TREVAILS OF A

TRAINING MANAGER
SUBMITTED TO: SUBMITTED BY:
DR. MEENAKSHI MALHOTRA CHIRAG GARG
DEEPAK SHARMA
GURSEERAT GILL
KHUSHBOO KHAKHKHAR
(MBA HR 1)
TREVAILS
Difficulties that are experienced as part of
a particular situation.

TRAINING MANAGER
Training and development
managers teach training methods to
specialists. Training and development
managers oversee staff and plan, direct,
and coordinate programs to enhance the
knowledge and skills of an organization's
employees.
ABOUT THE COMPANY
◦ NAME OF THE COMPANY: SYSTEMS
◦ IN BUSINESS SINCE: 10 YEARS
◦ MANAGING DIRECTOR: PESU SHROFF
◦ TRAINING MANAGER: ASHWIN KUMAR
◦ TURNOVER: 25 CR.
◦ EMPLOYEES: 300
◦ FUNCTIONING: TRADING IN DOMESTIC AND IMPORTED PRODUCTS
◦ 80% CONTRIBUTION IN TURNOVER THROUGH ASSEMBLING ELECTRONIC
COMPONENT PRODUCTS.
◦ IMPORTS LAST YEAR: 10 CR.
CHALLENGES BEING FACED
◦ ACTIVITIES WERE PRODUCTION ORIENTED RATHER THAN MARKET ORIENTED,
BECAUSE OF NO MARKET COMPETITION.
◦ CHANGE IN GOI POLICIES.
◦ ECONOMIC LIBERALIZATION.
◦ IMPORTS HAD TO BE FINANCED BY EXPORTS.
◦ RESTRICTION ON MARGIN MONEY AND INTEREST RATE

DUE TO THIS CHALLENGE SYSTEMS HAS NO CHOICE BUT TO DISCONTINUE

IMPORTING SKD(SEMI KNOCKDOWN KITS.)
OPTIONS WITH THE
MANAGEMENT
◦FIRST: TO BUILD UP DOMESTIC TRADING ACTIVITY
RAPIDLY.
◦SECOND: ASSEMBLE RAW MATERIAL LOCALLY.
◦THIRD: PERSUE AFTER SALES SERVICE
◦TO GENERATE REVENUE.
◦TO ESTABLISH ENDURING CLIENT.

THE SURVIVAL WILL DEPEND ON HOW

QUICKLY IT COULD TRAIN ITS PEOPLE AND
TO BECOME MARKET ORIENTED AND
CUSTOMER FRIENDLY.
CASE
◦ THE M.D. PESU SHROFF TOLD THE TRAINING MANAGER ASHWIN KUMAR, THAT
HE WOULD NEED TO TAKE FULL RESPONSIBILITY OF TRAINING THE STAFF TO BE
COMPETENT IN THE AREA OF MARKETING SKILLS.
◦ HOWEVER, HE HAD NO BELIEF THAT NON-TECHNICAL TRAINING WOULD BE OF
ANY HELP.
◦ THIS MADE KUMAR UNEASY AND HE IMMEDIATELY INITIATED THE T&D
PROGRAM.
◦ HE EVOLVED SPECIFIC TRAINING PROGRAMS FOR:
◦ WOKERS
◦ SHOP FLOOR SUPERVISORS
◦ ADMIN STAFF
◦ SENIOR FUNCTIONAL EXECUTIVES
◦ FIELD SALESMEN
THE BEGINNINGS
◦ STARTED WITH 10 SALESMEN.
◦ 2 DAYS TRAINING SESSIONS.
◦ SALES MANAGER AGREED HALF HEARTEDLY.
◦ THE FIRST DAY SESSION WAS A DISASTER BECAUSE OF:
◦ NO INTEREST IN PROCEEDINGS.
◦ EMPLOYEES CONSIDERED IT A WASTE OF TIME.
◦ EMPLOYEES THOUGHT THAT INFORMAL WAYS OF MARKETING WERE MORE EFFECTIVE.
◦ THE SECOND DAY WAS A DISASTER AS WELL BECAUSE OF:
◦ HIGH ABSENTEEISM.
◦ LACK OF INTEREST.
KUMAR’S ANALYSIS
◦ RESISTENCE IS NATURAL, AND HE FACED THE SAME IN HIS PREVIOUS
ORGANISATION AS WELL.
◦ HE KNEW THAT HIS TRAINING CAPSULE WAS VERY EFFECTIVE.
◦ HE WAS AWARE THAT TRAINING NEEDS WERE UNIVERSAL.
◦ HE WAS CONFIDENT ABOUT HIS APTITUDE AND INTEREST IN THIE FIELD.
◦ THE ENLISTED HIS ERRORS IN THIS CASE:
◦ HE SHOULD HAVE INVOLVED THE M.D. IN THE INAUGURATION PROCESS TO GIVE IT AN AIR
OF FORMALITY.
◦ HE SHOULD HAVE STARTED WITH SENIOR EXECUTIVES FIRST.
KUMAR WAS NOT READY TO ACCEPT THIS FAILURE! HE STARTED FINDING
WAYS TO UNDO THE DAMAGE.
WHAT
SHOUL
D
KUMA
R DO?
POSSIBLE SOLUTIONS
◦ INVOLVE THE M.D. TO FORMALIZE THE PROGRAM.
◦ START FROM SENIOR EXECUTIVES FIRST, TO SET A GOOD EXAMPLE.
◦ COMMUNICATE THE REASONS AND BENEFITS OF THESE T&D SESSIONS SO
AS TO ENCOURAGE AND MOTIVATE THE EMPLOYEES TO BE A PART OF IT.
◦ CONVINCE THE EMPLOYEES THAT CHANGE IS INEVITABLE, KEEPING IN
MIND THE CURRENT MARKET SITUATION, THEY WOULD NEED TO SWITCH
TO MODERN TECHNIQUES OF SELLING.
◦ REWARD AND INCENTIVE SYSTEMS TO BE PUT IN PLACE FOR TOP
PERFORMERS AND QUICK LEARNERS.
◦ CONDUCT AN EXPERIMENTAL RESEARCH WITH A PLACEBO GROUP AND A
CONTROL GROUP TO SHOW THAT T&D SHOWS POSITIVE WORK RESULTS,
OF THE PREVIOUS ORGANISATION.
THANK YOU