Training & Development. Training & Development; Coverage Sound principles for Learning &...

Training & Development

Training & Development; Coverage

• Sound principles for Learning & Development.• Training & Development Steps(training needs

identification, training plan, training implementation, measuring effectiveness)

• Competency framework & it’s application– Basis for competency model; organization analysis, role

analysis…– Identification of training needs.– Competency based integrated HR.– Exercise competency at different levels

• Exercises.• Training & development practices in Indian Organization;

vikalp cases• You as learner; self evaluation.

Coverage..• Summing up Recruitment• Competency Framework & aligning training-recruitment-PMS.

– GD & presentation – competencies at three levels. • Basis; technical-conceptual-interpersonal, self-others-results/business, knowledge-

style-bandwidth, technical-managerial-leadership

– Basis; • Types of competencies; technical-conceptual-interpersonal,

self-others-results/business, knowledge-style-bandwidth, technical-managerial-leadership

• Organization(vision/mission/values), level & role

– JKO Competency framework, analysis by me & discussion– Alignment; examples JKO & JSW.

• Overview of Training & Development.• Principles for effective development. True or False• Video film; Rebirth of an Eagle.

Overview of Training & Development

• Why Training & Development? – Competencies & Competiveness– Do all organization need same competencies?– How following impact competencies needed by

employees• Business organization is in – steel or tyre?• Universal competencies to perform a job effectively.• Strategic approaches. Example LG & 3 M, JSW & JKO• Culture..JSW & JKO

Overview of Training & Development

• What are competencies– Knowledge, skill, attitude, values...– Threshold & differentiating.

What separate an excellent Nurse from a average one

– Technical, behavioural & managerial-leadership. Self, others & business/results

• Competency framework

6

11 Dimensions of Early Identification of Global Executives & how do you rate yourself?

• Seeks opportunity to learn• Acts with integrity• Adapts to cultural differences• Committed to making a difference• Seeks broad business knowledge• Brings out the best in people• Is insightful, sees things from new angle• Has the courage to take risks• Seeks and uses feedback• Learns from mistakes• Open to criticism

Source: High Flyers - developing the next generation of leaders

7

11 Dimensions of Early Identification of Global Executives & how do you rate yourself? Examples

• Seeks opportunity to learn; Clubs & Events?• Acts with integrity. Do what you say?• Adapts to cultural differences. Do not mind to mingle with people other than your

close circle of friends?• Committed to making a difference. Look for improvement & think of how this is

going to make things better?• Seeks broad business knowledge. Interested in understanding business beyond

interest for functional area you are interested in?• Brings out the best in people. Look to how can you leverage others to achieve

better results rather doing things on your own?• Is insightful, sees things from new angle. • Has the courage to take risks. Try to do things differently risking mistakes?• Seeks and uses feedback. Open to feedback?• Learns from mistakes.• Open to criticism. Is not defensive about criticism.


Manage Self

Manage Others

Manage Managers

Business Managers

Functional Managers

DEVELOPING THE LEADERSHIP PIPELINE

Passage One

PassageFour

Passage Two

Passage Three

Passage Five

Passage Six

Enterprise managerGroup Manager

Talent Pyramid

Functional talent

l

Top leadership talent(Obama)

Managerial talent

Technical talent

Leadership talent

PERFORMANCE-POTENTIAL (TALENT MATRIX)

10

WRONG FIT EMERGING TALENT TALENT A

7.5

WRONG FITDARK HORSE EMERGING TALENT B

^5

POTE EXIT SOLDIER SOLID CITIZEN

N C

TIAL

1 5 7.5 10

P E R F O R M A N C E >

11

11 Dimensions of Early Identification of Global Executives

• Seeks opportunity to learn• Acts with integrity• Adapts to cultural differences• Committed to making a difference• Seeks broad business knowledge• Brings out the best in people• Is insightful, sees things from new angle• Has the courage to take risks• Seeks and uses feedback• Learns from mistakes• Open to criticism


Talent Development; Exercises

• Multiple Ways for development– Make a list of ways & means.– Exercise – what is the skill you have picked or

developed last 5 years & how.– My story skill I have picked & developed.– What is your learning style

Concept of Johari Widow to Clarify Perceptions

OT

H

E

R

S

YOU

Known

Known Un-known

Un-known

1.Open Area

3. Blind Spots

2.Hidden 4.Unconscious

Seeking Feedback

Development Opportunities

On - The - Job

Off - The - Job

PLANNED

SPONTANEOUS

•Structured Feedback•New Projects•Job Rotation•Job Enrichment•Special Assignments•Cross functional projects•Mentoring by a senior

•Observing seniors•Attending meetings•Making Presentations on behalf of others

•Attending workshops/ training programmes•Distance Learning Courses•Reading

• Networking•Joining Professional bodies•Watching T.V.

3 Es

• Education.• Exposure….• Experience..practices

FACTORS THAT DRIVE DEVELOPMENT(As per experience of successful leaders)

Source: McKinsey & Company’s War for Talent 2000 Survey

Importance to my development(critical, very important)

25

100%

100%50 75

How well Company provides

(Excellent, good)

75

50 Job AssignmentsClassroomTraining

Mentoring

Coaching & Feedback

Learning Style Model

Activists

They like to be involved in new experiences. They have open mind and accept new ideas with excitement but sometimes are bored after their establishment. They like doing things, they tend to act first and thenrealise the impact of the actions. They like working with others and they like to be seen.

Reflectors

They like to keep at the back and watch the situation from different perspective. They collect data and think twice before they come to a conclusion. They watch others and will listen to their insights, before offering their own.

Theorists

They like to adjust and compile their observations into complex and reliable theories. They think through problems step by step. They tend to be perfectionists and things have to fall into a rational scheme. In their thinking they apply analytical thinking rather than be emotional and subjective.

Pragmatists

They are excited if they can try something out in practise. They want concepts applicable in their work. Long discussions arise their impatience. They are realists and keep their feet on the ground.

Competency Development – Good Practices• Multiple approaches for competency development More emphasis on -.

• • High potential receive 360 degree assessment & feedback on the leadership style early on.

• Mid-career Managers receives job shadowing opportunities.

• Job shadowing is a work experience option where a person learn about a job by walking

through the work day as a shadow to a competent worker.

• Mid-level Mangers get enough time to take part in leadership development activities early

in their career.

• Successful leaders spends a lot of time with their subordinated on the job. It gives them

insight about strengths/ weaken is the first step towards leveraging competency

development.

• Effective Leaders focus both on developing competencies of their people as well as

creating work environment that leverage competencies for superior performances.

Training & Development Principles; True or False• A person normally has all the competencies required for a ‘job’ or

‘role’• It is equally easy to develop all types of competencies.• Best way to be effective is to improve upon weak areas rather than

leveraging the strengths one has.• One can improve upon any number of weak areas or large number of

weak areas at a time.• Most of learning or development take place through reading & class

room training.• One can take a horse to the water & make him drink water even if it is

not thirsty.• Others around employee such as his Boss play a very important role in

his learning & development.• All people learn or develop by following same styles such as reading or

through experience.• All the competencies required to perform to job effectively are equally

important.

Please state True or False against each statement• A person normally has all the competencies required for a ‘job’ or

‘role’• It is possible or easy to develop all competencies.• best way to be effective is to improve upon weak areas rather than

leveraging the strengths one has.• One can improve upon any number of weak areas or large number of

weak areas at a time.• Most of learning or development take place through reading & class

room training.• One can take a horse to the water & make him drink water even if it is

not thirsty.• Others around employee such as his Boss play a very important role in

his learning & development.• All people learn or develop by following same styles such as reading or

through experience.• All the competencies required to perform to job effectively are equally

important.

Training & Development Principles• You become more effective by leveraging your strengths & also other’s

strengths.• Some competencies are easy & some are difficult to develop. • Focus on critical few at any point of time while trying to develop

competencies.• Look at those critical few competencies that matter more then others.

Any given role or point of time only those critical few matter.• Look at what are those very few but may constitute great strengths or

fatal flaws. These few but critical strengths catapult a person to great heights. Or those fatal flaws though very few in number pull the person down.

• Passion for learning does matter. One’s interest for learning is very important. Although, others play important role in her learning & development.

• There are multiple ways of learning & all of them do help some body to learn & develop. However, practices is the most effective way.

• People have their preferred learning style.

Training & Development Principles; Examples & Discussion; How the principles apply to these examples

• Sachin Tendulkar – how has he developed multiple ways, Michael Johnson, Rahul Dravid, Zaheer Khan comeback, Kautilya, Yuvraj Singh, Tarun Tejpal – case of fatal flaw

• USA a country of entrepreneurs & innovation

23

JKO Profile

Rs 10,000 crore.

Tyre, Paper, Cement, Automobile spares & others.

Market Leader in different product segments.

Competitors; ITC, BILT, MRF, Apollo, CEAT.

Head office New Delhi, manufacturing locations in different states & outside India also

Organization has done well because of -

technology,

manufacturing process improvement.

Steady - deliberate but correct decision making.

Technical & managerial cadre.

Systems & processes.

manpower profile.

Manpower

EngineerDiplomas/BSC

ITIMBAs

l

Top leadership, 35

Middle, 400

Frontline;2000

Senior Managerial, 150

25

JKO Profile

Changing scenario; Competition & need for growth. Unless it grows as per market rate it will not have economy of scale & market share.

Business Drivers.

Growth.

The issues in JKO (risk taking, quick decision making, strategy how to grow). Risk taking & decision making are individual

leadership quality. Strategy can come from expert & consultant.

Operational Excellence – cost & quality…

It is among best but need to sustain. This will come through systems & process improvement.

Technology & automation.

Continuous Improvement & Innovation

26

JKO Profile

Talent issues

Retirement of senior managerial cadre. Need to have internal successors.

Difficulty in retaining & attracting talent because of – growth, compensation.

Positive – stable organization(can retain stable talent), good brand,

Talent requirements;

Growth leaders at sr level

Managerial talent to sustain OE & continuous improvement.

Sustain technical pool.

27

Journey for Talent management at JKO

Decided what type talent is required

Identified talent fitting in to requirement.

Developed & deployed talent – steps – Ram Kumar & ext growth leaders, delegation for quick decision making, developing internal talent & deployment

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What Talent required & how

Growth leaders at the top.

Recruit talent externally.

Identify & deploy internal growth leaders.

Identify from senior & middle level if any and deploy them short run.

identify talent from front line and grow them for long run.

Sustain managerial talent good at operational excellence.

Identify & groom internal talent

Technical pool

Continue to recruit bright graduates from low ranking institutes & at the same time induct more from top ranking institutes(attract throgh better compensation). Continue thrust on structured training/mentoring/rotations/CFTs-SGA-QCs etc.

JKO Talent Requirements

• Types;– Growth Leaders; People who understand business well at a global level, is very ambitious

in terms of what organization can achieve & what he can achieve, is decisive & can take calculated risks to grow the business while sustaining the current organizational competitiveness.

Mostly at senior/top level & few in middle level.

Where to find;Recruit from India & outside IndiaDeploy internally identified growth leaders in areas of growth opportunities. Example some body in Tyre tested through low risk opportunity in Agri & then finally deployed in Tyre.Groom internal talent among middle & frontline for long term.

– OE Leaders; Global exposure to technology & innovation. Can design & implement systems-process & best practices aligned with business context. Can balance between short & long term profitability.

Mostly at middle level & few in senior level.

Where to get them – Recruitment & Internal Talent.

Competencies at three level-Exercise

• Change Management;– Leading change.– Initiating change.– Adapting to change.

• Communication.• Business Perspective.• Execution.

Questions;– How growth & OE can be integrated in these competencies?– How these competencies differ at three levels.– How do you measure these competencies –what tools in AC or AC Measurement matrix?

31

Profile of Growth Leaders

quick decision making.

Risk taking.

Action oriented(ambigiyies, uncertainty,..)

Ambition & stretch rargets.

Innovation.

Others generic..people/business/..

32

Profile of OE Managers

analysis (strengths of jk).

Continuous improvement.

SOPs, systems & processes.

Others..genric

33

JKO Competency Model

Growth & OE Managers qualities included.

Specific to growth(mostly at senior & top)

Quick decision making & taking calculated risks when necessary(at three levels).

Risk taking with risk mitigation balance

Action orientation, with less than perfect solution, experimentation, trial & error, ambiguities,

Reward quick action & results, doers, high ambitions, failure to achieve stretch targets

Set stretch targets, high ambitions.

Change management(adapting, initiating, leading change..)

Business acumen & SBP

Specific to operational excellence(mostly at middle & frontline)

Technology as a driver –sr & top

Technolgical innovation – sr & top/middle.

SOPs – middle

Continuous improvement in systems/processes/products/services.

Cost & quality consciousness – frontline

Generic competencies; generic competencies.

Competencies at three levels(exercise)

CompetenciesRating..

Unconscious competence

Analysis and Decision Making

Business Perspective

Self-Management

Communication Team working Customer Focus Leadership

Execution

Continuous Improvement Learnability

Ownership & Accountability

for Results

Enabling Outstanding

People Performance

JK Emerging Leadership Competency Models

Sl No.

Competencies for Middle Managers & Frontline

Executives

Sl No.

Corresponding Competencies at President/VP/GM Level

Business Perspective 1 Strategic Business Perspective

2 Business Acumen

2 Analysis & Decision Making 3 Decision Making

3 Execution 4 Executing Strategy

4 Continous Improvement 5 Leading Change

5 Customer Focus 6 External Customer Focus

7Enabling Outstanding People Performance

8 Coaching & Mentoring

7 Leadership 9 Team Leadership

8 Communication 10 Communication & Networking

9 Team working

10Ownership and Accountability for Results

11Ownership and Accountability for Results

11 Learnability 12 Learnability

12 Self Management

1

Enabling Outstanding People Performance

6

Alignment of JK Emerging Leadership Competency Models with President / VP / GM Models

Sub-components of Competencies (part 1)

Competency Sub-ComponentsBusiness Perspective

Strategic OrientationBusiness & Market AwarenessProductivity/Cost/Efficiency FocusQuality Focus

Analysis & Decision-Making

Data OrientationAnalysisDecisivenessSpeed

Execution Robust PlanningInitiating & ImplementingReview & MonitoringAdherence to Systems and Processes

Continuous Improvement

Champion of Improvement CultureIdea Generation & InnovationExperimentation Without FearAdaptability to Change

Sub-components of Competencies (part 2)

Competency Sub-Components

Customer Focus

Internal Customer FocusExternal Customer Focus

Enabling Outstanding People Performance

Motivating OthersEmpathyTraining, Development & CoachingManaging PerformanceSafety, Health & Environment Focus

Leadership Team Goal ClarityTeam BuildingConflict Resolution & Grievance Handling

Communication Oral CommunicationWritten CommunicationListeningPresentation SkillsInternal & External Communication

Sub-components Competencies (part 3)

Competency Sub-Components

Team Working Interpersonal RelationshipsContribution to Team GoalsAchieves Agreed Tasks

Ownership and Accountability for Results

Own Goal ClarityPersonal MotivationRaising the BarMonitoring Results

Learnability Proactive LearningSeeking ChallengesRapid Multi-skilling in Unrelated AreasApplication of Learning

Self Management Integrity & TrustworthinessSelf-AwarenessSelf-ConfidenceAchievement DriveTolerance to FrustrationTime ManagementWork/Life Balance

39

TST (Test for Selection & Training)

1. Feature Detection (Perceptual Speed)

2. Reasoning

3. Number

4. Working Memory

5. Orientation (Spatial Visualization)

40

Test Name Raw Scores

Done Right Wrong

Feature Detection

39 36 3

Reasoning 12 12 0

Number 23 23 0

Working Memory

33 33 0

Orientation 26 9 17

General Training Quotient: 92 Overall Percentile Ranking: 30


41

General Training Quotient Score “GTQ”

Description: The GTQ score is an indication of the ability of the subject to respond positively to training programmes. The score has also been described in technical publications as a measure of fluid intelligence.

Areas of Relevance: All roles at all levels.

42

1. Feature Detection (Perceptual Speed)

Description: This test assesses how quickly & accurately an individual can check for error/accuracy and then describe the data or make a notation against the data. In addition, it is a general literacy assessment.

Areas of Relevance: Administrative tasks, particularly those which demand either speed or accuracy.

ExampleAA

Bc

Dd

Rr

Question: How many pairs are same?

Task for Candidate:60 Questions in 3 Mins

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2. Reasoning

Description: This test assesses the ability of an individual to hold information in his/her memory and solve problems after receiving either verbal or written instructions. A high score would suggest quick learning ability and fluent reasoning skills. It is a useful measure of negotiation ability.

Areas of Relevance: Roles that require the necessity to think on ones feet and transform that thought into reasoned verbal argument or suggestion. Roles that require the incumbent to react quickly to new processes or situations.

ExampleRachel is taller than Wendy

Wendy is taller than KarenWho is tallest?

[A] Rachel [B] Wendy [C] Karen


44

3. Number Speed and Accuracy

Description: This is a test of numerical manipulation. It is relevant to all roles that emphasize a need for numerical aptitude.

Areas of Relevance: Most managerial roles, particularly those that have a clear numeracy requirement.

Example11 [a]12 [b]4 [c]

Question: Find the HIGHEST & the LOWEST of the set of 3 nos.Then decide whether the HIGHEST or the LOWEST is FURTHER AWAY from the number that remains.


45

4. Working Memory

Description: This is a deductive problem solving measure for roles with a high mental work load and where there is a requirement for a substantial attention span and concentration for long periods.

Areas of Relevance: Navigation and technical and financial data interpretation.

ExampleF H K

Question: Look at the set of 3 letters.Remember the order of the letters.Then decide which one of the two letters with circles beneath them is FURTHER AWAY from the letter in the middle of the order.


46

5. Orientation (Spatial Visualization)

Description: This examines an individual’s ability to use orientation and mental visualization skills to address mechanical and technical issues.

Areas of Relevance: Any task where mental visualization is required, i.e. logical or practical problem solving involving plan/diagram interpretation. Any technical or engineering role, including apprentices and/or trainees. The above could include computer hardware technicians.

Example

R

Я

R

R

R

R

0 1 2 3

Question: For this test you will use two basic shapes. Notice that one is different from the other, though they may look alike.One is a normal image & the other is a mirror image.How many shapes on the bottom are the same as those directly above them, after they turned around on the page?


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Test Name Raw Scores

Done Right Wrong

Feature Detection

39 36 3

Reasoning 12 12 0

Number 23 23 0

Working Memory

33 33 0

Orientation 26 9 17

General Training Quotient: 92 Overall Percentile Ranking: 30


48

General Training Quotient Score “GTQ”

Description: The GTQ score is an indication of the ability of the subject to respond positively to training programmes. The score has also been described in technical publications as a measure of fluid intelligence.

Areas of Relevance: All roles at all levels.

49

Creativity Test

Example: Your organization has tasked you with proposing options forperformance based incentives for management cadre employees.Come up with as many feasible incentives as possible.

Task for Candidate: 6 Questions in 25 Mins

It measures the following dimensions:

Competency Sub-ComponenetsCreativity

TestData Orientation

Analysis

Decisiveness

Speed

Champion of improvement culture

Idea generation and innovation

Experimentation without fear

Adaptability to Change

Integrity & Trustworthiness

Self-Confidence

Achievement Drive

Tolerance to Frustration

Time Management

Self Awareness

Work Life Balance

Self-Management

Analysis and Decision Making

Continuous Improvement

The participant isassessed on 3 measures:1. Number2. Variety3. Originality

Your Learnability Quotient

• Learnability factors– Have strong desire to learn. Curious & inquisitive.– Have an open mind.– Take feedback from others.– Listen to others.– Go out of comfort zone & ready to undergo discomforts.

• Where do you stand? Positive & areas for improvement– Self evaluation.

– Feed forward from others.

– What is one thing I will focus to be a more effective learner?

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