Training and Development of Organisation

Submitted by

ARVETI PHANI SURYA KIRAN

Register No: 18397019

MBA (2018-2020) –SEMESTER 2

Course Professor: Dr. R. Prabhakara Raya

HUMAN RESOURCES MANAGEMENT

DEPARTMENT OF MANAGEMENT STUDIES

PONDICHERRY CENTRAL UNIVERSITY

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INDIAN COMPANIES
RELIANCE COMMUNICATIONS

EMPLOYEE TRAINING AND DEVOLOPMENT

From navigating new HR legislation to handling new equipment, from incorporating new
manufacturing procedures to initiating new social marketing channels, a company is like a living
plant. And while your focus is above-ground, driving revenue, our focus is on maintaining a
healthy root system, where you can depend on Reliance HR to be...

Training is key to excellence. Development is essential for innovation. Reliance HR specializes

MANAGEMENT TRAINING

Training is the fastest, most effect way to ensure internal compliance from the top down, in
everything from harassment to safety and other policies. This minimizes corporate exposure in
the unfortunate case of an event. Remember, the one thing that's 100% predictable about people
is that they're unpredictable.

In addition, better-trained managers means better management, resulting in higher productivity,

EMPLOYEE TRAINING

A wealth of research shows that online learning coupled with classroom experience results in the
fastest, most effective training. So whether you need to train salespeople or managers, service
workers or teleresponders, outsourcing their training to Reliance HR makes good business and
financial sense.

Not only is Reliance HR more cost-effective than developing your own internal training
program, but our employee training includes periodic online performance monitoring, which
reduces your manager workloads.

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TRAINING AND DEVOLOPMENT

Your staff can train off-site, without distractions, where the focus can be intense and the duration
is generally shorter. Or on-site, in real time, where actual incidents and interruptions turn theory
into fact - and invaluable experience.

TATA MOTORS

We've always had a reputable name in the Indian automobile industry and as one of the pioneers
of this industry, we've set benchmarks in terms of design, technology and even provided
solutions in the sustainability sphere. This was undoubtedly no easy task, but it's only because of
a hardworking and dedicated task force that we have been able to achieve this. We, thus, work
towards empowering our employees to help them excel in their fields while also taking their
welfare into serious account.

In order to tap into their potential, we provide a platform that pushes our staff to their limits
while simultaneously enhancing their skill set. Here, our efficient human resources (HR) step in
to determine the skill set required based on our corporate and locational strategies. In accordance
to this, we align our young talent, training programs and hiring plans. As part of our skill
development initiatives for the white collar employees' in the functional space, we have
appointed a governance body called as Learning Advisory Council (LAC) that makes regular
checks into the value of learning offered while also designing, implementing and reviewing the
learning agenda of the employees.

We give equal importance to both our blue and white collar employees. As for our blue collar
workforce, we have enforced a National Employability Enhancement Mission (NEEM) that
trains and enhances their existing knowledge. We also assess their improvement in these
programs through a performance index and knowledge index and conduct programs on vehicle
integration which are approved by Govt. (DGTT). Our white collar employees on the other hand
are appointed a Chief Learning Officer who organizes various sessions with managers on
strategy and technology. Here, the Learning Management System (LMS) platform places
emphasis on various leadership and techno-functional skill development programs for leaders.
Furthermore, a program called "i Teach" provides framework and practice to enhance the
training capabilities of employees who are internal Subject Matter Experts but need support on
facilitation skills. Additionally, in order to upskill the BHRs and ERs, a capability building
program has also been put in place, which enhances the core functional capability and also
provides an outside-in perspective from other organizations.

Furthermore, we have committed ourselves to developing our employees' functional, managerial

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We established Tata Motors Academy to address the development of various segments of our
workforce through a structured approach. Our motive behind the inception of this academy was
to strengthen knowledge, skills and expertise of our employees with an in-depth approach and
developing general management and leadership skills. Tata Motors Academy also provides
executive education for B. Tech, M. Tech, and Executive MBA degree.

While we organize programs to get the best from our employees, we also take responsibility for
their welfare. We ensure that they are able to avail statutory benefits like pension, gratuity, and
insurance as well as health benefits. Our personnel are also provided with accommodation in
plants where we maintain our own townships. Here, schools, hospitals and other public amenities
are made available to our employees at free or minimized costs.

At Tata Motors, we firmly believe in creating an organization with a balanced gender equation.
With this in mind, we have raised the percentage of campus hiring of women from 13% in 2016
to 19% in 2017 and have set a target of 25% for the 2018 batches. We also focused on
strengthening the personality and skill set of the women at our workplace by enlisting them for a
development program called 'Gear up', which also helps to augment leadership skills of women.
Additionally, we took into serious consideration the employment of women from small towns
and villages. We trained them through our structured technical education program and enabled
them to improve their skills. We have enforced a work policy across all our plants and offices
that allow women to balance their professional and private lives through the availability of six
months' maternity leave, sabbatical, work from home (corporate employees), half-day work and
crèche tie-ups.

At the core of our success lies our ardent workforce, whose development and welfare we promise
to constantly strive towards as a token of appreciation for bringing us this far in the automotive
industry.

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MNC
TOYOTA

Toyota Motor Corporation is a Japanese multinational automotive manufacturer headquartered

Training Method- Arun Mehla is a manager of training and development at TOYOTA.

2. Training by Presentation

3. Coaching

4. On-the-job training

5. Self-training

6. Job rotation

7. Movies/videos/computer-based training

8. Training by Group discussion

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9. Training by Seminar

10. Training by Projects

11. Panel training

12. Tutorial training

13. E-learning

Luxottica Group
Luxottica Group is a leader in the design, manufacture and distribution of fashion,
luxury, sports and performance eyewear.

Luxottica's international expansion has developed its geographic footprint worldwide. The
Group’s global wholesale distribution network covers more than 150 countries and is
complemented by an extensive retail network of approximately 9,000 stores, with LensCrafters
and Pearle Vision in North America, OPSM and Laubman & Pank in Australia and New
Zealand, GMO and Óticas Carol in Latin America, Salmoiraghi & Viganò in Italy and Sunglass
Hut worldwide.

T&D

The main forces of development are training, through an ample selection of courses, and regular
feedback and performance evaluations. Luxottica offers each employee the tools and
opportunities necessary to reach his or her own potential through a growth plan, thereby meeting
both personal and professional characteristics and needs.

Luxottica empowers individual employees to use its "Learning Advisor” digital platform. This
starts with a two-way dialogue between the employee and his or her direct manager to define a
professional development plan.

The performance evaluation process is the same throughout the Group and is carried out through
an annual "Talent Performance Review”. During this phase, the strengths and improvement areas
of each employee are identified, resulting in the planning of specialised training programs for

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that employee. Since 2013, Luxottica has been working on harmonizing evaluation criteria and
requirements for the development program across all its geographies.

The development of talent is a strong point for Luxottica, which pays particular attention to
youth. Its Junior Program allows each newly-employed young person to develop both the soft
skills and technical skills considered fundamental for his or her position.

One important part of the training plan relates to career development initiatives and actions for
two types of employees: employees considered ready to assume a position with a specific profile
(“ready now") or employees who are expected to assume certain roles or functions upon the
conclusion of a 3-5 year development program (“next generation”). Within this context there is
also a "succession plan” in the strategic positions of the Group.

Each country and local organisation defines the “key positions”, which include approximately
500 roles (heldfor one third by women), that represent skills considered fundamental to
maintaining the high level of quality and competitiveness the Group is known for. These “key
positions” are monitored constantly with the development of loyalty and retention plans to retain
talent.

SME
Vaani Carboxy P.Ltd

Vaani Carboxy P.Ltd was started in a very humble manner way back in 1967 by
the founder Shri KK Ramaswamy in his native chittor which is Andhra Pradesh

The Company was started with an initial investment of Rs 25000 in a plant area of
2000 Square feet with a single lathe and two workmen. The founder was the first
generation engineer from the reputed PSG College of Technology.

A major breakthrough came in the form of an order for spare parts from Vikram
Sarabhai Space Research Centre Trivandram. Based on quality and timely supply, a
major order for 100 MT Hydraulic Press, came the company way, which was also
effectively executed to their entire satisfaction.

Training program

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 The training program is given to each selected employee for one month. All their
work will be assisted by a senior person until their work is completed and as per the
quality required.

Government Organisation

LIC(Life insurance corporation)

TRAINING STRATEGIES IN LIC:

 Standard programme on repetitive basis.

 Role orientation courses in functional areas.

 Special courses and seminars.

 Sales training for supervisory and field personnel.

Methods of Training and Development

 On the job training

On the job

 Apprenticeship Program
 Job training program
 Job rotation

Off the job

 Class room lectures

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 1.Case study
2.Role play
3.Computer Modelling

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