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8/3/2019 telenorstrainingsystem-12703910918643-phpapp01

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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

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