banking organization of India, in the
year 1955, acquired a controlling interest in the Imperial Bank of India and the
Imperial Bank of India was christened on 30th April 1955 as the State Bank of India.
This acquisition of the controlling interest was done pursuant to the provisions of the
State Bank of India Act 1955, an Act enacted by the Parliament of India
Associate banks
There are seven other associate banks that fall under SBI. They all use the "State
Bank of" name followed by the regional headquarters' name. These were originally
banks belonging to princely states and were nationalized in 1959. In tune with the
first Five Year Plan, emphasizing the development of rural India, these banks were
integrated with the State Bank of India, to expand its rural outreach. The State Bank
group refers to the 7 associates and the parent bank. All the banks use the same logo
of a blue keyhole.
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
o
Broking Services
Revised Service Charges
ATM Services
Internet Banking
E- Pay
E- Rail
Safe Deposit Locker
Gift Cheaque
MICR Codes
Foreign Inward Remittance
Profit orientation
Team playing
39
Integrity
obligation. Even the scheme like DIR (differential interest rates) advance is at the
rate of 4% pa.
HUMAN RESOURCES
Bank has taken up several key initiatives to motivate and retain its manpower. In
order to channelize the energy created by the Parivartan campaign, the bank has
launched a landmark exercise for creation of the new Vision, Mission and values
statement which will be in place shortly.
Young officers are being encouraged to take up management education by way of
sponsorship tie-up with the S.P. Jain Institute of Management. 50 officers have been
enrolled in the program on a trial basis. Bank is strong in the areas of training and
development through 4 apex level training colleges and 45 learning centers across
the country. e-learning project has been launched to enable anywhere, anything
learning.
HRMS
For leveraging technology in employee management area, the bank has started
automation of its HR processes through SAP-ERP-HRMS software. Once fully
implemented, it will not only create a central repository of all employees data but
also will make available a variety of services, like online request submission and
viewing of individual data etc. to all the employees across the State Bank group on
an online real time basis. HRMS will bring efficiency in HR operations and help
the management in making employee related decisions faster. Pensioners of SBI, IBI
and Associate Banks will also form a part of this initiative and their pension will be
processed through HRMS.
Training at SBI
Introduction:
Training centers located at different places across the country. Presently it has 50
training centers across the country. The major locations are Hyderabad, Gurgaon,
Haryana, and Mumbai. In Mumbai, it is located at Bandra.
42
Continuous updation of knowledge is the basic purpose why SBI provides training to
all its employees. The purpose is to get familiar with the job roles and responsibilities
and understand the exact nature of the job and what is expected out of every
individual employee and perform his/her job in more efficient and effective manner.
Job Rotation:
Job rotation is one of the widely used and very common techniques of training in
banking industry. Its been a long time SBI is implementing the job rotation
technique to train its employees thoroughly in their respective area of interest. It acts
as a good learning tool for employees and they are given this opportunity to get all
insights about their profession. The maximum duration of job rotation technique is 3
years.
43
This type of training is generally given to the Probationary Officers i.e. PO. Their
duration of training is 2 years in which they are shifted from one job to the other. It is
generally given at the branch itself where the officer is working. The rotation takes
place once the officer is completely thorough with the given job and it is generally on
an average after 3 months. Once 2 years are completed, his performance is evaluated
and if needed he is given further training.
Induction Training:
This is generally given to all the new employees who join as officers, management
trainees etc. wherein they are introduced to the organization, what are their roles,
duties and responsibilities. He is introduced to his department, his seniors, how his
department fulfills the mission of the company etc. The duration of induction training
will vary from job to job and will depend on the nature and complexity of the job,
and the level or position of the job. Induction training is given only at entry level and
the duration of the same is not more than 3 weeks.
Mentoring:
This type of training is generally provided to the people who join as management
trainees. SBI very actively provides this type of training because every year it
recruits around 50-60 candidates from the leading B-schools all over the India.
Mentors help employees solve problems both through training them in skills and
through modeling effective attitudes and behaviors
JIT (Job Instruction Technique):
This is a common technique implemented at SBI across all the branches wherein the
job instructions are given by seniors to their subordinates. The purpose is to let
employees understand the nature of work, what the possible errors they can commit
while working are and how to avoid them.
44
Case Study:
One of the most important types of training tool implemented at SBI is case study
method. Here, the employees both seniors and juniors are given a hypothetical
situation and are asked to present their views, give suggestions and recommendations
and provide a best possible solution. Generally, a group is formed of 5, maximum 6
employees and every individual employee has to present his viewpoints and at the
end, their performance is evaluated. It is not just implemented in groups but to
assess an individual performance also.
Role Plays:
Again, one of the essential methods of training used at SBI is role plays. Role plays
are conducted at every level to gauge how the person will deal with or handle the
situation if it happens in real. The basic purpose of the role plays is to check the
promptness, decision making ability, handling under stressful conditions, the creative
thinking and innovativeness of the employee etc. Lets take an example of customer
service. How to handle customer grievances, how to treat them, how to deliver a
service that will bring a smile on his face and how hell be delighted, so on and so
fore.
Lectures:
45
From Finance point of view, for instance, SBI has tie-ups with NIBM i.e. National
Institute of Banking Management, Symbiosis etc. hence the experts who have a great
experience about the banking industry are requested to conduct lectures/seminars on
the recent trends and the latest happenings in the industry and they even assist in the
training program which is conducted across various branches. Their main purpose
lies in assisting employees in acquiring the required special skills to perform the job
better.
Project Parivartan:
SBI was unable to attract young or affluent customers and its brand image was
perceived to be old and staid in 2007. The top management team led by Bhatt
recognized the need for a transformation. They identified areas that needed to be
transformed and communicated the new transformation agenda to all the people in
the organization.
The top management realized that to achieve the transformation they sought, getting
the grassroots level employees on board was extremely important. So a massive
internal
communication
initiative
called
Parivartan
(which
means
was necessary. The project also sought to bring about a change in the attitude and
approach of the employees and to help them develop a more customer-centric
approach. According to SBI, the program succeeded in achieving its objective which
in turn, had led to the bank performing well and maintaining its market leadership
position in the Indian banking sector.
Citizen SBI:
The purpose of the training is that an employee should feel proud that he is a part of
SBI family. Citizen SBI aimed at attitudinal change and transformation of its
employees through a series of human resources activities.
The project which was designed by Illumine Knowledge Resources over the last 18
months will be implemented across all SBI staff over the next 2 years.
The project has four stages, the first of which, namely citizen orientation. The other
three stages are customer fulfillment, market engagement and a vision program,
especially aimed at the senior management of the bank, senior management
citizenship.
Citizen SBI project seeks to bring behavioral transformation by seeking more active
role from the employees. The bank has arranged facilitators who will train the
employees over the tenure of the project.
Some Notable points of SBI Training
The HR manager co-ordinates with the trainers i.e. in-house or external depending on
the need and arranges the training program.
The training method is decided based on the need of the subject. At times, it could be
more than one type of training which will enable employees to understand their job
in a more precise manner.
47
SBI provides in-house training and also has tie-ups with outside trainers. In Mumbai,
the center is located at Bandra where the various training programs are conducted.
The top level employees are sent to the main training center located at Hyderabad.
Apart from traditional training methods, SBI has something called Web Class and Elearning.
Web class is like it has the audio visuals which an employee can watch on his
computer screen which will provide him mandatory and basic information about his
job.
E-learning is nothing but the online training which any employee can avail at any
time. As per the nature of every job, the basic instructions are mentioned on the
server and an employee just has to follow them to learn.
SBI evaluates all its training programs by Questionnaire method wherein the
feedback forms are distributed to the employees who had attended the training
programs and they are expected to give their honest views about the entire
experience and do they observe any change.
48
CASE STUDY -2
GODREJ INDUSTRIES LIMITED
Overview
The case explains the training and development initiatives of the Godrej group since
the late 1990s. In the late 1990s, the Godrej group initiated various training and
development programs such as the TQM workshops, 'Parivartan', EVA training,
GALLOP, Spark, e-Gyan, English language training, and BPO training.
The case explains each of these programs in detail and the benefits that the group
reaped from all these initiatives. The case ends with the shortcomings in Godrej's
training and development initiatives.
Issues:
Understand the training and development initiatives in a large organization
Understand how an organization responds to change and manages change
Understand the role of the HR department in managing change in an organization
Understand how the top management in an organization facilitates the process of
change
Understand what constitutes a learning organization.
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Introduction
In January 2002, Godrej Industries Ltd. (GIL) bought a 26% stake in "Personalitree
Academy Ltd." Personalitree provided interactive soft skills training programs online
to corporates. Personalitree's training modules have since been a part of Godrej's
training and development initiatives.
It all started in 1996 with the break-up of the joint venture between Godrej Soaps Ltd
(GSL) and Proctor and Gamble (P&G). Post break-up, GSL was bereft of a
distribution system and had to start from scratch. As part of the rebuilding exercise,
GSL recruited about 250 new employees who had to be aligned with its corporate
culture. In 1997, GSL conducted a Total Quality Management (TQM) workshop for
all its 5000 employees to help them connect to their job.
Parivartan was launched in September 2000 in GSL to train new as well as existing
employees on various aspects of the business and to motivate them. In 2001, new
initiatives like Young Entrepreneurs Board (YEB), Red and Blue Teams, Mentoring
and Reverse Mentoring were introduced in the Godrej Group, (Godrej) to encourage
the involvement of youth in strategic decision-making.
In early 2002, a need was felt among the top brass of Godrej to instill a performancedriven culture in the company. In addition to upgrading the talents of existing
employees, Godrej had to train new recruits.
Thus, Godrej developed a comprehensive and innovative training program for
management trainees and named it Godrej Accelerated Learning Leadership and
Orientation Program (GALLOP).
The objective of GALLOP was to develop a newcomer into a professional by giving
him or her exposure to various departments and inculcate in him or her, a sense of
belonging.
Later, in September 2002, GIL introduced Spark, a training program for managers to
50
help them become effective coaches. Towards the end of 2002, E-gyan was
introduced in GIL to increase the learning potential of employees.
In January 2003, a special HR program on honing the interpersonal and negotiation
skills of officer- level employees was launched in GIL. Further, in October 2003, an
English language training program was held for floor workers of Godrej and Boyce
Manufacturing Company Ltd (GBML), so that they could follow all instructions
issued in that language independently.
Background Note
The Godrej story started in 1897, when Ardeshir Burjorji Godrej (Ardeshir) gave up
his legal practice and started manufacturing locks in a small shed at Lalbaug near
Mumbai. Thus was GBML born. His brother, Phirozshah Godrej (Phirozshah),
carried on the pioneering work and in 1905 GBML built its first safe, thus entering
the security equipment business.
GBML expanded its range of products by manufacturing office equipment,
typewriters, tool-room equipment, etc. In the early 1920s, GBML started making
soaps from vegetable oils and incorporated GSL in 1928.
In 1958, GBML started manufacturing refrigerators, its first home appliance product.
GSL ventured into animal feed in 1971 to help dairy and poultry farmers rear
healthier livestock. Godrej Pacific commenced operations in 1982 as the Electronic
Business Equipment (EBE) Division of GBML.
In 1985, GBML ventured into Computer Aided Designing services as part of its EBE
division. In 1990, Godrej Properties & Investments Limited (GPIL) was incorporated
to provide meticulously planned townships. In 1991, the Godrej group entered the
processed food and edible oil segment by incorporating Godrej Foods Ltd (GFL).
The animal feed division was spun off into a distinctly focused animal- feed and
agricultural input company in 1991-92 and was named Godrej Agrovet Limited
(GAVL). In 1993, GBML entered into a joint venture with General Electric (GE), US
and Godrej-GE Appliances was formed.
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'Parivartan'
In 2000, 'Parivartan' was launched in GSL with the objective of motivating
employees as well as imparting knowledge about the sales functions of GSL. A team
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of 18 senior executives from all divisions spanning sales, logistics and HR were
called on to provide necessary inputs.
GALLOP
GALLOP was instituted in early 2002 as a structured and organized inductiontraining program at Godrej. GALLOP aimed at nurturing the new recruits into
leaders and dynamic performers through this one-year program. The program started
with an induction speech by the chairman, followed by the speeches by the CEOs of
all the group companies.
The trainees were rotated in four departments other than their primary department
including a compulsory sales stint. This mandatory rotation in sales enabled the
trainees to get a hands-on experience in understanding the market.
Spark
The objective of the Spark program, initiated by GIL in September 2002, was to
"train the trainers". The training program was aimed at equipping the managers to
become successful coaches. GIL, in association with a Delhi-based HR consultant,
conducted a host of workshops to enable the managers assume the role of a coach.
E-Gyan
E-Gyan was the e-learning initiative of GIL launched in the second half of 2002. It
was an attempt to move away from traditional training methods of workshops and
help sharpen the intellect of the employees by self- learning initiatives. Initially,
Satyam Education Services Ltd was the content provider and rendered the entire
gamut of learning resources through its e-learning portal -learnatsatyam.com.
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Criticisms
One criticism against the training and development programs at Godrej was that
there were no measurement techniques to judge the effectiveness of the programs.
For example, no specific measures were developed to determine the extent to which
the interpersonal and negotiation skills training aided the employees to develop a
more robust business concept.
CHAPTER-4
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Conclusion:
Gone are the days when training was a 2 hour process on the first day of the job.
Training & Development has transformed from an add-on function to a core function
of companies. It has become more of a science with systematic rules and formats
guiding the companies on how to go about training and development. And that is the
way it should be.
Training and development is a necessity for both the trainer and the trainee. The
trainer (the company) would want to make its staff more efficient in this highly
competitive world. It would want its employees to know the latest trends and
technologies and use them according to the companys principles and objectives. The
trainees (staff) on the other hand, view training and development as a stepping stone
for enriching their career and fulfilling their personal needs. Training and
development is another round of education for them, the knowledge from which is to
be applied later. So, its more of a mutual necessity and agreement between the
companies and their respective employees when it comes to training and
development.
The future would demand more from the employees as well as the companies in
terms of productivity. New technology, multi-tasking, group culture, etc. will be
more emphasized upon. This means training and development is going to be even
more important, complex and rigorous. Companies already foresee this and are
already in preparations to make their staff better equipped. On this we conclude our
report with the following words Education ends with school but learning ends with
life.
There are many impediments which can make a training program ineffective.
Following are the major hindrances.
1. MANAGEMENT COMMITMENT IS LACKING AND UNEVEN: most
of the companies do not spend money on training. Those that do tend to
concentrate on managers, technicians and professionals. The rank-and-file
workers are ignored. This must change, for, as a result of rapid technological
change, combined with new approaches to organizational design and
production management workers are required to learn of new skills.
2. AGGREGARE SPENDING ON TRAINING IS INADEQUATE:
companies spend extremely small proportion of their revenues on training.
Worse still, budget allocation to training is the first item to be cut when a
company faces a financial crunch.
3. EDUCATION
INSTITUTIONS
AWARDS
DEGREES
BUT
GRADUATES LACK SKILLS: this is the reason why business must spend
vast sums of money to train workers in basic skills. Organizations also need
to train employees in multiple skills. Manager, particularly at the middle
level, need to be retrained in team playing skills, entrepreneurship skills
leadership and customer-orientation skills.
4. NO
HELP
TO
WORKERS
DISPLACED
BECAUSE
OF
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Recent Trends:
E-LEARNING
E-learning refers to the use of Internet or an organizational intranet to conduct
training on-line. E-learning is becoming increasingly popular because of the large
number of employees, who need training. Take Wipro, for example, out of its 17,500
employees, 2,500 are on site and 15,000 employees are in off-shore centers at
Bangalore, Hyderabad, Chennai, Pune and Delhi. How to organize training for all
these? Wipro also has a policy of subjecting any employee for a two-week training
every year. E-learning helps Wipro considerably. Similarly, at Satyam nearly 80% of
the 9,000 employees are logged into the in-house learning management system for
various courses. Infosys has almost 10% of its total training through e-Learning.
E-learning has come a long way from its early days when it was used extensively for
technical education such as learning new languages and familiarization with new
technologies. Today, firms are introducing soft skill modules as well. Satyam uses elearning modules on management provided by Harvard Manage Mentor Plus.
Satyam has even tied up with Universities 21-a consortium of 16 international
universities and Thomson learning-for an on-line MBA.
It is not that e-learning replaces traditional training system. In fact, e-learning
becomes more effective when blended with traditional learning methods. Many firms
use e-Learning as a prerequisite before classroom training popularly called blended
training, a combination of electric learning with classroom approach. Routine
training such as orientation, safety and regulation compliance is best handled in
classrooms. Learning that requires discussion, tutoring and team-work can go online, though it might also stay in the classroom.
Requisites for E-Learning: E-Learning does not simply mean putting existing
courses and materials on a website. Following requisites need to be provided before
launching learning on-line:
57
Potential learners are adequately computer literate and have ready access to
computers and the Internet
Disadvantages
May cause trainee anxiety
Not all trainees may be ready for eLearning
Not all trainees may have easy and
uninterrupted access to computers
Not appropriate for all training
content (e.g. leadership, cultural
change)
Requires significant upfront 'cost and
investment
No significantly greater learning
evidenced in research studies
Requires significant top management
support to be successful
Success Factors It is worth pointing out that organizations using e-Learning exhibit
a number of common success factors:
Cultural change has taken place about how training and learning happens and
is delivered;
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Learning needs that drive the technology rather than the other way around;
A range of people with different skills are involved, including expert trainers,
facilitators, champions of e-Learning and specialist web and graphic
designers
CHAPTER-5
Bibliography
Primary Data:
59
Secondary Data
Books referred:
SBI group Promotional Exams BANKING GUIDE G. Subramanian
Human Resource Management Gary Dessler
Indian Society of Training and Development
Newspapers:
An article from Times Ascent of Times of India on training - 17th February, 2010
Websites referred:
Sbi.co.in
Godrej.com
Wikipedia.org
Managementhelp.org
citeHR.com
Other sources:
Annual Report of SBI 2008-2009
Pdf files on training
60
Appendix
Questionnaire
What T&D process you follow in SBI?
What is the Training Strategy of SBI? How do you decide/identify on the T&D Programs (Tools) that are to be followed
in SBI? (also the priority- what is critical/what is urgent/what is important)?
Training Cycles and duration? Criteria for selecting particular training method
i.e. factors impacting the choice of Training method?
What are the various on the job and off the job methods implemented at SBI?
Any new trends apart from the traditional methods of training?
Any difficulty or challenges while conducting particular training program?
Any tie ups with Training Institutes/firms? In-house trainers or Trainers are hired
from Training Firms?
How do you prepare a Training Plan for each program, give an example of any
one training program in SBI?
What are the changes that have been observed over a period of time in terms of
T&D methodologies? Most preferred ones in SBI?
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