Está en la página 1de 54

Training And Development

-The Leaders Way

Who says small companies don't train employees? The hot ones always have. And in today's economic environment, even the CEOs of young and resource-scarce companies are discovering the payoffs -www.Inc.com

Few years ago, a discussion on training would have been very short. Back then, it was easy to describe training programs in small companies: most didn't have any. With a few rare exceptions, most small-company executives would have told you formal training was a luxury they couldn't afford. Big companies had training programs; small companies hired already-trained workers, or their employees learned on the job. Times have changed. Companies now realize the dire need to train their employees, to be progressive.

Training and Development


TRAINING AND DEVELOPMENT is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format.

TRAINING AND DEVELOPMENT DEFINED


It is concerned with the structure and delivery of acquisition of knowledge to improve the efficiency and effectiveness of organization. It is concerned with improving the existing skills and exploring the potential skills of the individual i.e. upgrading the employees skills and extending their knowledge. Therefore, training is a key to optimizing utilization human intellectual technological and entrepreneurial skills.

TRADITIONAL APPROACH OF TRAINING AND DEVLOPMENT


Traditional Approach Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing.

MODERN APPROACH OF TRAINING AND DEVLOPMENT


The Modern approach of training and development: Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results.

A Brief Introduction
InterGlobe Enterprises is an integrated travel corporation spanning various domains: Aviation management. Domestic low cost airline. Travel technology. Travel distribution services. Hotel development. Management services. General aviation.

Best Company to Work for!


Established in 1989 and headquartered in Gurgaon, India, InterGlobe Enterprises has been adjudged as one of the Best Companies to Work for in India, for 2008 and 2009 by the Great Place to Work Institute, in partnership with The Economic Times.

InterGlobe: A Multi functional company


The enterprise employs close to 7000 professionals across its businesses, which includes: IndiGo Indias fastest growing low-cost airline. Airline Management for 14 international airlines. Distribution of GDS; Travel Technology; Development of Hotels in partnership with Accor of France - owner of brands such as Ibis, Sofitel, Novotel, Mercure and Pullman; and InterGlobe General Aviation, which represents and services the entire line of Hawker Beechcraft and Sikorsky products.

IndiGo Profile
Headquarters: Gurgaon, Haryana, India Key people: Rahul Bhatia, MD Aditya Ghosh, President Revenue: Rs.94.5 billion(US$1.4 billion) (2013) Operating income: Rs. 9.93 billion (US$150 million) (2013) Net income: Rs. 7.87 billion (US$120 million) (2013)

HR VISION
"To attain organizational excellence by developing and inspiring the true potential of companys human capital and providing opportunities for growth, well being and enrichment".

HR MISSION
To create a value and knowledge based organization by inculcating a culture of learning, innovation & team working and aligning business priorities with aspiration of employees leading to development of an empowered, responsive and competent human capital

HR OBJECTIVES
To develop and sustain core values To develop business leaders for tomorrow. To provide job contentment through empowerment, accountability and responsibility. To build and upgrade competencies through virtual learning, opportunities for growth and providing challenges in the job. To foster a climate of creativity, innovation and enthusiasm To enhance the quality of life of employees and their family To inculcate high understanding of 'Service' to a greater cause.

The HR Teams Leader


Mr. K.S. Bakshi, Vice President: Human Resources Mr. Bakshi joined IndiGo in December 2006 and is responsible for human resources. Prior to joining IndiGo, Mr. Bakshi was the General Manager HR for Bharti Airtel Ltd., Broad Band & Telephone Services NCR in Delhi. He has over 14 years experience in human resources management, with a special emphasis on building and improving HR processes and systems and on the acquisition, management, development and retention of talented employees. He worked on various projects in the areas of leadership competency, employee engagement and managing performance. Mr Bakshi holds a Post Graduate Diploma in PM & IR from XLRI, Jamshedpur.

TRAINING PROGRAMMES FLOWING FROM TRAINING NEEDS:


Functional Behavioral General/ Omnibus programmes

Functional Training
The outcome of the training is measured by comparing the data pre-training and posttraining. A scale is developed for measuring the effectiveness of training based on the % achievement of the objectives.

Behavioral Training
The effectiveness of the training of this nature is measured annually. This is seen through the training need identification for the coming year for the employee. If the training need is repeated there, then the training provided is taken as ineffective. If the training need is repeated, but with focus on a part of the need, then the training is partially effective. If not repeated, then the training is effective.

General/Omnibus Training
These are the training needs flowing directly from the organizational needs. Examples of these can be ISO 9000 training, ISO 14000 training and any awareness training. These are omnibus training programmes, which are run for a large number of employees. The effectiveness of the training is measured by: Achievement of those organizational objectives within the time lines. Number of audit issues raised on the areas covered in the training. Any other such thing as defined in the training brochure.

TRAINING MODEL:
Steps in the Systematic Training approach Assessment: What is needed, Where, When and By Whom? Training Activity: Help attain the objective of that would satisfy the airlines goals. Evaluation process: Measuring the outcome of various training activity.

SYSTEMATIC TRAINING IS FURTHER BROKEN DOWN INTO :


ON JOB EXPERIENCE The most frequently used method in smaller organizations that is on-the-job training. This method of training uses more knowledgeable, experienced and skilled employees, such as mangers, supervisors to give training to less knowledgeable, skilled, and experienced employees. OJT can be delivered in classrooms as well. This type of training often takes place at the work place in informal manner.

ACTION LEARNING /OFF THE JOB TRAINING


There are many management development techniques that an employee can take in off the job. The few popular methods are: SENSITIVITY TRAINING TRANSACTIONAL ANALYSIS STRAIGHT LECTURES/ LECTURES SIMULATION EXERCISES

IT TRAINING - Games and Simulations


Games and Simulations are structured and sometimes unstructured, that are usually played for enjoyment, sometimes are used for training purposes as an educational tool. Training games and simulations are different from work as they are designed to reproduce or simulate events, circumstances, processes that take place in trainees job.

Training Games: Defined


A Training Game is defined as spirited activity or exercise in which trainees compete with each other according to the defined set of rules. Simulation is creating computer versions of reallife games. Simulation is about imitating or making judgment or opining how events might occur in a real situation. It can entail intricate numerical modeling, role playing without the support of technology, or combinations.

Training Need Determination


Training needs are identified based on: Companys strategy and policy. Organizational Thrust Areas. New Emerging Areas.

PREPARATION OF TRAINING PLAN


IMPARTING OF TRAINING: Actual training is imparted with the help of in-house and outside agencies. The selection of these agencies is done on the basis of reputation; programmes offered by them, past experience and feedback received from the earlier participants. Training is also imparted by nominating the concerned employee for an external training programme.

All records of the training are maintained at branch as per Record of Training in the Personnel folder and the same is intimated to the Executive Office Personnel through the Monthly Personnel Report.

PREPARATION OF TRAINING PLAN(Contd.)


FEEDBACK A feedback is taken from the participants through a questionnaire on the programme and their impressions in order to further improve upon the same. There are three such questionnaires available and one of these is used depending upon the nature of the training programme and the level of participants.

Also, a person from the personnel department sits through the final session of the programme and takes the verbal feedback about the programme.

PREPARATION OF TRAINING PLAN(Contd.)


INDUCTION TRAINING:

This is carried out as the very first step for any new entrant into Company.
The department prepares a schedule for the employee as per which he is required to spend specific time in each department. During such period, he is reporting to the respective department head. The objective of the induction programme is to familiarize the participant to the function of different department. The copies of the same are sent to the General Manager and all concerned. At the end of the induction, the trainee has to submit a report to the Personnel Department.

MANAGEMENT TRAINEES TRAINING


Management trainees are given a fortnight of induction programme. Corporate HR maintains all relevant records pertaining to Management Trainees training at Bangalore. A person gets nominated for the training programme in the following two ways: a) Training programme flowing from the training needs. b) Training programme for testing out the training/ increased awareness/ general information/omnibus training types etc.

PILOT TRAINING
Captains training Qualified and Experienced Senior Copilots are taken through a rigorous selection process for command upgrade. Thereafter they undergo 8 SIM sessions + 2 Skill test for evaluation + AWO training followed by 50 sectors of IOE, 10 line checks and after DGCA endorsement one final release check. Co-pilots training - Endorsement + 02 route checks + 10 sectors of IOE with TRE + .40 sectors of IOE Followed by 2 sectors release check with TRE. IndiGo simulator and line training is done by the Airbus Instructors for standardization along with a SLF of 50 sectors.

PILOT TRAINING(Contd.)
Expat pilots - At IndiGo expats undergo 4 familiarization flights + a minimum of 05 sectors of IOE Covering critical and short fields + one line checks with TRI/TRE. ENGINEERING AACT training - employed by IndiGo. First time carried outside of Europe, IndiGo training department imparts recurring training (required under CAR145).

CABIN CREW
Ab Initio Training: 45 Days Greater training duration than regulatory mandate. Pass Score % mandated by DGCA is 80% vs. IndiGo standard of 90%. 3 strike policy (3 failures resulting in termination).

EMPLOYEE OVERALL DEVELOPMENT


Learning & Development Philosophy: To build a culture of continuous learning by empowering employees with enhanced skills, helping them improve their performance and productivity and enhance their leadership potential.

EMPLOYEE OVERALL DEVELOPMENT(Contd.)


Integrated Leadership Development (ILD): The ILD refers to an enterprise-wide leadership development & career planning initiative with focus on key transition points in the employees career ranging from: New hires Young leaders First Time Managers Supervisors Leadership team

EMPLOYEE OVERALL DEVELOPMENT(Contd.)


InterGlobe has a defined Leadership Competency Framework that forms the base of all development initiatives. Performance diagnostics are also used as inputs for functional as well as behavioural learning interventions. This approach serves the larger organization, imperative of growing our own talent within the organization, thus providing long term career opportunities to high performers.

EMPLOYEE OVERALL DEVELOPMENT(Contd.)


InterGlobe Learning Academy (ILA): The ILA is an in-house competency building initiative with emphasis on mastering functional expertise and aimed at creating a Learning Organization for its employees. Participants, who successfully complete the learning cycle under ILA, are awarded a Champion certificate and become eligible for the next level in the learning pyramid, titled the Expert level.

EMPLOYEE OVERALL DEVELOPMENT(Contd.)


Knowledge Sharing Forums: Provide opportunities to employees with similar learning inclinations to share their experiences and add value to them as professionals.

The IPAD Programme


Management Trainees selected as part of IPAD undergo a one-year rigorous training period that includes cross functional & functional projects and on the job training. These trainings provide Management Trainees an opportunity to not only learn functional skills but also mesh with the culture and people of the organization. The IPAD journey is interspersed with periodic reviews, leadership interaction sessions and training programs. The program aims to nurture these fresh aspirants to become thorough bred professionals and take up responsible positions in the organization at a relatively faster pace.

IPAD Program Overview


Stages in the 12 month journey:

Cross-Cultural Training Programs and Services


Effective Teambuilding for Diverse Teams Specialized Teambuilding Programs for Law Firms and Other Service Companies Working Across Cultures - Global Business Skills Culture-Specific Cross-Cultural Training: Working and Communicating Effectively with Germany, Belgium, etc. Effective Long Distance Communication Across Cultures Global Presentations Skills Pre-Departure and Post-Arrival Cross-Cultural Training Repatriation Training Executive Coaching

Effective Teambuilding for Diverse Teams


This program provides essential information on the building blocks of highly effective diverse teams. It helps team members to clarify roles and responsibilities and to agree on processes and principles in order to reach mutually established goals and objectives. Format: 1 to 2 days kickoff meeting, plus ongoing regular team meetings, as needed.

This program discusses building blocks for effective teambuilding for non-legal and legal staffs at law firms and other service companies. It helps existing teams, such as law firm practice groups, optimize their performance and reach their business goals. Format: 1/2 to 2 days.

Specialized Teambuilding Program for Law Firms and other Service Companies

Working Across Cultures: Global Business Skills


The program analyzes the impact of culture and cultural differences when communicating with counterparts from other cultures. It discusses topics such as managing across cultures, creating globally inclusive work environments, business values differences and global business etiquette. It also provides strategies for communicating across cultures more effectively. Format: 1 to 2 days

Culture-Specific Cross-Cultural Training


This program provides an overview of cross-cultural business practices and issues such as work ethics, management styles, negotiations, presentations, meeting styles, gender roles and business etiquette for a specific geographic region or country including but not limited to Germany, Belgium, the Netherlands, France, the U.K., Italy, Japan, China, Taiwan, India and Mexico. It suggests strategies for working and communicating effectively with colleagues, clients and business partners from these and other cultures. Format: 1 to 2 days

Effective Long Distance Communication Across Cultures


This program provides strategies for dealing effectively with the challenges of longdistance communication via telephone, email, video conferencing, or web-based technology. It improves long-distance communication between colleagues and/or clients from other cultures. Format: to 1 day

Global Presentation Skills


The program provides information on the steps necessary for creating and delivering effective presentations for global audiences. It offers an opportunity for participants to give practice presentations and receive detailed feedback on their presentation style and content. Format: 1 to 2 days.

Pre-Departure and Post-Arrival CrossCultural Training


The program helps individuals and their families handle the impact of culture shock related to moving to another culture. It provides information on housing, education, shopping, local services, and resources in the new culture as well as an overview of cultural values and attitudes in the new country. Format: 1 to 2 days.

Repatriation Training
This program helps individuals and families handle the impact of "reverse culture shock" when returning to their home countries after an international assignment. It focuses on the challenges of re-entry into the work and home environments as well as on successful re-entry strategies. Format: 1 to 2 days.

Executive Coaching
This program helps executives clarify their short- and medium-term personal and business goals and create a long-term vision for their lives. It helps them design strategies to reach these goals and align their lives with their vision. Format: on-going coaching sessions (30-60 mins).

Research Says
A research done by Bharti Suman, on the Training and Development procedures of Indigo Airlines, over a period of 1 year revealed: 100% respondents had attended training program during a period of 1 year. It means that the corporate HR department of Indigo airlines provides time to time training to all the employees and it is a continuous process.

También podría gustarte