Nature of Training and Development
Summer Internship Project
TALENT ASSESSMENT AND DEVELOPMENT
Under the Guidance of
Mr. Vaibhav PathakAsst. General Manager- HR, Corporate
CenterProf. N. RajanFaculty -HRN L Dalmia Institute Of Management
Studies And Research
SUBMITTED BY
MS. SNEHA AGRAWALMASTERS IN MANAGEMENT STUDIES-2009-11IN PARTIAL
FULFILLMENT OF THE MASTERS DEGREE IN BUSINESS ADMINISTRATION
N.L.DALMIA INSTITUTE OF MANAGEMENT STUDIES AND RESEARCH
Shrishti Sector -1, Mira road. (E) Mumbai 401104.
ACKNOWLEDGEMENT
Being associated with JSW STEEL LTD. and having to do a project
with them has been one of the most memorable and great learning
experiences. The project has been a great journey for me, right
from its inception to its completion. I owe a great deal to some
very important people without whose guidance and support, the
project would not have been successful.
At the outset, I wish to express my sincere gratitude to Mr.
Tapas Kumar Das (General Manager-HR, Corporate Center) for giving
me an opportunity to undergo summer internship at JSW LTD.I would
like to express my profound appreciation to my project guide, Mr.
Vaibhav Pathak ( Asst. General Manager- HR, Corporate Center) whose
perseverance and tenacity inspired me to face the complex
challenges involved in the project. I am indebted to him for his
invaluable support and infallible expertise.
I would also like to thank Prof. N. Rajan (Faculty-HR, NLDIMSR)
and Prof. Ameet Dubey for his constant support and guidance.
Sneha Agrawal N.L. Dalmia Institute of Management Studies &
Research.
Shrishti Sector -1, Mira road. (E) Mumbai 401104.
Contents
2ACKNOWLEDGEMENT
7EXECUTIVE SUMMARY
8INTRODUCTION
9JSW- Overview
10NATURE OF TRAINING AND DEVELOPMENT
11AIMS/OBJECTIVES OF TRAINING & DEVELOPMENT
12TRAINING PROCESS
13TRAINING NEED IDENTIFICATION
13Objective of Training Need Identification:
13Process of training need identification:
14CONTENT BUILDING
14TRAINING DELIVERY
14Objective of training delivery:
14FEEDBACK
15PART 1:
15DESIGNING OF TRAINING PLAN
16TRAINING PLAN
17JSW TRAINING PHILOSOPHY
18SUMMARY OF TRAINING CALENDAR (2010-11)
22Strategy programmes
221)Strategic decision making:
222)Strategic leadership seminar
233)Managing cost to enhance profitability
234)3 tier programme for management development
245)Advanced financial analysis
246)Leadership & Change Management:
25High Potential Employees (HPEs)
251)Leadership development programme for HPEs
252)Mentoring & Coaching skills for leaders
263)Business Acumen:
264)Train the Trainer:
275)Identifying & Assessing high potential employees:
27Department programmes
271)Finance for Non- Finance:
282)HR for line managers
283)Performance management
294)MARKETING FOR NON MARKETING :
295)Enhancing sales force performance
30SHORT DURATION TRAINING PROGRAMMES
301)Creativity & innovation :
312)Decision making:
313)Stress management:
324)Negotiation skills:
325)Communication skills:
336)Interpersonal skills & team building:
337)Presentation Skills:
348)Emotional intelligence:
349)Managing work life balance:
3510)Enhancing managerial effectiveness
3511)Influencing Skills:
3612)Corporate Grooming & Etiquette:
3613)The Art & Science of behavioral interviewing
3714)Personality development:
37INDIVIDUAL SPONSORSHIP PROGRAMMES
371)Project management:
382)Supply chain management:
393)Logistics management
394)Advanced corporate finance:
39MANAGEMENT DEVELOPMENT PROGRAMMES
39IIM, AHMEDABAD
40IIM, BANGALORE
41WHARTON EXECUTIVE EDUCATION
42By XLRI, JAMSHEDPUR
43London Business School
44KELLOGGs MDP
45HARVARD
47Part -2
47Learning & development
48What is a "Learning Organization"?
50RESEARCH TOPIC:
50RESEARCH OBJECTIVES:
50RESEARCH DESIGN:
50BENEFITS OF THE STUDY:
50IMPORTANCE OF THE STUDY:
50LIMITATION OF THE STUDY:
51RESPONSE CHOICES:
51METHOD OF ANALYSIS:
51PRIMARY DATA COLLECTION PLAN:
51SECONDARY DATA COLLECTION PLAN:
52DISTRIBUTION OF THE SURVEY
53DATA COLLECTION AND ANALYSIS
63Secondary Data:
63Analysis of various ORGANISATIONS learning & development
practices:
66Observation and analysis:
67JSW DEVELOPMENT Matrix
68JSW LEARNING & DEVELOPMENT
69RECOMMENDATIONS:
69FOR SENIOR MANAGERS:
69JSW BUSINESS LEADERSHIP COMPETITION (JBLC):
69TRAIN THE TRAINER:
70FOR MIDDLE LEVEL MANAGERS:
70MONTHLY DISCUSSION FORUM:
70FOR NEW JOINEES:
70INDUCTION:
71OPEN FOR ALL:
74PART-3 COMPETENCY FOR HPEs
75Identifying High Potential Employees
76Meaning of High Potential
78What to observe?
79Learning agility
80Business Acumen
81People Acumen
82Analytical & Cognitive ability
EXECUTIVE SUMMARYI have undertaken the project on talent
assessment and development for JSW Steel Ltd. in order to learn the
practical aspects of Human Resources. It has acted as a window to
show me how the learning & development team functions. Its core
activity i.e. training is focused on empowering people with
knowledge, both functional and behavioral. This project has given
me exposure to the learning & development in particular
training part of corporate HR and the competency for HPEs.( High
Potential Employees). It has also introduced me to various
B-schools offering training programs in various fields to
organizations as per their need and various trainers and vendors.I
have studied various aspects of learning and development at JSW
which includes Discussion forums, e-learning, Coaching, training
process, training content designing, training offered by vendors,
etc. The training process starts with an explanation of the nature
of training and development, objective of training &
development, the actual process, training need identification,
designing of the content of the finalized programs. It then moves
on to the list of the TOP B-schools offering the MDPs.I have also
studied the practices of learning and development followed at JSW
and other industries. It was then followed by the questionnaire
filled by the employees. Based on the results, finally it lists the
recommendations for the same.I have also been involved in framing
the competencies that the HPEs at JSW should possess. This will
help the line managers in identifying their HPEs for the leadership
role.
Study of the above mentioned aspects has helped me to broaden my
perspective towards L&D and helped me to come up with ideas
that can be used to impart learning to the employees in the
organization. Thanks to this project, I have learnt the importance
of Human Relations in maintaining & enriching the human
resources of an organization.INTRODUCTION
India is passing through a period of remarkable change and very
interesting times. For half a century before independence in 1947,
there was hardly any discernible economic growth in the whole
Indian sub continent and we have now come a long way to a
sustainable growth path. The growth is manifesting itself in many
ways all across the country : innovation and entrepreneurship are
in the air. With such exciting changes taking place in all spheres
, it is important to manage the human potential that India
possesses effectively. As is known, the world is growing flatter.
Globalization is the word of the day. With such fast paced changes,
it has become important for companies to retain & train their
people to not only face the competition but also to create a
difference to their organization. The words of Alvin Toffler , the
American futurist and writer is more than true of these times : the
illiterate of the 21st century is not the one who cannot read and
write, but the one who cannot learn, unlearn and relearn. Keeping
this in mind most organizations are laying great emphasis on
learning and development of their employees.
JSW- OverviewJSW Group is one of the fastest growing business
conglomerates with a strong presence in the core economic sector.
As part of the US $ 8 billion O. P. Jindal Group, JSW Group has
diversified interests in Steel, Energy, Minerals and Mining,
Aluminum, Infrastructure and Logistic, Cement and Information
Technology. This Sajjan Jindal led enterprise has grown from a
steel rolling mill in 1982 to a multi business conglomerate worth
US $ 3.7 billion within a short span of time.
Global recognition for Size, Culture and Quality while nurturing
Nature and Society is the vision of the company and its mission is
to Support nations growth in Steel & Power with speed &
innovation .
The core values of the organization are:
Crystal Clear
Passion for Excellence
Drive with Leadership
Young Thinking
Challenging Status Quo
The various verticals carry out different functions under the
umbrella of JSW Group.
JSW Steel Ltd. is one among the largest Indian Steel Companies
in India today with capacity of 7.8MT. Indias second largest
steelmaker, JSW Steel Ltd. consists of the most modern,
eco-friendly steel plants with the latest technologies for both
upstream & downstream processes.
JSW Energy Ltd. The company plans to foray in all areas of
power: Generation, Transmission, Distribution and Trading. The
company has been in the business of power generation since 2000 and
in less than a decade of its operations, the company has crossed
several milestones working on power solutions in the States of
Karnataka, Maharashtra, Rajasthan and Himachal Pradesh.
Jindal Holdings Ltd. is a Non Banking Financial Company (NBFC)
registered with Reserve Bank of India (RBI). JSWHL (Jindal South
West Holdings Limited) is an Investment Company of the JSW
Promoters Group with its investment mainly in Jindal Group. The
main business activity is of Investment in shares, stocks, or other
securities in India or abroad and to provide management consultancy
services.
JSW Infrastructure Ltd. is a part of the JSW Group and is
committed to the development of infrastructure for Ports, Air
Ports, Ship Repair, Shipyard, Township, Roads & Rail
connectivity, Inland Waterways, Water treatment plant and
Pipelines.
J Soft Solutions Ltd. is an IT & ITES arm of US $3.7 billion
JSW Group. It's core competency is to act as an enabler for
enterprises, to gain a competitive edge through effective use of
information & communication solutions.
NATURE OF TRAINING AND DEVELOPMENTIn simple terms, training and
development refers to the imparting of specific skills, abilities
and knowledge to an employee. A formal definition of training &
development is it is any attempt to improve current or future
employee performance by increasing an employees ability to perform
through learning, usually by changing the employees attitude or
increasing his or her skills and knowledge. The need for training
& development is determined by the employees performance
deficiency, computed as follows:
Training & Development need = Standard performance Actual
performance.
We can make a distinction among training, education and
development. Such distinction enables us to acquire a better
perspective about the meaning of the terms. Training, as was stated
earlier, refers to the process of imparting specific skills.
Education, on the other hand, is confined to theoretical learning
in classrooms.
Table 1. Training and Education Differentiated
TrainingEducation
ApplicationTheoretical Orientation
Job ExperienceClassroom Learning
Specific TasksGeneral Concepts
Narrow / PerspectiveBroad Perspective
Training refers to the process of imparting specific skills.
Development refers to the learning opportunities
designed to help employees grow.
Education is theoretical learning in classroom.
Development refers to those learning opportunities designed to
help employees grow. Development is not primarily skill-oriented.
Instead, it provides general knowledge and attitudes which will be
helpful to employees in higher positions. Efforts towards
development often depend on personal drive and ambition.
Development activities, such as those supplied by management
developmental programmes, are generally voluntary.AIMS/OBJECTIVES
OF TRAINING & DEVELOPMENTThe fundamental aim of training is to
help the organization achieve its purpose by adding value to its
key resource the people it employs. Training means investing in the
people to enable them to perform better and to empower them to make
the best use of their natural abilities. The particular objectives
of training are to:
Develop the competences of employees and improve their
performance;
Help people to grow within the organization in order that, as
far as possible, its future needs for human resource can be met
from within;
Reduce the learning time for employees starting in new jobs on
appointment, transfers or promotion, and ensure that they become
fully competent as quickly and economically as possible.
TRAINING PROCESS
Training at JSW starts with identifying the need for training.
It is an ongoing process where everything is tailor made as per the
requirement of the employees and the organization.
TRAINING NEED IDENTIFICATION
TRAINING NEED IDENTIFICATIONObjective of Training Need
Identification:
To understand the training needs of JSW employees and then
prvide them the right training.
To facilitate their growth at personal as well as professional
leve;l.
To enhance their knowledge.
Process of training need identification: It is done at three
levels viz.
Organisational analysis
Individual analysis (Performance Appraisal) Task analysis
HR manager meets departmental heads to undersytand the training
needs & then prioritizes the training needs in coordiation with
their needs . this is then followed by identification of the
employees who needs the training & then finalising the nominees
for training.
CONTENT BUILDINGObjective of building the content: To map the
objectives of various trainers with JSWs TNI objectives.
To check their program content.
To customize the training according to JSW needs and make it
relevant for the employees.
Process:
L&D manager identifies the right trainer
L&D manager shares the objectives with the trainer
Trainer maps the expectation of the participants
Customizes content as per the requirements of the
organisation
Content finalisation by L&D manager
TRAINING DELIVERY
Objective of training delivery: To enhance the learning of the
participants
To deliver the knowledge or the skills as per the
requirement
To inculcate the skills in the participants
To enhance the effectiveness of the employees
FEEDBACKObjective of feedback:
To evaluate the effectiveness of the training delivery
To understand the response of the participants to a particular
training
To determine whether or not the training achieved the desired
objective. To maximize the training ROI (return on investment).
Helps to determine the form of future training programs
PART 1:
DESIGNING OF TRAINING PLAN
TRAINING PLANFOREWORD
An organization's level of excellence is a reflection of the
skill and attitude of its employees. In times of constant change
the skill sets of employees needs to be updated on a continuous
basis. We must be sensitive to the fact that in such a rapidly
changing scenario, people, like products become obsolete very
quickly. An organization that imbibes the culture of continuous
learning ensures that it never becomes outdated and continues to
scale the excellence curve.
The best way of going about achieving this is to build a strong
foundation of learning and development. Importantly, we believe
that the leaders in the organization contribute to building a
talent pool by sharing their expertise and knowledge they have
gained in their specific fields. It is when we develop a culture of
mentoring and coaching the new generation that transfer of new
skill sets become ingrained in the system.
Our learning and development plan is part of effort to develop
competency and build learning culture in our organization. This
booklet comprising management development programs intends to cater
the common needs of JSW Group Companies.
We surely believe in receiving your support in taking our
learning& development initiatives forward. We deeply value your
views and suggestions in our never ending journey for
excellence.
JSW TRAINING PHILOSOPHY
JSW is committed to the continuous development of its employees.
This policy will ensure that we have the adaptability and
flexibility to succeed as a world class conglomerate.
WE SHALL ENDEAVOUR TO:
Encourage Individual(s) take onus for his/her own learning and
development.
Learning and development initiatives are aligned with
organizational objectives.
Leaders at all levels across the organization develop people,
leverage their strengths and harness the collective learning for
organizational excellence.
Provide world class learning exposure to people at all
levels.
Tap all means of learning (i.e.- off the job and on the job
learning opportunities) to quicken employee learning and
development .
OUR WAY FORWARD TO ENHANCE EFFECTIVENESS OF LEARNING AND
DEVELOPMENT INITIATIVES :
Strengthen the pool of internal resource persons (internal
faculty forum).
Continuously improve learning - development systems and
processes and benchmark with the best
Leverage IT to hasten learning and development.
Encourage and equip leaders at all level to be teacher and
developer for their people.
Effectively implement the learning and development plans (i.e.
annual training plan).
SUMMARY OF TRAINING CALENDAR (2010-11)
Sr.no.Training ProgrammesDuration (Days/Hrs)FacultyTarget
GroupPage no.
Major training programmes
Strategy programmes
1. Strategic decision making2 daysExternalGM & above
2. Strategic leadership seminar2 daysExternalGM & above
3. Managing cost to enhance profitability2 daysExternalAGM &
above
4. 3 tier programme for management development2 daysExternalGM
& above
5.Advanced financial analysis3 daysExternalGM & above
6.Leadership & Change Management2 daysExternalGM &
above
High Potential Employees
1.Leadership development programme for HPEs3 daysExternalJunior
mgr to DGM, HPEs
2.Mentoring & coaching skills for leaders2 daysExternalGM
& above
3.Business Acumen2 daysExternalGM & above
4.Train the Trainer2 daysExternalGM & above
5.Identifying & assessing high potential employees2
daysExternalGM & above
Department programmes
1.Finance for non- finance2 daysExternalDeputy mgr to DGM
2.HR for line managers1dayExternalMgr to DGM
3.Performance management1dayExternalAsst. Mgr to Senior Mgr
4.Marketing for non- marketing2 dayExternalAsst. Mgr to Senior
Mgr
5. Enhancing sales force performance2 dayExternalSales
executives
Short duration training programs
1.Creativity & innovation:
3 hrsExternal/internalAsst. mgr to DGM,
2.Decision making 3 hrsExternalMgr to DGM
3.Stress management3 hrsExternalGM & above, HPEs
4.Negotiation skills3 hrsExternalJunior mgr. to Asst. mgr
5.Communication skills2 hrsExternal Jr. mgr. to mgr
6.Interpersonal skills & team building2 hrsExternalExecutive
to mgr,
Senior mgr to DGM
7.Presentation Skills2 hrsExternalJunior mgr to AGM
8.Emotional intelligence 3 hrsExternalHOD & above, High
potential leaders
9.Managing work life balance3 hrsExternalGM & above
10.Enhancing managerial effectiveness3 hrs
ExternalExecutives
11.Influencing Skills3 hrs
ExternalJunior Mgr to senior Mgr
12.Corporate Etiquettes1 DayExternalOpen category
13.The Art & Science Of behavioral interviewing3 hrs
ExternalHODs & functional heads
14.Personality development1 DayExternalJunior Mgr to AGM
Individual sponsorships (for open programs)
1.Project mgt. dayExternalAsst. mgr to AGM
2.Supply chain management2 daysExternalMgr & above
3.Logistics management2 daysExternalMgr & above
4.Advanced corporate finance3 daysExternalGM & above
Strategy programmes
1) Strategic decision making:
Objective of the programme : To enable the participants develop
their personal effectiveness to make decisions which will in turn
increase their ability to lead groups towards effective decision
making.
Target group: GM & aboveContent:
Structured decision making process
Determination of accountability for decisions made in uncertain
times
Factors influencing decision makingBenefits:
Helps understanding criterias for good decision making
Ability to use techniques like scenario analysis to manage
risk
Ability to develop insights into key issues in a decision making
problem
Duration: 2 days
Faculty: External
2) Strategic leadership seminarObjective of the programme : To
enable the participants perform their roles with a greater clarity
of thought & vision & draw out their capabilities
&responsibility as a leader in a more effective way.
Target group: GM & above (L 15 & above)
Content:
Various leadership models
Leadership competencies
Strategic management
Ways for talent managementBenefits:
Helps participants understand strategic business
perspectives.
Learns leadership competencies
Understands strategic management
Understands stakeholders perspectives & changing trends
Duration: 2 days
Faculty: external
3) Managing cost to enhance profitabilityObjective of the
programme : To enable the participants manage cost effectively by
developing well conceptualized cost reduction strategies to gain
maximum profitability.
Target group: AGM & above ( L13 & above)
Content:
Development of strategies by integrating performance measurement
& control techniques.
Activity based costing
Profitability analysis by designing a measurable cause &
effect framework.
Balanced scorecard tools application.
Benefits:
Understands the role of various costing systems in different
strategic decision situations.
Provides a comprehensive view on budgeting.Duration: 2 days
Faculty: External
4) 3 tier programme for management developmentObjective of the
programme : To enable the participants learn formulation&
implementation of strategies & prepare them to shoulder higher
responsibilities.
Target group: GM & above
Content:
Modules focusing on different functions of management
Modules focusing on managerial decision making
Application of modules to real life situation
Benefits:
Enhances managerial effectiveness
Facilitates personal as well as organizational growth.
Enables participants view various managerial functions in todays
rapidly changing global economy.Duration: 2 daysFaculty:
External
5) Advanced financial analysisObjective of the programme : To
equip the participants with skills of financial analysis and
understanding of crucial & vial components in the financial
decision making process.
Target group: GM & aboveContent:
Capital budgeting & investment decisions
Financing strategies including project finance
Financial restructuring
Corporate governance
Benefits:
Ability to analyze organizations financial position clearly
Understands the application of components in financial decision
making
Enhances knowledge
Improves decision making
Can channelize the thinking process in appropriate direction
Duration: 3 days
Faculty: External
6) Leadership & Change Management:Objective of the programme
: To understand & appreciate the management skills in a rapidly
growing organization and to help evolve shared vision &
priorities for organizational change.
Target group: GM & above
Content:
Overview of change management process.
Planning for successful change by analyzing political,
structural & resource issues.
Measuring & sustaining organizational change
Action plan for leading & managing change
Benefits:
Helps in prioritizing for organizational change
Able to leverage the strengths of people
Able to realign with the new knowledge, concepts &
tools.
Duration: 2 days
Faculty: ExternalHigh Potential Employees (HPEs)
1) Leadership development programme for HPEsObjective of the
programme : To equip the participants develop leadership
competencies for current & future roles & develop action
plans for developing leadership styles.
Target group: Junior manager to DGM, HPEs
Content:
Critical leadership competencies in JSW context
Dimensions of leadership
Leadership roles & self awareness
Leadership actions to enhance effectiveness & impact
business performance
Benefits:
Enhances effectiveness of the participants
Improves business performance
Broadens leadership competencies
Brings out the best in self and others
Develops leadership
Duration: 3 days
Faculty: External
2) Mentoring & Coaching skills for leadersObjective of the
programme : To enable the participants develop coaching skills
which will lead to their self motivation & will help them
develop an attitude that is oriented towards solutions and
continual improvement rather than problems and avoidance.
Target group: GM & aboveContent:
Understanding basics of mentoring & coaching
Exploring & defining coaching concept
Various coaching models EQs ( emotional quotient ) & SQs (
spiritual quotient) of mentor Defining different roles Mentoring
& coaching skills & techniques- counseling &
feedback
Sustaining mentoring & coaching process in organization
Benefits:
Thorough understanding of principles of coaching
Learning to manage staff efficiently. Enhances growth &
development of people
Ability to prepare, deliver and review coaching sessions so that
they continually improve.
Development of core competencies required for coachingDuration:
2 days
Faculty: External3) Business Acumen:Objective of the programme:
To provide the participants with an understanding of making
profitable & quick business decisions.
Target group: GM & aboveContent:
Core Competencies and Resources Creating Competitive Advantage
Efficient use of supplies, ordering sequences, inventories
Strategies selection & execution Events and Consequences to
increase revenue in a tough , competitive arenaBenefit:
ability to determine goals that are clear and concise and, of
course, feasible ability to develop a realistic timeline in order
to achieve the goals. ability to understand the business as a whole
ability to be able to manage the company's finances well ability to
keep a positive outlookDuration: 2 days
Faculty: External
4) Train the Trainer:Objective of the programme : To equip the
participants with skills required to be a trainer & thus build
pool of trained resource personnel .
Target group: GM & above
Content:
Skills to be a trainer
Various learning styles
Off the job & On the job learning methodology
Identify training needs and imparting training and evaluating
training effectiveness
Presentation skills for a trainer
Techniques for trainingBenefits:
Helps building a learning culture
Helps identifying training needs & imparting training
Helps evaluating training needs
Duration: 2 days
Faculty: External
5) Identifying & Assessing high potential
employees:Objective of the programme: To identify those individuals
who have the potential to grow into leadership roles within the
organization.Target group: GM & above
Content:
Communication skills
Identifying behavior & characteristics of HPEs
Multiple methods of assessment
Developing HPES
Performance management system
Benefits:
Identification of bright employees
Development of leadership
Competitive advantage to the organization
Improved productivityDuration: 2 days
Faculty: External
Department programmes
1) Finance for Non- Finance:Objective of the programme : To
develop an understanding of financial terms & concepts to
broaden the knowledge & enable the participants to understand
the impact of decisions on companys top & bottom line.
Target group: Deputy manager To DGM (L 10- L14)
Content:
The fundamentals of financial management
Analyzing financial statements
Cash flow & fund flow analysis
Financial decision making like Working capital management,
etc.
Economic value additionBenefits:
Understands basics of finance
Understands financial & bottom line implication of the
decision made
Can utilize financial data for decision making
Ability to create value
Better interaction with colleagues in finance department
Ability to channelize the thinking in appropriate direction
Enhances knowledge
Duration: 2 days
Faculty: External
2) HR for line managersObjective of the programme : To make
participants understand the role of line managers in managing
people.
Target group: Manager to DGM (L11- L14)
Content:
HR functions & role of line managers
Developing competency climate- tools, techniques &
practices
Off the job & on the job development opportunities
Best practices case studies
Benefits:
Identifies the key areas of HR which impact bottom line
Understands employment process
Learns creating right environment to attract & retain
people.
Learns to improve people management
Effectively uses time with employees
Duration: 1 day
Faculty: External/ internal3) Performance managementObjective of
the programme : To equip the participants with key performance
management skills .
Target group: Asst Mgr to Senior Mgr
Content:
Overview of performance management in organization
Performance appraisal as a tool for building performance
culture
KRAs
Performance reviews
Giving & receiving feedback
Objectivity & fairness in performance appraisal
Performance & potential development
Benefits:
Improves performance of the participants
Helps optimize peoples contribution to achieve business
goals
Duration: 1 day
Faculty: External & internal
4) MARKETING FOR NON MARKETING :Objectives: To enable the
participants understand changing customer trends, competition and
underlying marketing strategies of leading Indian companies.
Target group: Asst. Mgr to Senior Mgr.
Content:
Marketing strategy formulation
Product innovation & innovation strategies
Opportunities in rural India
Branding
Consumer centric communication strategies
Future marketing challenges
Benefits:
Understands fundamentals of marketing
Gets acquainted with development & implementation of
marketing plans
Better understanding of marketing mix & its implications
Understands impact of marketing on business performance
Duration: 2 days
Faculty: External
5) Enhancing sales force performanceObjective of the programme :
To develop the skills & competencies to manage the sales force
effectively in order to enhance the sales force productivity &
performance.
Target group: Sales Executives (L 07-L10)
Content:
Overview of emerging sales & marketing frameworks
Tools to increase the margins & meet customer expectations
as well
Various approaches to grow business through effective
selling
Tools for customer acquisition, retention & satisfaction
Benefits:
Provides a broad understanding of emerging sales & marketing
framework
Develops the skills required for enhancing sales.
Improves ability to create & deliver value to the
customers.
Duration: 2 days
Faculty: External
SHORT DURATION TRAINING PROGRAMMES1) Creativity & innovation
:Objective of the programme: To enable the participants find out
the root cause of a problem & develop competencies to provide
creative solution for the same.
Target group: Asst.mgr to DGM (L 9- L 14)
Content:
Different approaches to the creative process and help to
identify your individual style of creativity. Creative ways of
looking at problems and issues. Innovation - Best practices
Techniques to break free of established patterns of thinking
& behavior.
Benefits:
Learns to anticipate a potential problem
Learns to identify the causes of a problem
Ability to find creative solutions
Ability to deal with ambiguity & change
Ability to think out of box
Develops rational thinking
Ability to be both firm & flexible as the situation
demands.
Duration: 3hrs
Faculty: External/ internal2) Decision making:Objective of the
programme : To enable the participants learn the art of making
rational decisions , wearing six thinking hats and weighing the
Pros & Cons of the decision to be made efficiently.
Target group: Mgr to DGM (L 11- L14)
Content:
Decision making- theories & practice
The decision making process.
Factors influencing decision making.
Decision making Techniques
Ways to overcome barriers to effective decision making.
Benefits:
Learns the art of decision making
Understands the complexity & usefulness of decision
making
Learns the application of decision making in corporate
environment
Develops competency to lead people
Duration: 3 hrs
Faculty: External3) Stress management:Objective of the programme
: To enable the participants build a buffer against stress , work
successfully by coping up with pressure & improve the working
relationships to live a happier & more relaxed life.
Target group: GM & above High potential leaders
Content:
Rational & positive thinking skills
Skills to Spot opportunities in the difficulties
Emotional analysis
Blending of cognitive training with relaxation techniques.
Benefits:
Benefits participants in their professional as well as personal
lives.
Greatly enhances communication & productivity.
Enables the participants to manage challenging work situations
with calmness & clarity of mind.
Significant relief from health problems like high B.P, insomnia,
etc.
Enhances personal productivity to a great extent.
Duration: 3 hrs
Faculty: External
4) Negotiation skills:Objectives of the programmes: To equip the
participants with the ability to effectively conduct negotiations
by seeing psychologists moves under the surface & making
correct moves accordingly.
Target group: Junior manager to Asst. mgr (L8- L12)Content:
Negotiation planning in advance.
Negotiation process.
Negotiation with different kinds of people.
Ways to quickly identify tricks & what to do to turn
situations around.
Strategies to analyze, plan & manage negotiations.
Benefits:
Enhances observation & thinking power
Ability to negotiate with different cultured people
Understands tricky situations
Enhances psychological skills
Can make accurate moves with confidence
Effective actions taking ability
Duration: 3 hrs
Faculty: External5) Communication skills:Objective of the
programme: To enable the participants hone their communication
skills in order to make their interaction effective with their
colleagues & customers.
Target group: Jr. mgr to Mgr (L8 L11)
Content:
Presentation skills.
Non- verbal communication & writing skills.
Ways to build effective Interpersonal interaction with
others.
Ways to improve Listening .
Benefits:
Develops better listening & responding capabilities
Can communicate effectively
Ability to deliver ones best in the organization
Duration: 2 hrs
Faculty: External
6) Interpersonal skills & team building:Objective of the
programme: To inculcate or enhance the team working attitude in
participants to build a team culture within the organization.
Target group: Executive to mgr (L 7- L11),
Senior mgr to DGM (L12 L 14)
Content:
Self awareness & self development
Exploring unstated interpersonal needs
Understanding self & others
Teamwork competencies & skills
Effective leadership Building effective teams Organizational
success through personal effectiveness and teamwork. Conflict
management Etiquette (manners) Building trust
Benefits:
Enhances ability to influence
Ability to manage conflicts
Develops an awareness of ones own orientation
Better understanding of oneself
Duration: 2 hrs
Faculty: External7) Presentation Skills:Objective of the
programme: To enable the participants overcome their nervousness
& develop an unique presentation style & be able to
effectively communicate their ideas.Target group: Junior mgr to
AGMContent:
Body language
Myths & rules of presentation
Ways of Getting Ideas Across Presenting a positive image
Understanding listenersBenefits:
Ability to make effective written & oral presentation
Able to easily interact with people
Overcome nervousness
Develops an individual presentation style
Builds confidence
Improves performance
Duration: 2 hrs
Faculty: External
8) Emotional intelligence: Objectives of the programme : To
develop emotional intelligence of leaders.
Target group: HOD & above, High potential
leadersContent:
Principles of EI & importance of EI & EQ to performance
& leadership
Understanding ones own & others emotions
Improvement of EI capabilities & competencies
Development & application of EI at workplaceBenefits:
Feel confident and in control in challenging situations Reduces
stress and maintain motivation and momentum under pressure Handle
difficult people, colleagues, customers and service usersDuration:
3hrs
Faculty: External
9) Managing work life balance:Objectives: To enable the
participants strike a balance between different facets of their
life or between their multiple responsibilities.
Target group: GM & above
Content :
meaning of work life balance
Impact of wrong work life balance on productivity &
absenteeism
Planning balanced life
Managing time for effective work life balance
Integration of personal family & work lives
Review of current work life balance & formulation of
framework for future planning
Benefits:
Understands the drivers surrounding work life balance
Reduces stress
Improves relations & reduces conflicts greatly
Better performance / productivity
Maintains good health
Duration: 3 hrs
Faculty: External
10) Enhancing managerial effectivenessObjectives: To enable the
participants understand the concept of effectiveness vis--vis
efficiency and learn ways in which they can bring effectiveness to
their roles.
Target group: executivesContent :
Effective decision making & personal effectiveness
Effective leadership
Organizational & managerial effective
Benefits:
Understand their own strength & weakness
Learns self development strategies
Ability to face future challenges
Enhances personal & managerial skills & competencies
Duration: 3 hrs
Faculty: External
11) Influencing Skills:Objectives of the programme : To enable
the participants understand the dynamic of influencing & expand
their own sphere of influence.Target group: Junior Mgr to senior
MgrContent:
Principles of Influence Influencing Style Creating the Right
First Impression Understanding Group DynamicsBenefits:
Helps develop great influencing skills
Improves negotiating skills
Ability to deal with difficult situations
Behavior & attitude change
Duration: 3hrs
Faculty: External
12) Corporate Grooming & Etiquette: Objective of the
programme: To enable the participants handle real life situations
by imparting the confidence & develop their personality.Target
group: Open category
Content:
Significance of etiquette & grooming in corporate
scenario.
Developing impressive business interactions.
Developing powerful body language.
Corporate grooming.
Benefits:
Ability to present oneself with fineness
Enhances confidence
Impressive body language
Improves interaction with people
Creates good impression on others
Duration: 1 day
Faculty: External13) The Art & Science of behavioral
interviewingObjective of the programme: To equip the participants
with competency based selection techniques in order to hire right
people.Target group: HODs & functional heads
Content:
Introduction to competencies
Different types of behavioral interviews
Developing questions for behavioral interview
Identification of behavior codes & competency from it
Developing guidelines for behavior interview
Conducting & practicing behavioral interview
Benefits:
Understands different behavioral patterns
Can relate competency with behavior
Enhances observation power
Can provide right talent to organization
Duration: 3 hrs
Faculty: External
14) Personality development:
Objective: To enable the participants unleash their hidden
potential, overcoming the past conditioning and limiting belief in
order to increase their performance level.Target group: Junior Mgr
to AGMContents:
Developing positive mental attitude
Ways to do conversation
Developing self esteem
Communication skills
Body language
Personal groomingBenefits:
Helps generate opportunities
Brings positive attitude & confidence in work
Develops leadership qualities
Develops self belief
Improves performance
Duration: 1 dayFaculty: External
INDIVIDUAL SPONSORSHIP PROGRAMMES1) Project management:Objective
of the programme: To equip the participants with essential project
mgt skills. Target group: Asst. mgr to AGM (L9- L13)
Content: Techniques for project planning & scheduling.
Project budgeting & schedule control.
IT application for better project management.
PERT & CPMBenefits:
Learns the art of better management of project & goals of
the organization
Understands time management
Learns goal prioritizing
Learns estimation of resources to set a realistic budget
Improves IT skills
Duration: 1/2 day
Faculty: External
2) Supply chain management:Objectives of the Programme : To
equip the participants with basic concept of modeling and using
quantitative models as an aid for solving business problems and
Supply Chain Management
Target Group : Managers and above responsible for Supply Chain
Functions ( L11 & above)
Contents :
Basics of SCM, philosophy and evolution
SCM coordination and organizational integration / structure
issues.
Strategic issues in SCM
Re-designing products and processes for enhancing supply chain
performance
Managing fast, efficient and effective supply chains
E-procurement and Reverse Auctions
Information Technology for Supply chain excellence
Benefits:
Ability to exploit problems
Ability to plan in uncertain situations
Ability to manage complex issues
Ability to co-ordinate
Duration: 2 days
Faculty: External 3) Logistics managementObjective of the
programme : To enable the participants govern supply chain
functions by efficiently planning & execution of all levels of
activities including strategic, operational & tactical.
Target group: Managers and above ( L11 & above)Content:
inbound and outbound transportation management fleet management
logistics network design warehousing, materials handling,
supply/demand planning, inventory managementBenefits:
Learns to co-ordinate all logistic activities
Gets the knowledge of other functions like marketing, sales ,
finance etc.
Duration: 2 days
Faculty: External
4) Advanced corporate finance:Objective of the programme : To
equip the participants with skills of financial analysis and
understanding of crucial & vial components in the financial
decision making process.
Target group: GM & aboveContent:
Capital budgeting & investment decisions
Financing strategies including project finance
Financial restructuring
Corporate governance
Benefits:
Ability to analyze organizations financial position clearly
Understands the application of components in financial decision
making
Enhances knowledge
Improves decision making
Can channelize the thinking process in appropriate direction
Duration: 3 days
Faculty: ExternalMANAGEMENT DEVELOPMENT PROGRAMMES
IIM, AHMEDABADSr. no.ProgramDatesFee
June 2010
GENERAL MANAGEMENT
13-TP: Middle Management (Summer) June 27-July 24,
2010250,000
2Negotiations Skills Clinic June 21-23, 201060,000
July 2010
3Advanced Quality Management July 5-9, 201075,000
4Team Behavior Management July 19-21, 201060,000
August 2010
53-TP: Senior Management August 1-21, 2010275,000
6Project Management August 30-Sept 4, 201080,000
September 2010
7Contract ManagementSeptember 6-10, 201075,000
8Winning Edge: Communication Strategies for LeadersSeptember
13-18, 201080,000
October 2010
9Advanced Corporate Finance October 25-30, 201080,000
January 2011
10Interpersonal Effectiveness and Team BuildingJanuary 3-6,
201170,000
11Leadership and Change ManagementJanuary 17-21, 201175,000
February 2011
12Enhancing Sales Force PerformanceFebruary 14-17,
201170,000
April 2011
13Effective Communication Strategy: Men and Women at WorkApril
25-29, 201175,000
MANAGEMENT DEVELOPMENT PROGRAMMES IIM, BANGALORE
Sr. No.ProgrammesDates
June 2010
1High Impact Leadership21-23 June, 2010
2Decision Making for Managerial Effectiveness28-30 June,
2010
September 2010
3International Financial Reporting Standard (IFRS) for Small and
Medium Entities (SMEs)06-09 Sept, 2010
4Competing Through Manufacturing13-16 Sept, 2010
October 2010
5Managing Talent01-02 Oct, 2010
6Finance for Decision Making (For Non - Finance Managers)18-22
Oct, 2010
December 2010
7Advances in Business-to-business Marketing (B2B Marketing)29
Nov-03 Dec, 2010
February 2011
8Competitive Marketing Strategy07-09 Feb, 2011
9Creative Marketing09-11 Feb, 2011
10International Negotiating Skills10-12 Feb, 2011
WHARTON EXECUTIVE EDUCATIONSr. No.Programmes
July 2010
1 Creating Value Through Financial Management
August 2010
2 Leading the Effective Sales Force
September 2010
3 Implementing Strategy: Leading Effective Execution
4 Leading and Managing People
October 2010
5 Finance and Accounting for the Non-Financial Manager
6 High-Potential Leaders: Accelerating Your Impact
November 2010
7 Competitive Marketing Strategy
December 2010
8 Essentials of Marketing
January 2011
9 Leading the Effective Sales Force
10 Mergers and Acquisitions
By XLRI, JAMSHEDPUR
Sl. No.Title of the ProgrammeDuration
1Leadership and Decision MakingJul.02-Jul.04
2Effective MarketingJul.13-Jul.17
3Mentoring and Coaching for Personal and Performance
EffectivenessJul.19-Jul.21
August 2010
4Manufacturing ManagementAug.09-Aug.13
5The Art and Science of Behavioral InterviewingAug.16-Aug.17
6Communication and Presentation SkillsAug.30-Sep.02
September 2010
7Capturing Rural Markets: Bottlenecks and
StrategiesSep.06-Sep.08
8Strategic Management for Business LeadershipSep.13-Sep.15
9Brand Management for Corporate Growth and
ProfitabilitySep.13-Sep.16
10Teamwork Competency for High PerformanceSep.17-Sep.19
October 2010
11Negotiations - The Art of Win-Win Deal MakingOct.04-Oct.07
12Emotional Intelligence and Interpersonal
SkillsOct.05-Oct.09
November 2010
13Finance for Non-finance ExecutivesNov.15-Nov.19
14Project ManagementNov.22-Nov.26
December 2010
15Effective Performance ManagementDec.06-Dec.10
16Interpersonal Effectiveness through Communication
SkillsDec.13-Dec.16
17Creativity, Problem Solving and Decision
MakingDec.13-Dec.17
January 2011
18Beyond Coping -Thriving under stress in the
workplaceJan.11-Jan.14
19Logistics ManagementJan.17-Jan.21
London Business School
Sr. no.
ProgrammeDate
June 2010
1Essentials of Leadership20 June -25 June
2High Performance People Skills27 June 31 June
July 2010
3Strategic Decision Making05 July-06 July
4Coaching for Performance15 July-16July
October 2010
5Emerging Leaders Programme17 October 2010
November 2010
6Advanced Corporate Finance08 November
KELLOGGs MDP
Sr. no.Programme
August 2010
1Leading the Effective Sales Force
September 2010
2Leading and Managing People
3The Leadership Journey: Creating and Developing Your
Leadership
October 2010
4Advanced Management Program
5Executive Negotiation Workshop: Bargaining for Advantage
6Finance and Accounting for the Non-Financial Manager
November 2010
7Competitive Marketing Strategy
April 2011
8Leading Organizational Change
HARVARDJuly 2010
Jul 1824, 2010Finance for Senior Executives
JulNov 2010General Management Program
Jul 2010Jan 2011Program for Leadership Development
October 2010
Oct 2429, 2010High Potentials Leadership Program
April 2011
Apr 48, 2011Leadership Best Practices
May 2011
May 26, 2011The Women's Leadership Forum
May 813, 2011Strategic Negotiations
Future Programs
May-12Business-to-Business Marketing Strategy
Part -2
Learning & developmentLearning is acquiring new knowledge,
behaviors, skills, values, preferences or understanding.
Learning is the act or experience of one that learns; knowledge
of skill acquired by instruction or study; modification of a
behavioral tendency by experience."What is a "Learning
Organization"?
A "Learning Organization" is one in which people at all levels,
individually and collectively, are continually increasing their
capacity to produce results they really want.
The learning organization is "an organization which facilitates
the learning of all its members and continuously transforms
itself.
Ways of learning:
Just as there are a number of modes for getting a person from
one point to another (e.g. walking, car, bicycle, plane), there are
a number of modes for getting the message to the learners i.e.
learning.
Some of these modes of learning are as follows:
1) Learning portals - e-lessons, e-quizzes, virtual labs and
e-lectures2) Coaching3) Counseling4) Job rotation
5) Action learning
6) Active/Experimental learning
Case studies
Games Simulations In-basket exercise Reflections or
introspection Surveys Role playing Fishbowls Icebreakers
Visualization Modeling
e- learning
7) Boot camp
8) Programmed learning
9) Lectures
10) Conventional classroom learning
11) Telecommunication
12) Video
13) On the job training
RESEARCH TOPIC:To conduct learning & development survey for
the employees of the company.
RESEARCH OBJECTIVES:
To understand the constraints in learning & development for
employees.
Assessment of developmental needs & areas of improvement
To give recommendations for the improvement of learning &
development
RESEARCH DESIGN:The research design used is Exploratory. For my
research on Employee Learning & Development primary &
secondary data collection method will be used.BENEFITS OF THE
STUDY:The study will help JSW to know what the employees think
about the learning and development.
They can use the survey results to identify the areas of
strength and opportunity
What specific actions are needed to improve the organisations
learning 7 development strategy.IMPORTANCE OF THE STUDY:The
learning & development of the employees have a direct impact on
the employees development and thus on the development of the
organization as a whole. The survey will be helpful in
understanding of the action plans to be taken to enhance learning
in JSW. LIMITATION OF THE STUDY:
Because of the small sample size , the information gathered
might not be accurate.
Time constraint has restricted the study to a certain
extent.
The findings of the study will be based on the information
provided by the respondents and hence may be biased.
RESPONSE CHOICES:A 5- points likert scale is used in the survey
and one open ended question which asks for employee
suggestions.COMPLETELY AGREEAGREENEUTRALDISAGREECOMPLETELY
DISAGREE
METHOD OF ANALYSIS:Strength: Survey items that are 65 percent or
more positive ( Completely Agree/ Agree) are considered an area of
strength.Weakness: Surveys items that are 35 percent or more
negative ( completely disagree/ disagree) are considered an area of
weakness.Neutral:
PRIMARY DATA COLLECTION PLAN:
A) METHOD OF DATA COLLECTIONPrimary data has been collected by
way of survey.B)INSTRUMENT OF DATA COLLECTION:
The tool used for data collection is Questionnaire.
C)SOFTWARE USED:
Microsoft Excel, Microsoft Word
SECONDARY DATA COLLECTION PLAN:
It has been collected by internet & books.TARGET
POPULATION:
Target population includes employees of JSW Steel Ltd., Peddar
Road Division.
SAMPLING ETHOD:
PROBABLITY APPROACH: Every individual in the sampling frame has
an equal chance of being included in the sample .SAMPLE SIZE:The
sample size for the project is 42.
SAMPLE UNITS:
Male and female employees of JSW Steel Ltd.
DISTRIBUTION OF THE SURVEY
DATA COLLECTION AND ANALYSIS
Apart from knowing your job, Learning is essential for the
growth of the employees.
Junior EmployeesManagersOverall
Completely Agree101626
Agree6814
Neutral202
Disagree000
Completely Disagree000
Total182442
We get good opportunities at our work to learn and develop
ourselves?Junior EmployeesManagers
Completely Agree516
Agree68
Neutral30
Disagree20
Completely Disagree20
Total1824
Firsthand experience on strategic problem solving, decision
making and leader ship skills through case studies and competitions
will be helpful for the employees development.
Junior EmployeesManagersOverall
Completely Agree141630
Agree246
Neutral426
Disagree000
Completely Disagree000
Total202242
Knowledge sharing and information dissemination is easier
through which of the following mediums?
Junior EmployeesManagersOverall
Meetings61218
Virtual class rooms (Online)7714
Any other7310
Total42
Training, development and mentoring needs are better assessed
and imparted by which of the following persons?
Junior EmployeesManagersOverall
Senior or High potential employees82028
External trainers538
Any other516
Total182442
Monthly discussion forum between employees and Industry experts
will enhance employee knowledge, improve interaction &
communication and provide multiple perspectives?
Junior EmployeesManagersOverall
Completely Agree141630
Agree246
Neutral213
Disagree303
Completely Disagree000
Total212142
High potential employees must be given additional roles and
responsibilities to groom them to become future managers and
leaders?
Junior EmployeesManagersOverall
Completely Agree5712
Agree10818
Neutral426
Disagree303
Completely Disagree213
Total241842
Learning and training needs can be better imparted through which
of the following mediums?
Junior EmployeesManagersOverall
Mobile - SMS5712
Online51015
Classrooms5510
Any Other325
Total182442
Learning programs should also be imparted to family members of
the employees
Junior EmployeesManagersOverall
Completely Agree211536
Agree123
Neutral000
Disagree303
Completely Disagree000
Total251742
Our ideas and suggestions are appreciated by our senior
managers?
Junior EmployeesManagersOverall
Completely Agree4812
Agree358
Neutral3912
Disagree7310
Completely Disagree000
Total172542
Secondary Data:Analysis of various ORGANISATIONS learning &
development practices:1) ONGC India sets up e-academyOil and
Natural Gas Corporation Ltd is taking the initiative to enhance
better skills and output for its employees through 24x7 Learning,
India's premier talent lifecycle management company. 24x7 Learning
has entered into a strategic alliance with Scotland-based Atlas
Interactive Ltd, an oil and gas industry eLearning content
specialist.
Performance Management Program, which ensures that employees
have a clear understanding of their goals and expected behaviors
and how those are linked to the company's goals and aligned with
our vision and values. Additionally, the program focuses on
employee development to ensure that every employee is continually
learning and developing to position themselves for future business
challenges.
Leadership Academy, which is designed to provide directors,
managers, superintendents and first-line supervisors with
high-quality workshops dedicated to enhancing their leadership
skills. Many of the workshops are led by PG&E officers, and the
curriculum is progressive, allowing for the introduction of new
workshops as needs are identified.
Leadership Coaching, which is an ongoing partnership designed to
help employees throughout the company produce fulfilling results in
their professional lives. Through the process of coaching,
employees deepen their learning, improve their performance and
enhance their quality of life.
2) McDONALDS:
MOBILE LEARNING
McDonalds plans to use Nintendo DS as a training tool in its
Japan locations. According to Networkworld.com, the fast food giant
is developing a program for use on the popular gaming console
called eSmart. McDonalds is reportedly investing over $2 million
(US) to place two DS consoles in all 3,700 McDonalds locations in
Japan this year. The target audience for this program are
part-time, new hire employees.3) GE s L&D options
GE has set up a comprehensive learning & development program
for all employees. The company invests about US$1 billion annually
on such programs from assembly lines to corporate classrooms to
boardrooms.
One such initiative GE has set up is a comprehensive business
development course designed for the functional and unit business
heads. The course sees each head undergoing simulations in running
other business units in order to develop broader business skills.
The CFO might take up the role of COO in the simulation, for
example, while a senior HR executive could be shouldered with the
position of CFO.
It forces people to take on different roles and run a fairly
sophisticated simulation against other teams. You can see how they
interact, make decisions and interpret data. It gives them an idea
of what the basic skills are in other functions.
4) APOLLO TYRES:Culture of Constant Learning
All training programmes are consolidated under the Apollo
Laureate Academy. In collaboration with leading institutes like the
Indian Institutes of Management, Management Development Institute,
IMD, Dale Carnegie Training and knowledge partners like Mercer and
Thomas Profiling, domain-specific training needs are identified and
programmes developed especially for Apolloites, to address the
entire gamut of functions from sales and marketing to
manufacturing, technical, commercial, engineering, quality
processes, soft skills and inter-personal skill development.
The Apollo Laureate Academy encourages individuals to attend
seminars, meets, conferences and workshops taking place in the
public domain, to ensure both professional growth and learning, as
well as to build relationships and network with similar communities
across industries.
For the vital sales and marketing and manufacturing teams,
specialised programmes have been developed to enhance skills, and
identify individual areas of strength. These include modules at the
Indian Institute of Management, Ahmedabad, for senior management,
Hero Mindmine for field training and the Ashok Leyland Training
Centre for technical training, besides others.
Simultaneously, three prestigious leadership development
programmes cut across all functions and locations, where
high-performing individuals, from senior, middle and junior
management, are hand-picked to enhance their global management
skills through the Enhanced Leadership Development Programme, the
Advanced Leadership Development Programme and the Supervisory
Development Programme.
Culture of Innovation
Looking beyond the obvious and exploring diverse opportunities
is encouraged and respected at Apollo Tyres. Innovative, or what is
called out-of-the-box thinking, is rewarded. These range from
appreciation notes from senior management, the plant-level Kudos
Club and Achievement Award certificates and even financial,
non-financial and paid holiday package rewards. But employees have
found that their best reward comes when their idea is acknowledged
amongst all employees, and they are asked to work on the idea and
implement it as part of their direct contribution to Apollo's
phenomenal growth plans.
5) ADITYA BIRLA GROUP:For enhancing the managers learning
process, a knowledge portal has been developed called Gyandhara or
knowledge@desktop where three services are offered: ::E-books that
provide managers with the continuous "stay in school" resources and
materials on cutting edge thought leadership skills.
::Bimonthly e-newsletter that provides the latest updates on
industry trends and management news.
::The research assistance facility that guarantees a response
time of less than 72 hours ensures that managers receive prompt
responses to their queries.
The Aditya Birla Group strongly believes that these three types
of services that are offered in the knowledge portal will continue
to keep managers engaged and challenged in their pursuit for
greater knowledge in honing their skills and competency levels.For
every employee in the company, there is the group intranet that is
affectionately known as Adityadisha. As with a corporate intranet,
this learning channel serves as the information gateway and
repository for corporate information and internal communication
from the management. It contains various features such as a career
helpdesk, and management circulars including access to multiple
learning sites that cater to the various needs and requirements of
the employees, managers, and non-managers alike.The last learning
channel is Anubhav, which is a knowledge repository that houses
more than 600 organisation case studies on the company's success
stories, learning experiences from real-life, and practical
problems and issues including solutions shared by practicing
managers of the company.Observation and analysis:
CHALLENGES FOR JSW:
1. Time constraint:
Time constraint poses a big challenge in front of learning &
development process. Its tough for employees to strike a balance
between attending to work & investing time for learning.
2. Challenging assumptions that drives the leadership style
& how organization should run.
3. Need for learning in the infrastructure.
4. To develop the line managers as learners & trainers.
5. Developing questioning attitude in people without undermining
delivery of performance i.e. attitude to challenge the status
quo.STRATEGY FOR ACTION:
1. Create excitement for learning: There is a need to create an
interest & excitement among the employees for learning . It can
be done by various ways like:
Quiz
Family learning
Marketing the programs effectively among the employees
2. Onus for learning lies with individuals themselves. Self
development programmes will help the employees develop
themselves.
3. Leverage IT & technology to fasten the learning
process.
4. Developing informal forums to foster learning among the
employees.
5. Developing leaders as coaches & trainers.
6. Reward & recognition for best learners- sabbaticals,
incentives for trainers.
JSW DEVELOPMENT Matrix
Thought leadership
Strategic leadership development
Driving strategic initiatives project managing skillsSkills to
manage functional managersManaging cross functional managers
Leadership expertise: leadership skills development,
Team management skills developmentDeveloping skills to manage
business
Core skills development focusing on individual effectiveness
like:
Communication skills
Decision making
Interpersonal skills
Financial skills
Marketing skills
HR skills
JSW LEARNING & DEVELOPMENT
RESPONSIBILITIES LEARNING DEVELOPMENT
RECOMMENDATIONS:
FOR SENIOR MANAGERS:
JSW BUSINESS LEADERSHIP COMPETITION (JBLC):
Competition between teams formed by top B- school students &
JSW employees.
Students will be given a strategic problem/ situation.
They will have to make a presentation to senior managers.
The evaluation will be done on following parameters:
Creativity
Speed
Clarity
The winning team will get JBL Award (JSW Business Leadership
Award).
There will be two category of winners- institute winners &
In house winners
BENEFITS:
It will check the business acumen, analytical skills of the
participants.
It will create awareness among students about JSW.
MIND SHARING SESSION:
It will be in a virtual classroom i.e. online
It can be held monthly for an hour.
Its a discussion among senior members of cross functional
areas.
BENEFITS:
It will provide immediate access to information. There will be a
sharing of current development in everyones own area .
People will be updated of the current developments in cross
functional areas.
It will reduce the need for time-consuming meetings, and allow
an accurate record to be kept of project details and employee
productivity.
It will encourage employee collaboration
TRAIN THE TRAINER:
The senior or high potential employees will be trained to coach
their sub-ordinates .
Line Managers are expected to play as coaches to their team
members.
This will enhance their self development as well as people will
also connect easily with what their own people are saying.
People will learn themselves in order to teach others.
An immediate feedback will be taken which will tell the mentor
where he/she needs to improve.
BENEFITS:
Self development of senior employees.
Cost effective
Greater impact
Queries solving
FOR MIDDLE LEVEL MANAGERS:
MONTHLY DISCUSSION FORUM:
This will be a classroom discussion wherein there will be an
interaction between employees & the expert invited. The session
will start from the speaker putting the them of discussion forward
, then employees taking it forward giving real life examples &
a healthy debate will take place. The session may be for 2hrs ,
concluding by the experts opinion on the topic.
BENEFITS:
It will help building knowledge .
People will have exposure to multiple perspectives
It will enhance the interaction & communication among
people.
People will be able to expand their horizon of knowledge.
People will learn how to implement theory in practice.
FOR NEW JOINEES:
INDUCTION:
The new joinees undergo an induction program of 15 days to learn
the work culture of JSW and have an overview about jSW. They are
made to visit different plants of jSW wherein they get an
opportunity to actually see various processes & a great
opportunity to learn.
FOR HIGH POTENTIAL EMPLOYEES:
HOT JOB FOR HOT PEOPLE:
Every year the management committee can identify around 50 jobs
that could be the most impactful jobs for the year, either because
it is an area of growth or a strategic pursuit for the group.,
roughly 7-10% of jobs based on their complexity & impact to the
business Hot Jobs are opportunities with very high visibility in
the company and provide a chance to the employees in HP/SHP pool to
create an impact at the organizational level.
In terms of compensation, employees could receive rewards as
scholarship to the HPEs children or other family members. The best
performances of the year may be rewarded with holiday packages.OPEN
FOR ALL:
FIELD TRIP: This will be a quarterly exchange program wherein
selected people from 0-10 yrs experience form one group, 10-20 yrs
form another group and 20 yrs & above will form another
group.
These people will be sent on a trip to non competitive
companies.
They will be asked to give a presentation on their field
trip.
Best presentations will be rewarded.
Also people will be asked as to how can they implement what they
learnt in their trip for the growth of JSW.
Best implementations will be rewarded.
BENEFITS:
It will inculcate creativity in people.
It will broaden the employees horizon of knowledge.
SMS/ MOBILE LEARNING:
Mobile is surely the future of learning. There are many benefits
of mlearning over other means of learning like:
SMS is easy. Practically everyone knows how to send and receive
an SMS. 53% of planet uses it.
SMS is fast. Actually 720 times faster than email.
SMS can reach all types of mobile phones. No special device
feature neither high connection speed needed.
So, we can send a weekly-theme SMS to all the employees and keep
a weekly test & reward the winners with gift vouchers.
We can have
SMS Quiz
Updates
e- Learning:
This will be an online module wherein various training programs
with the contents in the language of employees choice will be
available 24x7 and employees can log into it as and when they need
it. There can be a software incorporated within the system like
LMS( Learning Management system) which can keep a record of log in
hours, thus ensuring its effectiveness. This will be open for all
employees. We can have e- learning programmes for various skills
development like presentation skills, communication skills, etc. e-
learning can be blended with animation to make it more
interesting.
We can integrate e-learning system with the JSWs information
system .In that way, it will become easy to synchronize employees
training with their performance appraisal, skills inventory,
succession plans, etc.
BENEFITS:
It will be a very easy & time saving way of learning.
People can learn at their own pace.
It will be cost effective
FAMILY LEARNING:
There should be family learning programs which will encourage
the employees to learn.
ANNUAL DINNER:
An annual dinner should be organized for all employees from
across all the verticals of JSW in which they can interact with
each other, share the values of the organization .This will enhance
their knowledge & benefit the organization.
There should be actually a blending of training, coaching and
action learning in order to achieve the desired individual goal
aligned with the organizational goal.
Only providing training is not a solution to it. There can be
70-20-10 module implemented for developing the workforce wherein
70% of learning happens on the job, 20% through mentoring, and 10%
through training and coursework.There should be a separate
department dedicated to learning & development of the people
who can accurately identify the needs of the people and plan their
development and which can focus on creating learning &
developing the culture, building awareness of organizational
learning.
PART-3 COMPETENCY FOR HPEsIdentifying High Potential
Employees
High Potential Employee (HPE) is an employee who can take up
higher level responsibilities and deliver excellent business
performance over a period of time. Some of the attributes displayed
by HPEs are Drive & ambition, Learning agility, Business
Acumen, People Acumen and Analytical & Number Skills. It is
highly essential to identify potential of people or identify HPE
very accurately. It the right people are not chosen purely based on
potential then it would lead to poor talent management.
Organisations world over use several ways and means to identify
HPEs, for example, Assessment Centers, Psychometric Tests, 360
degrees feedback, etc. are some of the tools to identify HPEs. But
none of the above tools can be a substitute to feedback or opinion
given by direct superiors/ managers of the employees. This is
because it is the direct supervisor who interacts with the employee
day in day out.
Hence, the manager is in a position to accurately identify high
potential. In order to accurately identify potential, the manager
needs to:
a. Observe keenly- BEHAVIORS, DECISIONS & ACTIONS of the
people.
b. Ask the right questions to gain better understanding of
people.
c. Get feedback (through dialogue / debate) about the person
from multiple sources.
This booklet has been designed to assist all managers &
leaders in identifying the high potential employees within the
organization with the help ofvarious guidelines provided in it to
do so.
Identification of HPEs is a part of our ongoing efforts to
identify & develop HPEs to take higher level
responsibilities.Meaning of High Potential
High Potential Employee (HPE) is one who is capable of taking up
higher level responsibilities.
Some of the critical traits displayed by High Potential
Employees are:
1. Drive & AmbitionDrive is showcased by people who are
ambitious and always ready to take up leadership roles and higher
responsibilities. Is persistent in his efforts to achieve goals or
results and does not give up in the face of difficult
situations.
2.Learning agilityLearning agility is the passion to learn and
the ability to rapidly master new skills. It implies actively
identifying new areas for learning; regularly creating and taking
advantage of learning opportunities; using newly gained knowledge
and skill on the job and learning through their application.
3.Business AcumenBusiness Acumen is the ability to comprehend
the total picture of a business and how it makes money. It implies
understanding the breadth of the business beyond own functional
area and apply that understanding to advance the business.
4.People AcumenThe ability to mobilize others to accomplish a
vision, a goal, or a task. It is also the ability to get the best
out of individual employee and the people/team collectively
5.Analytical & Cognitive abilityIt implies approaching a
problem by using logical, systematic & sequential approach.
How to identify High Potential Employees?
Or
How to identify potential in employees?
High Potential Employees are the pillars of every organisation
and hence identifying them is of high importance. One can identify
a High Potential Employee in the following manner:
d. Observe keenly- BEHAVIORS, DECISIONS & ACTIONS of the
people.
e. Ask the right questions to gain better understanding of
people.
f. Get feedback (through dialogue / debate) about the person
from multiple sources.
In order to do this, it is extremely important for a superior/
manager to do so in the following manner:
1. Understand people by their BEHAVIOR, DECISIONS &
ACTIONS.
2. Spend quality time with your people to understand them
(BEHAVIOR, DECISIONS & ACTIONS) and what they are doing
3. Sharpen your observation skill through practice.
4. Sharpen your ability to ask right questions to people and get
more insight about their behavior, decisions & actions.
5. Be open, unbiased and objective while observing or assessing
peoples potential.
6. Debate/ dialogue about people and get feedback from multiple
sources.
What to observe?
Drive & Ambition
Drive is showcased by people who are ambitious and always ready
to take up leadership roles and higher responsibilities. Is
persistent in his efforts to achieve goals or results and does not
give up in the face of difficult situations.
Positive Behaviors
1. Has an ambition for leadership role.2. Willing to take
control and exercise leadership.3. Has passion and vision regarding
what the unit or company can achieve.4. Demonstrates drive and is
prepared to go beyond the scope of his role/ authority.5.
Demonstrates long-term persistence in spite of obstacles and
barriers.6. Takes personal risk to achieve goals.7. Take action on
a project without being asked by ones manager/supervisor/team
leader.8. Sets high standards of performance for self and others.9.
Exhibits desire to go beyond his/ her routine tasks.10. Is a self
starter. Initiates action.11. Drives both himself and others in the
pursuit of results. 12. Tends to be more contemporary than his/her
boss.
Learning agility
Learning agility is the passion to learn and the ability to
rapidly master new skills. It implies actively identifying new
areas for learning; regularly creating and taking advantage of
learning opportunities; using newly gained knowledge and skill on
the job and learning through their application.Positive
Behaviors
1. Is passionate about learning and growing.
2. Is stimulated by challenge.3. Willing to take stretch
assignments to tax his/ her abilities in order to learn and grow.4.
Strives to find the answers he/she doesnt know.5. Is prepared to go
an extra mile by learning for performing a new task.6. Learns and
utilizes new technology.7. Reflects and seeks feedback and adapts
behavior to the feedback.8. Proactively seeks learning new skills
beyond his area.9. Demonstrates a pattern of rapid learning over
time.10. Forces himself to move out of his `comfort zone and
experiment and possibly fail a number of times.11. Learns from his
own and others experience.12. Actively seek out new learning
opportunities and targets learning activities to meet required job
skill.
Business Acumen
Business Acumen is the ability to comprehend the total picture
of a business and how it makes money. It implies understanding the
breadth of the business beyond own functional area and apply that
understanding to advance the business.
Positive Behaviors
1. Demonstrates sound business sense and how business makes
money i.e. managing the profit and loss as well as the balance
sheet of a business in the context of the external world.2.
Understands business financial measures and is able to express the
benefits of the initiatives in financial terms.3. Choose the right
goal and its indicators that advance the business both in short and
long term.4. Demonstrates high regard for company profitability 5.
Desire and ability to see the bigger picture6. Remain up-to-date
with relevant business and market realities.7. Make trade-offs for
making money on a sustained basis.8. Ability to make decisions
keeping in view both the short term and long term prospects.9.
Understands the business cycle and is able to influence key
business strategies and initiatives.10. Shapes and redefines the
capabilities of the function to support changing business needs.11.
Identify and exploits business opportunities for revenue and margin
contribution12. Directs resources towards profit and revenue growth
opportunities
People Acumen
People acumen is the ability to mobilize others to accomplish a
vision, a goal, or a task. It is also the ability to get the best
out of individual employee and the people/team collectively
Positive Behaviors
1. Able to influence people and gain their support.2. Sets clear
goals for people and give regular feedback.3. Coaches people
judiciously to improve their performance.4. Able to diagnose and
fix problems of coordination and social relationships among groups
of people.5. Can get the people working well as a team.6. Retain
the people who advance the business7. Good insights to anticipate
problems among individuals who must work together and to get them
resolved.8. Has innate desire to work with diverse people.9. Has
good networking skills10. Creates new opportunities for people.11.
Exhibits an enthusiasm for selecting people who are better than
himself.12. Naturally cultivate broad range of social networks that
permeate the company including subordinates, peers, supervisors and
the outside world.13. Show courage to deselect non deserving people
with dignity14. Accurately identify people's talent & help them
flourish by fitting them in job where their potential can be
utilized properly15. Empowers people & rewards good work.
Analytical & Cognitive ability
It implies approaching a problem by using logical, systematic
& sequential approach.
Positive Behaviors
How to Spot a Leader?
Many people who think they know how to recognize a leader focus
on highly visible attributes & skills, such as analytical
brilliance, charisma, the ability to make great presentations, and
the drive to succeed. These are fine things to have, but they arent
sure signs of leadership ability. Look instead for the actions,
decisions, and behaviors that reveal true leadership potential:1.
What is the persons ambition? Is it clearly for a leadership role,
or is it oriented more toward making an individual contribution?2.
Does she take pride in accomplishing goals on the basis of her own
ability, or does she talk about bringing together & motivating
others to achieve goals?3. Does the person seem curious about
subjects outside her area of expertise?4. Does she have a grasp of
the business & basics of money making?5. Can the person
articulate clearly the requirements for doing her bosss job well?
Her bosss job?6. How does the person ensure that she is continually
learning?7. How well does she deliver results and what is
extraordinary about the results?8. Does this person have an
incessant drive to shape the external environment & make
progress?9. Does she like to work with diverse, high caliber
people, or does she bring along with her to a new job the people
she is comfortable with and who are loyal to her?10. How driven and
passionate is she about leading? Is it just about talk? Or is it
realistic?11. Is the person dealing with increasingly complex and
uncertain situations and using the occasional failure as an
opportunity to learn?12. Is there clear evidence that this person
has a methodology to continue to build new skills and hone her
personality traits to achieve her dream of what she wants to
become?
Source: Leaders at all Levels by Ram CharanInduction, specific
training by departmental heads, SMS learning
JOINEE
INDIVIDUAL CONTRIBUTOR
PERSONAL EFFECTIVENESS
CORE SKILLS DEVELOPMENT
e- learning, field trip, SMS learning, Classroom training
JUNIOR
OWN PRODUCTIVITY
PROJECTS DEVELOPMENT
TEAMS DEVELOPMENT
Weekly learning forum, e-learning, field trip, coaching &
mentoring, SMS learning, classroom training
MIDDLE
UNDERSTANDING OF LEADERSHIP COMPETENCIES
ANALYTICAL SKILLS FOR EFFECTIVE BUSINESS
DECISION MAKING
EXECUTION
Monthly discussion forum, e- learning, field trip, in house
training by bosses, SMS learning
HIGH POTENTIAL
EMPLOYEES
(EXTERNAL, INTERNAL)
Feedback
RESPONSIBILITIES
Individual contributor
Contributes through others
Provides direction to managers
Provides direction to entire organization
Developing general management skills
Individual
Development
Functional skill Development
Learn the work culture
Learn the details of the job
BEST PERFORMANCE OF THE YEAR
REWARDS
Hot job for hot people
SCHOLARSHIP TO FAMILY MEMBERS
REWARDS
Content building