Itc-hr Summer Training Report

PREFACE

Project undertaken by student helps them to gain good practical knowledge

in the concern field.

This project entitled “ CONTRIBUTION OF HUMAN RESOURCE DEVELOPMENT TOWARDS ORGANIZATIONAL SUCCESS in ITC LIMITED Lucknow”

Helped me to have a better understanding of “HRM”, the staff structure, distribution process and responsibilities of the employees of ITC.

.

I wish that the experience and learning gained from this project would help

me to enhance my professional career in future.

2011-12 ITC Limited Lucknow 1

AKNOWLEDGEMENT

“What is ‘Today’ becomes ‘Yesterday’ and what is ‘Tomorrow’ becomes ‘Today’. Give your best today, be it in your tiniest of duty Performance, in practicing values and ethics, in fulfilling all small or Big commitments. The best will come to you tomorrow”.

This is to acknowledgement my sincere thanks and gratitude to all those concerned, who have contributed of in contribution in this project I owe my deepest gratitude.

To begin with, I wish to acknowledge and express my gratitude to:

Mrs. ASTHA (HR HEAD, ITC) who gave me the opportunity to work in this organization.

A mammoth project of this nature calls for intellectual nourishment, professional help, and encouragement from many quarters. Doing summer training from the esteemed organization ITC, Lucknow has given me a chance to apply all theoretical inputs to real-life situations. Overall it was an entirely a learning experience for me.

I am grateful to my project incharge Ms Koyal (HR Manager ITC) for his continuous assistance and inspiration. The knowledge, advice, support, suggestion, helpful, tips given to me by him helped me to successfully complete this project. I am also thankful to the staff members of ITC for giving me useful information whenever I approached them.

At, last I am deeply grateful to my parents and friends who have given every help and moral support and their constant advice, which enabled me to pursue my academician.

Jyoti Jaiswal

SUMMER TRAINEE, KNMIET MODINAGAR


CONTENT

Preface Acknowledgement Content Objective Executive Summary Introduction to Subject Chairman Speaks ITC History & Evaluation ITC Profile Introduction to Managing Strategic change in HRM Recruitment & Selection ITC Organization Structure Distribution of Staff at ITC HQ Management of People in ITC Limited Research Methodology Observation Recommendation Bibliography Anexure


OBJECTIVE

The aim of our study is to comprehend and analyze “The Contribution of Human

Resource Development towards organizational success”, which we done on OBC.

Our objective is to find out whether the three sub systems of HRD, namely,

Recruitment & Selection , Compensation ,& Carrier Development contributes

towards the success of these organizations.

To understand the Organizational Structure. To study the distribution pattern employee. To study the merchandising HRD system in ITC. To study the Recruitment & Selection Process.

Our objective is to make a comparative study on the above mentioned parameters

and to come up with suitable recommendations.

EXECUTIVE SUMMERY


This is a project which gives the comprehensive idea how currently the

Recruitment & Selection, Compensation ,& Carrier Development in organizations

like OBC are contributing towards the organizational success.

To make this project the methodology which we have adopted is as follows.

First of all we have designed a questionnaire separately for HRD & Non - HRD

personnel. Our emphasis was mainly on three broad areas, Recruitment &

Selection, Compensation, & Carrier Development.

After designing this questionnaire we found that it is not enough to completely

know the details in their organization. For that we need a comprehensive formal &

informal interview with the organization personnel specially the HRD manager.

The interviews which we had conducted are very effective as we managed to

gather all the information required for our analysis from HR as well as Non HR

departments.

All the details which were collected by us, had been duly analyzed by us. Through

which we have arrived at a conclusion as mentioned below:

In our recommendation chapter, we have suggested some valuable

recommendations which can enhance more effectively these three sub systems in

this organizations.

We hope this project will be beneficial for this organization if they consider the

areas which we pointed out in our research.

INTRODUCTION TO THE TOPIC/SUBJECT


Organizational Success

The extent to which the employee demonstrates success in

setting priorities and accomplishing work that directly impacts the ability of the

organization (which may be at any level: branch, division, field facility,

directorate, service etc.) to meet its performance objectives and the delivery of

high quality products/services.

“HRD is a set of inter-related activities, by which human potentialities are

assessed, selectively upgraded and appropriately deployed for achievement of

envisioned goals which foster human dignity.”

CHAIRMAN SPEECH


As one of India's most valuable and respected corporations, ITC is widely perceived to be dedicatedly nation-oriented.

Chairman Y.C. Deveshwar calls this source of inspiration

"a commitment beyond the market".

It is ITC's Endeavour to continuously explore opportunities for growth by synergizing and blending its multiple core competencies to create new epicentres of growth.

The employees of ITC are inspired by the vision of growing ITC into one of India's premier institutions and are willing to go the extra mile to generate value for the economy, in the process creating growing value for the shareholders.

HISTORY AND EVOLUTION


ITC was incorporated on August 24, 1910 under the name of 'Imperial Tobacco Company of India Limited'. Its beginnings were humble. A leased office on Radha Bazar Lane, Kolkata, was the centre of the Company's existence. The Company celebrated its 16th birthday on August 24, 1926, by purchasing the plot of land situated at 37, Chowringhee, (now renamed J.L. Nehru Road) Kolkata, for the sum of Rs 310,000. This decision of the Company was historic in more ways than one. It was to mark the beginning of a long and eventful journey into India's future. The Company's headquarter building, 'Virginia House', which came up on that plot of land two years later, would go on to become one of Kolkata's most venerated landmarks. The Company's ownership progressively indianised, and the name of the Company was changed to I.T.C. Limited in 1974. In recognition of the Company's multi-business portfolio encompassing a wide range of businesses - Cigarettes & Tobacco, Hotels, Information Technology, Packaging, Paperboards & Specialty Papers, Agri-Exports, Foods, Lifestyle Retailing and Greeting Gifting & Stationery - the full stops in the Company's name were removed effective September 18, 2001. The Company now stands rechristened 'ITC Limited'.

Though the first six decades of the Company's existence were primarily devoted to the growth and consolidation of the Cigarettes and Leaf Tobacco businesses, the Seventies witnessed the beginnings of a corporate transformation that would usher in momentous changes in the life of the Company.

ITC's Packaging & Printing Business Division was set up in 1925 as a strategic backward integration for ITC's Cigarettes business. It is today India's most sophisticated packaging house.

In 1975 the Company launched its Hotels business with the acquisition of a hotel in Chennai which was rechristened 'ITC-Welcomgroup Hotel Chola'. The objective of ITC's entry into the hotels business was rooted in the concept of creating value for the nation. ITC chose the hotels business for its potential to earn high levels of foreign exchange, create tourism infrastructure and generate large scale direct and indirect employment. Since then ITC's Hotels business has grown


http://www.itcportal.com/the_itc_profile/ads/ad.htm

to occupy a position of leadership, it over 70 owned and managed properties spread across India.

In 1979, ITC entered the Paperboards business by promoting ITC Bhadrachalam Paperboards Limited, which today has become the market leader in India. Bhadrachalam Paperboards amalgamated with the Company effective March 13, 2002 and became a Division of the Company, Bhadrachalam Paperboards Division. In November 2002, this division merged with the Company's Tribeni Tissues Division to form the Paperboards & Specialty Papers Division. ITC's paperboards' technology, productivity, quality and manufacturing processes are comparable to the best in the world. It has also made an immense contribution to the development of Sarapaka, an economically backward area in the state of Andhra Pradesh. It is directly involved in education, environmental protection and community development. In 2004, ITC acquired the paperboard manufacturing facility of BILT Industrial Packaging Co. Ltd (BIPCO), near Coimbatore, Tamil Nadu. The Kovai Unit allows ITC to improve customer service with reduced lead time and a wider product range.

In 1985, ITC set up Surya Tobacco Co. in Nepal as an Indo-Nepal and British joint venture. Since inception, its shares have been held by ITC, British American Tobacco and various independent shareholders in Nepal. In August 2002, Surya Tobacco became a subsidiary of ITC Limited and its name was changed to Surya Nepal Private Limited (Surya Nepal).

In 1990, ITC acquired Tribeni Tissues Limited, a Specialty paper manufacturing company and a major supplier of tissue paper to the cigarette industry. The merged entity was named the Tribeni Tissues Division (TTD). To harness strategic and operational synergies, TTD was merged with the Bhadrachalam Paperboards Division to form the Paperboards & Specialty Papers Division in November 2002.

Also in 1990, leveraging its agri-sourcing competency, ITC set up the International Business Division (IBD) for export of agri-commodities. The


Division is today one of India's largest exporters. ITC's unique and now widely acknowledged e-Choupal initiative began in 2000 with soya farmers in Madhya Pradesh. Now it extends to 9 states covering over 3.5 million farmers. ITC's first rural mall, christened 'Choupal Saagar' was inaugurated in August 2004 at Sehore. The year 2006 witnessed the ramping up of the Company's rural retailing network with 17 'Choupal Saagars' being operational in three states of Madhya Pradesh, Maharashtra and Uttar Pradesh.

COMPANY’S PROFILE2011-12 ITC Limited Lucknow 10

ITC is one of India’s foremost private sector companies with a market

capitalization of around US $ 18 billion and a turnover of US $4.75 billion. ITC

has a diversified presence in Cigarettes, Hotels, Paperboards & Specialty Papers,

Packaging, Agri-Business, Branded Apparel, Packaged Foods & Confectionery,

Greeting Cards and other FMCG products. While ITC is an outstanding market

leader in its traditional businesses of Cigarettes, Hotels, Paperboards, Packaging

and Agri-Exports, it is rapidly gaining market share even in its nascent businesses

of Branded Apparel, Greeting Cards and Packaged Foods & Confectionery.

ITC is rated among the World's Best Big Companies, Asia's 'Fab 50' and the World's Most Reputable Companies by Forbes magazine, among India's Most Respected Companies by Business World and among India's Most Valuable Companies by Business Today. ITC also ranks among India's top 10 `Most Valuable (Company) Brands', in a study conducted by Brand Finance and published by the Economic Times.

As one of India's most valuable and respected corporations, ITC is widely perceived to be dedicatedly nation-oriented. Chairman Y. C. Deveshwar calls this source of inspiration "a commitment beyond the market". In his own words: "ITC believes that its aspiration to create enduring value for the nation provides the motive force to sustain growing shareholder value. ITC practices this philosophy by not only driving each of its businesses towards international competitiveness but by also consciously contributing to enhancing the competitiveness of the larger value chain of which it is a part."

ITC's Agri-Business is one of India's largest exporters of agricultural products. ITC is one of the country's biggest foreign exchange earners (US $ 2.8 billion in the last decade). The Company's 'e-Choupal' initiative is enabling Indian agriculture significantly enhance its competitiveness by empowering Indian farmers through the power of the Internet.


This transformational strategy, which has already become the subject matter of a case study at Harvard Business School, is expected to progressively create for ITC a huge rural distribution infrastructure, significantly enhancing the Company's marketing reach.

ITC's wholly owned Information Technology subsidiary, ITC InfoTech India Limited, is aggressively pursuing emerging opportunities in providing end-to-end IT solutions, including e-enabled services and business process outsourcing.

ITC's production facilities and hotels have won numerous national and international awards for quality, productivity, safety and environment management systems. ITC was the first company in India to voluntarily seek a corporate governance rating.

ITC employs over 21,000 people at more than 60 locations across India. The Company continuously endeavors to enhance its wealth generating capabilities in a globalizing environment to consistently reward more than 3,72,000 shareholders, fulfill the aspirations of its stakeholders and meet societal expectations. This over-arching vision of the company is expressively captured in its corporate positioning statement: "Enduring Value. For the nation. For the Shareholder."

ITC BUSINESS


The main businesses of ITC are -

FMCG

Cigarettes

Life style retailing

Greeting cards

Foods

Safety matches

Agarbatti

Hotels

ITC Sonar, Kolkata

ITC Maurya, Delhi

ITC Kakatiya, Hyderabad

ITC Maratha, Mumbai

ITC Grand, Central

ITC Windsor, Bangalore

ITC Park Sheraton, Chennai

ITC Mughal, Agra

Sheraton New, Delhi

Sheraton Chola, Chennai

Sheraton Rajputana, Jaipur

WelcomHeritage, New Delhi

Paper board and packaging

Paper board and specialty papers2011-12 ITC Limited Lucknow 13

Packaging

Agri–businesses

Agri - exports

Leaf tobacco

E - Choupal

As part of its strategic initiative to create multiple drivers of growth in the

FMCG sector ITC entered in the branded packaged Foods business in August 2001

with the launch of the Kitchens of India brand of premium ready-to-eat gourmet

cuisines. The Company broadened this foray with an array of brand launches in the

Confectionery, Staples and Snack Foods segments.

While ITC is an outstanding market leader in its traditional businesses of Cigarettes, Hotels, Paperboards, Packaging and Agri-Exports, it is rapidly gaining market share even in its nascent businesses of Branded Apparel, Greeting Cards and Packaged Foods.

The packaged foods business provides ITC an excellent opportunity to

strategically leverage its time-tested and competitive strengths in brand

management, cuisine development in its hotels business.

The Foods business is represented in four categories in the market. These

are:

Ready-To-Eat Foods

Staples

Confectionery


Snack Foods

Ready-To-Eat Foods

ITC today offers a range of Ready-To-Eat products under the ‘Kitchens of

India’ brand. ‘Kitchens of India’ brings exquisite gourmet Indian cuisine to the

Indian and global consumer, epitomizing the culinary expertise of the Master

Chefs from ITC – WELCOME GROUPS of hotels.

Staples

ITC entered the branded Atta (wheat flour) market with the launch of

‘Aashirvaad Atta' in Jaipur and Chandigarh in May 2002. The product has now

been launched on an all-India level.

ITC constantly aims to delight the consumer with the excellent packaging

of its food products. The ‘Aashirvaad’ package is pet-poly. Its design depicts the

farming activity in India’s rural heartland through a Madhubhani painting.

‘Aashirvaad Select’ (2 kg pack) recently won the World Star Award for

Excellence in Packaging, in the Consumer Pack Category. This is one of the most

prestigious international awards for Packaging. ITC is a pioneer in creating carton

packaging for its premium ‘Atta’. The Company is also a trend-setter in offering

the facility of vacuum sealing in the 5kg premium ‘Atta’ pack. Both these

innovations ensure and enhance the freshness of the product.


ITC, following the success of Aashirvaad Atta, has launched Aashirvaad

Salt to offer consumers yet another quality product. The product focuses on

essential qualities such as free flow and iodization, apart from purity.

Confectionery

ITC has launched two products in the confectionery segment – ‘Mint-O’

(compressed mint) and 'Candy man' (hard-boiled sugar candy).

‘Mint-O’ is the first mint in India, which is available in three flavors –

orange, lime and mint. The product is available in two sizes – rolls of 20s and 6s.

‘Mint-O’ offers the discerning consumer a value-added mint that captures the spirit

of youth. ‘Mint-O’ is now available in all major markets.

‘Candy man’ is currently available in two innovative flavors – ‘Wild Banana’ and ‘Mango Delite’. The product seeks to provide the thrill of adventure and excitement.

Safety matches

As part of its strategic initiative to create multiple drivers of growth in the

FMCG sector, ITC has commenced marketing safety matches sourced from the

small-scale sector. These matches are available in unique designs and with

innovative value added features. ITC's brands like Wimco, Mangaldeep, Vaxlit,

Homelight and Aim have already become popular.


Snack Foods

ITC entered the Snack Foods market with the launch of an innovative

product under the brand name ‘I’. This is a unique snack which provides an

interesting ‘Taste and Flavour’ experience.

Agarbatti

ITC has commenced marketing agarbattis (incense sticks) sourced

from the small-scale sector. This business leverages the core strengths of ITC

in marketing and distribution ITC has launched a slew of brands like Spriha,

Nivedan and Ashageet. These brands are available across a range of

fragrances like Rose, Jasmine, Sandalwood, Sambrani and Nagchampa.


ITC PRODUCTS…….

Cigarette Foods Life style Stationary Safety matches Agarbattis

Insignia Aashirwaad Wills lifestyle Paper Kraft Ikno Mangaldeep

India Kings Ready meals Wills sports Classmate Aim Spriha

B&H Cooking Paste Wills club Expressions Homelites

555 Atta Wills classic Mangaldeep

Classic Salt John player

Gold flake Sun feast Biscuit Miss Player

Navy cut Glucose

Silkut Cream biscuit

Capstan Dark fantasy

Star Snacky

Golden bakery

Marie

Pasta treat

Kitchens of India


Ready to eat

Curry paste

Conserve

Confectionery

Minto fresh

Candyman

Minto-roll

Bingo snacks

Personal Care

Essenza di wills Soap

Fiama di Wills Soap

Shampoo

Shower Gel

Perfume

Vivel di Wills Soap

Vivel Soap

Shampoo

Superia Soap

Shampoo


On Oct 15, 2007 ITC had launched new range of Personal Care products Fiama Di Wills Shower Gels and Superia soaps and shampoos. Expanding its range of personal care products, and following the successful launch of Fiama Di Wills Shampoos, ITC had presented yet another world class range of products for the Indian consumer through its new range of Fiama Di Wills Shower Gels.

ITC had also launched its fourth shampoo variant, Silky Strong which is enriched with oils of Macadamia Nut and Babassu. This is in addition to the Fiama Di Wills range launched earlier in the form of Everyday Mild, Aqua Balance, and Volume Boost

.

Continuing with its tradition of offering a superior product and brand experience to the modern Indian consumer, ITC had also launched the Superia range of soaps and shampoos in select markets.

Superia offers a range of four soap variants and two shampoo variants with a range benefit of Glowing skin and Shiny hair. Each of the variants have been designed to deliver specific benefits to the various consumer needs. Superia soaps & shampoos are an outcome of 3 years of extensive product development by


ITC scientists at the ITC Research and Development Centre.

On Dec 20, 2007 ITC had launched Fiama Di Wills Soaps. Following the successful launch of Fiama Di Wills Shampoos and Shower Gels, ITC had introduced Fiama Di Wills Soaps which offer the benefit of gentle and effective care by combining elements of nature and science.

Fiama Di Wills Skin Sense Soft Green is a gentle caring soap, which helps enhance retention of skin proteins to create a beautiful look. The soap packaging has been developed by a leading European design firm and the fragrance has been developed by an international house in France.

On Feb 14, 2008 ITC had expanded their Personal Care product range. Expanding its portfolio of Personal Care products, ITC launched Vivel Di Wills & Vivel, yet another world class range of soaps for the Indian consumer. This follows the success of ITC’s previous launches- Essenza Di Wills, Fiama Di Wills and Superia.

Backed by consumer insights, Vivel Di Wills offers a unique value proposition of bringing together ingredients that provide the benefits of Nourishment, Protection and Hydration through a single product. These unique


features provide the discerning consumer complete care, thereby enhancing beauty and confidence.

All product formulations have been scientifically developed at the ITC R&D Centre after 4 years of extensive research. The products are enriched with Actipro N which has Nourishing, Protecting and Hydrating Ingredients. The exquisite fragrances for the various products have been developed by leading international fragrance houses. The unique carton pack has been developed by ITC’s design team to provide a novel consumer experience.

INTRODUCTION TO MANAGING STRATEGIC CHANGE HR Deppt.

Strategic change is an extension of the planning process. The logic of the strategy

right and then persuading people of the logic, designing structures and control

systems appropriate to the strategy and using them as mechanisms of change,


putting them as mechanisms of change, putting the resources required and planning

timing and sequencing of change.

Ultimately the success of strategic change in the organization depends on how

people change their behavior. This means that belief and assumptions that they

hold and processes in their organizational lives is important. It also means that

there should be commitment in the people, and needs of organizational change

should not only be in terms of behavioral change but also in terms of everyday

aspects of change. Organisation should be learning organizations responding to the

changing environment.

Managing strategic change is context dependant. Managers should balance

different approaches to manage strategic change according to the situations they

face. There is a powerful influence of the paradigm and cultural web on the

strategy being followed in the organization.

TYPES OF STRATEGIC CHANGEStrategy development in organizations is incremental with occasional more

transformational changes .It is beneficial for the organizations to change

incrementally because this way it can build on skills, routines, beliefs of those in


the organizations, so that the change is efficient and likely to win their

commitment. The organization should be proactive and keep in touch with the

environment and anticipate the needs to change which can be achieved through the

fine-tuning current ways of organizations react to the external competition.

Managers may not perceive major strategic changes, but rather they adapt the

existing paradigm and current ways of operating. Fine-tuning and reactive

adaptation may therefore results in incremental change. With the incremental

change might lay the dangers of strategic drift because change is based on, or

bounded by, the existing paradigm and routines of the organization even when the

pressures might suggest the need for more fundamental change. There when

transformational change is needed, either because incremental change has been

adequate or because the external pressure for change are extreme, e.g. if sales

decline or takeover threatens the continued existence of a firm.

Transformational change means change which cannot be handled within the

existing paradigm and organizational routines, it entails a change in taken for

granted assumptions and “the way of doing things around here”. Such

transformational change may also come about as a result of either reactive or

proactive processes. If strategic drift has occurred has led to deteriorating

performance or an uncompetitive position in its market, or if external stakeholders

e.g. major stakeholders are not happy with the current strategy, management may

be in a forced transformational position. Such a position may be reached if other

changes in the organization’s environment are so evidently significant or severe

that the organization is forced into such a transformational change. The managers

anticipate the need for transformational change, perhaps through the sought of 2011-12 ITC Limited Lucknow 24

analytic techniques. They may be then in position of planned transformational

change, which may provide them with more time in which to achieve if others in

the organization are resistant to it.

The 7-S Model

The 7 S model was developed in the late 1970’s by consultants at McKinsey and company who were trying to help managers address several of the difficulties of change. The model shows that change is complex due to organizational immune systems, difficult paradoxes, and the many interconnected variables involved, and to be effective a change effort must address many of these issues simultaneously. This is often a daunting managerial challenge.

Structure

Strategy Systems Shared values

Skills Style

Staff

Strategy: A set of actions aimed at gaining a sustainable advantage over competition.

Structure: The organization chart and associated information that shows who reports to whom and how tasks are both integrated and divided up.


Systems: The processes and flows that show how an organization operates on a daily basis(e.g. Information systems, capital budgeting systems, manufacturing processes, quality control systems and performance measurement systems)

Style: What managers consider being important by the way they collectively spend their time and attention and how they use symbolic behavior. It is more important how management behaves than what management says.

Staff: What companies do to foster the process of developing managers and shaping the basic values of the management team.

Shared values: The values that go beyond, but usually include, statement of goals and objective in determining a firm’s destiny. These values are shared by most of the people in the organization.

Skills: Those dominant attributes or capabilities that are possessed by an organisation.

Model AEgan introduced Model A for assessing and designing excellence into a system. He differentiates between business and organisation. Business dimensions have an outward focus and emphasize areas such as mission, markets, customers, systems in the external environment. Organisational dimensions focus inward on areas such as organisation structure , human resources and the organisation processes used to engage in business.

Model A’s 4 basic areas are:(a) Business dimensions : it focuses on the exploration and establishment of markets

and the delivery of quality products or services to clients or customers. There are

both operational and strategic business dimensions.


1. Strategic business elements : they provide purpose and direction to the organisation.

They include the following:

Markets, customers and clients: markets need to be identified, and customers needs

and wants within these markets need to be explored.

Business environment: Competition, economic and social trends, new markets,

emerging technology etc. should be scanned periodically for both threats and

opportunities.

Mission: A business mission together with people mission should be developed.

Business philosophy: An integrated set of values and policy needs to be formulated

to govern the conduct of business.

Major business categories: The major categories of products or services to be

delivered to customers need to be determined.

Basic functioning: The system needs to be established on a firm’s financial

foundation.

Strategic plan: All these elements need to be pulled together into a strategic plan that

establishes the long-term direction and goals of the system.

2. Operational business elements : They are a part of the day-to-day business of the

organisation and include the following:

Products and services: that meet the needs and wants of the customers have to be

designed, manufactured, marketed and delivered.

Work programs: Step by step work programs that insure efficient production and

delivery of high quality products and services need to be developed.


Material resources: efficient programs for choosing and using the material resources

to be used in work programs need to be developed.

Unit performance plan: these plans sets year-long operational priorities for each unit

and links its operations to the overall strategy of the organisation.

(b)Organisational dimensions : It is the way in which a system structures itself and

pulls together its human resources in order to deliver business outcomes. The

business should drive the organisation, and the organisation should serve the

business. It includes the structure of the organisation-functional units and subunits-

and the deployment and utilization of human resources within these units. This may

include the following:

Structure and division of labour

Competence

Teamwork

Communication

Reward system

Individual performance plan.

(c) Management and leadership : Companies, institutions and agencies need both

effective management and ongoing leadership if the above has to happen. Managers

are the managers of process and managers of people. Effective managers coordinate

and facilitate the business and organisational elements of model A and make sure

things happen. Model A emphasizes the importance of developing a “culture of

feedback” within the system.


Effective leadership is not predicated in the traits of the leader but, rather on what he or she accomplishes. Leadership means developing vision, turning visions into workable programs and communicating the programs in the manner that generates excitement and commitment that creates an environment of problem solving and learning. Managers who are leaders continually pursue incremental change.

(d)Managing the shadow side of organisation : the shadow side includes the rational

factors that affect both business and organisational dimensions of the system. The

ability to manage the shadow side often determines whether a particular manager is

successful or not, mediocre and excellent. Egan is explicit in stating that wise

managers know how to deal with the following “shadow side” elements:

The natural messiness of the organisation: Wise managers know the looseness of the

system and how to work with it. They understand not just the formal system but the

informal system as well and know when to intervene and when to leave alone.

Individual differences: The differences between people have to be addressed and

managed.

The organisation as a social system: Organizations are social systems with

accompanying beliefs and drawbacks. Internal cliques and friendships sometimes

hinder the business of the system.

The organisation as a political system: Wise managers understand and manage the

politics of the system at the service of system enhancing agendas.

Organisational culture: Organisation needs to develop its own culture and sub-

culture. This culture either enhances or inhibits the system’s effectiveness.

CULTURAL WEB

This is a useful way of considering forces for and against change. It consists of :


STORIES

Rivalry/competition within organization

Lane rangers

Working hard

Fun place to work

Salary levels

SYMBOLS

Interaction styles

Having a office

Conferences in prestigious locations

Open and tidy work areas

Consultants in office

RITUALS AND ROUTINES

Consultants working in close coordination with clients

Induction process

Memos issued

No of meeting held

Impromptu meetings and gatherings

Information flows within and across departments

Communication systems in the organization

PARADIGM

Core business

Client focus2011-12 ITC Limited Lucknow 30

Individualism and autonomy

High expertise in HR policies

Team orientation

CONTROL

Meeting billing /selling targets

Team targets

Team incentives

Meeting quality objectives

ORGANISATION

Matrix structure of the organization

Responsiveness to the clients

Accountabilities

Networks existing in the organization

POWER

Accessibility to clients

Expertise

Interpersonal networks

RECRUITMENT & SELECTION

MEANING OF RECRUITMENT


The process of identification of different sources of

personnel is known as recruitment. According to Edwin B. Flippo “recruitment is

the process of searching for candidates for employment & stimulating them to

apply for jobs in the organization”. It is a linking activity that brings together those

offering jobs & those seeking jobs.

Dale S. Beach observed, “recruitment is the development &

maintenance of adequate manpower resources. It involves the creation of a pool of

available labour upon whom the organization can draw when it needs additional

employees.” recruitment refers to the attempt of getting interested applications &

providing a pool of prospective employees so that the management can select the

right person for the right job from this pool. Recruitment precedes the selection

process, i.e., selection of right candidates for various positions in the organization.

Recruitment is a positive process as it attracts suitable applicants to

apply for available jobs. The process of recruitment:

(і) Identifies the different sources of labour supply

(іі) Assesses their validity

(ііі) Chooses the most suitable sources or sources

(іv) Invites applications from the prospective candidates for the vacant jobs.

SOURCES OF RECRUITMENT.

The various sources of recruitment may be grouped into the following two

categories:


1. Internal sources (recruitment from within the enterprise)

2. External sources (recruitment from outside)

INTERNAL SOURCES.

Internal source is one of the important sources of

recruitment. The employees already working the organization may be more

suitable for higher jobs than those recruited from outside. The present employees

may help in the recruitment of new persons also. Internal sources are discussed as

follows:

Transfers. It involves the shifting of an employee from one job to

another, one department to another or from one shift to another. Transfer

is good source of filling vacancies with employees from overstaffed

departments or shifts. At the time of transfer, it should be ensured that the

employee to be transferred to another job is capable of performing it. In

fact, transfer does not involve any drastic change in the responsibilities,

pay & status of the employee. Transfers or job rotations are also used for

training of employees in learning different jobs.

Promotions. It leads to shifting an employee to a higher position,

carrying higher responsibilities, facilities, status & pay. Many companies

follow the practice of filling higher jobs by promoting employees who

are considered fit for such positions. Filling vacancies in higher jobs from


within the organizations has the benefit of motivating the existing

employees. It has a great psychological impact over the employees

because a promotion at the higher level may lead to a chain of

promotions at lower levels in the organization.

Advantages of Internal Sources

Filling vacancies in higher jobs from within the organization or through internal transfers has the following merits:

Employees are motivated to improve their performance.

Morale of the employees is increased.

Industrial peace prevails in the enterprise because of promotional avenues.

Filling of jobs internally is cheaper as compared of getting candidates from

external sources.

A promotion at higher level may lead to a chain of promotions at lower

levels in the organization. This motivates the employees to improve their

performance through learning & practice.

Transfers or job rotation is a tool of training the employees to prepare them

to higher jobs.

Transfer has the benefit of shifting workforce from the surplus departments

to those where there is shortage of staff.

EXTERNAL SOURCES


Every enterprise has to tap external sources for various positions. Running enterprises have to recruit employees from outside for filling the positions whose applications cannot be met by the present employees, & for meeting the additional requirements of manpower. The following external sources of recruitment are commonly used by the big enterprises:

Advertisement. Advertisement is the best method of recruiting persons for

higher & experienced jobs. The advertisements are given in local or national

press, trade or professional journals, newspapers & magazines. The

requirements of jobs are given in the advertisement. The prospective

candidates evaluate themselves against the requirements of jobs before

sending their applications. Management gets a wider range of candidates for

selection.

Employment Exchanges. Employment exchanges run by government are

also a good source of recruitment. Unemployed persons get themselves

registered with these exchanges. The vacancies may be notified with the

exchanges, whenever there is need. The exchange supplies a list of

candidates fulfilling required qualifications. Exchanges are a suitable source

of recruitment for filling unskilled, semi-skilled, skilled, and operative posts.

The job – seekers & job givers are brought into contact by the employment

exchanges.

Management Consultants: management consultancy firms help the

organizations to recruit technical, professional & managerial personnel.

They specialize in middle level & top level executive placements. They

maintain data bank of persons with different qualifications & skills & even


advertise the jobs on behalf their clients to recruit right type of personnel.

These days, professional bodies of accountants, engineers, etc. also help

their members to get suitable placements in industrial organizations.

Educational Institutions or Campus Recruitments The jobs in trade &

industry are becoming technical & complex. These jobs require certain

amount of technical & educational qualifications. The employees maintain

close liaisons with universities & technical & other educational institutions.

The students are spotted during the course of their studies. Junior level

executives or managerial trainees may be recruited in this way.

Unsolicited Applications persons in search of employment may contact

employers through telephone, by post or in person. Generally, employers

with good reputation get more & unsolicited applications. If an opening is

there or is likely to be there then these persons are considered for such jobs.

Personnel department may maintain a record of unsolicited applications.

When jobs suitable for those persons are available those are considered for

employment.

Casual Callers: management may appoint persons who casually call on

them for meeting short-term demands. This will avoid following a regular

procedure of selection. These persons are appointed for short periods only.

They need not be paid retrenchment or lay off allowance. This method of

recruitment is economical because management does not incur a liability in

pensions, insurance & fringe benefits.


Labour Contractors: it is quite common to engage contractors for the

supply of labour, when workers are required for short periods & are hired

without going through the full procedure of selection etc. contractors or

jobbers are the best source of getting them. The contractors maintain regular

contracts with workers at their places & also bring them to the cities at their

own expense.

Recommendations: Applicants introduced by friends & relatives may prove

to be a good source of recruitment. In fact many employers prefer to take

such persons because something about their background is known. Some

organizations have agreements with the trade unions to give preference to

blood relations of existing or retired employees if their qualifications &

experience are suited to fill the vacant jobs.

Merits of External Sources

The merits of external sources of recruitment are as under


Qualified Personnel. By using external sources of recruitment, the

management can make qualified & trained people to apply for vacant jobs in

the organization.

Wider Choice. When vacancies are advertised widely, a large number of

applicants from outside the organization apply. The management has a wider

choice while selecting the people for employment.

Fresh Talent. The insiders may have limited talents. External sources

facilitate infusion of fresh blood with new ideas into the enterprise. This will

improve the overall working of the enterprise.

Competitive Spirit. If a company can tap external sources, the existing staff

will have to compete with the outsiders. They will work harder to show

better performance.

\

ITC Organisation


Distribution of all Staff at ITC Headquarter


OED: OFFICE OF THE EXECUTIVE DIRECTOR 24DO :DEPARTMENT OF OPERATIONS 242DTCC: Division of Technical Cooperation and Coordination 75DTCC/OD :Office of Director 4DTCC/OIP: Office for Interregional Programmes 24DTCC/OA: Office for Africa 20DTCC/OAPLAC: Office for Asia-Pacific, Latin America and the Caribbean 17DTCC/OASEC: Office for Arab States, Europe and the Commonwealth 10DPMD: Division of Product and Market Development 85DPMD/OD: Office of Director 3DPMD/MAS: Market Analysis Services 36DPMD/MDS: Market Development Services 23DPMD/TIS: Trade Information Services 16DPMD/TSS: Trade in Services Section 7DTSS: Division of Trade Support Services 82DTSS/OD: Office of Director 3DTSS/BAS: Business Advisory Services 38DTSS/EMDS: Enterprise Management Development Section 20DTSS/IPSM: International Purchasing and Supply Management 16DTSS/ETDU: E–Trade Development Unit 5DPS: Division of Program Support 64DPS/OD: Office of Director 2DPS/GSPS: General Services and Publications Section 24DPS/HRS: Human Resources Section 14DPS/ITSS: Information Technology Services Section 13DPS/FMS: Financial Management Section 11TOTAL 229Source: ITC Intranet - List: 20/11/2004 Staff Positions: distribution of all staff resident in Geneva including permanentstaff, contract staff, consultants and interns.

Management of People in ITC


In recent years ITC management has successfully managed to start to change the culture of the organization away from a bureaucratic mentality and towards a service minded, innovation based culture. This is a long-term process that requires careful management. The change of mentality cannot be carried out overnight, and requires skilful and balanced management. Corporate services will have to be developed not only for internal purposes, but also for the sake of improving customers’ (beneficiary) services and satisfaction. ITC is a small organization, with lots of people working on their own “pet projects” and having their own areas of responsibility and with few constraints from a strategic management system impinging on them. Hence, many of the staff is motivated to carry out their view of their role with individual job satisfaction. This is related to a pride in the organization created by the development by the top management level of increasedlevels of visibility for ITC and the promotion of its role in the global context of trade and development.

Our overall conclusions are much as those of the OIOS Report (2004) “ITC provides a supporting working environment for its generally well qualified, professional and motivated staff.” There are inevitably some dangers here:• This rather “rosy” view of HRM in ITC, which is shared by top management, is not reflected throughout the system and morale manifestly declines at the lower levels.• It is not obvious that all the work, whilst satisfying to the individuals, has any direct relationship to the ITC targets or the overall ITC mission. Furthermore, some individuals are being overloaded and this has increased focus on resource allocation and mobilization within the organization.• Staff stress towards the end of each year is common in many organizations and needs to be carefully managed. In ITC this pressure is not formally recognized and therefore not managed. At the end of the year, overtime is not feasible (since the requirement to approve in advance doesn’t fit work needs). Attitudes to time off in lieu of extra hours worked varies between managers. Furthermore, the Annual Report is prepared for the end of the year: the heaviest workload period. Annual reports could be prepared at other times of the year.• This inadequate/uneven distribution of tasks, if not addressed, will affect the quality of the work and the job satisfaction of individuals.

Strategic Human Resource Management2011-12 ITC Limited Lucknow 41

ITC is not a status-quo organization. Over the last decade, it has faced a number ofManagerial challenges and has responded to them effectively and succeeded in reorienting Itself It has opted in favor of constantly refining its operations on the basis of dialogue with its stakeholders. Given its importance (see above), HRM is a strategic activity: this is not obviously the case in ITC. (Again the Evaluation emphasize that it is discussing the management of HR by ITC, not just the role of the HR department). As a straightforward example, it is clear that succession plans for the retiring top management team, which should have been implementedfrom five years ago (preparing replacements and a judicious mix of, say, fourinternal and two external appointments), were not even identified as necessary until last year. HRM is seen as external to, not a key element of, managerial roles.HRM policies and practices need to be not only “vertically” consistent with the mission and targets of the organization but also “horizontally” consistent, so that, for example, the outcomes of the performance management system lead on to obvious rewards and sanctions.

This is always the case in ITC (see below).

In addition, it is vital that the full set of HR available to ITC is considered holistically: at present the Permanent Professional staff, the Contract Professional staff, the Consultants, and the General Service staff (and the various combinations of these categories) are considered as separate and rarely considered together. In many cases these distinctions reflect tradition or budgetary drivers rather than the strategic needs of the organization. The General Service staff/Permanent Professional staff boundary is a particular issue. There are highly qualified General Service staff frustrated by their managers’ attitudes towards them and their inability to progress, often working alongside Permanent Professional staffwho are no more qualified. There is little evidence of forward planning of HRM in ITC. The Evaluation could identify no policies relating to the kinds of HR skills and attributes ITC will need in the future and how it intends to make the transition towards those capabilities.

Line Management Capacity for HRM2011-12 ITC Limited Lucknow 42

There is a widespread feeling that past selection of higher level Permanent Professional and Director staff has been carried out with little attention to the people management competences required for these roles and that, as a consequence, ITC does not have a high proportion of excellent managers. Indeed, unlike many organisations in the UN system, ITC currently has no outline of managerial competences and has neither adopted the UN system recommendations nor developed its own list of managerial competences. The effect is that senior staff are promoted or selected on the basis of technical competence alone or as a reward for previously showing evidence of technical skill, rather than on the basis of competences for the job they are about to take up. It also means that management training (see below) is noticeable by its very limited and untargeted nature. Without a set of competency criteria against which to assess individual managers, it is difficult to see how such training needs could be identified.The OIOS report (2004) noted that “a comprehensive HR strategy was being developed”, but stated that it “had not seen any documentation…” and that “important areas not cover by the indicators, such as recruitment and performance assessment”. The position still seems to be the same.

Management Development2011-12 ITC Limited Lucknow 43

Like many other technical specialist International Organisations, ITC faces a dual dilemma in its development activities. On the one hand, these technical specialists are often in danger of failing to keep their expertise up to date as they become immersed in the immediate tasks and have limited opportunity for attending expert conferences, debating with university, government or scientific think-tank colleagues and reading and contributing to the latest journals. On the other hand, their jobs are arguably increasingly at the project management end of activities where technical expertise above a certain level is perhaps less crucial, but they rarely undertake project management or general management training.

ITC should identify which staff are in managerial positions and which in senior technical specialist positions (numbers supervised would be an obvious way to determine that). Clarity about the role and competences required of staff in such positions would enable the training needs of such mission-critical staff to be assessed and addressed. There is a dearth of serious management training in ITC.It is important that people management responsibilities are clearly identified and monitored in the assessment system for all managerial staff.

ContractsThere is a trend towards hiring staff on a fixed term basis. Since the late 1990s, more than half of the chiefs of sections have been employed on a fixed-term basis5.. This provides the senior management with a large degree of flexibility, with respect to replacing senior staff, and opens up the option of internal mobility within the organisation. For employees hired on fixed terms, performance criteria can develop as an integral part of the employment contract. However, this form of employment can give serious motivational problems, with staff at the end of their contracts more concerned about their renewal than about the tasks they are charged to undertake. It also increases the administrative burden on the HR department. The use of staff at the General Service level on short-term contracts appears to be a particular problem. There are strategic HRM issues with the increased use of Contract Professional staff on short-term contracts. It is not clear, in other words, that this use is a thought through response to the exigencies and current and needs of ITC operations: in many cases it is entirely a short-term response to budget pressures.

Consultants2011-12 ITC Limited Lucknow 44

ITC maintains a “consultants” roster, which includes key information on each individual’s qualifications and experience, and from which the staff can select potential candidates when external consultancies are needed. The form for Curriculum Vitae contains minimal information compared to that required by many organizations and consultancies when mobilizing experts, which suggests that information on consultants is obtained through other channels such as recommendations and contacts. Consultants are identified through the network of the professional staff of ITC. The HRS screens candidates to ensure that they meet the minimum qualifications. The roster, as designed presently, is seen as an inefficient tool by the majority of the staff interviewed:• The system is mainly reactive as limited efforts are deployed to identify potential qualified consultants and attract new candidates;• The competence base is inadequate; getting qualified consultants in specialised fields is not always possible; and• There are time constraints for selection of consultants due to registration and approval procedures.

Consultants are hired to provide a defined deliverable, which may be a study, training materials, report etc. The deliverable becomes the property of ITC and is integrated into its programme. A means of drawing on expertise and alleviating the pressure of resource mobilisation is to draw on experienced external consultants. And this is where the flexibility of the roster plays a very important role.

Division of Program Support currently has on its work programme a project to enhance the system to facilitate collection and management of data in the consultants’ roster and for intranet access. A new online system will be established for application and screening candidates and linked to the improvement of the consultants’ roster and candidate selection Process (ITC business plan 2003-2005). There is a general feeling within the organization that the pressure to spend money before each year-end means that ITC staff tend to worry less about quality than about availability.

The Employment Cycle in ITC


Filling PostsITC posts are not subject to the geographic or gender distribution rules applied in the UN common system organisations, but are increasingly based on the identification of competences and skills needed to fulfil the functions of the organisation, and based on the future expected performance of individuals. There is some evidence that ITC’s recruitment is becoming more difficult. The Evaluation was quoted one example of a Head of Section advertised four times in a year: evidence that the organisation has problems both in its succession planning and in its capacity to attract good quality candidates from outside. Members of the SMC told us that ITC “needs more proper managers” and increasingly is looking to the private sector in an attempt to find them. This reflects the OIOS (2004) report conclusion that “efforts to streamline the recruitment process” were necessary and that “one of the main goals of the new staff selection system, i.e. to empower managers in making recruitment selection decisions, has not become part of the ITC recruitment process”. Job Descriptions are still very technical and generally include nothing on people management skills.

The 2003 staff survey found that almost half of those who responded either disagreed or strongly disagreed that selection for posts was transparent; a third did not believe that either General Service or Permanent Professional posts were awarded on the basis of merit. The Evaluation heard comments about the lack of transparency in appointments; about differences between departments; and about an “old boy network”. However, the Evaluation has no evidence as to whether the system has improved since 2003.

Communication2011-12 ITC Limited Lucknow 46

A key element in a knowledge management based organisation such as ITC is internal communication. ITC has a number of communications mechanisms both formal and informal for keeping staff informed. The most useful formal communications mechanisms identified in the 2004 survey are considered to be number one: the Project Portal, number two the SMC minutes, and number three is the Division and Section meetings. The Project Portal is used at least once a week by 70% of respondents, and 87% found the information on the portal to be quite accurate to very accurate.Nevertheless, respondents also feel that communications could be improved. 27.7% felt that communication was “good” or “very good”. 40% felt that consultation among staff of different divisions on product and program delivery was “good” or “very good”. Some typical comments include the following.

• Annual Operations Plan (AOP) could be a very useful source of information if properly implemented;• Groups presenting their activities are also providing an excellent vehicle for crossfunctional communication. However, perhaps the most critical element is the fact Evaluation are missing the process of cascading down the Annual Business Plan and Operating Plan;• Informal gatherings such as coffee breaks, lunches and ITC parties provides useful information; and• Less formal, but still official, communications mechanisms such as lunch-time presentations appear to be working well.There is some evidence that internal communications have improved in the two years since the last staff survey. Thus, management’s efforts to increase and improve communication appear to be yielding results. The evaluators can only encourage further activity in this direction.An excellent feature of the SMC functioning is the open and free discussions and exchange of views on issues at the highest management level. The sharing of decision making and transparency within higher management means that, as the 2009 OIOS report pointed out: “the SMCs practices enhance transparency of decision-making in ITC.

Training and Development2011-12 ITC Limited Lucknow 47

HRS prepares the annual training plan: Division Directors are requested to indicate the skills gaps that have been identified among their staff. Gaps can be identified in the context of the Performance Appraisal process, or as part of overall programme performance evaluation. HRS endeavours to identify facilitators and organize courses that will address the identified needs. Training plans are then developed. Capacity-building is the core of the programmes and ITC staff members are expected to be qualified in this. Yet technical specialists may be recruited who are not trained in the skills and knowledge for capacity building and managing technical assistance projects. In addition, Division of Programme Support organizes courses such as Project Management, Presentation Skills, Public Speaking. Enterprise Management Development Section also has a programme for training of trainers. Like the OIOS, the Evaluation considers that there is a “need for more technical and substantive training”.

There are three main problems here:1. The ITC training and development budget is low for an organisation with ITC’sscale and much of that budget is spent on Information Technology and languagetraining. The Evaluation has already noted issues about management developmentabove.2. Managers are not necessarily good at identifying staff training needs and staff may not be aware of the options open to them.3. Many people feel under too much pressure with their work to consider taking time to learn. This is, of course, a vicious circle as staff who do not learn will increasingly struggle to keep up with he work demands (the old joke: “I’ve got too much work to go on a time management course…”).Training and development are crucial not just to the effective achievement of the mission of ITC but also in motivation, by showing that the organisation cares about its employees’ capacities. Good training and development is seen as a mutual gains reward for the employees, opening up the opportunity for career advancement or career change (it is recognized that in ITC opportunities for career advancement are relatively few as people like to work in the organisation and tend to stay for a long time). Even though it appears that progress has been made recently, there is an opportunity to undertake further research on the importance of training (in the broadest sense) as an employee motivator.

Career Planning2011-12 ITC Limited Lucknow 48

The Evaluation could find no evidence of career planning for staff and considerable concern about its absence. This is a particular challenge for ITC because it is a small agency employing technical specialists with limited internal opportunities for promotion. Paradoxically, in such circumstances, there is greater pressure on the organisation to show that it is concerned about people’s futures, is actively seeking to provide variety and mobility, is thinking broadly and is clear about options. The 2004 survey of Permanent Professional staff conducted by the Evaluation found, like the wider 2003 staff council survey, that around half of the staff did not feel that they are treated equally in terms of career progression. In all surveys there is an element of disappointment about this issue, but these are comparatively high figures. There is also evidence that the selection of candidates for posts is not seen by everyone as being undertaken in a transparent manner or that posts are awarded on the basis of merit.

Succession PlanningLinking the issues of retirement of senior management with the concern for continuity and career planning in the context of a comprehensive HR strategy raises the related issue of succession planning. Clearly, the retirement of the whole SMC in the next year has made this issue very apparent, but it should go down through the organisation. The SMC argues that this will “Only become real in 2005” but that is obviously too late to have started making the necessary arrangements. The learning message is that there needs to be a succession plan for all managerial appointments. The Evaluation has not seen a succession plan or a relevant part of an HR strategy. As with all organisations, and particularly the case with more democratic and transparent organisations, there are limits to the rigidityof such planning: but that, combined with the aging employment structure within ITC,


What is Training in terms of organization?

“Transferring information and knowledge to employers and equipping employers to translate that information and knowledge into practice with a view to enhancing organization effectiveness and productivity, and the quality of the management of people.”

It also means thatin organizational development, the related field of training and development (T& D) deals with the design and delivery of workplace learning to improve performance.Difference between Training and LearningThere is a big difference:➢ 'Training' implies putting skills into people, when actually we should be developing people from the inside out, beyond skills, i.e., facilitating learning.➢ So focus on facilitating learning, not imposing training.➢ Emotional maturity, integrity, and compassion are more important than skills and processes. If you are in any doubt, analyze the root causes of your organization's successes and your failures - they will never be skills and processes.➢ Enable and encourage the development of the person - in any way that you can.➢ Give people choice - we all learn in different ways, and we all have our own

strengths and potential, waiting to be fulfilled. Talk aboutlea rning, not training.


Focus on the person, from the inside out, not the outside in ;

It is a classic question in the training field, first raised by human capital theorists,

that why firm strain their employees. Many attempts have been made to address

this question, but the question of why firms provide general-skill training has not

been fully understood. There have been two main theoretical approaches towards

employee training, namely, the human capital approach and the technology-based

approach. The human capital approach regards training as investment inhuman

capital. Training is provided only when the benefit from productivity gains is

greater than the cost of training. The technology-based approach regards training

as a skill formation process. According to this approach, the expanded training in

the contemporary period is driven by the rapidly changing technologies and work

reorganization. These two approaches are popular in academic and policy

discussions. What they have in common is that they assume an instrumental logic

and technical rationality behind training decisions. Training is provided because it

satisfies the functional needs of an organization. Studies with these approaches

have largely over looked the content of employee training, as if all kinds of

training programs equally contribute to human capital accumulation or skill

formation. Moreover, personal development training becomes a puzzle if viewed

from these approaches, because it does not seem to follow from an instrumental

logic or technical rationality.


The Puzzle about Personal Development Training

The puzzle about personal development training comes in the following four ways. First, it is not innately or immediately related to the technical aspects of specific job tasks. Second, prior need analysis is rarely conducted for such training, despite suggestions to do so in many training handbooks. Third, organizations and trainers seldom conduct evaluations of behavior or outcome changes brought out by such training.

Evaluation, when there is one, is often about how one feels about the training or what one has learned. The evaluation questionnaire is often called a "smile sheet," as trainees often respond happily to the questions. But the impact of the training remains uncertain. Fourth, the rapid expansion of personaldevelopment training has taken place in the absence of scientific evidence of any link between such training and improvement in organizational bottom lines.Core Argument

So, why have organizations increasingly engaged in personal development

training? It is because that the rise of the participatory citizenship model of

organization over time has driven the expansion of personal development training

in organizations. This argument is based on an institutional perspective towards

organizations. It is distinct from previous approaches to training in two ways. First,

it recognizes that training is not only provided to satisfy functional needs of firms,

but is also shaped by the shared understanding about individuals and organizations,

which is called "organizational model" in this study and is independent of the

functional needs. Second, training decisions are not only affected by the internal

conditions of an organization, but are also affected by the dominant ideologies and

practices in the organizational field.


Importance of Developing a Role in Training

Developing a national role in training is important for an employers' organization for several reasons. First, it enables the organization to contribute to the development of a country's human capital, through its influence on education policies and systems and training by public training institutions, to better serve business needs. It also enables it to influence employers in regard to the need for them to invest more in training and employee development - which employers should recognize as one key to their competitiveness in the future. Second, it provides an important service to members, especially in industrial relations in respect of which sources of training for employers in developing countries are few. Third, it is an important source of income provided the organization can deliver relevant quality training. Fourth, it compels its own staff to improve their knowledge without which they cannot offer training to enterprises through their own staff. Fifth, the knowledge required for training increases the quality of other services provided by the organization - policy lobbying, advisory and representation services. Sixth, it contributes to better human relations at the enterprise level and therefore to better enterprise performance, by matching corporate goals and people management policies. Finally, it improves the overall image of the organization and invests it with a degree of professionalism, which can lead to increased membership and influence. Many entrepreneurs seem to view employee training and development as more optional than essential...a viewpoint that can be costly to both short-term profits and long-term progress. The primary reason training is considered optional by so many business owners is because it's viewed more as an expense than an investment. This is completely understandable when you realize that in many companies, training and development aren't focused on producing a targeted result for the business. As a result, business owners frequently send their people to training courses that seem right and sound good without knowing what to expect in return. But without measurable results, it's almost impossible to view training as anything more than an expense. Now contrast that approach to one where training's viewed as a capital investment with thoughtful consideration as to how you're going to obtain an acceptable rate of return on your investment. And a good place to start your "thoughtful consideration" is with a needs analysis. As it relates to training and development, needs analysis is really an outcome analysis--what do you want out of this training? Ask yourself, "What's going to change in my business or in the 2011-12 ITC Limited Lucknow 53

behavior or performance of my employees as a result of this training that's going to help my company?" Be forewarned: This exercise requires you to take time to think it through and focus more on your processes than your products.

Beyond Training: Training and Development

Training is generally defined as "change in behavior" - yet, how many trainers and managers forget that, using the term training only as applicable to "skills training"? What about the human element? What about those very same people we want to "train"? What about their individual beliefs, backgrounds, ideas, needs and aspirations?In order to achieve long-term results through training, we must broaden our vision to include people development as part of our strategic planning. Although training covers a broad range of subjects under the three main categories (skills, attitude, knowledge), using the term "training" towards the business, the customers, and themselves (taking charge of their own training, development, and work performance). They were more than pleased when he asked them to express their opinions, make comments and suggestions. He was surprised at the immediate transformation that took place. He began receiving excellent reviews from his customers, the employees worked as a team, their motivation sky-rocketed and he never had to replace them! All this was accomplished by extending the previous concept of training to that of training and people development. Training and Development represents a complete whole that triggers the mind, emotions and employees' best work performance. It is not only business managers and owners who must do this shift in thinking, but Human Resources Directors and Training Managers (whose title should be "Training and Development" Managers). By their actions, they should offer a personal example, coaching and guiding all the people in an organization to think "beyond training" and invest efforts in people:•Professional development•Personal development.

Contrary to what some manager’s think, people do not quit a place of work as soon

as they have grown personally and professionally through training and

development programs - at least they do not do so for a long while.


Training & Evaluation

TrainingImproving business performance is a journey, not a destination. Business performance rises and falls with the ebb and flow of human performances. HR professionals lead the search for ways to enhance the effectiveness of employees in their jobs today and prepare them for tomorrow. Over the years, training programmes have grown into corporate with these goals in mind. Training programmes should enhance performance and enrich the contributions of the workforce. The ultimate goal of training is to develop appropriate talent in the workforce internally. In India, training as an activity has been going on as a distinct field with its own roles, structures and budgets, but it is still young. This field is however; expanding fast but controversy seems to envelop any attempts to find benefits commensurate with the escalating costs of training. Training has made significant contributions to development of all kinds. Training is essential; doubts arise over its contribution in practice. Complaints are growing over its ineffectiveness and waste. The training apparatus and costs have multiplied but not its benefits. Dissatisfaction persists and is growing at the working level where the benefits of training should show up most clearly. This disillusionment shows in many ways – reluctance to send the most promising people for training, inadequate use of personnel after training etc. With disillusionment mounting in the midst of expansion, training has entered a dangerous phase in its development. Training is neither a panacea for all ills nor is it a waste of time. What is required is an insight into what training can or cannot do and skill in designing and carrying out training effectively and economically.

The searchlight of inquiry may make the task and challenges stand out too starkly, too simply. Using experience with training in India and other rapidly developing countries has this advantage at similar risk. The contribution that training can make to development is needed acutely and obviously. At the same time, the limited resources available in these countries make this contribution hard to come by. These lines are sharply drawn; on the one hand, no promise can be ignored; on the other, no waste is permissible.

The training process is made up of three phases:


Phase 1: Pre-training. This may also be called the preparation phase. The process starts with an Understanding of the situation requiring more effective behavior. An organization’s concerns before training lie mainly in four areas: Clarifying the precise objectives of training and the use the organization expects to make of the participants after training; selection of suitable participants; building favorable expectations and motivation in the participants prior to the training; and planning for any changes that improved task performance will require in addition to training.

Phase 2: Training. During the course of the training, participants focus their attention on the new impressions that seem useful, stimulating and engaging. There is no guarantee that the participants will in fact learn what they have chosen. But the main purpose remains: participants explore in a training situation what interests them, and a training institution’s basic task is to provide the necessary opportunities. Having explored, participants try out some new behavior. If they find the new behavior useful, they try it again, check it for effectiveness and satisfaction, try it repeatedly and improve it. Finally, they incorporate this new facet into their habitual behavior in the training situation. If they do not find it useful, they discard it, try some variant, or discontinue learning in this direction. The intricate process of selection and testing is continuous and more or less conscious. It is important that work organizations meanwhile prepare the conditions for improved performance by their participants upon their return.Phase 3: Post-training. This may be called the "follow up" phase. When training per se concludes, the situation changes. When the participants return back to work from the training, a process of adjustment begins for everyone involved. The newly learned skills undergo modification to fit the work situation. Participants may find their organizations offering encouragement to use the training and also support for continuing contact with the training institution. On the other hand, they may step into a quagmire of negativity. More effective behavior of people on the job in the organization is the primary objective of the training process as a whole. In the simplest training process, improvement is a dependent variable, and participants and organizations independent variables.

The training process has the following major objectives:2011-12 ITC Limited Lucknow 56

1) Improvement in PerformanceTraining will be an important aid to managers for developing themselves as well as their subordinates. It is not a substitute for development on the job, which comes from doing, experiencing, observing, giving and receiving feedback and coaching. Research has shown that80% of a person’s development takes place on the job. However, training can contribute the vital20% that makes the difference. Training can bring about an improvement in a person’s:

✔ Knowledge

✔ Skills

✔ Attitude

✔ Thereby raising his potential to perform better on the job.2) GrowthTraining is also directed towards developing people for higher levels of responsibility there by reducing the need for recruiting people from outside. This would have the effect of improving the morale of the existing employees.3) Organizational EffectivenessIn company training provides a means for bringing about organizational development. It can be used for strengthening values, building teams, improving inter-group relations and quality of work life. The ultimate objective of training in the long run is to improve the company’s performance through people performing better.Benefits of Training EvaluationEvaluation has three main purposes:Feedback to help trainers understand the extent to which objectives are being met and the effectiveness of particular learning activities – as an aid to continuous improvement Control to make sure training policy and practice are aligned with organizational goals and delivering cost-effective solutions to organizational issues. Intervention to raise awareness of key issues such as pre-course and post-course briefing and the selection of delegates Evaluation is itself a learning process. Training which has been planned and delivered is reflected on. Views on how to do it better are formulated and tested .

The outcome may be to:


➢ Abandon the training

➢ Redesign the training – new sequence, new methods, new content, new trainer

➢ Redesign the preparation/pre-work – new briefing material, new pre-course

work

➢ Rethink the timing of the training – earlier or later in people’s career, earlier or

later in the training programme, earlier or later in the company calendar➢ Leave well alone The following are the clear benefits of evaluation:

➢ Improved quality of training activities

➢ Improved ability of the trainers to relate inputs to output

➢ Better discrimination of training activities between those that are worthy of

support and those that should be dropped

➢ Better integration of training offered and on the job development

➢ Better co-operation between trainers and line-managers in the development of

staff

➢ Evidence of the contribution that training and development activities are

making to the organization➢ Closer integration of training aims and organizational objectives

The Way Ahead


The development of learning organizations, working to harness the brainpower, knowledge and experience of their people, reflects the fundamental importance of training and learning for those organizations that hope to prosper in the new millennium. The rend towards a more" empowering" style of management and an increasing emphasis on self-development have combined to bring about a move away from didactic instruction towards coaching and facilitation and away from "trainer" towards "performance improvement consultant".In the coming future, the following trends are likely to be seen:Increased use of virtual reality, the internet and multi-media trainingEmphasis on cross-cultural development

Remote learning to reflect changing patterns of work

The Training RoleInternal TrainingThe role of an employers' organization in training has to be viewed from different perspectives. First and foremost it must be viewed from an "internal" point of view i.e. the training and development of its own staff. This is essential to the effectiveness of the organization's training services as well as to the other services it provides members, all of which fall within the following:•Influencing the legal and policy environment needed for business growth anddevelopment•Direct services to members

Cross-Training as a motivational and problem-solving Technique


Many managers, including human resources directors, mistakenly believe that employee motivation can be won through monetary rewards or other perks. They learn soon enough that such perks are taken for granted and that money is not the key to employee motivation. A professional and unified management, in a good work environment, is the basis on which to build employee motivation. While high employee turnover reflects on low morale and lack of motivation, when seen from another angle, the absence of turnover quickly results in de-motivation since the possibility of motion and forward-motion is taken away from employees. It is against human nature to remain static, performing the same duties day in, day out, without expectations of change in routine or opportunities for advancement. Following a reading or lecture on the subject, managers sometimes implement "job enrichment “in a misguided manner, adding unrewarded responsibilities on the shoulders of their supervisors and employees. This results in a feeling of exploitation and has the reverse of the intended effect An effective training technique which results in motivation is cross-training, when implemented horizontally, upward and downward. Department heads, assistants and employees can cross-train in different departments or within the department itself. With background support, employees can have one day training in the role of department head ("King for the Day").When a General Manager is away, department heads can take roles replacing him, which is a form of cross-training. Cross-training should be carefully planned and presented as a learning opportunity. It should be incorporated in a hotel's master yearly training plan, covering all positions and departments. It should begin with supervisory level and filter down to entry-level positions. Housekeeping should cross-train in Front Office and vice-versa; Front Office in Marketing, Sales, Public Relations, Food & Beverage, Banquets, Security; Marketing & Sales in Front Office, Food &Beverage, Purchasing; Food & Beverage Service in the Culinary department and vice versa; Human Resources in different departments and vice versa.This technique achieves the following objectives:•Prevents stagnation•Offers a learning and professional development opportunity•Rejuvenates all departments•Improves understanding of the different departments and the hotel as a whole•Leads to better coordination and teamwork2011-12 ITC Limited Lucknow 60

•Erases differences, enmity and unhealthy competition Increases knowledge, know-how, skills and work performance•Improves overall motivation•Leads to the sharing of organizational goals and objectives. Sending people to work in another department at a moment's notice is not what cross-training is about. This has to be an effective planned process. Employees must "buy" into the idea, been courage to give feedback and make suggestions for improvement. They become "partners”. Departmental communications meetings can be used to share lessons learned. When employees think "the grass is greener on the other side of the lawn" they soon realize their mistake after exposure to other departments. They return to their job with a better attitude.

Problems for Employers' Organizations Developing Training RoleSeveral reasons account for the problems faced by employers' organizations in training their own staff, and in providing training to members. They include the following:• Unlike enterprises which can have their staff trained in management and other traininginstitutions, there are no courses and training institutions which are geared to the needs ofemployers' organizations. This places a heavy responsibility on senior staff to train newrecruits and on staff to develop themselves. Therefore organizations often rely on the ILOto conduct training programmes designed to serve the needs of employers' organizations,and to provide staff with study tours to other employers' organizations.•Most organizations do not have skilled trainers i.e. persons who have been trained as trainers.• Inadequate training material• Inadequate information/knowledge relating to labor-related subjects needed to attract enterprises to the organization's training programmes.• The economic viability of having full time training staff. Due to financial constraints, an employers' organization would generally have to keep full time training staff to minimum. Therefore staff with special skills providing advisory and representation services should be trained as trainers to enable them to undertake some training in their areas of expertise.

Organizational Change2011-12 ITC Limited Lucknow 61

Conventional organizational change, which typically encompasses training and development, and 'motivation', mostly fails.Why? Are the people stupid? Can they not see the need for change? Do they not realize that if the organization cannot make these changes then we will become un competitive. We will lose market share. There will be job cuts. We will eventually go out of business. Can they not see it? Actually probably not. Or more precisely, people look at things in a different way. Bosses and organizations still tend to think that people whom are managed and employed and paid to do a job should do what they're told to do. We are conditioned from an early age to believe that the way to teach and train, and to motivate people towards changing what they do, is to tell them, or persuade them.


HYPOTHESIS

We believe that the three sub-systems of HRD namely Recruitment & Selection ,

Compensation ,& Carrier Development, contribute towards the success of an

organization.


Methdology

i) QUESTIONNAIRE METHODS

a) Personal Interviews

b) Mail Survey

c) Telephonic Interviews

ii) EXPLORATORY RESEARCH

In Depth Interviews


OBSERVATIONS

Our observation as follows

Recruitment & Selection

Recruitment & Selection as rated by ITC is a moderately important factor,

contributing towards its success. Recruitment & Selection is the process to

recruit and select new employees.


CONCLUSION

Upon analyzing the above organization we have concluded the H.R.

department gives. We have 12 respondents from the H.R and 13 respondents from

the Non H.R Dept. of this organization and finally reached consensus that the non

H.R. departments are not very satisfied with the policies of the above three

subsystems.


Recommendations

1. ITC needs to identify bottlenecks and ensure back-ups for staff with heavy workloads and to mobilize resources and distribute the tasks more evenly. ITC should explore the benefits of adopting an “annual hours” work contract.2. ITC should improve the HR planning process to ensure smooth changes and continuity in the skills and competence needed at ITC. This should be a regular item on the senior management team agenda. ITC should develop and publicise a comprehensive HR strategy built around the development of a set of managerial and technical competencies.3. When a new management team is in place, ITC should develop a formal changemanagement process and program to take the organisation in the direction decidedby the new SMC.4. HRM in ITC needs to be considered and monitored holistically: all the HR, whatever contact they are on, are vital to the effective operation of such a tightly resourced organisation and need to be handled comprehensively.5. The production of the comprehensive HR strategy is the responsibility of SMC and should be accelerated and linked to a set of clear strategic principles and criteria for the management of people, with managers selected against managerial competences and well-trained in management would be a valuable addition to the administrative HR management currently in place.6. Training and development for managerial staff is crucial to ITC meeting its targets. Spending on training and development, as a proportion of the total budget, should be increased.7. As the new PAS is brought on-stream it needs to emphasize staff management; and in particular the ability of such managers to develop subordinates.8. ITC should examine carefully its use of different forms of employment contract to ensure that it is deriving the maximum advantage from the options available to it.9. ITC should extend its pool of consultants, making sure that consultants are selected for “fit for purpose” reasons. That will mean using a wider pool and relying less on a small number of those currently being used. Project managers should be required to show that they have updated their list of consultants and that none have been used for more than 100 days per year. The new online system needs to be established as a priority, linked to application by and screening of


candidates and to the improvement of the consultants’ roster and candidate selection process.10. ITC needs to examine its staff allocations and ensure that there are, wherever possible, younger people working alongside older people at every level.11. ITC should evaluate establishing pro-active regional or country representation in order to be closer to both its clients and its stakeholders and partners.12. Whilst recognizing the progress that has been made communication is an issuewhere no management can afford to relax its attention. The Evaluation would echothe OIOS report that “Enhanced horizontal communication and strengthened divisional and intersectional cooperation in project development and implementation would further increase the value of ITC activities”.13. With the OIOS report, the Evaluation believe that “the training strategy should be finalized expeditiously and should address the need for more extensive substantive training and organisation-wide sharing of professional expertise”.14. OIOS advised that “ways to facilitate movement of staff among ITC divisionsshould be explored”. ITC should clarify and utilize a rotation program for staff, giving them the opportunity to move between departments. This should be monitored and the number of such movements be reported to the senior management team annually. New life should be breathed into ITC’s mobility program and the opportunity for second mends, to and from UN or WTO, but also to governments, universities and other bodies, should be made to work effectively.15. As a subsection of the HR strategy and linked to the training and development strategy, ITC should develop a consistent approach to career planning and development.16. As part of its comprehensive HR strategy and linked to the development strategy, ITC should develop succession planning policies.17. ITC should develop a comprehensive performance identification (measurement) system that takes into account both financial (objective) and non-financial (subjective) measures11.


As our first recommendation to the H.R. department we would say

that this department needs to establish a permanent system of feedback from all

the employees so that they are always up to date and in touch with all the

employees ongoing needs and problems. Hence they employees would be able to

solve their issues as soon as possible and therefore become more productive to the

company.

Secondly the H.R. department needs to identify the needs of the employees, form

suitable strategies which address the needs of the employees and implement those

strategies, so as to enhance the performance of the employees.

The training provided by the companies should be conducted by highly skilled

professionals and the training needs a greater degree of specialization.

Training and development should also be conducted at higher levels of

management as it would have a direct impact on all the other levels.

A change in the job responsibilities or providing the employees with everyday

challenges in the job design will enhance the motivation of the employee and

thereby his performance.

The job structure should so designed that it meets the esteem needs of the

employees.


LIMITATION

During the course of our project we have faced some difficulties in collecting the

in formation and also in completing the project accurately. Throughout this journey always

th e road was not smooth; sometimes there were stones and thorns on the roads. We are go

ing to state all of them in the following:-

Company privacy policy is a major hurdle which restricts the free-flow of

information.

Due to their busy schedule many of the higher level employees couldn’t

give us enough time and hence we retrieve a complete in depth

information as desired.


BIBLOGRAPHY

The following are sources of information from where we have got help to complete

this project. The names of those sources are given in the following:-

1. PERSONAL/ HUMAN RESOURCE MANAGEMENT – BY

DAVID.A.DECENZO

&

STEPHEN.P.ROBBINS.

2. HUMAN RESOURCES MANAGEMENT – BY

MIRZA.S.SAIYADAIN.

3. HUMAN RELATIONS AND ORGANISATIONAL BEHAVIOUR

– BY

R.S.DWIVEDI.

4. WEBSITE ADDRESS AS FOLLOWS:

www.itcportal.com

5. JOURNAL FROM ITC


ANEXTURE

1. Filled in questionnaires of eminent personnel’s from the HR Department of

ITC.

2. Filled in questionnaires of eminent personnel’s from the Non-HR

Department of ITC.

3. Collected about 300 visiting cards from the eminent employees working in

both the HR and Non HR Dept.


Documents

Itc-hr Summer Training Report