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Training and Development
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Presented By :-
Jasmine PancholiKetan NagotkarReshmi NairAmolMahesh Naik
Sonali PawarSharonKshitij Nimbalkar
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There Is Noting Training Can NotDo; Nothng Is Above Its Reach;itCan Turn Bad Morals To Good, It
Can Destroy Bad Principles AndCreate Good Ones, It Can Lift MenTo Angelship.
Mark Twain
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AND OF COURSE A PICTUREAND OF COURSE A PICTURE
The training these days is just
so high tech but still inefficient!
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DELIVERING CUSTOMISED TRAINING
SUCCESSFULLY
DELIVERING CUSTOMISED TRAINING
SUCCESSFULLY
Tell me and I forget, teach
me and I remember, involve
me and I learn
- Benjamin Franklin
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Definition
Training is the formal and systematic modification of
behavior through learning which occurs as a result ofeducation, instruction, development and planned
experience.
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Development is any learning activity, which isdirected towards future, needs rather than
present needs, and which is concerned more withcareer growth than immediate performance.
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Teaching Vs Training
Teaching:Is about educating people,
sharing wisdom, making
people more knowledgeable.
Training:Is about development and
application of knowledge, skills
and attitudes for achieving specific objectives
N f i i d
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Nature of training anddevelopment
training and development needs =standard performance actualperformance
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npu s o ra n ng andevelopment
Skills
Education Development
Ethics
Attitudinal changes
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Trends in Proportions ViewingSkill Shortages as a Serious
Problem
30% 31%
20%
16%
48%
57%55%
59%55%
60%58%
61%
0%
10%
20%
30%40%
50%
60%
70%
Private
Managers
Public
Managers
Private Labour Public Labour
1996
2002
2005c
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Importance of TrainingManagers: Importance to overall business
strategyLabour leaders: Importance to collectivebargaining issues
5%
22%
44%
30%
9%
29%
37%
25%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
not/s lightly important important very im portant crucial
managers
labour
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Purpose of Training
To increase productivity
and quality
To promote versatility and adaptability to new methods
To reduce the number of accidents
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To reduce
labour turnover
To increase job satisfaction displayingitself in lower labour turn- over and lessabsenteeism
To increase efficiency
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When does the need for training arise?
The installation of new equipment or techniques
A change in working methods or products produced
A realization that performance is inadequate
Labour shortage, necessitating the upgrading of
some employees
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A desire to reduce the amount of scrap and to improvequality
An increase in the number of accidents
Promotion or transfer of individual employees.
Ensures availability of necessary skills and there couldbe a pool of talent from which to promote from.
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Advantages of Training
1. Leads to improved profitability and/or morepositive attitudes toward profits orientation.
2. Improves the job knowledge and skills at alllevels of the organization.
3. Improves the morale of the workforce.
4. Helps people identify with organizational goals.
5 H l t b tt t i
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5. Helps create a better corporate image.
6. Fasters authentically, openness and trust.
7. Improves the relationship between boss andsubordinate.
8. Aids in organizational development.
9. Learns from the trainee.
10. Helps prepare guidelines for work.
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Disadvantages of training
1. Can be a financial drain on resources; expensivedevelopment and testing, expensive to operate?
2. Often takes people away from their job for varyingperiods of time;
3. Equips staff to leave for a better job
4. Bad habits passed on
5. Narrow experience
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Areas of TrainingThe Areas of Training in which training is offered may
be classified into the following categories:
Knowledge
Technical Skills
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Social Skills
Techniques
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Methods of training Lectures
Audio visual programmed
Simulation
Case tudy
Role playing/ business games
Sensitivity training
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On the job methods Coaching
Mentoring
Job insrtuction training
Job rotation
Eff ti d l ti f t i i
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Effectiveness and evaluation of trainigand development
Effectiveness of trainig and development
o Employee motivation
o Recognition of individual differences
o Schedule of learning
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Evaluation of training and development
o Before the training
o During the training
o After the training
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Evaluating Human ResourceDevelopment
Participants opinions (reaction)
Extent of learning (learning)
Behavioral change (behavior)
Accomplishment of T&D objectives(outcomes or result)
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Issues in Employee Training
1. Communications
2. Computer skills
3. Customer service
4. Diversity
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5. Ethics
6. Human relations
7. Quality initiatives
8. Safety
Challenges to different
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Challenges to differentsectors
Service sector(retail sector)
o Customer service excellence, retail selling
skillso Body language and grooming, bussiness
ettiquette
o Team building and leadership, change andconflict management
o Designing the sales training modules and thestrategies for training
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(Banking sector)
o Credit management
o Forex management
o Investment advisory service
o Marketing financial product
o Risk management service
Manufacturing sector
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Manufacturing sector(automobile sector)
o Automotive technologyo Motorcycle technology
o Master auto and diesel tech
o
Car mechanic cources
(Pharma sector)
o Brand protection
o Contamination control and drug verification
o Shrinkage reduction
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Training Process
Systematic approach to
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Systematic approach totraining
Evaluation
Implementation
Assessment of needs
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Resources
The long term development of HR is of growing
concern to HR departments.
1- It reduces company dependence on hiring newworkers.
2- Opening in the organization through HR planningare more likely to be filled internally.
3- promotion & transfers also show employees thatthey have a career not just a job.
4- Employee feel a greater commitment to the firm.
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HR development is also an effective way tomeetseveral challenges, including:
Employee Obsolescence
International & domestic workforce diversity
Technological change
EEO and Affirmative Action
Employee turnover
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Case study
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Agenda
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Companies
Name Year of Inception Nature of Business
Godrej & Boyce
Manufacturing Ltd(GBML)
1897 Manufactures wide range of
consumer durables andindustrial products, securityequipments and solutions.
Godrej Properties &Investments Ltd
1990 Provides meticulouslyplanned townships.
Godrej Agrovet Ltd 1991 Animal feeds, agricultural
inputs, horticulture and tissueculture products
Geometric SoftwareSolutions
1994 PLM solutions
Godrej Sara Lee Ltd 1995 Home insecticides
Godrej Infotech Ltd 1999 Software development, e-solution development
Godrej Industries Ltd 2001 Chemicals, food products etc
Godrej ConsumerProducts Ltd
2001 Personal, hair, household andfabric care
Godrej Upstream Ltd 2003 BPO
Mi i St t t
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Mission Statement
To operate in existing and new businesses,which capitalize on the Godrej brand.
To delight customers both in India and abroadthrough improvement in quality, cost and
customer service.
To strive for excellence by nurturing,developing and empowering employees and
suppliers.
To encourage an open atmosphere conduciveto learning and team work.
Total Quality Management
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Total Quality ManagementWorkshops
P i t
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Parivartan
Economic Value Added
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Economic Value AddedTraining
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SPARK
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E- Gyan
Interpersonal Effectiveness &
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Interpersonal Effectiveness &Negotiation Skills
English Language Training for
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English Language Training forWorkers
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Case study
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C St d f N tl T i i d
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Case Study of Nestle: Training andDevelopment
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Introduction
Nestl is today the worlds leading foodcompany, with a 135-year history and operationsin virtually every country in the world. Nestlsprincipal assets are not office buildings, factories,
or even brands. Rather, it is the fact that they area global organization comprised of manynationalities, religions, and ethnic backgrounds allworking together in one single unifying corporate
culture.
Culture at Nestl and
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Culture at Nestl andHuman Resources Policy
Unifies people
Development of human capacity
Clear principles on non-discrimination
Policy deals with recruitment,remuneration, strong leadership anda commitment to life-long learning
Training Programs at
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Training Programs atNestl
First and foremost, training is doneon-the-job
Guiding and coaching is part of theresponsibility of each manager
Formal training programs aregenerally purpose-oriented
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Literacy Training
Special programs for those who, for onereason or another, missed a large part oftheir elementary schooling
More flexibility and more independenceamong work teams
Sometimes we have debates in class and weare afraid to stand up. But our facilitators tell
us to stand up because one day we might bein the parliament!
Nestl Apprenticeship
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Nestl ApprenticeshipProgram
Essential part of Nestl training where theyoung trainees spent three days a week atwork and two at school
Its not only a matter of learning bakery; wealso learn about microbiology, finance,budgeting, costs, sales, how to treat thecustomer, and so on. That is the reason I thinkthat this is really something that is going togive meaning to my life. It will be very usefulfor everything. (Jair Andrs Santa, ApprenticeBaker, Nestl Columbia)
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International Training
Rive-Reine International Training Centre inSwitzerland
To learn from senior Nestl managers and fromeach other
Typically a class contains 1520 nationalities
The Centre delivers some 70 courses, attendedby about 1700 managers each year from over
80 countries Only 25% of the teaching is done by outside
professionals, as the primary faculty is theNestl senior management
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Conclusion
Nestls overarching principle is that eachemployee should have the opportunity to developto the maximum of his or her potential & Nestl dothis because they believe it pays off in the long run
in their business results By offering opportunities to develop, they not only
enrich themselves as a company, they also makethemselves individually more autonomous,confident, and, in turn, more employable and opento new positions within the company
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conclusio
n
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Training is required because
The sharing of information through training is ourmost valuable tool to develop our most valuableassetour employees.
Once employees have proper tools intheir toolbox
They will come to work on a daily basis, withenthusiasm and the positive attitude to give a fulldays work for a full days pay.
Reasons for why is training often
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Reasons for why is training oftenneglected?
Urgency of need Training time
Costs
Employee turnover
Short-term worker
Diversity of worker
Kinds of jobs (simple-complex)
Not knowing exactly what youwant your people to do andhow
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Thank you..!!!!!!!!
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