Gulab KhanGulab KhanMC070401113MC070401113

Masters in Business AdministrationMasters in Business AdministrationHuman Resource ManagemenHuman Resource Managementt

Employees perception about Training Employees perception about Training and Development in Cellular Sector of and Development in Cellular Sector of

Pakistan.Pakistan.

Introduction of the ProjectIntroduction of the Project Aim of the project is to determine the perception of employees Aim of the project is to determine the perception of employees

about T&D in cellular sector of Pakistan.about T&D in cellular sector of Pakistan. Three leading cellular companies of Pakistan i.e. Warid, Three leading cellular companies of Pakistan i.e. Warid,

Ufone and Telenor were selected for this purpose. Ufone and Telenor were selected for this purpose. Endeavor is made to address the issues, relating to HRM Endeavor is made to address the issues, relating to HRM

particularly the perception of employees regarding T&D particularly the perception of employees regarding T&D practices.practices.

The project also aim to give insight about the T&D practices The project also aim to give insight about the T&D practices and how much employees feel satisfied and abreast with and how much employees feel satisfied and abreast with current training and development activities.current training and development activities.

Perception of employees about T&D practices, Perception of employees about T&D practices, and how it affects their performance and skills. and how it affects their performance and skills.

ObjectivesObjectives To correlate skills of the employees acquired through T&D To correlate skills of the employees acquired through T&D

with overall organizational performance. with overall organizational performance. To determine whether T&D Models are consistent with the To determine whether T&D Models are consistent with the

needs and demands of the employees. needs and demands of the employees. To analyze whether current employee T&D programs are To analyze whether current employee T&D programs are

effectively linked with other complementary HRM tools.effectively linked with other complementary HRM tools. To identify the views and thoughts of the employees about To identify the views and thoughts of the employees about

training and development they receive from their training and development they receive from their organizations. organizations.

To recommend any changes regarding company’s T&D To recommend any changes regarding company’s T&D strategy and its effective implementations in order to fill the strategy and its effective implementations in order to fill the performance gaps and achieve their strategic objectives. performance gaps and achieve their strategic objectives.

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SignificanceSignificance Bring to surface the positive perception of the employees about Bring to surface the positive perception of the employees about

T&D which can enhance the efficiency/effectiveness of the T&D which can enhance the efficiency/effectiveness of the employees and overall performance of the org through proper employees and overall performance of the org through proper T&D activities.T&D activities.

Let:- the employees know whether existing T&D programs are Let:- the employees know whether existing T&D programs are improving their performance or otherwise; the training improving their performance or otherwise; the training coordinators and instructors to identify what aspects of their coordinators and instructors to identify what aspects of their training need more improvements and which one is likely to training need more improvements and which one is likely to yield fruitful results. yield fruitful results.

Encourage the top management to reconsider/restructure their Encourage the top management to reconsider/restructure their existing training strategies to keep it abreast with modern existing training strategies to keep it abreast with modern technologies and norms.technologies and norms.

To identify the dilemma of Employee Turnover with respect to To identify the dilemma of Employee Turnover with respect to lack of career development opportunities in T & D programs.lack of career development opportunities in T & D programs.

Data CollectionData CollectionData collection sourcesData collection sources

Primary sources includes: employees of the orgs. Primary sources includes: employees of the orgs. Secondary sources includes: Publications, Statements, Secondary sources includes: Publications, Statements,

Pamphlets & website of the orgs.Pamphlets & website of the orgs.

Data collection toolsData collection tools Survey through Questionnaire and face to face Survey through Questionnaire and face to face

interviewsinterviews

PopulationPopulation Sample size is of 102 participants selecting 34 Sample size is of 102 participants selecting 34

respondents (Both males & Females) from each org.respondents (Both males & Females) from each org.

Data ProcessingData Processing

Gathered data is edited and entered into the computer and Gathered data is edited and entered into the computer and processed by using Microsoft Excel application. Various processed by using Microsoft Excel application. Various graphs and charts are generated through the same software graphs and charts are generated through the same software to interpret results of data collected through questionnaires to interpret results of data collected through questionnaires and interviews. and interviews.

Data collection process is based on the actual information Data collection process is based on the actual information gathered from cellular sector, so researcher’s interference gathered from cellular sector, so researcher’s interference is is minimumminimum..

The process of data collection is based on actual The process of data collection is based on actual information therefore the quality of the information is information therefore the quality of the information is ensured.ensured.

Data AnalysisData Analysis After getting information from employees working in the After getting information from employees working in the

selected cellular companies, the results of the selected cellular companies, the results of the information is presented in the forms of tables and information is presented in the forms of tables and charts. Each graph is showing ‘Feed back of employees & charts. Each graph is showing ‘Feed back of employees & percentage of responses’.percentage of responses’.

The charts and tables are very simple and self The charts and tables are very simple and self explanatory and shows the responses of the employees. explanatory and shows the responses of the employees. The datasheets/tables can be viewed by double clicking The datasheets/tables can be viewed by double clicking the charts. A total number of 102 questionnaires were the charts. A total number of 102 questionnaires were distributed among the employees of the selected distributed among the employees of the selected organizations. Only 89 were received back duly filled.organizations. Only 89 were received back duly filled.

In the preceding slides the analysis drawn from the In the preceding slides the analysis drawn from the information is shown in the form of charts with brief information is shown in the form of charts with brief explanation.explanation.

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Data AnalysisData Analysis

The age of 89% of the employees in survey is The age of 89% of the employees in survey is between 25-40 years. 7% of the employees are between 25-40 years. 7% of the employees are above 40 and 4% of the employees are below 25.above 40 and 4% of the employees are below 25.

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90.00%

Fig 1. Your Age

Less Than 25

25-40

Above 40

62% of the employees are male whereas 38% of the 62% of the employees are male whereas 38% of the employees are female. This shows that female employees are female. This shows that female employees are encouraged in the cellular industry of employees are encouraged in the cellular industry of Pakistan.Pakistan.

Fig 2. Gender

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Male

Female

46% of the employees have 1-3 years of experience. Whereas 46% of the employees have 1-3 years of experience. Whereas 35% of the employees have 3-5 years of experience, 11% of 35% of the employees have 3-5 years of experience, 11% of the employees have less than a year experience and 8% of the employees have less than a year experience and 8% of the employees have more then 5 years of experience.the employees have more then 5 years of experience.

Fig 3. How long you have been working for this company?

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Less than ayear

1 to 3 yrs

3 to 5 yrs

More than 5yrs

91% of the respondents responded to have received 91% of the respondents responded to have received training. This is one of the reasons that most of the training. This is one of the reasons that most of the people seeking jobs or looking for bright career people seeking jobs or looking for bright career prefer cellular industry in Pakistan.prefer cellular industry in Pakistan.

Fig 4. Do you frequently receive soft and hard skills training?

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100.00%

Yes

No

Most of the employees are satisfied with the training Most of the employees are satisfied with the training location being convenient. 88 % of the employees location being convenient. 88 % of the employees replied ‘Good’ with regard to the convenience of their replied ‘Good’ with regard to the convenience of their training location. Location is convenient but location training location. Location is convenient but location is not a proper place for training activities as is not a proper place for training activities as disclosed by some of the respondents. disclosed by some of the respondents.

Fig 5. How convenient is the training location?

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Poor

Good

Excellent

Training time is also very important and this aspect is also Training time is also very important and this aspect is also taken care off. 81% of the respondents marked ‘Good’ with taken care off. 81% of the respondents marked ‘Good’ with regard to their training time. Time is money therefore this regard to their training time. Time is money therefore this resource is tackled very tactfully in the cellular industry of resource is tackled very tactfully in the cellular industry of Pakistan. Pakistan.

Fig 6. How convenient is the training time?

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Poor

Good

Excellent

Most of the respondents said they receive manuals Most of the respondents said they receive manuals and other training material for better understanding and other training material for better understanding which is a good move by the trainer to educate the which is a good move by the trainer to educate the employees more about their job and responsibility. employees more about their job and responsibility.

Fig 7. Do you receive any manuals, booklets, videos, or DVDs at training session to ghep you

learn more about your job?

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60.00%

80.00%

Yes

No

When asked whether the employees were happy with the When asked whether the employees were happy with the way T&D programs are structured and hosted. Majority of way T&D programs are structured and hosted. Majority of respondents 76.19% believed that their training and respondents 76.19% believed that their training and development model has been consistent with the needs and development model has been consistent with the needs and demands of the employees and is not an imposition on demands of the employees and is not an imposition on them, which otherwise would have set a negative trend them, which otherwise would have set a negative trend within the work force , that could jeopardize the growth within the work force , that could jeopardize the growth and health of the company.and health of the company.

Fig 8. Are you satisfied the way T&D programs are held?

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60.00%

80.00%

Yes

No

The training and development program had a positive The training and development program had a positive impact on the individual employee’s learning needs as is impact on the individual employee’s learning needs as is evident from the above figure. When asked the respondents evident from the above figure. When asked the respondents of whether the T&D helped them in satisfying their own of whether the T&D helped them in satisfying their own learning needs, most of the employees believe that training learning needs, most of the employees believe that training and development methods have helped them fulfill their own and development methods have helped them fulfill their own learning needs and adopting those skills and techniques, learning needs and adopting those skills and techniques, which will help build the efficiency for the company. which will help build the efficiency for the company.

Fig 9. Are you satisfied with the way current T&D programs as enough to satisfy you learning needs?

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Yes

No

In order to critically evaluate how effectively the cellular In order to critically evaluate how effectively the cellular companies HRD strategy is being implemented and its companies HRD strategy is being implemented and its effects on the employees and organization, the above effects on the employees and organization, the above question was posed to know the employee perception question was posed to know the employee perception towards T&D and how far the training programs are made towards T&D and how far the training programs are made available to the employees. Close to about 86% responded available to the employees. Close to about 86% responded as they use to ask to arrange a training program for them. as they use to ask to arrange a training program for them. This shows a very positive aspect of employee’s perception This shows a very positive aspect of employee’s perception towards T&D and their keenness to learn new things and towards T&D and their keenness to learn new things and gain new skills. gain new skills.

Fig 10. Do you ask to arrange a training program for you?

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80.00%

100.00%

Yes

No

Moreover, the employees were able to fully convert Moreover, the employees were able to fully convert their skills inherited at the T&D programs to actual use their skills inherited at the T&D programs to actual use and practice. As according to Boxall & Purcell (2008), and practice. As according to Boxall & Purcell (2008), to bring about valued organizational outcomes, T&D to bring about valued organizational outcomes, T&D needs to influence the employee ability, motivation and needs to influence the employee ability, motivation and opportunity to perform better. When the respondents opportunity to perform better. When the respondents were inquired if they are able to fully utilize what they were inquired if they are able to fully utilize what they learn through T&D. Above figure shows that about 65% learn through T&D. Above figure shows that about 65% of the respondents believe that their T&D models of the respondents believe that their T&D models enable them to fully apply what they learn. enable them to fully apply what they learn.

Fig 11. Do you get the opportunity to fully apply what you have learnt through your T&D programs?

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Yes

No

When employees were asked whether it is easy to apply When employees were asked whether it is easy to apply those skills when opportunity is provided. 69% of the those skills when opportunity is provided. 69% of the respondents replied yes, which shows that skills have respondents replied yes, which shows that skills have been imparted well to achieve the strategic goals of the been imparted well to achieve the strategic goals of the companies. It is also very important aspect of the companies. It is also very important aspect of the training to be easily utilized.training to be easily utilized.

Fig 12. Do you find it easy to apply the training that you have received when opporunity is provided?

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Yes

No

Most of the employees believed that after getting Most of the employees believed that after getting training they feel improvement in their training they feel improvement in their performance and skills. Training equips them with performance and skills. Training equips them with basic skills required to perform their job well and basic skills required to perform their job well and achieve the strategic objectives of the organization.achieve the strategic objectives of the organization.

Fig 13. Do you feel improvement in you skills after taking any training?

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100.00%

Yes

No

59% of the respondents felt that they had considerably 59% of the respondents felt that they had considerably achieved an excellent grade in their training programs, achieved an excellent grade in their training programs, with the rest good and reasonable and none of them with the rest good and reasonable and none of them graded as poor. When the respondents were inquired graded as poor. When the respondents were inquired about the training and development structure, most of about the training and development structure, most of them were positive about its outcome. them were positive about its outcome.

Fig 14. Hou would you rate the level of achievement you attained in you most recent

training programs?

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Excellent

Good

Reasonable

Poor

According to Garavan (1991), a strategic HRD function According to Garavan (1991), a strategic HRD function requires an expanded trainer role of a specialist who can be a requires an expanded trainer role of a specialist who can be a combination of trainer, provider, consultant, innovator and a combination of trainer, provider, consultant, innovator and a manager. The above figure shows that around 37% of the manager. The above figure shows that around 37% of the respondents were content with their trainers and in majority respondents were content with their trainers and in majority (59%) thought the trainers were good. The graph shows that (59%) thought the trainers were good. The graph shows that no respondents thought the trainer to be poor.no respondents thought the trainer to be poor.

Fig 15. How would you rate the level of knowledge of the traniner in your training programs?

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Excellent

Good

Reasonable

Poor

AAn important part of the whole process of imparting n important part of the whole process of imparting knowledge and learning tools to the employees. To rate the knowledge and learning tools to the employees. To rate the method and delivery of T&D in cellular companies around method and delivery of T&D in cellular companies around 51% of the respondents believed that the method and 51% of the respondents believed that the method and delivery aspect of their T&D was good. 36% of the employees delivery aspect of their T&D was good. 36% of the employees were more contented, 13% of the respondents thought of were more contented, 13% of the respondents thought of their T&D programs to be reasonable and none of them their T&D programs to be reasonable and none of them replied as poor. replied as poor.

Fig 16. How would you rate the method and delivery of employee traning and development

programs?

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60.00%Excellent

Good

Reasonable

Poor

When respondents were asked regarding whether the When respondents were asked regarding whether the training they received during T&D programs was training they received during T&D programs was sufficient enough to enable them to meet the company’s sufficient enough to enable them to meet the company’s expectation, 78% of them responded yes. This is another expectation, 78% of them responded yes. This is another very good example of how their strategic goals are very good example of how their strategic goals are aligned with HRD practices.aligned with HRD practices.

Fig 17. Was the training you received sufficient to enable you to meet the company's performance

expectations?

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Yes

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When the attention was drawn on the review of the When the attention was drawn on the review of the performance, a considerable number (42%) of respondents performance, a considerable number (42%) of respondents replied “No”. The above fig shows the real picture. Although replied “No”. The above fig shows the real picture. Although majority of the respondents believed that they receive majority of the respondents believed that they receive sufficient feedback during performance evaluation meeting sufficient feedback during performance evaluation meeting but still a quit few believed that they are not getting enough but still a quit few believed that they are not getting enough feedback.feedback.

Fig 18. Do you receive sufficient feedback about your performance during evaluation reveiw

meeting?

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Yes

No

When the respondents were inquired about the When the respondents were inquired about the training and development process as to be a training and development process as to be a continuous process, more than 60% of them agreed to continuous process, more than 60% of them agreed to be a continuous process. be a continuous process.

Fig 19. Training and development should be a continuous process?

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Strongly Agree

Agree

Don’t Know

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Strongly Disagree

Fig 20 shows that most of the respondents strongly believed Fig 20 shows that most of the respondents strongly believed that training and development has had a strong impact on that training and development has had a strong impact on improving and maintaining the employee performance. improving and maintaining the employee performance. According to Robson and Bennett (2000), there is a positive According to Robson and Bennett (2000), there is a positive correlation between the level of employee skills and the correlation between the level of employee skills and the growth in the organizational performance.growth in the organizational performance.

Fig 20. Training and development plays an important part in the organization to maintain & improve

employee performance?

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Strongly Agree

Agree

Don't Know

Disagree

Strongly Disagree

Figure 21 also shows that most of the respondents believed Figure 21 also shows that most of the respondents believed that T&D has had a strong impact at improving and that T&D has had a strong impact at improving and maintaining the organizational performance. According to maintaining the organizational performance. According to Armstrong (2001), organizations invest in training and Armstrong (2001), organizations invest in training and development to develop employee competencies & improve development to develop employee competencies & improve performance, help people grow to meet the future needs of performance, help people grow to meet the future needs of the organization and to enable employees to become fully the organization and to enable employees to become fully competent and as quickly as possible. competent and as quickly as possible.

Fig 21. Training and development play an important part in the org to maintain & improve organizational

performance?

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60.00%Strongly Agree

Agree

Don't Know

Disagree

StronglyDisagree

When asked the respondents about their perception of T&D When asked the respondents about their perception of T&D and fulfillment of their career goals most of the respondents and fulfillment of their career goals most of the respondents believed that the company should help them achieve their believed that the company should help them achieve their career targets and design such programs which help them career targets and design such programs which help them excel in their career. Such measure will increase excel in their career. Such measure will increase employee’s loyalty with the organization and hence turnover employee’s loyalty with the organization and hence turnover rate will also be low. rate will also be low.

Fig 22. Should T&D program be design to fulfill your career goals?

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Yes

No

When the respondents were inquired regarding the When the respondents were inquired regarding the probability of sending them for higher education / probability of sending them for higher education / training by their companies, they showed a very low training by their companies, they showed a very low probability. 51% of the employees believe that there are probability. 51% of the employees believe that there are only 20% probability that their company would send them only 20% probability that their company would send them for higher education / training, if need.for higher education / training, if need.

Fig 23. What is the probability that the company would send you for higher education/ training (if

needed) during your job here?

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In response to the Training Impact Evaluation process 66% of the In response to the Training Impact Evaluation process 66% of the respondents replied that the impact of the training on their respondents replied that the impact of the training on their performance is being assessed and that is through questionnaire performance is being assessed and that is through questionnaire after every training session. This is also a very healthy practice after every training session. This is also a very healthy practice which not only determines and enhances the performance level of which not only determines and enhances the performance level of employees but also is a key indicator of the success of the training employees but also is a key indicator of the success of the training programs.programs.

Fig 24. Is there any Training Impact Evaluation (TIE) process involve in assessing the impact of

training on employees performance.

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Yes

No

As far as the response is concerned, majority As far as the response is concerned, majority believed that there were no limitations (65%). believed that there were no limitations (65%).

Fig 25. Do you see any limitations regarding the method of employee development programs and process?

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Yes

No

This is a very important question as it shows the reasons This is a very important question as it shows the reasons for leaving the job in any case. 40% of the employees for leaving the job in any case. 40% of the employees have identified low salary as reason behind leaving the have identified low salary as reason behind leaving the job. Then the second highest percentage was lack of job. Then the second highest percentage was lack of career development opportunities, it was 24%.career development opportunities, it was 24%.

Fig 26. What would be the most likely reason forcing you to leave this company?

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Lack of Career DevOpportunies

Relations withSupervisor

Low Salary

Personal Problems

The findings reveal that most of the employees were not The findings reveal that most of the employees were not satisfied with the way their development plan is linked with satisfied with the way their development plan is linked with rewards and recognition. 68% of the respondents responded rewards and recognition. 68% of the respondents responded that their T&D plan is not effectively linked with rewards and that their T&D plan is not effectively linked with rewards and recognition compared to 32% that responded positively. Most of recognition compared to 32% that responded positively. Most of them believed that the training and development model needs to them believed that the training and development model needs to have more incentives, which currently seems to be have more incentives, which currently seems to be comparatively low comparatively low

Fig 27. Do you consider your development plan is effectivley linked with reward & recongnition?

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Yes

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Conclusion/FindingsConclusion/Findings The study concludes that employees perceive that training and The study concludes that employees perceive that training and

development affect their skills set.development affect their skills set. Employee gave highest weight-age to career development Employee gave highest weight-age to career development

opportunitiesopportunities By comparing the responses of different employees, it was By comparing the responses of different employees, it was

possible to explore differences in performance against the possible to explore differences in performance against the range of measuresrange of measures

Questionnaire responses showed that employees were keen to Questionnaire responses showed that employees were keen to learn new skills and made requests for the training program to learn new skills and made requests for the training program to identify their training needs, which highlighted their positive identify their training needs, which highlighted their positive perception towards T&D.perception towards T&D.

The most vibrant response regarding flaws in T&D strategy The most vibrant response regarding flaws in T&D strategy was the lack of coordination among their employee’s T&D was the lack of coordination among their employee’s T&D strategy with the other complementary HRM tools, mostly strategy with the other complementary HRM tools, mostly rewards and recognitionrewards and recognition

RecommendationsRecommendations As mentioned by most of the respondents, they need a special As mentioned by most of the respondents, they need a special

training room. It is suggested that a meeting room in the office which training room. It is suggested that a meeting room in the office which is not much in use can be converted to a training room as an is not much in use can be converted to a training room as an immediate solution with plans for building a new training room in immediate solution with plans for building a new training room in each office.each office.

There is a need for more staff members meetings to be organized in There is a need for more staff members meetings to be organized in order for new staff to meet their peers and for current staff to learn order for new staff to meet their peers and for current staff to learn new things, which will help in bringing more harmony and employee new things, which will help in bringing more harmony and employee citizenship within the organization.citizenship within the organization.

Some of the employees felt that sufficient feedback is Some of the employees felt that sufficient feedback is not provided to them during and after the program. not provided to them during and after the program. This can question the success of the T&D program. It This can question the success of the T&D program. It is suggested that training coordinators and trainers is suggested that training coordinators and trainers should provide proper feedback to gauge the success should provide proper feedback to gauge the success of the program and hence ensuring the of the program and hence ensuring the

implementation of a good T&D program.implementation of a good T&D program.

RecommendationsRecommendations Analysis of the research reveals that T&D strategy is not Analysis of the research reveals that T&D strategy is not

effectively horizontally linked with the rest of the essential HRM effectively horizontally linked with the rest of the essential HRM tools, as specifically recognized with the rewards and recognition tools, as specifically recognized with the rewards and recognition in this case. For this reason the employees training and in this case. For this reason the employees training and development in cellular industry should be supported by more development in cellular industry should be supported by more benefits and recognition so that not only to improve their skills for benefits and recognition so that not only to improve their skills for the job but to gain their motivation and provide the opportunities the job but to gain their motivation and provide the opportunities to perform better.to perform better.

Important aspect of the T&D strategy for the employees is to gain Important aspect of the T&D strategy for the employees is to gain skills so that to meet their specific job requirements. This skills so that to meet their specific job requirements. This approach must be challenged as it only serves the ‘training’ aspect approach must be challenged as it only serves the ‘training’ aspect of their T&D strategy and employee ‘learning’ and ‘development’ of their T&D strategy and employee ‘learning’ and ‘development’ aspects are almost ignored. In this regard it is suggested that the aspects are almost ignored. In this regard it is suggested that the organizations must allocate budget for activities as higher organizations must allocate budget for activities as higher education or training abroad so that employees improve their education or training abroad so that employees improve their capabilities and learn some specific tools related to the cellular capabilities and learn some specific tools related to the cellular industry and excel their organizations.industry and excel their organizations.

Thank you very muchThank you very much