Model Turnkey Package for Total Training of an organisation

Human Resource Development (HRD) encompasses a vast collection of features in a complex and constantly changing situation. Apart from professional and occupational proficiency, an array of different skills, that both the internal and external customers need, has to be identified. These include not only various management skills but also such skills as how to organize and / or manage a business profitably.

In the first phase of total training for HRD in an organization, JENTEK puts all out efforts for determining the necessary competence at each level and function of the organisation, as well as for identifying and monitoring the need for specific skills in all personnel in the real context of their work. Thereafter, JENTEK likes to plan, arrange and impart training in above identified areas to enable people at all level and functions to deliver the goods expected from them, keeping individual contribution to the bottom line upper most in their mind.

Accordingly, JENTEK proposes to take up training programme in the first phase as under:

I] FOR SUPERVISORY LEVEL

a] Motivation.
b] Attitudinal change.
c] Work Culture and ethics.
d] House-Keeping & Japanese 5-S Methods.
e] Customer orientation.
f] Communication and MIS.
g] Objective & Target setting, Implementation & monitoring.
h] Total Profitability Management (TPM) and ROI.

In addition to above, on job professional/occupational training and associated quality management system training.

II] FOR MANAGEMENT LEVEL

a] Leadership.
b] Communication & MIS.
c] Employee empowerment & involvement.
d] House-Keeping & Japanese 5-S Methods.
e] Customer orientation.
f] MBO/Action Plans through objectives deployed from company policies.
g] Bench Marking.
h] Objective & Target setting, Implementation & Monitoring.
i] Balanced Score Card Methodology & KPIs (Key Performance Indicators).
j] Result Based Management (RBM).
k] Total Profitability Management (TPM) & ROI.

In addition to above, on job professional/occupational training and associated quality management system training.

Simultaneously, further training at all levels and functions are suitably identified as per the need felt by the reporting authorities for each personnel.

After attaining adequate timely success in the first phase, through another 3 to 4 phases, it would be endeavour of JENTEK to take the Company through various workable and actionable TQM routes to a model Company of business excellence.

THE FOLLOWING METHODOLOGY IS PROPOSED FOR THE IMPLEMENTATION OF ABOVE:

1] Specific training need identification - By the Company's HODs & JENTEK.
2] Training plan/calendar based on the identified needs - By the Company & JENTEK.
3] Selection of most appropriate faculty - By JENTEK in concurrence with the Management of the Company.
4] Duration and venue - to be decided jointly by management of the Company & JENTEK.
5] No. of group and size of each group of participants- By the Company & JENTEK.
6] Maintenance of records of training imparted - By the Company.
7] Evaluation of effectiveness of training:
                                        Short Term                                      Long Term
                                 JENTEK & the Company                      JENTEK & the Company
8] Measurement of effectiveness of training, statistical analysis and continual improvement - Both jointly by JENTEK     & the Company through Deming's principles and PDCA Cycles.

Thus, through training, it is proposed to build a market-sensitive system of customer-oriented manpower development through active participation of each trained and motivated employee in complete consistency with all related elements of clearly defined business goals.

CONCLUDING REMARKS

JENTEK with cooperation of the Company's executives is responsible to identify Training need of all personnel in such a way that training reinforces the strength of able and strong persons and eliminate the weakness of personnel unable to deliver goods expected from them.

The Company should first appreciate that training is a necessary investment, which should not be a last priority in peace time and first casualty in wartime. JENTEK must then ensure that the Company gets adequate ROTI (Return on Training Investment). After all, out of all resources such as machine, methods, measurements, man and money, man is most important, as he is the real hero for all success and failures in an organisation. It must be a joint endeavour of the Company & JENTEK to make every man in the Company a State-of-the-art man through right training.

The following chart shows that a leader must have well defined goal and task and should grant opportunity for individual exercise to manage the job oneself. However, it should be backed by training and freedom for consultation or debate.

This will enhance the ability of the subordinates who will then feel responsible and not hesitate to render feed back. This will ultimately be a coordinated team work. It will be always helpful to work on case history and past data.

However, there should be periodic restructuring of the position of the subordinates because it is obvious that people have aspirations and expectations, such as managerial praise, respect from co-workers, autonomy, opportunity to learn, to develop new competencies, reward-salary increment, fringe benefits, promotions etc. Hence, it is important to select proper individuals and place them in proper position.

TERMS AND CONDITIONS

While the cost of each training programme inclusive of venue, audio-visuals, Faculty fees & conveyances, slides, transparencies, computer work, Food, Snacks, Tea, Coffee, Course materials, photocopying etc. would be on actual basis directly payable by the Company to the respective service providers, JENTEK's fees structure would be determined on the basis of size, complexity, process, status, magnitude and direction of the company.