Trainind and Development in Reliance Money

7/30/2019 Trainind and Development in Reliance Money

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ACKNOWLEDGEMENT

I take the opportunity to express our gratitude to all the concerned people who have

directly or indirectly contributed towards completion of this project. I extend my sincere

gratitude towards Reliance Money for providing the opportunity and resources to work

on this project.

I am extremely grateful to Mrs. NAFISA SHEIKH, my mentor in Reliance for her

guidance and invaluable advice during the projects. Also to my guide, Mr

____________ insight encouraged me to go beyond the scope of the project and this

broadened me learning on this project.I also want to show my gratitude to Dr. _______________ whose insight helped me tocomplete this project


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PREFACE

The global economy of the day has endangered the survival of every organization and

in particular those who want to have a competitive edge over the others. The

competitive edge may be a distant dream in the absence of Superior Quality Products

which otherwise is the function of well-trained employees. Today resources are scarce

and have to be used carefully and trainers of all kinds are required to justify their

position and account for their activities. Training activities, which are ill directed and

inadequately focused, do not serve the purpose of the trainers. The trainees or the

organization hence identification of training needs becomes the top priority of every

progressive organization. Identification of training needs, if done properly, provides the

basis on which all other training activities can be considered and will lead to multi

skilling, fitting people to take extra responsibilities increasing all round competence and

preparing people to take on higher level responsibility in future.


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Content

TOPIC

CHAPTER 1:

(i)Introduction

(ii)Scope and Objectives

(iii)Executive Summary

CHAPTER 2:

(i)Introduction to Reliance

(ii)About the project

(iii)Training and Development

(iv)Importance of Training

(v)Objectives of Training

CHAPTER 3:

(i)Learning and Training

(ii)Training inputs

(iii) Benefits of training(iv) Methods of training

(v) Training Design

(vi) Training method used in Reliance

CHAPTER 4:

(i)Methodology of the project

(ii)Data interpretation and analysis

(iii)Findings

(iv)Questionnaire

CHAPTER 5:

(i) Limitations

(ii) Suggestions


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(iii) Conclusion

CHAPTER 6: (i) Bibliography


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CHAPTER-1

INTRODUCTION

Employee training tries to improve skills, or add to the existing level of knowledge

so that employee is better equipped to do his present job, or to prepare him for a

higher position with increased responsibilities. However individual growth is not

and ends in itself. Organizational growth need to be measured along with

individual growth.

Training refers to the teaching /learning activities done for the primary purpose of

helping members of an organization to acquire and apply the knowledge skills,

abilities, and attitude needed by that organization to acquire and apply the same.

Broadly speaking training is the act of increasing the knowledge and skill of an

employee for doing a particular job.

In todays scenario change is the order of the day and the only way to deal with it

is to learn and grow. Employees have become central to success or failure of an

organization they are the cornucopia of ideas. So it high time the organization

realize that train and retain is the mantra of new millennium.


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SCOPE OF THE STUDY

The scope of the study covers in depth, the various training practices, modules,

formats being followed and is limited to the company Reliance Money and its

employees. The different training programmes incorporated/facilitated inReliance Money through its

faculties, outside agencies or professional groups. It also judges the enhancement

of the

Knowledge & skills of employees and feedback on its effectiveness.


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OBJECTIVE OF THE STUDY

The broad objective of the study of training policies in Reliance Money is to study

the impact of training on the overall skill development of workers. The specific

objectives of the study are:

1. To examine the effectiveness of training in overall development of skills of

Work force.

2. To examine the impact of training on the workers.

3. To study the changes in behavioral pattern due to training.

4.To measure the differential change in output due to training

5.To compare the cost effectiveness in implanting training programmes.

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.

It is being increasing common for individual to change careers several times

during their working lives. The probabilities of any young person learning a job

today and having those skills go basically unchanged during the forty or so years if

his career is extremely

Unlikely, may be even impossible. 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.

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 is good to any organization in reaping the benefits from the money


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invested interms like (ROI) i.e. return on investment. What are the ways we can

identify the training need of any employee and how to know what kind of training

he can go for? Training being covered in different aspect likes integrating it with

organizational culture. The best and latest available trends in training method,

The benefits which we can derive out of it. How the evaluation should be done

and how

Effective is the training all together.

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

best out of it.

Development is integral part of training if somebody is trained properly and

efficiently the developments of that individual and the company for whom he is

working. Here we discussed about development of employee, how to identify the

needs, and after developing how to develop executive skill to sharpen their

knowledge. Learning should be the continuous process and one should not

hesitate to learn any stage. Learning and developing is fast and easy at Reliance

Money.


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CHAPTER-2

Introduction to Reliance Anil Dhirubhai Ambani Group

The Reliance Anil Dhirubhai Ambani Group is among Indias top three

private sector business houses on all major financial parameters, with a group

market capitalization of Rs 200,000 crore (US$ 50 billion), and net worth to the

tune of Rs 58,000 crore (US$ 13

Billion) Across different companies, the group has a customer base of over 150

million, the largest in India, and a shareholder base of over 12 million, among the

largest in the World.Through its products and services, the Reliance - ADA Group touches the life of 1

in 8 Indians every single day. It has a business presence that extends to over 5000

towns and Cities in India, and served by 12,000 distribution outlets, 500,000

business partners and 30,000 strong motivated workforce.

The interests of the Group range from communications (Reliance

Communications) and

Financial services (Reliance Capital Ltd), to generation, transmission and

distribution of

Power (Reliance Energy), infrastructure, media and entertainment.


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Introduction to Reliance Money

Reliance Money provides investors with the facility of anytime-anywhereonline trading in all major asset classes, namely:

Equities, Equities and Commodity derivatives IPOs, Mutual Funds

Life and General Insurance products

Foreign exchange derivatives

Money transfer, Money changing,

Precious metal retailing

Credit Cards

Loans

Wealth Management products

Network of kiosks have been set up across the country to facilitate the above

trading activities

Reliance Money provides entire commodity related services such as broking

distribution and warehouse receipt financing

Expanded its presence to 20,000 touch points. It has 10,000 outlets across

5,000 towns and cities across India.

Currently 2200+ employees across 162 locations spread across the country.

The Corporate Office at Worli, Mumbai has approx 350 people belonging to

these various functions

Acquired 2.5 million customers

Accounts for daily traded volumes of over Rs 2,000 crore ( US$ 454 million),

or 3-4 % of the average daily volume of transactions logged on the stock

exchanges

Among the Top 3 private sector companies in financial services sector

Moved into International arena- West Asia, South East Asia, Africa and

Europe


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Our Mission

. is to attract, nurture & retain a team of competitive, growth oriented talentwho:-

consistently deliver share-holder returns of 20%+ year-on-year

are responsive to Employee Needs &achieving an employee satisfaction index of

90%+ and

are committed to making Reliance Capital among the top 3 Best Employers to

work for in India through Transparent & Robust HR processes.


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Our Chairmans Vision

We live in a world where the young are reaching higher, dreaming biggerand demanding more; a world that is challenging the limits of hope and

possibility.

Nowhere is this more strikingly visible than in India a country that wakes up

every morning a little younger in age, but infinitely more ambitious in spirit.


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About The Project

The duration of my project was of two months during these two months Idid many things regarding my project as I was also the part of operations Ialso

understands how the operations department works at Reliance money.How the

shares of the client are kept in electronic form in the clients account and how it is

dematerialized by operations department at Reliance money.


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TRAINING AND DEVELOPMENT

It is a subsystem of an organization. It ensures that randomness is reducedand learning or behavioral change takes place in structured format.

TRADITIONAL AND MODERN APPROACH OF TRAINING

AND DEVLOPMENT

Traditional Approach Most of the organizations before never used to

believe in training. They were holding the traditional view that managers are born

and not made.There were also some views that training is a very costly affair and not worth.

Organizations used to believe more in executive pinching. But now the scenario

seems to be changing.

The modern approachof training and development is that Indian

Organizations have realized the importance of corporate training. Training is now

considered as more ofretention tool than a cost. The training system in Indian

Industry has been changed tocreate a smarter workforce and yield the best

results.


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TRAINING DEFINED

It is a learning process that involves the acquisition of knowledge,sharpening of skills, concepts, rules, or changing of attitudes and behaviors to

enhance the performance of employees.

Training is activity leading to skilled behavior

Its not what you want in life, but its knowing how to reach it

Its not where you want to go, but its knowing how to get there

Its not how high you want to rise, but its knowing how to take off

It may not be quite the outcome you were aiming for, but it will be an outcome

Its not what you dream of doing, but its having the knowledge to do it

It's not a set of goals, but its more like a vision

Its not the goal you set, but its what you need to achieve it

Training is about knowing where you stand (no matter how good or bad thecurrent


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Situation looks) at present, and where you will be after some point of time.

Training is about the acquisition of knowledge, skills, and abilities (KSA) through

professional development


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Importance of Training and Development

Optimum Utilization of Human Resources Training and Development helps in

optimizing the utilization of human resource that further helps the employee to

achieve the organizational goals as well as their individual goals.

Development of Human Resources Training and Development helps to provide

an opportunity and broad structure for the development ofhuman resources

technical and behavioral skills in an organization. It also helps the employees in

attaining personal growth.

Development of skills of employees Training and Development helps in

increasing the job knowledge and skills of employees at each level. It helps to

expand the horizons of human intellect and an overall personality of the

employees

Productivity Training and Development helps in increasing the productivity ofthe employees that helps the organization further to achieve its long-term goal

Team spirit Training and Development helps in inculcating the sense of team

work,team spirit, and inter-team collaborations. It helps in inculcating the zeal to

learn within the employees.

Organization Culture Training and Development helps to develop and improve

the organizational health culture and effectiveness. It helps in creating thelearning culture within the organization.


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Organization Climate Training and Development helps building the positive

perception and feeling about the organization. The employees get these feelings

from leaders, subordinates, and peers.

Quality Training and Development helps in improving upon the quality of work

and work-life.

Healthy work-environment Training and Development helps in creating the

healthy working environment. It helps to build good employee, relationship so

that individual goals aligns with organizational goal.

Health and Safety Training and Development helps in improving the health

and safety of the organization thus preventing obsolescence.

Morale Training and Development helps in improving the morale of the work

force.

Image Training and Development helps in creating a better corporate image.

Profitability Training and Development leads to improved profitability and

more positive attitudes towards profit orientation.

Training and Development aids in organizational development i.e. Organization

gets more effective decision making and problem solving. It helps in

understanding and carrying out organizational policies.

Training and Development helps in developing leadership skills, motivation,

loyalty, better attitudes, and other aspects that successful workers and managers

usually display.


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TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure

the availability of a skilled and willing workforce to an organization. In addition to

that, there are four other objectives: Individual, Organizational, Functional, and

Societal.

Individual Objectives help employees in achieving their personal goals, which in

turn, enhances the individual contribution to an organization.

Organizational Objectives assist the organization with its primary objective by

bringing

individual effectiveness.

Functional Objectivesmaintain the departments contribution at a level suitable

to the

organizations needs.

Societal Objectives ensure that an organization is ethically and socially

responsible to

the needs and challenges of the society.


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Importance of Training Objectives

Training objective is one of the most important parts of training program.

While some people think of training objective as a waste of valuable time. The

counterargument here is that resources are always limited and the training

objectives actually lead the design of training. It provides the clear guidelines and

develops the training program in less time because objectives focus specifically on

needs. It helps in adhering to a plan.

Training objectives tell the trainee that what is expected out of him at the end of

the training program. Training objectives are of great significance from a number

of stakeholder perspectives.

1. Trainer

2. Trainee

3. Designer

4. Evaluator

Trainer The training objective is also beneficial to trainer because it helps the

trainer to measure the progress of trainees and make the required adjustments.Also, trainer comes in a position to establish a relationship between objectives

and particular segments of training.


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Trainee The training objective is beneficial to the trainee because it helps

in reducing the anxiety of the trainee up to some extent. Not knowing anything or

going to a placewhich is unknown creates anxiety that can negatively affect

learning. Therefore, it isimportant to keep the participants aware of the

happenings, rather than keeping it surprise.

Secondly, it helps in increase in concentration, which is the crucial factor to make

the training successful. The objectives create an image of the training program in

trainees mind that actually helps in gaining attention.

Thirdly, if the goal is set to be challenging and motivating, then the likelihood of

achieving those goals is much higher than the situation in which no goal is

Set.


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Therefore, training objectives helps in increasing the probability that the

participants will be successful in training.

Designer The training objective is beneficial to the training designer because if

the designer is aware what is to be achieved in the end then hell buy the training

package according to that only. The training designer would then look for the

training methods, training equipments, and training content accordingly to

achieve those objectives.

Furthermore, planning always helps in dealing effectively in an unexpected

situation.

Consider an example; the objective of one training program is to deal effectively

with customers to increase the sales. Since the objective is known, the designer

will design a training program that will include ways to improve the interpersonal

skills, such as verbal

and non verbal language, dealing in unexpected situation i.e. when there is a

defect in a product or when a customer is angry.

Therefore, without any guidance, the training may not be designed appropriately.

Evaluator It becomes easy for the training evaluator to measure the progress of

the trainees because the objectives define the expected performance of trainees.

Training objective is an important to tool to judge the performance of

participants.


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Training and Human Resource Management

The HR functioning is changing with time and with this change, the relationship

between the training function and other management activity is also changing.

The training and development activities are now equally important with that of

other HR functions.

Gone are the days, when training was considered to be futile, waste of time,

resources, and money. Now-a-days, training is an investment because the

departments such as, marketing & sales, HR, production, finance, etc depends on

training for its survival. If training is not considered as a priority or not seen as a

vital part in the organization, then it is difficult to accept that such a company has

effectively carried out HRM.

Training actually provides the opportunity to raise the profile development

activities in the organization

To increase the commitment level of employees and growth in quality movement

(concepts of HRM), senior management team is now increasing the role of

training.

Such concepts of HRM require careful planning as well as greater emphasis on

employee development and long term education.

Training is now the important tool of Human Resource Management to control

the attrition rate because it helps in motivating employees, achieving their

professional and personal goals, increasing the level of job satisfaction, etc. As a

result training is given on a variety of skill development and covers a multitude of

courses.


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Role of HRD Professionals in Training

This is the era of cut-throat competition and with this changing scenario of

business; the role of HR professionals in training has been widened. HR role now

is:

1. Active involvement in employee education

2. Rewards for improvement in performance

3. Rewards to be associated with self esteem and self worth

4. Providing pre-employment market oriented skill development education and

post employment support for advanced education and training

6.Flexible access i.e. anytime, anywhere training.


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Models of Training

Training is a sub-system of the organization because the departments suchas, marketing & sales, HR, production, finance, etc depends on training for its

survival. Training is a transforming process that requires some input and in turn it

produces output in the form of knowledge, skills, and attitudes (KSAs).


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THE TRAINING SYSTEM

A System is a combination of things or parts that must work together to

perform a particular function. An organization is a system and training is a sub

system of the organization. The System Approach views training as a sub system

of an organization.

System Approach can be used to examine broad issues like objectives, functions,

and aim. It establishes a logical relationship between the sequential stages in the

process of training need analysis (TNA), formulating, delivering, and evaluating.

There are 4 necessary inputs i.e. technology, man, material, time required in

every system to produce products or services. And every system must have some

output from these inputs in order

to survive. The output can be tangible or intangible depending upon the

organizations requirement. A system approach to training is planned creation of

training program. This approach uses step-by-step procedures to solve the

problems.

Under systematic approach, training is undertaken on planned basis. Out of this

planned effort, one such basic model of five steps is system model that isexplained below.

Organization are working in open environment i.e. there are some internal and

external forces, that poses threats and opportunities, therefore, trainers need to

be aware of these forces which may impact on the content, form, and conduct of

the training efforts.

The internal forces are the various demands of the organization for a better

learning environment; need to be up to date with the latest technologies.

The three model of training are:

System Model Instructional System Development Model

Transitional model


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System Model Training

The system model consists of five phases and should be repeated on a

regular basis to make further improvements. The training should achieve the

purpose of helping employee to perform their work to required standards. The

steps involved in System

Model of training are as follows:

1.Analyze and identify the training needs i.e. to analyze the department, job,

2. Employees requirement, who needs training, what do they need to

learn,estimating training cost, etc The next step is to develop a performance

measure on the basis of which actual performance would be evaluated.

3. Design and provide training to meet identified needs. This step

requiresdeveloping objectives of training, identifying the learning steps,

sequencing and structuring the contents.

4. Develop- This phase requires listing the activities in the training program that

will assist the participants to learn, selecting delivery method, examining the

trainingmaterial, validating information to be imparted to make sure it

accomplishes allthe goals & objectives.

5. Implementing is the hardest part of the system because one wrong step can

lead to the failure of whole training program.


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6. Evaluating each phase so as to make sure it has achieved its aim in terms of

subsequent work performance. Making necessary amendments to any of the

previous stage in order to remedy or improve failure practice transformation, or

may be promising to meet some other deadlines


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Instructional System Development Model(ISD)Model

Instructional System Development model was made to answer the training

problems.

This model is widely used now-a-days in the organization because it is concerned

with the training need on the job performance.

Training objectives are defined on the basis of job responsibilities and job

description and on the basis of the defined objectives individual progress is

measured. This model also helps in determining and developing the

favorable strategies, sequencing the content, and delivering media for the types

of training objectives to be achieved.

The Instructional System Development model comprises of five

stages:

1.A NA LY SI S This phase consist of training need assessment, job

analysis, and target audience analysis.

2.PLA N NI N G This phase consist of setting goal of the learning outcome,

instructional objectives that measures behavior of a participant after the training,

types of training material, media selection, methods of evaluating the trainee,

trainer and the training program, strategies to impart knowledge i.e. selection of

content, sequencing of content, etc.


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3.D EV ELOPMEN T This phase translates design decisions into training

material.

It consists of developing course material for the trainer including handouts,

workbooks, visual aids, demonstration props, etc, course material for the trainee

including handouts of summary.

4.EX ECU TI ON This phase focuses on logistical arrangements, such as

arranging speakers, equipments, benches, podium, food facilities, cooling,

lighting, parking,and other training accessories.

5.EV A LU A TI ON The purpose of this phase is to make sure that the

training program has achieved its aim in terms of subsequent workperformance.

This phase

consists of identifying strengths and weaknesses

and making necessary amendments to any of the previous stage in order

to remedy or improve failure practices.

The ISD model is a continuous process that lasts throughout the training program.

Italso highlights that feedback is an important phase throughout the entirtraining

program. In this model, the output of one phase is an input to the next phase.


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Transitional model focuses on the organization as a whole. The outer loop

describes thevision, mission and values of the organization on the basis of which

training model i.e.inner loop is executed.

V I S I O N focuses on the milestones that the organization would like to achieve

after the defined point of time. A vision statement tells that where the

organization sees itself few years down the line. A vision may include setting a

role mode, or bringing some internal transformation, or may be promising to

meet some other deadlines

M I S S I O N explain the reason of organizational existence. It identifies the

position in the community. The reason of developing a mission statement is to

motivate, inspire, and inform the employees regarding the organization. The

mission statement tells about the identitythat how the organization would like to

be viewed by the customers, employees, and allother stakeholders.

V A L U E S is the translation of vision and mission into communicable ideals. It

reflects the deeply held values of the organization and is independent of current

industry environment. For example, values may include social responsibility,

excellent customer service, etc.

The mission, vision, and values precede the objective in the inner loop. This model

considers the organization as a whole. The objective is formulated keeping thesethree things in mind and then the training model is further implemented.


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TRAIN AND RETAIN TO STOP THE DRAIN

In todays competitive world, where margins are constantly under pressure,

trainingbudgets are the first to axed. So it becomes imperative that the training

model that isevolved should be less capital intensive and not dependent upon

profit margins andprofitability.

Although training needs are identified much before training programmed

actually commence but still some crucial points are left some un-addressed.


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For example very little is done to know the opinion of the employee about

training need identified for him as to what he feels about the same .99% cases

employee is nominated by higher authoritiesinstead of chancebeing given to

volunteer program under the notion that boss is always right and he knows the

best off. Taking this in context there are

many organization where some employee who are earmarked are regularly

nominated to attend training program. He is stressed out, why dont pack him up

for a training program approach.


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CHAPTER-3

LEARNING AND TRAINING

Irrespective of the type or method of training, a trainer has to keep in mind

some of the principles of learning or motivation, which would enhance

internationalization of what is taught.

Motivation

A trainee needs to have a desire to learn and benefit from the programme.

If the is notinterested, or is de-motivated, the learning outcome is going to be

insignificant and thecompany will have spent its money badly. On the other hand,

being too intense aboutlearning and outcome may result in setting over

ambitious goals for the individual.

Reinforcement

Following on the concept of motivation is that of reinforcement. For

learning to takeplace and be internalized to the desired extent, a trainee is

rewarded or given someencouragement. This reinforcement, or the

acknowledgement that what has been acquiredis desirable, can be either an

extrinsic or intrinsic reward-external praise or some tangiblereward, or the

individuals feeling of a sense of progress. Current stress is on positivesupport and

helpful behavior, even when mistakes are made

Feedback

During the training process, it is useful for the trainee to be told how he is

progressing.Several researchers have confirmed that knowledge of results is an


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effective motivator.Constant and periodic feedback has positive effects on the

trainees learning. Unless thetrainee knows how close his performance comes to

the desired standard, he will not havean opportunity to improve. Feedback

therefore provides a basis for correcting oneself.Secondly, feedback helps to

sustain the trainees interest in the task, or in each learningthat is taking place, by

bringing greater involvement with the learning process. Iffeedback is to be

meaningful, it should follow a learning segment as quickly as possible.

Transfer of Learning

The maximum use of training can be made if the trainee is able to transfer

his learning tohis actual work role. This is possible if identical elements are

incorporated in the trainingsituation from the job role, either existing or

proposed. The more similar the learningsituation is to the job situation, the higher

the degree of transfer the trainee can expect,and hence the grater the relevance

of the training programme.

Repetition

Repetition etches a pattern into our memory, e.g., when one studies for an

examination, it is necessary to repeatedly to over ideas so that they can be

recalled later.


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Relevance

Relevance relates to the meaningful fuse of material, which aids learning,

e.g., trainersusually explain in the overall purpose of a job to trainees before

assigning them aparticular task.

TRAINING INPUTS

There are three basic types of inputs;

(i)Skills

(ii)Attitude

(iii)Knowledge.

The primary purpose of training is to establishing a sound relationship is at

its best when the workers attitude to the job is right, when the workers

knowledge of the job is adequate, and he has developed the necessary skills.

Training activities in an industrial organization are aimed at making desired

modifications in skills, attitudes and knowledge of employee so that they perform

their jobs most efficiently and effectively.


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BEST TIME TO IMPART TRAINING TO EMPLOYEE

1.NEW RECRUITS TO THE COMPANY

These have a requirement for induction into the company as a whole in

terms of its business activities and personnel policies and provisions, the terms,

conditions and benefits appropriate to the particular employee, and the career

and advancement opportunities available.

2. TRANSFEREES WITHIN THE COMPANY

These are people who are moved from one job to another, either within

the same work area, i.e. the same department or function, or to dissimilar work

under a different management. Under this heading we are excluding promotions,

which take people into entirely new levels of responsibility.

3.P ROMOTIONS

Although similar to the transferee in that there is a new job to be learned in

new surroundings, he is dissimilar in that the promotion has brought him to a new

level of supervisory or management responsibility. The change is usually too

important and difficult to make successfully to permit one to assume that thepromotes will pick it up ashe goes along and attention has to be paid to training in

the tasks and the responsibilities and personal skills necessary for effective

performance.


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4. NEW PLANT OR EQUIPMENT

Even the most experienced operator has everything to learn when a

computer and electronic controls replace the previous manual and electro-

mechanical system on the process plant on which he works. There is no less atraining requirement for the supervisors and process management, as well as for

technical service production control and others.

5. NEW PROCEDURES

Mainly for those who work in offices in commercial and administrative functionsbut also for those who we workplace is on the shop floor or on process plant on

any occasion on which there is a modification to existing paperwork or procedure

for, say the withdrawal of materials from stores, the control of customer credit

the approval of expense claims, there needs to be instruction on the change in

the way of working in many instances, atone bringing the attention of all

concerned the change is assume to be sufficient, but there are cases, such as

when total new systems in corporating IT up dates are installed, when more

thorough training is needed.

6. NEW STANDARDS, RULES AND PRACTICES

Changes in any one these are likely to be conveyed by printed note or by

word of mouth by the manager to his subordinates, and this can be the most

satisfaction way of dealing with the change from the point of view of getting

those affected to understand their new responsibility. However not all changesunder this heading can be left to this sort of handling. Even the simplest looking

instruction may be regarded as undesirable or impracticable by whoever has to

perform it he may not understand the purpose behind the change and lose

confidence in a management which he now believes to be messing about, or he


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may understand the purpose and have a better alternative to offer if it is not too

late.

7. NEW RELATIONSHIP AND AUTHORITIES

These can arise, as a result of management decisions, in a number of ways.

In examples, the recognition of the accounts department can result in a

realization of responsibilities between the section leaders of credit control,

invoicing and customer records, although there is no movement of staff between

the sections (i.e. no transfers). Although the change in work content for each clerk

and supervisor is defined clearly for each person in the new procedures, there is

nevertheless a need for each person to know where he stands

We shall see that at the level of pure training there is an evaluation to be

made, but that

the principal evaluation is at a higher level in the chain.

First the chain of intentions is clear at the outset

1. The forecourt attendants were to receive training to a defined level of

competence.

2. They were then to apply their new capability correctly during the service that

they gave to motorists.


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3. The motorists would respond to this with a reaction of pleasure and would

tend to use that particular station rather more, thus increasing the amount of

gasoline sold.

4.The increased sales, and negligible increased costs, would improve the revenue

and the profits.


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A TRAINING TOOL: INSPIRING OTHERS

In the new era new era, challenges for the trainer are to create learning

environment.Trainer needs to innovate new ways design and deliver the training

inputs. Wide range oftechnique like interactive methods like teaching,

experiential learning cases inventoriesgames, including humour. Where as we

have the ancient way of story telling as apowerful tool to create learning for adult

managers of industry. Sharing ones ownperception, experience and ideas learning

value can be increased exponentially.

Methods of Training

There are various methods of training, which can be divided in to cognitive

and behavioral methods. Trainers need to understand the pros and cons of each

method, also its impact on trainees keeping their background and skills in mind

before giving training.

Cognitive methods are more of giving theoretical training to the trainees. Thevarious methods under Cognitive approach provide the rules for how to do

something, written or verbal information, demonstrate relationships among

concepts, etc.

These methods are associated with changes in knowledge and attitude by

stimulating learning. The various methods that come under Cognitive approach

are:

LECTURES A Method of Training

It is one of the oldest methods of training. This method is used to create

understanding of a topic or to influence behavior, attitudes through lecture. A

lecture can be in printed or oral form. Lecture is telling someone about


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something. Lecture is given to enhance the

knowledge of listener or to give him the theoretical aspect of a topic. Training is

basically incomplete without lecture. When the trainer begins the training session

by telling the aim, goal, agenda, processes, or methods that will be used in

training that means the trainer is using the lecture method. It is difficult to

imagine training without lecture format. There are some variations in Lecture

method.

The variation here means that some

forms of lectures are interactive while some are not.

Straight Lecture: Straight lecture method consists of presenting information,

which the trainee attempts to absorb. In this method, the trainer speaks to a

group about a topic.

However, it does not involve any kind of interaction between the trainer and the

trainees.

A lecture may also take the form of printed text, such as books, notes, etc. The

differencebetween the straight lecture and the printed material is the trainers intonation,

control of speed, body language, and visual image of the trainer. The trainer in

case of straight lecture can decide to vary from the training script, based on the

signals from the trainees, whereas same material in print is restricted to what is

printed.

A good lecture consists of introduction of the topic, purpose of the lecture, and

priorities and preferences of the order in which the topic will be covered.


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Main Features of Lecture Method

Some of the main features of lecture method are:

Inability to identify and correct misunderstandings

Less expensive

Can be reached large number of people at once

Knowledge building exercise

Less effective because lectures require long periods of trainee inactivity

Demonstration Training Method

This method is a visual display of how something works or how to do something.

As an example, trainer shows the trainees how to perform or how to do the tasks

of the job. In order to be more effective, demonstration method should be should

be accompanied by the discussion or lecture method.

To carry out an effective demonstration, a trainer first prepares the lesson plan by

breaking the task to be performed into smaller modules, easily learned parts.


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Then, the trainer sequentially organizes those modules and prepares an

explanation for why that part is required. While performing the demonstration,

trainer:

Demonstrates the task by describing how to do, while doing

Helps the focusing their attention on critical aspects of the task

Tells the trainees what you will be doing so they understand what you

will be showing them

Explains why it should be carried out in that way

The difference between the lecture method and the demonstration method is the

level of involvement of the trainee. In the lecture method, the more the trainee is

involved.

The financial costs that occur in the demonstration method are as follows:

Cost of training facility for the program

Cost of materials that facilitate training

Food, travel, lodging for the trainees and the trainers

Compensation of time spent in training to trainers and trainees

Cost related to creating content, material


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Cost related to the organization of the training

After completing the demonstration the trainer provide feedback, both positive

and or negative, give the trainee the opportunity to do the task and describe whathe is doing and why.


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Discussion Training Method

This method uses a lecturer to provide the learners with context that is

supported, elaborated, explains, or expanded on through interactions both

among the trainees and between the trainer and the trainees. The interaction and

the communication between these two make it much more effective and

powerful than the lecture method.

If the Discussion method is used with proper sequence i.e. lectures, followed by

discussion and questioning, can achieve higher level knowledge objectives, such

as problem solving and principle learning.

The Discussion method consists a two-way flow of communication i.e.

knowledge in the

form of lecture is communicated to trainees, and then understanding is conveyed

back by

trainees to trainer.

Understanding is conveyed in the form of verbal and non-verbal feedback that

enables the trainer to determine whether the material is understood. If yes, then

definitely it would help out the trainees to implement it at their workplaces and ifnot, the trainer may need to spend more time on that particular area by

presenting the information again in a different manner.

Questioning can be done by both ways i.e. the trainees and the trainer. When the

trainees ask questions, they explain their thinking about the content of the

lecture.

A trainer who asks questions stimulates thinking about the content of the lecture.

Asking and responding questions are beneficial to trainees because it enhance

understanding and keep the trainees focused on the content. Besides that,

discussions, and interactions allow the trainee to be actively engaged in the

material of the trainer. This activity helps in improving recall.


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Computer-Based Training (CBT)

With the world-wide expansion of companies and changing technologies,

the demands for knowledge and skilled employees have increased more than

ever, which in turn, is putting pressure on HR department to provide training at

lower costs.

Many organizations are now implementing CBT as an alternative to classroom

based training to accomplish those goals

Some of the benefits of Computer-Based Training are:

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 doesnot 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.

The various methods that come under Cognitive approach are :

O INTELLEGENT TUTORIAL SYSTEM(ITS)

O PROGRAMMED INSTRUCTION (PI)

O VIRTUAL REALITY

Behavioral methods are more of giving practical training to the trainees.


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The various methods under Behavioral approach allow the trainee to

behavior in a real fashion. These methods are best used for skill development.

The various methods that come under Behavioral approach are:

various methods that come under Behavioral approach are:

GAMES AND SIMULATIONS

O BEHAVIOR-MODELING

O BUSINESS GAMES

O CASE STUDIES

O EQUIPMENT STIMULATORS

O IN-BASKET TECHNIQUE

O ROLE PLAYS

Both the methods can be used effectively to change attitudes, but through

different means.

..


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Another Method is MANAGEMENT DEVELOPMENT METHOD

C O A C H I N G

Coaching is one of the training methods, which is considered as a corrective

method for inadequate performance. According to a survey conducted by

International Coach

Federation (ICF), more than 4,000 companies are using coach for their executives.

These coaches are experts most of the time outside consultants.

A coach is the best training plan for the CEOs because

It is one-to-one interaction

It can be done at the convenience of CEO

It can be done on phone, meetings, through e-mails, chat

It provides an opportunity to receive feedback from an expert

It helps in identifying weaknesses and focus on the area that needs

improvement

This method best suits for the people at the top because if we see on

emotional front, when a person reaches the top, he gets lonely and it

becomes difficult to find someone to talk to


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It helps in finding out the executives specific developmental needs. The

needs can be identified through 60 degree performance review.

PROCEDURE OF THE COACHING

The procedure of the coaching is mutually determined by the executive and

coach. The procedure is followed by successive counseling and meetings at the

executives convenience by the coach.

1.Understand the participants job, the knowledge, skills, and attitudes, and

resources required to meet the desired expectation

2.Meet the participant and mutually agree on the objective that has to be

achieved

3.Mutually arrive at a plan and schedule

4.At the job, show the participant how to achieve the objectives, observe the

performance and then provide feedback

5.Repeat step 4 until performance improves.

For the people at middle-level management, coaching is more likely done by the

supervisor; however experts from outside the organization are at times used for


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up-

and-coming managers. Again, the personalized approach assists the manger focus

on

definite needs and improvement

Mentoring

Mentoring is an ongoing relationship that is developed between a senior

and junior employee. Mentoring provides guidance and clear understanding of

how the organization goes to achieve its vision and mission to the junior

employee

The meetings are not as structured and regular than in coaching. Executivementoring is generally done by someone inside the company. The executive can

learn a lot from mentoring. By dealing with diverse mentees, the executive is

given the chance to grow professionally by developing management skills and

learning how to work with people

with diverse background, culture, and language and personality types

Executives also have mentors. In cases where the executive is new to theorganization, a senior executive could be assigned as a mentor to assist the new

executive settled into his

role. Mentoring is one of the important methods for preparing them to be future

executives. This method allows the mentor to determine what is required to

improve mentees performance. Once the mentor identifies the problem,

weakness, and the area that needs to be worked upon, the mentor can advise

relevant training.

The mentor can also provide opportunities to work on special processes and

projects that require use of proficiency.

Some key points on Mentoring


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Mentoring focus on attitude development

Conducted for management-level employees

Mentoring is done by someone inside the company

It is one-to-one interaction

It helps in identifying weaknesses and focus on the area that needs improvement

Job Rotation

For the executive, job rotation takes on different perspectives. The executive is

usually not simply going to another department. In some vertically integrated

organizations,

For example, where the supplier is actually part of same organization or

subsidiary, job rotation might be to the supplier to see how the business operates

from the supplier point of view. Learning how the organization

is perceived from the outside broadens the executives outlookon the process of

the organization. Or the rotation might be to a foreign office to provide a global

perspective.

For managers being developed for executive roles, rotation to different functions

in the company is regular carried out.

This approach allows the manger to operate in diverse roles and understand the

different issues that crop up. If someone is to be a corporate leader, they must

have this type of training. A recent study indicated that the single most significant

factor that leads to leaders achievement was the variety of experiences in

different departments, business units, cities, and countries.

An organized and helpful way to develop talent for the management or executive

level of the organization is job rotation. It is the process of preparing employees

at a lower level to replace someone at the next higher level. It is generally done


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for the designations that

are crucial for the effective and efficient functioning of the organization.


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Benefits of Job Rotation

Some of the major benefits of job rotation are:

It provides the employees with opportunities to broaden the horizon of

knowledge, skills, and abilities by working in different departments, business

units, functions, and countries

Identification of Knowledge, skills, and attitudes (KSAs) required

It determines the areas where improvement is required

Assessment of the employees who have the potential and caliber for

filling the position


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OFF THE JOB TRAINING

There are many management development techniques that an employee

can take in off the job. The few popular methods are:

SENSITIVITY TRAINING

TRANSACTIONAL ANALYSIS

STRAIGHT LECTURES/ LECTURES

SIMULATION EXERCISES

Case Study on Training Methods

SALES TRAINING AT ABC COMPANY

Few years ago, ABC Company developed a training strategy for training its global

sales force. An important feature of the strategy was to create a master training

plan for each year. The organizations strategic plans, objectives, and functional

tactics would drive t

this plan.

Once an initial procedure was designed it was then evaluated and critiqued the

top management, different units, and training council. The input from these

stake holders would be summarized and transferred into a master training Plan.

The major question that was asked by the designers of training program was,

what results do we want from salespeople after the training program is over?

Answer to this

question becomes the objective of the training program.


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Then training content was designed, videos were made. The videos took 3 to

6months to produce. Video contains live production plants, clients offices,

partner offices, suppliers, manufacturers locations, and other locations.

Videos were used to train sales people in various areas, such as:

Market information i.e. about customer profile, market updates, and

computer integrated manufacturing applications, etc

Sales Process i.e. how to deal in the situation of conflicts with customer,

coaching on undesirable behavior, supplement skills developed during live

courses

Product information, such as, product usage, applications, system

description, product description, comparison with competitors products, etc

Policies and procedures, i.e. about sales contests, incentive plans on

achieving targets, annual bonuses, winners receiving the best salesperson award

to motivate

the sales force

Representatives then watch video, follow the directions, and refer to the material

if faces any problem. When salespeople feel they have mastered the

Around thousands of sales persons were getting a specific video training. The

sales people were getting training material along with the video. Sales

material, they would take an exam and call a toll-free number to transmit

responses to exam.

Salespeople who successfully passed an exam were factored into performance

and merit reviews as well as promotional opportunities. Those who couldnt pass

the exam were asked to go through the material and video again before retaking


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the exam. If the salesperson failed an exam again, the reporting manager was

notified.

This case gives rise to few important questions. These questions are:

In todays technological world, is video still the best way to

deliver training?

Is video the most effective way to achieve training objective

?

What role did cost of development cost of delivery, and other

constraints play in selection of video delivery system?


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Training Need Analysis (TNA)

An analysis of training need is an essential requirement to the design of

effective training. The purpose of training need analysis is to determine whether

there is a gap between what is required for effective performance and present

level of performance.

Why training need analysis?

Training need analysis is conducted to determine whether resources required are

available or not. It helps to plan the budget of the company, areas where training

is required, and also highlights the occasions where training might not be

appropriate but requires alternate action.


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Corporate need and training need are interdependent because the organization

performance ultimately depends on the performance of its individual employee

and its sub group.

Organizational Level Training need analysis at organizational level focuses on

strategic planning, business need, and goals. It starts with the assessment of

internal

environment of the organization such as, procedures, structures, policies,strengths,

and weaknesses and external environment such as opportunities and threats.

After doing the SWOT analysis, weaknesses can be dealt with the training

interventions, while strengths can further be strengthened with continued

training.


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Threats can be reduced by identifying the areas where training is required. And,

opportunities can be exploited by balancing it against costs.

For this approach to be successful, the HR department of the company requires to

be

involved in strategic planning. In this planning, HR develops strategies to be sure

that the employees in the organization have the required Knowledge, Skills, and

Attributes (KSAs) based on the future KSAs requirements at each level

Individual Level Training need analysis at individual level focuses on each and

every individual in the organization. At this level, the organization checks whether

an

employee is performing at desired level or the performance is below expectation.If

the difference between the expected performance and actual performance comes

out

to be positive, then certainly there is a need of training.

However, individual competence can also be linked to individual need. The

methods

that are used to analyze the individual need are:Appraisal and performance review

Peer appraisal

Competency assessments

Subordinate appraisal

Client feedback

Customer feedback

Self-assessment or self-appraisal

Operational Level Training Need analysis at operational level focuses on the

work

that is being assigned to the employees. The job analyst gathers the information

on

whether the job is clearly understood by an employee or not. He gathers this


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information

through technical interview, observation, psychological test; questionnaires

asking the

closed ended as well as open ended questions, etc. Today, jobs are dynamic and

keep

changing over the time. Employees need to prepare for these changes. The job

analyst

also gathers information on the tasks needs to be done plus the tasks that will be

required in the future. Based on the information collected, training Need analysis

(TNA) is done.

Training-Design

The design of the training program can be undertaken only when a clear training

objective has been produced. The training objective clears what goal has to be

achieved

by the end of training program i.e. what the trainees are expected to be able todo at the

end of their training. Training objectives assist trainers to design the training

program.

The trainer Before starting a training program, a trainer analyzes his technical,


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interpersonal, judgmental skills in order to deliver quality content to trainers

The trainees A good training design requires close scrutiny of the trainees and

their

profiles. Age, experience, needs and expectations of the trainees are some of the

important factors that affect training design.

Training climate A good training climate comprises of ambience, tone, feelings,

positive perception for training program, etc. Therefore, when the climate is

favorable

nothing goes wrong but when the climate is unfavorable, almost everything goes

wrong.

Trainees learning style the learning style, age, experience, educational

background of trainees must be kept in mind in order to get the right pitch to the

design

of the program

Training strategies Once the training objective has been identified, the trainertranslates it into specific training areas and modules. The trainer prepares the

priority list

of about what must be included, what could be included.

Training topics After formulating a strategy, trainer decides upon the content to

be

delivered. Trainers break the content into headings, topics, ad modules. These

topics and

modules are then classified into information, knowledge, skills, and attitudes.


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Sequence the contents 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

Training tactics Once the objectives and the strategy of the training program

becomes clear, trainer comes in the position to select most appropriate tactics or

methods

or techniques. The method selection depends on the following factors:

Trainees background

Time allocated

Style preference of trainer

Level of competence of trainer Availability of facilities and resources, etc


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Support facilities It can be segregated into printed and audio visual. The various

requirements in a training program are white boards, flip charts, markers, etc


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Constraints The various constraints that lay in the trainers mind are:

Time

Accommodation, facilities and their availability

Furnishings and equipments Budget

Design of the training, etc

raining Implementation

To put training program into effect according to definite plan or procedure is

called

training implementation. Training implementation is the hardest part of the

systembecause one wrong step can lead to the failure of whole training program. Even

the best

training program will fail due to one wrong action.

Training implementation can be segregated into:

Practical administrative arrangements.

Carrying out of the training.


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Implementing Training

Once the staff, course, content, equipments, topics are ready, the training is

implemented.

Completing training design does not mean that the work is done because

implementation

phase requires continual adjusting, redesigning, and refining. Preparation is the

most

important factor to taste the success. Therefore, following are the factors that are

kept in

mind while implementing training program:

The trainer The trainer need to be prepared mentally before the delivery of

content.

Trainer prepares materials and activities well in advance. The trainer also setgrounds

before meeting with participants by making sure that he is comfortable with

course content and is flexible in his approach.


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Physical set-up Good physical set up is pre-requisite for effective and successful

training program because it makes the first impression on participants.

Classrooms should

not be very small or big but as nearly square as possible. This will bring peopletogether

both physically and psychologically. Also, right amount of space should be

allocated to

every participant.

Establishing rapport with participants There are various ways by which a

trainer can establish good rapport with trainees by:

Greeting participants simple way to ease those initial tense moments

Encouraging informal conversation

Remembering their first name

Pairing up the learners and have them familiarized with one another

Listening carefully to trainees comments and opinions

Telling the learners by what name the trainer wants to be addressed

Getting to class before the arrival of learners


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Starting the class promptly at the scheduled time

Using familiar examples

Varying his instructional techniques

Using the alternate approach if one seems to bog down

Purposes of Training Evaluation

Reviewing the agenda At the beginning of the training program it is very

important to review the program objective. The trainer must tell the participants

the goal

of the program, what is expected out of trainers to do at the end of the program,

and how

the program will run. The following information needs to be included:


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Control: It helps in controlling the training program because if the training is not

effective, then it can be dealt with accordingly.


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Intervention: It helps in determining that whether the actual outcomes are aligned with

the expected outcomes.

Process of Training Evaluation

Before Training: The learners skills and knowledge are assessed before the training

program. During the start of training, candidates generally perceive it as a waste of

resources because at most of the times candidates are unaware of the objectives and

learning outcomes of the program. Once aware, they are asked to give their opinions on

the methods used and whether those methods confirm to the candidates preferences and

Learning style

During Training: It is the phase at which instruction is started. This phase usually


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consist of short tests at regular intervals

After Training: It is the phase when learners skills and knowledge are assessed again

to measure the effectiveness of the training. This phase is designed to determine whether

training has had the desired effect at individual department and organizational levels.There are various evaluation techniques for this phase.

Techniques of Evaluation

The various methods of training evaluation are:

Observation

Questionnaire

Self diaries

Self recording of specific incidents

Quality

Particularly in those industries, which have to compete in international markets, the

management made clear links between training policies and the quality of work.

Change in Corporate culture

Continuous training was used to transmit new business strategies and new organisation

culture.

Organisational Development

In some organisation where financial responsibilities were being decentralized, thetraining

function was also getting decentralized. In other training dept was abolishedaltogether and all

managers were made responsible for instruction and training.

Flexible working practices

Company made a major training program after making two third work forces redundant.This

involved both vocational training and encouraging employee to take educationalcourses in their

free time.


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Training and employment package

In certain companies training formed part of the pay packet offered to employees. It alsohad a

bearing on the Lab our turnover percentage of employee. In other way we can sayits like cost tocompany.

Corporate structure

In some instances I became difficult for managers to meet business objectives becausethey had

in sufficient control over recruitment and training decision. In some other casesrivalries

between different divisions of same company, prevented the integration ofcoherent training

and personal policies at central level.

The role of professinal trainers

The findings suggest that the role of the professional trainer had undergone significantchanges.

He is today not only a mere provider or organiser of training but also is beingseen as an agent

or facilitator of change. This because today the management isintegrating training into the very

culture of their organisation. In some organisation thetrainers now have access to key decision-

makers and have established greater legitimacyfor training and development activities.

Corporate and individual training needs

Evidence suggests that numbers of organisation are effectively integrating their trainingand

business strategies and progress has been made in training for organisationaldevelopment.

Although the need for continuing training of manager and professional is being assessed

on a more systematic basis this has not been extended more widely.

TYPES OF TRAINING METHODS ADOPTED BY

RELIANCE MOBILE

The training methods which are generally used in an organization are classified into two

i.e.

1) On the job: On-the-job training places the employees in an actual work situation


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and makes them appear to be immediately productive. It is learning by doing. For jobs,that

either are difficult to simulate or can be learn quickly by watching and doing on-the-job training

makes sense.

One of the drawbacks to on-the-job training can be low productivity while the

employeesdevelop their skills. Another drawback can be the errors made by the trainees while

theylearn. However, when the damage the trainees can do is minimal, where training

facilitiesand personnel are limited or costly, and where it is desirable for the workers to learn

thejob under normal working conditions, the benefits of on-the-job training frequently offsetits

drawbacks.

(ii) Job Instruction Training: JIT consists of four basic steps:

(a) Preparing the trainees by telling them about the job and over coming their

uncertainties

(b) Presenting the instruction, giving essential information in a clear manner;

(c) Having the trainees try out the job to demonstrate their understanding; and

(d) Placing the workers into the job, on their own, with a designated resource person to

call upon should they need assistance.

2) Off the job: Off-the-job training covers a number of techniques classroom

lectures, films, demonstrations, case studies and other simulation exercises, andprogrammed

instruction. The facilities needed for each of these techniques vary from asmall make shift

classroom to an elaborate development center with large lecture halls,supplemented by small

conference rooms with sophisticated audiovisual equipment, two-way mirrors, and all the frills.

(i) Classroom lectures/conferences: The lecture or conference approach is well

adapted to conveying specific information rules, procedures, or methods. The use

ofaudiovisuals or demonstrations can often make a formal classroom presentation

moreinteresting while increasing retention and offering a vehicle for more interesting


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whileincreasing retention and offering a vehicle for clarifying more difficult points. Thelectures

liabilities include possible lack of feedback and the lack of active involvementby the trainees.

(ii) Simulation exercises: Any training activity that explicitly places the trainee in an

artificial environment that closely mirrors actual working conditions can be considered asimulation. Simulation activities include case exercises, experimental exercises, complex

computer modeling, and vestibule training.

(iii)Vestibule training: In vestibule training, employees learn their jobs on the

equipment they will be using, but the learning is conducted away from the actual workfloor. In

the 1980s many large retail chains train cashiers on their new computer cashregisters which

are much more complex because they control inventory and performother functions in addition

to ringing up orders in specially created vestibule labs thatsimulated the actual checkout-

counter environment.

Training, as a process of long tem learning is essentially a developmental tool.. By

effectively utilizing this tool, the organization expects to achieve careerobjectives.

Contribute towards the career progressions of the employees by importingknowledge of an

additional or reinforcing nature, developing skills andbringingabout desired attitudinal changes

among them. This would not merely proveeffective in assisting them to achieve organizationalgoals but also enableenhancement of their self esteem and self confidences to face external

challenges.

Ours is a changing and dynamic organization which has to pay considerableemphasis on

training and retraining its employees to enable them to be competent,committed and has the

capacity to change according to the external and internaldemands and pressures.

Training of employees is not merely the responsibility of the management orthe training

cell alone, but the responsibility of department managers as well. The human resource

department must enable the involvement of the department managers in the process of

employee training and development.


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ASSESSMENT OF TRAINING NEEDS

There are five steps towards the assessment and analysis of training and development of

the organization.

Collection of information through interviewing and discussing with keypersonnel both inside

and outside the organization or specific departments;observing the work place, working

conditions, processes and outcomes;examining records, other written information and annual

employee appraisal.

Compare performances of each department and each employee againstobjectives, targets and

standards set for them and keeping in mind future workrequirements in the organization.

Identify cause of problems faced by the organization to enable themanagement to train the

employees in handling the problems as well as solvingthe problem in a satisfactory manner.

Segregate identified problems into problems requiring staff developmentaction such as training

and into problems requiring other management actions, sothat these problems are accurately

addressed.

Prioritize training actions in accordance to where the training need is more urgent


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TYPES OF TRAINING ADRESSING VARIOUS TRAINING NEEDS:

Entry training involving new recruits and employees required to take a new job

Problem resolution training to meet a shortfall or deficiency in job

performance.

Training for change to prepare employees for job identified in near future.

Development to equip employees to meet organizational changes in future

Training in Global Business World

With the expansion of the organization, Human Resource job in no longer limited to their

native country but has extended worldwide. Localization is a key to successful expansion

that helps in improving upon workforce connections, doing the work effectively and

efficiently, and reducing global turnover.

As the organizations are expanding globally, training has become quite an essential

ingredient to improve performance. However, unavailability of budget necessary to

achieve goals results the training function to be at the bottom of priority list. Besides that,

managers do not fully adapt according to the local environment for the transfer of

training. Very often, managers use minimum of locally suitable resources or the most

critical material like employee handbooks.

Training success in various countries requires cross cultural literacy i.e. understanding of

how cultural differences across nations can affect the way training is given. At the same

time, different cultures may or may not be supportive in the transfer of training, in the

sense that cultural factor may lower or raise the cost of training.


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Case Study A very brilliant marketing professional went to Arab for the sale of his

Companys soft drink. But he came back with no results. When asked about the failure o fhe

mission, he answered that he prepared three cartoons. Cartoon-1- Displaying a man

looking exhausted and tired, is walking in desert in scorching heat. Cartoon-2- Displaying

the same man opening bottle and drinking the soft drink. Cartoon-3- Displaying the man

feeling alive and refresh again. Though, his strategy was good, unfortunately fails

because he was unaware that Arab people read from right to left. Moral here is

localization is a key to success.

There are some major barriers in the transfer of training when it comes to giving training

in other countries.

Culture

1.Values and Norms

2. Attitude

3.Age, Gender, and Professional Status

Language1. Spoken

2. Unspoken

Social Structure

1. Individual

2. Assumptions

3. Group

Culture - Factor in Global Training Program

Communicating the information to different people from different cultures and

differentnationalities can give rise to many problems. Many simple things that seem simple

andstraightforward to communicate become difficult when it comes to communicating in

different environment. Giving training in ones own culture is quite different from giving

training in different culture. Being a good trainer is not the only requirement but

understanding socio-economic and cultural backgrounds has now become an important

part.

Values, norms, attitude are the building blocks of culture. Values means what a group of

people believes to be good, bad, right, or wrong. Norms means the social rules and

guidelines that prescribe appropriate behavior. Attitude disposes a person to act in a


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certain way toward something in certain situation. A trainer giving training in different

culture has to keep these things in mind before delivering content.

Instances: A good case that concerns attitude towards time in different cities: People are

very punctual in United States.

People from US tend to come little early for any meeting, or when invited for dinner,

party to someones home because in their culture it is considered to be polite to arrive on

time. In Great Britain, people tend to come late for any appointment. If called at 5 P.M.,

that means come at 5.30 or 6 P.M. Even for Argentineans, coming on exact time is far too

early. For instance, In US, if the trainer gets late for a scheduled training session it is

treated as a breach of etiquette. And it may result in loss of trainers respect and failure in

transfer of training.

Age, Gender, and Professional Status Different cultures give different regard to age,

gender, and professional qualification. For example, in Japan, people give high regard to

older people. Older people are regarded as having greater knowledge, skills, wisdom, and

abilities. Respect in the sense that people are more willing to listen to and seriously

consider the information. In such a culture, a young trainer might have to work harder to

gain attention and face problems in executing the program and transfer of training.

Similarly, some countries are also biased about the gender. Like in Gulf countries,

womens role is limited to households only. In such a culture, it is not possible for

women trainers to undergo training programs because people will not be as receptive as

in other culture.

Same is with high professional status- the higher the qualification of the trainer, the more

will be the importance attached to the information.

Language Problem in International Training and Development

Programs

Language comprises of both spoken and unspoken means of communication. Bestest ofthe best

training program will fail if trainer is not well versed in communicating traineeslanguage.

Language is one of the most important ingredients of culture.

Spoken LanguageTrainees receiving training prefer to speak in their own language

and trainer being able to speak the local language can help establishing rapport among

trainees, which may be very important for the transfer of training. Language is one of the

major barriers when it comes to giving training in cross-cultural environment. Chinese is

the mother tongue of the largest number of people (shown below), followed buy English

and Hindi.


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Percentage of the people speaking their first language

Unspoken Language means non-verbal communication, a very important part of

communication. It is a communication that uses body movements and gestures such as,

raising eyebrows, smiling, hand movements, facial expressions, etc. A failure tounderstand unspoken language can lead to a failure of communication because body

language is not the same in every culture.

For instance, raising eyebrows is a sign of recognition in most cultures, but in some

cultures, its not. Similarly, making a circle with the thumb and forefinger is a friendly

gesture in the US, but it is obscene invitation in Turkey and Greece. Also, thumbs-up

gesture is used to indicate that its fine in the US and Europe, but it is vulgar gesture in

Greece.

Another case of unspoken language is the amount of distance between the persons talking

to each other. In Latin America, the distance adopted by parties in a business discussion

is 3 to 5 feet while in the US,

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