Reliance Training and Development.doc

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INTRODUCTION TORELIANCE GROUP &

RELIANCE RETAIL

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RELIANCE GROUP

The Reliance Group, founded by Dhirubhai H. Ambani (1932-2002), is India'slargest private sector enterprise, with businesses in the energy and materials valuechain.

Group's annual revenues are in excess of US$ 27 billion. The flagship company,Reliance Industries Limited, is a Fortune Global 500 company and is the largestprivate sector company in India.

Backward vertical integration has been the cornerstone of the evolution and growthof Reliance. Starting with textiles in the late seventies, Reliance pursued a strategyof backward vertical integration - in polyester, fiber intermediates, plastics,petrochemicals, petroleum refining and oil and gas exploration and production - tobe fully integrated along the materials and energy value chain.

Reliance enjoys global leadership in its businesses, being the largest polyester yarn

and fiber producer in the world and among the top five to ten producers in the worldin major petrochemical products.

The Group exports products in excess of US$ 15 billion to more than 100 countriesin the world. Major Group Companies are Reliance Industries Limited (includingmain subsidiaries Reliance Petroleum Limited and Reliance Retail limited) andReliance Industrial Infrastructure Limited

The Group's activities span exploration and production of oil and gas, Petroleumrefining and marketing, petrochemicals (polyester, fiber Intermediates, plastics andchemicals), textiles and retail.

Reliance has become India's first company in the private sector to surpass cashprofit of Rs.25000 crores and net profit of Rs.15, 000 crores (excluding exceptionalincome). Reliance has increased its dividend payout to 130% amounting to Rs.1631crores, a new record for private sector in India.

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RELIANCE RETAIL LIMITED (RRL)

With a vision to generate inclusive growth and prosperity for farmers, vendorpartners, small shopkeepers and consumers, Reliance Retail Limited (RRL), a

"Growth has no limit at Reliance. I keep revising my vision.

Only when you can dream it, you can do it."

Dhirubhai H. Ambani

Founder Chairman Reliance Group

December 28, 1932 - July 6, 2002

Dhirubhai Ambani founded Reliance as a textile company and led itsevolution as a global leader in the materials and energy value chain

businesses. He is credited to have brought about the equity cult in India inthe late seventies and is regarded as an icon for enterprise in India. Heepitomized the spirit 'dare to dream and learn to excel. The US$ 125

billion Reliance Group is a living testimony to his indomitable will, single-minded Dedication and an unrelenting commitment to his goals.

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subsidiary of RIL, was set up to lead Reliance Groups foray into organized retail.With a 27% share of world GDP, retail is a significant contributor to overalleconomic activity across the world. Of this, organized retailing contributes between20% to 55% in various developing markets. The Indian retail industry is pegged at $300 billion and growing at over 13% per year. Of this, presently, organized retailingis about 5%. This is expected to grow to 10% by 2011. RRL has embarked upon animplementation plan to build state-of-the-art retail infrastructure in India, which

includes a multi-format store strategy of opening neighborhood convenience stores,hypermarkets, specialty and wholesale stores across India.

RRL launched its first store in November 2006 through its convenience store formatReliance Fresh. Since then RRL has rapidly grown to operate 590 stores across 13

states at the end of FY 2007-08. RRL launched its first Reliance Digital store inApril 2007 and Reliance Mart Indias largest hypermarket in Ahmedabad inAugust 2007. This year, RRL has also launched its first few specialty stores forapparel (Reliance Trends),footwear (Reliance Footprints), jewellery (RelianceJewels), books, music and other lifestyle products (Reliance Timeout), autoaccessories and service format (Reliance Autozone) and also an initiative in thehealth and wellness business through Reliance Wellness. In each of these storeformats, RRL is offering a unique set of products and services at a value price pointthat has not been available so far to the Indian consumer. Overall, RRL is wellpositioned to rapidly expand its existing network of 590 stores which operate in 57cities. During the year, RRL also focused on building strong relationships in the

agri-business value chain and has commenced marketing fruits, vegetables andstaples that the company sources directly to wholesalers and institutional customers.RRL provides its customers with high quality produce that has better shelf life andmore consistent quality than was available earlier. RRL has made significantprogress in establishing state-of-the-art staples processing centres and expects tomake them operational by May 2008. Through the year, RRL also expanded itssupply chain infrastructure. The Company is fully geared to meet the requirementsof its rapidly growing store network in an efficient manner.Recognizing that strategic alliances are going to be a key driver to its retailbusiness, in FY 2007-08, RRL established key joint ventures with international

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partners in apparel, optical and office products businesses. Further, RRL willcontinue to seek synergistic opportunities with other international players as well.This year, RRL will continue its focus on rapid expansion of the existing and othernew formats across India

Vision

To materially enhance the quality of life of every Indian, by

Providing unprecedented affordability, quality and choice in global producers ofgoods and services

Being the partner of choice in creating prosperity for Indian farmers and otherproducers of goods and services

Unleashing the power of the Indian workforce through the generation of new &attractive employment opportunities, and creating an empowered &rewardingworkplace, thereby becoming the most admired and successful organized Retailcompany in India.

Mission

Leapfrog the way an Indian Consumer shops. Be a trusted partner who provides the bestproducts & services the world has to offer, at the best prices, in the most convenientsetting.

Create an efficient and transparent global supply chain by the creation andoptimal utilization of world-class infrastructure and international partnerships,thus creating more values for our customers, suppliers, partners and stake-holders.

Bring prosperity to millions of Indians producers, especially our farmers, byproviding the most attractive returns for their efforts. Be a capable anddependable partner to them right through their creation of process and helpthem become more successful.

Unleash the initiative, creativity, and energy of Indian workforce through thecreation of new jobs, and provide our employees a supportive, rewardingenvironment to work and grow.

Financially reward our shareholder on sustained bases.

COMPANIES UNDER RELIANCE RETAIL

Sr. No. Name Of The Company

1 Reliance Fresh Limited2 Reliance Concepts & Services (India) Limited

3 Reliance Financial Distribution And Advisory Services Ltd

4 Reliance Retail Insurance Broking Limited

5 Reliance Retail Finance Limited

6 Reliance Dairy Foods Limited

7 ResQ Limited

8 Reliance Digital Retail Limited

9 Reliance Hypermart Limited

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10 Reliance Trends Limited

11 Reliance Retail Travel & Forex Services Limited

12 Reliance Wellness Limited

13 Reliance Footprint Limited

14 R Seva (India) Private Limited

15 Strategic Manpower Solutions Limited

16 Reliance F&B Services Limited

17 Reliance Brands Limited18 Reliance Integrated Agri Solutions Limited

19 Reliance Gems And Jewels Limited

20 Reliance Universal Ventures Limited

21 Reliance Lifestyle Holdings Limited

22 Delight Proteins Limited

23 Reliance Autozone Limited

24 Reliance Supply Chain Solutions Limited

25 Reliance Leisure Limited

26 Reliance Home Stores Limited

27 Reliance Agri Products Distribution Limited28 Reliance Food Processing Solutions Limited

29 Reliance Infrastructure Management Services Private Limited

30 Reliance Trade Services Center Limited

31 Abscus Retail Private Limited

32 Big Deal Retail Private Limited

33 Reliance Digital Media Limited

34 Reliance Style Imagination Private Limited

35 Reliance Loyalty & Analytics Limited

36 Reliance Retail Security & Broking Company Limited

37 Reliance Agri Ventures Private Limited

38 Reliance One Enterprises Private Limited39 Nash Retail Private Limited

RELIANCE RETAILS FORMAT STORES

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COMPANY DETAILS

R S EVAR Seva private ltd is set up as a Private Limited company to provide support to all theverticals of Reliance Retail in the areas of:

Employee administration (HR Operations, Payroll and employee benefits)

Licensing and all statutory compliances.

Reliance retail and its group companies out-source these activities to R Seva through acontract for a fee, thus freeing them from day to day activities in the areas mentionedabove. R Seva will also enter into market and provide HR Services to other clients in

India And abroad after its operations Stabilizes.

R Seva shall be geographically distributed organization and shall be located in all thelocation where RR Operates. R Seva Shall Depend on RR for Infrastructure SupportSuch as seating space, server, Connectivity and access to sap system and hard ware aswell as software support. R Seva is designed in such fashion that sufficient control inthe areas of employee payments, all compliance at the work place.

Vision

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To become Worlds number one Human Resource Service BPO by providingtransparent, timely and effective HR services and innovative business solutions tocustomers.

Mission

To support RR Group Companies/ Operations by providing HR services, payroll

operations, statutory compliances and any other service as desired by the customer.

To build scalable infrastructure and define localized processes and system built on SAPPlatform to offer best in class HR Services to clients.

Ensure day in day out (24/7) operations and continuous support, there by helpingcustomers in strengthening relationship with their associates.

Develop capability to offer HR Services to other smaller enterprises/ establishments.

Ensuring all processes/ services at six sigma level.

To become Worlds best Service BPO.

Challenges

PROCESS: Understanding & awareness

SKILLS : Availability & training.

Execution & constant improvements

Internal & External benchmarking

Goals

To be Worlds number one HR Service provider , and to deliver prompt HR services,enabling clients to concentrate on core business to become revenue generating firms byoptimizing Manpower & Resources.

Objectives:

To create an organization that offers localized services in the areas of HR services, PayRoll, Compliances, to clients and similar such smaller establishments/ enterprises.

The following services shall be offered by R Seva:-

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1) Ensure error free Pay roll processing for Reliance Retail and all verticals/Businesses of Reliance retail

2) Manage process for clients employees lifecycle excluding Training &Development.

3) 100% statutory compliance under applicable Labour Laws of each client by

timely submission of remittance and returns.

4) Online Legal consultation and localized support in the areas of Labour laws byestablishing centralized legal cell.

Activities At R Seva

R Seva has its activities divided in to three levels i.e.

1) Local Level

2) State level

3) Central Level

Activities At Local Level:

1. E Recruitment (Data Entry)2. Bringing new hires on board3. Completion of Joining formalities4. Hiring Action-Generation of Employee code.

5. Issue of Appointment letter6. Issue of I-Card7. Employee Life cycle record/ Personal file maintenance8. Time Administration9. Statutory compliances:

a. Registration of stores under Shops and establishments Actb. Registration under Contract Labour actc. License Under Contract Labour act for staffing Companyd. Registration of EPC sites under Contract Labour acte. Compliance Under Apprenticeship Act

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f. Statutory Reports & Returns/Records Under Applicable lawsg. Compliance of visit remarks and facilitate inspection and liaisonh. Issues of individual ESIC cardsi. Inspection and Audit of CPC, DC and PCS from Compliance point of

view.j. EPC Bill Certificationk. Registration under Building And other Construction Workers Act

l. Updating of RCMS portal10. Commercial Support:

a. Opening of Bank Account for individual employeeb. Issue of TDS Certificatec. Payment of various Treasury challans

11. Industry Relation:a. Disciplinary Actions

Activities At State Level:

1. Overall control on state R Seva Operation2. Obtaining ESIC Sub code for all Format Companies3. HR Operations and Payroll of employees of Format Companies.4. Registration and Permissions at State Level under Shops and Establishment Act.5. Master Data Management6. Personal File and Record keeping of Companies

7. State MIS compiling and Publishing the same8. Store Audit and Inspection of Records Verification of Attendance Muster, Leave

Cards etc.9. Liaisons with Government Authorities10. EPC and Facility Services- Compliance Verification and Final bill Certification.11. Updating RCMS Portal.

Activities At Central Level:

1. Overall control on R Seva Operations on PAN India Basis2. Registration under PF & ESIC for all Format companies

3. PF Administration for all format Companies4. Facilitation of PF Inspection and compliance of visit remarks5. Generation of PSA code and creating position code & requisition6. Master data maintenance and Audit7. Generation of MIS Reports and analysis8. R Seva Corporate HR Services, Recruitment, Training & Development &

Performance Management System9. Payroll Operations on PAN India basis.10. Reimbursements11. Credit Card Administration, Employee Benefits

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12. Employee Insurance13. Time Administration14. Compilation of MIS on PAN India basis for EPC/DC/CPC/PCS and Stores.15. Monitoring and Updating of RCMS Portal

Three Tier Management at R Seva

Advantages of Three Tier Management Organization Structure:

On time licenses at local Level.

Speedy certification of Bills for EPC at Local Level.

Two way Communication at all levels

Timely Payment of Salary with minimum errors

Effective Local liaison.

Effective Control of R Seva Operations at State Level

Effective Vigilance Management

Involvement of R Seva for handling Disciplinary Actions at local level

Review of Notices at Local level w.r.t all format and due compliance of the samein consultation with business and HR at local level.

Facilitation of Internal/External Audits at local Level

Safety, Health, welfare and hygiene management at local level

Clarity of Goals and Objectives

Well defined job description at all levels.

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TRAINING

AND

DEVELOPMENT

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TRAINING

Introduction

Among the many components that go into making a company competitive are the skillsof its employees. Other components like technology and capital are not crucial.Technology can be copied and money can be borrowed. This being an information era,whoever is able to use information properly will have an advantage over othercompetitors in the same field. This is why Human Resource Development (HRD),which transforms information into various skills of the personnel, has greatresponsibility in any organization. We would call this transformation of informationinto human skills as training.

Training needs arise from restructuring, expansion, performance gaps, replacing of

employees who are leaving, motivating of staff and, new technology.

The goal in training is to meet the organization objectives at shortest possible time,efficiently and with minimum use of resources. To meet this objective, various trainingmodels have been developed.

Definitions Of Training

Training constitutes a basic concept in Human Resource Development. It is the

systematic modification of behaviour through learning which occurs as a result of

education, instruction, development and planned experience.

As was said earlier, it is concerned with developing a particular skill to a desiredstandard by instruction and practice.

Training was defined in greater detail Lundy and Cowing as follows:

A planned process to modify attitude, knowledge or skill behaviour throughlearning experience to achieve effective performance in an activity or range of

activities. Its purpose, in the work situation, is to develop the abilities of the

individual and to satisfy the current and future manpower needs of the

organization.

Training is highly useful tools which can bring an employee into a position where

he/she can do his/her job correctly, effectively and conscientiously:

a) Correctly, in that he/she can apply whatever he/she has been taught,b) Effectively, in that he/she may be in a position where he/she can perform to theexpected standards, andc) Conscientiously, in that the behaviour of the trainers can bring the trainees to theposition where they can put their maximum effort at the right time.

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A training course should constitute a key feature in a formal development programme,and this could be a standard offering by various specialist bodies or in-house coursesdeveloped for the organizations specialist needs. Increasingly, these options are beingcombined so that there is the possibility of an externally provided course tailored to suitan organizations particular needs.

The Goals Of Training

The main goal of training is to help the organization achieve its objectives by addingvalue to its key assets the people it employs. Training means investing in people toenable them to perform better and to empower them to make the best use of theirnatural abilities. The particular objectives of training are to:

Develop the competencies of employees and improve their performance.

Help people grow within the organization in order that, as far as possible, its futureneeds for human resources can be met from within.

Reduce the learning time for employees starting in new jobs on appointment,transfer or promotion, and ensure that they become fully competent as quickly and

effectively as possible.

Challenges In Training

Upgrading employees' performance and improving their skills through training is a necessityin today's competitive environment. The training process brings with it many questions thatmanagers must answer. Included in these questions are: Is training the solution to theproblems? Are the goals of training clear and realistic? Is training a good investment? Willthe training work?

Is Training the Solution?

Are the Goals Clear and Realistic? Is Training a Good Investment?

Will Training Work?

Understanding training and its process.

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To understand how training should be developed and operated within an organization,the first requirement is to appreciate learning theory and approaches to providinglearning and development opportunities in organizations. It is then necessary tounderstand the following approaches to training.

1) Training Philosophy.

2) Types And Process Of Training.

3) Identifying Training Needs.

4) Planning Training.

5) Conducting Training.

6) Responsibility For Training.

7) Evaluating Training.

1) Training Philosophy

The training philosophy of an organization expresses the degree of importance itattaches to training. Organizations with a positive training philosophy understand thatthey live in a world where effectiveness is achieved by having higher quality peoplethan other organizations employ, and that this need will not be satisfied unless theyinvest in developing the skills and competencies of their people. They also recognizethat actual or potential skill shortages can threaten their future prosperity and growth. Inhard economic terms, these organizations are convinced that training is an investment

that will pay off. They understand that it may be difficult to calculate the return on thatinvestment but they believe that the tangible and intangible benefits of training willmore than justify the cost.

It is not enough, however, to believe in training as an act of faith. This belief must besupported by a positive and realistic philosophy of how training contributes to thebottom line. Underpinning this belief is the need to set concrete objectives for trainingin terms of a return on investment, in the same way as other investments have todemonstrate a pay-back. The main areas in which such a philosophy should bedeveloped are the following:

A strategic approach to training: this takes a long-term view of what skills,knowledge and levels of competence employees of the organization need.

Relevance: Training must be relevant to identify appropriate training needs.

Problem-based: Training should be problem-based in the sense that it should beplanned to fill the gaps between what people can do and what they need to do, nowand in the future.

Action-orientated: Training philosophy should stress that training exists to makethings happen, to get people into action, and to ensure that they can do things theyare doing now better, or will be able to do things that they could not do before.

Performance-related training: A performance-related training philosophy involvestraining specifically to performance and competence requirements.

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Continuous development: Learning is a continuous process and, therefore, a policyof continuous development should be pursued.

Training policies: These should provide guidelines on the amount of trainingneeded, the proportion of turnover that should be allocated to training, the scope andaims of training schemes, and the allocation of responsibilities for training.

2) Types And The Process Of Traininga) Systematic training

Systematic training is training which is specifically designed to meet defined needs. Itis planned and provided by people who know how to train, and the impact of training iscarefully evaluated. It is based on a simple, four-stage model expressed as follows:

Define training needs.

Decide what sort of training is required to satisfy these needs.

Use experienced and trained trainers to plan and implement training.

Follow up and evaluate training to ensure that it is effective.

The model ofsystematic training provides a good basis for planning trainingprogrammes, but it is often oversimplif ied training is a more complex process thanthis. Another drawback of systematic training is that insufficient emphasis is placed onthe responsibilities of managers and individuals for training. The concept ofplannedtraining provides a more comprehensive description of the training process.

b) Planned training

Planned training is defined by Kenney and Reid as a deliberate intervention aimed atachieving the learning necessary for improved job performance. The process ofplanned training consists of the following steps:

Identify and define training needs.

Define the learning required.

Define the objectives of training.

Plan training programmes.

Decide who provides the training.

Implement the training.

3) Identification Of Learning And Training Needs

Training must have a purpose and that purpose can be defined only if the learning needs

of the organization and the groups and individuals within it have been systematicallyidentified and analyzed. According to Kempton , training needs can be identified at theindividual and the organization level.

At the individual level

Identification will need to begin with the job description. This will provide a listof the skills and knowledge required. It can be compared with the actual skillsand knowledge that the job holder processes.

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Another approach could be to look at critical incidents over, say, the past threemonths that were particularly challenging or stressful. The training can then bedirected at the areas that are most relevant.

Managers will also be able to identify training for their subordinates. One of thebest ways of achieving this is through the appraisal interview, where agreedtraining needs can be identified.

Individuals may request training that they perceive will equip them for a change

of job, either laterally or through promotion.

At the organizational level

Training needs may be identified through the performance appraisal system. Thismay provide the key channel for feeding back individual needs. The informationshould be processed by a human resource professional in order to plan theoverall needs of the organization.

The management team may identify areas from the corporate plan that they wantincluded in the training plans.

4) Planning Training Programmes

Every training programme needs to be designed individually, and the design willcontinually evolve as new learning needs emerge, or when feedback indicates thatchanges are required. According to Kempton, before consideration is given to specialaspects of training programmes for managers, team leaders, craft and technical trainees,and office staff, decisions are necessary in the following areas:

Objectives: The objectives need to be considered against the desired results. Theend-result will be the acquisition of a new skill or changed behaviour. Skills andbehaviours can be learned. A skill can be learnt in isolation whereas a behaviouralchange will lead to permanent change in the values and behaviours held. Thatmeans, teaching the skill of juggling to people who can not juggle is achievable.

Location: Is the training to be on-site? Is the training to be run by an externalsource?

Timing: Is there an optimum time for the training to take place? What is theduration of the training, and if it is to be a series of courses does a pilot course needto be planned?

Level: If the training is to be just conceptual, are the trainees experienced enough tobe able to relate it to the work situation?

Techniques: Consideration should be given to elements of technique. Is itappropriate to use case studies or role plays? What is the objectivity level of thetrainer and the expectation of the trainee? There is a variety of training techniquesthat can be used.

These techniques can be divided into:

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On-the-job techniques, which are practiced on a-day-to-day basis or as part of aspecially tailored training programme. These techniques include demonstration,coaching, job rotation, planned experience and mentoring

Off-the-job techniques, which are used in formal training courses away from theplace of work. These techniques include lectures, talks, discussions, thediscovery method, case study, role-playing, simulation, group exercises, teambuilding, distance learning, outdoor learning and workshops.

On- or off-the-job techniques, which include instruction, question and answer,action learning, assignments, projects, guided reading, computer-based training,interactive video and video.

5) Conducting Training Programmes

The only general rules for conducting training programmes are that first, the coursesshould continually be monitored to ensure that they are proceeding according to planand within the agreed budget and second, all training should be evaluated after theevent to check on the extend to which it is delivering the required results.

There are, however, a number of considerations which affect the conduct of training for

specific occupations, and those concerning managers and team leaders, sales staff,skilled workers and office staff are the following:

Management and team leader training.

Sales training.

Technical and skill or craft training.

Training office staff.

Team building training.

Meeting the training needs of special groups.

6) Responsibility For Training

It is believed that most learning occurs on the job through coaching, planned experienceand self-development. The onus is on managers and individuals to ensure that it takesplace. Senior management must create a learning organization in which managersrecognize that training and development are a key part of their role and one on whichtheir performance will be assessed.

The role of a specialized training function is generally to provide advice and guidanceto managers on their training responsibilities.

Some of the responsibilities of a training function are the following:

Developing training strategies which support the achievement of business strategies.

Analyzing and identifying corporate and occupational training needs.

Developing proposals on how these needs should be satisfied.

Preparing plans and budgets for training activities.

Identifying external training resources, selecting external training providers,specifying what is required from them and ensuring that their delivery of trainingmeets the specification.

Advising on external training courses for individuals or groups.

Organizing internal courses and training programmes, but often relying on outsidehelp for the whole or part of formal training courses

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Training managers, supervisors and mentors in their training responsibilities.

Providing help and guidance to individuals in the preparation and implementation ofpersonal development plans.

Monitoring and evaluating the effectiveness of training throughout the organization.

7) Evaluation Of Training

One of the most nebulous and unsatisfactory aspects of training programmes is theevaluation of their effectiveness. Evaluation has been defined by Hamblin, as anyattempt to obtain information (feedback) on the effects of a training programme, and toassess the value of the training in the light of that information. Evaluation leads tocontrol which means deciding whether or not the training was worth the effort and whatimprovements are required to make it even more effective. According to Hamblin, thereare five levels at which evaluation can take place:

Reactions of trainees to the training experience itself.

Learning evaluation requires the measurement of what trainees have learned as aresult of their training.

Job behaviour evaluation is concerned with measuring the extent to which trainees

have applied their learning on the job.

Organizational unit evaluation attempts to measure the effect of changes in the jobbehaviour of trainees on the functioning of the part of the organization in whichthey are employed.

Ultimate value evaluation aims to measure how the organization as a whole hasbenefited from the training in terms of greater profitability, survival or growth.

Trainees and TrainersSince the real organizational needs are known, the process of training can begin.Exclusive of the training techniques, the trainees and the trainers constitute other keyelements of a training programme.

The trainees

The selection of trainees is a very important activity in order for an organization toachieve desirable training results. According to Peel, the elements of trainees whichhave to be taken into consideration in order for the selection of appropriate trainingmethods are the following:

How many they are.

The level of education they have.

The qualifications they have.

The experience they have.

Why they are chosen.

What job they do now.

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Why they have to be trained.

If they work as a team.

The trainers

Trainers constitute the key for the successful holding of a training programme. It isreally difficult for an organization to succeed effective training if the trainers do not

have the necessary abilities for that. According to Peel , possible trainers can be: Inside the company trainers.

Outside consultants.

Universities.

Managers.

Colleagues.

Many employees of the same company can be excellent with their work but it can beproved that they are not relevant to be trainers. According to Stout , the ideal trainermust be:

Knowledgeable about the organization. Able to communicate effectively and listen carefully to others.

Able to analyze and solve problems.

Flexible in the use of training methods.

THE TRAINING MODELS

The Training Models Can Be Classified As:

Classroom training.

On-the- job- training.

Electronic based trainingClassroom Based Training

Classroom based or instructor led training has been the traditional way of training andaccounts for over 60 % of training in leading firms. One advantage of this mode oftraining is that it allows for immediate feedback. The instructor is able to assess thestudents ability to follow and speed of understanding and adjust the delivery methodaccordingly. Training is a form of communication and as with other forms ofcommunication; information is transmitted not only with words but by other cues likebody language, emotional expressions like shock, and surprise. Such kind ofcommunication is only possible in a classroom setting.

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Learners and the instructor are able to share experiences which add to the studentsunderstanding.

With classroom training a lot of information can be passed within a short time. Theinstructor is able to make sure that what is necessary to be covered for the particularskill required is included in the course. The instructor is therefore able to assess whenthe student has acquired the required skills.

Classroom training can be said to offer full interaction which ensures maximum skillstransfer.

One disadvantages of classroom training is that it requires participants to be away fromthere work places and during that time they are not productive. If there is need toconsult them for some urgent matters, it may not be possible. Also to move to thetraining centres may be expensive because the employer has to pay for travel and hotelaccommodation.

Classroom training can be conducted within an institution owned by the organization or

carried out by another organization.

On The Job Training

On the job training requires that the employee work under an experienced person fromwhom he has to learn the new skills. This model of training has the advantage that theemployee is learning in real life situation and hence retentive ability is highest. Also

there is immediate feedback as to the results. Whereas in classroom training one has towait to see how the employee applies the skills learned, on the job training theemployer is able to see immediately whether the employee has acquired the skill or not.This mode of training is cheap as there are no extra expenses to be paid.

There are however serious shortcoming with this model. It is only limited to skills thatorganization already has. The rate of learning is also slow as the employee learns onlywhat is related to what is happening when he is at the place of work. There is the dangerthat the employee will take what ever practice at the work place (whether good or bad)as the standard. Bad practices sometimes take root in a particular section. Also not allpeople are good teachers even if they may be excellent workers. The officer assigned to

offer on the job training may deliberately withhold valuable information fearing that thenew employee may take over his job.

It must be noted that, since this training is conducted on live equipment, care must betaken in allowing the trainee to have hands-on-experience until sufficient competencehas been gained. If not properly undertaken, it may be costly through poorworkmanship which may result in unnecessary faults.

Electronic Based Training

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With the advances in information technology more and more training is now beingcarried on electronically. This has taken many names such as Web-based training(WBT), Computer Based Training (CBT), Distant learning, CD-ROM training, andInternet Based Training (IBT).

This kind of learning range from live two-way interaction including video and audiointeraction. It may take the form of distribution of learning material via the internet.

Another way is searching the internet for information using powerful search engines.Also specialized training centers offer training over the Internet.

This new model of training achieves cost and time savings. Employees learn at thereown pace and modules can be tailored to suit each individual employee.

This method assumes that computers are widely available and there is company-widecomputer literacy. This is far from being the case. There is also the acceptance stagewhich employees must undergo. Also Web based training could cause manydistractions as the employees try to down load information from the Internet. To sieveout materials that are relevant and those that are not relevant appears to be a daunting

task as well.

Most Training Schemes And Processes Are Based On The Following Steps:

1) Identification And Selection Of Training And Development Methods.

2) Creating Training Budget.

3) Selecting Training Methods & Designing Modules.

4) Implementation Of The Training Programme.

5) Evaluation Of The Training Programme.

1) Identification Of Training Needs

Training has always been important. In recent years, however, the process of training is

more important than ever in order for organizations to cope with accelerating changewhich affects existent training needs (eg inefficient job performance) and futuretraining needs (eg responding to the continuous progress of technology).

According to Kenney and Reid, the most common methods of diagnosis oforganizational training needs are the following:

Evaluation of personnel. The director (or a team) evaluates the personnelsperformance. This process takes place periodically with an evaluation form. Thatform contains questions in which the ability to take good knowledge and theabilities of organizing, leadership and progress will be reported.

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Analysis of work. Every step which takes place during the work performanceexamined in order to determine if it is really needed. After determining thenecessary steps, the areas in which employees need training must be identified.

Analysis of skills. The trainer must first identify the differences between new andexperienced employees, in relation to their effectiveness. These differences will

show the size of the training need for the new employees.

Observation. Observation can help the trainer find out what an employee does notdo correctly and in that way to determine the training needs.

Changes in the organization or the job. The creation of new job positions, theabolition of old positions and the integration of positions are some importantchanges which often take place in a company and generate the need for training.

Interviews between super ordinates and subordinates. Very often, when the superordinate and the subordinate discuss matters which concern the organization, it is agood opportunity to discuss training needs as well. These interviews can be formalor informal.

Analysis of data. Selecting data from departmental records (such as personnelstatistics, accident records, training reports, and staff appraisal forms) also helps toidentify training needs.

What other organizations do. According to this method, small organizations musttake advantage of information about what larger organizations do in relation totraining.

Training needs analysis is the first critical stage in the training cycle. The cycle iscontinuous. The evaluation step includes a re-assessment of training needs.

There are many aspects to training needs analysis, but the essential activity involves:

Determining what is required to complete the work activity;

Determining the existing skill levels of the staff completing the work:

Determining the training gap (if any).

The training gap is the difference between required and existing skill levels. The word

"skill" is generic in this case - it includes the knowledge, skills, attitude and aptituderequired to undertake the activity efficiently and effectively.

Training need analysis is done at three levels

1. Organizational analysis2. Personal Analysis3. Task Analysis

Organizational Analysisinvolves determining:

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The appropriateness of training, given the business strategy

Resources available for training

Support by managers and peers for training

Task Analysis involves:

Identifying the important tasks and knowledge, skill, and behaviors thatneed to be emphasized in training for employees to complete their tasks

Person Analysis involves:

Determining whether performance deficiencies result from a lack ofknowledge, skill, or ability (a training issue) or from a motivational orwork design problem

Identifying who needs training

Determining employees readiness for training

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LEVELS OF TRAINING NEED ANALYSIS


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2) Creating A Training Budget

Budgeting for training does not mean using surplus money when its available. Instead,

you should build a separate line item for training into your yearly budget. A training

budget should include the following costs:

Initial communication about the training program

Training delivery (e.g. classes, video tutorials, e-learning, course fees)

Training materials (workbooks, videos)

Staff time (including replacement time)

Instructor fee

Travel, lodging or meal expenses required to participate

Ongoing training (upkeep)

TaskAnalysis

Organizational analysis

Personalanalysis

What is the

Context?

Who needs the

training?

In what do they

need training?

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Contingencies

Managing the Budget

Once approved, your training budget will need careful management to ensure that costs

stay on track. Unforeseen events can lead to changing costs. A specially trained staff

member might unexpectedly leave the company before their knowledge is passed on to

others. Training costs will increase if you need to rely on external resources.

How Much to Spend?

Many large organizations commit to investing anywhere from two to five percent of

salary budgets back into training. While that may not be realistic for you, it's important

to find a number you feel your budget can absorb. Base the figure you'll use on your

needs analysis.

You may be tempted to use the least expensive trainers or training materials

available. Often, using "b" level resources produces "b" results. Increase the likelihood

of success by always striving for A's. Use the best caliber training you can afford.

Ways to Save

Depending on the size of your staff, you may find training costs add up quickly. Here

are some ways you can save on costs:

Group training: earn volume discounts by training numerous employees at once(sometimes as few as three participants will qualify)

Re-use materials: training materials such as videos have a long shelf life and

may be used repeatedly

Teach one, teach all: spend on off-site training for one employee, but have him

or her present their knowledge to remaining staff

E-learning: electronic options are cheaper than traditional, instructor-led training

Another tip is to negotiate free or reduced-cost training from your vendors, who will be

happy to help you if it means their product will be successful.

Remember, the right training program will save you money in the long run.

Securing Commitment

Don't forget that employee commitment is necessary for training to succeed. One way

to ensure employees take the effort seriously is to have those getting specialized

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training to share the cost. Employees who have made a personal investment in learning

will be more focused on completing the task.

If you are footing the bill, get employees to commit to working for you for a specified

period of time following the training's completion. Let them know you will require

reimbursement if they aren't able to fulfill the agreement.

It is also important to have full support for training efforts from senior people in your

organization. If they understand the long-term value of employee development, they

should be able to help by earmarking funds for training.

3) Selecting Of A Training Methods.

The best type of training methods has to be selected keeping in mind the employeesneeds and capabilities.

LectureThe Lecture is an efficient means of transmitting large amounts of factual informationto a relatively large number of people at the same time. It is traditional method ofteaching and is used in many training programs. A skilled lecture can organize materialand present it in a clear and understandable way. How ever a lecture doesnt allowactive participation by learners.

Case methodA Training method in which trainees are expected to study the information provided inthe case and make decisions based on it.

SimulationsSimulators are training devices of varying degrees of complexity that duplicate the realworld. Simulation refers to creating an artificial learning environment that approximatesthe actual job conditions as much as possible.

ApprenticeshipThis type of training refers to the process of having new worker, called an apprentice,work alongside and under the direction of skilled technician.

InternshipsInternships and assistantships provide training similar to apprenticeship training;however assistantships and internships typically refer to occupations that require ahigher level of the formal education than that required by the skilled trades. Manycolleges and universities used to develop agreements with organizations to provideinternships opportunities for students.

Coaching and MentoringSome organizations assign an experienced to serve as a mentor for new employees.Effective mentors teach their protgs job skills, provide emotional support andencouragement. Coaching and mentoring are primarily on-the-job developmentapproaches emphasizing learning on a one-to-one basis. Coaching is often considered a

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responsibility of the immediate boss who has greater experience or expertise and is inthe position to offer sage advice. The same is true with a mentor, but this person may belocated elsewhere in the organization or even in another firm. The relationship may beestablished formally or it may develop on an informal basis.

DiscussionsConferences and group discussions, used extensively for making decisions, can also be

used as a form of training because they provide forums where individuals are able tolearn from one another. A major use of the group discussion is to change attitudes andbehaviors.

GamesSimulations that represent actual business situations are referred to as business games.These simulations attempt to duplicate selected parts of a particular situation, which arethen manipulated by the participants

Role playingA Training method in which participants are required to respond to specific problems

they may actually encounter in their jobs.

Computer-basedComputer based training is a teaching method that takes advantage of the speed,memory, and data manipulation capabilities of the computer for greater flexibility ofinstruction.

MultimediaMultimedia is an application that enhances computer-based learning with audio,animation, graphics, and interactive video.

Virtual realityIt is a unique computer-based approach that permits trainees to view objects from aperspective otherwise impractical or impossible.

Video TrainingThe use of videotapes continues to be a popular Training method. An illustration of theuse of videotapes is provided by behavior modeling. Ithas long been a successfulTraining approach that utilizes videotapes to illustrate effective interpersonal skills andhow managers function in various situations.

Vestibule training

Training that takes place away from the production area on equipment that closelyresembles the actual equipment used on the job.

3) Delivering The Training.

The training program that results from assessment should be a direct response to anorganizational problem or need. Approaches vary by location, presentation, and type.These are summarized below the1. Location Optionsa. On the job: Training is at the actual work site using the actual work equipment

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b. Off the job: Training away from the actual work site. Training is at a Trainingfacility designed specifically for Training.For the delivery of the training it must be taken care that the best methods, faculty, andenvironment are chosen so as the training get absorbed. Success of the training isdirectly related to absorption and implementation of the training information given. Itshould be well designed and well planned.

4) Evaluating Training

The credibility of training is greatly enhanced when it can be shown that theorganization has benefited tangibly from such programs. Organizations have takenseveral approaches in attempting to determine the worth of specific programs. In thisphase, the effectiveness of the training is assessed. Effectiveness can be measured inmonetary or non-monetary terms. It is important that the training be assessed on howwell it addresses the needs it was designed to address.

Participants Opinions:Evaluating a training program by asking the participants opinions of it is an

inexpensive approach that provides an immediate response and suggestions forimprovements. The basic problem with this type of evaluation is that it is based onopinion rather than fact. In reality, the trainee may have learned nothing, but perceivedthat a learning experience occurred.

Extent of Learning:Some organizations administer tests to determine what the participants in trainingprogram have learned. The pretest, posttest, control group design is one evaluationprocedure that may be used.

Behavioral Change:Tests may indicate fairly accurately what has been learned, but they give littleinsight into desired behavioral changes.

Accomplishment of Training Objectives:Still another approach to evaluating training programs involves determining the extentto which stated objectives have been achieved.

BenchmarkingBenchmarking utilizes exemplary practices of other organizations to evaluate and

improve training programs. It is estimated that up to 70 percent of American firmsengage in some sort of benchmarking.

A Case for Simplicity:Value is the measure of impact and positive change elicited by the training.

The most common approaches used to determine the effectiveness of training programsare as under:

Other Approaches For Evaluation Of Training

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a) Post Training Performance Method

In this method the participants performance is measured after attending a trainingprogram to determine if behavioral changes have been made.

b) Pre-Post Test approach

Most commonly used approach towards measurement of effectiveness of training isPretest Post test approach this approach performances the employees is measured priorto training and if required training is provided. After completion if the training againthe performance is measured this is compared with performance before training ifevaluation is positive e.g. increase in productivity that means that training is effective.

c) Pre- Post Training Performance with control group Method

Under this evaluation method, two groups are established and evaluated on actual jobperformance. Members of the control group work on the job but do not undergoinstructions. On the other hand, the experimental group is given the instructions. At the

conclusion of the training, the two groups are reevaluated. If the training is reallyeffective, the experimental groups performance will have improved, and itsperformance will be substantially better than that of the control group.

Maintaining Performance after Training

Effective training can raise performance, improve morale, and increase an organization'spotential. Poor, inappropriate, or inadequate training can be a source of frustration foreveryone involved. To maximize the benefits of training, managers must closely monitor thetraining process. Developing learning points, to assist knowledge retention, Setting specificgoals, identifying appropriate reinforces and teaching trainees, self-management skills can

help organizations to maintain performance after training.

Following up on Training

Any training or development implemented in an organization must be cost effective. That isthe benefits gained by such programs must outweigh the cost associated with providing thelearning experience. Training to be more effective, is supposed to be followed with carefulevaluation. Evaluation methods are discussed in the previous lecture. Different techniquesand approaches can be used to evaluate the training program and, if required at any level,revisions and redesigning should not be avoided. It is not enough to merely assume that any

training effort of an organization is effective; we must develop substantive data to determinewhether our training effort is achieving its goals- that is, if its correcting the deficiencies inskills, knowledge or attitudes that were assessed in needing attention. Training programs areexpensive. The cost incurred alone justify evaluating the effectiveness.

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SETTING UP OF

TRAINING

DEPARTMENT FORR SEVA

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INTRODUCTION

Organization success depends on keeping people up-to-date and skilled in the latestconcepts and techniques. Mastering knowledge is essential. Using the most effectiveand efficient processes is critical. R Seva had no separate training department the

employees had to depend on each others for training also the only other option that wasavailable in case of any problem was that of online query or suggestion from senioremployees. This was done on personal level and was time consuming task it was alsonot a permanent solution as more and more employees were facing similar kind ofproblems and also the volume of work was increasing rapidly as Reliance Retail wasgrowing fast.

The need of training department was always there but the time to initiate the setup hadarrived. R Seva decided to form a dedicated training department to increase efficiencyand productivity of the employees to minimize the repetitive errors that were caused bylack of proper knowledge and impart training to all employees at one point one time.

The responsibility of this task was with Mr. Abhay Thale.

First week of training went in reading material about Reliance, R Seva, Reliance Retail,and also Training and development. It was necessary to familiarize with theorganization and the activities happening over there to understand the problems facedby the employees of R Seva.

Second week went in knowing the tasks performed in R Seva by working with the teammembers and trying to get the issues they were working on like Attendance, Payroll,Compliance, Id card problems, Onboarding. Here the main problems from differentstates were happening due to lack of proper knowledge of SAP, not knowing the

implication of various critical activities, lack of coordination, and knowledge of law.

After two week work on training need analysis began by designing of a questionnairefor getting the feed back of the employees. Here SAP team made a module called MBOtransaction which reduced the time of getting the responses from each and everyemployee. Instead personal responses from various department heads and state headswere taken to get additional inputs. This module generated an excel sheet which had thefollowing information.

1. Training requirement as perceived by the employee.

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2. Training requirement as perceived by the immediate supervisor.

3. Training received in previous year.

4. Other feedback of employees and supervisors.

Findings from training need analysis gave way for the budgeting process for thetraining department to take place. The budget was prepared and approved by the Headof the Business Unit.

Method of imparting training was selected as giving lectures, presentation andorganizing seminars on various topics it was the best that suited the budget. This wasfollowed by selecting the faculty for the different topics of identified training needs.Also the required training material was prepared and approval was taken to imparttraining.

A Training Calendar was prepared for training for the employees format of which isgiven below.

Date Course Title

Numberof

participant

StartTime

EndTime Trainer Name

11-07-08

Communication skills 35 10:30

12:30 Shruti Pandit

11-07-08 Lunch Break - 12:30 1:30 -11-07-08

Managerial &LeadershipSkills 75 1:30 3:30 Abhay Thale

After the training was given the feedback form was to be filled by the employees to taketheir suggestion and views about the training that was conducted Employees were alsoto give any recommendations for the improvement of the program.

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Process flow for Setting up training department forR Seva

List down all the activities and sub activities

List all goals and objectives for all positions

Analyse the difference between expected and actual performance.

Take suggestion from the HODs & State heads (Voice of Customer)

Training needs Identification

Prepare Budget and take approval

Choose faculty

Prepare training Modules

Create Training Calendar

Conduct training, take feedback and check effectiveness

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FACTS AND FINDINGS

Sample Sheet Of Identified Training Needs:

Tax, Law & Compliance

Sr no Employee Code Name Training needed

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1 10010758 Arul Jeevaraj Labour Law

2 10014965 Subha Priyan Labour Law

3 50001932 Ramachandran R Labour Law

4 50002103 Janani Shetty Labour Law

5 50002192 Prabhakar Patil Case Studies On Law & IR 6

50003033 Shailendra Dhamdhere Recent legal Developments

7 59000010 Sunil Patil Labour Law , ESIC/PF

8 59000017 Rajarajan K Income Tax

9 59000024 Meena Mahadevan Labour Law

10 59000025 Amit Pawgi ESIC/PF

Managerial & Leadership Skills

Sr no Employee Code Name Training Needs

1 10010758 Arul Jeevaraj Managerial skills

2 10010972 Drishty Prasad Change Management

3 10011082 Subramanian R Motivation & Team building

4 10011360 Ramachandran C Team Building & Leadership

5 10011682 Manisha Salvi Team Building6 10012133 Aditi Datta Team Building

7 10012291 Ganesan Ramamoorthy Team Building

8 10012490 Ramesh Kumar g Decision Making

9 10012666 Ravi kiran Chillara Goal Setting

10 10014061 Manoj Sharma Decision Making

Budget For the training program

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Note: This cost does not contain cost of man-hours lost during training, travelingexpenses or any other unrelated expenses.

The above given budget was approved after which faculty for the training wasidentified. Training material which was already there and the new material that wasrequired was collected remaining modules were prepared by asking experts in-housepersons.

Different lectures that were planed

1) Attendance Systemsi. Shift planning

ii. Muster

iii. Attendance regularizationiv. Store attendance

2) Compliance monitoring3) Industry Relation & Liaisons.

But due to the time constrain of my project I was present for only one training programconducted for state heads of R Seva.

The feedback was taken from them and their suggestion were taken over all the programwas successful. We decided to provide more time for question answer session after thesuggestions from the feedback.

Forms

Name of the department. No of Employees Cost per employee Total

HR Operations 180 4,500 8,10,000

Compliance 30 4,000 1,20,000

Payroll 30 2,000 60,000

Additional miscellaneous Expenses 50,000 50,000

Grand Total 10,40,000

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Date: - ____/____/____.

Training Need Assessment Form

IDENTIFYING LEARNING: TO BE FILLED BY INDIVIDUAL AND TO BE

VALIDATED BY HODS

EMP No : ______________________________________________________

EMP Name : ______________________________________________________

DEPARTMENT : ___________________ DESIGNATION: ___________________

GRADE : _____________________________________________________

Problem analysis: Section- I (To be filled by the Individual)

Present Job Responsibility

Sr.

No.

Particulars Sr.

No.

Skills Required to perform the job

What tasks Needs improvement considering required performance?___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

What is needed to improve the performance?______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Learning Needs: Technical/Functional

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Sr.

No.

Technical/Functional Sr.

No.

Behavioural/General

Section-II: (To be filled by the reporting officer)

Recommendation of reporting Officer

Sr.

No.

Technical/Functional Sr.

No.

Behavioural/General

________________________

Signature of reporting officer

_______________________Signature of the Individual

Date: - ____/____/____. Date:-____/____/____.

R Seva India, P.V.T, L.T.D

TRAINING FEEDBACK FORM

Employee Name: Employee Code:

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Department :

Name of the training programme attended :

Dates on which the training was conducted : From Date Month Year

To Date Month Year

Venue :

How would you rate the following (on a scale of 1-4 - 1 being the lowest & 4 being the highest rating)?

Course structure Course content

Quality of exercise Handout & Training aids

Duration of the Training co-ordinationTraining programme and organization

Training environment

Trainer Feedback :

Subject Knowledge / Conceptual Clarity

Trainer created and maintained an environment for learning

Rate the trainers training skills and competence

Presentation methodology

Guidance and support

What did you like best about the course/content?

What could have been done better?

Based on the training course description, how did your learning experience compare to what you

42

1 2 3 4

1 2 3 4

1 2 3 4

1 2 3 4

1 2 3 4

1 2 3 4

1 2 3 4

1 2 3 4

1 2 3 4

1 2 3 4

1 2 3 4

1 2 3 4


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expected when you began the training

Learned much more than I expected Learned somewhat less than I expected

Learned somewhat more than I expected Learned much less than I expected

Do you think this Seminar/ training would help you in you current job responsibilities?

Definitely to a large extent Not Sure

Probably to some extent Definitely not

Would you recommend this training to your colleagues?

Definitely Not certain

Probably Definitely not

Participant's Signature : Date Month Year

Approved by : Date Month YearFunctional Head / Supervisor

List Of Activities And Sub Activities

At associate level

Activities

1. Generation of PSA Code and creation of approved positions

2. Creation of Org. Unit, generation of Position code & Requisitionnumber

3. Pre Joining activities

4. Joining of Employee

5. Generation of Employment Code

6. Upload photograph for processing ID Card

7. Opening of Salary / Pay Card Account :

8. Distribution of Pay Cards:

9. Preparing and Issuing Appointment letter.

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10. Personal file maintenance:

11. Personal File Audit:

12. Uniform

13. Provident Fund Administration

14. ESIC Administration

15. Gratuity Administration

16. Processing of ID Card

17. Training to Store Manager on Attendance Module

18. Updation of Leave

19. Attendance / leave regularization

20. Confirmation Appraisal

21. Disciplinary Action

22. Maintaining Statutory Licenses at Store.

23. Transfer from one store to another.

24. Resignation Associate

25. Other Separation Act

At Supervisory level

Activity Sub Activity

1. Joining & On Boarding : Employee JoiningGeneration of Employee Code

2. Post Joining : Personal file maintenance:Personal File Audit:Issuance of ID CardIT Asset Indent Form :Co-ordination for Induction

Training Programme :3. Time Office Supervisory Employees : Time Events,

Monthly Attendance / LeaveregularizationMonthly AWL report ,

Updating of LeaveAttendance / Leave updating frombackend

4. Confirmation : None

5. Inter Company Transfers : None

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6. Master Data Management : Master Data ManagementCertificate Issuance

7. Separation Action : Employee SeparationEmployee Absconding

8. Insurance : Coverage of supervisory employeesand their dependants in theHospitalization Insurance policy.

Processing & Settlement ofHospitalization Insurance ClaimsEmergency CashlessHospitalizationMaintenance & Replenishment ofCash Deposit Account withInsurance CompanyGroup Personal Accident Insurance(GPA ) Coverage & ClaimProcessing

List Of Technical Skills Identified For Training .

SAP Relevant modules

Compliance laws

Implication of law

Entire work process of the respective departments.

Implication of work and various processes in respective department.

Terms and terminologies.

Dos and donts for the given work.

Best practices for an given work

Mandatory requirements

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Basic computer knowledge.

Knowledge of Reliance portals

Six Sigma

List Of Behavioural Skills Identified For Training

Effective communications.

Leadership qualities.

Ability to delegate work.

Interpersonal relationship and conflict management.

Time management and goal setting.

Team and group behavior skills. Coordination skills.

Taking initiative.

Handling Employees/Customer Centricity.

Negotiations.

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Motivating employees.

Analysis & Interpretation

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Pie Chart Showing Distribution Of Behaviourial training

Needs among the employees of R Seva.

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Presentation

Skills

15%

Managerial &

Leadership Skill

32%

Communication

skills15%

Other

Supplementary

38%

(Other supplementary needs include: Assertiveness, Problem solving, Innovation &Creativity, Time Management Quality management, Customer Centricity, Promptness, andAttention to detail)

Bar Chart Showing Distribution Of Supplementary

Behaviourial Needs Of Employees Of R Seva

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0

2

4

6

8

10

12

Assertiveness Problem

Solving

Attention to

Detail

Time

Management

Quality

Management

Innovation &

Creativity

Pie Chart Showing Distribution Of Technical Training Needs

Among The Employees Of R Seva

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Six Sigma

19%

Law and

Compliance

17%

Sap Training

41%

Other

Supplementary

23%

(Other supplementary needs include: Basic ABAP, FICO, Basic Computer Knowledge,Written Communication, TQM & 5S)

Bar Chart Showing Distribution Of Supplementary Technical

Training Needs Of Employees Of R Seva

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0

1

2

3

4

5

6

Basic ABAP FICO Computer Skills Written

Communication

TQM & 5S

Pie Chart Showing The Overall Feed Back From Employees of

R Seva

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Excellent

25%

Good

53%

Average

21%

Bad

1%

Interpretations

1. Most common behaviourial training need among the staff was that ofManagerial & Leadership qualities.

2. Presentation & Communication skills were second most requiredbehaviourial training need to be given.

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3. Other behaviourial training need were Assertiveness, Problem solving,Innovation & Creativity, Time Management Quality management, CustomerCentricity, Promptness, and Attention to detail

4. Most common Technical training need among the employees was that of Saptraining which was the root cause of under performance.

5. Six Sigma And knowledge of law and Compliance were 2nd and 3rd mostrequired technical needs.

6. Other technical training need were Basic ABAP, FICO, Basic ComputerKnowledge, Written Communication, TQM & 5S.

7. Overall the training program conducted for State heads on 16th June wasrated as good by the trainees.

8. Most important Suggestion received after this session was that more timeshould be scheduled for question and answers session.

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Conclusion & Suggestions

Conclusion

It was observed that various gaps were present in the performance of R Seva employeesdue to lack of knowledge of Sap, Laws regarding compliance, IR and Behaviourial

qualities like Managerial & Leadership skills, Effective Communication, TeamBehaviors etc.

To tackle all these problems a dedicated training program was needed also as theproblems were of recurring it was necessary to conduct training programs on regularbasis. So as to conduct these programs regularly a separate draining department wasnecessary for R Seva.

Suggestion

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1) Practical Training and Retraining on Sap, Computer Skills, and Compliance isnecessary.

2) Training department should critically evaluate training needs for an individual incase of Change in Role, Location or Job Enlargement/Enrichment.

3) Cost reduction ideasa. Internal Trainers can be Identified and Developed

b. Online Availability of regularly updated training material on RConnect shouldbe ensured.

c. Self Explanatory Modules which can help State executives to understandvarious process and give clear directions to staff and Associates.

2) Training should be given at Initial level to various States R Seva personnel so as toensure uniformity in the processes.

Bibliography56


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Bibliography

1. The Corporate Trainer's.

By Geoffrey Moss.

2. Evaluating Trainer Effectiveness.

By Leslie Rae.

3. Analyzing Performance Problems.

By Robert Mager.

Webliography

1. www.go2hr.ca

2. www.citehr.com

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3. www.vu.edu.pk

4. www.managementparadise.com

5. www.mbaforum.com

Documents

Reliance Training and Development.doc