Training, Coaching & Mentoring

Subject : Organization DevelopmentMMS II, Sem IIIDate : 26/09/09Submitted to :

Mr. Kuldeep Singh

Group Members :

• Gauri Mahalle C-20• Rupali Mehta C-22• Jayashree Prabhu C-43• Devika Shinde P-34

Training

Training is the process of increasing the knowledge and skills for doing a particular job.

“ Personally, I am always ready to learn, although I

do not always like being taught.”

-Winston Churchill

Need of Training

1. Job Requirements2. Technological Changes3. Organizational Viability4. Internal Mobility

Eval

uatio

n Cr

iteria

Feedback

Systematic Approach for Training

Training Need Analysis

• Training Need Assessment refers to the process used to determine whether training is necessary.

• To determine whether or not training is the solution to the problem.

What is Needs Assessment?

• Training need is a need for human performance improvement that can best be met by training of some kind.

• Training needs identification is the process required to detect & specify training needs at individual or organizational levels.

• Analysis of training needs is the process of examining training needs to determine how best they might actually be met.

Training Needs Assessment

• Training Needs Assessment is an ongoing process of gathering data to determine what training needs exist so that training can be developed to help the organization accomplish its objectives.

• The purpose:1.Current level of target group2.Required level to be achieved3.Assess the gap

Causes & Outcomes of Needs Assessment

Reasons for pressure points

• Lack of basic skills• Poor performance• Customer requests• New Product• New Jobs• High performance standards

Task Analysis

Person Analysis

Organizational Analysis

Outcomes

• What Trainees need to learn

• Who receives training

• Type of Training• Frequency of

Training• How training should

be evaluated

Concerns of Managers & Trainers in TNA Upper Level

ManagersMiddle Level Managers

Trainers

Organizational Analysis

Is training important to achieve our business objectives? How does training support our business strategy?

Do I want to spend money on training? How much?

Do I have the budget to buy training services? Will managers support training?

Person Analysis What functions or business units need training?

Who should be trained? Managers? Professionals? Core employees?

How will I identify which employees need training?

Task Analysis Does the organization have the people with the knowledge, skills, and ability need to compete?

For what jobs can training make the biggest difference in product quality or customer service?

What tasks should be trained? What knowledge, skills, ability, or other characteristics are necessary?

Methods of Training Needs Assessment

• Records & Reports / Documentation• Observation• Survey / Questionnaire• Performance Appraisals• Tests• Interviews• Assessment Centres• Combination Method

Training Design

Training Design

1. Define purpose of the training and target audience

2. Determine Participants’ Need Methods: written survey

random sample of registrants by phone evaluation & feedback current roles & responsibilities

Training Design

3. Define Training Goals and Objectives

4. Outline Training Content Introduction Learning Component Wrap-up & Evaluation segment

5. Develop Instructional Activities6. Prepare the Written Training Design

Training Design

7. Prepare Participant Evaluation Forms Issues: Did participants acquire knowledge & skills that the

training was supposed to provide? Were the trainers knowledgeable about the training

content? Were the activities interesting & effective enough? Was the training format appropriate? 8. Determine Follow-up activities for the event

Types of Training

• Orientation Training• Job Training• Safety Training• Promotional Training• Refresher Training• Remedial Training

TRAINING TECHNIQUES

• ON THE JOB TECHNIQUES

• OFF THE JOB

ON THE JOB TECHNIQUES

A. COACHINGB. UNDER STUDYC. POSITION ROTATIOND. PROJECT ASSIGNMENTSE. COMMITTEESF. MULTIPLE MANAGEMENTG. SELECTED READINGS

OFF THE JOB TECHNIQUES

I. LECTURESII. CASE STUDIESIII. GROUP DISCUSSIONSIV. CONFERENCESV. ROLE PLAYSVI. MANAGEMENT GAMESVII.SENSITIVITY TRAINING

Training Evaluation

TRAINING EVALUATION

• Should not be a one time activity• Systematic process to analyse feedback• Helps and strengthen future postion and

consolidate present learning

Aspects

Relevance of training objectivesThe accomplishment of objectiveThe appropriateness of training methodologyThe impact of learning

When to evaluate

During training

After completion

At specified intervals

Who will evaluate

• Participants

• Staff

• Outside evaluators

After evaluation what?

• Results not adequately utilized

• Should not be a ritual

CASE STUDY

TRAINING INITIATIVES AT GODREJ

• "Many Indian companies have increased their emphasis on training tremendously. I think it is absolutely essential to spend a lot of money on training and continuous improvement. In our group every employee has to undergo at least five days of training a year.“

• Adi Godrej, Chairman Godrej Group

NEED FOR CHANGE

• Entire distribution of Godrej transferred to P&G

• 1995-Break-up of the joint venture between Godrej & P&G

• Post breakup Godrej devoid of distribution system

• Rebuilding exercise• 1995-TQM

CHANGE

• Switch from a family-run business to a professionally managed company

• Changed the earlier model of management hierarchy

• Adopted a participative management model– team spirit – employee improvement programmes.

TQM• 1995-TQM Awareness programmes conducted for all employees • Objective

TQM principlesCustomer satisfaction Management by 'fact' -- 5Ws (what, why, who, when, and where) + 1H (how) approach Respect for people

TQM elementsTotal employee involvement (TEI)Total waste elimination (TWE)Total quality control (TQC)

• Maximize quality and minimize costs.

• Sept 2000 at Godrej soaps ltd

• For involvement of youth

• Objective was motivating employees as well as imparting knowledge about the sales functions of GSL.

GALLOP-Godrej Accelerated Learning Leadership and Orientation Programme

• 2002 -structured and organised induction-training programme

• Objective –to nurture the new recruits into leaders and dynamic performers

• The trainees were rotated in four departments other than their primary department including a compulsory sales stint.

• Mandatory rotation helped the trainees to get a hands-on experience to understand the market

EVA• Introduced in 2001 at all Godrej groups

• For managers and officers

• To manage EVA and make wise investment decisions

E-Gyan

• 2002 -E-Gyan was the e-learning initiative

• Transform traditional training methods of workshops and sharpen the intellect of the employees by self- learning initiatives

SPARK• Sept 2002 at Godrej industries ltd

• Train the trainer

• For managers to become effective coaches

Bibliography & Webliography

• Essentials of Training & Development by Dr. Anjali Ghanekar• Human Resource Management by Dr. Anjali Ghanekar• Human Resource Management

by C.B Gupta• www.icmrindia.com• www.godrejinds.com