Project Submitted by:

Vaishali Gupta(HR019)
Rhythm Jolly(HR022)
Naman Khanna(HR027)
Mannat Narula(HR037)
Uzma Shaikh(HR047)
Vijayendra Thakur(HR056)

In-House Training
In order to define In-house Training we first define training; Training is an organized activity
aimed at imparting information and/or instructions to improve the recipients performance or
to help him or her attain a required level of knowledge or skill.
The word in-house, when used related to organization or company matters, refers
to activities that are happening or done by employees inside organization or company itself.
In-house training is a program for learning opportunities developed by the organization in
which they are to be used. This involves all technical and soft skills courses that serve for this
purpose.
On-the-job training is the most common example of in house training. It now however covers
a wide area including sales training, health and safety, management programmes etc.
Why do companies go for In-house training?
In order to answer this question, lets look at some of the advantages of in-house training:
Advantages:

Cost effectiveness: In house training is typically done with on an average 20

employees at a time and hence the cost per delegate is typically less when compared
to sending the same number on to public training courses.
Also the company saves a lot on the travelling expenses.
More Specific: The in-house training can be made specific to the letter adjusting to
the needs of the organization. Such customization might not be possible in case of out
sourcing.
Convenience: Flexible time schedules and course material makes this option more
attractive.
Team Building: A room full of delegates from different departments can encourage
greater team work, awareness and understanding of each others role.

Factors affecting In-house training decision:

Competencies

It is important that the organization has sufficient competencies both technical knowledge
and training capabilities. While most of the companies have the former, the latter
becomes a problem.

Budget

Costs incurred and the returns that the organization expects have a bearing on their decision
whether to outsource the training program or keep it in house. Generally in In-house on an
average 15-20 employees are trained at a time as a result of which per delegate cost is less.

Bandwidth Allocation

Apart from having the desired competencies it is important that the resources are available. If
the training has to be carried out on a large scale then the factors like time (Schedule of the
trainees as well as of the trainers) and cost for large number of people are kept in mind.

Time Period:

If the skill or attitude is to be developed gradually that is if the gestation period is long and
requires constant monitoring and changes in the methods and content, the companies prefer
in-house training.

COMPANY PROFILE
MAHINDRA COMVIVA
Introduction
Mahindra Comviva (formerly Comviva Technologies Limited) was founded in New Delhi in
1999 and is headquartered in Gurgaon, India. It provides mobility solutions to mobile
operators and service providers worldwide. It has an established presence in over 90
countries, predominantly in Asia, the Middle East, Latin America and Africa. It has its main
R&D and network operation centre in Gurgaon, Haryana. At present it has over 1700
employees and a billion plus subscribers. In February 2014, it partnered with Bharti Airtel for
deploying its enterprise communications platform in 16 countries across Africa.
Products and Services Portfolio:

Mobile Financial Solutions - mobiquity, PreTUPS, payPlus

Internet & Broadband Solutions Content delivery suite, Sponsored data gateway etc
Consumer Value Solutions- Loyalty Management System, mcare, Revenue Plus
Suite, call management, missed call alert, etc
Digital Lifestyle Solutions Infotainment Suite, Call Management Services, etc
Business Solutions iPACS BSS Suite, iPACS Sales and Distribution, etc
Messaging Solutions Enterprise Communication Platform, Instant Messaging
Platform, SMS Hub, SMS Firewall, etc
Managed VAS- Managed customer services, Managed cloud services, etc.

Technology Partners
To ensure its solutions meet operator needs to optimize cost structures, accelerate revenue
growth and enhance customer loyalty, Mahindra Comviva works closely with technology,
application developer and content partners, on both a global and regional basis, to develop
solutions rapidly and grow business profitably. It has partnered with companies such as Adex,
HP, Dialogic, IBM, etc.

Customers
Mahindra Comvivas customers are leading mobile operators and service providers across
markets worldwide such as Vodafone, Idea,Mobinil, UTS, etc. It is working with its
customers to deliver a superior service experience thanks to a portfolio of proven solutions
that scale rapidly and efficiently and help to target subscribers on a personal level.
TATA COMMUNICATIONS LIMITED
Introduction:
Founded in 1986, as Videsh Sanchar Nigam Limited (VSNL), it became the first Indian PSU
to be listed on New York Stock Exchange in 2000.Soon after in 2002 Tata group acquired
45% stake in VSNL. In 2008 VSNL was acquired by Tata group and was renamed as Tata
Communications Limited.
Product and Services Portfolio:

Enterprises:
Network services
Cloud enablement
services
Data centre services
Unified
communications
Media and
entertainment Services
Managed security
Services
Content Aggregation
and management

Service providers

Voice
Network services
Mobile
Unified
Communications
Data Centre Services
Partner Services

System Integrators
Network Services
Unified
Communications
Data Centre Services

Fun Facts:

By an agreement in 2012 with Formula One Management, Tata Communications

became the official communications provider for the sport and provides core data
services for FOM.

It has the Worlds largest wholly owned submarine fibre network

With an employee base of over 8000 employees Tata communications represents 40

nationalities.

It covers around 70% of the Worlds mobile network operators.

It has won various awards right from its inception ex: Gartner's Magic Quadrant for Network
Services, Global Data Communications Service Provider of the Year.- Frost & Sullivan 2014
Asia Pacific ICT Award.
MAHINDRA COMVIVA
TYPES OF TRAINING UNDERTAKEN

Functional
Technical
Behavioural
General

Functional: Training imparted towards the functions that are a part of a role. Eg: For HR
professionals, a functional training could be on How to conduct PMS
Technical: Training pertaining to the theories of the job and the frameworks involved. Eg:
Java training for IT professionals
Behavioural: Behavioural trainings are either:
o Skill based- eg: Personal effectiveness, interpersonal, time management etc
o Non Skill based- eg: How to be customer centric
General: General trainings are basically information sharing sessions. They do not help in
upgrading the skills of an employee. They are provided to all the people who join the
organization. Eg: Sexual harassment policy, Information Security. Induction is a specialized
training that is a combination of all the above types. The above demarcation into types would
hold true for external training as well.
NEEDS ASSESSMENT
Needs Analysis is carried out at the following three levels:
Organizational Level
o Usually looked into by the senior leadership of the organization
o Focused towards the core competencies that might be desired in the
organization
o It is about reducing the gap between where you are and where you want to be
o In sync with the strategy of the firm
Individual level
o Done at an individual level
o Decided between the manager and the employee
o Could be related to motivational issues, a requisite skill or lack of opportunity
Task level
o Usually based on the observation of the manager
o Identifying the task where most of the time of the employee is spent

o Actual performance gap identified (related to KSA)

o Might also depend upon the projects need

FACTORS DETERMINING MODE OF DELIVERY OF TRAINING

The following factors are considered:
o Competencies currently present within the organization(Technical knowledge+
Training capabilities)
o Budget
o Location of trainers
o Schedule of trainers
TRAININGS COMMON ACROSS ORGANIZATIONS IN THE INDUSTRY
The following trainings are common across all the organizations:
o
o
o
o

Security Standards- TCID

PnP Certifications
Project Management
Trainings which are basic in nature or relevant to the function

TRAININGS NECESSARILY DONE IN-HOUSE

The following trainings are conducted in-house by Mahindra
o Training on Excel: Because it is more of an on-the-job learning, this skill is easily
available within the organization, calling an external trainer wouldnt be justified in
the ROI
o Product based training
On the contrary, some training are necessarily outsourced, eg: Industrial Landscape
information sessions are usually outsourced to a specialized firm like Dale Carnegie
DETERMINING THE TRAINING CALENDAR
Industrial requirements are addressed as needed. The training calendar is developed in a way
such that there is a good mix of all kinds of training. During the PMS, the gap present within
the desired skills and knowledge and the existing skills is studied and the training needs are
discussed. The list of trainings needed is then determined. Moreover a top-down approach is
followed while considering the training sessions needed.

Role of manager
After the needs have been determined, and the requisite training sessions have been taken
into consideration, the manager/HOD of the team/individual undergoing the training is

referred to. The manager then looks into the schedule of these teams/employees and suggests
their availability for training.
An effective training session is one that provides high returns, in terms of development of
knowledge, skills and abilities. An ideal session needs at least 20 people at once, and at the
most 40 people. Increasing the number of participants dilutes the effectiveness of training.
A challenge that is faced while implementation is drawing a line when different managers
suggest widely varying dates for the availability of their team/subordinate for training. It is
not always possible to find a date suitable for all of the managers, hence a date is decided
with the intent of accommodating all of the teams in the best possible manner and also
maintaining the efficiency at the same time.
Considerations
An intimation is given to the managers one month prior to the designated date of
training. Usually, in order to determine the date for the coming month, discussions are
initiated on 1st of the current month and concluded by 10th. An official notice is sent
by 15th and the registrations are received by 20th of that month.
Regular hygiene checks are done to ensure that all of the employees get a chance to
appear for the requisite trainings and also that none of the employees is overloaded
with multiple trainings in quick successions.
It is required that each employee covers at least 4 days of training in a quarter
The training calendar is made in such a manner that the last quarter of the year is kept
relatively free as the employees are engaged in finishing the year-end targets relevant
to the business strategy.
The population is segmented according to the grades and/or the departments
None of the segments are subjected to consecutive training
EVALUATION OF TRAINING
It is very difficult to establish a well defined process to assess the effective return from the
various training sessions undertaken, but certain steps can be taken to get an estimate of how
much of the gap identified, has been curbed.
A metric is established prior to the training in order to measure the effectiveness of the
training. Following the Kirkpatricks model, following actions are undertaken:
Reaction: Immediate feedback
Learning: Test one day before the training followed by another test after it
Behavioural: Observing behavioural changes is very difficult and usually takes up to 3-4
months to determine
TATA COMMUNICATIONS
TYPES OF TRAINING UNDERTAKEN

The Learning & Development department at Tata Communications is divided into following
four departments:

Leadership
Executive Skills
Technical/Functional Skills
Support

Hence the training is also taken up with reference to these departments and each of the
department always has 2 trainers onboard to address the training needs. Some of the
employees take up the dual role of a trainer as well as an internal facilitator and take care of
training E2E.
NEEDS ASSESSMENT
The following factors are considered:

EOY Performance Appraisal

An online form is floated for the employees wherein they fill their learning goals and
skills desired.

Discussion with functional heads

The functional heads determine the gap in skills and knowledge and identify the
training needed

Organizational needs
Keeping in mind the organizational needs and its strategies, future KSAs are
determined and the trainings needed as well. Eg: M&As, Partnerships, Customer
Service etc

DETERMINING THE MODE OF DELIVERY OF TRAINING

The decision is similar to a build vs buy consideration. The following factors are taken into
account:

Expertise - If the expertise is available within the organization, then the training is
done internally.
Eg: Product training, basic office skills

Bandwidth limitations - If the training has to be carried out on a large scale then the
factors like sustenance of knowledge and cost for training a large number of people
have to be considered.

End goal of training - The end goal of the training and the methodology applied also
determines if the training would be in house or not. If a knowledge, skill or attitude is
to be gradually developed then it requires constant monitoring and frequent changes
in the methods and contents. Hence, such an endeavour is efficiently carried out if
undertaken in-house.

Eg: Recently, a training on biases was undertaken with a long term perspective in
mind. For this, specialized training was given to 19 trainers, who further trained about
450 employees
TRAININGS COMMON ACROSS ORGANIZATIONS IN THE INDUSTRY
Most of the trainings that are common across this industry are related to regulatory practices
or compliance. Apart from this general trainings are provided to the employees. Some of
them are:

Cisco Certifications-CCNA, CCIE

ITIL
Audit & Compliance(ISO standards)
Project Management

TRAININGS NECESSARILY DONE IN-HOUSE

Tata Communications is a B2B company and requires specialized training for employees in
Sales and Marketing in a highly competitive scenario. Its clients are esteemed organizations
like F1, Google and most of the leading banks and in order to tap such clients and provide
seamless service to them, a lot of emphasis is put on functional training for sales executives
along with behavioural trainings.
Apart from this the internal trainings are undertaken for:

Orientation of new hires

Presentation skills
7 Habits
Product training

Tata Communications strives to keep the leadership and behavioural trainings internal but
is limited by the availability of trainers at times.
Also, some of the trainings are necessarily outsourced owing to their technical nature.
Such trainings are provided by the partners of the equipment vendors.
DETERMINING THE TRAINING CALENDAR
Tata Communications have a very flexible approach towards developing their training
calendar.

A quarterly schedule is followed and monitored every two months. The response and
changes are evaluated and changes in methodology or content are made if needed.
Appraisal data is picked up and along with it a detailed discussion with functional
heads determines the needs for the quarter(s)/year(s).
The requisite trainings are determined.

The inventory is checked for availability of resources and decision on in-house or

external is made.

The dates for the training are further decided by consulting the managers.
Apart from a regular plan, there is room for customized business requests. Eg: Procurement
team of Finance dealing with partners could demand for a workshop on negotiation. Such
requests are entertained internally or externally depending upon the bandwidth and the
competencies.
EVALUATION OF THE TRAINING PROGRAM
There is no defined governance mechanism put up for evaluation as the nature of each of the
trainings is different and calls for a specialized approach for each of them. Generally only a
handful of customer-centric trainings are monitored. One of the evaluation approaches used is
Kirkpatricks model
Behavioural change- it is not monitored since not enough bandwidth available
Reaction- Online feedback survey is carried out to gauge the reactions of the employees
Tata Communications believes in a 10-20-70 model that translates into:
10% of the learning occurs through training material and online resources.
20% of the learning happens through peers, line managers and buddies.
70% of the learning happens through on-the-job experience.
Although a mode of evaluation of training is not explicitly defined but all customer centric
activities are closely monitored. All service related telephonic conversations are studied and
clients are asked to rate their experience followed by a satisfaction survey.

COMPARISON BETWEEN THE TRAINING PROGRAMME OF MAHINDRA

COMVIVA AND TATA COMMUNICATIONS

Tata has four different departments within L&D, namely Leadership, Executive
Skills, Technical/Functional Skills, Support to look after the training needs of the
organization. The training is also taken up with reference to these departments and
each of the department always has 2 trainers onboard to address the training needs.
Whereas in Mahindra, there are no such departments, all the training are provided by
the L&D department, there is no categorization into sub-departments.

In Mahindra Comviva, a top-down approach is followed. The need analysis is done

by managers and then the required training programme is designed. Whereas in Tata,

an online form is floated for the employees wherein they fill their learning goals and
skills desired, which is further assessed by the middle and senior management.
Mahindra Comviva and Tata Communications considers similar factors while
deciding upon the type of training, in-house or external, except for the fact that there
is no budget constraint for Tata. Also, Tata constantly monitors the training every two
months in a quarter and accordingly modifies, if needed.
Most of the training in Tata are in-house, except for some technical training. Mahindra
Comviva, on the other hand, necessarily outsources some training, like Industrial
Landscape and others depending on the budget and availability of resources.
Tata has a very flexible approach towards developing their training calendar. Training
schedule is monitored regularly and changes in the plan are made accordingly. In
Mahindra Comviva, the training calendar
In Tata, there is no defined mechanism for evaluating training as the nature of each
training is different. Whereas, Mahindra develop a metric prior to the training to get
an estimate of how much of the gap identified, will be curbed after training. Also,
both the companies follow Kirkpatricks model and analyze the learning, reaction and
behavioral changes in employees.

ALIGNMENT OF TRAINING WITH BUSINESS STRATEGIES

Mahindra Comviva
Mahindra Comviva provides mobility solutions solutions that transform lives every day. As
an organization it believes that its growth is directly linked to employees growth. The
employees get to decide what is best for them in terms of learning for growth and what will
translate into performance and organization growth. They get to learn on-the-job from their
peers and managers and there are also instructor led class-room sessions and self-paced
learning. There are also industry association forums that employees can participate in to learn
beyond work.
It also provides employees the chance to enhance their skills through programs, including
Techmaster a certification initiative wherein the employees get trained and certified through
renowned institutions.
To ensure that its employees contribute in the best possible way to the attainment of
organizational goals self-development programs and skill based training is imparted to them.
Tata Communications
Tata Group is synonymous with trust. In order to make sure that all the employees follow the
same principles, it puts a lot of emphasis on behavioural training which accounts for a major
share of in-house trainings. The assumption underlying this decision is that the people who
are already working and following such principles would be best able to explain the culture
of Tata. The main focus (for Tata Communications limited) being market capitalization,
equal importance is given to sales training. There is a particular type of relation that Tata tries

to maintain with its business partners, the employees are hence given behavioural training
wherein experienced people from various departments talk about the existing culture and its
importance.
CONCLUSION
While working on the project, we could gather that every organization follows a training
program that is aligned with the availability of resources, its organizational needs and
objectives and employee requirements and business strategies. Even when it comes to
evaluation of the training, companies adopt different approaches and there is a difference in
the theoretical and practical usage of any model. For instance both Tata and Mahindra use the
Kirkpatricks model, however they differ in the way they use it. Tata does not really monitor
the behavioural change that might take place in employees but Mahindra monitors despite the
long duration needed for the observation. Training will yield desirable results for a company
only if it is compatible with its overall policies and goals.
ANNEXURE
We would like to use this opportunity to express our gratitude towards our organizational
mentors who helped us with the project. We are thankful for their guidance, their constructive
criticism and friendly advice during the project work. We are sincerely grateful to them for
giving us their invaluable time and sharing their thoughts and insights with us.
We express our warm thanks to Ravi Sharma(Mahindra Comviva) and Hetal Maniar(Tata
Communications) for their support and guidance.
The following questionnaire was used to get the views of the industry professionals:
Questionnaire
1. What are the different types of in-house training undertaken?
2. What areas do you look into while doing the needs assessment?
3. What factors determine the selection of in-house or external training to employees?
4. What criteria are kept in mind while evaluating a training programme?
5. How is effectiveness of training measured?
6. Which of the trainings are necessarily in-house and why?
7. Is the training plan/schedule developed at the beginning of the financial year or is it as per the
industry requirement?
8. What types of training are common across all the organizations in the industry?

References:

1) http://www.mahindracomviva.com/
2) http://www.tatacommunications.com/