Training and development practices in india since the past 30 years
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Transcript of Training and development practices in india since the past 30 years
Training and Development Practices in Different Industries in India since the past 30 years
Presented By:Aanchal AggarwalMBA HR-3Roll No. 1
Give an overview of the concept of training and development
Discuss the evolution of Training and development
Brief explanation of the various training and development practices in short
Examples pertaining to each sector in the Indian industry with regards to their training and development practices each with respect to 1980’s, 1990’s, 2000’s
Initiate a management game on team building called stock market simulation
AGENDA:
To help create an understanding of how training and development evolved in India
Overall the workshop aims at helping the audience in understanding the concept and seeing the transformation with regards to training and development in different sectors in the Indian Industry.
To help strengthen team building by way of a management game.
Objective
Till the sixties training activity in most of the Indian Organizations was totally absent or partly present in a rudimentary form
However in the seventies Indian Organizations started becoming aware of the need for development of managers for better management of industries
Therefore Executive development programs came up in few educational institutes such as:
Evolution of Training
Administrative Staff College of India IIM’s TISCO started own training centers and
hired outside faculty Four decades ago the concept of Training
within industry by ILO came up. Training Workshop Initiative programs were
basically on the job training to the workers
This program was also not successful as it was enforced by the government and was not at the wish of the employees
The workers training was limited to on the job training for better productivity and production
It is only after Prime Minister Rajiv Gandhi’s stress on Human resource Development that training took a front seat in the economy
A separate HRD ministry was set up in 1985 No doubt the need for training was realized
by different organizations however they concentrated mainly on management development rather than worker development
Training refers to the process of imparting specific skills.
Traditional Training Methods Categories
•Presentation methods
•Hands on Methods
•Group Building methods
Presentation methods - methods in which trainees are passive recipients of information
This information may include:◦Facts or information◦Processes◦Problem – solving methods
Presentation methods include:◦Lectures◦Audio-visual techniques
Presentation Methods
Lecture involves the trainer communicating through spoken words what he/she wants the trainees to learn
It is often used because it is one of the least expensive, least time-consuming ways to present a large amount of information efficiently in an organized manner
Presentation Methods:
Variations of the Lecture Method
Standard Lecture
Team Teaching
Guest SpeakersPanels
Student Presentations
Audio-visual instruction includes:◦slides◦Video
It has been used for improving:◦Communication skills◦Interviewing skills◦Customer-service skills◦Illustrating how procedures should be
followed
Presentation Methods:Audio-Visual Techniques
Training methods that require the trainee to be actively involved in learning
These methods include:
Hands on Methods:
On the job training
Simulations
Case studies
Business games Role plays Behaviour
Modelling
On-the-job training (OJT) refers to new or inexperienced employees learning through observing peers or managers performing the job and trying to imitate their behavior
OJT includes:◦ Apprenticeships◦ Self-directed learning programs
On-the-Job Training:
Employees take responsibility for all aspects of learning:◦ when it is conducted◦ who will be involved
Trainees themselves design training content at their own pace without an instructor
Trainers are available to evaluate learning or answer questions for the trainee
On the Job- Self Directed Learning:
A formal occupational training program which combines on-the-job training and related instruction and in which workers learn the practical and conceptual skills required for a skilled occupation, craft, or trade
Can be sponsored by companies or unions Most programs involve skilled trades
OJT Programs: Apprenticeship
Replicates a real-life situation It is an attempt to create a realistic decision
making environment for the trainee. Used to teach:
◦ Production and process skills◦ Management and interpersonal skills
Hands-on Methods: Simulations
Description about how employees or an organization dealt with a difficult situation
Trainees are required to:◦ analyze and critique actions taken◦ indicate the appropriate actions◦ suggest what might have been done differently
Major assumption is that employees are most likely to recall and use knowledge and skills learned through a process of discovery
Hand-on Methods: Case Studies
Require trainees to gather information, analyze it, and make decisions with the help of some game
Primarily used for management skill development
Games mimic the competitive nature of business
Hand-on Methods: Business Games
Trainees act out characters assigned to them
Information regarding the situation is provided to the trainees
Focus on interpersonal responses Outcomes depend on the emotional (and
subjective) reactions of the other trainees The more meaningful the exercise, the
higher the level of participant focus and intensity
Hands-on Methods: Role Plays
Involves presenting trainees with a model who demonstrates key behaviors to replicate
Provides trainees opportunity to practice the key behaviors
Based on the principles of learning through observation (social learning theory)
Effective for teaching interpersonal and computer skills
Hands-on Methods: Behavior Modeling
Group building methods - training methods designed to improve team or group effectiveness
Training directed at improving trainees’ skills as well as team effectiveness
Group building methods involve trainees:◦ sharing ideas and experiences◦ building group identity◦ understanding interpersonal dynamics◦ learning their strengths and weaknesses and of
their co-workers
Group Building Methods
Group techniques focus on helping teams increase their skills for effective teamwork
Group building methods often involve experiential learning
Group building methods include:◦ Adventure Learning◦ Team Training◦ Action Learning
Group Building Methods
Focuses on the development of teamwork and leadership skills using structured outdoor activities
Also known as wilderness training and outdoor training
Best suited for developing skills related to group effectiveness such as:◦ self-awareness◦ problem solving◦ conflict management◦ risk taking
Group Building Methods:Adventure Learning
Involves coordinating the performance of individuals who work together to achieve a common goal
Teams that are effectively trained develop procedures to identify and resolve errors, coordinate information gathering, and reinforce each other
Group Building Methods: Team Training
Involves giving teams or work groups:◦ an actual problem,◦ having them work on solving it,◦ committing to an action plan, and◦ holding them accountable for carrying out the
plan
Group Building Methods: Action Learning
Development refers to the learning opportunities designed to help employees grow.
Management Development Programs:
On the Job•Job Rotation•Coaching•Action Learning•Staff Meetings•Lateral Transfer
Off the Job•Seminars and conferences•Case Studies•Games•Role Play•Behavior Modeling•Corporate Universities
Training in the industry was done on ad hoc basis
There was no systematic approach for training
Long term and short term objectives were not defined
There was no survey of training needs Training was basically considered as
deviation from busy work life- as a relaxation program
In 1980’s-1990’s
Training were conducted basically for statistical purposes.
Training was basically done with regards to specific technical skills
Management programs were not given due importance
Hindustan Zinc Limited: Large public sector organization which was involved in Zinc and lead, Mining and Smelting.
Training and development was very important for them as:
In 1980’s- Mining Sector
Specialists in this technology usually migrate to other
countries
Mining technology is sophisticated so there
was a need to train and re train existing
employees
LECTURE
CASE STUDIES
ROLE PLAYS
BUSINESS GAMES
BRAINSTORMING
STIMULATION
PROJECT WORK
JOB ROTATION
40 20 10 10 10 5 3 2
Percentage wise analysis of mix of training techniques at HZL:
Source: HRD in a changing Environment By YK Bhushan
Source: HRD in a changing Environment By YK Bhushan
ELECTRONICS SECTOR
Both are competitors in the field of manufacturing switch gears, switch boards, AC’S, Refrigerators etc.
The training in this kind of industry at that time was basically Apprenticeship training given under Apprenticeship Act 1961.
The various training programs given were:
Training Facilities at Voltas Limited And Seimens India, Bombay 1980’s
Apprenticeship Training
Diploma and graduate
Engineers Training Scheme
Management training scheme
Need based training
Customized training programs
Safety Training programs
Management development
programs
Apart from this various amenities such as◦ Free transportation from station to work◦ Subsidized breakfast and lunches◦ Subsidies◦ Free tea◦ Library and sports facilities◦ Medical facilities◦ Uniforms◦ The above were provided in order to motivate the
trainee to be a part of the program
CHEMICAL INDUSTRY
Total employees 4000 1200 working in Managerial and supervisory
category Non management employees: 90 percent
are engaged in skilled jobs
Training facilities at Rashtriya Chemical and Fertilizers ltd. Bombay
Training Provided:
Senior technician and operator
training
Trade apprenticeship
training
Commercial Apprenticeship
Employee development programme
Training programme for
outside organizations
Modular Training
Modular Approach to Cross functional Training:
In mid 1980’s and early 1990’s there was a boom for adventure based training
excitement of a zip line and thrill of rappelling stimulated many possibilities for learning
Some Generalized conclusions:
Problem Diagnosis Algorithm:
Source: HRD through In- house training by PL RAO
In 1980’s training initiatives of Motorola were phenomenal
They set up a Motorola Education and Training center which later on became a university in 1989
Motorola's success was based on strong foundations of corporate wide learning practices
In recognition of these development practices American society for Training and Development named Motorola the top training company.
Motorola- Telecom Sector
Companies have realized that fostering a sense of belonging among employees, right from the time of induction, pays in the long run
National Fertilizers have training programs even for wives on holidays where company practices and culture are discussed
By this it was found that absenteeism reduced considerably
Innovations in training
There are trainers who use bhajans and kirtans to convey productivity concepts in a simple manner, in a folk song style. It is novel and an enjoyable method.
MANUFACTURING/ ELECTRONICS
SECTOR
1995: TQM Workshops to inculcate positive work culture introduced.
1997: 5000 employees were put through three day workshop as part of visioning session.
2000: Parivartan launched with an objective of motivating and imparting knowledge of sales function.
2001: EVA introduced, 500 people were involved to help them make decisions pertaining to investments, trade offs etc.
Initiatives such as Entrepreneurs Boards, Red and blue teams, Mentoring and reverse mentoring were introduced
Training and development at Godrej in late1990’s
In 2002: ◦ need for a performance driven culture felt so
program called Gallop introduced( Godrej Accelerated learning Leadership Orientation Programme)
◦ GIL introduced Spark, training for managers to help them become effective coaches
◦ End of 2002: E-gyan introduced to increase learning potential of employees.
January 2003: Special Hr programme for developing interpersonal and negotiation skills introduced
2003: English language training for floor workers introduced
Coca Cola in the early 1990’s developed a program called “ Maintaining Competitive Advantage” which was a management development program
This was basically initiated so as to help in providing skilled managers to the company so as to have a competitive edge over other competitors
They aligned the program with their corporate strategy
Coca Cola: FMCG SECTOR
The same strategy as followed by Coca Cola was also followed by AT&T
Management Development Program called “ Maintaining Competitive Advantage” was developed
AT& T: Telecom Sector
Mahindra and Mahindra:
In 2000’s – Manufacturing sector
Training & Development
Project
Phase 1
Skill and Knowledge Inventory
Skill Mapping
Phase 2
Training Needs Identification
Training Plan
Phase 3
Training
Evaluation
Training programmes
In -House
Class Room
Case Study Method
Role plays
Pedagogy
Theatre based
Experiential Learning
Out bound learning
On- the- Job training
Special Projects
Sponsored
Functional Sponsored programs
Management Development
programs
Pharmaceutical Sector
Trainings may be broadly classified into:
Training at Ranbaxy: (in 2000’s)
Regulatory Ranbaxy Specific
Standard operating
procedures
Developmental
There may be training which is online or instructor led training.
Ranbaxy has a set training calendar containing details of who is to take training, when is it to be carried out and who would be doing it.
Earlier all this was done manually, now in the changing era with so much importance to training and development.
They have an online tracking system called learning management system in place.
Vestibule training is conducted which is same for workers as well as supervisors.
However if we talk about imparting behavioral training then this is done through:◦ Lectures◦ Business Games◦ In basket exercises◦ Training aids used include power point
presentations, videos, demonstration equipment, evaluation techniques etc.
After the training is over feedback forms are also filled suggesting whether the training was successful or not..
Information Technology Sector
Training and development at IBM:
All managers at IBM use face to face instruction technology.
The program is an expert system that provides a customized portfolio for each manager.
The expert system guides managers through pre-work that has to be completed prior to attending learning labs.
Learning is reinforced through the use of knowledge management system.
Accenture: gives in 80 percent more training hours than their competitors
12 million hours in educating people Spends 800 USD in training and
development Have a global learning portal called My
learning offers which has over 20000 online courses
Vast online library , the knowledge exchange.
Accenture:
LODGING INDUSTRY
In 2002: Marriot International, a widely recognized name in the lodging industry.
It was proposed then that Marriot in the next 5 years would be hiring million employees.
A training transformation team was struck to study the problem and find a solution.
A front desk quest was initiated The trainee on an online system is presented with a
series of training modules where simulation takes place. The trainee assumes active roles in different situations
hypothetically giving it’s response to each of the situations.
Then correct or incorrect decisions are evaluated.
Global giants like Motorola and Ford Motor today are using concepts of virtual training. They have self paced computer based training through firm’s intranet.
In today’s global market training is becoming imperative 24/7/365 affair, cutting across geographies and time restrictions
The changing areas of training and development today:
Computer based training
Grid technology
Supervisors skills level
Modular approach
Walkabout Action Learning
Competency based training
Outbound training
Basically a computerized process for assessment of productivity and work climate profiles of all organizations
A 400 statement questionnaire given to supervisors and 3 hours for answering those questions are given
The Results are then compared with National Average in 11 different countries
Supervisors Skills Level:
Identification of competency requirement
Programme implementation
Evaluation
Preparation of modules for instruction
Competency based training.:
Blake and Mouton Grid
HRD through In- house training by PL RAO. Enriching human capital through training
and development by PL Rao Effective training by P. Nick Blanchard &
James W. Thacker. HRD in a changing Environment By YK
Bhushan Employee training and development by
Raymond A Noe
References: