training and development. team members sohaib khan imran jamil saleem khan shafquat ali kamran...
TRANSCRIPT
Training and Development
Team Members
Sohaib Khan
Imran Jamil
Saleem Khan
Shafquat Ali
Kamran Kashif
OverviewOverviewObjectives
Outcomes
Introduction & Overview of Organization
Training philosophy and top 3 goals
Level wise trainings
Managers attitude & coordination with training department
TNA process, development methods & measurement of post training
Required enhancement in competencies and limiting factors
Conclusion
Gap Analysis
Recommendations
Shafquat
ObjectivesObjectives
To understand the T&D structure
To identify the way of doing TNA
To learn the T&D practices of workplace
Implement the learning in to an action
To understand the T&D structure strategically
OutcomesOutcomes
Understanding of T&D process in organization
Ways of doing TNA
Exposure of T&D structure at workplace
Expertise in Implementing T&D at workplace
INTRODUCTION INTRODUCTION
Thal Engineering (Division of Thal Limited, a company of House of Habib) was established in 1996 starting with It is one of the largest
automotive parts manufacturers in Pakistan and is a major supplier of parts to all major automobile manufacturers in Pakistan.
Established Head office
Future projection
Current Location
1996 Karachi Open one unit in
Lahore
Korangi, Karachi
Company’s Information Company’s Information
No of Employees Products
Management 100 - 110 Auto Air Condtioners
Wiring Harness
Heater Blower
AC Controls
Non Management 700 - 750
Nature of Employment
PermanentApprenticeship
Nature of Organization
Manufacturing
Toyota, Honda, Suzuki, Land Rover etc
Training Philosophy Training Philosophy
Train and Develop people to keep them align with market
trends and enhance their performance level. Increase the productivity of organization and make employees competent
Sohaib
Top Three Goals of Training Department Top Three Goals of Training Department
1 To have professional trained team
2 Enhance the professional level of employee and raise performance
3 Develop the affiliation and belongingness
Training Budget Training Budget
% of Budget 1 – 1.5 Million
Monthly Frequency Exec: 1 - 5 JTM: 20 - 50
Types Technical Soft Skills/Behavioral
Levels for Trainings Levels for Trainings
Management
Y Senior
Y Middle
Y Junior
Y Any other in Management Level
Non Management Y All Staff
General Attitude of ManagersGeneral Attitude of Managers
Department RatingHuman Resources 1 2 3 4 5
Finance 1 2 3 4 5
Marketing & Sales 1 2 3 4 5
Admin 1 2 3 4 5
Information Technology 1 2 3 4 5
Production 1 2 3 4 5
Imran
Coordination with TrainingCoordination with Training
Department RatingHuman Resources 1 2 3 4 5
Finance 1 2 3 4 5
Marketing & Sales 1 2 3 4 5
Admin 1 2 3 4 5
Information Technology 1 2 3 4 5
Production 1 2 3 4 5
Training & Development StructureTraining & Development Structure
Process of TNA The TNA identified by Performance Appraisal. (Annually)
Tools for TNA Performance Appraisal Supervisor New Need
Owner HR & Concerned Department
Scope National and International
Basis Performance Appraisal and TNA
Development Methods (Training & Non Training)Development Methods (Training & Non Training)
TrainingClass Room P Seminars P
On Job P Workshops P
Exercise P
Non
Training
Vision Exercise P Counseling P
Mentoring P Coaching P
Post Training MeasurementPost Training Measurement
Tools How do they Work
ManagementEvaluation Form After training the trainee fill the evaluation
form from department
Summary Trainee made the summary of training for reflection
Conduct training After 3 months of training the candidate give presentation in the organization
Kamran
Post Training MeasurementPost Training Measurement
Non Management
1 A B C D E F G H I
2
3
4
5
6
7
8
9
Excellent V Good Good Fair
Steps to Enhance Organizational Capability Steps to Enhance Organizational Capability
• Mechanism of Proper TNA
• Training Path
• Competency Based Training
• Training according to budget
• Training according to predefined Patterns
Factors which are Limiting Growth Factors which are Limiting Growth
Factors SolutionProcess of TNA Proper Evaluation and checking
Training Process Align training according to Org objectives
Training Objectives & Outcomes
Conduct training according to defined objectives and predefined patterns
Training Assessment Case studies, reflection in work
Learning Environment More responsibilities
Choice of Trainees According to standardized TNA
ConclusionConclusion
Thal Engineering is a manufacturing organization. They are more involve in training of management and non
management staff.
The T&D is growing day by day. But right now in training & development some tools are on development process
like TNA, competency based training, allocation of proper budget.
Saleem
Gap AnalysisGap Analysis
TNA problems
Trainees choice is not good
No proper feedback after training specially in executives
No proper alignment of org objectives and trainings
Spend heavy amount on soft skills training but no utilization
Low competency focused trainings
TNA identified once a year
Recommendations Recommendations
Develop effective TNA according to KPI/JD
Trainee’s choice according to TNA
Get proper feedback by giving responsibility
Aligned training with org objectives at all level
After soft skill trainings get reflections
Work more on competency development
TNA exercise should be moiré than 1 I a year
Whatever Level You Reach, Getting Better Never Stops….