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ISTD Diploma in Training and development

Paper-2 Human Resource development

RESPONSE SHEET No 1

Name: SABHARATNAM NARAYANAN Registration

No:75/24429

Question-1: How do you identify the training and development needs of an

organization?

ANS to Question -1: Training Needs Analysis: The process of identifying

training needs in an organization for the purpose of improving employee job
performance or Productivity

The productiveness of an employee is the important factor for the employer,

because the income or profit of the organization and employer is dependent
on the employees productiveness.
We mostly begin by assessing the current status of the company; how it does,
what it does best and the abilities of its employees to do these tasks. This
analysis will provide some benchmarks against which the effectiveness of a
training program can be evaluated. The organization or an employer should
know where it wants to be in its long-range strategic plan and organizational
need is a training strategy to take the organization from current situation to
developed upped step.

Secondly, consider whether the organization is financially committed to

support the training efforts. If not, any attempt to develop a solid training
program will fail.

Next, determine exactly where training is needed. It is foolish to implement a

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companywide training effort without concentrating resources where they are

needed most. An internal audit will help point out areas that may benefit from
training. Also, a skills inventory can help determine the skills possessed by
the employees in general. This inventory will help the organization determine
what skills are available now and what skills are needed for future
development.

ISTD Diploma in Training and development

Paper-2 Human Resource development

RESPONSE SHEET No 1

Name: SABHARATNAM NARAYANAN Registration

No:75/24429

Question-1: How do you identify the training and development needs of an

organization?

ANS to Question -1: Continued..

In summary, the analysis should focus on the total organization and should identify
where training is needed and where it will work within the organization.
When the organization has a clear idea to where training is needed, we will
concentrate on the content of the program. Analyze the characteristics of the job
based on its description, the written description of what the employee actually
does. Training based on job descriptions should go into detail about how the job is
performed base on a task-by-task. Actually doing the job will enable get a better
feel for what is done.
Individual employees can be evaluated by comparing their current skill levels or
performance to the organization's performance standards or anticipated needs. Any
discrepancy between actual and anticipated skill levels identifies a training need.
All above details and descriptions will help find the gap between standard or
expected performances and the actual performances. Training and development
need= standard (expected) performance - actual performance.Many needs
assessments are available for use in different employment contexts. Sources that
can help determine which needs analysis is appropriate for a given situation are
described below.

Organizational Analysis. An analysis of the business needs or other

reasons the training is desired. An analysis of the organization's strategies,
goals, and objectives. What is the organization overall trying to
accomplish? The important questions being answered by this analysis are
who decided that training should be conducted, why a training program is
seen as the recommended solution to a business problem, what the history of
the organization has been with regard to employee training and other
management interventions.
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Person Analysis. Analysis dealing with potential participants and instructors

involved in the process. The important questions being answered by this
analysis are who will receive the training and their level of existing
knowledge on the subject, what is their learning style, and who will conduct
the training.Do the employees have required skills? Are there changes to
policies, procedures, software, or equipment that require or necessitate
training?

ISTD Diploma in Training and development

Paper-2 Human Resource development

RESPONSE SHEET No 1

Name: SABHARATNAM NARAYANAN Registration

No:75/24429

Question-1: How do you identify the training and development needs of

an organization?

ANS to Question -1: Continued..

Work analysis / Task Analysis. Analysis of the tasks being performed. This
is an analysis of the job and the requirements for performing the work. Also
known as a task analysis or job analysis, this analysis seeks to specify the
main duties and skill level required. This helps ensure that the training which
is developed will include relevant links to the content of the job.

Performance Analysis. Are the employees performing up to the established

standard? If performance is below expectations, can training help to improve
this performance? Is there a Performance Gap?

Content Analysis. Analysis of documents, laws, procedures used on the job.

This analysis answers questions about what knowledge or information is used
on this job. This information comes from manuals, documents, or regulations.
It is important that the content of the training does not conflict or contradict
job requirements. An experienced worker can assist (as a subject matter
expert) in determining the appropriate content.
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Training Suitability Analysis. Analysis of whether training is the desired

solution. Training is one of several solutions to employment problems.
However, it may not always be the best solution. It is important to determine
if training will be effective in its usage.

Cost-Benefit Analysis. Analysis of the return on investment (ROI) of

training. Effective training results in a return of value to the organization that
is greater than the initial investment to produce or administer the training.

ISTD Diploma in Training and development

Paper-2 Human Resource development

RESPONSE SHEET No 1

Name: SABHARATNAM NARAYANAN

Registration No:75/24429

Question No 4- How do you design and conduct a specific training

program?

ANS to Question 4

To design a program a trainer has to assess several factors. First the trainer should
understand the need of the training. Then assess the training needs. Finally,
according to the assessment, design a specific type of training programme.
The training and development programme for workers, supervisors and managers
has to be designed separately.

Programme Designing.

The designing of the programme for the workers is normally done on the following
basis:
a)To improve job knowledge and skill to perform
b)To change attitude to improve industrial relations
c)To learn to produce quality products
d)To develop team spirit and belongingness

Designing of the programme for supervisors is done on the following basis:

a)Administrative control
b)Effective managerial practices
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c)Improved technical skill and knowledge

d)Redressing of total profile of a supervisor
e)Market competitions and government policies.
f) Optimize resources through better supervision and tight control.
g)Safety procedures. etc.
In addition to these methods we can also include other methods such as
1) Self development training
2)Training through laboratory
3)Grid team training
4)Training for team building

ISTD Diploma in Training and development

Paper-2 Human Resource development

RESPONSE SHEET No 1

Name: SABHARATNAM NARAYANAN

Registration No:75/24429

Question No 4- How do you design and conduct a specific training

program?

ANS to Question 4 continued.

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All the above mentioned training can be done through lectures or role play. After
studying the organizational objectives and identifying the Training and development
needs the following steps will be taken in designing the programme for workers,
supervisors and other managerial staffs.
They are :

a)Define the objective: Here one has to become clear about what training needs
to accomplish,purpose of the audience will be clear-determined by well-established
professional development needs & prioritize a spectrum of training needs before
determining training focus.

b)Match the objectives with training needs: Pre-training assessment form,

general information from participants, a brief, written survey as a part of the
registration etc, also review evaluation and feedback of past related training events

ISTD Diploma in Training and development

Paper-2 Human Resource development

RESPONSE SHEET No 1

Name: SABHARATNAM NARAYANAN

Registration No:75/24429
7

Question No 4- How do you design and conduct a specific training

program?

ANS to Question 4 continued.

c)Phase out the knowledge, skill and attitudinal changes desired: Here
clarifying expected outcomes,outlining training content,planning specific training
activities,selecting/developing materials,designing evaluation
procedures,communicating program intent to the participants and other
stakeholders, ensuring that the training is realisitic and appropriate for the purpose
intended.

d)Outline the programme: Introduction,icebreaker,learning components for the

participants to engage in activities leading to the accomplishment of the training
objectives, Wrap up and evaluation component helping bridge the gap between
training and implementation and promote a positive feeling of closure.

e)Determine training methodology and location for training: Variety of

training strategies, taking into account,participant learning style, Principles of adult
learning,Group size,Prior exp/education level,type of skill or information to be
presented & Trainers style.

f) Schedule the programme or the written training design: detailed plan of

the training session,including goals and objective, considering the skill
expertise,training style,comfort level of the trainer,clearly defining trainer roles for
different sets of training,use the training design during the training and make
midcourse correction.

g)Monitor the programme: Did the participants acquire the knowledge and skill
that the trainer was supposed to provide,were the trainers knowledgeable about the
content, were the activities used interesting /effective,was the format
effective,more such programs needed for support etc.

h)Develop evaluation and follow up actions: Evaluation post training

,newsletter/web posting,observe participant for a certain period post training and
check application,coaching /mentoring,study groups where participants meet
regularly and support each other, exchange new thoughts, Ongoing communication
between trainer and participants, some booster follow up sessions etc.

ISTD Diploma in Training and development

Paper-2 Human Resource development

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RESPONSE SHEET No 2

Name: SABHARATNAM NARAYANAN

Registration No:75/24429

Question No 2: What is OD intervention? How do you identify a particular

intervention and implement the same?

ANS to Question 2 :

OD Intervention : Organization Development is "an effort, planned, organization-

wide and managed from top, to increase organization effectiveness and health
through planned interventions in the organization's processes using beavioural-
science knowledge".

It is aimed improving performance at organizational, group and individual levels. In

a nutshell, OD
is a planned system of change.

In an effort to increase its viability and effectiveness, a company will employ

interventions as it implements various change agents. The purpose of such
interventions is to improve productivity, performance or behaviors through a series
of structured individual and team activities that focus on what employees do and
how they do it.
Eliminating Hierarchical Decision-Making
When creating developmental change in an organization, the responsibilities of
decision-making should shift from being a task designated to managers to one that
all the employees share. In healthy organizations, managers understand that
decision-making should occur where the sources of information are, which is not
always toward the top of the chain of command.
Focusing on Groups
Because teams make up organizations, not just individuals, change must primarily
occur in groups in order to make a difference in the culture. According to Marvin
Weisbord, groups within an organization must have a clear understanding about its
purpose, mission and goals, as well as the purpose and organization of the
company's structure. For change agents to be effective, employees and their
respective departments should have a good understanding regarding the various
departments within an organization and their relationships. Leadership in a
company must have a balance, not act as if it is "above the law" and provide
support to employees.
Building Trust
In order to create change and promote open communication, an organization must
have a culture of mutual trust. Managers cannot expect employees to trust them
automatically. Instead, in order to breed trust, managers must first show employees
that they are trusted.
Reducing Unnecessary Competition
While some competition is healthy, it is not always necessary to create change.
Instead of creating an environment focused on competition to help motivate
employees, a company should focus on creating a culture focused on collaboration.
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Collaborative conditions can help improve teamwork and communication, as well as

help employees feel their contributions are important.

ISTD Diploma in Training and development

Paper-2 Human Resource development

RESPONSE SHEET No 2

Name: SABHARATNAM NARAYANAN

Registration No:75/24429

Question No 2: What is OD intervention? How do you identify a particular

intervention and implement the same?

ANS to Question 2: Continued.

Investing in Employees
When a company invests in its employees, employees will invest their time and
talents back into the company. In addition to monitoring goals, providing feedback
and reinforcing positive employee activities, organizations should also work toward
developing the skills of their employees and enhancing their sense of well-being.
Such investments can include educational opportunities, providing employee
benefits and providing the support and tools needed to accomplish work efficiently.
Interim Measurements of Control
When working toward a goal, it is important for a company to understand that the
responsibility of achieving goals falls on all levels of the organization, not just
managerial strategies. Therefore, the organization as a whole, individual
departments and employees must evaluate their activities against set goals.
Active Employee Participation
Employees will support what they help build. In order to create change, all
employees should have opportunities to participate actively in the decisions and
achievements of their employer. Doing so will help create a sense of ownership and
loyalty in employees and help them to embrace change agents.
Strategic Interventions
Strategic interventions sometimes are necessary to create change within a
company and its relationship with the external environment. Such interventions can
include mergers or acquisitions, a rapid expansion of the market, new or increased
competition from another company or reestablishing relationships with
stakeholders.

The starting point is to be clear about the organizations objectives. Then choose
the appropriate OD intervention based on what the leaders, want to achieve.
Few examples of OD interventions:
1)Team building or bonding.

We need to build a team due to one of the following:

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A merger.
An organizational restructure.
A new team or project team.
New members joining an existing team.
A new leader joining an existing team.
Conflict within a team.
A need to get people from different departments or areas working together
ISTD Diploma in Training and development
Paper-2 Human Resource development

RESPONSE SHEET No 2

Name: SABHARATNAM NARAYANAN

Registration No:75/24429

Question No 2: What is OD intervention? How do you identify a particular

intervention and implement the same?

ANS to Question 2 :Continued.

A team of survivors with low morale after retrenchments.

A team that needs to improve its performance to achieve a new target.

Appropriate OD interventions include:

Basic team building.
Getting people to know what to expect from one another, and how to
work together in a way that brings out the best in each team member.
Building common values for the team.
Crafting a vision for the team.
Creating a role for the team.

2)Creating new paradigms.

We would want our team to challenge existing paradigms. We want them to:
Identify new opportunities for the team.
Develop new ways of delighting their internal and external customers.
Develop new 'value added services and products that will excite their
customers.
Imagine the future.
Get creative. Think 'out of the box.
Appropriate OD interventions include:
Get up to date trend research Strategic Trends Tool Political, Economic,
Social, Technological and Business Trends Providing research about
changing strategic trends.
Running a brainstorming session where the team brainstorms new
opportunities for their area, as a result of these trends.
Running a session where the team looks at how to use their strengths
in a different way.
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A creative team based strategic planning workshop.

ISTD Diploma in Training and development

Paper-2 Human Resource development

RESPONSE SHEET No 2

Name: SABHARATNAM NARAYANAN

Registration No:75/24429

Question No 3: How do you plan and implement career development

programme in your organization?

ANS to Question 3 : I work for Titan Company limited. I have been working with
them for the past 17 years. The following has been the initiatives for career
development in our organization in the last one year, there is a very good structure
to this now.
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Leadership Development for future roles: We have outlined the blueprint for a
three tier leadership development intervention that was launched in the second half
of FY 2015. This ties in closely with our talent management and succession planning
processes. Detailed learning journeys have been outlined for the Young Leaders and
Emerging Leaders tiers and has been implemented in 2016. The learning journey for
Senior Leaders is under development. While we work on these initiatives, we
continue to leverage programs at TMTC( TATA MANAGEMENT TRAINING CENTRE) and
leading business schools for leadership development. As part of this process, the
MD, CXOs, Board Members and former leaders were interviewed to identify key
leadership capabilities for the future. Basis this we have articulated a Leader
Competency Framework for Titan. This along with the TLPs (Tata leadership
practices)form the basis of our leadership development initiatives.

ISTD Diploma in Training and development

Paper-2 Human Resource development

RESPONSE SHEET No 2

Name: SABHARATNAM NARAYANAN

Registration No:75/24429

Question No 3: How do you plan and implement career development

programme in your organization?

Ans to question 3 continued..

Emerging Leaders Programme : L6-L9(Managers with 4-12 years exp) managers

have gone through a Potential Appraisal process using the ability, aspiration,
engagement framework, along with their past performance and rigorous calibration
process. 110 Emerging Leaders have been identified. The participants will go
through a 18 month long development journey that has been curated with TMTC
and DDI( Development dimensions International,USA). Recognising the Diversity of
experience we have further divided the group into two clusters internally termed as
EL1(4-7 yrs exp) and EL 2(8-12 yrs exp). While the structure of the learning journey
is the same the content of the various elements in the journey are customised to
each cluster. The key elements of the journey are available in Structured Leadership
Devlopment Figure.
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ISTD Diploma in Training and development

Paper-2 Human Resource development

RESPONSE SHEET No 2

Name: SABHARATNAM NARAYANAN

Registration No:75/24429

Question No 3: How do you plan and implement career development

programme in your organization?

Ans to question 3 continued..

Xchange : Titan has signed up to be part of a Leadership Development Consortium

along with leading organisations in Bangalore. The L & OD teams of participating
organizations identify themes that are relevant for all companies and each
organisation takes the lead in organizing a learning event around a particular
theme. At Titan we have positioned this event as an opportunity for our emerging
leaders to broaden their horizons and nominations are based on relevance.
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Young Leaders Program : Titan has invested in Young Leaders Programme

aimed at identifying leadership potential at an early career stage and accelerating
their development. This year we have identified 15 young leaders from 207
aspirants through a 5 stage selection process which included a battery of online
assessments and a day long assessment centre. The24 month development journey
for the leaders has kicked off with a leadership boot camp covering aspects of self-
development, power of feedback, personal brand, and an overview of the
opportunity called TITAN. As part of the journey the participants will also be given
an opportunity to pursue an E-MBA with a renowned B-School.

Catalyst-Titan has tied up with India Foundation for the Arts to launch a program
called Catalyst. As part of this program Titan employees get an opportunity to
interact with leading personalities from the field of arts, thereby widening their
perspective to help themselves explore new ways of work.

Apart from all of this a very high level goal setting process is employed for all
employees. During the process, the respective superior sits with the individual and
he /she puts an individual development plan for the person. The plan is recorded in
the PMS and the same is monitored for progress. This is a very robust process and
many developmental needs get addressed.

In the case of poor performers, there is a system to put them into a PIP process,
This helps them overcome their obstacles and provides them an opportunity to
improve.
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