TRAINING

MANAGER
 SCENARIO
Systems was a 10-year-old unit with 300 employees. The company traded in both domestic and imported
products and had an 80% turnover (SKD kits). The cost of imports were 10 crores, and the previous year
revenue was 25 crores. Its activities were production oriented and not market oriented.
As a part of economic liberalization strategy, the Government of India had announced several policy
measures which resulted in discontinuation of SKD kits.

OPTIONS BEFORE THE COMPANY

Assemble at least a few of

Build up its domestic component products from Pursue after-sales service
trading activity locally sourced raw aggressively
materials
 KUMAR’S EXPERIENCE
Ashwin Kumar was hired as a training manager. He was responsible to ensure that the people in Systems developed
marketing skills.

He developed specific training packages for different organizational levels.

ISSUES FACED BY KUMAR

• Pesu Shroff ,the MD of the company, felt there was no need for a training manager, and he believed – “A salesman
is born and not trained”.

• Sales-manager was cynical to let people go for the 2-day training.

• No one showed interest in the training sessions.

• Managers themselves did not believe that the training will be effective.
 WHAT SHOULD KUMAR DO?
Pre-training:
• Understand organizational culture and engage in informal communication with the employees to win their confidence.
• He should apply top down approach.
• Make the MD and the employees understand the importance of the training program to achieve the business objectives.
• Connect and devise the training objectives to the needs and priorities of the company.

Training:
• Making the training sessions mandatory and motivate the employees by rewarding them for their active participation.

• Recorded audio-video training (Off the job training).

• Involve role-play activities.

• Arranging for field training (On the job training).

• Be able to connect the dots for the trainees, as well as senior management to keep everyone focused on the ultimate bottom
line.
Post-training:
• Take constructive feedback from the training sessions.
• Evaluation of training effectiveness by conducting performance review.
• Assess if the training objectives have been met – Have the sales gone up?
• Involve employees in Customer Relationship Management training programs.
• Provide refresher courses.

“Training helps teach vision and mission, but employees

must put the training into action for it to have meaning”
-Shep Hyken