PEL Pakistan

PEL 1

Introduction

PEL was established in 1956 with the technical collaboration of M/S AEG, West Germany. It is

the oldest composite electrical equipment-manufacturing unit of Pakistan with the object of

initially producing transformers, switchgears and electric motors. In 1962 after conclusion of

joint venture agreement with AEG, total shareholding was purchased than by sponsors M/S

Malik Brothers Limited.

In October 1978, PEL was taken over by SAIGOL GROUP OF COMPANIES, which is the largest

and well-know industrial and commercial group in Pakistan. The Saigol Group belongs to the

Saigol family that is an old business family and has contributed a lot towards Pakistan’s

industrial and believes in continuous development and growth. The result is a global business

activity monitored through the various offices worldwide. Meeting Saigol’s traditions, since its

takeover by the group, PEL is also a “Company on the go”. The high growth rate proves the

complete success of the professional management and provides sufficient confidence to trust in

its future development schemes.

Company’s Mission Statement

To grow the size of the organization, develop better business practice and build-up

greater resource.

To practice actively and consistently in Pakistan’s economic development.

To build up better operating philosophy.

To build a better commercial outlook for operating successfully in this competitive

environment.

To keep pleasant working environment.

To always maintain exclusive service standards.

Training and Development Jaweria, Saima, Sehrish, Sulman, Umer

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To promote professional co-operation.

To motivate the employees by making them feel that management cares about them by

recognizing their efforts by remuneration or by promotion depending on the individual

efficiency and what he deserves.

To create feeling of co-operation so that all employees are satisfied.

To build up customer satisfaction.

To provide wide range of products and services to customers.

Company’s Objectives:

The continuous improvement of all products and services through total involvement of

employees.

The development and strengthening of joint ventures and partnerships with external

and internal customers and suppliers.

Providing innovative and higher quality products to achieve total customer satisfaction

by understanding their requirements and anticipating their future expectations or needs

through:

1. Monitoring Annual Targets for quality improvement in all areas and function of

the organization.

2. Valuing people by understanding and drawing upon their strengths i.e. abilities

and knowledge and make efforts for their training and development.

With a dedicated team of professionals the company is striving to improve the quality of

life in Pakistan homes through reliable equipment for power distribution and home

appliances.


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The growth in the size of the organization develops better business practices and builds

up greater resources.

Total Quality Management implementation for getting ISO 9002 for their other

products.

The aspiration to capture the complete product family of the product.

The company Comprises of Two Divisions:

Power Division

Appliances Division

PEL Current Power Division

Power Transformer

Distribution Transformer

Dry Type Transformer

Energy Meter

Switchgear

PEL Current Appliances:

Refrigerator

Air conditioner

Microwave oven

Washing machine

Water Dispenser


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Generator

PEL media


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SWOT Analysis:

Strengths

PEL has a Strong Brand Image in the market

Strong Dealer Network is one of the core competency of the PEL

It occupies a monopolistic hold in Power market due to its energy meters

PEL also have a strong position in Appliances Market in Pakistan

Few years back it made Strategic Alliance with LG

PEL also have Contracts with Government of Punjab

Weaknesses

During economic crunch PEL faces financial problems

PEL lacks in the area of advertisement

It also lacks in the product range

Opportunities

Exploration of new markets in Pakistan is a big opportunity for PEL

Rising population provides a good opportunity for the PEL to grow

By increase in its product range, PEL can increase its market share

Export Opportunity is also an option to expand the business

Increase in production capacity can increase its market share

Due to increasing population, Increase in Investment in Power Sector is another

opportunity

Threats

Strong Competition in the market is a big threat to PEL

Invasion of Chinese products is a big to threat to whole industry

Continuous decrease in Pakistani Rupee value reduces the people’s buying power

All the industries in Pakistan are facing decreasing growth rate


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Instability of Government is major threat to the business

Departments at PEL:

There are 6 major departments in PEL, they are:-

1. Marketing Department

2. Finance Department

3. Production Department

4. Human Resource Department

5. Administration Department

6. Research & Development Department

Human Resource Department:

This department overseas the selection criteria for employees i.e. it sets different guide lines for

selection of employees. After selection of employees it also offer the training and to upgrade

their skills.

The head of HR department is called HR manager. It has 180 employees working in it. Among

which 27 are doing clerical job.

Functions of HR Department:

Recruitment

Selection

Learning and Development

Firing decisions

Labor Affairs

Staff welfare

Manpower planning for next 5 years

Training & Development:


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According to Miss Lubna Badar, Learning & Development Executive at PEL; (1)

“Training and development refers to a planned effort by a company to facilitate the learning of

job-related knowledge, skills, or behavior by employees. It is critical to our future business

success. Our company’s performance will only continue to improve if we develop our people.

To develop our people is to invest in our future. We know if our employees have the motivation

to succeed, they can be good at their job and progress as far as they can.”

At PEL, training is a partnership between the employee and the organization. PEL provides a

framework within which the employee can identify the training and development needs. Such

training provides a consistent standard of management learning throughout PEL. It also enables

the employees to take all of the programs or study for individual modules according to their

particular development needs.

Development Programs are carried out right after joining and throughout the year, applicable

to all management and trainees, across the organization. Each department’s Head of

department along with HR manager decide the appropriate development needs for each

individual, within this overall framework.

The Importance of TNA:

Needs assessment is the most important process of training and development. It is the process

which identifies whether the training is necessary for the employees. Needs assessment

involves three types of analysis:

1 -Organization Analysis

It determines the appropriates of training, given the business strategy of the company, the

resources available for the training process and managers and peers’ support

___________________________________________________________________________

1- Miss Lubna Badar; Learning & Development Executive at PEL.

2-Person Analysis


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Person analysis involves

“Determining whether the performance deficiencies are the result of a lack in

knowledge, skills, abilities or from a motivational or work-design problem “says

Raymond A. Noe.(2)

It identifying who needs training in particular

It evaluates the employees’ readiness for the training

3-Task Analysis

Task analysis involves determining which tasks, knowledge, skills and abilities should be focused

in the training. It is helpful in judging that either training is the solution of the problem faced by

the employee or it can better be managed by some other way; lectures or coaching.

Why is Need Assessment required?

The need assessment is necessary for the organization to know that either it is going for the

right way to improve the performance of the employees. The HR department concentrates on

the TNA as it have to arrange the resources for the training. The HR department is also

responsible directly for the creation of an environment that will support the training and its

transfer for the employees. HR will be answerable to the company if the training is incorrectly

used as a solution to performance problems.

TNA is also vital as if there will be no TNA in the organization before the training is held:

Training can have contents, methods and objectives which are not appropriate.

Training may not bring the required results for the company.

___________________________________________________________________________

2- Employee Training and Development by Raymond A. Noe.

Money spent on the training can go in vain.


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Training will not make the employees learn what is required and desired by the

company.

Basis of Training Need Assessment in PEL:

PEL pays a lot of attention on the needs of employees, on every level, for learning and

development. As “we have passed the stage of training and are now on the level of learning in

PEL”, says Lubna, Head of HR Department.

1-Need Assessment on Individual level:

PEL is currently having seven thousand employees, out of whom six thousand are the technical

employees and rest one thousand are the managers and executives. PEL focuses on the

individual needs of its staff by looking into the department the employee belongs.

Technical Staff:

The employees from technical job are assessed by their manager. The manager checks that the

performance of the employee for past three months and judge the problem after sittings with

the employee and asking the questions from its peers. Then the manager asks the employee;

say a technician, what he feels he is lacking. If the employee is unable to judge its need, the

manager relies on his assessment and suggests a type of training and the readiness of the

employee. He then forwards the report to the HR department for the scheduling of the

training/learning. PEL has so far been training its employees/ technicians for:

Enhancing the Communication skills

Increase in Technical expertise

Training to cope with behavioral problems like adjustment in environment, de-

motivation, work shirking & lack of co-ordination

2-Need Assessment on Departmental Level:


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In PEL, Head of the Department is liable for the need of training on teal and department level.

The head of the department sends the query to the HR about the problem of employee. Then

the HR investigates the problem by meeting the employee, his manager and the team

members. As team work is highly focused in PEL; “we are aimed to have our employees working

in their team”, says Miss Lubna, Learning and Development Executive. (3)

Who Participates in the Needs Assessment?

Generally the upper level managers, middle level manager and the trainer are involved in the

process of need assessment in the following ways:

Organizational Analysis:

In the organizational level analysis, the upper level manager assesses either is training

important to achieve the business objectives & how does training support the business

strategy. The middle level manager assessed that does he wants to spend money on training

and how much. The trainer estimates that does he have the budget to buy training services (in

case of outsourcing) & will managers support training

Person Analysis:

In the personal level analysis, the upper level manager assesses that what functions or business

units need training. The middle level manager see’s that who should be trained; managers,

professionals or core employees. The trainer decides the way to identify which employees need

training.

______________________________________________________________________________

3- Lubna Badar providing information during her interview.

Task Analysis:


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In the task analysis, the upper level manager analysis that does the company has the people

with the knowledge, skills, and ability needed to compete in the marketplace. The middle level

manager notices that for what jobs training can make the biggest difference in product quality

or customer service. Whereas the trainer participates by analyzing the tasks that should be

trained & the knowledge, skills, ability or other characteristics necessary for the training to be

successful.

Determining whether training is “The Best Solution”

PEL believes that training is not the only solution .Therefore it conducts couching and

counseling of the employees as needed. Last week training was conducted in LUMS which titled

as “leadership back to basis” which focused on how to motivate and how to lead.

Miss Lubna Badar told that sometimes it happens that after analyzing the employee(s), we

come to know that the there is no problem of training rather than it is a problem of employee

motivation. In this regard we have a strong motivation and incentive system.

Motivation and Incentive Systems:

Sometimes the psychological components are not enough for motivating the employees. In this case,

monetary incentives play a vital role for increasing the commitment of the employees toward their jobs

and in return enabling them to have job satisfaction. These monetary incentives and rewards are given

in various forms to the employees who act as a strong motivational factor. These could be given as:

1. Spot Award + Rs. 5000 as cash prize

2. Surprise Award

3. Best Performance Award

4. Service Quality Award


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Methods in Needs Assessment:

1. Observation: It is one of the methods for judging the need for training. Observation is

conducted by quietly noting the performance of the employee at work. It is helpful as it

generates data relevant to work environment and minimizes interruption of work. But it

has a disadvantage that it requires skilled observer & the employees’ behavior may be

affected by being observed.

2. Questionnaire: A questionnaire is a detailed list of questions asked to inquire the

problem and need of the employee. It is useful as it is Inexpensive, can collect data from

a large number of persons & the data can easily be summarized. But it requires time,

has possible low return rates & inappropriate responses due to lack of proper

understanding of the questions, lacks detail and only provides information directly

related to questions asked.

3. Interviews: An interview is a face to face questioning about the problem area to

understand the level of need of learning. It is helpful at uncovering details of training

needs, good at uncovering causes and solutions of problems, can explore unanticipated

issues that come up& the questions can be modified while asking one to one. But it is

time consuming, difficult to analyze, needs skilled interviewer & can be threatening to

SMEs.

4. Focus group: It is a loosely structured discussion between a group of 8-12 people with a

similar characteristics on a given issue or field. It is useful with complex or controversial

issues that one person may be unable or unwilling to explore. But it is time consuming

to organize & group members provide information they think you want to hear.

TNA Methods in PEL:


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One to one meetings:

One to one meetings one to one meetings are conducted to address the problems to know if

there are issues of lack of motivation in the employees. This method is used in PEL for the

executives and the managers. When the department head sends the report for the inquiry, HR

arranges a one to one meeting with a skilled interviewer with the employee. The results of the

interview are then analyzed and a written report is given to the department & HR. this report

helps for the arrangement of learning & growth opportunity and is also kept to evaluate the

results of the training.

Questionnaire:

As team work is the main focus in PEL, it uses the questionnaires to dig out the problem

regarding teamwork. When the manager of the technical staff, from any department reports

the HR about the need for learning / training or asks for the solution, HR designs the

questionnaire with the suggestions in-charge, who acts as an SME. These questionnaires are

filled by the proposed trainee and are kept in record for tracking the transfer of training later in

the job.

Methods of Training in PEL:

Orientation:

Every staff member joining PEL has to attend a 1-day comprehensive orientation to get a feel about the

PEL and its business. This orientation program provides a good chance to meet with seniors & colleagues

and to build up the team spirit.

Product Training:

Product training is provided e.g. refrigerators, air conditioners, electric meters etc. to help the related

staff to learn more about the products that the PEL is providing.

Skill Training:


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The PEL provides a lot of skill related training e.g. workshops, sales & negotiation skills, project

management, etc. to help staff enhance their skill in particular aspects.

On-job Training:

Staff members are continuously involved in the learning process in the form of on-job training. Thus, a

lot of on-job training opportunities and job rotation to increase staff’s exposure are provided.

Management Development Training:

In this training program, the employees are given strategic perspectives and business goals management

skills; people management, networking and customer focus abilities to better understand and manage

their jobs. Adventure learning is also used for this purpose to analyze the leadership, planning and

management skills of the employees.

Specific Competency Training:

Specific Competence Training is to ensure that the staff excels in product knowledge, regulatory and

unique techniques needed for the particular position. e.g. in PEL power division, when they launched

energy meters, PEL hired software engineers to train their engineers.

Learning and Development:

PEL recognizes that it is essential that they have the best people equipped with the right skills and

knowledge to perform their roles to the highest standards. They went for talented professionals, who

seek self-development opportunities including continuing professional development. In return the PEL

offers excellent training and development. They focus development on where they believe that they will

get the greatest return, by developing employee’s strengths.

Outsourcing of Training:

PEL also outsources its training programs to different training houses like CMD (Center for Management

Development), Possibilities, Business Rituals etc.

In house trainings:


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The decision of training the employees in house or outsourcing depends on the availability of

resources and the extent to which the type will be helpful for better learning of the employee.

All the technical trainings are conducted in-house, to keep the trade secrets safe.

Team Building Programs

If the lack of coordination is found in any area, team building programs are manages by the

company to grow the feeling of teamwork and collaboration.

Learning and Development of Executives:

PEL assigns its learning and development executives who are responsible to train the

employees under them. It is the part of their job. When an employee comes from training from

outside the company, or is trained on some specific course, he becomes the part of the PEL’s

internal training pool. Like if an employee is trained for ERP in the supply chain department of

PEL, he is then responsible to train the other employees in the company. This cost effective

method is vastly used in PEL to create a culture of knowledge sharing & learning.

Decentralized Training in PEL:

Training is decentralized in PEL. The employees of every department are trained within its own

division of work instead of training everyone in the HR department. The technical side of the

training is managed by the technical experts within the production or any other department.

Perception of PEL Employees about the Trainings:

Training as opportunity:

The employees of PEL on every level take the training as an opportunity to enhance their

learning and perceive it as a step ahead in their career development.

Training as a Reward:


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PEL believes in investing in its human capital and values its employees in every way. The

executives are also sent to other cities as Karachi and Islamabad, and the chosen employees

take the training as a reward. As the executives are also selected for training for further

development on the basis of their performance, so they also value it and become the part of

PEL’s internal pool of trainers.


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Planning the Training:

After the training need analysis is done, it’s the time to plan the training program. The planning

is done in a joint meeting of head of concerned department, HR manager and Learning and

development executive. In this meeting each and every aspect of training is discussed and

decided, which includes the area of training, time, date and place of training, what will be the

learning objective, what will be the training methodology, who will be the trainer etc. these all

things are planned at this time.

Miss Lubna told that all of their training programs are pre planned and they have a full plan of

one year that which training will be conducted at what time. Following is the sample training

plan.

Time Duration: Two-day Training Workshop

Topic: Change Management

Date: Thursday-Friday, March 12-13, 2009

Venue: Royal Palm Golf & Country Club, Lahore

Time: 09:00 AM to 05:00 PM

Learning Objectives:

After attending this workshop participants would be able to:-

1. Know and understand a wide range of ideas and approaches to managing change.

2. Understand the psycho dynamic approach to change.

3. Understand the humanistic approach to change.

4. Grasp different types of team, the process of team development and the way in which

different types of team contribute to the organization change.

5. Perceive the nature, significance and role of leadership in change.


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6. Comprehend the change scenarios vis-à-vis organizational restructuring and cultural

change.

Teaching and Learning Methodology:

This two day workshop will include discussions, case analyses, participant responses, exercises,

videos and dyadic learning.

The workshop participation would reflect maturity of ideas, creative zest, intrusive urge for

knowledge and incessant attempts to relate theory with practice.

Trainer’s Profile:

Syed Hussain Haider has been working as a management and legal consultant for the past 12

years with various private and public sector companies. He has been a management consultant

with the Government of the Punjab since 7 years and has been actively involved with

reengineering and restructuring organizational processes.

Currently he is associated as a consultant / resource person with the Management and

Professional Development Department. (The umbrella training organization for Government of

the Punjab) TEVTA and PRMP, Government of the Punjab. He is Professor of Management and

Law teaching MBA and M.Com students at University of Central Punjab and as Principal

Management Consultant has developed the Research and Development Centre for University of

Central Punjab. He has also been Principal Coordinator for Punjab Development Forum

(Government of the Punjab) 2003-2007 and has been associated as a Policy Review Specialist

and subsequently as Capacity Building & Training Expert with Asian Development Bank. He is

currently a resource person for Asian Development Bank, DFID, U.K and numerous international

financial institutions.

He is a certified trainer for Small and Medium Development Authority, Government of Pakistan,

Pakistan National Accreditation Council, Government of Pakistan, National Productivity

Organization, Government of Pakistan and Government of the Punjab. He has been a resource

person for British Council, Pakistan and Management Development Institute at Habib Bank


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Limited. He is a certified Productivity Consultant and Certified Advocacy Trainer by Bar Council

of England and Wales. He is an International Resource Person for Asian Productivity

Organization, Japan, Colombo Plan, Sri Lanka and Bank Rakyat, Malaysia.

A United Nations University Alumni and an M.B.A, M.A, LLB and PGD’s in Labour Laws, Intellectual

Property Right Laws and International Leadership. He has extensive knowledge and experience in Law,

Human Resource Management, Organizational Behavior and Capacity Building.

Transfer of Training

Transfer of training may be defined as the degree to which trainees apply to their jobs the knowledge,

skills, behaviors, and attitudes they gained in training.

Problems in the Transfer of Training:

There are so many causes for which the transfer of training becomes ineffective or does not

take place in the organization. Some of them are:

Working conditions:

Time pressures on the employees that they have to join daily right after the training

session ends that create discouragement. Another factor is a barrier the use of

Inadequate equipment which are out dated because of this there are few opportunities

to use those skills learned in training session.

Lack of peer support

That is discouraging use of new technology and skills on the job, peers are not willing to

provide feedback, and they assume the training as the wastage of time.

Lack of management support

That is managers are too rigid that they do accept any ideas or suggestions that are

learned in the training session. They do not recommend using the learned skills in the


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organization and are not willing to provide the feedback, reinforcement and

encouragement that are needed to transfer the learned skills.

The Effectiveness of the Transfer of Training in PEL:

Learning and development in PEL has become very strong in last few years. They have

encouraged their employees to move with the time as it changes. They have also increased

their motivation level by communicating them the importance of new learning for their

development.

PEL provides a very healthy environment to the employee who gets training. They provide a

work environment that influence transfer of training. Management support is there that is at

high level. They encourage them, help them in implementing new learning in the organization,

and provide proper feedback to the management. Climate of transfer is given to the trainee to

that facilitates them. Peers are also there to help their colleagues in transfer. PEL has become a

learning organization in this era when everything is getting change with the passage of time.

Employees in PEL are becoming more socialize to adapt change and learn form each other. So,

the distance of the transfer is near that can be change easily.

Evaluation of Training in PEL:

Evaluation of training is vital for a company to know the after-effects of training. It is the scale on which the company measures itself in terms of success in training. Evaluation is primarily of two types:

Formative Evaluation:

It is the evaluation which is conducted during the program design and development. It ensure that the training is going smooth and the trainees are satisfied with the training contents and process.

Summative Evaluation:

Summative evaluation is conducted to judge the effects of the training on the employees in terms of change in the trainees. It aims at ensuring that the trainees have learnt the required skills, attitudes knowledge and behaviors. It also includes quantitative outcomes of the training.


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Summative Evaluation of Training in PEL:

PEL conducts its training sessions and evaluates these trainings in the end to know the outcomes of the training. They evaluate the changes in the skills, knowledge & behaviors in the employees.

Outcomes of Training:

A company measures the outcomes of its training processes on the basis of skills, cognition, effectiveness, reactions and results.

PEL measures the outcomes of the training to its employees on the basis of :

Skills:

The company compares the skills of the employees and workers before and after the training.

Cognition:

PEL is very much conscious in to determine whether the trainees have learnt the principles, facts and techniques required and desired for the company.

Reactions:

The HR department of PEL is keen to weigh and measure the behaviors and attitudes of the trainees before and after the training is complete. Questionnaires are provided to the trainees to give feedback on the contents, process and effects of the training.

Results:

Financial calculations are definitely the vital concern for the company.PEL calculates its ROI and the total investment on the training process.

Determining whether the Outcomes are Good:

PEL makes sure that the outcomes of the training are good and desired for the company through:

Relevance which refers to the relatedness of the outcomes to the capabilities learnt in the training.

Reliability which refers to the consistency of the results.


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Practicality which refers to the ease with which you can measure the outcomes.

Evaluation Design in PEL:

PEL uses only post-test evaluation design and evaluates its trainings after the training processes are complete.


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Suggestions:

How can you increase the transfer of training in your organization? For any given training

program, you will need to look into three areas:

Training Participant Attributes:

Training participant attributes may be influenced when introducing new employees to your

organization through an effective recruitment, selection and induction process. Attributes can

also be influenced before training begins through prequalifying nominees during the

registration process.

Training Program Design and Delivery:

The second factor, training design and delivery, can be made more effective through ensuring

that the training program objectives are clearly focused on your organization's priorities and

goals. Tied in with this, participants’ learning outcomes must be stated in terms of behavior

required in the workplace and measurable performance standards. Along with effective design,

to maximize training transfers to the workplace ensure that the training is delivered in

accordance with what we know about how adults learn best.

Workplace environment:

The most significant, yet most neglected, factor influencing the extent of training transfer is the

third area mentioned above, the employee's workplace environment. What happens before

employees attend the training event and what happens after they return to work are the most

important variables determining workplace performance following training. If your organization

is struggling to see tangible benefits from training, ask these key questions:

Did instructional designers, trainers and line managers work together in partnership or

was work on the program done in isolation with little collaboration?

Were non-training solutions seriously considered or was a training request received and

an off-the-shelf solution delivered?


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Were training outcomes stated in behavior and performance terms or were outcomes

unstated or stated in fuzzy terms?

Were training objectives tied to stated organizational objectives or were they left

floating in the organizational ether?

Were managers and supervisors actively involved before, during and after the program

or was the program divorced from the employee's day to day work?

Was post-training support provided back in the workplace, such as coaching and on-the-

job aids, or were employees left to flounder with no opportunity to practice?

Were new procedures and role expectations clearly communicated to employees or

were they left wondering why they were nominated for the program?

Were workplace performance expectations agreed with employees prior to the training,

or was it back to "business as usual"?

Was the training integrated with a well thought-out and implemented change or

improvement program, or was the training a single point "silver bullet" solution?

Did you measure the organizational impact of the program or rely solely on "happy

sheets" for feedback?

There is another approach called as PRACTICE approach which includes:

Procedures:

Tell them how to perform and what are the policies and procedures, update relevant policies

and procedures before training begins and use actual policy and procedural documents during

training program. The strength behind the PEL’s learning and development department is that

they follow the procedures.


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Roles & Responsibilities:

Tell them what level of performance is required by them. Clarify roles, responsibilities and update

relevant role descriptions of the particular trainee. Develop links between learning outcomes to

role descriptions. PEL specifies the roles and responsibilities of the trainee before and after the

training sessions.

Aids on the Job:

Tell them extend the training room into the workplace replicate training aids on the job

encourage employees to use on-the-job aids.

Coaching:

Overcomes individual barriers to skill application, plan for and dedicate on-the-job coaching

resources and train coaches in how to coach effectively when it is required.

Targets

Measurement proves people are performing as per the requirement, agree and set measurable

organizational and individual goals that motivates the employees, link program learning

outcomes to organizational and individual goals, and then translate goals into required on-the-

job behaviors.

Incentives

Give a personal reason to perform, modify incentives to reward goal achievement and expected

behaviors and provide employee feedback frequently and using a variety of methods to

evaluate their performance.


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Communication

Informs and involves all stakeholders, communicate information to all appropriate levels in

organization and use a variety of communication mediums and styles to convey your massage

effectively.

Engagement

Motivates participants to apply skills on the job to enhance their skills, tell employees briefly

before training on purpose and application of program, managers and supervisors introduce

training and attend sessions, review learning after training and identify opportunities for skill

application, follow up regularly progress on skill application with employee that shows

employees that how much the company is concerned about them.


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References:

Miss Lubna Badar; Learning & Development Executive at PEL.

Employee Training and Development by Raymond A. Noe.

http://en.wikipedia.org/w/index.php?title=Special

%3ASearch&search=barriers+in+training+transfer&fulltext=1

http://www.lsaglobal.com/about/transfer-of-training.asp

http://www.citehr.com/results.html?cx=partner-pub-8639156531433549%3A65wn2f-

m579&cof=FORID%3A10&ie=ISO-8859-

1&q=barriers+in+training+transfer&sa=Search&siteurl=www.citehr.com%2Fdownloads.php

%3Fquery_ds%3Dbarriers%2Bin%2Btraining%2Btransfer#1246


http://www.citehr.com/results.html?cx=partner-pub-8639156531433549%3A65wn2f-m579&cof=FORID%3A10&ie=ISO-8859-1&q=barriers+in+training+transfer&sa=Search&siteurl=www.citehr.com%2Fdownloads.php%3Fquery_ds%3Dbarriers%2Bin%2Btraining%2Btransfer#1246



http://www.lsaglobal.com/about/transfer-of-training.asp

http://en.wikipedia.org/w/index.php?title=Special%3ASearch&search=barriers+in+training+transfer&fulltext=1

http://en.wikipedia.org/w/index.php?title=Special%3ASearch&search=barriers+in+training+transfer&fulltext=1

PEL Pakistan

Documents

Transcript of PEL Pakistan