Post on 06-Apr-2018
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Presented By
Muhammad Mahmood Aslam
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Brief overview of Telenor HRD Department and its functions
Challenges faced by HRD department
Framework for HRD Department Conclusion
Recommendation
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Worlds 7th largest Telecom Company Total Subscriber of 19.98 million-y 2009
Telenor Investment in Pakistan is 2 billion
USD Telenor is creating 2500 direct while 25000
indirect employment opportunities
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To increased profitable growth-2011 To strengthen performance culture
To develop a competitive advantage
To provide a superior customer experience To ensure best practice benchmarking across
the Group
To drive change and constant renewal
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Central I Central II
North
South
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Training development Organizational development
Career development
The new learning and performance wheel Strategic management and HRD
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Increasing workforce diversity Competing in a global economy
Eliminating the skill gaps
The need for life long learning Facilitating the life long learning
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In house training Outsource training
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System related training Product related training
Technical training
Front end desk training Operational wise training
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Moral building Attitude building
Executive training
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Employees are really satisfied with the normsand values of the Telenors internal structure.
The 90% of the employees of the Telenor takethe training most effective.
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Flat structure of communication Hierarchy of the organization is well managed
Vertical as well as horizontal communication
Training as a necessary component
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HRD department follow a framework whichconsists of four major steps:
Training need assessment phase
Training design phase
Implementation phase
Evaluation phase
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Organization level Individual level
Operational level
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Training Need
Organizational
level
Individual
level
Operational
level
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WHO CONDUCTS NEEDS ANALYSIS & WHY? WHOISTHE TRAINEE?
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Techniques for Determining Specific TrainingNeeds Observation
Interviews
Questionnaires Performance Appraisal
Job description
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The Trainer
The TraineesTraining ClimateTrainees Learning Style
Training Topics
Training Strategies Support Facilities Constraints
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The TrainerBefore starting a training program, a traineranalyzes his technical, interpersonal, judgmentalskills in order to deliver quality content to trainers.
The TraineesIn training design there should be a close scrutiny
of the trainees and their profiles. Age, experience,
needs and expectations of the trainees are some ofthe important factors that affect training design. Training Climate
There should be a good training climate, a goodtraining climate comprises of ambience, tone,feelings, and positive perception for trainingprogram, etc is one of the necessary conditions oftraining design.
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Trainees Learning StyleThe learning style, age, experience, educationalbackground of trainees must be kept in mind in
order to get the right pitch to the design of theprogram.
Training StrategiesOnce the training objective has been identified,
the trainer translates it into specific training
areas and modules. The trainer prepares thepriority list of about what must be included,what could be included.
Training TopicsAfter formulating a strategy, trainer decidesupon the content to be delivered. Trainers break
the content into headings, topics, ad modules.
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Contents are then sequenced in a following manner: From simple to complex
Topics are arranged in terms of their relative
importance From known to unknown
From specific to general
Dependent relationship
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Trainees background
Time allocated Style preference of trainer
Level of competence of trainer
Availability of facilities and resources.
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Support Facilities These are of two Types
Printed
Audio visual
The various requirements in a trainingprogram are
white boards flip charts
markers.etc
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Constraints Time
Accommodation, facilities and their
availability Furnishings and equipments
Budget
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Training evaluation ensures that whethercandidates are able to implement theirlearning in their respective workplaces, orto the regular work routines.
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PURPOSES OF TRAINING EVALUATIONThe five main purposes of training
evaluation are
Feedback
Research
Intervention
Power
Control
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Before Training the learners skills and knowledge are assessed before the
training program
During Training It is the phase at which instruction is started. This phase
usually consist of short tests at regular intervals. AfterTraining It is the phase when learners skills and knowledgeare assessed again to measure the effectiveness of thetraining.
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In house Training
Observation
Questionnaire
Interview
Quizzes
Outsource Training
Execution on the job after Training
During Execution at the job
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Senior Management The Trainer Line Management The Training Manager The Trainee
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Proper Training Programs.
Discussion with Trainer about Training.
Growth Opportunities.
Motivate Employees.
Friendly Environment.
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Trainer Must be well Trained .
Training must be a continuous process,and results of the Training must be
Evaluate. Provide training in chunks that are
scheduled over a period of time.
Every individual, supervisor, attend TrainingSession.
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practice active learning principles; honor avariety of learning styles.
Make use of session pre-work during the actualtraining session.
Increase trainee investment in the session byengaging them in tasks requiring action.
Provide reference materials and job aids forreview after the session.
During the session, discuss how to address reallife scenarios, and barriers.
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Questions