TRAINING AND DEVELOPMENT

Ankit Bavishi 02 Loveesh Bhatt 20 Chirag Maru 22 Shreyas Sampat 38 Ritesh Wadhwani 58 Rohan Nayak 61

HUL & Godrej

TRAINING AND DEVELOPMENT AT HUL

Why T&D??

HLLs commitment to personal growth and development Helping employees satisfy personal goals through higher level of skills and competencies. Facilitating higher contribution at their present jobs and preparing them for the next level of responsibility Developing individuals and teams to meet the total needs of the organization.

How HUL Went About it???

Clarity of purpose Practical Creativity

Objective Analytical power

External orientation Entrepreneurial drive

Leadership of teams Leadership of individuals

Adaptive influential skills

Self confident integrity

Team commitment
Learning from experience

Learning on the Job

Belief That each employee is responsible for his own

development. The organizations responsibility is to provide the best T&D opportunities but it is for the employees to make the most of them.
Significant learning by way of meeting challenging

targets.
Periodical movement across jobs, locations, new

businesses and functions.

These planned rotations happen under supportive

supervision, mentoring and coaching by superiors.

Training Need Identification

Mutual discussions to identify specific skills and knowledge gaps required to fulfill the job role and to develop necessary competencies. Appraisal Process captures the specific areas of development and specific training programs necessary for the employees as per their career goals and development. These inputs are then computerized to assess the training needs identification. Every year a Guide to Courses is sent to all unit heads detailing the course objectives, contents, membership and schedule. Formal training programs are categorized as
Functional Skills Courses the What Competency Development & General Skills Courses the How and

Infrastructural Support
Three training centers Gulita Mumbai, Udeechi Navi Mumbai and

Brookefields Bangalore. 150 programs are held every year delivering over 10000 man days. Training centers offer a wide portfolio of courses to address the needs of the employees, at all levels and also business needs, strategic and tactical. Programs are residential, facilities include a library, reading room, AV facilities, CD-ROMs, magazines and newspapers, gym, recreation, yoga and meditation sessions. Course dinners provide opportunities for informal interaction between participants and senior managers.

Infrastructural Support
Various programs conducted depending on various departmental needs.

These programs are resourced by both internal faculty and external consultants from the industry.

Training focuses on important parameters such as Safety and Quality through programs such as Zero-Defect, Quality Circles, ISO 9000, Safe Operating Procedures etc.
Programs also held on self-awareness, motivation, team-work & communication. A company-sponsored Business Education Program in collaboration with IIM-A to supplement the management trainee scheme which provides functional stints at various HLL sites.

Training Design and Delivery

Anchored on principles of Androgogy and Synergogy. Assumption : Employees learn best via Experiential learning, reflection and application at workplace.

Learning's from : Senior Managers, Best Practices by Groups,

Quality Circle teams (Live Projects), Consultants and professors, Industrialists, Government authorities, Partners and collaborators(stockists and vendors).

Participants : Expectations, Objectives and Outcomes Expected; Live cases.

Training Design and Delivery

Discussions in small groups, simulation exercises, visit to factories, sales depots, questionnaires, case analyses, syndicate work, inbasket exercises, projects, video-based feedback, games. In addition, outbound programs. HR Conference Disha was held on the banks of the Ganges at Rishikesh. TalkShows, Storyboard, Debates and Panel Discussion in keeping with the natural environment. Restlessness in striving for innovative ways of doing things differently as well as in doing different things.

Evaluation of T&D

Every course and contributor is evaluated in detail on presentation and content. The data is analysed and written feedback is provided to the contributors and to participants, who are invited to stay in touch with each other and share their experiences of application back in thejob.

Focus on The Customer :

Part of Performance Management Strategy and linked to meeting Business Strategy; linked to the service of the customer. "We will bring our wealth of knowledge and international expertise to the services of the local consumer-a truly multi-local

TRAINING AND DEVELOPMENT AT GODREJ

Two keys for success : Learning & team-work

Mission Statement
We shall strive for excellence by nurturing, developing and empowering our employees and suppliers. We shall encourage an open atmosphere, conducive to learning and teamwork.

Total Quality Management (TQM)

Started in 1995 to inculcate a positive work culture in Godrej Aim was to make employees identify what they wanted from their jobs and to develop the values required to realize their goals.

In 2000-01, TQM awareness programs were held for business partners, suppliers, C & F agents etc.

Parivartan

Started in 2000, aim was to motivate employees as well as impart knowledge about the sales functions of GSL.

18 senior executives from sales, logistics & HR engaged to give training. About 350 secondary employees were put through the program.

Economic Value Added Training (EVA)

Extensive training program undertaken for various managerial and officer levels. The objective was to understand the concept of EVA and the employee control over key measures affecting EVA.

Resulted in zero debt and corresponding increase in market share.

GALLOP

Instituted in early 2002, as a Structured & Organized Induction Training Program

Aimed at nurturing New Recruits into Leaders & Dynamic performers

Young Executive Board (YEB)

Functions similar to the Board of Directors Expected to give recommendations to the Board Improved Transparency through out the Organization Opportunity for Young Managers

Red & Blue Teams

Aimed at encouraging Team-work

Worked Independent of each other Provide a Strategic Plan for the next 3 years

Both the plans reviewed by a Plum Team

Other Opportunities
Mentoring by Business Leaders
GALLOPers assist Mentors on various projects

Reverse Mentoring

A bottoms-up approach, where Senior Management learned from the Junior Staff

Spark

Objective :- Train the Trainers

Aimed at equipping the managers to become successful coaches Benefits:- Managers identify their high potential team and coach them

E-Gyan

E-learning initiative to sharpen the intellect of employees To move away from traditional training methods of workshops
Online Quizzes to enhance awareness levels
Gyan Gyan

Pitara

-E Recycle Bin

Interpersonal & Negotiation Skills

An HR program for office-level employees Helped in commercial negotiations to clinch good biz deals Increased the thinking scale of the employees

Other Initiatives

English Language training

BPO Training

Road to Improvement

Criticism
No measurement techniques to measure the effectiveness of the programs Problems with Spark and E- Gyan.

Challenge
Meet

the changing outlook of the corporate sector. Maintaining motivational levels of the employees.