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: