Professional Documents
Culture Documents
Ankit Bavishi 02 Loveesh Bhatt 20 Chirag Maru 22 Shreyas Sampat 38 Ritesh Wadhwani 58 Rohan Nayak 61
Why T&D??
HLLs commitment to personal growth and development Helping employees satisfy personal goals through higher level of skills and competencies. Facilitating higher contribution at their present jobs and preparing them for the next level of responsibility Developing individuals and teams to meet the total needs of the organization.
Team commitment
Learning from experience
development. The organizations responsibility is to provide the best T&D opportunities but it is for the employees to make the most of them.
Significant learning by way of meeting challenging
targets.
Periodical movement across jobs, locations, new
Infrastructural Support
Three training centers Gulita Mumbai, Udeechi Navi Mumbai and
Brookefields Bangalore. 150 programs are held every year delivering over 10000 man days. Training centers offer a wide portfolio of courses to address the needs of the employees, at all levels and also business needs, strategic and tactical. Programs are residential, facilities include a library, reading room, AV facilities, CD-ROMs, magazines and newspapers, gym, recreation, yoga and meditation sessions. Course dinners provide opportunities for informal interaction between participants and senior managers.
Infrastructural Support
Various programs conducted depending on various departmental needs.
These programs are resourced by both internal faculty and external consultants from the industry.
Training focuses on important parameters such as Safety and Quality through programs such as Zero-Defect, Quality Circles, ISO 9000, Safe Operating Procedures etc.
Programs also held on self-awareness, motivation, team-work & communication. A company-sponsored Business Education Program in collaboration with IIM-A to supplement the management trainee scheme which provides functional stints at various HLL sites.
Anchored on principles of Androgogy and Synergogy. Assumption : Employees learn best via Experiential learning, reflection and application at workplace.
Discussions in small groups, simulation exercises, visit to factories, sales depots, questionnaires, case analyses, syndicate work, inbasket exercises, projects, video-based feedback, games. In addition, outbound programs. HR Conference Disha was held on the banks of the Ganges at Rishikesh. TalkShows, Storyboard, Debates and Panel Discussion in keeping with the natural environment. Restlessness in striving for innovative ways of doing things differently as well as in doing different things.
Evaluation of T&D
Every course and contributor is evaluated in detail on presentation and content. The data is analysed and written feedback is provided to the contributors and to participants, who are invited to stay in touch with each other and share their experiences of application back in thejob.
Part of Performance Management Strategy and linked to meeting Business Strategy; linked to the service of the customer. "We will bring our wealth of knowledge and international expertise to the services of the local consumer-a truly multi-local
Mission Statement
We shall strive for excellence by nurturing, developing and empowering our employees and suppliers. We shall encourage an open atmosphere, conducive to learning and teamwork.
Started in 1995 to inculcate a positive work culture in Godrej Aim was to make employees identify what they wanted from their jobs and to develop the values required to realize their goals.
In 2000-01, TQM awareness programs were held for business partners, suppliers, C & F agents etc.
Parivartan
Started in 2000, aim was to motivate employees as well as impart knowledge about the sales functions of GSL.
18 senior executives from sales, logistics & HR engaged to give training. About 350 secondary employees were put through the program.
Extensive training program undertaken for various managerial and officer levels. The objective was to understand the concept of EVA and the employee control over key measures affecting EVA.
GALLOP
Functions similar to the Board of Directors Expected to give recommendations to the Board Improved Transparency through out the Organization Opportunity for Young Managers
Other Opportunities
Mentoring by Business Leaders
GALLOPers assist Mentors on various projects
Reverse Mentoring
A bottoms-up approach, where Senior Management learned from the Junior Staff
Spark
E-Gyan
E-learning initiative to sharpen the intellect of employees To move away from traditional training methods of workshops
Online Quizzes to enhance awareness levels
Gyan Gyan
Pitara
-E Recycle Bin
An HR program for office-level employees Helped in commercial negotiations to clinch good biz deals Increased the thinking scale of the employees
Other Initiatives
BPO Training
Road to Improvement
Criticism
No measurement techniques to measure the effectiveness of the programs Problems with Spark and E- Gyan.
Challenge
Meet
the changing outlook of the corporate sector. Maintaining motivational levels of the employees.