Final

TRAINING IMPLEMENTATION

AND

AT

Presenters:Jigar Rawal (PA- 6)Yash Pandya (QA- 19)Nitish Panchal (PA – 12)Harshit Dhora(PC- 7 )Vipul Patil (PA-20)Nishant Pendalya (QA-12Shruti Kulkarni(PC-18)Rachana Shetty (PA-14)

Training Implementation

• Transfer of training Training

Implementation

• One of the Hardest part of the system.

• One wrong step can dissolve the whole

purpose of training.

Factors to be considered

Transfer of Training practice - Three factors

Training Participant attributes (intelligence,

attitude)

Introducing a new employees

Training program design and delivery : Training

Program objectives are clearly focused on your

organization’s priorities & goals

Workplace environments:- Training Effectiveness

rating form and training Management template pack

Transfer of Training strategy

Before Training

After Training

• Pre-course Briefing with each participant

• To start a Discussion about how the principles,

techniques, and skills learned will be applied

practically.

• Ensure that participants have complicated any pre-

requisite reading or exercise.

“Pre-course Briefing sends a powerful message

that the organization cares about the

employee’s development and is serious about

seeing the benefits of training.”

Before Training

• For Training to be effective, fundamentals of training design will need to have been followed.Selecting the right trainees,Matching the performance objectives to

organizational outcomes,Delivery at the right time and Choosing the appropriate methods and delivery

modes• Goal orientation – “ What’s In It for Me”• Real Work Relevance – “relates directly to people’s

day-to-day work”• Practice – “Building in opportunities for practice

during the training”• Interpersonal Interaction – “social Activity”

During Training

• Post-course Debriefing Qualitative discussion period that allows

participants to analyze their efforts to solve the problem and act cohesively as a team

Post Training Training

Orientation/ Induction introducing new employees to the job and refresher

On-the-job Training

1) Coaching and Counselling Training to new managers for

effectiveness

2) Transitory Anticipatory Experiences Before the promotion Performing some new duties while still

performing most of the old ones.

3) Job Transfers and Rotation To broaden managerial experience

introduce more new ideas

Types of Training and Instructional Methods

Off-the-job Training

1) Lecture- Discussion ApproachTrainer is to give a lecture and involve the trainees in a discussion

2) Computers computer- assisted instruction (CAI)Internet, Intranets, Virtual Reality (VR), Distance Learning/ Training.

Apprenticeship Training

Practical training on the job supplemented by related theoretical instruction.


Understudy and Special Projects or AssignmentsUsed for developing junior & senior officers, gives the employee a chance to participate in creative thinking and decision- making.

Supervisory Training To equip a supervisor with the needed skills to better perform his duties and to help improve the performance of his workers.

Travel or Observation Tours Sponsored by the company or through the employee’s own initiative.


Conferences, lectures, special seminars, or workshops

In different subject areas, either within or outside the

company.

Management/ Leadership Development

For potential managers

Study Grants

Sponsored by either the company or some other

organizations.

Study Abroad

On the employee’s own initiative



Training within the industry for same industry knowledge

Learners in the IndustryThese are usually graduating students in college who are required to gain experience as a requirement for graduation.

Case Method• like real decision-making situation in the organization or a situation that occurred in another organization. • problem - best solution

Role- PlayingAssigned a role in a situation and asked to play the role and to react to other player’s role- playing.

In- Basket TechniqueGiven materials - critiqued on the number of decisions made in the time allotted, the quality of decisions, and the priorities chosen for making them.


Management Games:Describe the operating characteristics of a company.Development of problem- solving skills.

Behavior Modeling Behavior- modeling is learning through observation or imaginationIdentifying interpersonal problems that employees, especially managers, face

Outdoor- Oriented Programs

The programs, conducted in remote areas, combine outdoor skills with classroom seminars.


The theory behind-

Experiences and techniques of past and present managers form a body of knowledge that can be systematically evaluated and learned.

Management development is designed to equip a person to better perform his duties in planning, organizing, directing, controlling, and coordinating

Reasons for Management Training:

•Vital link between management and workers

•Most supervisors arose from the ranks with little or no training for management work.

•Changes within supervisory and executor staff

•Technological changes

Management training and Development Program

Advantages of Management Training:

Improves the quality of leadership and the ability to meet problems involved in managing personnel.

Helps develop effective supervisors

Promotes and maintains good employee relations

Helps promote and maintain good labor relations by spreading greater understanding of company policies and rules,

Makes supervisors more effective in training their workers, both new and old.


Management Development Techniques:

Goal Setting

• It is a mental (cognitive) process of some practical utility

• Attributes of goals are specificity, difficulty, and intensity

Behavior

Modification

• Behavior is influenced by its consequences

• Behavior modification is individual learning through reinforcement which designates

Principles of Operant Conditioning:

Positive ReinforcementNegative ReinforcementsPunishment Extinction


Management trainee Program

Aim to develop and maintain an adequate source of potential supervisory, administrative, and technical personnel.

It includes

Conference leadership,

Training workers,

Company policies,

Morale and motivation,

Human relations,

Simplification & methods improvement,

Labor laws and labor relations.


A system evaluating the management potential and development

Known as a professional development program or a “leadership development

Purpose is to clarify the participant’s developmental needs in preparation for management responsibilities

Development process that helps or prepares organization members to work more efficiently or effectively in groups.

It is designed to enhance individual team members’ problem-solving skills, communication, and sensitivity to others.

Management Assessment Centers: Team Building:

TRAINING IMPLEMENTATION AT

Bristol-Myers Squibb is a global BioPharma company firmly focused on its Mission to discover, develop and deliver innovative medicines that help patients prevail over serious diseases founded in 1858

Commitment Statement To the employees We embrace a diverse workforce and inclusive culture. The health, safety, professional development, work-life balance and equitable, respectful treatment of our employees are among our highest priorities.

Diversity & InclusionAt Bristol-Myers Squibb, having a diverse team of employees and an inclusive culture is vital for innovation and successfully executing our BioPharma business strategy.

More than just a place to work—a place to thrive! It is an environment that is more than a place to work. A culture of unique individuals dedicated to helping others. At Bristol-Myers Squibb culture, one can learn and grow

professionally alongside smart, creative and talented colleagues who are committed to helping patients battle serious diseases.

The Bristol-Myers Squibb BioPharma Behaviors reflect the company’s commitment to high

performance and integrity.

Pursuing the mission also means Bristol-Myers Squibb acts as a responsible

corporate citizen by expanding patient access to medicines around the globe and

conducting business in a manner that contributes significantly to strong

communities, a healthy environment and economic prosperity.

Employees have the chance to help people everywhere live healthier

and better lives through the medicines we make, the values they uphold and the causes they support

as part of our corporate responsibility

Learning and Growing:offers an engaging environment to help grow their careers and enable them to perform their

best every day.

Culture @ BMS

Culture

Programs BMS conducts

Center for Science Education

Graduate Education

Performance and Training Solutions for R&D

R&D Information Retrieval and Use

Four types

24

Center for Science

EducationGraduate Education Performance and

Training Solutions

R&D ReInformati

on trieval

and Use

• Promote good communication practices

• Build research and leadership skills

GOALS

• Advanced Scientific Writing & Editing

• Non-Clinical Drug Safety and Evaluation

• Clinical Discovery

COURSES

• Scientific Presentations

• Drug Discovery Biology Notebook Record Keeping Procedures

• Advance scientific and business knowledge

• Foster creativity and innovation

25

Center for Science

EducationGraduate Education

Performance and Training Solutions

R&D Information

Retrieval and Use

TRAINING TO

CLINICAL RESEARC

HER

RESOURCES

UTILIZATION

Princeton University Industry Alliance Program Chemistry department seminars

Lehigh Education Satellite Network Master's degree in various disciplines

Hibernia College Online Education Master's degree in pharmaceutical medicine

Leadership & Management

Unlocking Your Leadership Potential:Two-week virtual course offered through eCornell Allows participants to create a leadership development plan designed to guide their career development.

360-degree assessment, in which ten of colleagues assess Employees leadership skills prior to your taking the course.

Employees will use this feedback as a basis to create Their own personal leadership plan.

Personal Empowerment - Taking Initiative:Half-day workshop in a traditional classroom setting.

Participants will learn to take responsibility for their own success in multiple aspects of work life.

Manager Development: Three-day program prepares new managers to transition to a leadership role using experiential activities, practice and self-reflection.At the end of the course the new manager will demonstrate self-awareness and interpersonal skills, prioritize work, assign resources and delegate.In addition, the new manager will know how to energize others and retain key talent, including providing ongoing and appropriate feedback and coaching.

Coaching for High Performance:

One-day workshop.

Participants will learn to communicate company work objectives to their team and to work with each team member to optimize performance.

Everyday Business Etiquette

As middle management and the concept of seniority are being replaced by a flat organizational structure, the need for appropriate behaviour is especially crucial—particularly if you are looking to advance your career.

“Learn the best ways to address your peers and superiors, and how to conduct yourself with poise and confidence”

Working as a TeamThis course highlights the personal, interpersonal and organizational advantages of working together, whether in teams or work groups across the organization.

Additional courses include instruction on: • communication skills• time management• team building• desktop computer applications and • giving effective presentations.

CONTINUOUS LEARNING AT BRISTOL MYERS SQUIBB

Comprehensive Course Catalogue It is filled with hundreds of learning opportunities at all stages of your career and personal development

Other than formal classes, your manager will coach you along the way and will help facilitate your on-the-job learning

Employees are encouraged to work closely with a mentor, whom they select, from their experienced professionals

Coaching and Work Experience

BMS managers participate in learning programs to build effective coaching skills to develop and lead their employees

Learning using actual experiences on the job involving “ACTION LEARNING PROJECTS” where employees are encouraged to work in small groups with their peers

According to Confucius , I hear and I forget ; I see and I remember ; I do and I understand.

Formal Learning

Traditional Classroom Experiences

Self-paced Online Courses

Mentoring

Bristol-Myers Squibb offers tuition reimbursement for eligible employees

EXCELLENCE PROGRAMS AT BRISTOL MYERS SQUIBB

Excellence Programs

• Help in taking ownership of your career

by building functional skills, knowledge and experience

Marketing Excellence

Sales Excellenc

e

Finance Excellenc

e

HR Excellenc

e

Lean Sigma Excellence

Programs

Excellence Programs

Marketing Excellence

• Continuous development of skills and talent central to their corporate mission.

• Talent System program :

Help in planning your career and gain superior skills

Skills developed are transferable

Sales ExcellenceSales execution and customer modelCoaching and development

Meeting and communication effectiveness

Attitude and behaviour

Finance Excellence

Focuses on:

Succession planning,

selection and promotion, career planning,

employee development,

setting clear expectations and standards and

assessments,

feedback and coaching

Human Resources Excellence

• Classroom courses through ecornell

• Regular HR excellence workshop series

• Workshop series:

• Slide presentations and tools on the topics of

interest.

Lean Sigma

• Six Sigma is a data-driven strategy to business

management.

• quality management methods

– reducing costs,

– eliminating waste and

– increasing profits

• use the strategy to help define, measure, analyze,

design and verify a successful outcome to their

projects.

TRAINING IMPLEMENTATION AT

•Wockhardt is a global pharmaceutical and biotechnology

organisation

•It is India’s leading research-based global healthcare enterprise

•Wockhardt is a true Indian Multi-National Company with

a multi-ethnic workforce of 8600 Wockhardt Associates from 21

different nationalities globally.

•Wockhardt aspires to create a healthier world. Its strategic

vision of ‘More & More with Less & Less’ has transformed into new

ways of thinking,

a new journey for growth, medical breakthroughs for patients and

continuing value for all stakeholders.

Overview of the Organization

Determination of Training Schedule

• Training frequency is determined by– Rate of Attrition– Size of field force

• Schedule varies with the division of the organization

Training

Induction Learning & Development

Induction & Orientation Programs

• Structured orientation program for new joinees

• Takes place before joining• The agenda and the schedule is pre-set• The duration of program determines the

(amount) of detailing implemented

• Inter-division groups are formed of not more than 20 people per group

Generally the training period is • 7-8 days • depending upon the division• (no. of the products)

Induction & Orientation Programs

Techniques implemented

Four types of training techniques are used

1. Classroom Training

2. Learning Management Systems (LMS)

3. Web based techniques, Videoconference

and Telecommunication

Classroom Training

Instructional Training• To provide

information about any new product or technique

Role-plays The candidates are evaluated in terms of • Pre-planning

processes• Interactional skills• Effective handling of

objections• Building trust and

commitment

Presentations

• Build Morale• Shared Skill Set• Professionalism• Ability to Sell

Developmental training Program

• To align aspirations of people to strategic objectives of the organization

• Aimed at developing people and leadership capabilities at different levels in the organization

Developmental training

Sales and Detailing Programs

• Detailing guidelines provided• Interactional skills development

Learning and Development Programs

• Behavioral training• Coaching/Mentoring

Developmental training

• Each employee has to attend training programs at least twice in a year

• Experiential learning activities including various games, recreational activities

• Trainings are usually out-bound

“Unlearn the process”

Wockhardt Holistic Excellence Enhancement Lever (WHEEL) Live it.. Imbibe it.. Drive it

Management Development Programs

• At corporate level - for second-line managers, GM, AVP, VPs

• AVP, VP – once in a year training necessary– Can nominate for more if required

• Programs include training in planning and implementing projects

• Negotiation and Conflict management training also provided

Motivational Training

• For persons striving to achieve more

successful performance results

• Out-bound training

• Related de-briefs also given to person.

Feedback

• At the end of session

• In form of questionnaires

• Anonymous

Evaluation of training

1. Comparing the before and after training sales record

2. Reporting habits

Quantification of these scores is necessary to determine the success of the training in measurable terms

Performance Enhancement Period

• For a person who fails to achieve the required performance levels, three months performance enhancement period in given according to the company policy

• The person is motivated to achieve the expected results and evaluated again at the end of three months

Documents

Final