Training is expensive.

Without training it
is more expensive
- Nehru 1
 A learning experience in which it seeks a
relatively permanent change in an individual that
will improve his/ her ability to perform on the
job. It involves changing of
 Skills
 Attitude
 Knowledge

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 More future oriented and more concerned with
education than is training. Management
Development activities attempt to instill sound
reasoning processes to enhance one’s ability to
understand and interpret knowledge.
 It focuses on the personal growth & on

Analytical
Conceptual Skills
Human

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 WHO IS LEARNING- training is given to non managerial
personnel. Development is given to managerial personnel.
 WHAT IS LEARNED- training gives mechanical and
technical operations. Development gives conceptual and
theoretical ideas.
 WHY LEARNING-training is give for specific job-related
purpose. Development is given for general knowledge.
 WHEN LEARNING-training is given for a short term.
Development is given for a long term.

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 Top Mgmt– Frames the Training policy
 HT Dept– plans, establishes and evaluates
 Supervisors – implement and apply
development procedure
 Employees – provide feedback, revision and
suggestions

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 No one is a perfect fit at the time of hiring
 Planned development programs will increase
productivity, reduced costs and improve morale
 Provides flexibility to adapt to changes
 Moulds employees’ attitude
 Helps them achieve better co-operation
 Creates greater loyalty to the organization
 Reduces wastage and spoilage
 Reduces constant supervision
 Improves quality

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 Identifying the specific problems
 Anticipating the impending problems
 Management expectations
 Interviewing and observing the personnel on
the job
 Performance appraisal

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 Check lists
 Questionnaires
 Morale and attitude surveys
 Training needs must contain 3 types of
analysis-
 Organizational
 Operational
 Individual

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 Based on in depth understanding of the business and banking environment, domestic as well as
international
 TRAINING METHODOLOGY-

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 Credit Management
 International banking
 Management development programmes
 Special Capsule Programmes
 Personnel Management and Industrial Relations
 Inspection and audit
 Marketing
 Faculty development programmes
 Behavioural Science programmes (focus on personal growth
leading to personal efficacy in the organisational context)
 Programmes for the officials of other commercial banks,
especially designed to meet their specific needs
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 Comprehensive Induction Program for the freshers
 Familiarization Program for the experienced new joinees
 Management Development Program for middle management
without a formal management degree.

 Mandatory Quality Training for all the employees.

 Technical Training Programs for the Software professionals based

on the Project requirement.

 Orientation Program for Employees heading for an overseas

assignment.

 Post Training Development Plan (PTDP) includes Comprehensive

evaluation thorough refresher courses, Quizzes
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 TECHNICAL TRAINING

Training is provided by in-house experts or certified trainers in area's related to Systems

Analysis & Design, Programming Languages, Applications/Software Packages,
Networking, Hardware Platforms, Systems Administration etc. depending on the skills
required by the employee.

 QUALITY TRAINING

Philip Crosby's - Quality Education system is used to fulfil the individual's need to improve
and enable the individual to respond to the organizations need to improve.
The employees are trained on Software Quality systems including aspects like
Configuration Management, Documentation Standards/Systems etc.

 SOFT SKILLS TRAINING

Regular training in communication skills, leadership, time and stress management,

Etiquette, team building is provided to the employees to develop their overall personality.
It also helps in adapting to the requirements of any project.
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 TRAINING ADMINISTRATION
HCL has Training Centres supervised by Training Centre Head with both in-house
and external faculty. It is ensured that Project Managers are also part of the
faculty imparting Project Management training.
 TRAINING INFRASTRUCTURE
The conference & training rooms are equipped with the latest multimedia and
interactive training tools. CD-based training modules & associated software
are used for increasing the reach of training base. The libraries are equipped with
the latest books, journals, magazines, CD's on a wide variety of topics ranging
from IT to Strategic Management.
 TRAINING INSTRUMENTS
Focussed Group Discussions, Case Analyses, Role Plays, Video Shows,
Business Games, Individual Exercises, Lecture Sessions are employed.

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 On the job basis
 Mutually beneficial- “The company grows through its employees’ growth”.
 From training strategy to learning strategy
 Training programs divided into 3 categories
 Compulsory
 Enrollment based
 Enrollment based requiring company’s approval
 Programs range from basic management courses to individual skill
development courses.
 Company pays for the course.
 Employees can directly apply with the HR department for any program.
 For executive level employees ,there are four compulsory courses

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 Training is need based.
The immediate boss and HR manager sit together and decide the
training areas during the Mid year and Annual Review
 Identification of training needs of an employee based on:
 60% Business Performance
 40% Leadership Traits
 Strength and Deficiency in above areas

 First of all KRAs are identified. Depending on skill set, knowledge set
and Attitude.
 Training not restricted to a concept of “T&D department” but Line
managers also work as a mentor, coach and facilitator.
 Not only technical or soft skills but they have performance planning
workshop.
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1. Job related

1. Global Leadership Program

 Need based budgeting, zero based costing and no resource constraint
 Combination of in-house and outside training
 In-house training is mostly technical and predominant.
 Certified Trainers from reputed institutes like ISTD etc.
 Outside
 Pragati learning
 Achieve global
 They are sent overseas for training after six months.
 Lateral change
 Innovative work environment
 They can challenge the boss
 Non job oriented : values, culture, upbringing. It will make difficult for them to
leave the job.
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 In medical division training is rigorous. once in two year they are examined and if
they fail they have to leave the job.

Pharmaceutical business
 Minimum 3 weeks induction program
 Includes : Product knowledge
 Selling skill
 Emphasis on analytical skills (forecasting, interpretation)
 Preparing him for next position

TRAINING CALENDAR
 They decide at the beginning of the year.
 Based on general training needs + focused training
 It is flexible. Can be changed according to the needs .
 There is one corporate calendar

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 Cost ( actual currency and lost productivity) drove
the shift from instructor led training to e-learning.

 Real-time, collaboration based learning is the new

trend in the non enterprise corporate sector.

 Virtual classrooms and labs are ideally suited to gen

Y as well as technical professionals, because
learners can interact with other learners and or/
instructors and get hands on experience.
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 Advances in mobile device technologies , high
speed wireless and 3G cellular networks are
propelling mobile learning.

 The mobile learning market for content and

services is growing by a healthy five-year compound
annual growth rate of 27.3 percent for 2006-11.

 Learning managers are converting existing training

content to mobile formats to reach younger, tech-
savvy audiences.
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 A trainer in a central location teaches groups of
employees at remote locations via television
hookups.

Eg. Honda America Corp. purchases seminars from

the National Technological University for workers.
It is more cost effective to keep workers at home and
not pay for them to travel.

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 It is used to train employees geographically
separated from each other or from the trainer.

 Allows people to communicate live via a

combination of audio and visual equipments.

 Eg. In a program at Texas Instruments, the keypad

system lets instructors call on remote trainees and
lets the latter respond.

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 Many firms let their employees take online courses offered
by online course providers such as click2learn.com.

 Internal intranets are also used to facilitate computer-based

training.

 Eg. Silicon Graphics adopted this as distribution costs are

zero and trainees could use it 24/7 from any computer.

 Eg. Delta Airlines customer service personnel receive about

70% of their training via the internet. It is interactive and
reduces absenteeism from work while training.
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 Sets of computerized tools and displays that
 automate training, documentation and phone support
 integrate this automation into applications
 Provides support that is faster, cheaper and more effective.

 Dell introduces about 80 new products every year. It is not possible for
the technical support people to know everything about every product.
Dell therefore focuses on training people on its rules, culture, values,
systems and work processes.
Support systems deliver the rest of what they need to know, when they
need it.
When a customer calls about a specific technical problem, a computerized
job aid takes the customer through an analytical sequence of questions.

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Train people to the point where you
may lose them, and then you won’t
lose them.

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