Professional Documents
Culture Documents
BOOKS
Chapter
TRAINING
9-2
Features of Training
Increases knowledge and skills for doing a particular job
Focuses attention on the individual job.
Concentrates on individual employees
Gives importance to short term performance
Training
9-3
Training
9-4
Training is concerned with teaching specific job related skills and behaviour.
Development is future oriented training, focusing on the personal growth of
the employee.
Training
9-5
Training Pitfalls
Here is a checklist to avoid training pitfalls
Attempting to teach too quickly
Trying to teach too much
Viewing all trainees as the same
Giving very little time to practice
Offering very little to the trainee in the form of encouragement, praise
or reward
Training
9-6
Training
9-7
Areas of training
Knowledge
Technical skills
Social skills
Techniques
Training
9-8
Training
9-9
Thermax: At Thermax (over 1200 employees nearly Rs. 600 crore turnover, 6 per
cent attrition rate) high-potential individuals are given greater exposure, high
visibility and asked to chart out a career vision through an ongoing dialogue.
GCPL: Godrej Consumer Products Ltd’s (1052 employees, nearly Rs. 500 crore
sales) talent management system allows bright employees to acquire a wide
variety of skills through job rotation (e.g., sales systems, project management skills,
IT skills, Team building skills etc.). Outstanding performers get salary increase
instantaneously.
Sapient Corporation: (914 employees with over $ 202 million global sales). At
Sapient employees work on 48-50 projects at any given time. Some of these are
executed entirely by the local employees from their Gurgaon and Bangalore offices.
Johnson & Johnson: (1419 employees with over $ 41,000 million global sales)
J&J constantly encourages its employees to upgrade their skills and knowledge
through short-term programmes at institutes like the IIMs, XLRI etc. apart from
rotating employees on challenging tasks.
Cont…
Training
9-10
Monsanto India: (354 employees with nearly $ 5,000 global sales) Monsanto
sets stiff targets for employees, but trains employees with a rare rigour so that
they get a fair shot at those. People identified as future leaders are given internal
international positions.
P&G: (Over Rs. 750 crore sales and powerful brands like Vicks, Tide, Ariel,
Pantene, Whishper, Pampers, Head and Shoulders, etc.) P&G relies on the
promote-from-within philosophy’. It hires freshers straight out of B-school, trains and
empowers them to handle challenging jobs from day 1. Says a new recruit from
IIM Ahmedabad: “I am two months old in the company and already handling a
new brand launch”.
[BT-Hewitt Study, 2003; BT-Mercer-TNS Study, 2004; Grow Talent Study, B. World, 1.9.2003 and 6.12.2004]
Training
9-11
Training
9-12
Training
9-13
Training
9-14
Objectives of training
O B J E C T IV E
In n o v a tiv e P r o b le m s S o lv in g R e g u la r
A n t ic ip a t in g p r o b le m s T r a in in g c le r k s to O r ie n t a t io n
b e fo r e th e y o c c u r r e d u c e c o m p la in ts
Te a m b u ild in g T r a in in g s u p e r v is o r s R e c u r r in g tr a in in g o f
s e s s io n s w ith th e in c o m m u n ic a tio n s in te r v ie w e r s
d e p a r tm e n ts to re d u c e g rie v a n c e s
R e fr e s h e r c o u r s e s o n
s a fe ty p r o c e d u re s
Training
9-15
Training
9-16
Training
9-17
Training
9-18
Functions of Mentoring
G o o d m e n to r s ...... G o o d m e n te e s ..... .
L is t e n a n d u n d e r s t a n d L is te n
C h a lle n g e a n d s t im u la te A c t o n A d v ic e
le a r n i n g S h o w c o m m i t m e n t to le a r n
C oach
C he c k e g o a t th e d o o r
B u i l d s e lf - c o n f id e n c e S u c c e s s fu l A sk fo r fe e d b a c k
P r o v id e w is e c o u n s e l M e n to r in g
A re o p e n m in d e d
T e a c h b y e x a m p le
A re w il li n g t o c h a n g e
A c t a s r o le m o d e l
A re p r o a c tiv e
S h a r e e x p e r ie n c e s
O ffe r e n c o u ra g e m e n t
T h e r e i s a n e x c e ll e n t o p p o r t u n it y t o l e a r n It m a y c r e a te fe e lin g s o f je a lo u s y a m o n g q u ic k ly
th r o u g h c o n tin u o u s in te r a c tio n . o th e r w o r k e r s w h o
a r e n o t a b le to s h o w e q u a lly g o o d p e r fo r m a n c e .
C o n s t a n t g u id a n c e h e lp s t h e m e n t e e If m e n to r s f o r m o v e r ly s tr o n g b o n d s w ith
t o b e o n t r a c k , u s i n g f a c i li t i e s t o g o o d t r a in e e s , u n w a r r a n t e d f a v o u r it is m m a y r e s u lt .
a d v a n ta g e . T h is c a n h a v e a d e m o r a lis in g e ffe c t o n o th e r w o r k e r s ,
a f f e c t in g t h e i r w o r k p e r f o r m a n c e in a n e g a t iv e w a y.
Training
9-19
Job rotation: This kind of training involves the movement of trainee from
one job to another.
Merits Demerits
Improves participant’s job skills, job satisfaction Increased workload for participants
Provides valuable opportunities to network within Constant job change may produce
the organisation stress and anxiety
Offers faster promotions and higher salaries to Mere multiplication of duties do not
quick learners enrich the life of a trainee
Lateral transfers may be beneficial in rekindling Development costs may shoot up when
enthusiasm and developing new talents trainees commit mistakes, handle tasks
less optimally
Training
9-20
Training
9-21
Training
9-23
Methods of evaluation
Questionnaires
Tests
Interviews
Studies
Human resource factors
Cost benefit analysis
Feedback.
Training