Training and Development

Presented By :-
Jasmine Pancholi
Ketan Nagotkar
Reshmi Nair
Amol
Mahesh Naik
Sonali Pawar
Sharon
Kshitij Nimbalkar
• There Is Noting Training Can Not
Do; Nothng Is Above Its Reach;it
Can Turn Bad Morals To Good, It
Can Destroy Bad Principles And
Create Good Ones, It Can Lift Men
To Angelship.
Mark Twain

3
AND
AND OF
OF COURSE
COURSE A
A PICTURE…
PICTURE…

The training these days is just

so high tech but still inefficient!

4
DELIVERING
DELIVERING CUSTOMISED
CUSTOMISED TRAINING
TRAINING
SUCCESSFULLY
SUCCESSFULLY

“Tell me and I forget, teach

me and I remember, involve
me and I learn”

- Benjamin Franklin

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 Definition

Training is the formal and systematic modification of

behavior through learning which occurs as a result of
education, instruction, development and planned
experience.
Development is any learning activity, which is
directed towards future, needs rather than
present needs, and which is concerned more with
career growth than immediate performance.
 Teaching Vs Training
Teaching:
Is about educating people,
sharing wisdom, making
people more knowledgeable.

Training:
Is about development and
application of knowledge, skills
and attitudes for achieving specific objectives
 Nature of training and
development
• training and development needs =
standard performance – actual
performance
 Inputs of training and
development
Skills

Education Development

Ethics

Attitudinal changes
 Trends in Proportions Viewing
Skill Shortages as a ‘Serious
Problem’
70%
60% 61%
57% 58% 59%
60% 55% 55%
48%
50%
1996
40%
30% 31% 2002
30%
c 20% 2005
20% 16%

10%
0%
Private Public Private Labour Public Labour
Managers Managers

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 Importance of Training
Managers: Importance to overall business
strategy
Labour leaders: Importance to collective
bargaining issues
50%
45% 44%

40% 37%
35%
29% 30%
30%
25% managers
25% 22%
labour
20%
15%
10% 9%
5%
5%
0%
not/slightly important important very important crucial

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 Purpose of Training
To increase productivity
and quality

To promote versatility and adaptability to new methods

To reduce the number of accidents

• To reduce
labour turnover

• To increase job satisfaction displaying

itself in lower labour turn- over and less
absenteeism

• To increase efficiency
 When does the need for training arise?

• The installation of new equipment or techniques

• A change in working methods or products produced

• A realization that performance is inadequate

• Labour shortage, necessitating the upgrading of

some employees
• A desire to reduce the amount of scrap and to improve
quality

• An increase in the number of accidents

• Promotion or transfer of individual employees.

• Ensures availability of necessary skills and there could

be a pool of talent from which to promote from.
 Advantages of Training
1. Leads to improved profitability and/or more
positive attitudes toward profits orientation.

2. Improves the job knowledge and skills at all

levels of the organization.

3. Improves the morale of the workforce.

4. Helps people identify with organizational goals.

5. Helps create a better corporate image.

6. Fasters authentically, openness and trust.

7. Improves the relationship between boss and

subordinate.

8. Aids in organizational development.

9. Learns from the trainee.

10. Helps prepare guidelines for work.

 Disadvantages of training
1. Can be a financial drain on resources; expensive
development and testing, expensive to operate?

2. Often takes people away from their job for varying

periods of time;

3. Equips staff to leave for a better job

4. Bad habits passed on

5. Narrow experience
 Areas of Training
The Areas of Training in which training is offered may
be classified into the following categories:

Knowledge

Technical Skills
•
• Social Skills

• Techniques
 Methods of training
• Lectures

• Audio visual programmed

• Simulation

• Case tudy

• Role playing/ business games

• Sensitivity training
 On the job methods
• Coaching

• Mentoring

• Job insrtuction training

Job rotation
Effectiveness and evaluation of trainig
and development
• Effectiveness of trainig and development

o Employee motivation

o Recognition of individual differences

o Schedule of learning
• Evaluation of training and development

o Before the training

o During the training

o After the training

 Evaluating Human Resource
Development
• Participant’s opinions (reaction)

• Extent of learning (learning)

• Behavioral change (behavior)

• Accomplishment of T&D objectives

(outcomes or result)
Issues in Employee Training
1. Communications

2. Computer skills

3. Customer service

4. Diversity
5. Ethics

6. Human relations

7. Quality initiatives

8. Safety
 Challenges to different
sectors
• Service sector
(retail sector)
o Customer service excellence, retail selling
skills
o Body language and grooming, bussiness
ettiquette
o Team building and leadership, change and
conflict management
o Designing the sales training modules and the
strategies for training
(Banking sector)

o Credit management
o Forex management
o Investment advisory service
o Marketing financial product
o Risk management service
 Manufacturing sector
(automobile sector)
o Automotive technology
o Motorcycle technology
o Master auto and diesel tech
o Car mechanic cources

(Pharma sector)
o Brand protection
o Contamination control and drug verification
o Shrinkage reduction
Training Process
Systematic approach to
training

Evaluation

Implementation

Assessment of needs
 Assessment of training
needs
• Organisation and its goals and objectives

• Jobs and related tasks that need to be

learned

• Competencies and skills that are needed

to perfrom the job

• Individual who are to be trained

 Development of Human
Resources
• The long term development of HR is of growing
concern to HR departments.

1- It reduces company dependence on hiring new

workers.

2- Opening in the organization through HR planning

are more likely to be filled internally.

3- promotion & transfers also show employees that

they have a career not just a job.

4- Employee feel a greater commitment to the firm.

HR development is also an effective way tomeet
several challenges, including:

• Employee Obsolescence

• International & domestic workforce diversity

• Technological change

• EEO and Affirmative Action

• Employee turnover
Case study
Agenda
 Godrej Group Of
Name
Companies Year of Inception Nature of Business
Godrej & Boyce 1897 Manufactures wide range of
Manufacturing Ltd consumer durables and
(GBML) industrial products, security
equipments and solutions.
Godrej Properties & 1990 Provides meticulously
Investments Ltd planned townships.
Godrej Agrovet Ltd 1991 Animal feeds, agricultural
inputs, horticulture and tissue
culture products
Geometric Software 1994 PLM solutions
Solutions
Godrej Sara Lee Ltd 1995 Home insecticides
Godrej Infotech Ltd 1999 Software development, e-
solution development
Godrej Industries Ltd 2001 Chemicals, food products etc

Godrej Consumer 2001 Personal, hair, household and

Products Ltd fabric care
Godrej Upstream Ltd 2003 BPO
Mission Statement

To operate in existing and new businesses,

which capitalize on the Godrej brand.

To delight customers both in India and abroad

through improvement in quality, cost and
customer service.

To strive for excellence by nurturing,

developing and empowering employees and
suppliers.

To encourage an open atmosphere conducive

to learning and team work.
Total Quality Management
Workshops
Parivartan
Economic Value Added
Training
 Comprised of group of
youngsters with
functions similar to that GALLOPer worked
of BODs, helped in with a mentor chosen
strengthening from the senior
communication between management
lower and senior
management

Young Executive Mentoring by

Board Business Leaders
GALLOP
(Godrej Accelerated
Learning Leadership &
Orientation Programme)
Structured and organized
induction training
Reverse program Red and Blue
Mentoring teams

8 members teams
Bottom up approach, formed to come up with
CEOs and senior recommendations and
management learned strategies for future
from the junior staff growth, presented plans
to “plum teams”.
SPARK
E- Gyan
Interpersonal Effectiveness &
Negotiation Skills
English Language Training for
Workers
 BPO Training
Kind of Training Content
Induction Introduction to GUL and its
functions.
Pre-process Training Language skill improvement
and introduction of customer
service basics
Voice and Accent Training Neutralization of accent by
training and further
development of accent
depending upon the client base

Process Training Specific process training in line

with the needs of the client

One by one mentoring Team coaches assigned to new

recruits and training on live
emails
Case study
Case Study of Nestle: Training and
Development
 Introduction
Nestlé is today the world’s leading food
company, with a 135-year history and operations
in virtually every country in the world. Nestlé’s
principal assets are not office buildings, factories,
or even brands. Rather, it is the fact that they are
a global organization comprised of many
nationalities, religions, and ethnic backgrounds all
working together in one single unifying corporate
culture.
 Culture at Nestlé and
Human Resources Policy

• Unifies people
• Development of human capacity
• Clear principles on non-
discrimination
• Policy deals with recruitment,
remuneration, strong leadership and
a commitment to life-long learning
 Training Programs at
Nestlé

• First and foremost, training is done

on-the-job
• Guiding and coaching is part of the
responsibility of each manager
• Formal training programs are
generally purpose-oriented
 Literacy Training
• Special programs for those who, for one
reason or another, missed a large part of
their elementary schooling
• More flexibility and more independence
among work teams
• “Sometimes we have debates in class and we
are afraid to stand up. But our facilitators tell
us to stand up because one day we might be
in the parliament!”
 Nestlé Apprenticeship
Program
• Essential part of Nestlé training where the
young trainees spent three days a week at
work and two at school
• “It’s not only a matter of learning bakery; we
also learn about microbiology, finance,
budgeting, costs, sales, how to treat the
customer, and so on. That is the reason I think
that this is really something that is going to
give meaning to my life. It will be very useful
for everything.” (Jair Andrés Santa, Apprentice
Baker, Nestlé Columbia)
 International Training
• Rive-Reine International Training Centre in
Switzerland
• To learn from senior Nestlé managers and from
each other
• Typically a class contains 15–20 nationalities
• The Centre delivers some 70 courses, attended
by about 1700 managers each year from over
80 countries
• Only 25% of the teaching is done by outside
professionals, as the primary faculty is the
Nestlé senior management
 Conclusion
• Nestlé’s overarching principle is that each
employee should have the opportunity to develop
to the maximum of his or her potential & Nestlé do
this because they believe it pays off in the long run
in their business results
• By offering opportunities to develop, they not only
enrich themselves as a company, they also make
themselves individually more autonomous,
confident, and, in turn, more employable and open
to new positions within the company
 io n
lu s
n c
co
 Training is required because …

• The sharing of information through training is our

most valuable tool to develop our most valuable
asset…our employees.

Once employees have proper “tools” in

their toolbox

They will come to work on a daily basis, with

enthusiasm and the positive attitude to give a full
days work for a full days pay.

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Reasons for why is training often
neglected?
• Urgency of need
• Training time
• Costs
• Employee turnover
• Short-term worker
• Diversity of worker
• Kinds of jobs (simple-complex)
• Not knowing exactly what you
want your people to do and
how

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Thank you..!!!!!!!!