Training in Orient Energy Systems

Table of Contents
Table of Contents...........................................................................................................................1 History............................................................................................................................................2 Introduction....................................................................................................................................2 Mission Statement..........................................................................................................................3 Vision Statement............................................................................................................................3 Onsite staff services.......................................................................................................................3 Structure of HRM Department....................................................................................................5 Role of HRD............................................................................................................................6 HRD Discipline Field of Practice.........................................................................................6 HRD Points of Agreement.......................................................................................................6 Areas Discussed Under HRD........................................................................................................7 Human Resource Planning.......................................................................................................7 Recruitment and Selection.......................................................................................................7 Performance & Potential Appraisal.........................................................................................7 Counseling...............................................................................................................................7 Career Planning........................................................................................................................8 Succession Planning................................................................................................................8 Training....................................................................................................................................8 Job Evaluation..........................................................................................................................8 Transfer, Promotion & Demotion............................................................................................9 Job Analysis.............................................................................................................................9 Rewards...................................................................................................................................9 Types of Training...........................................................................................................................9 On the Job Training...............................................................................................................10 Interview Questions Filled by Manager at Orient Systems.....................................................17 Interview Questions filled by Manager at Orient Systems......................................................21 A Framework for the HRD Process...........................................................................................30 Training Need Assessment Phase..........................................................................................30 Design phase..........................................................................................................................34 Implementation Phase............................................................................................................36

Training in Orient Energy Systems

Evaluation Phase....................................................................................................................38 Evaluating Orients Strength and Weakness............................................................................42 Strengths................................................................................................................................42 Weaknesses............................................................................................................................44 Recommendations........................................................................................................................44 Conclusion....................................................................................................................................45 References.....................................................................................................................................45

History
Orient Energy Systems is one of the Pakistans leading industrial equipment suppliers. Orient Energy Systems was established in year 1996 ORIENT have offices in three countries Pakistan, Bangladesh & UAE. In Pakistan offices are located at Karachi, Lahore, Islamabad, Faisalabad & Multan. In Bangladesh offices branches are in Dhaka, Chittangong & Sylhet.

Introduction
Orient Energy Systems is one of the most growing companies in Pakistan specializing in industrial engineering products, services & solutions. Conceived by a group of highly ambitious technical professionals in 1996, the company has risen phenomenally from a localized anonymous entity to one of the most dynamic & revered company not only in Pakistan but also in Bangladesh & UAE. Today, Orient is recognized as a company representing the most advanced engineering technologies in the world and at the same time facilitating its customers in achieving the most economized operations as well which is a real need of our industry. Orient has been contributing significantly in developing indigenous technological solutions for its customers which has revolutionized the products & services they are offering. Since inception, Orient has always worked tenaciously towards achieving excellence in engineering solutions and complete customer satisfaction earning the distinction of being one of the most reliable and customer-oriented equipment & solutions provider in the markets they serve. Orient is committed to make its customers ORIENTED in various engineering products like Power generators (Gas & Diesel), Air Compressors, Air-conditioning chillers, Forklift

Training in Orient Energy Systems

trucks & Heavy machinery. Getting ORIENTED is much more than buying just a product or a service from them its about the peace of mind that one can have from their technologically superior products, indigenous engineering expertise, inventory management practices, projects management on turn key basis, flexible operational solutions to meet our contingencies and their constant endeavors in minimizing acquisition & operating costs for their customers.

Their customized solutions also include Power Systems Rentals in collaboration with ORIX leasing (a subsidiary of ORIX leasing Japan). This joint venture now carries one of the biggest generators portfolios in the industry with more than 100 diesel & gas generators available with skilled operating manpower on short, medium & long term basis. The company has been offering specialized maintenance and overhaul services along with typical and sophisticated repair skills to refurbish industrial class reciprocating internal combustion engines. Orient offers maintenance during the operating life of the asset, which includes routine maintenance contracts, Blanket maintenance contracts, total plant management (O&M) contracts and overhaul service with complete monitoring through factory trained technical managers and highly skilled service engineers. So whether its the decision of buying a new Generator, Air Compressor, Chiller, Forklift truck and Heavy Machinery or replacing the old one, we better get ORIENTed to feel the difference they can offer to us. They can reach wherever we are in Pakistan through their offices in almost all the major cities with technical support teams and workshops

Mission Statement
To become the number one machinery & engineering solution provider in the markets they serve, to provide best working environment to their employees and give best return on investment to their stake holders.

Vision Statement
To provide high quality engineering products & solutions that combine performance with value pricing, while constantly strive to meet or exceed their customer needs and expectations of back up support on engineering, service and parts and also in a way that benefits the society at large.

Onsite staff services

Setting up a sound, long-term relationship with an established service provider is, therefore, a critical success factor when navigating todays and future competitive power markets. Our onsite staff provides total services at your plant, including: Day-to-day operations and routine maintenance Parts, tooling and supplies

Training in Orient Energy Systems maintenance/inspection optimization Equipment service and repair Utilization of local and remote monitoring and diagnostics Site training, documentation and procedure development Engineering and technical support Inventory management

Their O&M services are guided by the specific needs of the customer. They work closely with plant developers and owners to identify their goals and create a power plant O&M plan designed to achieve the desired results. Their complete O&M services promote: Reliable, safe and economic plant operation Direct access to GE technical expertise and OEM experience maintenance/inspection optimization Equipment service and repair Reduced costs Risk mitigation and cost containment

Training in Orient Energy Systems

Structure of HRM Department

Department Hierarchy

HR

Staffing & Compensation

HR Operation

HR Project Management

HRD Head office HRD Lahore

Training in Orient Energy Systems

Role of HRD

HRD Karachi

Helping and facilitating Learning is the heart of HRD Change is a learning process Learning occurs on multiple levels Learning and performance are both valued roles of HRD Strong commitment to the development of people Development of systems is important

HRD Discipline Field of Practice

Training T&D Employee development Technical training Management development Executive and leadership development Organization development Organizational learning

HRD Points of Agreement

Goal of improvement Making things better for the future Problem / Opportunity orientation HRD is problem oriented It is going to improvement opportunity thinking System Thinking System thinking allows HRD to view things as a system

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Areas Discussed Under HRD

Human Resource Planning
Manpower planning and human resource planning are synonyms. The basic idea of manpower planning is, we look at the numbers we are likely to need because of growth or contraction, promotion and wastages. In other words, it simply means ensuring availability of right numbers of men , right kinds [types in terms of skill], at the right point of time, at the right places for utilizing the most economically and effectively and develop their potentials in terms of skills, performance and capacity.

Recruitment and Selection

Recruitment is the process of generating of applications or attracting applicants for specific positions through four common sources, viz. Advertisement, and state employment exchange agencies, present employees and campus recruitment. Having identified the potential applicants the next step is to evaluate their experience and qualification for ascertaining their suitability for a job and make selection. Selection refers to the process of offering job to one or more applicants from the applications. Selection is thus a means of selecting the best-fit for a job by using multiple hurdles such as screening, short listing based on marks, tests, interviewing ,and an equal opportunity dispenser.

Performance & Potential Appraisal

Performance appraisal also called merit rating or employee rating is a means of helping supervisors to evaluate the work of employees. It is the name given to the regular formalized and recorded review of the way in which an individual performs in his or her job. This is normally carried out by the job holders immediate boss. Performance appraisal focuses of helping the individual to develop his or her present role capabilities and to assume more responsibility for that role. Potential appraisal focuses primarily identifying the employees future likely roles within the organization. Potential appraisal is done for placement as well as for development purposes keeping in mind futuristic requirement of the organization.

Counseling
Counseling is helping the employee to recognize his own strengths, weaknesses and potential and potential and helping him to prepare action plans for own development. Giving feedback in a threatening way or correcting the undesirable or unsatisfactory behavior of employees by pointing it out the deficiencies or other malfunctioning and warning them not to repeat these behaviors are all integral parts of a managers role and are not the same as counseling.

Training in Orient Energy Systems

Career Planning
Career planning involves identifying the right potential well in time, for development to take over higher responsibilities. This includes promotion and planned job rotation under various conditions and environments of challenge. In this process, attention is focused on individuals style of working than his current performance results. Current results can provide reasonable clues of future potential, but they are not the sole criterion; current results only, could be misleading in judging ones potential. A persons achievements are invariably affected by the forces outside his control. Similarly, a person may be highly successful in one situation, but he may not continue to be a high achiever when transferred to another job or situation.

Succession Planning
Succession planning entails in identifying the key jobs in an organization and ensuring that, if anything, planned or unplanned were to remove the present job holder from his post, there would be some one ready to take the place. This benefits the company by ensuring that there are no expensive gaps, or panic measures to fill them. It benefits the individual by providing him with opportunities for advancement. Three broad steps are required in this context; (I) (II) (III) To decide which are the key jobs in the organization To identify the potential incumbent who can fit the position To make necessary records in the organization chart.

Therefore, a succession is planning to indicate who can succeed whom in the hierarchy.

Training
Training comprises an integral part of HRD process. The purpose of training is to improve the capabilities of the human resources in order to increase their efficiency and effectiveness on the job. Training is expected to indicate positive changes in knowledge, skill and attitudes. Training is job oriented and fulfills the current needs of an individual to overcome job difficulties. Training wont solve all problems, not all problems are training problems. As we all know Training aims at development of the people in an organization. HR Department analyses and develops various training programs

Job Evaluation
Job evaluation is concerned with establishing the relative worth of a job compared to other jobs within an organization. In job evaluation one attempts to consider and measure the inputs required of employees (know-how, accountability and problem solving etc.) for minimum job performance and to translate such measures into specific monetary returns.

Training in Orient Energy Systems

Transfer, Promotion & Demotion

Transfer is a lateral movement within the same grade, from one job to another. A transfer may result in changes in duties and responsibilities, supervisory and working conditions, but not necessarily salary. Promotion is the advancement of an employee from one job level to a higher one, with increase in salary. Demotion is the opposite of promotion. It is a downward movement from one job level to another, leading to a reduction in rank, status, pay and responsibility.

Job Analysis
Job analysis is the process of studying and collecting department information relating to operations and responsibilities of a specific job. The immediate products of this analysis are job description and job specification. Job description is an organized factual statement of duties and responsibilities of a specific job, whereas, job specification is a statement of the minimum acceptable qualities necessary to perform a job properly.

Rewards
Rewards are the positive reinforcements given by the organization. Rewards act as effective motivators and help people to increase productivity and efficiency. Rewards include: Promotion Incentives Increments, etc

Types of Training
There are varieties of training types are available at orient which varies from need of the employees as well as the company. Broadly speaking there are two main sources of Training. In house Training

Training in Orient Energy Systems Outsource Training

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Different types of training rely on different learning methods. The table below is a guide to the learning methods used in each training type.

Training type Coaching E-learning Workshop Induction Job shadowing Mentoring Networking/seminars Open learning Evening classes Project work Quality competitions Individual workshop Simulation

Learning method Doing Using initiative Using initiative/testing Listening/questioning Observation/questioning Exploring Listening/questioning Using initiative/exploring Listening/questioning Exploring/doing Using initiative/exploring Reviewing/doing Doing

On the Job Training

The most frequently used method in smaller organizations that is on-the-job training. This method of training uses more knowledgeable, experienced and skilled employees, such as mangers, supervisors to give training to less knowledgeable, skilled, and experienced employees. OJT can be delivered in classrooms as well. This type of training often takes place at the work place in informal manner.

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The development of a managers abilities can take place on the job. The four techniques for onthe job development are: Coaching Mentoring Job Rotation Job Instruction Technique (JIT)

Some key points on On-the-Job Training: On-the-Job Training is characterized by following points; It is done on ad-hoc manner with no formal procedure, or content At the start of training, or during the training, no specific goals or objectives are developed Trainers usually have no formal qualification or training experience for training Training is not carefully planned or prepared The trainers are selected on the basis of technical expertise or area knowledge Formal OJT programs are quite different from informal OJT. These programs are carried out by identifying the employees who are having superior technical knowledge and can effectively use one-to-one interaction technique.

The procedure of formal on-the-job training program is: The participant observes a more experienced, knowledgeable, and skilled trainer (employee). The method, process, and techniques are well discussed before, during and after trainer has explained about performing the tasks.

Training in Orient Energy Systems When the trainee is prepared, the trainee starts performing on the work place. The trainer provides continuing direction of work and feedback. The trainee is given more and more work so that he accomplishes the job flawlessly.

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Coaching
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 CEO 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. It helps in finding out the executives specific developmental needs. The needs can be identified through 60 degree performance reviews.

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. Executive mentoring 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

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developing management skills and learning how to work with people with diverse background, culture, and language and personality types. Some key points on Mentoring: 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 Instruction Technique (JIT)

Job Instruction Technique (JIT) uses a strategy with focus on knowledge (factual and procedural), skills and attitudes development. JIT consists of four steps. Plan This step includes a written breakdown of the work to be done because the trainer and the trainee must understand that documentation is must and important for the familiarity of work. A trainer who is aware of the work well is likely to do many things and in the process might miss few things. Present In this step, trainer provides the synopsis of the job while presenting the participants the different aspects of the work. When the trainer finished, the trainee demonstrates how to do the job and why is that done in that specific manner. Trainee actually demonstrates the procedure while emphasizing the key points and safety instructions.

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Trial This step actually a kind of rehearsal step, in which trainee tries to perform the work and the trainer is able to provide instant feedback. In this step, the focus is on improving the method of instruction because a trainer considers that any error if occurring may be a function of training not the trainee. This step allows the trainee to see the after effects of using an incorrect method. The trainer then helps the trainee by questioning and guiding to identify the correct procedure. Follow-up In this step, the trainer checks the trainees job frequently after the training program is over to prevent bad work habits from developing.

Off the Job Training

There are many management development techniques that an employee can take in off the job. The few popular methods are:

Training in Orient Energy Systems SENSITIVITY TRAINING TRANSACTIONAL ANALYSIS STRAIGHT LECTURES/ LECTURES SIMULATION EXERCISES

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Lecture
Traditional lecture remains an integral part of systems training, albeit a low-tech method to introduce a high-tech solution. Platform instruction is particularly useful for this training because of the widely varying backgrounds and experience levels of the users. Live instructors provide the flexibility to diagnose and remedy trainee problems, answer specific questions, and refocus the session if necessary. In this respect, lecture is not bound by the limitations of a totally automated solution to training. It is then expected that the instructors will do less and less lecturing as training progresses, and as trainees begin to feel more comfortable working on the computer. Subsequent days will begin with a brief question and answer session and a recap of the previous day's activities to facilitate transition into the next topic or function, and will move more quickly into CBT and hands-on exercises. Classroom instruction will focus on concepts and skills of system usage; relevant issues of policy and procedures will be discussed as time allows. To address student needs in this area, it has been proposed that customer trainers (or other employees with an interest in, and aptitude for, playing this role) will work in the classroom along with the contractor instructors as "co-trainers" whose primary responsibility will be answering such policy and procedure questions. In addition, as part of the planned curriculum, students will be instructed in the use of the on-line policy and procedures manual reference facility.

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

Training in Orient Energy Systems Knowledge building exercise Less effective because lectures require long periods of trainee inactivity.

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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.

Games and Simulations

Training games and simulations are now seen as an effective tool for training because its key components are: Challenge Rules

Training in Orient Energy Systems Interactivity

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Above are three components are quite essential when it comes to learning. Example: Games and Simulations are structured and sometimes unstructured, that are usually played for enjoyment sometimes are used for training purposes as an educational tool. Training games and simulations are different from work as they are designed to reproduce or simulate events, circumstances, processes that take place in trainees job. A Training Game is defined as spirited activity or exercise in which trainees compete with each other according to the defined set of rules.

Interview Questions Filled by Manager at Orient Systems

1. Do you think the training and development you provide to your employees serves your company in the best ways? Yes we think it serves maximum.

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2. What is the most difficult part of your job? Trainings is in fact the difficult part as if workers are not properly trained we have to suffer great loss of machinery if it is not used properly. So it is necessary to provide those best training regarding use of machinery and its maintenance and repairing etc.

3. How do you identify the training needs? When we face the problems regarding the system from our principal and head office. Actually when we get complaints from head office and our checking staff then we come to know that there is need of additional training and if new machinery arrives, we have to know its proper use.

4. Generally small scale organizations do not invest on training and development, why do you think you should do that and how do you that? Orient is first Pakistani power generation company that is multinational. Our all employees need training about all the systems and policies within the company. We invite our Principal and also from Head office to provide one and two days training to the peoples.

5. What kind of training you prefer and why? Training on personal development, technical skills, and interpersonal skills and especially as our work is based on full engineering skills so this training is an essential part. We want our employee to be fully equipped with all the skills.

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6. What benefits training and development provide to improve your organization performance? Our HR department works smoothly after the training and marketing and sales department gets knowledge about the products. In this way our sales enhance and our products awareness also increase.

7. How do you retain your employees who are provided with expensive training courses? With good incentive during training, our people enjoy the training because we provide best environment, we do not load of work on them. Training is given in session usually. Many of workers get trained in one day or two day training regarding their work. In some cases when we want workers to provide environment as they are working in reality providing heavy and expensive machinery, that program is expensive actually but workers learn 99% of their job.

8. Do you prefer to arrange on-the-job training or off-the-job training programs? We provide mostly on the job training as workers have to operate machinery, we continuously keep looking at their performances, so on the job training where workers are actually provided with machinery benefits a lot 9. How much time is required for training? At least two days are required for training for the operation of machinery. 10. Do you have any induction process in your organization? Yes

11. Do you think the training and development you provide to your employees serves your company in the best ways? Yes it serves, because without training no operation can be continued.

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12. Do you arrange training for labors, management, administration or marketing staff? Yes we arrange it because it is needed to control cost, best communication and smooth working and to compete in this sector.

13. Do you consider training important for all over the company staff or in a particular sector? Training is important at each sector and in each department providing new skills and knowledge to every one.

14. Are you in a position to cover the training cost easily? Yes as we are multinational company .We must have to maintain our position worldwide and we can cover training cost easily and we never neglect the training thinking as it is not important. We always consider training an important source of our success.

15. Do you get the targets after that training? Yes our target is that each and every worker has full knowledge and skills for the operation of machinery 16. Do you have training in your company as a continuous process or just depend about your financial resources? We always consider training as continuous process.

17. Do you have any ongoing operational support? Yes we always prefer operational and maintenance support.

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18. Are you happy with your training program? Yes we are but we are trying to improve it maximum.

19. How is your organization inspected? What are the inspection programs for your organization? Most of the time at the end of training there is a test. We conduct audit at every quarter of year to check organizations performance. In this way, performance is being inspected.

20. Do you provide any local store marketing training? Yes. In last week we arranged training from ARY president.

21. How are the systems and processes implemented? According to the company policies, rules and procedures, we implement processes and according to required demand and technical skills we implement them.

Interview Questions filled by Manager at Orient Systems

1. What is your age?

Under 20

20-29

30-39

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40-49

50-59

60 or above

2. What is your gender?

Male

Female

3. What level of formal education do you have?

O level (Secondary education) A Level (Intermediate or high school education) Bachelor degree Postgraduate degree PhD Others_____________

4. What is you designation?

Manager Supervisor or team leader Administration

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Floor or production worker Other, please specify _______________

5. How long you been with this organization?

Less than 1 year 1-2 years 2-3 years 3-4 years 4-5 years More than 6 years

6. Have you received any training in this time period?

Yes No

If yes, please specify;

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In last 12 months Last 2 years Last 4 years Last 6 years

7. Do you ask to arrange training program for you?

Yes No

8. Training plays an important part in the organization to maintain employee performance

Strongly agree Agree I dont know Disagree Strongly disagree

9. Training plays an important part in maintaining and developing organisation performance

Strongly agree Agree I dont know

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Disagree Strongly disagree

10. There should more training opportunities made available within the organisation

Yes No

If yes, please state; Strongly agree Agree I dont know Disagree Strongly disagree

11. Training is important to date the employee skills in the modern business world to gain competitive advantage against the competitors

Strongly agree Agree I dont know Disagree

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Strongly disagree

12. Do you achieve your targets and set goals by providing necessary training to the employees?

Strongly agree Agree I dont know Disagree Strongly disagree

13. If you have attended training courses how would rate the level of attainment have you achieved

Excellent Good Reasonable Poor

Training in Orient Energy Systems 14. Training should be a continuous process in the organisation

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Strongly agree Agree I dont know Disagree Strongly disagree

15. At time of change (e.g. new ways of working) within the organisation training is important

Strongly agree Agree I dont know Disagree Strongly disagree

16. Would you like to attend on-the-job training or off-the-job training programme?

On the job training Off the job training

17. Training plays an important role to motivate the employees

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Strongly agree Agree I dont know Disagree Strongly disagree

18. Do you use any methods to evaluate your employees training and development? If yes, please specify what methods you use

Yes No

If yes, please state Balance scorecard Return on investment

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Questionnaire after training Questionnaire after 3 months Questionnaire after 6 months Through appraisal system Achievement of targets Achievement of departmental objectives Achievement of organization targets

If any other please specify__________________

Q.19. What benefits do you consider your organisation can gain from investing in training and development activities, if any?

Q.20. Do you consider you need any training at present if yes how you identify your training needs?

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Q.21. Have you attended any training programme over the last year?

Thanks for your time

A Framework for the HRD Process

HRD department follow a frame work which consists of four major steps, HRD department is primarily responsible for Learning and development of employees. The whole activities of HRD department in Orient revolve around these steps. Training Need Assessment Phase Training Design Phase Implementation Phase Evaluation Phase

Training Need Assessment Phase

During this phase, user profiles are developed, taking into consideration the experience levels, routine job tasks, work flow, and specific needs of the audience(s). In addition, expected employee responsibilities after the system becomes operational may begin to surface during the analysis phase.

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Participation by customer staff members in the analysis phase is key to the effectiveness of this aspect of training development. Customer trainers, subject matter experts, and other staff members will be invaluable sources of information. The customer should take the lead in such areas as projecting the impact of automation on actual work flow, job descriptions, and division of labor.

Strategic Organizational Analysis

Conducting a strategic analysis and assessing what organization needs are and how they are to be dealt with. Keeping in focus the external pressure that may effect the organization such as: Political pressure Technology Economic factor Competition

Task analysis
This involves the task and guidelines needed to manage HRD practices. The organization must follow SOPs to effective implement HRD practices. To have a better view of how to manage, must evaluate each alternative.

Person analysis
Conducting a person analysis of individuals, who are responsible for implementing HRD. Also evaluating whether they would be able to manage and implement practices.

Prioritizing HRD Needs

Giving priority to HRD resource as to when which practice is to be focused first. In case of technological change it would be necessary to provide effective training first. Similarly in case of increasing performance conducting performance appraisal and provided incentives would be the first priority.

Who Conducts Needs Analysis & Why?

An in-house trainer or a consultant performs a needs analysis to collect and document information concerning any of the following three issues:

Training in Orient Energy Systems 1. Performance problems. 2. Anticipated introduction of new system, task or technology. 3. A desire by the organization to benefit from a perceived opportunity.

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In all three situations, the starting point is a desire to effect a change. Given this, you must know how the people who will experience change perceive it. In the absence of a needs analysis, you may find employees resistant to change and reluctant to training. They may be unable to transfer their newly acquired skills to their jobs because of the organizational constraints. A needs analysis is not a one-time event. Professional organizations administer needs analysis at regular intervals, usually every year or two.

Methods of Identifying Training Needs

Training needs will differ with the backgrounds of the employees to be trained, and their present status in the organization. Basically, a candidate for training may come from any one of three groups: 1. New hires 2. Veteran employees 3. Trainees currently in the training pipeline (currently in the training program)

Consideration of the varying needs of these groups provides a frame of reference for discussing and suggesting the methods of identifying training needs: New Hires Addition of new employees creates high and low peaks in placing new persons into the training program. This problem may be solved by a program where progression is made in different sequences. It will eliminate a jam that will occur if all phases of the program must be taken in a definite sequence. The new employees will normally be of somewhat different backgrounds. Being new, they are not familiar with their new employers. As a result, the earliest phases of the training must concentrate on company orientation. During these phases, the organi- zation, organization policies and administrative details should be covered. It is also a suitable time to acquaint the trainees with what will be expected of him, and how he will be evaluated throughout the phase of training. Retaining & Upgrading Veteran Employees

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The people in this category offer a real challenge to the training department. There- fore, the number and amount of training required by this category should be carefully considered. Often the retraining and upgrading of former employees can be very rewarding for training instructors. At least two schools of thought exist as to how these employees should be rekindled. There are advantages in keeping this group intact and tailoring the program to their needs. On the other hand, this category of employees can also make significant contribution to training if they are comingled with the new hires. Pipeline Employee Requirements A good training program will normally have participants in various phases of comp- letion. An awareness of completion dates and how the potential employee will be employed should be the concern of the training staff and also the employees supervisor. A trainee should have a challenge in all phases of his training. All these challenges should not be confined to those phases where the pipeline employee is sitting in a classroom. Therefore, it is recommended that thorough interim test-work be given to pipeline employees in periods between formal classes. This may take the form of solidifying what he learned in the prior phase and serve as preparation for the coming phases.

Techniques for Determining Specific Training Needs

There are a number of practical methods you can use to gather data about employees performance. Each works well in given circumstances; therefore, you must determine which the best be for you. None of these methods can stand alone. Some of the techniques are as follows: 1. Observation 2. Interviews 3. Questionnaires 4. Job Descriptions Whatever the method used to identify training needs, at least the following three points must be kept in view: These methods should be used in combination; that is, there should never be reliance on only one method. They may be used to identify training needs of each of the various groups of employees.

Training in Orient Energy Systems They should be applied to individual employees since training needs will vary with the individual employee.

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Design phase
During the Design phase, training developers typically meet with subject matter experts and other knowledgeable individuals to make decisions regarding course content. Instructional and delivery methods, overall course flow, and methodology are often discussed during the design phase. This is the time for the training program to be viewed and discussed from each work group member's perspective, to building a consensus before the bulk of development takes place. 1. 2. 3. 4. 5. Defining the objectives of HRD interventions Creating or purchasing HRD programs. Selecting the trainer. Preparing a lesson program. Scheduling the HRD program

Objective of Training
Before designing the training we have to determined the objective of training in view of training needs which has been identified through training need analysis according to them trainer set the training objective what tasks are expected from the trainees after training what he should able to

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perform ? Same in orient they defined the objective for each training programme like sales force training objective, technical training objective etc

Organizational constraints (Time, cost)

During determining the objective of training second input is organizational constraint like budget cost time space available for training these constraint dramatically the design phase of training.

Training Strategies
Once the training objective has been identified, the trainer translates it into specific training areas and modules. The trainer prepares the priority list of about what must be included, what could be included.

The Trainees
In training design the trainees and their profiles should be examined like their Age, experience, needs, background, job title and expectations of the trainees are some of the important factors that affect training design.

Training Content
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. 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 Methods
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.

Shape the Training Class

In the training class, participants gather together in a training room, receive a course manual, and learn from an instructor.

Choose the Learning Space

Are your participants in the same location?

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Are suitable training rooms available? Can your participants attend training at the same time? Will your participants need guidance from an instructor?

Implementation Phase
The foundation laid and the materials created get put into action during the Implementation phase. 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. Training implementation can be segregated into: Practical administrative arrangements Carrying out of the training

The Acceptance Tester and Pilot training sessions will mark the transition into the implementation phase of training development. Training materials will be tested initially during Acceptance Tester training and adjusted accordingly. Similarly, the training program may require additional fine-tuning after the Pilot training. Training delivery methods. On the job training method. Classroom training approach. Self-Paced/computer-based training. Media and methods. Some final Issues concerning training. Post-training evaluation.

Proper Review
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:

Training in Orient Energy Systems Kinds of training activities. Schedule. Setting group norms. Housekeeping arrangements. Flow of the program. Handling problematic situations.

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One Day Training Session in Orient

PROGRAM USER TRAINING 9:00 - 9:30 Orientation/Introductions 9:30 - 10:00 10:00 - 10:45 General Training Objectives Historical Perspectives

ORIENT ENERGY Information System Overview Overview of Subsystem A Functions View of Fiscal functions included

10:45 - 11:00 11:00 - 11:30 11:30 - 12:00 12:00 - 13:00 13:00 - 13:30

BREAK Introduction to Computers Basic Operations LUNCH The Prompt Screen General Screen Layout

13:30 - 14:00 14:00 - 14:30

System Navigation Independent Exercise Moving Through the System

Training in Orient Energy Systems 14:30 - 14:45 14:45 - 15:15 15:15 - 16:00 BREAK What is CBT and CBR Independent Exercise

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Evaluation Phase
Evaluation appears as the last phase. In actuality, the process is more cyclical, and evaluation goes on almost continuously. The training program is constantly subjected to internal review and adjustment as it is being developed. In addition, the customer will have the opportunity to review the training program components through interim or draft products which will be produced at "milestone" points, and through the activities of the Training Coordination Work Group and individual sub-groups.

PURPOSES OF TRAINING EVALUATION

The five main purposes of training evaluation are;

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Feedback
It helps in giving feedback to the candidates by defining the objectives and linking it to learning outcomes.

Research
It helps in ascertaining the relationship between acquired knowledge, transfer of knowledge at the work place, and training.

Intervention
It helps in introducing some interventions in the organization, through evaluation we come to know where the gap exists, so we can cover the gap by interventions.

Power
It also helps to reduce the power distance between the employees.

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Control
Control is shared between the employees by reducing the power distances.

PROCESS OF TRAINING EVALUATION

Before Training In Orient the learners skills and knowledge are assessed before the training program. Generally in organizations, 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 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.

Responsibility for the Evaluation of Training

Depending on the type of training, and the management level for which the training is being prepared and delivered, a number of stake holders are involved in training and its results which evaluate the training, these evaluators are: Senior Management The Trainer Line Management The Training Manager The Trainee

Senior Management - Training Evaluation Responsibilities

Awareness of the need and value of training to the organization.

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The necessity of involving the Training Manager (or equivalent) in senior management meetings where decisions are made about future changes when training will be essential. Knowledge of and support of training plans. Active participation in events. Requirement for evaluation to be performed and require regular summary report.

The Trainer - Training Evaluation Responsibilities

Identification at the start of the program of the knowledge and skills level of the trainees/learners. Provision of training and learning resources to enable the learners to learn within the objectives of the program and the learners' own objectives. Monitoring the learning as the program progresses. At the end of the program, assessment of and receipt of reports from the learners of the learning levels achieved. Ensuring the production by the learners of an action plan to reinforce, practice and implement learning.

The Line Manager - Training Evaluation Responsibilities

Work-needs and people identification. Involvement in training program and evaluation development. Support of pre-event preparation and holding briefing meetings with the learner. Giving ongoing, and practical, support to the training program. Reviewing the progress of learning implementation. Final review of implementation success and assessment.

The Training Manager - Training Evaluation Responsibilities

Management of the training department and agreeing the training needs and the program application Maintenance of interest and support in the planning and implementation of the program, including a practical involvement where required The introduction and maintenance of evaluation systems, and production of regular reports for senior management Frequent, relevant contact with senior management Liaison with the learners' line managers and arrangement of learning implementation responsibility learning programs for the managers

The Trainee or Learner - Training Evaluation Responsibilities

Involvement in the planning and design of the training program where possible

Training in Orient Energy Systems Involvement in the planning and design of the evaluation process where possible Obviously, to take interest and an active part in the training program or activity. Take interest and support the evaluation processes.

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Evaluating Orients Strength and Weakness

Strengths
1. The company has been offering specialized maintenance and overhaul services along with typical and sophisticated repair skills to refurbish industrial class reciprocating internal combustion engines. 2. Orient offers maintenance during the operating life of the asset, which includes routine maintenance contracts, Blanket maintenance contracts, total plant management (O&M) contracts and overhaul service with complete monitoring through factory trained technical managers and highly skilled service engineers. 3. They provide their clients with timely preparation of technical documentation and its harmonization with legislative requirements. They provide solutions in compliance with legal regulations and applicable technological and environmental standards and Orient

Training in Orient Energy Systems works towards total customer satisfaction through a detailed job analysis encompassing design, delivery, installation and commissioning.

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4. Due to competitive market conditions, the economic viability of a power plant often declines over time. As a result, owners run the risk of no longer generating electricity at competitive prices. 5. The essence of their O&M services is to relieve customers from additional burden of power plant management so that they can put maximum of time and efforts in their core business. At the same time feel relaxed and protected due to presence of Orient around them 24/7 Services range from traditional spare part handling and field service support for individual power plant components up to and including full power plant management. 6. Setting up a sound, long-term relationship with an established service provider is, therefore, a critical success factor when navigating todays and future competitive power markets. Their onsite staff provides total services at their plant, including: Day-to-day operations and routine maintenance Parts, tooling and supplies maintenance/inspection optimization Equipment service and repair Utilization of local and remote monitoring and diagnostics Site training, documentation and procedure development Engineering and technical support Inventory management 7. Orient recognizes the expectations of their market and they are well aware that their success is mainly dependent on their ability to support their customers. A complete range of emergency spare parts are kept in their stock, in order to meet any emergency situation. Their trained and qualified engineers are always keeping an eye on machines performance, which enable them to reduce the potential down time. Their Mobile Service Teams comprising trained staff keeps visiting all customers in order to ensure that our machine does not stop for want of spares parts or any technical fault. 8. In addition to the engineering expertise and customer-focused approach, operating a XCMG Construction Equipment is very economical in terms of maintenance & operations. 9. Orient Energy Systems has the best product support infrastructure in industrial engineering solutions in Pakistan. Their Services are available round-the-clock with workshops and trained engineers to cater urgent needs of our customers.

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10. Orient provides specialized services of Construction Equipment audit to their customers upon request in which they technically evaluate their requirement. The scope of this audit is to assist our customers in selecting the most suitable equipment so that their customers could achieve the benefits of their investment as well as to minimize operating cost.

Weaknesses
1. 2. 3. 4. 5. 6. They provide too short trainings session. Off the job training is too less. They do not out source the trainers. They do not give the opportunity to MTOs. They do not provide initial training. They do not have proper targets as we have analyzed.

Recommendations
Overall training system is good but they can make it excellent if they pay a little attention on the study of the trainees population as some workers also come from different regions to attend the training so their behavior are a little bit different from other trainees so 1 day workshop can be arranged for breaking the ice and make them familiar with the others. Evaluation form should be in an easy language and supervisor should facilitate the trainees if they find any difficulty regarding the evaluation test and transfer the training on the jobs. They dont pay much attention on evaluation phase so by giving more attention to this phase they can improve their training results. They should outsource the trainers so that they might implement the new technical advancements and skills in their working environment.

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Conclusion
Every training system of an organization has some advantage and disadvantages there a few firms whose training programmed is 100% successful and they are world biggest firms like GM motors, Wall Mart, Microsoft etc. After analyzing the training system of orient energy system we can say that it is not the perfect training system but a far better than other local Pakistani firm's training systems. Orient energy system is a multinational organization they have various specialist and senior engineers and trainers which are providing their services across Pakistan. Generally they dont outsource as they have enough trainer and these trainers are fully aware of the environment of the organization and have a good relation with the workers so they trained their trainees in a better and effective way. Overall training system is good but they can make it excellent if they pay a little attention on the study of the trainees population as some workers also come from different regions to attend the training so their behavior are a little bit different from other trainees so 1 day workshop can be arranged for breaking the ice and make them familiar with the others. Evaluation form should be in an easy language and supervisor should facilitate the trainees if they find any difficulty regarding the evaluation test and transfer the training on the jobs. They dont pay much attention on evaluation phase so by giving more attention to this phase they can improve their training results.

References
http://www.orient-power.com/index.aspx?mnu=?PriID=44 http://www.orient-power.com/services/ProductIndex.aspx?Dept_ID=45 http://www.orient-power.com/Menu/Index.aspx?division=Cat&PriID=17&MenuID=16 http://www.orient-power.com/Menu/Index.aspx?division=Cat&PriID=17&MenuID=35 http://www.orient-power.com/Menu/Index.aspx?division=Cat&PriID=17&MenuID=36 http://www.orient-power.com/services/ProductIndex.aspx?Dept_ID=45&PriID=53 http://www.orient-power.com/careers/index.aspx?PriID=20 http://www.orient-power.com/products/product.aspx?Prod_ID=54&PriID=19 http://www.orient-power.com/products/product.aspx?Prod_ID=55&PriID=19

Training in Orient Energy Systems http://www.orient-power.com/products/product.aspx?Prod_ID=59&PriID=19 http://%20www.xcmg.com%20/ http://www.orient-power.com/products/product.aspx?Prod_ID=56&PriID=19# http://www.shuangliang.com. http://www.hcforklift.com%20/

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