final trainig ndevelopment ppt_revised

8/7/2019 final trainig ndevelopment ppt_revised

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Training and Development


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Presented By :-

Jasmine PancholiKetan NagotkarReshmi NairAmolMahesh Naik

Sonali PawarSharonKshitij Nimbalkar


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There Is Noting Training Can NotDo; Nothng Is Above Its Reach;itCan Turn Bad Morals To Good, It

Can Destroy Bad Principles AndCreate Good Ones, It Can Lift MenTo Angelship.

Mark Twain


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AND OF COURSE A PICTUREAND OF COURSE A PICTURE

The training these days is just

so high tech but still inefficient!


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DELIVERING CUSTOMISED TRAINING

SUCCESSFULLY

DELIVERING CUSTOMISED TRAINING

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 ofeducation, instruction, development and planned

experience.


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Development is any learning activity, which isdirected towards future, needs rather than

present needs, and which is concerned more withcareer growth than immediate performance.


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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

N f i i d


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Nature of training anddevelopment

training and development needs =standard performance actualperformance


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npu s o ra n ng andevelopment

Skills

Education Development

Ethics

Attitudinal changes


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Trends in Proportions ViewingSkill Shortages as a Serious

Problem

30% 31%

20%

16%

48%

57%55%

59%55%

60%58%

61%

0%

10%

20%

30%40%

50%

60%

70%

Private

Managers

Public

Managers

Private Labour Public Labour

1996

2002

2005c


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Importance of TrainingManagers: Importance to overall business

strategyLabour leaders: Importance to collectivebargaining issues

5%

22%

44%

30%

9%

29%

37%

25%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

not/s lightly important important very im portant crucial

managers

labour


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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


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To reduce

labour turnover

To increase job satisfaction displayingitself in lower labour turnover and lessabsenteeism

To increase efficiency


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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


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A desire to reduce the amount of scrap and to improvequality

An increase in the number of accidents

Promotion or transfer of individual employees.

Ensures availability of necessary skills and there couldbe a pool of talent from which to promote from.


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Advantages of Training

1. Leads to improved profitability and/or morepositive attitudes toward profits orientation.

2. Improves the job knowledge and skills at alllevels of the organization.

3. Improves the morale of the workforce.

4. Helps people identify with organizational goals.

5 H l t b tt t i


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5. Helps create a better corporate image.

6. Fasters authentically, openness and trust.

7. Improves the relationship between boss andsubordinate.

8. Aids in organizational development.

9. Learns from the trainee.

10. Helps prepare guidelines for work.


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Disadvantages of training

1. Can be a financial drain on resources; expensivedevelopment and testing, expensive to operate?

2. Often takes people away from their job for varyingperiods of time;

3. Equips staff to leave for a better job

4. Bad habits passed on

5. Narrow experience


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Areas of TrainingThe Areas of Training in which training is offered may

be classified into the following categories:

Knowledge

Technical Skills


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Social Skills

Techniques


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Methods of training Lectures

Audio visual programmed

Simulation

Case tudy

Role playing/ business games

Sensitivity training


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On the job methods Coaching

Mentoring

Job insrtuction training

Job rotation

Eff ti d l ti f t i i


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Effectiveness and evaluation of trainigand development

Effectiveness of trainig and development

o Employee motivation

o Recognition of individual differences

o Schedule of learning


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Evaluation of training and development

o Before the training

o During the training

o After the training


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Evaluating Human ResourceDevelopment

Participants opinions (reaction)

Extent of learning (learning)

Behavioral change (behavior)

Accomplishment of T&D objectives(outcomes or result)


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Issues in Employee Training

1. Communications

2. Computer skills

3. Customer service

4. Diversity


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5. Ethics

6. Human relations

7. Quality initiatives

8. Safety

Challenges to different


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Challenges to differentsectors

Service sector(retail sector)

o Customer service excellence, retail selling

skillso Body language and grooming, bussiness

ettiquette

o Team building and leadership, change andconflict management

o Designing the sales training modules and thestrategies for training


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(Banking sector)

o Credit management

o Forex management

o Investment advisory service

o Marketing financial product

o Risk management service

Manufacturing sector


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Manufacturing sector(automobile sector)

o Automotive technologyo 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


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Training Process

Systematic approach to


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Systematic approach totraining

Evaluation

Implementation

Assessment of needs


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Resources

The long term development of HR is of growing

concern to HR departments.

1- It reduces company dependence on hiring newworkers.

2- Opening in the organization through HR planningare more likely to be filled internally.

3- promotion & transfers also show employees thatthey have a career not just a job.

4- Employee feel a greater commitment to the firm.


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HR development is also an effective way tomeetseveral challenges, including:

Employee Obsolescence

International & domestic workforce diversity

Technological change

EEO and Affirmative Action

Employee turnover


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Case study


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Agenda


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Companies

Name Year of Inception Nature of Business

Godrej & Boyce

Manufacturing Ltd(GBML)

1897 Manufactures wide range of

consumer durables andindustrial products, securityequipments and solutions.

Godrej Properties &Investments Ltd

1990 Provides meticulouslyplanned townships.

Godrej Agrovet Ltd 1991 Animal feeds, agricultural

inputs, horticulture and tissueculture products

Geometric SoftwareSolutions

1994 PLM 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 ConsumerProducts Ltd

2001 Personal, hair, household andfabric care

Godrej Upstream Ltd 2003 BPO

Mi i St t t


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Mission Statement

To operate in existing and new businesses,which capitalize on the Godrej brand.

To delight customers both in India and abroadthrough improvement in quality, cost and

customer service.

To strive for excellence by nurturing,developing and empowering employees and

suppliers.

To encourage an open atmosphere conduciveto learning and team work.

Total Quality Management


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Total Quality ManagementWorkshops

P i t


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Parivartan

Economic Value Added


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Economic Value AddedTraining


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SPARK


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E- Gyan

Interpersonal Effectiveness &


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Interpersonal Effectiveness &Negotiation Skills

English Language Training for


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English Language Training forWorkers


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Case study


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C St d f N tl T i i d


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Case Study of Nestle: Training andDevelopment


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Introduction

Nestl is today the worlds leading foodcompany, with a 135-year history and operationsin virtually every country in the world. Nestlsprincipal assets are not office buildings, factories,

or even brands. Rather, it is the fact that they area global organization comprised of manynationalities, religions, and ethnic backgrounds allworking together in one single unifying corporate

culture.

Culture at Nestl and


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Culture at Nestl andHuman Resources Policy

Unifies people

Development of human capacity

Clear principles on non-discrimination

Policy deals with recruitment,remuneration, strong leadership anda commitment to life-long learning

Training Programs at


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Training Programs atNestl

First and foremost, training is doneon-the-job

Guiding and coaching is part of theresponsibility of each manager

Formal training programs aregenerally purpose-oriented


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Literacy Training

Special programs for those who, for onereason or another, missed a large part oftheir elementary schooling

More flexibility and more independenceamong work teams

Sometimes we have debates in class and weare afraid to stand up. But our facilitators tell

us to stand up because one day we might bein the parliament!

Nestl Apprenticeship


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Nestl ApprenticeshipProgram

Essential part of Nestl training where theyoung trainees spent three days a week atwork and two at school

Its not only a matter of learning bakery; wealso learn about microbiology, finance,budgeting, costs, sales, how to treat thecustomer, and so on. That is the reason I thinkthat this is really something that is going togive meaning to my life. It will be very usefulfor everything. (Jair Andrs Santa, ApprenticeBaker, Nestl Columbia)


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International Training

Rive-Reine International Training Centre inSwitzerland

To learn from senior Nestl managers and fromeach other

Typically a class contains 1520 nationalities

The Centre delivers some 70 courses, attendedby about 1700 managers each year from over

80 countries Only 25% of the teaching is done by outside

professionals, as the primary faculty is theNestl senior management


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Conclusion

Nestls overarching principle is that eachemployee should have the opportunity to developto the maximum of his or her potential & Nestl dothis 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 makethemselves individually more autonomous,confident, and, in turn, more employable and opento new positions within the company


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conclusio

n


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Training is required because

The sharing of information through training is ourmost valuable tool to develop our most valuableassetour employees.

Once employees have proper tools intheir toolbox

They will come to work on a daily basis, withenthusiasm and the positive attitude to give a fulldays work for a full days pay.

Reasons for why is training often


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Reasons for why is training oftenneglected?

Urgency of need Training time

Costs

Employee turnover

Short-term worker

Diversity of worker

Kinds of jobs (simple-complex)

Not knowing exactly what youwant your people to do andhow


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

Documents

final trainig ndevelopment ppt_revised