HR PRJT

8/7/2019 HR PRJT

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ABC Consultancies Ltd.

T & D PACKAGE FOR FEM FASHION INDIA


By :-Parth Tripathi

Bhargav Tej

Triptashree Ghosh

Karan Jain

Shristi

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INTRODUCTION

Fem Fashion India , a chain of 12 retail stores for women¶s

clothing, spread across all the Metro cities in India, plans to

expand its operations in the next year.

The owner is sceptical about the quality of his managers andassistant managers and wants to train them adequately to take on

the challenges of future expansion.

We are a consulting firm hired by Fem Fashion and we have been

given a reasonable, not big budget to organise a training program

for the managers and assistant managers within following

constraints.


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CONSTRAINTS

We are required to organise a training program that takes only 2

days to impart training.

The stores cannot be closed and the business has to be runningwhile the training program is on.

All the people involved cannot be brought together physically,

more than once or twice annually.

The training has to be cost effective and the evaluation has to be

completed in the specified time.


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ASSUMPTIONS

The majority of the stores are in Mumbai (which will be our training

centre) .

Every store has one manager and one assistant manager.

The store is open on all days.

Sales are less on weekdays as compared to weekends.

Every retail store has computer and internet facilities.


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OUTLINE OF WHAT WE PLAN TO DO AND WHY ?

We plan to bring the managers together for one day training in Mumbai

and train them as well as prepare them for training their assistant

managers.

An evaluation for managers will be done at the end of the day to see what

they thought of the training.

An e-mail questionnaire will be sent before and after the training for guaging effectiveness of training.

The assistant managers will be trained by online lecturesand by their

managers the next day in the stores.

They will be interviewed by their managers at the end of the day to assess

their learning . Online interviews will be done once or twice a week for monitoring the

effectiveness of training.


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TRAINING CONTENT:

We are going to provide training using the following four methods:

Knowledge-based methods

Simulation methods

Skill based methods

On the job training methods

We have a two day schedule.


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FIRST DAY

We will provide intensive training to the managers.

Our training program will consist of training using the following methods:

KNOWLEDGE BASED METHODS:

Lecture

Group discussion

Brain storming session

SKILL BASED METHODS:

Practice after demonstration

Workshops

SIMULATION METHODS:

Role play

Management games


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TRAINING MATERIAL :-

After completion on first day training the trainees will be given

Training booklet.

DVD of lectures and other activities for their use .

Training booklet and DVD for their assistant managers.


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SECOND DAY

On the job training to assistant managers

On the job training:

Online lectures through interactive videos

Guidance and counselling

Demonstration

Online lectures through interactive videos: it combines the advantage

of video and computer based instruction. The main advantage is that they

can gain from the content and simultaneously manage the store.It is also

cost effective.

Guidance and counselling: here the managers will be asked to act as

mentors to the assistant managers and provide them with the required

guidance. This way we can analyse the effectiveness of the training thatwe have provided.

Demonstration: here the managers will actually show the trainees to do a

particular task in a effective way.


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LOGIC FOR CONTENTS AND METHODS

CHOSEN

KNOWLEDGE BASED METHODS :

The lecture method is the traditional method and is used mainly to

provide conceptual understanding about different domains whichin our case would be sales & operations planning ,inventory

management ,layout planning etc .

The group discussion method poses questions, encourages

involvement and help the participants in sharing their knowledge

and experiences. Brainstorming session enables the free flow of ideas among the

participants and helps them to come out with completely new

ideas and insights.


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SKILL BASED METHODS :

Practice after demonstration:

³I hear and I forget

I see and I remember

I do and I understand ³ -- Confucious

This is the logic behind this method because it helps participants

to actually implement what they have learnt.

Workshops:

It tends to encourage cooperation among participants. It also

encourages creativity and Participants can build on the idea of

others.


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SIMULATION METHODS:

Role play: Role plays are also called skill practices and they provide

the trainees to acquire different roles and actually understand the

expectation and responses when they are put in a real life situation.

Management games: In these sort of games the participants are

divided into different teams which act as competing firms replicating a

real life situation ,and are asked to take decisions within certainconstraints.The main advantage of such a training is all the trainees

take the enterprise as one unit and learn the art of taking decisions in

competitive environment.

On the job training:

The logic behind choosing this method is that it facilitates the trainingwithout disrupting the normal running of the store.

Also, it enables the transfer of training from managers to assistant

managers in the most effective and inexpensive way .


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TRAINING SCHEDULE


SL. NO SESSION NAME TIME OBJECTIVE1 BRIEF INTRODUCTION TO THE PROGRAM 10:00-10:30AM to familiarize the particapants with the training program

& ICE BREAKING SESSION and also with their peers

2 REFRESHMENTS 10:30-10:55AM

3 KNOWLEDGE BASED TRAINING:

LECTURES 11:00- 11:50AM To give conceptual understanding and clarity

GROUP DISCUSSION 12:00-12:20 PM encourages involvement and knowledge sharing

BRAING STORMING 12:25-12:55 PM to enable free flow of ideas, innovative thinking

4 LUNCH BREAK 1:00-1:45 PM

5 SIMULATION TRAING:

ROLE PLAY 2:00-2:45 PM will help in improving communication,

MANAGEMENT GAMES 2:55-3:45 PM help in quick decision making, improving analytical thinking

6 COFFEE BREAK 3:45-4:00 PM

7 SKILL BASED TRAINING

PRACTICE AFTER DEMOSTRATION 4:00-4:30 PM learn by doing

WORKSHOPS 4:40-5:10 PM encourages cooperation and creativity

8 GUIDANCE ON 2ND DAY TRAINING 5:20-5:5:40 PM to help the managers train their assistants

9 DOUBT CLEARING SESSION 6:00-6:30 PM to provide clarity about the training program

10 EVALUATION

QUESTIONNAIRE/INTERVIEWS 6:30-7:00 PM to check the effectiveness of the program

TRAINING CURRICULUM-DAY1

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TRAINING CURRICULUM-DAY2

SL. NO SESSION NAME TIME O ECTIVE1 On n Lectu es

session 1 11: AM-12:15 PM domain know ed e enhancement

session 2 12: -1: 5 PM skills imp ovement

2 Break

3 Doubt clearin session 3: - 3:30 PM to provide clarit

Trainin b managers Atleast 2hrs* transf er of KSA learnt in training or

otherwise b the managers to assistants

*actual timing to be decided b the manager

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TRAINING EVALUATION

Evaluation is the collection of analysis and interpretation of

information about any aspects of a program of education or

training as part of a recognized process of judging its

effectiveness, its efficiency and any other outcomes it may have.

Types of evaluation instruments used:-

Questionnaires

Performance records

Interviews


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1) Questionnaires:

The questionnaire will be given to both the managers and assistant

managers before and after the training. It will have the following types of

questions.

A)Open ended B)Multiple choice C) Check list D)Two way

E) Ranking scales

Pre training questionnaire :The questionnaires will be focused on the following aspects:

Concepts regarding Inventory management, Facility layout, Sales and

operations planning, Material requirement planning etc«

Situation reaction

Crisis/Risk management

Leadership and mentoring

Post training questionnaire:

The post training questionnaire will also include similar questions along with

feedback forms


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2) Performance records:

The performance records will be the secondary data available

with the department/organization which will readily be used for

evaluation purpose.

Advantages:

Reliability

Ease of use

High job relevance

Objectivity


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3) Interviews:

Keeping the constraints of time and cost into consideration and in

order to take the advantage of face to face interview for evaluating

effectiveness we have decided to conduct Online interviews.

Advantages:

Economical

Time saving

Stores can be kept running

Efforts would be lesser than face to face Interviewing

Online interviews can be conducted once or twice a week

depending on the requirement of evaluation.


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TYPES OF EVALUATION DATA:

Individual performance: This data will emphasize on individual trainees¶

knowledge, behavior and perception.

Organization wide performance: This data will concern information about

productivity and level of customer satisfaction, employee grievances,

customer complaints etc.

Financial data: The financial data will help to conduct the cost benefit

analysis and gauze the effectiveness of the training program. It will include

the Balance sheet, Income statement, Monthly/Weekly sales data etc.

The return on investment can be used as a measure of training program

effectiveness. It can be calculated as: ROI = (Net Program Benefits) x 100

Program Costs

The benefits would be in terms of increased sales or reduced costs.


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MODEL OF TRAINING EVALUATION:

We have chosen the most well known model for training evaluation

known as the Kirkpatrick¶s model.

Kirkpatrick Model for Evaluating Effectiveness of Training

Programs


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1) REACTION:

Description and characteristic:

Reaction evaluation is how the trainees felt and personal

reactions to the training or learning experience.

Tools and methods:

* Happy sheets

* Feedback forms

* Questionnaire


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2) LEARNING:


Learning evaluation is the measurement of increase in knowledge

or intellectual capability before and after the learning experience.This process is gradual and so it has to be measured over a period

of time

Tools and methods:

* Online interviews

* Tests


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3) BEHAVIOUR:


Behaviour evaluation is the extent to which trainees applied the

learning and changed the behavior. It is more difficult to measure

as it is gradual, inconsistent and less predictable.

Tools and methods:

* Peer evaluation

* Feedback reports from organization


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4) RESULTS:


Results evaluation is the effect on the business or environment

resulting from improved performance of the trainee.

Tools and methods:

* Financial statements

* Key performance indicators

* Other quantifiable aspects like

attrition, No of complaints etc.


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THANK YOU

HR PRJT

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