Desgning Sop 4 Haier India

PROJECT REPORT ON

DISIGNING SOP FOR TRAINING AND DEVELOPMENT

SUBMITTED BY

CHANDRA GUPTA ENROLL.ID-N08BM047

SUBMITTED TO ITHILEKHA DASH FACULTY GUIDE NOIDA

PRASHANT PANDEY COMPANY GUIDE DELHI

TABLE OF CONTENT: S.NO 1 2 3

4

5 6 7 8

9

TOPIC ACKNOWLEDGMENT EXECUTIVE SUMMARY HAIER INDIA # COMPANY FACTS #PRODUCT CATEGORY TRAINING AND DEVELOPMENT #CONCEPT OF T&D #TRAINING PROCESS #NEED ASSESSMENT #METHODS OF T&D #DEVISING T&D PROGRAMM #EXECUTION #EVALUATION SOP-INTRODUCTION SOP FOR T&D IN HAIER CONCLUSION ANNXEURE #TRAINING AGENDA #SPEAKER INFORMATION FORM #TRAING CALENDAR #TRAINING LOGISTIC: WORSHEET #EQUIPPING A TRAINING CENTRE #TRAINING AND PLANNING WORKSHEET #ANNUAL REVIEW OF TEAM PERFORMANCE #ANNUAL FEEDBACK ON SUPERVISOR PERFORMANCE WEBLOGRAPHY

ACKNOWLEDGMENT

I am extremely grateful to Mr. Sandeep Tyagi , HR Director, Haier Appliances India for helping me and providing with useful information. By interacting with him, I learnt few facets of professional management in the consumer durable industry and I am sure the knowledge imparted will go in a long way in enriching my career. I wish to acknowledge my indebtedness to the HR Team of Haier, Manish Singh (Manager, HR), Prashant Pandey (Deputy. HR manager), Jagdeep Singh Rawat (Deputy HR manager), and my faculty guide Prof.Itilekha Dash. The project could not be completed without their able support guidance. Thanking them is a small gesture for the generosity shown. Finally, I take this opportunity to thank all senior executives, staff members and every associate of Haier Appliances, without their cooperation I would not be able to complete this project.

EXECUTIVE SUMMARY: The project involves development in Haier.

designing

of

SOP

for

training

and

A Standard Operating Procedure (SOP) is a set of written instructions that document a routine or repetitive activity followed by an organization. Well-written standard operating procedures (SOPs) provide direction, improve communication, reduce training time, and improve work consistency. The development and use of SOPs minimizes variation and promotes quality through consistent implementation of a process or procedure within the organization, even if there are temporary or permanent personnel changes. In simple words, training and development refers to the imparting of specific skills, abilities, knowledge to an employee. Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees. It also helps in inculcating the sense of team work, team spirit, and inter-team collaborations and inculcating the zeal to learn within the employees and helps to develop and improve the organizational health culture and effectiveness. A SOP is the finest, fastest, most certain way known to business to successfully train people in standard duties. SOPs briefly describe a topic's purpose, give staff contact information, and provide procedures to follow, usually including staff and investigator roles. Focusing on steps to accomplish a task, SOPs give links to more detailed background information on policy and regulations.

HAIER INDIA: Company Facts Corporate Overview: The Haier Group is China’s largest home appliance brand and one of the world’s leading white goods home appliance manufacturers. Haier was founded in 1984 in Qinghai, Shandong Province, China and manufactures home appliances in over 15,100 different specifications under96 categories. By April 2006, the Haier Group has obtained 6,189 patented technology certificates and 589 software intellectual property rights. Haier products are sold in over 100countries. Haier is the official Home Appliances Sponsor of the Beijing 2008 Olympic Games.  Headquarters: Qinghai, Shandong Province, China  Employees: Over 50,000 worldwide 

Financial Information: Haier’s global revenue in 2005 reached RMB 103.4 billion

 Average annual growth of 68% between 1984 and 2005  No. of Subsidiaries Over 240 

Listed Subsidiaries: Haier Electronics Group Co., Ltd. listed on the Hong Kong Stock Exchange

Qingdao Haier Co., Ltd. Listed on the Shanghai Stock Exchange  Business Scope: Technology research

 Product development and manufacturing Trade  Financial services 

Key Product Lines: Refrigerators/Freezers, commercial airconditioners, microwave ovens, washing machines, dishwashers, televisions, mobile phones, computers

Global Presence:    

Trading Companies: 64 Design Centers: 8 Industrial Complexes: 15 Sales Network: Over 58,000

Board of Directors:  Chairman and CEO: Mr. Zhang Ruimin  President: Ms. Yang Mianmian  Vice Chairman: Mr. Wu Kesong Recognition:  Ranked 86th among the world’s 500 Most Influential Brands

by World Brand Lab in2006. Only Chinese brand to be ranked in top 100 for three consecutive years

 Ranked 1st among Chinese brands with the most potential

by Glebors Global Financial Reports of Canada, 2006

 Ranked 1st among China’s Top 10 Global Brands by the

Financial Times in 2005  Ranked 1st among China’s Top 10 Global Brands by China State Bureau of Quality and Technical Supervision (CSBTS) for refrigerators and washing machines in 2005

 CEO Zhang Ruimin ranked 26th among World’s Most

Respected Business Leaders by the Financial Times in 2005

 CEO Zhang Ruimin ranked 6th among Asia’s 25 Most

Powerful People in Business by Fortune magazine in 2004  Received a World Climate Award from the United Nations Development Program and the US Environment Protection Administration in 2000 Source

The Haier Group was founded in 1984 with headquarters in Qinghai, Shandong Province, and PRC. In 1984, Haier produced only a single model of refrigerator, today it is one of the world’s leading white goods home appliance manufacturers. Under the leadership of Chairman and CEO Zhang Ruimin, Haier manufactures home appliances in over 15,100 different specifications under 96categories. Haier products are now sold in over 100 countries around the globe. Haier has over 240 subsidiary companies, over 110 design centers, plants and trading companies and over 50,000 employees throughout the world. Haier’s focused industries include technology research, manufacturing, trade and financial services. The global revenue of Haier for 2005 was RMB 103.4 billion. Electronics Group Co., Ltd. (HKG: 1169), a subsidiary of Group, is listed on the Main Board of the Stock Exchange of Kong. Qinghai Haier Co., Ltd. (SHA: 600690), also a subsidiary, is listed on the Shanghai Stock Exchange.

Haier Haier Hong Haier

On 12 August, 2005, Haier signed an agreement with Beijing Organizing Committee for the Olympic Games (BOCOG) in Qinghai to become the official sponsor of the 2008 Beijing Olympic Games for white goods home appliances. Unmatched Home Appliance Product Offerings

Haier’s product categories range from refrigerators, refrigerating cabinets, air conditioners, washing machines, televisions, mobile phones, home theatre systems, computers, water heaters, DVD players and integrated furniture, among which 9 are ranked market leaders in China, and 3 are ranked among the top 3 worldwide in their respective industries. Haier is also a world leader in the technology domains of intelligent integrated home furniture, networked home appliances, digitalization and large scale integrated circuits. By April 2006, the Haier Group has obtained 6,189 patented technology certificates and 589 software intellectual property rights. Haier’s proposal for safe care water heater technology initiative was accepted at the 66th IEC Conference in 2002 and Haier dual drive washing machine technology was included in the 2006 IEC standard proposal. This clearly demonstrates Haier’s world-class innovation capabilities in product R&D. Global Branding Strategy Haier’s global branding strategy aims at positioning the company as a local brand in different world markets in conjunction with enhanced product competitiveness and strong corporate operations. Haier’s international business framework encompasses a global network of design, procurement, production, distribution and after-sale services. Today, Haier has established 15industrial complexes, 30 overseas production factories and bases, 8 design centers and over 58,000 sales agents worldwide. In China, Haier’s 4 leading product categories - refrigerators, refrigerating cabinets, air conditioners and washing machines have over 30% market share. In overseas markets, Haier products are available in 12 of the top 15 chain stores in Europe and 10 leading chain stores in the USA. Haier is now approaching its goal

of being “local” in American and European markets via localized design, manufacturing and sales processes. In addition, Haier has set up production facilities and plants in the USA, Italy, Pakistan, Jordan and Nigeria. Haier’s innovative management principles, such as Haier’s OEC management model, “market chain” management and “individual goal combination” – a system of assigning incentives-based responsibility to staff to ensure the quality of products delivered to their customers – have gained high recognition among international management institutes. Haier business case studies are included in the text books of Harvard University, University of Southern California, and Lausanne Management College, European Business College and Kobe University. Services: With the concept of “customers as the foundation of growth”, Haier provides a one-stop star service to its customers. In a joint survey conducted by the China Consumer Association and the China Enterprise Research Centre of Tsinghua University on China’s domestic durable commodities for 2003 and 2004, 8 of Haier’s product categories were ranked No. 1 for customer satisfaction and overall satisfaction. In addition to high quality home appliances, Haier is also focused on offering best-of-breed service solutions to its customers. Haier’s service system runs throughout the production process from product design, production, manufacturing, to pre-sale, under sales and after sales service. Since 2002, Haier has successfully established a network of over 5,000 domestic professional service suppliers to deliver timely customized service.

Partners: Haier has established an extensive sales network around the globe. Key partners in perspective markets include:  China: Strategic alliance with Suning and Gome chain stores  America: Cooperation with TOP 10 retailers, e.g. SEARS, Lowe's, HOME DEPOT, Best Buy,PC-Richard, Wal-Mart, Sam's, Costco, Brands mart and Target  Japan: Cooperation with TOP 10 retailers, e.g. YAMADA, KOJIMA and JUSCO  Europe: Cooperation with KESA, Media Market and Carrefour

Product Category of Haier in India:  Refrigerators Haier is one of the world’s largest and most advanced refrigerator manufacturers, producing over 12 million units of refrigerators and freezers annually at its 20 production facilities worldwide. Haier consistently applies leading global technologies in the manufacturing of its products. Haier is the first company to make breakthroughs in integrating fluorinefree, energy-saving technologies with large freezing capacity, and solve technological problems related to sterilization. Haier has also rolled out the world’s first variable frequency refrigerator, which is made of heat insulating material designed for aerospace.

 Household Air Conditioners At its eight large production bases in China, Haier uses the world’s most advanced automatic flexible production lines to ensure the delivery of large quantities of highly reliable air conditioners, which are exquisite in quality and free of defects.  Washing Machines Haier produces washing machines of 5,000 different specifications under 18 categories, and is the only company in the world with the capability of large scale production of top load washing machines (popular in Asia), front load washing machines (popular in Europe), agitator washing machines (popular in America) and dual-drive washing machines. Haier, with a mission of “customeroriented design”, pays great attention to safety, health, and the environmental concerns of consumers in designing its products. Haier has introduced a series of new hi-tech environmentallyfriendly washing machines, staying ahead of the market trend and demonstrating the technological innovation capability of the company.  Freezers Haier produces 1.8 million units of freezers each year. Haier is licensed to supply products for military provisions, and is the only company to win the bid for three consecutive years. Haier freezers have received ISO9001 quality, ISO14001 environmental compliance, and ISO12001 metering and testing certification. Haier is also China’s first freezer maker to receive TUV International Safety Certification, and was the first to receive a no-fluorine certificate from the United Nations Development Programme.

 Vacuum Cleaner Developed with the Haier spirit of continuous innovation, Haier dust collectors consistently lead the trend in the dust collection

market. Haier’s dust bag series are innovatively designed to collect dust from all directions. The user-friendly design includes such features as a speed-adjustment button on the handle, dust bag design, and lightweight aluminum alloy cord.  Water Heaters Haier manufactures water heaters of 300 specifications under 12 categories, including electric water heaters, gas water heaters, solar energy heaters, and gas boilers, in the categories of mechanical, electric, and network-based, and with the capacity range of 5-litres to 500-litres. With the application of high technology, Haier produces water heaters in a wide range and specifications both for home and commercial use. Haier follows its “Safety-based Products” philosophy in manufacturing water heaters and leads the industry in safety technologies.  Microwave Ovens Haier offers microwave ovens in 50 varieties under 8 categories, including mechanical electronic and digital, and with the capacity range of 17-litres to 40–litres. Haier ovens feature both stainless steel and painted stoves, and come with top doors and side doors. In 2003, Haier developed the steam microwave oven, taking the lead in the application of new technology. Haier is committed to manufacturing high-quality, high-tech and environmentally friendly products, using components made by the world’s top 500 companies. Haier microwave Oven products have received FCC and FDA certificates from the U.S Federation Drug Administration.

 Color TVs Growing at an annual rate of 141% over the last 9 years, Haier color TVs are manufactured with the application of high technology. Haier aims to provide the right products for different consumer groups, gaining high customer recognition. Haier is

committed to strengthening its global competitiveness, with the creation of a global supply chain under the concept of “competitive cooperation”. Haier’s extensive range of products, including traditional TVs, flat-panel TVs, digital TVs, wireless TVs, touch TVs and 5.1 sound system TVs, aim to bring more freedom, comfort and greater entertainment to homes and customers.  DVD Players Haier offers a diverse line of DVD players of exceptional quality. Haier DVD players are favored by consumers for their performance and after sales service. The products have won a number of awards for environmental protection and energy efficiency.  Commercial Air Conditioners Haier has become a well-known global brand for commercial airconditioners for its strong R&D, excellent product performance, and marketing capability. Haier delivers commercial air conditioners, large multi-system air conditioners and large coldwater air conditioning units in 8 categories and 260 specifications, featuring an integration of fluorine-cooling, wind-cooling and water-cooling functions. Haier’s variable-frequency, variable capacity multi-system central Conditioners, flexible variable-capacity screw compressors, and household variable-frequency central air conditioners lead the industry trend with their energy efficiency.  Mobile Phones Based on the philosophy that the technology and fashion can coexist, Haier integrates state-of the- art wireless communication technologies into a complete range of in-fashion mobile phones. Haier mobile phones include such latest features as GSM/GPRS technology, integrated digital cameras, MMS, MIDI Polyphonic ring tones and color LCD screens. The product line includes bar-type phones, clamshell phones, smart phones and the new and unique slim phones.

 Computers (desktop and laptop) With a special attention to users’ health, and eye-protection, Haier makes desktop and laptop computers for personal and commercial use in different ranges, including the world’s first laptop with 2.0 mega-pixel camera. Haier is committed to delivering a full-service package, and offers free software commissioning. By establishing strategic alliances with suppliers, such as Intel, Microsoft, China Unicom and China Netcom, and taking advantage of the technology and resources of its partners, Haier consistently improves the quality of its computers. In product R&D, Haier employs a team of top class engineers from the U.S., Japan, Republic of Korea, and China’s Taiwan region, and has established a strict-quality control system.  Digital Information Products Haier offers a number of patented digital information products, including MP3 and MP4. Haier is committed to delivering personalized products, services and application solutions to meet the individual needs of users.  Haier Pharmacy Founded in 1996, Haier Pharmacy is the newest growth area within the group. The product offerings cover 80 specifications under 60 categories including medical raw materials, tablets, capsules, granules, oral liquid, medicine powder for injection, lyophilized powder for injection, eye drops, etc. The products of Haier Pharmacy fall into four categories of marine drugs, Chinese medicine, Western medicine and healthcare products, with focused areas of the heart and cerebral system, digestive system, osteoporosis, diabetes and healthcare, all of which have received GMP certification in China.  Intelligent Home Integration

Haier’s intelligent system is the mainstay of Haier E-home program. Haier provides comprehensive solutions for communities, hotels, supermarkets, office buildings, factories, urban security departments and homes, and delivers a series of intelligent products, such as digital video phone systems, security monitoring systems, anti-burglary alarms, home environment control and access control systems  Networked Digital Home Solutions Haier launched the third generation of networked home appliances, called “Haier E-home”, in 2005. Haier deploys “Haier E-home” using a technological system based on proprietary intellectual property rights, such as home network system structure and home network communications technology. The home network is divided into a main network transmitting high speed information, and a sub-network transmitting low speed information. Haier E-home can enable remote access to home appliances and the interconnection of appliances through the Internet, PDA, mobile communications network, cable TV network and fixed line networks.  Travel Haier Group’s Conference & Exhibition Division provides one-stop service for organizing meetings and conferences, from preparation to hosting the event. Haier’s hotel system is able to provide conference services, accommodation, catering and entertainment. Haier Science and Technology Museum is an exhibition hall of modern industries invested in by the Haier Group. The museum, based on Haier’s enterprise culture, is a comprehensive facility serving as a science and technology museum and cultural center, and providing travel and entertainment services. The Haier International Travel Agency mainly offers business travel services.  Insurance

Established in 2001, Qingdao Haier Insurance Agency delivers insurance policies on behalf of insurance companies through Haier’s comprehensive network and large customer base. The company also makes loss assessments and handles compensation on behalf of insurance companies.  Logistics Haier Logistics was established in 1999. By establishing a global network of suppliers, Haier has gained significant advantages in terms of cost and R&D. Haier aims to establish an efficient supply chain and provide customer-oriented value-added services. Haier logistics is growing into a global trade company through continuous supply chain management optimization.

 Haier Software Qingdao Haier Qingda Software Company, established in 1998, is a high-tech enterprise engaged in development of embedded systems, information software, and system integration. Its main business is focused on the development of commercial intelligent systems and embedded systems, software outsourcing, system integration and the development of multimedia systems. Haier Group’s LCD TV and plasma TV control panels are all designed by Haier Qingda.  Haier Real Estate Qingdao Haier Real Estate Development and Investment Company is a wholly-owned subsidiary of the Haier Group. In developing its real estate business, the company pays high attention to improving the quality of construction and living

conditions, while making efforts to preserve cultural heritage and to facilitate a healthy and civilized living environment.

TRAINING AND DEVELOPMENT: A business' most important asset is often its people. Training and developing them can be one of the most important investments a business can make. The right training can ensure that your business has the right skills to tackle the future. It can also help attract and retain good quality staff, as well as increasing the job satisfaction of those presently with you - increasing the chances that they will satisfy your customers.

Training and development refer to the imparting to specific skills’ ability and knowledge to an employee. A formal definition of training and development is: “… It is any attempt to improve current or future employee performance by increasing an employee’s ability to perform through learning, usually by changing the employee’s attitudes or increasing his or her skills and knowledge.”

CONCEPT OF TRAINING INTRODUCTION Every organization needs to have well-trained and experienced people to perform the activities that have to be done. So, every modern

Management

has

to

develop

Human

Resources

Development. In a rapidly changing society, employee training is not only an activity that an organization must arrange if it is to

maintain a viable and knowledgeable workforce. Training is thus a practical and vital necessity. MEANING Training is the process of increasing the knowledge and skill of an employee for doing a particular job. Training is short-term educational process and utilizing a systematic and organized procedure by which employees learn knowledge and skills for a definite

purpose.

Training

improves,

moulds,

changes

the

employee’s knowledge, skills, behavior, aptitude and attitude towards the requirement of the job and organization.

OBJECTIVES OF TRAINING  Training is mainly job-oriented.  To impart the basic knowledge and skill to the new entrants and enable them to perform their jobs well.  To teach the employees the new techniques and ways of performing the jobs and operations.

 To prepare the employees for higher level task and build up a second line of competent officers.

NEED FOR TRAINING Training is considered as a key input for developing manpower in an organization so as to improve their job performance. The need for training arises on account of the following reasons: 

To

match

the

employee

specifications

with

the

job

requirements and organizational needs. 

Organizational viability and transformation process.



Latest technological advances should be adopted i.e., mechanization, computerization and automation.



Internal mobility from one job to another due to promotion and transfer to employees.

IMPORTANCE OF TRAINING Training is an important process of imparting knowledge to the employees. It helps in improving productive and behavioral pattern. Training is advantageous not only to the organization but also to the employees. Training is vital and necessary activity in

all organizations. It plays a large part in determining the effectiveness and efficiency of the establishment.

BENEFITS OF TRAINING PROGRAMME A well-planned and executed Training Programme can provide the following developments:  Higher productivity and profitability.  Better quality of work and best work methods.  Less wastage of time during the learning period.  Improves high morale among the employees  Personal growth of individuals.  Low accident rates.  Improves employer – employee relations.

PRINCIPLES OF TRAINING The principles, which have been evolved, can be followed as guidelines to trainees. Clear objectives about the Training Programme are:

 Training policy for designing and implementing the training programme.  Acquisition of knowledge and new skills through motivation.  Reinforcement

to

trainees

by

means

of

should

be

properly

awards

and

prepared

and

punishments.  Organized

material

provided to the trainees.  Learning periods has to be fixed as it takes time to learn.  Preparing he instructor who is both good at subject and job.  Feedback regarding the performance of the trainees in the jobs.  Practicing the skills taught by the trainee.  Appropriate techniques related to the needs and objectives of the organization.

THE TRAINING PROCESS:

Organizational Objectives and Strategies

Assessment of Training Needs Establishment of Training Goals Devising Training Programme Implementation of Training programme Evaluation of results

ORGANIZATIONAL OBJECTIVE AND STRATEGIES:

The first step in the training process in an organization is the assessment of its objectives and strategies. What business are we in? At what level of quality do we wish to provide this product or service? Where do we want to be in the future? It is only after answering these and other related questions that the organization must assess the strengths and weaknesses of its human resources. ASSESSMENT OF TRAINING NEEDS: Organizations spend vast sums of money on training and development.

Before

committing

such

huge

resources,

organizations would do well to assess the training needs of the employees. Organizations that implement training programmes without conducting needs assessment may be making errors.

Needs assessment occurs at two levels: a) Individual b) Group

Individual:

An individual obviously needs training when his or her training falls short of standards, that is, when there is performance deficiency. Inadequacy in performance may be due to lack of skill or knowledge or any other problem. The problem of performance deficiency is caused by absence of skills or knowledge can be remedied

by

training.

Faulty

selection,

poor

job

design,

uninspiring supervision or some personal problem may also result in poor performance. Transfer, job redesign, improving quality of supervision, or discharge will solve the problem. Individuals may also require new skills because of possible job transfers. Although job transfers are as common as organizational personal demands vary, they do not necessarily require elaborate training efforts. Employees commonly require an orientation to new facilities and jobs. Recently, however, economic forces have necessitated significant retraining efforts in order to assure continuous employment for many individuals. Group: Assessment of training needs occurs at group level too. Any change in the organization’s strategy necessitates training groups of employees. For example, when the organization decides to introduce a new line of products, sales personnel and production workers have to be trained to produce, sell and service the new products. Training can also be used when high scrap or accident rates, low morale and motivation, or other problems are diagnosed.

NEED ASSESSMENT METHODS: Several assessment methods for are available for assessing training needs. Some are useful for organizational level needs assessment and others for individual need assessment.

NEEDS ASSESSMENT METHODS

Individual analysis Group analysis Performance  Organizational goals Appraisal and objectives Work sampling  Personnel/skills inventories Interviews Questionnaires  Organizational climate indices Attitude survey Trainingindices progress  Efficiency Rating scales  Exit interviews 

MBO or work planning

BENEFITS OF NEEDS ASSESSMENT: Needs assessment helps diagnose the cause of performance deficiency of employees. Causes require remedial actions. There are specific benefits of needs assessment.  Trainers may be informed about the broader needs of the training group and their sponsoring organizations.  The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training programme.  Trainers are able to pitch their course inputs closer to the specific needs of the participants.

ESTABLISHMENT OF TRAINING GOALS: Once

the

training

needs

are

assessed,

training

and

developmental goals must be established. With out clearly set goals, it is not possible to design a training and development programme and, after it has been implemented, there will be no way of measuring its effectiveness. Goals must be tangible, verifiable, and measurable. This is easy where skill training is involved. For example, the successful trainee will be expected to type 55 words per minute with two or three errors per page. But behavioral objectives like attitudinal changes can be more difficult to state. Nevertheless, clear behavioral standards of expected

results are necessary so that the programme can be effectively designed and results can be evaluated.

DEVISING

THE

TRAINING

AND

DEVELOPMENT

PROGRAMME: Every training and development programme must address the following vital issues:

Who are the trainees?

Who are the trainers?

What methods & techniques?

What should be the level of training?

What principles of learning?

Where to conduct the program?

1. Who are the trainees? Trainees are selected on the basis of:  Self Nomination  Recommendations of the Supervisor  By the HR Department itself Whatever is the basis, it is advisable to have two or more target audiences. For example, rank-and-file employees and their supervisors may effectively learn together about a new process

and their respective roles. It also helps facilitate group processes such as problem solving and decision – making.

2. Who are the trainers? Training and development may be done by:  Immediate Supervisors  Co – workers  Personnel Staff  Specialists in other parts of the company  Outside Consultants  Industry Associations  Faculty Members at Universities Who among these are selected to teach, often depends on where the program is held and the skill that is being taught.

METHODS OF TRAINING Training is essential for the smooth economic timely and efficient service of the organization. Training methods or techniques represents the medium of imparting skills and knowledge to the employees. There are two methods of training:

1. On-the-job training methods 2. Off-the-job training methods

ON THE JOB TRAINING This method is also called as “Internal Training Method”. This is suitable for all levels of employees – workers, supervisors and executives. In this method, the employee gets training on the job and at the work place it self the trainee learns while he/she is actually engaged in doing a job. This method is called as “learning by doing”. Several methods are used to provide on-the-job training. They are: • Job rotation • Coaching • Job instruction • Committee assignments OFF THE JOB TRAINING This method is also called as “External Training Methods”. These methods are designed and intended to impart training by supplying required knowledge and skill to the employees away

from the job and work place. This is an opportunity for freedom of expression for the trainees. Several methods are used to provide off-the-job training. They are: • Vestibule training • Role – playing • Lecture method • Conference or Group Discussion method • Programmed instruction TYPES OF TRAINING Training is required for several purposes. Accordingly, training programme may be of the following types: o Orientation training o Job training o Safety training o Promotional training o Refresher training o Remedial training o Individual training o Team training o Business training o Executive training

ASSESSMENT OF TRAINING NEEDS

Training activities must be related to the specific needs of the organization and the individual employees. A Training Programme should be launched only after the training needs are assessed clearly and specifically. The effectiveness of a Training Programme can be judged only with the help of training needs identified in advance. In order to identify the training needs, a gap between the existing and required levels of knowledge, skills, performance and aptitudes should be specific. The problem areas that can be resolved through training should also be identified.

Training needs can be identified through the following types of analysis:  Organizational Analysis  Task or Role Analysis  Job Analysis  Man Analysis Training programme, training methods and course content are to be planned on the basis of training needs. Training needs are those aspects necessary to perform the job in the organization in which employee lacks aptitude/attitude, knowledge and skill. The following methods are used to assess the Training Needs: i.

Organizational requirements/weaknesses

ii.

Departmental requirements/weaknesses

iii.

Job specification and Employee specification

iv.

Identifying the specific problems

v.

Anticipating the future problems

vi.

Management’s request

vii.

Observation

viii.

Interviews

ix.

Group Conferences

x.

Questionnaire surveys

xi.

Test

xii.

Check lists

xiii.

Performance appraisal time

These are essential when technical are special information of complex nature is to be imparted. The lectures are supplemented with discussion film, case studies and role-playing. TRAINING PROGRAMME EXECUTION: In order to achieve the training objectives, an appropriate SOP for training and Training Policy is necessary. A training policy represents the commitment of top management to employee training. It consists of rules and procedures concerning training.

A Training policy is required: a. To indicate the company’s intention to develop its employees. b. To guide the design and implementation of the Training Programmes.

c. To identify the critical areas where training is to be given on priority basis. d. To provide appropriate opportunities to employees for their own betterment. EVALUATION OF THE TRAINING PROGRAMME The effectiveness of an investment in training in needed to be appraised as so much of money is invested in a Training Programme. Management needs to be reassured about the effectiveness of a particular method, instruction, the relation between training cost, proved productivity, general efficiency and effectiveness of a course.

Standing operating procedure A standard operating procedure is a set of instructions having the force of a directive, covering those features of operations that lend themselves to a definite or standardized procedure without loss of effectiveness. Standard Operating Policies and Procedures can be effective catalysts to drive performance improvement and improve organizational results. Every good quality system is based on its standard operating procedures (SOPs).

An SOP is a written document / instruction detailing all steps and activities of a process or procedure. These should be carried out without any deviation or modification to guarantee the expected

outcome. Any modification or deviation from a given SOP should be thoroughly investigated and outcomes of the investigation documented according the internal deviation procedure. All quality impacting processes and procedures should be laid out in Standard Operating Procedures (SOPs). These SOPs should be the basis for the routine training program of each employee. SOPs should be regularly updated to assure compliance to the regulatory requirements and the working practice. A minimum review schedule of 3 years is recommended.

SOP FOR TRAINING AND DEVELOPMENT: 1. Purpose:

The purpose of the training is to ensure that all employees have requisite skills to do their job effectively and plan for their development keeping in view of their career aspirations and other future resource requirement of department

2. Scope:

Applicable to employees across the organization at all levels as per their Training Need Identification 3. Responsibility: The overall responsibility for establishing, documenting, implementing and updating this procedure lies with Head Training. 4. Procedure Steps: Sr No 1 1.1

Activities

Referen

Responsibil

ce

ity

Training needs identification Training needs are identified at the following stages: • At recruitment stage – Any immediate training needs are identified and discussed by the Line Manager and Training Team and are organized during the first six months of employment wherever possible. • During the employee’s induction when Line Manager and employee are setting initial targets and objectives. •

At appraisal - training needs are identified with the following year’s objectives and will tie in with the corporate plan and/or any anticipated corporate change

Training Head

Sr

Activities

No or projects to ensure competency and skill levels • Every six months a competency assessment would be carried out thorough an on line assessment tool to identify the development areas for our employees. • At the time of when an employee is being given additional responsibility either on a temporary or permanent basis, or being given responsibility for a particular project. • Personal development needs will be identified by the individual concerned and could include a course of study or activity, which would give an individual greater understanding of the Organization’s involvements and activities. The Organization may contribute to personal development by: • Sponsoring fully or partially to the cost of the course or essential materials • Providing the employee study leave

Referen

Responsibil

ce

ity

Sr No 1.2

2

Activities

Responsibil

ce

ity

All employees will complete a minimum of 8 man-days of training in a year. The mix of behavioral and functional would differ as per the level of the employee. Planning for the training program

2.1

Based on the above-identified training requirements, a training calendar is prepared.

2.2

The training calendar would comprise of the following:

3

Referen

Training Training Calendar Head

• Training Programs • Tentative Dates and Duration • Faculty (Internal or External) • Venue (Internal or External) • No. of participants • Cost of the program. Inviting nominations to the program depending on training needs identified

3.1

A “Note / E-Mail ” is sent to relevant departments containing the schedule of the training programme and the list of the personnel from that department identified for the training.

3.2

The training team would send communication on the programme to the employee and his superior atleast two weeks in advance to enable him plan and schedule his work better.

“Note / E-Mail

Training Head

Sr No 3.3 3.4

3.5

3.6

Activities

Referen ce

For programs based on special requirements/ open programs, nominations are invited In case there is any change of dates of the programme, the same is communicated to the relevant departments through a “IOM” / E-mail and confirmation is received The employee’s superior will nominate him/ her for the training program based on the following: • A Need based program (Organization’s Requirement) • As per the employees competency assessment • Any Specific training for the employees development Other than in exceptional circumstances any cancellation would not be entertained and the debit of the training cost will happen to the division.

3.7

Any absenteeism or any indiscipline shown during the training will be viewed very seriously and in turn will impact the employee’s appraisal.

3.8

In case an employee is deputed for an external course he or she would submit a Xerox copy of all the study material received during the course along with a copy of the certificate if any received during training to the

Responsibil ity Training Head Training Head

Head of Dept.

Sr

Activities

No

Referen

Responsibil

ce

ity

training team. 4 4.1

4.2

4.3

4.4

4.5

Faculty & content assessment The Faculty and Content Assessment before the start of the program, would comprise of the following Communicating with vendors the training requirements and inviting their proposals for the same Faculty and Content assessment for all need and competency based training programs, in case of both internal as well as external programs. In case of Soft Skill/ Behavioral training, the panel for faculty and content assessment would be members from Human Resources and the training team. In case of any Functional / Technical Training, the panel for faculty and content assessment would be HOD’s or members from the specific departments Certifying the training module and the trainer after assessment and minutes prepared for the same Communicating certain guidelines to the trainer with respect to the expectations from him/ her. This would involve: • Preparation of training module as per the needs specified by the in-house training team

Training Head Training Head Training Head

Training Head Training Head

Sr

Activities

No

4.6

5

Referen

Responsibil

ce

ity

• Giving the entire proposal to the team along with the commercials to the team • Making arrangements for all the training material by way of Xeroxing of booklets, exercise, and also procurement of any other training material required. • Being there at the programme venue right from the start of the event till the end • Collecting the evaluation forms duly filled in from the participants and handing them over to the training team. The training material such as Games, Exercises, Books, Video Cassettes, CDs, Audio Cassettes etc. will be kept in a central training inventory with the Peoples Office and will not be removed without that training department’s permission Training Implementation

5.1

The training is conducted based on the “Agenda” for the programmes

5.2

Customized Programs are made to address the generic and immediate needs communicated to the learning and development department by the HOD’s or programs as per Management Directives

Agenda

Training Head & Training Faculty Training Head & Training Faculty

Sr

Activities

No

6 6.1 6.2

Referen

Responsibil

ce

ity

Measuring and following-up Results The training effectiveness is measured as follows Training Internal Assessment Feedbac k Form • The Human Resources and the training team will gather feedback from the trainee participants and the faculty that will help in evaluating the training program.

Training Head

• Trainees will be required to complete an evaluation form and/or give verbal feedback to the HR and Training Team regarding the course content, organization and the quality 6.3

External Assessment • Managers will be asked for feedback in terms of improvement or changes in the trainee’s performance particularly in the areas in which they have received the training. • Transferability of learning by sharing the know-how acquired from the training

Training Head

Sr

Activities

No

Referen

Responsibil

ce

ity

program to fellow colleagues

6.4

• Training and development undertaken will be reviewed in the appraisal system as part of the competency assessment. Managers to ensure that each

Respective Managers

employee reporting to them have requisite job specific skills and once they possess the same they should plan for their development 7

Training MIS

7.1

A monthly training MIS would be Monthly prepared, which would be sent to MIS all the division heads.

Training Head

7.2

The training calendar would be tracked for the trainings planned vis-à-vis training programmes conducted

Training Head

8

Records

8.1

Training records will be kept in employee’s personnel files for all corporate training, whether inhouse or external and on personal development. The information will include details on course content, cost and purpose of the training. Based on the training needs

8.2

Training Records

Training Head

Training

Respective

Sr

Activities

No identified and relevant training programs being conducted, the details for the same are mentioned on the “Training Plan” for all employees 8.3

8.4

8.5

In case any training session does not happen according to the “Training Plan”, that particular training session is carried into the next “Training Plan” made and it is ensured that the defaulted training session is completed within the first month of the new “Training Plan” On completion of all types of training, the “Training History Card” for the employee is updated. The “Training Plan” is updated after the completion of training planned. In case of pending requirements the same may be carried forward if the need persists.

5. Training:

Referen

Responsibil

ce Plan

ity HR Heads

Training Plan

Respective HR Heads

Training History Card

Respective HR Heads

Training Plan

Respective HR Heads

Wherever applicable, training to be provided to the people responsible to carry the above mentioned functions smoothly in their respective divisions. These training needs will get identified as per the training need identification process. 6. Resources: All necessary resources required to perform the above mentioned activities would be provided to all as part of their work environment and work infrastructure. 7. Verification and Validation: The work environment procedure would be reviewed and validated every quarter by: • Senior Management • Audit Team for process compliances • Process owners / PCMM Steering Group 8. Measurements: The following measurements will be used to determine the status of the above procedure and its effectiveness. These measurements will be done once in three months. Training programme status: Number of training programs conducted / total number of training programs planned) * 100. Training feedback resolution efficiency: Number of training feedback resolved / total number of training feedback received) * 100.

10. Required Forms & templates:

• • • • • • • • •

Training Agenda Speaker Information Form Training & Workshop Planning Form Training Feedback Form Training Calendar Format Training logistic: worksheet Equipping a Training centre Annual feedback on supervisor performance form Annual feedback on team performance form

FLOW CHART 1. 2. 3. 4. 5.

RECRUITMENT STAGE INDUCTION APPRAISAL COMPETENCY ASSESSSMENT PERSONAL DEVELOPMENT

1. 2. 3. 4. 5.

TRAINING MODULE FACULTY VENUE NO OF PARTICIPANTS ANNUAL CALENDAR

INVITING NOMINATION

1. 2. 3. 4.

SELF NOMINATION SUPERVISOR SUGGESTION HR DEPTT DECISSION TOP MANAGEMENT SUGGESTION

DIVISING TRAINING PROGRAMM

1. 2. 3.

TRAINING MODULE TYPE OF TRAINING METHOD COST

TRAINING NEED IDENTIFICATION

PLANNING FOR TRINING PROGRAMM

TRAINING IMPLIMENTATION

1. 2. 3.

TRAINING AGENDA TRAINING SCHEDUL PERPARATION OF VARIOUS RELATED FORMS

TRAINING MIS FOR RECORDS

1. 2. 3.

MONTHLY QUATERLY ANNUALY

Conclusion Gone are the days when training was a 2 hour process on the first day of the job. Training & Development has transformed from an add-on function to a core function of companies. It has become more of a science with systematic rules and formats guiding the companies on how to go about training and development. And that is the way it should be. Training and development is a necessity for both the trainer and the trainee. The trainer (the company) would want to make its staff more efficient in this highly competitive world. It would want its employees to know the latest trends and technologies and use them according to the company’s principles and objectives. The trainees (staff) on the other hand, view training and development as a stepping stone for enriching their career and fulfilling their personal needs. Training and development is another round of education for them, the knowledge from which is to be applied later. So, it’s more of a mutual necessity and agreement

between

the

companies

and

their

respective

employees when it comes to training and development.

SOPs are the perfect training and development tool for mastering established jobs. With them we can continuously improve people's performance.

Annexure 1 Title of Training Location Trainer(s): Name(s) Training Coordinator: Name MATERIALS PROVIDED 1. 2. 3. 4. LEARNING OBJECTIVES Upon completion of this program, the trainee will be better able to: Distinguish …

Identify …

Describe …

Title of Training AGENDA

DAY 1, DAY

OF

WEEK

8:00-9:45

Welcome Introduction of trainers & any interpreters Participant introductions Overview Pre-evaluation

9:45-10:00

BREAK

10:00-12:00 Specific topics/issues for today

12:00-1:00

LUNCH

1:00-3:15

Specific topics/issues for today

3:15-3:30

BREAKS

3:30-4:15

Wrap-up discussion Thank you to participants Day One evaluation OR, for last day Wrap-up discussion Trainee Post-Evaluation

Annexure 2 Speaker Information Form Name of Speaker: _____________________________________ Phone: ______________________________________________ Fax: ________________________________________________ Email: ______________________________________________ Mailing Address: ______________________________________ ___________________________________________________

1. Speaker Presentation form received? YES Sent back? YES

NO

NO

Due date: 2. Date/time of presentation: 3. Co-facilitating? YES NO

If yes, with whom:

Have you been in touch with your co-facilitator regarding training content and learning objectives? YES NO

4. Main points of training content:

5. Style of training? (Lecture, discussion, question-answer, etc. Please describe all that apply)

What kinds of interactive learning/activities will occur?

6. Honorarium: YES NO a. Legal name/spelling: b. Amount: c. Mailing address for check:

7. Travel and lodging needs: a. Anticipated expenses (E.g. mileage, car rental, parking, etc.) and amount, if known:

b. Travel dates:

Annexure 4 Training Logistics: A Worksheet

What you need to know Training Schedule/Struct ure

o

Optimal number of training days

o

Spread of training: over one week, month, etc. Best day(s) of the week

o

o

Best time of day

o

Length of each session

o

Time of year

Where to find the answer

How to find the answer (steps)

Team notes

What you need to know

Training Location o

Accessible by car?

o

Accessible by public transportation ?

o

Handicap accessible?

o

Easy to locate?

o

Adequate parking?

o

Safe parking?

o

Comfortable for participants?

o

A large enough training room?

o

Supplies on site?

Where to find the answer

How to find the answer (steps)

Team notes

o

Sources of other needed supplies

o

Food available (lunch, snacks, etc.)?

Advertising o

Lead time for advertising

o

Information for enrollment forms

o

Will flyers be an effective marketing tool?

o

Will direct invitations be an effective marketing tool?

o

Would a newsletter be an effective marketing tool?

o

Other advertising ideas

Registration o

By fax?

o

By phone?

o

By e-mail?

o

By mail?

o

Through worksite?

o

Other ways to register

o

Other registration considerations

o

o

o

Annexure 5 Equipping a Training Center This list assumes that the center has two full-time staff, one training coordinator and one assistant, but no in-house trainers. It also assumes that the center has one training room with a capacity of 30-35 people, one office for two staff, one storage/supply room, and one reception area with two restrooms, one for men and one for women.

Recommended Items for Office, Reception Area, and Storage/Supply Room Technology (2) (2) (2) (2) (1) (1) (2) (2)

Computers Printers Phones Copiers Fax machine Camera (digital camera preferred) Extension cords Surge protectors for the computers

Furniture (2)

Desks

(4) Chairs (1) Front desk for the reception area (1) Sofa for the reception area (1) Table for the reception area (2) Message boards for the reception area (2 - 3) File cabinets (3 - 4) Bookshelves (2) Lamps

Office Supplies

(1) (1)

Pens, pencils and markers Pads and notebooks Paper for printing and photo copying Blank disks and CD ROMs Envelopes Blank labels Staplers Tapes Paper clips Scissors Country map Calendar (preferably for the wall)

If the center develops training materials on site, it will also need: (2) Three-hole paper punch (for preparing training materials) (2) Heavy duty staplers Binders (see the section of “suggested materials for participants”) (1) Binding machine Recommended Items for Training Room (with a capacity of 3035 persons) Audio-Visual Equipment (1) Slide projector (with carousel) (1) Overhead projector (1) Laptop computer (1) LCD projector (1) TV for showing video (1) VCR (1) Laser pointer (or a long stick for pointing) (1) Microphone, if appropriate for room size (wireless preferred) (1) Amplifier or speaker (for microphone) (1) Projection screen (or clear and flat white wall) (3) Extension cords

Furniture and Room Specifications (10-15)Tables (ideally, rectangular-shaped portable tables to accommodate different training formats; number of tables depends on size of the tables) (40) Comfortable chairs (1) Podium or table for speakers (1) Stand or table for projector (1) Clock Adequate ventilation and temperature Blinds or curtains for windows Adequate light Electricity outlets Office Supplies (1) Large white board (or blackboard) Several white board markers (or chalk for blackboard) Several flip charts (good to have a stock of them in case of a power outage) Several flip chart markers Easel or other stand for flip chart Several adhesive tapes for flip charts

Suggested Materials for Participants Course materials in a binder Course agenda Trainer’s bio and their learning objectives, if available Participants and trainers contact list Training evaluation form Extra pens and paper Notes: 1) Access to a restroom is important. 2) A water dispenser is a nice item to have. If there is no water dispenser, bottled water can be offered to the participants.

Annexure 6 Training/Workshop Planning Form

Training Title: ____________________________________________________________________ Target Audience: _________________________________________________________________ Date: _________ Day(s): _____________________ Times: ________________________________ Location: _______________________________________________________________________ _ Goal of Training: __________________________________________________________________ Learning Objectives: _______________________________________________________________ _______________________________________________________________________ _________ _______________________________________________________________________ _________ Project staff/roles: _________________________________________________________________ _______________________________________________________________________ _________ Financial resources: ________________________________________________________________

Training Materials: _________________________________________________________________ Trainers: _______________________________________________________________________ _ _______________________________________________________________________ ________ Logistics (plane reservations, car rentals, hotels) ________________________________________ _______________________________________________________________________ _________ Translators and/or sign language interpreters: ________________________________________________ Food during training/workshop sessions: _______________________________________________ Funding/Honorariums: _____________________________________________________________ Letters out re: work releases or preceptor ships: _________________________________________ Other areas to consider: ____________________________________________________________ _______________________________________________________________________ __

Annexure 7 Annual Review of Team Performance Form Employee

Employee ID:

Name: Team Name: Part of the BUILD cycle is the annual review of team performance by individual employees. Completing this form is optional. •

Working in teams is increasingly important and necessary in many areas of the organization. Where this is so, supervisors and team members are urged to use this form to evaluate team functioning. This activity can reinforce that the team is functioning effectively, and it can highlight where improvements can be made.

•

As a team member, your responsibility is to provide honest and constructive comment, using this 12 item review form. For the supervisor/team leader, your team will benefit from you providing feedback to them on the collated findings, and from your assistance in pursuing suggested improvements.

•

Please indicate the rating that you feel is most descriptive of your perception of your team. Support your rating by constructive comment. It is the comments that will be most useful in the identification of areas for improvement, and subsequent remedies. Key to Ratings: N R A

Never Regularly Always

Please indicate with an “X” the appropriate rating from N (never) to A (always) and write comments as required.

1.

MY TEAM UNDERSTANDS AND WORKS TO ITS MISSION AND GOALS

(ie Do your team activities demonstrate a clear focus and understanding of the team’s missions and goals?)

Rating:

_________________________________ N R A

Comments:

2.

MY TEAM OPERATES IN A FLEXIBLE WAY

(ie Does your team undertake new ideas and demonstrate a creative approach?) Rating:

_________________________________ N R A

Comments:

3.

MY TEAM OPERATES EFFECTIVELY

(ie Does your team accomplish its objectives on schedule and to the required level of quality?) Rating:

_________________________________ N R A

Comments:

4.

MY TEAM’S ROLES AND RESPONSIBILITIES ARE CLEAR

(ie Are your team’s roles and responsibilities clear and do team members understand what is expected of them?)

Rating:

_________________________________ N R A

Comments:

5.

MY TEAM UTILISES THE STRENGTHS OF INDIVIDUAL MEMBERS

(ie Are the knowledge, skills and talents of your team members used effectively?) Rating:

_________________________________ N R A

Comments:

6.

MY TEAM IS SUPPORTIVE OF ITS TEAM LEADER(S)

(ie Do your team members support its leadership?) Rating:

_________________________________ N R A

Comments:

7.

MY FELLOW TEAM MEMBERS ACTIVELY SUPPORT EACH OTHER

(ie Do your team members work together with a high degree of energy and involvement and have a strong sense of team spirit?)

Rating:

_________________________________ N R A

Comments:

8.

MY TEAM RESOLVES DISAGREEMENTS

(ie Do your team member’s deal with disagreements openly and constructively?) Rating:

_________________________________ N R A

Comments:

9.

MY TEAM COMMUNICATES OPENLY

(ie Is day to day communication among your team members frequent, honest and direct and does your team have regular team meetings?) Rating:

_________________________________ N R A

Comments:

10.

MY TEAM MAKES DECISIONS IN A COLLECTIVE WAY

(ie Does your team identify and solve its own problems and make effective decisions through involvement and consensus?)

Rating:

_________________________________ N R A

Comments:

11. MY TEAM EVALUATES ITS OWN EFFECTIVENESS (ie Does your team continuously evaluate the effectiveness of its dynamics, methods and performance?) Rating:

_________________________________ N R A

Comments:

TEAM REVIEW AGREEMENT This review of team performance is a reasonable and accurate summary of the team member’s perceptions and has been discussed with the supervisor. ___________________________ Employee Signature

________________ Date

___________________________ Supervisor Signature

________________ Date

Annexure 8 Annual Feedback on Supervisor Performance Form

Name of Supervisor Being

Name of Supervisor’s Supervisor:

Reviewed: Supervisor’ s Position:

Faculty/Sectio n:

Date Form to be Returned:

Date Form Completed:

Part of the BUILD cycle is the review of supervisor’s performance by individual employees. Completing this form is optional. •

This review is an evaluation of the competencies of your supervisor as they apply to you and your position in the past year. The information you provide on this form will be confidential. This form should be submitted to the supervisor (indicated above) to whom your supervisor reports. This person will summaries and discuss the results of the questionnaire with your supervisor without identifying the source of the comments. Your supervisor will NOT see the completed feedback form.

•

For each of the following statements, indicate with a rating that most closely describes your supervisor’s performance. If a question does not apply to your situation, then you may leave the question blank. The ratings you choose should reflect the interactions between you and your supervisor during the past year. Please include comments to support your assessment.

Key to Ratings: N R A

Never Regularly Always

Please indicate with an “X” the appropriate rating from N (never) to A (always) and write comments as required.

1.

My supervisor clearly explains my job responsibilities.

Rating:

_________________________________ N R A

Comments:

2.

My supervisor discusses performance issues with me when they arise.

Rating:

_________________________________ N R A

Comments:

3.

My supervisor is receptive to feedback from me.

Rating:

_________________________________ N R A

Comments:

4.

My supervisor provides me with constructive advice on my performance.

Rating:

_________________________________ N R A

Comments:

5.

My supervisor shows interest in my career development.

Rating:

_________________________________ N R A

Comments:

6.

My supervisor supports training as an aid to my development.

Rating:

_________________________________ N R A

Comments:

7.

My supervisor is an effective coach with regard to my own development.

Rating:

_________________________________ N R A

Comments:

8.

My supervisor gives recognition when deserved.

Rating:

_________________________________ N R A

Comments:

9.

My supervisor is discreet in handling matters of some sensitivity.

Rating:

_________________________________ N R A

Comments:

10.

My supervisor practises transparency in matters that affect my work unit.

Rating:

_________________________________ N R A

Comments:

11.

My supervisor actively helps to build positive working relationships.

Rating:

_________________________________ N R A

Comments:

12.

My supervisor promotes independent decision-making.

Rating:

_________________________________ N R A

Comments:

13.

My supervisor is fair in dealings with me.

Rating:

_________________________________ N R A

Comments:

14.

My supervisor has my respect.

Rating:

_________________________________ N R A

Comments:

WEBLOGRAPHY

1 en.wikipedia.org/wiki/Training_and_development 2

www.businessballs.com/traindev.htm

3

www.growingcoaches.com

4

www.citehr.com

5 en.wikipedia.org/wiki/Standing_operating_procedure 6

www.google.com

7

www.astd.org

8 traininganddevelopment.naukrihub.com