ABOUT VARIOUS EMERGING TRENDS IN TRAINING AND DEVELOPMENT

1. EMERGING TRENDS IN
TRAINING AND DEVELOPMENT
-BY GROUP 6
Ashish Dayal(8)
Ayoushma(53)
Jyoti(56)
Kritika(55)
Packa Sahib Singh(24)
Sahiba Sehgal(33)
Sanjana singh(37)
Vaishali(54)

2. • “There is nothing training cannot do; Nothing is above its reach; It can turn
bad morals to good, it can destroy bad principles and recreate good ones; it
can lift men to angel ship.”
-Mark Twain
• “Tell me and I forget, teach me and I remember, involve me and I learn.”
- Benjamin Franklin

3. Electronic enabled training systems
Gamification
Team Building
Six Sigma

4. Electronic Enabled Training System
E-training means the delivery of learning or training program by electronic means.
E-training involves the use of electronic device such as
•Computer
•Computer+Internet
•Mobile

5. Organizations have been using technology to deliver training for over 20
years.
80s – technology was experimental
- instructional designers were inexperienced
- costs were prohibitive for all but a few organizations

6. Early 90s
 Adoption of PCs -> technology-based training began to spread.
 Initial offerings took advantage of the multimedia capabilities of CD-ROM technology

7. But !
•Custom developed courses were expensive
•Took long time to develop
•Out of reach of most of the organizations

8. Late 90s
-Rapid growth of the technologies
-Proliferation of personal computer
-Emergence of internet

9. Today
•Cost Saving
•Reducing overhead and improving the dependability associated with
compliance training and certification
•Providing infrastructure necessary within an organization.

10. Types of e-training
E-training can be classified as
– Synchronous and
– Asynchronous training
depending on how the learning and teaching takes place

11. Synchronous Training
In the synchronous approach, both learning and teaching takes place in real time even though the
trainer and learners are physically separated from each other.
E.g webinars hosted
–The advantages
•learning from anywhere without having to travel to a farther distance to reach a training center
and the convenience of interacting with the trainer and other learners instantly.
–The disadvantages
•learner has to find time to attend the classes in keeping the appointed time and without having
the option to learn whenever he wants or finds time.

12. Asynchronous Training
•In the asynchronous approach, the learning takes place with time delay as well as the trainer and
learner are physically separated from each other.
E.g youtube courses
–The advantages
•The learner not only can learn from any place of his choice but also at a time of his own
convenience. The cost of asynchronous training is quite lower than synchronous training.
–The disadvantages
•there is no scope for an instant question-answer session and listening to the perspectives of
other learners. The learner is cut-off from other learners and the trainer, at the lime of learning.

13. Benefits of EETS
• Flexibility
• Mobile
• No Travel
• Lower cost
• Tailored to you
• Technological Possibilities
• Global

14. Challenges faced by EETS
• Lack of Control
• Learning Approach
• Isolated
• Technology Issues
• Computer Competency

15. GAMIFICATION

16. WHAT IS GAMIFICATION?
• The definition of gamification is to apply the core concepts of gaming in another context like
employee training.
• By design, games are interesting. When they’re combined with instructional courses, they invite a
level of attention and enthusiasm that other methods of learning have difficulty achieving.
• Gamification is the usage of game-thinking and game mechanics in non-game scenarios such as
business environment and processes, specifically in recruitment, training and development, and
motivation; in order to engage users and solve problems

17. BENEFITS OF GAMIFICATION
• Gamification engages employees in a meaningful and direct way within the workplace
• can help workers retain information from training sessions
• develop long-term skillsets
• has been shown to be a quicker and more reliable method of learning when compared to traditional
training systems.
Increased
performance
Boost
motivation
Improve
productivity

18. NEED FOR GAMIFICATION
• 1. 70% of employees are disengaged from their work
• 2. High elearning dropout case (60-90%)
• 3. 79% of the participants (both corporate learners and university students) said that they would be
more productive and motivated if their learning environment was more like a game.
• (resource: Talent LMS Survey Results, Gartner Research, eLearning Industry)

19. • 4. But most of all, people get
disengaged and disinterested.

20. WHAT EXACTLY MAKES A GAME FUN?

25. DUOLINGO
• Duolingo uses gamification to engage its users.
• Uses Levels to instill a sense of achievement
• Within each lesson of each level along the learning experience, Duolingo makes proper use
of progress Heads-Up Displays (HUDs)
• Badges to keep users motivated to come back and learn daily.

26. GAMIFICATION OF TRAINING USED :
1. To address various training needs (including induction, onboarding, behavioral change, soft skills,
and compliance)
2. To make traditional eLearning-based training interesting with partial gamification.
3. To pep up instructor-led training (through gamified assessments).
4. As part of set learning paths (featuring various learning assets).
5. In tandem with other innovative strategies like social learning, microlearning, and Performance
Support.

27. A FEW EXAMPLES OF GAMIFICATION IN TRAINING &
DEVELOPMENT
• Deloitte Leadership Academy, which has trained 10000+ executives from all over the world, delivers
learning gamification through Badgeville to increase knowledge sharing and brand development.
• TCS has also stepped in the world of gamification by implementing game engines that allow the
creation of real-life environments with built-in networking features, enabling the development of
such Massively Multiplayer Online Role Playing Games (MMORPG)
• The application of MMORPG for real-world industrial training and simulation can lead to greater
collaboration and team play and reduce the dreariness involved in solo-training, says the team.

28. • McDonald’s Till Training.
This is a much-quoted example. When the big Mac wanted to train their staff on a new cash register
and ordering system, they turned to a game complete with scores, challenges, timers, and
feedback. Employees could learn in an environment that could approximate their real work
situation while still having the comfort that this was a game and that failing at a task was allowed.
The word is that a revenue impact to the tune of GBP 23 Million was attributed to the success of
the game.

29. Team Training and Six
Sigma

30. TEAM TRAINING
Training self-directed teams with regard to:
• Management skills
• Coordination skills
• Cross-functional skills

31. Management Skills:
• Administer and coordinate a group of individuals to perform a task
Focus on:
• The importance of delegation
• Motivating the team
• Developing the team
• Communicating and working with team – and outside the team
• Managing discipline

32. Coordination Skills:
• Managing work flows and longer-term timelines and deadlines
• Meshing activities with the team members
• Working with people who have a different approach to time
• Preventative skills used in foreseeing potential obstacles and averting potential crises

33. Cross-functional Skills:
• Emphasis on communication and working together to accomplish
organizational goals
• Learn the goals and results of other teams
• Learn what is important to other departments or teams in the company;
understand different roles and the impact they have on the business
• Establish a working understanding of what each functional area or other
teams of the organization should be doing and how they should work
together

34. Team Training covers two areas:
1.Content tasks:
Specify the team’s goals such as cost control and problem solving
2.Group processes:
Reflect the way members function as a team

35. •According to Dr. Salas, Trustee Chair and Pegasus Professor of Psychology at
the University of Central Florida (UCF), companies that provide team training
can see as much as a 20% increase in team performance as compared to
activities like team building

36. SIX SIGMA

37. What is Six Sigma?
Six Sigma approach is a collection of managerial and statistical
techniques that focuses on reducing variation in processes and
preventing deficiencies in product.
A methodology and a symbol of quality.
Six Sigma is about practices that help you eliminate defects and always
deliver products and services that meet customer specifications.

38. Levels of Six Sigma

39. Methodologies
Six Sigma projects follow 2 methodologies:
1) DMAIC:
It is used for projects aimed at improving an existing business process.
1) DMADV:
It is used for projects aimed at creating new product or process designs.

40. DMAIC Phases
1) Define:
Define the project goals and customer (internal and external) deliverables
2) Measure:
Measure the process to determine current performance.
3) Analyse:
Analyze and determine the root cause(s) of the defects.

41. DMAIC Phases
4) Improve:
Improve the process by eliminating defects
5) Control :
Control future process performance.

43. Implementation Roles
Six Sigma identifies several key roles for its successful implementation:-
oExecutive Leadership, includes the CEO and other members of top management.
They are responsible for setting up a vision for Six Sigma implementation.
oChampions, take responsibility for Six Sigma implementation across the
organization in an integrated manner.
oMaster Black Belts, identified by champions, act as in-house coaches on Six Sigma.
They devote 100% of their time to Six Sigma. They assist champions and guide
Black Belts and Green Belts.

44. Implementation Roles
oBlack Belts, operate under Master Black Belts to apply Six Sigma methodology to
specific projects.
oGreen Belts, are the employees who take up Six Sigma implementation along
with their other job responsibilities, operating under the guidance of Black Belts.

45. T&D INITIATIVES AT INFOSYS AND GODREJ

46. INFOSYS
• Infosys Limited formally Infosys Technologies is an Indian global technology services company
headquartered in Bangalore.
• Infosys is ranked 27 in the list of top companies of India in Fortune India 500 list in 2011. It has
offices in 29 countries and development centers in many countries.
• Infosys had 145,088 employees of 85 nationalities as on December 31, 2011.
• Infosys provides business consulting, technology, engineering and outsourcing services to help
clients in over 30 countries

47. ACCOMPLISHMENTS
• The American Society for Training and Development (ASTD) rated Infosys as the world’s best
in employee training and development and conferred “Excellence in Practice” Award
continuously for three consecutive years 2002, 2003 and 2004
• The award was conferred for its Global Business Foundation School. It was a program for all
fresh engineering entrants to Infosys to equip them for the challenging software career
ahead of them
• The award, which recognizes training practices aligned to organizational goals, is a testimony
to Infosys' commitment to providing added value to its clients through high quality and
trained workforce
• In 2005 Infosys established “Infosys U”, one of the largest corporate training centres in the
world
• Golden Peacock National Training Award (GPNTA) Year- 2006 (For- IT sector)

48. T&D DEPARTMENT
• In house training program to tailor, design and deliver training
• Corporate training team
• Organizational development team
• Training dept. is divided across different verticals:
1. Communication service providers
2. Banking and capital market
3. Manufacturing vertical
4. Insurance and health care
5. Emerging markets

49. TRAINING METHODS
• Conference
• Lecture
• Seminar
• Role Playing
• Case Studies
• Simulations
• Self-Discovery
• Movies/Videos/Computer based Trainings
• On-the-job training
• Mentoring

50. INFRASTRUCTURE
• Classroom
• Halls
• Mysore campus:-world’s biggest training center
• It is a Rs. 260 crore corporate training center
• It adds 12,000 employees every year
• The US $ 60 million training center is housed in a 270 acre campus at Mysore
• Facilities at the training center of the Infosys comprise food court, employee care
center, theatre, and education research block, beside the trainee hostel

51. TYPES OF TRAINING

52. T&D PROGRAMS
• Induction and Training program
• The new recruits are trained at the Global Education Centre (GEC) in Mysore
• Soft skill Training
• Technical Training
• Quality Training
• Middle-Management Leadership program
• Technical training by Education & Research department
• Quality Process Training
• Personal Effectiveness and Managerial Programs
• ILI: The Infosys Leadership System

54. GLOBAL BUSINESS FOUNDATION
• Comprises of generic conceptual courses, platform specific courses, mini projects for
application, and an end term project tailored from real life projects.
• In addition to technical courses, fresh entrants were also exposed to courses on
communication skills, interpersonal skills, customer interaction etiquettes,
management development, and quality systems
• The “Global Education Centre “ was set up in 2005. It was one of the biggest corporate
training centres in the world. The Global Education Centre runs a 4-6 months long
residential program, which imparts generic and work specific training in technology
areas, along with soft skills and leadership programs to freshers.
➢ 2,350 rooms spread across the campus
➢ 58 training rooms
➢ 183 faculty rooms
➢ state-of-the-art library
➢ cyber cafe
➢ food court, employee
• The centre had the capacity to train around 15,000 freshers in one year. The library
has an online database of Infosys case studies to help the recruits. Mysore campus is
the world’s biggest training centre.

55. INFOSYS LEADERSHIP INSTITUTE
• The Infosys Leadership Institute (ILI) was set up in 2001 to nurture future leaders in the company
and to effectively manage the exceptional growth that the company was experiencing. At the
Institute, the executives are groomed to handle the changes in the external and internal
environment.

56. • At the end of the training program, the fresher's had to pass two comprehensive exams before
proceeding further. About 1% to 2% fail in the exams.
• The Generic Training Course has been revised so as to reduce the stress on trainees. Now it has
been taken care of that there will be only 1 exam per week.
• The training is now divided into 3 stages and the new update is that there are some differences for
CS/IT and non-CS/IT people.

57. CAREER DEVELOPMENT
Career Path Definition:-
• Chalk out career path for all
• Should have completed 18 months at Infosys
• Provided by career counselor
Higher education:-
• MBA
• 50% of the fees is reimbursed
• Option of up to 2 year sabbatical

58. Types of training is divided into two parts:-
➢ For band B
➢ For band C and above
• For a period of 2-3 yrs. with the company these employees have to go through certain number of
training.

59. B BAND
➢ Induction
➢ Voice and accent training
➢ Process training
➢ 6 months training process
➢ Recruits in band B have to go through the following training programs during a period of 2-3 yrs…
1. Quality training-six sigma certifications
2. Competency based training:-
• Soft skills training:- communication, presentation, cultural sensitivity, client interface training.
MIND-mentoring, innovating, negotiating, developing. It is for self-awareness and self evaluation,
mainly focuses on EQ. Transactional analysis-for understanding their own personality.
3. Technical training:-
E-mail etiquettes
Excel training
Presentation and Communication skills

60. C Band
➢ Induction-1day, joining formalities
➢ Buddy program-one month
• It is basically an assistance provided by a peer employee which helps the new recruit
understand the process, understand dynamics of the client, client requirement, culture, values.
➢ Recruits in band C and above have to go through the following training programs during a period
of 2-3 yrs.
Operations management:-
➢ Deal with operations complexity
➢ Focus on interpersonal evaluation
➢ Conflict management
➢ Confidence management

61. Operations management:-
➢ Deal with operations complexity
➢ Focus on interpersonal evaluation
➢ Conflict management
➢ Confidence management
Quality training:-
➢ six sigma:-green belt-black belt
Middle Management Leadership Program (MMLP):-
➢ For band C employees-team leads
➢ It harnesses their leadership qualities, available for high performers

62. EVALUATION OF TRAINING
Performance Development Plan:-
A sheet which the employee and manager has to fill where both of them have to provide information
which all areas the employee has improved in.
Projects:-
Small term projects like on Six Sigma, where at the end of it the employee has to give presentations to
the training team.
Questionnaire:-
Feed back from the employees on the quality and content of training
Analysis is done on it and than it is scaled.

63. Godrej Training Initiatives

64. The Godrej Group
• Established in 1897
• Founders – Ardeshir Godrej & Pirojsha Godrej
• Enjoys the status of ‘one of the India’s most trusted brand’
• Presence in Real estate, FMCG, Industrial Engineering, Appliances Precision equipment, Machine tools, Security,
Healthcare, Interior solutions, Office equipment, Information technology, Food Processing, Agri care etc.
• Turnover – $4.8 Billion (2015)
• Presence in more than 60 countries, Employs more than 26000 people (2013)
• Currently Headed by Adi Godrej, Nadir Godrej and Jamshyd Godrej

65. Achievements & Awards
• Introduced first lock with lever technology in India (1897)
• Introduced first Indian safe in 1902
• Introduced Soap using vegetable oil in 1920
• Introduced India’s first indigenous typewriter in 1955
• Introduced India’s first and only 100% CFC, HCFC, HFC free refrigerators.
• Ranked among ‘Best companies to work for’, ‘Great Places to Work In’
• Ranked among ‘Companies With Best Managed Workforce’
• Lifetime Achievement Award from CHEMEXCIL

66. Training @ Godrej
• Training programs are offered by ‘Godrej Organization for Leadership
Development’
• “SPARK – Ignite the genius” – Building performance leaders.
• Master Coaches – Managers with a talent to coach others.
• 5 man-days of training – Conventional training & E learning, Outdoor
programs to improve team building among employees.

67. Initiatives @ Godrej
•Employee portal – Godrejite (2002) Provide knowledge and
to help employees work ‘Faster, Better and Smarter’
•Godrej Vocational Training School (GVTS) to enhance
technical expertise and to offer quality training.
•‘Sambandh’ – 2 day courses (Weekends) training in various
fields and appliances.
(Max. strength - 16)

68. Training Initiatives @ Godrej
•Economic Value Added (EVA) Training. (2001)
–Training to take appropriate decisions involving investments to generate
superior returns for its shareholders.
–Conducted for 500 Managerial and officer level employees.
–Conducted by “Stern Stewart and Company”- New York.

69. v GALLOP (Management Training Program)
•Godrej Accelerated Learning, Leadership, and Orientation Program.
•One year induction training program
•Transition from B-school to the work place.
•Nurture new recruits through on-the-job-training – leaders and dynamic
performers.
•Includes all spheres of development, building relationship, informal
interactions.

70. v Gurukul (Summer Trainee Program)
•Summer Internship @Godrej – opportunity to work in live projects with a structured goal and
support from an internal expert (Guide).
•Opportunity to undergo various workshops, interaction with senior management.
•Understanding the organizational culture, systems etc.
•Best Summer Project contest.
•Pre-Placement offers for trainees with outstanding performance.

71. Graduate Trainee Program - ACE (Accelerated Careers for Executives )
•Talent hunt – Engineering and non-engineering institutes across the country.
•1 year certification program in General Management from one of the premier
B-School
•Aim - To develop managerial skills to fit into various managerial roles.

72. v E- Gyan (Learning through self driven initiatives)
•Encouraging self-learning.
•Offered through E-Learning portal “learnsatyam.com” (Satyam Education
Services)
•Employees gets an opportunity to learn while they are at workplace.
•Balancing work as well as learning.

73. v Tie up with The George Telegraph Training Institute
•Unique Industry-Institute partnership to offer an advanced certification course
in Refrigeration, Air conditioning and washing machine.
•Program includes a 3 month internship at Godrej outlets.
•Certificates and placement opportunities.

74. v Using Smart Training
•Tie up with “Centum Learning” (Bharti Airtel Company)
•Includes an interactive video, to train employees about the complete selling
process of entire Godrej range of products to the retailers.
•Godrej holds 26% stake in “Personalitree Academy Ltd.” - providing inter-active
soft skills training programs online to various corporates.

75. v CII Naoroji Godrej Centre of Excellence
•Offers various short term training programs for senior and middle level
executives for various Indian organizations.
•Offered programs include, MSc in Engineering, VLFM (program for Visionary
Corporate Leaders in Marketing), Management development programs (HR,
Finance, Marketing, IT, etc.)

76. Electronic Enabled Training System
• Training focuses on helping employees develop the skills they need to
perform specific tasks.
• EETS does this with the aid of electronic devices.