Training & Development Project

Training & Development & Human Resource Practices

TRAINING & DEVELOPMENT AND HUMAN RESOURCE PRACTICES

AT

EVENTUS FACTION PVT LTD PAKISTAN

Name: SHAH KHALID KHAN

ID: ******

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ACKNOWLEDGEMENT

We think if any of us honestly reflects on who we are, how we got here, what we think we

might do well, and so forth, we discover a debt to others that spans written history. The work of

some unknown person makes our lives easier every day. We believe it's appropriate to

acknowledge all of these unknown persons; but it is also necessary to acknowledge those

people whom we know have directly shaped our lives and our work.

First of all we would like to thank our teacher Mr. ABC for their guidance throughout the

semester. He has been teaching in Preston University for last many years.

Then we would like to thank Mr. XYZ from Eventus Faction Institute, for providing us the

information that was required for completion of this project.

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TABLE OF CONTENTS

ACKNOWLEDGEMENT.................................................................................................................................2

TABLE OF CONTENTS...................................................................................................................................3

INTRODUCTION...........................................................................................................................................5

BACKGROUND.........................................................................................................................................5

OBJECTIVES..............................................................................................................................................5

MAJOR CHALLENGES...............................................................................................................................6

STATEMENT OF WORK.............................................................................................................................7

TIME AND COST.......................................................................................................................................7

HUMAN RESOURCE MANAGEMENT PROCESSES.........................................................................................8

INTRODUCTION.......................................................................................................................................8

HR PLANNING..........................................................................................................................................9

Environmental Analysis.......................................................................................................................9

Forecasting Human Resource Demand..............................................................................................10

Analyzing Supply................................................................................................................................10

Reconciliation and Planning...............................................................................................................10

RECRUITMENT, SELECTION & DIRECTING..............................................................................................11

TRAINING & DEVELOPMENT..................................................................................................................13

PERFORMANCE APPRAISAL & EVALUATION..........................................................................................15

TRAINING AND DEVELOPMENT.................................................................................................................18

AT EVENTUS FACTION PVT LTD PAKISTAN.................................................................................................18

INTRODUCTION.....................................................................................................................................18

CONCEPT OF TRAINING AND DEVELOPMENT........................................................................................18

OBJECTIVES OF TRAINING AND DEVELOPMENT....................................................................................19

PRINCIPLES OF TRAINING.....................................................................................................................20

IMPORTANCE OF TRAINING...................................................................................................................20

BENEFITS OF TRAINING.........................................................................................................................21

TRAINING AND DEVELOPMENT; THE PROCESS......................................................................................22

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WHY TRAINING AND DEVELOPMENTAL PROGRAM AT EVENTUS FACTION?.........................................24

Technical Skills:..................................................................................................................................24

Interpersonal skills:............................................................................................................................24

Problem solving skills:........................................................................................................................24

TRAINING METHODS.............................................................................................................................25

TRAINING OBJECTIVES...........................................................................................................................25

EMPLOYEE PERFORMANCE MANAGEMENT..........................................................................................26

Performance Appraisal......................................................................................................................26

Informal Performance Appraisal:.......................................................................................................26

Formal Performance Appraisal:.........................................................................................................26

Written essay.....................................................................................................................................26

Multi-person comparisons.................................................................................................................27

360 degree feedback.........................................................................................................................27

Talent Management..........................................................................................................................28

Mentoring..........................................................................................................................................29

BEST PRACTICES; BEST RESULTS............................................................................................................30

Talent Retention................................................................................................................................30

CONCLUSION.............................................................................................................................................33

LIMITATIONS OF TRAINING & DEVELOPMENT PROGRAM.........................................................................34

REFERENCES..............................................................................................................................................35

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INTRODUCTION

BACKGROUND

This project basically would deal with the Training and Development and Human Resource

Processes and Practices being used by an outsourcing call centre named Eventus Faction. It

would throw light on different strategies being used by Eventus Faction to manage Human

Resources and their Training and Development in the organization. Few aspects of Eventus

Faction through which it gains a different position from other BPOs in regard of HR practices

and processes would also be discussed here in this specific study.

OBJECTIVES

Training is one of most important and effective means of bringing about change in an

organization. Implementation of Training & Development in the Organization helps the

employees to become people oriented and inculcates in them respect and regard for general

public. This study shows that how Human Resource Processes work and how Eventus Faction

Training & Development enhances the efficiency of the employees and develop their capacities.

The main objectives of this project are:

To study or analyze the activities, processes, operations of small and medium sized

companies in Pakistan.

To find out the process of training and development undertaken by Eventus Faction

To study about the various innovative training practices.

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MAJOR CHALLENGES

Although its obvious that every organisation needs to have well-trained and very

experienced Human Resource to perform the activities that have to be done. If the current or

potential job occupant can meet this requirement, then also training is important for any

oranzation. But this was a major challenge for us to analyze the Human Resource practices

being used by the organization within their cultural bounds. Secondly the challenges they face

while establishing their goals through the utilization of the limited resources available to them.

Few other challenges which the organization catered were the best possible selection of

Human Resource from the available pool and the strategies used for that purpose would be

totally discussed in the lateral part of the paper. Another major challenege was to emphasize

early planning to get rid of stress situations and to get best out of available resources. As

organizational culture was being built on a key aspect of Team work so this needs to be looked

after very carefully and keenly.

Empoyee’s traning is the pricess where learn the skill’s , knowledge, attitude and

behaviour necessary to perform the job effectively. A newly employed person is introduced to

his department, its relation to other departent, its place in the whole organization, the

organization’s objective, philosophy and practices which again is a bigger challenge for the firm

Human Resource departments. As the job has become more and more complex, the

importance of employees training has increased. When jobs were easy to learn, simple and

influenced to only a small degree by technological changes, there was little need for the

employee’s to upgrade or alter their skills. But now it has become a major challenge.

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STATEMENT OF WORK

To study the Training & Development practices, Human Resource processes and core values of

Training & Development at Eventus Faction. Main question being answered here is that how

they get best Human Resource from market within the bounds of limited resources. Similarly

the Training & Development tactics which are being used by the organization to recruit new

and professional people would be the focus of this study. Lastly the differences between

Eventus Faction and other BPOs would be done to compare and contrast the major HR practices

being followed and Training & Development tactics being used by them.

TIME AND COST

Major part would be accessible as I am an employee, one week time.

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HUMAN RESOURCE MANAGEMENT PROCESSES

INTRODUCTION

A Human Resource Management refers to the systems and processes at the intersection

between human resource (HR) and the strategies and practices being used to manage these

Human Resources. It merges HRM as a discipline and in particular it’s basic HR activities and

processes with the information technology field. The function of Human Resources

departments is generally administrative and common to all organizations. Organizations may

have formalized all its Human Resource processes in a proper line of action but in general there

could be some major processes in the HRM which are in practice:

1) Human Resource Planning

2) Recruitment, Selection & Directing

3) Training and Development

4) Performance Appraisal & Evaluation

As this study is specific to an organization named Eventus Faction so, we would now be

discussing each and every segment of Human Resource Management Process in relation to this

specific organization. All the plans, strategies, and steps being used by Eventus Faction to

achieve its organizational goals by utilizing limited resources to gain maximum of Human

Resources benefits would be the basic purpose of study.

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HR PLANNING

Human Resource Planning is the vital step which needs to be done very carefully because it

would establish the base for rest of the implementation and execution phases. In Eventus

Faction a crosscutting issue in human resource planning is to ensure that a proper system is in

place to handle the process. The overall aim of this system is to manage human resources in

line with organizational goals. The system is in charge of human resource plans, policies,

procedures and best practices. For example, the system should track emerging human resource

management trends, such as outsourcing certain non-core functions, adopting flexible work

practices and the increased use of information technology, and, if appropriate, implement

them.

Environmental Analysis

While analyzing the Eventus Faction Human Resource Planning practices it was seen that the

first step in the human resource planning process is to understand the context of human

resource management. Human resource managers initially understand both internal and

external environments. Data on external environments includes the following: the general

status of the economy, industry, technology and competition; labor market regulations and

trends; unemployment rate; skills available; and the age and sex distribution of the labor force.

Internal data required include short- and long-term organizational plans and strategies and the

current status of the organization's human resources.

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Forecasting Human Resource Demand

Forecasting was being performed after environmental analysis in Eventus faction HR

department to make sure that the future implementation would bring fruitful results. The aim

of forecasting is to determine the number and type of employees needed in the future.

Forecasting should consider the past and the present requirements as well as future

organizational directions. Bottom-up forecasting is one of the methods used to estimate future

human resource needs by gathering human resource needs of various organizational units.

Analyzing Supply

Eventus Faction use to hire personnel from internal and external sources. The skill inventories

method is one of the techniques used to keep track of internal supply. Skill inventories are

manual or computerized systems that keep records of employee experience, education and

special skills. A forecast of the supply of employees projected to join the organization from

outside sources, given current recruitment activities, is also necessary.

Reconciliation and Planning

The final step in human resource planning in Eventus faction is developing action plans based

on the gathered data, analysis and available alternatives. The key issue is that the plans should

be acceptable to both top management and employees. Plans should be prioritized and their

key players and barriers to success identified. Some of these plans include employee utilization

plan, appraisal plan, training and management development plan and human resource supply

plan.

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RECRUITMENT, SELECTION & DIRECTING

Recruitment basically stands for the process of developing a pool of qualified applicants. If we

talk about the methods and trends of recruitments being followed by Eventus Faction then

online recruitment would become on top of the list. Online recruiting has become one of the

primary methods employed by HR department of Eventus Faction to gather potential

candidates for available positions within an organization. Talent Management systems typically

encompass:

1. Analyzing personnel usage within an organization.

2. Identifying potential applicants.

3. Recruiting through company-facing listings.

4. Recruiting through online recruiting sites or publications that market to both recruiters and

applicants.

The significant cost incurred in maintaining an organized recruitment effort, cross-posting

within and across general or industry-specific job boards and maintaining a competitive

exposure of availabilities has given rise to the development of a dedicated Human Resource

management system where the HR managers and executives play a very vital role to manage

the new employee hiring and recruitment processes. Both internal and external recruitment

processes are being used by Eventus Faction, and in point of view of their HR managers the

basic benefits of both are as follows:

1. Considerable savings can be made. Individuals with inside knowledge of how a business

operates will need shorter periods of training and time for 'fitting in'.

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2. The organization is unlikely to be greatly 'disrupted' by someone who is used to working

with others in the organization.

3. Internal promotion acts as an incentive to all staff to work harder within the organization.

4. From the firm's point of view, the strengths and weaknesses of an insider will have been

assessed. There is always a risk attached to employing an outsider who may only be a

success 'on paper'.

While external recruitment also provides with an opportunity to get new and innovative

minded people. External recruitment makes it possible to draw upon a wider range of talent,

and provides the opportunity to bring new experience and ideas in to the business.

Disadvantages are that it is more costly and the company may end up with someone who

proves to be less effective in practice than they did on paper and in the interview situation.

Selection process basically determines relative qualifications & potential for a job of the

job applicant. Now talking specific to the Eventus Faction this process is being given severe

importance because it allows the company to focus over the core competencies and the

required staff’s skills for any department.

There are a number of stages, which are being used by Eventus Faction to define and set

out the nature of particular jobs for recruitment purposes. Job analysis is the process which is

being used for examining jobs in order to identify the key requirements of each job. A number

of important questions are being explored by HR managers in the organization like what would

be the title of the job, to whom the employee is responsible, for whom the employee is

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responsible, a simple description of the role and duties. Similarly proper job analysis is

performed to design job descriptions (JD) and job specifications.

Eventus Faction has gone beyond the traditional functions and developed human

resource management information systems, which support recruitment, selection, hiring, job

placement, performance appraisals, employee benefit analysis, health, safety and security. An

organization must know the relationship between business strategy and building a competency

model. It must also commit to supporting the project. The time and expense of building a model

need to be considered in making the decision to start a project.

Any major change in human resource management methods must tie into the vision and

mission of the agency. Communication of the vision and mission to employees must clearly link

the work they do and the purpose and direction of the organization. The time and effort an

agency spends on this planning effort provide the connection between agency performance and

the people who make success a reality.

TRAINING & DEVELOPMENT

Today people are often the key resource of a firm and their employment can make up at

least two thirds of all costs. Similarly at Eventus faction, their well-managed training and

development usually adds more value often far more value than it costs. And increasingly, its

competitive advantage depends more on the quality of its staff than on any other factor.

Training is the acquisition of new skills and knowledge relevant to a job. Development

involves the growth of an individual's wider education and capabilities within a field of

employment. Induction training is being done at the initial stage of the employee induction and

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this training familiarizes new employees with their role and responsibilities. Colleagues are

introduced, systems explained and the expectations of the job are clarified. On-the-job training

is arranged in the workplace through instruction and observation. Off-the-job training takes

employees away from the immediate workplace. It may be 'in-house' using the employer's

facilities or 'out-house' and provided by another company or college university.

Development has a broader focus on learning and relates to a career rather than to a

job. It emphasizes the employee's potential to acquire more capabilities. The government

supports training and development through modern apprenticeships which give young people

vocational skills through a mix of on and off-the-job training. The Investors in People award

requires firm to demonstrate its commitment to training and career development for staff.

The benefits administration module provides a system for organizations to administer and track

employee participation in benefits programs. These typically encompass insurance,

compensation, profit sharing and retirement.

The HR management module is being used by this organization as a component covering

many other HR aspects from application to retirement. The system records basic demographic

and address data, selection, training and development, capabilities and skills management,

compensation planning records and other related activities. Leading edge systems provide the

ability to "read" applications and enter relevant data to applicable database fields, notify

employers and provide position management and position control. Human resource

management function involves the recruitment, placement, evaluation, compensation and

development of the employees of an organization. Complete description of training and

development of Eventus Faction would be explained in the lateral section of the paper.

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PERFORMANCE APPRAISAL & EVALUATION

Perhaps the most significant benefit of appraisal is that, in the rush and bustle of daily

working life, it offers a rare chance for a supervisor and subordinate to have "time out" for a

one-on-one discussion of important work issues that might not otherwise be addressed. Almost

universally, where performance appraisal is conducted properly, both supervisors and

subordinates have reported the experience as beneficial and positive. Appraisal offers a

valuable opportunity to focus on work activities and goals, to identify and correct existing

problems, and to encourage better future performance. Thus the performance of the whole

organization is enhanced.

In Eventus Faction for many employees, an "official" appraisal interview may be the only

time they get to have exclusive, uninterrupted access to their supervisor. Said one employee of

a medium sized organization after his first formal performance appraisal, "In twenty years of

work, that's the first time anyone has ever bothered to sit down and tell me how I'm doing."The

value of this intense and purposeful interaction between a supervisors and subordinate should

not be underestimated. Performance appraisal can have a profound effect on levels of

employee motivation and satisfaction for better as well as for worse.

Performance appraisal provides employees with recognition for their work efforts. The

power of social recognition as an incentive has been long noted. In fact, there is evidence that

human beings will even prefer negative recognition in preference to no recognition at all. If

nothing else, the existence of an appraisal program indicates to an employee that the

organization is genuinely interested in their individual performance and development. This

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alone can have a positive influence on the individual's sense of worth, commitment and

belonging.

The strength and prevalence of this natural human desire for individual recognition

should not be overlooked. Absenteeism and turnover rates in some organizations might be

greatly reduced if more attention were paid to it. Regular performance appraisal, at least, is a

good start. Performance appraisal offers an excellent opportunity perhaps the best that will

ever occur for a supervisor and subordinate to recognize and agree upon individual training and

development needs.

During the discussion of an employee's work performance, the presence or absence of

work skills can become very obvious even to those who habitually reject the idea of training

for them! Performance appraisal can make the need for training more pressing and relevant by

linking it clearly to performance outcomes and future career aspirations. From the point of view

of the organization as a whole, consolidated appraisal data can form a picture of the overall

demand for training. This data may be analyzed by variables such as sex, department, etc. In

this respect, performance appraisal can provide a regular and efficient training needs audit for

the entire organization.

Though often understated or even denied, evaluation is a legitimate and major objective

of performance appraisal. But the need to evaluate (i.e., to judge) is also an ongoing source of

tension, since evaluative and developmental priorities appear to frequently clash. Yet at its

most basic level, performance appraisal is the process of examining and evaluating the

performance of an individual. Though organizations have a clear right some would say a duty to

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conduct such evaluations of performance, many still recoil from the idea. To them, the explicit

process of judgment can be dehumanizing and demoralizing and a source of anxiety and

distress to employees. It is been said by some that appraisal cannot serve the needs of

evaluation and development at the same time; it must be one or the other. But there may be

an acceptable middle ground, where the need to evaluate employees objectively, and the need

to encourage and develop them, can be balanced.

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TRAINING AND DEVELOPMENT

AT EVENTUS FACTION PVT LTD PAKISTAN

INTRODUCTION

In the field of human resource management, Training and Development is the field

concerned with organizational activity aimed at bettering the performance of individuals and

groups in organizational settings. It has been known by several names, including employee

development, human resource development, and learning and development. "Human Resource

Development" was rejected by academics, who objected to the idea that people were

"resources"- an idea that they felt to be demeaning to the individual. Eventually, the

researchers settled upon "Training and Development", although that was itself not free from

problems, "learning" being an over general and ambiguous name. Moreover, the field is still

widely known by the other names.

CONCEPT OF TRAINING AND DEVELOPMENT

Training is the process of learning a sequence of programmed behaviour. It is an

application of knowledge. It’s an attempt to improve the performance on the current job and

prepare them. Training should be an integral component of the business activity which makes

good business sense to train the whole staff. Training is essentially a process of developing

skills, knowledge, attitude or behaviour of the people through instruction, practice domestic

demonstration or other techniques, either on the job or in the class room. It aims at ensuring

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the effective use of people at all levels and in all types of employment and creating such

individually or collectively, enable people to make the best contribution to the success of

helping employees to be more effective in present or future work. Well-trained employees will

not only do the job efficiently but also get more satisfaction from work.

OBJECTIVES OF TRAINING AND DEVELOPMENT

Training helps the trainees to accquire the subject matter.

Training helps to bring a change of attitude and behaviour towards a particular problem.

Training aims at enhanching the capabilities of the trainees so as to enable them to

increase their probem solving capacity.

Training aims at bridging the gap between the expected levels of performance and

actual performance.

To assure the organization the availability of required number of manager with

requisite skills to meet the present and anticipated future needs of business.

To encourage manager to grow as efficient person and increased their capacities and

handling more responsibility.

To improve the performance of managers at all levels of job they hold.

To sustain good performance of manager through out their career.

To prepare managers with forward-looking approach.

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PRINCIPLES OF TRAINING

A sound program of operative training is based on the following principle:

Every human being is capable of being trained.

An adequate interest and motive for training is essential.

People achieve more of their training when they are informed of their achievements.

Training is an active process.

Training is related to attention concentration process.

Trainees learn better when they learn at their own place .

Training technique and process should be directly related to the needs of the

organization.

Training should be conducted in the actual job environment to the maximum

possible extent. There is always some gap beetween actual performance and the

capacity to perform, which provide opportunities for improvement.

Feedback from subordinate to superiors & group to individual is necessary for

recognition of shortcomings and for keeping oneself in touch with the progress.

IMPORTANCE OF TRAINING

Training makes employees more effective and productive.

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Training helps to keep the human factor upgraded and keeping pace with the

competitors.

Training helps to upgrade their skills.

Training helps in rescaling and multi-scaling.

Training is important to develop the potential leaders in futures and to take care of key

positions and managerial effectiveness.

To develop identified executives and have sufficient number of year, good track record

and adequate qualification.

Training imparted is beneficial in term of organization performance as well as the

individual growth in performance and training.

BENEFITS OF TRAINING

It will create healthy competition among different organizations.

It helps in reducing wastages because of good technologies.

It makes people of the organization updated.

It helps in individual development in all fields.

It helps in motivating the employees.

Employees can gain recognition for skills and knowledge through achievement of

vocationally relevant qualifications.

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TRAINING AND DEVELOPMENT; THE PROCESS

At Eventus faction Training and development encompasses three main activities: training,

education, and development. All these three terms are separate, although interrelated,

activities and are explained below:

Training: This activity is both focused upon, and evaluated against, the job that an

individual currently holds.

Education: This activity focuses upon the jobs that an individual may potentially hold in

the future, and is evaluated against those jobs.

Development: This activity focuses upon the activities that the organization employing

the individual, or that the individual is part of, may partake in the future, and is almost

impossible to evaluate.

In Eventus Faction conventional 'training' is required to cover essential work-related skills,

techniques and knowledge, and much of this section deals with taking a positive progressive

approach to this sort of traditional 'training'. Importantly however, the most effective way to

develop people is quite different from conventional skills training, which let's face it many

employees regard quite negatively. They'll do it of course, but they won't enjoy it much because

it's about work, not about themselves as people. The most effective way to develop people is

instead to enable learning and personal development, with all that this implies.

So, as soon as HR staff has covered the basic work-related skills training that is much

described in this section, focus on enabling learning and development for people as individuals

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which extends the range of development way outside traditional work skills and knowledge,

and creates far more exciting, liberating, motivational opportunities for employees and for

employers both. Rightly organizations are facing great pressure to change these days and to

facilitate and encourage whole-person development and fulfillment beyond traditional training.

The management development on the other hand is designed to over all effectiveness

of manager to their present position and them to prepare for greater responsibility when they

are promoted. Management development has become more prevalent in recent year because

of increasingly complex demand, being made on manager and training the manager only

through experience is a time consuming and unreliable process. Training is linked with

performance appraisal career development. Employees are trained on jobs are through house

training programs. For some employees including manager outside training may be utilized to

enhance, upgrade or develop specific skills. Thus it can be concluded that training and

devopment is an essential tool in human resource development. Eventus Faction believes that

if a society is facing a rapid rate of technological social changes, so management need to be

developed as they have to tackle problem arising out of automation intense market

competition growth of new market, enlarge labour participation in management and greatest

interest taken by the stakeholders in various activities of business.

The participants also have opportunity to improve their knowledge base by learning

the theme related to concept and building their skills and attitudes through various practical

exercise. Besides above the small group exercises, Role-play, interface panel dicussion also

promote participant culture and break the psychological barriers. Some programs have a

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common methodology like knowledge sharing, group discussion and presentation etc., however

a judicious mix of Lecture/ Discussion/ Case studies/ Role play/ Business game etc. is used to

make absorption learning spontaneous and instant.

WHY TRAINING AND DEVELOPMENTAL PROGRAM AT EVENTUS FACTION?

Initially it is very important to mention that Eventus Faction believes that to improve

three types of skills of their employees they do need to develop proper training programs. And

those three skills are:

Technical Skills:

“The skills of improving basic skills like the ability to read, write and doing math computations

as well as job specific competences”.

Interpersonal skills:

“This type of training includes learning how to be better listener, how to communicate ideas

more clearly and how to reduce conflicts”.

Problem solving skills:

“These skills include participating in activities to sharpen logic , reasoning and skills at defining

problems, being creative in developing alternatives, analyzing alternatives and selecting

solutions”.

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TRAINING METHODS

As Eventus Faction is an outsourcing company and basically provides a call center services

to different clients so basically they need in house training programs internally but still few

external training programs are also being planned so to make things more visible and clearer

for their teams and staffs.

1) Most training takes place on the job because this approach is simple and inexpensive.

2) Some skill training is too complex to learn on the job. In such cases it should take place

outside the work setting.

TRAINING OBJECTIVES

1. The purpose of training is to upgrade the capabilities and efficiency of all those employees

and prepare them for more responsible positions in future.

2. Provide employees with greater opportunity to grow and succeed within the company.

3. To strengthen management and professional teams at all organizational levels.

4. The employees are trained technically and periodically according pre-planned programs.

5. Training in Eventus Faction upgrades capabilities of employees, provides guidance and

individual counseling.

6. Construct training programs and provide employees a variety of Job skills, Technical, Clerical

and Supervisory capabilities.

To conduct these training programs, the Human Resource Department conducts a meeting

with department heads at the end of the training program. The purpose of this meeting is to

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focus on the individual discipline and performance during the training program. Then on the

basis of their performance they give them advance jobs. They fill every position vacancy with

the best qualified person obtained. They prefer their own employees and go outside only when

fully qualified person is not obtainable.

EMPLOYEE PERFORMANCE MANAGEMENT

Performance management is a process used within organization to establish and

evaluate an individual’s job performance to achieve goals and objectives.

Performance Appraisal

It is a process of systematically evaluating performance and providing feedback to the

employees upon which performance adjustments can be made. Performance appraisal should

be based on job analysis, job description, and job specifications.

Informal Performance Appraisal:

The process of continually feeding back to subordinates information regarding their

work performance”

Formal Performance Appraisal:

It is a formalized appraisal process for rating work performance, identifying deserving

raises or promotions, and identifying those in need of further training”.

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Written essay

It is a technique in which an evaluator writes out employee strengths, weaknesses, past

performance and potential. Advantages of this is simple to use. Disadvantages of this are more

a measure of evaluators writing ability than of employee actual performance.

Multi-person comparisons

Performance appraisal techniques that compare one individual’s performance with that

of the other individuals is usually referred to as multi-person comparisons. Group ranking and

Individual ranking are part of this test which is being used by Eventus Faction HR staff to

evaluate the performance of its employees. Advantage compares with one another.

Disadvantage unwieldy with large no of employees.

360 degree feedback

A performance appraisal method that utilizes feedback from supervisors, employees

and coworkers is named as 360 degree feedback. Advantage of this is thorough. Disadvantage is

that its time consuming.

At the end we would like to sum up that Eventus Faction HR specialist believe that for an

appraisal to be meaningful, an appraisal system must be:

Reliable: provide consistent results across time.

Valid: actually measure people on relevant job content.

Measurement errors can threaten the reliability or validity of performance appraisals. But

Eventus uses best practices to avoid maximum of the errors. Now if we see the analysis process

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of Eventus Faction we would come to know that it analysis its staff on the basis of following

traits which are mentioned below:

Leadership.

Communication skills.

Team work and Co-operation.

Problem solving & decision making.

Initiative and drive.

Flexibility.

Customer focus.

Performance appraisal is done on an annual basis (from January 1st to December 31st). To

give a chance to subordinates to evaluate their seniors a 360 degree evaluation is conducted at

the time of the performance evaluation. The immediate supervisor prepares an annual report in

December of each year of each employee. Increments are also given at the end of the year,

increments are percentage of salaries. Promotions are given on good performance after

completing two years in the current grade. Bonuses are given but the employee must have to

complete 6 months in the company service.

Talent Management

Programs are typically designed by Eventus Faction to advance their work activities within

specific organization. It provides information, assessment and training to help employees to

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realize their career goals. Eventus Faction is always eager to attract and retain highly talented

people. Wide spread organizational changes have lead to uncertainty and chaos concerning the

concept of traditional organizational career. The individual – not the organization is responsible

for his/her own career! Organizational members have to look out for themselves and become

more self reliant. Boundary fewer careers are being established in which individual rather than

organization defined.

Mentoring

Mentorship is an informal transmission of knowledge, social capital, and the psychosocial

support perceived by the recipient as relevant to work, career, or professional development;

mentoring entails informal communication, usually face-to-face and during a sustained period

of time, between a person who is perceived to have greater relevant knowledge, wisdom, or

experience (the mentor) and a person who is perceived to have less.

In Eventus Faction Mentoring is practicing for smooth induction of new employees into the

organization and their overall development. After completion of 3-month induction and

orientation level training, new employees are put for on-the-job-training. During on-the-job

training and after completing it they are assigned to a Mentor, who guides them in their day-to-

day clarifications and facilitate their learning. Mentors monthly sends the progress report of

mentees to be reviewed by the training centre.

Who is a Mentoree: New Employee

Who is a Mentor: An experienced and successful professional/manager with a mindset to help

someone who is willing to invest in others?

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Selection of Mentor: Jt. President (Power) appoints Mentors with -

1. Good Soft skills

2. Great Values

3. Willingness to help young protégés.

BEST PRACTICES; BEST RESULTS

Eventus Faction has designed few things to support their employee and their performance

within the organization and it includes following steps:

1. Develop a network.

2. Continue upgrading your skills.

3. Support your boss.

4. Stay visible.

5. Gain control of organization resources.

6. Learn the power structure.

7. Present the right image.

8. Do Good work.

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Talent Retention

Talent Retention is a major challenge in our organization. Hence, we are enriching our all

sections of the employees to acquire higher skills and knowledge so that we may enhance the

average level of our skill inventory. The streams for specialization are:

1. HR

2. Finance

3. Operations

4. Information Technology

5. Customer Relationship

6. Marketing

If we sum up the whole process of training and development at Eventus Faction than the

outline of the process would be as shown below. Basically the Training always get initiated

when a need is identified for the specific training program like at the start of a new outsourcing

project one needs to have complete command over the product, company and script etc so

he/she should be given appropriate training program for that. Similarly many other training

programs are being designed for other needs being identified.

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After complete identification of need the next step is to prepare a training module. Training

module is always being designed keeping in view the needs and level of the skills required,

project orientation and lastly the audience. Next is the main step is imparting the traing

program, it means that the execution of the planned training is the one thing which needs to be

done very carefully because everything is happening over there and thus trainers, trainees,

training material and environment should be fully prepared. Evaluation and feedback is always

been considered as the very important part by the Eventus Faction because it allows to correct

the mistakes and to improve the skills and capabilities of individuals and overall organization s

well.

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CONCLUSION

Human Resources play a vital role in shaping a healthy and growing organization. The increasing

complexity and problems of managing human resources places heavy demands on ensuring

equal emphasis on all the sub-systems which play a crucial part in ensuring holistic

development of the human resources. People can gain recognition for skills and knowledge

through achievement of vocationally relevant qualifications. Today for any organization training

should be an integral component of the business activity & good business sense to train the

whole staff. For that, it is important to know about the main concepts of training &

development.

In my project” Training & Development”, I have analyzed the policy, processes and

methodologies of training & development at an organization named Eventus Faction. Based on

this study at this esteemed organization it can be concluded that human resource is an

organization’s most valuable asset and, investment in the learning and development of this

precious resource, if they got well equipped training in the best possible way, they shall

definitely help in achieving the bottom line for the company. The action plan developed by me

is based on my careful study and practical training here at Eventus Faction, this shall help the

organization to overcome its shortcomings in the training and development process and shall

definitely support the system to grow and maintain its reputation globally.

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LIMITATIONS OF TRAINING & DEVELOPMENT PROGRAM

Although this organization includes relevant and beneficial training processes and

methodologies in their working schedule, but then also they are not able to check whether the

employees are satisfied with their work or they required personal development also. After

getting a thorough overview of process & methodologies of training & development, I found

some limitation in that which is as follows:

Time Constraints

Since it is a broad topic, therefore, in depth analysis of each & every aspects of this topic

is not possible.

Training effectiveness response obtain from immediate supervisor is based on

perceptions not realities; actual on the job impact in terms of increased productivity is

not measured.

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REFERENCES

1. Gilley, J.W. & Eggland, S.A., Principles of Human Resource Development, Addison-

Wesley, NY, 1989, p. 5.

2. McLagan, Patricia A., "Models for HRD Practice." Training and Development Journal,

September 1989, pages 49-59.

3. Anthony Landale (1999). Gower Handbook of Training and Development. Gower

Publishing, Ltd.

4. Diane Arthur (1995). "Training and Development". Managing Human Resources in Small

& Mid-Sized Companies. AMACOM Div American Mgmt Assn.

5. Shawn A. Smith and Rebecca A. Mazin (2004). "Training and Development". The HR

Answer Book. AMACOM Div American Mgmt Assn.

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Documents

Training & Development Project