Presented By Muhammad Mahmood Aslam

Brief overview of Telenor HRD Department and its functions Challenges faced by HRD department Framework for HRD Department Conclusion Recommendation

Worlds 7th largest Telecom Company Total Subscriber of 19.98 million-y 2009 Telenor Investment in Pakistan is 2 billion USD Telenor is creating 2500 direct while 25000 indirect employment opportunities

To increased profitable growth-2011 To strengthen performance culture To develop a competitive advantage To provide a superior customer experience To ensure best practice benchmarking across the Group To drive change and constant renewal

Central I Central II North South

Training development Organizational development Career development The new learning and performance wheel Strategic management and HRD

Increasing workforce diversity Competing in a global economy Eliminating the skill gaps The need for life long learning Facilitating the life long learning

In house training Outsource training

System related training Product related training Technical training Front end desk training Operational wise training

Moral building Attitude building Executive training

Employees are really satisfied with the norms and values of the Telenors internal structure. The 90% of the employees of the Telenor take the training most effective.

Flat structure of communication Hierarchy of the organization is well managed Vertical as well as horizontal communication Training as a necessary component

HRD department follow a framework which consists of four major steps:

Training need assessment phase Training design phase Implementation phase Evaluation phase

Organization level Individual level Operational level

Training Need

Organizational level

Individual level

Operational level

WHO CONDUCTS NEEDS ANALYSIS & WHY? WHO IS THE TRAINEE?

Techniques for Determining Specific Training Needs

Observation Interviews Questionnaires Performance Appraisal Job description

The Trainer The Trainees Training Climate Trainees Learning Style Training Topics Training Strategies Support Facilities Constraints

The Trainer Before starting a training program, a trainer analyzes his technical, interpersonal, judgmental skills in order to deliver quality content to trainers. The Trainees In training design there should be a close scrutiny of the trainees and their profiles. Age, experience, needs and expectations of the trainees are some of the important factors that affect training design. Training Climate There should be a good training climate, a good training climate comprises of ambience, tone, feelings, and positive perception for training program, etc is one of the necessary conditions of training design.

Trainees Learning Style The learning style, age, experience, educational background of trainees must be kept in mind in order to get the right pitch to the design of the program. Training Strategies Once the training objective has been identified, the trainer translates it into specific training areas and modules. The trainer prepares the priority list of about what must be included, what could be included. Training Topics After formulating a strategy, trainer decides upon the content to be delivered. Trainers break the content into headings, topics, ad modules.

Contents are then sequenced in a following manner:

From simple to complex Topics are arranged in terms of their relative importance From known to unknown From specific to general Dependent relationship

Trainees background Time allocated Style preference of trainer Level of competence of trainer Availability of facilities and resources.

Support Facilities

These are of two Types

Printed Audio visual

The various requirements in a training program are

white boards flip charts markers.etc

Constraints

Time Accommodation, facilities and their availability Furnishings and equipments Budget

Training evaluation ensures that whether candidates are able to implement their learning in their respective workplaces, or to the regular work routines.

PURPOSES OF TRAINING EVALUATION

The five main purposes of training evaluation are

Feedback Research Intervention Power Control

Before Training
the learners skills and knowledge are assessed before the training program

During Training
It is the phase at which instruction is started. This phase usually consist of short tests at regular intervals. After Training It is the phase when learners skills and knowledge are assessed again to measure the effectiveness of the training.

In house Training
Observation Questionnaire Interview Quizzes

Outsource Training
Execution on the job after Training During Execution at the job

Senior Management The Trainer Line Management The Training Manager The Trainee

Proper Training Programs.

Discussion with Trainer about Training. Growth Opportunities. Motivate Employees. Friendly Environment.

Trainer Must be well Trained .

Training must be a continuous process, and results of the Training must be Evaluate. Provide training in chunks that are scheduled over a period of time.

Every individual, supervisor, attend Training Session.

practice active learning principles; honor a variety of learning styles.

Make use of session pre-work during the actual training session. Increase trainee investment in the session by engaging them in tasks requiring action. Provide reference materials and job aids for review after the session. During the session, discuss how to address real life scenarios, and barriers.

Questions