Talent Asssessment & Development- Sneha Agrawal

Nature of Training and Development

Summer Internship Project

TALENT ASSESSMENT AND DEVELOPMENT

Under the Guidance of

Mr. Vaibhav PathakAsst. General Manager- HR, Corporate CenterProf. N. RajanFaculty -HRN L Dalmia Institute Of Management Studies And Research

SUBMITTED BY

MS. SNEHA AGRAWALMASTERS IN MANAGEMENT STUDIES-2009-11IN PARTIAL FULFILLMENT OF THE MASTERS DEGREE IN BUSINESS ADMINISTRATION

N.L.DALMIA INSTITUTE OF MANAGEMENT STUDIES AND RESEARCH

Shrishti Sector -1, Mira road. (E) Mumbai 401104.

ACKNOWLEDGEMENT

Being associated with JSW STEEL LTD. and having to do a project with them has been one of the most memorable and great learning experiences. The project has been a great journey for me, right from its inception to its completion. I owe a great deal to some very important people without whose guidance and support, the project would not have been successful.

At the outset, I wish to express my sincere gratitude to Mr. Tapas Kumar Das (General Manager-HR, Corporate Center) for giving me an opportunity to undergo summer internship at JSW LTD.I would like to express my profound appreciation to my project guide, Mr. Vaibhav Pathak ( Asst. General Manager- HR, Corporate Center) whose perseverance and tenacity inspired me to face the complex challenges involved in the project. I am indebted to him for his invaluable support and infallible expertise.

I would also like to thank Prof. N. Rajan (Faculty-HR, NLDIMSR) and Prof. Ameet Dubey for his constant support and guidance.

Sneha Agrawal N.L. Dalmia Institute of Management Studies & Research.

Shrishti Sector -1, Mira road. (E) Mumbai 401104.

Contents

2ACKNOWLEDGEMENT

7EXECUTIVE SUMMARY

8INTRODUCTION

9JSW- Overview

10NATURE OF TRAINING AND DEVELOPMENT

11AIMS/OBJECTIVES OF TRAINING & DEVELOPMENT

12TRAINING PROCESS

13TRAINING NEED IDENTIFICATION

13Objective of Training Need Identification:

13Process of training need identification:

14CONTENT BUILDING

14TRAINING DELIVERY

14Objective of training delivery:

14FEEDBACK

15PART 1:

15DESIGNING OF TRAINING PLAN

16TRAINING PLAN

17JSW TRAINING PHILOSOPHY

18SUMMARY OF TRAINING CALENDAR (2010-11)

22Strategy programmes

221)Strategic decision making:

222)Strategic leadership seminar

233)Managing cost to enhance profitability

234)3 tier programme for management development

245)Advanced financial analysis

246)Leadership & Change Management:

25High Potential Employees (HPEs)

251)Leadership development programme for HPEs

252)Mentoring & Coaching skills for leaders

263)Business Acumen:

264)Train the Trainer:

275)Identifying & Assessing high potential employees:

27Department programmes

271)Finance for Non- Finance:

282)HR for line managers

283)Performance management

294)MARKETING FOR NON MARKETING :

295)Enhancing sales force performance

30SHORT DURATION TRAINING PROGRAMMES

301)Creativity & innovation :

312)Decision making:

313)Stress management:

324)Negotiation skills:

325)Communication skills:

336)Interpersonal skills & team building:

337)Presentation Skills:

348)Emotional intelligence:

349)Managing work life balance:

3510)Enhancing managerial effectiveness

3511)Influencing Skills:

3612)Corporate Grooming & Etiquette:

3613)The Art & Science of behavioral interviewing

3714)Personality development:

37INDIVIDUAL SPONSORSHIP PROGRAMMES

371)Project management:

382)Supply chain management:

393)Logistics management

394)Advanced corporate finance:

39MANAGEMENT DEVELOPMENT PROGRAMMES

39IIM, AHMEDABAD

40IIM, BANGALORE

41WHARTON EXECUTIVE EDUCATION

42By XLRI, JAMSHEDPUR

43London Business School

44KELLOGGs MDP

45HARVARD

47Part -2

47Learning & development

48What is a "Learning Organization"?

50RESEARCH TOPIC:

50RESEARCH OBJECTIVES:

50RESEARCH DESIGN:

50BENEFITS OF THE STUDY:

50IMPORTANCE OF THE STUDY:

50LIMITATION OF THE STUDY:

51RESPONSE CHOICES:

51METHOD OF ANALYSIS:

51PRIMARY DATA COLLECTION PLAN:

51SECONDARY DATA COLLECTION PLAN:

52DISTRIBUTION OF THE SURVEY

53DATA COLLECTION AND ANALYSIS

63Secondary Data:

63Analysis of various ORGANISATIONS learning & development practices:

66Observation and analysis:

67JSW DEVELOPMENT Matrix

68JSW LEARNING & DEVELOPMENT

69RECOMMENDATIONS:

69FOR SENIOR MANAGERS:

69JSW BUSINESS LEADERSHIP COMPETITION (JBLC):

69TRAIN THE TRAINER:

70FOR MIDDLE LEVEL MANAGERS:

70MONTHLY DISCUSSION FORUM:

70FOR NEW JOINEES:

70INDUCTION:

71OPEN FOR ALL:

74PART-3 COMPETENCY FOR HPEs

75Identifying High Potential Employees

76Meaning of High Potential

78What to observe?

79Learning agility

80Business Acumen

81People Acumen

82Analytical & Cognitive ability

EXECUTIVE SUMMARYI have undertaken the project on talent assessment and development for JSW Steel Ltd. in order to learn the practical aspects of Human Resources. It has acted as a window to show me how the learning & development team functions. Its core activity i.e. training is focused on empowering people with knowledge, both functional and behavioral. This project has given me exposure to the learning & development in particular training part of corporate HR and the competency for HPEs.( High Potential Employees). It has also introduced me to various B-schools offering training programs in various fields to organizations as per their need and various trainers and vendors.I have studied various aspects of learning and development at JSW which includes Discussion forums, e-learning, Coaching, training process, training content designing, training offered by vendors, etc. The training process starts with an explanation of the nature of training and development, objective of training & development, the actual process, training need identification, designing of the content of the finalized programs. It then moves on to the list of the TOP B-schools offering the MDPs.I have also studied the practices of learning and development followed at JSW and other industries. It was then followed by the questionnaire filled by the employees. Based on the results, finally it lists the recommendations for the same.I have also been involved in framing the competencies that the HPEs at JSW should possess. This will help the line managers in identifying their HPEs for the leadership role.

Study of the above mentioned aspects has helped me to broaden my perspective towards L&D and helped me to come up with ideas that can be used to impart learning to the employees in the organization. Thanks to this project, I have learnt the importance of Human Relations in maintaining & enriching the human resources of an organization.INTRODUCTION

India is passing through a period of remarkable change and very interesting times. For half a century before independence in 1947, there was hardly any discernible economic growth in the whole Indian sub continent and we have now come a long way to a sustainable growth path. The growth is manifesting itself in many ways all across the country : innovation and entrepreneurship are in the air. With such exciting changes taking place in all spheres , it is important to manage the human potential that India possesses effectively. As is known, the world is growing flatter. Globalization is the word of the day. With such fast paced changes, it has become important for companies to retain & train their people to not only face the competition but also to create a difference to their organization. The words of Alvin Toffler , the American futurist and writer is more than true of these times : the illiterate of the 21st century is not the one who cannot read and write, but the one who cannot learn, unlearn and relearn. Keeping this in mind most organizations are laying great emphasis on learning and development of their employees.

JSW- OverviewJSW Group is one of the fastest growing business conglomerates with a strong presence in the core economic sector. As part of the US $ 8 billion O. P. Jindal Group, JSW Group has diversified interests in Steel, Energy, Minerals and Mining, Aluminum, Infrastructure and Logistic, Cement and Information Technology. This Sajjan Jindal led enterprise has grown from a steel rolling mill in 1982 to a multi business conglomerate worth US $ 3.7 billion within a short span of time.

Global recognition for Size, Culture and Quality while nurturing Nature and Society is the vision of the company and its mission is to Support nations growth in Steel & Power with speed & innovation .

The core values of the organization are:

Crystal Clear

Passion for Excellence

Drive with Leadership

Young Thinking

Challenging Status Quo

The various verticals carry out different functions under the umbrella of JSW Group.

JSW Steel Ltd. is one among the largest Indian Steel Companies in India today with capacity of 7.8MT. Indias second largest steelmaker, JSW Steel Ltd. consists of the most modern, eco-friendly steel plants with the latest technologies for both upstream & downstream processes.

JSW Energy Ltd. The company plans to foray in all areas of power: Generation, Transmission, Distribution and Trading. The company has been in the business of power generation since 2000 and in less than a decade of its operations, the company has crossed several milestones working on power solutions in the States of Karnataka, Maharashtra, Rajasthan and Himachal Pradesh.

Jindal Holdings Ltd. is a Non Banking Financial Company (NBFC) registered with Reserve Bank of India (RBI). JSWHL (Jindal South West Holdings Limited) is an Investment Company of the JSW Promoters Group with its investment mainly in Jindal Group. The main business activity is of Investment in shares, stocks, or other securities in India or abroad and to provide management consultancy services.

JSW Infrastructure Ltd. is a part of the JSW Group and is committed to the development of infrastructure for Ports, Air Ports, Ship Repair, Shipyard, Township, Roads & Rail connectivity, Inland Waterways, Water treatment plant and Pipelines.

J Soft Solutions Ltd. is an IT & ITES arm of US $3.7 billion JSW Group. It's core competency is to act as an enabler for enterprises, to gain a competitive edge through effective use of information & communication solutions.

NATURE OF TRAINING AND DEVELOPMENTIn simple terms, training and development refers to the imparting of specific skills, abilities and knowledge to an employee. A formal definition of training & development is it is any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge. The need for training & development is determined by the employees performance deficiency, computed as follows:

Training & Development need = Standard performance Actual performance.

We can make a distinction among training, education and development. Such distinction enables us to acquire a better perspective about the meaning of the terms. Training, as was stated earlier, refers to the process of imparting specific skills. Education, on the other hand, is confined to theoretical learning in classrooms.

Table 1. Training and Education Differentiated

TrainingEducation

ApplicationTheoretical Orientation

Job ExperienceClassroom Learning

Specific TasksGeneral Concepts

Narrow / PerspectiveBroad Perspective

Training refers to the process of imparting specific skills.

Development refers to the learning opportunities

designed to help employees grow.

Education is theoretical learning in classroom.

Development refers to those learning opportunities designed to help employees grow. Development is not primarily skill-oriented. Instead, it provides general knowledge and attitudes which will be helpful to employees in higher positions. Efforts towards development often depend on personal drive and ambition. Development activities, such as those supplied by management developmental programmes, are generally voluntary.AIMS/OBJECTIVES OF TRAINING & DEVELOPMENTThe fundamental aim of training is to help the organization achieve its purpose by adding value to its key resource the people it employs. Training means investing in the people to enable them to perform better and to empower them to make the best use of their natural abilities. The particular objectives of training are to:

Develop the competences of employees and improve their performance;

Help people to grow within the organization in order that, as far as possible, its future needs for human resource can be met from within;

Reduce the learning time for employees starting in new jobs on appointment, transfers or promotion, and ensure that they become fully competent as quickly and economically as possible.

TRAINING PROCESS

Training at JSW starts with identifying the need for training. It is an ongoing process where everything is tailor made as per the requirement of the employees and the organization.

TRAINING NEED IDENTIFICATION

TRAINING NEED IDENTIFICATIONObjective of Training Need Identification:

To understand the training needs of JSW employees and then prvide them the right training.

To facilitate their growth at personal as well as professional leve;l.

To enhance their knowledge.

Process of training need identification: It is done at three levels viz.

Organisational analysis

Individual analysis (Performance Appraisal) Task analysis

HR manager meets departmental heads to undersytand the training needs & then prioritizes the training needs in coordiation with their needs . this is then followed by identification of the employees who needs the training & then finalising the nominees for training.

CONTENT BUILDINGObjective of building the content: To map the objectives of various trainers with JSWs TNI objectives.

To check their program content.

To customize the training according to JSW needs and make it relevant for the employees.

Process:

L&D manager identifies the right trainer

L&D manager shares the objectives with the trainer

Trainer maps the expectation of the participants

Customizes content as per the requirements of the organisation

Content finalisation by L&D manager

TRAINING DELIVERY

Objective of training delivery: To enhance the learning of the participants

To deliver the knowledge or the skills as per the requirement

To inculcate the skills in the participants

To enhance the effectiveness of the employees

FEEDBACKObjective of feedback:

To evaluate the effectiveness of the training delivery

To understand the response of the participants to a particular training

To determine whether or not the training achieved the desired objective. To maximize the training ROI (return on investment). Helps to determine the form of future training programs

PART 1:

DESIGNING OF TRAINING PLAN

TRAINING PLANFOREWORD

An organization's level of excellence is a reflection of the skill and attitude of its employees. In times of constant change the skill sets of employees needs to be updated on a continuous basis. We must be sensitive to the fact that in such a rapidly changing scenario, people, like products become obsolete very quickly. An organization that imbibes the culture of continuous learning ensures that it never becomes outdated and continues to scale the excellence curve.

The best way of going about achieving this is to build a strong foundation of learning and development. Importantly, we believe that the leaders in the organization contribute to building a talent pool by sharing their expertise and knowledge they have gained in their specific fields. It is when we develop a culture of mentoring and coaching the new generation that transfer of new skill sets become ingrained in the system.

Our learning and development plan is part of effort to develop competency and build learning culture in our organization. This booklet comprising management development programs intends to cater the common needs of JSW Group Companies.

We surely believe in receiving your support in taking our learning& development initiatives forward. We deeply value your views and suggestions in our never ending journey for excellence.

JSW TRAINING PHILOSOPHY

JSW is committed to the continuous development of its employees. This policy will ensure that we have the adaptability and flexibility to succeed as a world class conglomerate.

WE SHALL ENDEAVOUR TO:

Encourage Individual(s) take onus for his/her own learning and development.

Learning and development initiatives are aligned with organizational objectives.

Leaders at all levels across the organization develop people, leverage their strengths and harness the collective learning for organizational excellence.

Provide world class learning exposure to people at all levels.

Tap all means of learning (i.e.- off the job and on the job learning opportunities) to quicken employee learning and development .

OUR WAY FORWARD TO ENHANCE EFFECTIVENESS OF LEARNING AND DEVELOPMENT INITIATIVES :

Strengthen the pool of internal resource persons (internal faculty forum).

Continuously improve learning - development systems and processes and benchmark with the best

Leverage IT to hasten learning and development.

Encourage and equip leaders at all level to be teacher and developer for their people.

Effectively implement the learning and development plans (i.e. annual training plan).

SUMMARY OF TRAINING CALENDAR (2010-11)

Sr.no.Training ProgrammesDuration (Days/Hrs)FacultyTarget GroupPage no.

Major training programmes

Strategy programmes

1. Strategic decision making2 daysExternalGM & above

2. Strategic leadership seminar2 daysExternalGM & above

3. Managing cost to enhance profitability2 daysExternalAGM & above

4. 3 tier programme for management development2 daysExternalGM & above

5.Advanced financial analysis3 daysExternalGM & above

6.Leadership & Change Management2 daysExternalGM & above

High Potential Employees

1.Leadership development programme for HPEs3 daysExternalJunior mgr to DGM, HPEs

2.Mentoring & coaching skills for leaders2 daysExternalGM & above

3.Business Acumen2 daysExternalGM & above

4.Train the Trainer2 daysExternalGM & above

5.Identifying & assessing high potential employees2 daysExternalGM & above

Department programmes

1.Finance for non- finance2 daysExternalDeputy mgr to DGM

2.HR for line managers1dayExternalMgr to DGM

3.Performance management1dayExternalAsst. Mgr to Senior Mgr

4.Marketing for non- marketing2 dayExternalAsst. Mgr to Senior Mgr

5. Enhancing sales force performance2 dayExternalSales executives

Short duration training programs

1.Creativity & innovation:

3 hrsExternal/internalAsst. mgr to DGM,

2.Decision making 3 hrsExternalMgr to DGM

3.Stress management3 hrsExternalGM & above, HPEs

4.Negotiation skills3 hrsExternalJunior mgr. to Asst. mgr

5.Communication skills2 hrsExternal Jr. mgr. to mgr

6.Interpersonal skills & team building2 hrsExternalExecutive to mgr,

Senior mgr to DGM

7.Presentation Skills2 hrsExternalJunior mgr to AGM

8.Emotional intelligence 3 hrsExternalHOD & above, High potential leaders

9.Managing work life balance3 hrsExternalGM & above

10.Enhancing managerial effectiveness3 hrs

ExternalExecutives

11.Influencing Skills3 hrs

ExternalJunior Mgr to senior Mgr

12.Corporate Etiquettes1 DayExternalOpen category

13.The Art & Science Of behavioral interviewing3 hrs ExternalHODs & functional heads

14.Personality development1 DayExternalJunior Mgr to AGM

Individual sponsorships (for open programs)

1.Project mgt. dayExternalAsst. mgr to AGM

2.Supply chain management2 daysExternalMgr & above

3.Logistics management2 daysExternalMgr & above

4.Advanced corporate finance3 daysExternalGM & above

Strategy programmes

1) Strategic decision making:

Objective of the programme : To enable the participants develop their personal effectiveness to make decisions which will in turn increase their ability to lead groups towards effective decision making.

Target group: GM & aboveContent:

Structured decision making process

Determination of accountability for decisions made in uncertain times

Factors influencing decision makingBenefits:

Helps understanding criterias for good decision making

Ability to use techniques like scenario analysis to manage risk

Ability to develop insights into key issues in a decision making problem

Duration: 2 days

Faculty: External

2) Strategic leadership seminarObjective of the programme : To enable the participants perform their roles with a greater clarity of thought & vision & draw out their capabilities &responsibility as a leader in a more effective way.

Target group: GM & above (L 15 & above)

Content:

Various leadership models

Leadership competencies

Strategic management

Ways for talent managementBenefits:

Helps participants understand strategic business perspectives.

Learns leadership competencies

Understands strategic management

Understands stakeholders perspectives & changing trends

Duration: 2 days

Faculty: external

3) Managing cost to enhance profitabilityObjective of the programme : To enable the participants manage cost effectively by developing well conceptualized cost reduction strategies to gain maximum profitability.

Target group: AGM & above ( L13 & above)

Content:

Development of strategies by integrating performance measurement & control techniques.

Activity based costing

Profitability analysis by designing a measurable cause & effect framework.

Balanced scorecard tools application.

Benefits:

Understands the role of various costing systems in different strategic decision situations.

Provides a comprehensive view on budgeting.Duration: 2 days

Faculty: External

4) 3 tier programme for management developmentObjective of the programme : To enable the participants learn formulation& implementation of strategies & prepare them to shoulder higher responsibilities.

Target group: GM & above

Content:

Modules focusing on different functions of management

Modules focusing on managerial decision making

Application of modules to real life situation

Benefits:

Enhances managerial effectiveness

Facilitates personal as well as organizational growth.

Enables participants view various managerial functions in todays rapidly changing global economy.Duration: 2 daysFaculty: External

5) Advanced financial analysisObjective of the programme : To equip the participants with skills of financial analysis and understanding of crucial & vial components in the financial decision making process.


Capital budgeting & investment decisions

Financing strategies including project finance

Financial restructuring

Corporate governance

Benefits:

Ability to analyze organizations financial position clearly

Understands the application of components in financial decision making

Enhances knowledge

Improves decision making

Can channelize the thinking process in appropriate direction

Duration: 3 days

Faculty: External

6) Leadership & Change Management:Objective of the programme : To understand & appreciate the management skills in a rapidly growing organization and to help evolve shared vision & priorities for organizational change.


Content:

Overview of change management process.

Planning for successful change by analyzing political, structural & resource issues.

Measuring & sustaining organizational change

Action plan for leading & managing change

Benefits:

Helps in prioritizing for organizational change

Able to leverage the strengths of people

Able to realign with the new knowledge, concepts & tools.

Duration: 2 days

Faculty: ExternalHigh Potential Employees (HPEs)

1) Leadership development programme for HPEsObjective of the programme : To equip the participants develop leadership competencies for current & future roles & develop action plans for developing leadership styles.

Target group: Junior manager to DGM, HPEs

Content:

Critical leadership competencies in JSW context

Dimensions of leadership

Leadership roles & self awareness

Leadership actions to enhance effectiveness & impact business performance

Benefits:

Enhances effectiveness of the participants

Improves business performance

Broadens leadership competencies

Brings out the best in self and others

Develops leadership

Duration: 3 days

Faculty: External

2) Mentoring & Coaching skills for leadersObjective of the programme : To enable the participants develop coaching skills which will lead to their self motivation & will help them develop an attitude that is oriented towards solutions and continual improvement rather than problems and avoidance.


Understanding basics of mentoring & coaching

Exploring & defining coaching concept

Various coaching models EQs ( emotional quotient ) & SQs ( spiritual quotient) of mentor Defining different roles Mentoring & coaching skills & techniques- counseling & feedback

Sustaining mentoring & coaching process in organization

Benefits:

Thorough understanding of principles of coaching

Learning to manage staff efficiently. Enhances growth & development of people

Ability to prepare, deliver and review coaching sessions so that they continually improve.

Development of core competencies required for coachingDuration: 2 days

Faculty: External3) Business Acumen:Objective of the programme: To provide the participants with an understanding of making profitable & quick business decisions.


Core Competencies and Resources Creating Competitive Advantage Efficient use of supplies, ordering sequences, inventories Strategies selection & execution Events and Consequences to increase revenue in a tough , competitive arenaBenefit:

ability to determine goals that are clear and concise and, of course, feasible ability to develop a realistic timeline in order to achieve the goals. ability to understand the business as a whole ability to be able to manage the company's finances well ability to keep a positive outlookDuration: 2 days

Faculty: External

4) Train the Trainer:Objective of the programme : To equip the participants with skills required to be a trainer & thus build pool of trained resource personnel .


Content:

Skills to be a trainer

Various learning styles

Off the job & On the job learning methodology

Identify training needs and imparting training and evaluating training effectiveness

Presentation skills for a trainer

Techniques for trainingBenefits:

Helps building a learning culture

Helps identifying training needs & imparting training

Helps evaluating training needs

Duration: 2 days

Faculty: External

5) Identifying & Assessing high potential employees:Objective of the programme: To identify those individuals who have the potential to grow into leadership roles within the organization.Target group: GM & above

Content:

Communication skills

Identifying behavior & characteristics of HPEs

Multiple methods of assessment

Developing HPES

Performance management system

Benefits:

Identification of bright employees

Development of leadership

Competitive advantage to the organization

Improved productivityDuration: 2 days

Faculty: External

Department programmes

1) Finance for Non- Finance:Objective of the programme : To develop an understanding of financial terms & concepts to broaden the knowledge & enable the participants to understand the impact of decisions on companys top & bottom line.

Target group: Deputy manager To DGM (L 10- L14)

Content:

The fundamentals of financial management

Analyzing financial statements

Cash flow & fund flow analysis

Financial decision making like Working capital management, etc.

Economic value additionBenefits:

Understands basics of finance

Understands financial & bottom line implication of the decision made

Can utilize financial data for decision making

Ability to create value

Better interaction with colleagues in finance department

Ability to channelize the thinking in appropriate direction

Enhances knowledge

Duration: 2 days

Faculty: External

2) HR for line managersObjective of the programme : To make participants understand the role of line managers in managing people.

Target group: Manager to DGM (L11- L14)

Content:

HR functions & role of line managers

Developing competency climate- tools, techniques & practices

Off the job & on the job development opportunities

Best practices case studies

Benefits:

Identifies the key areas of HR which impact bottom line

Understands employment process

Learns creating right environment to attract & retain people.

Learns to improve people management

Effectively uses time with employees

Duration: 1 day

Faculty: External/ internal3) Performance managementObjective of the programme : To equip the participants with key performance management skills .

Target group: Asst Mgr to Senior Mgr

Content:

Overview of performance management in organization

Performance appraisal as a tool for building performance culture

KRAs

Performance reviews

Giving & receiving feedback

Objectivity & fairness in performance appraisal

Performance & potential development

Benefits:

Improves performance of the participants

Helps optimize peoples contribution to achieve business goals

Duration: 1 day

Faculty: External & internal

4) MARKETING FOR NON MARKETING :Objectives: To enable the participants understand changing customer trends, competition and underlying marketing strategies of leading Indian companies.

Target group: Asst. Mgr to Senior Mgr.

Content:

Marketing strategy formulation

Product innovation & innovation strategies

Opportunities in rural India

Branding

Consumer centric communication strategies

Future marketing challenges

Benefits:

Understands fundamentals of marketing

Gets acquainted with development & implementation of marketing plans

Better understanding of marketing mix & its implications

Understands impact of marketing on business performance

Duration: 2 days

Faculty: External

5) Enhancing sales force performanceObjective of the programme : To develop the skills & competencies to manage the sales force effectively in order to enhance the sales force productivity & performance.

Target group: Sales Executives (L 07-L10)

Content:

Overview of emerging sales & marketing frameworks

Tools to increase the margins & meet customer expectations as well

Various approaches to grow business through effective selling

Tools for customer acquisition, retention & satisfaction

Benefits:

Provides a broad understanding of emerging sales & marketing framework

Develops the skills required for enhancing sales.

Improves ability to create & deliver value to the customers.

Duration: 2 days

Faculty: External

SHORT DURATION TRAINING PROGRAMMES1) Creativity & innovation :Objective of the programme: To enable the participants find out the root cause of a problem & develop competencies to provide creative solution for the same.

Target group: Asst.mgr to DGM (L 9- L 14)

Content:

Different approaches to the creative process and help to identify your individual style of creativity. Creative ways of looking at problems and issues. Innovation - Best practices

Techniques to break free of established patterns of thinking & behavior.

Benefits:

Learns to anticipate a potential problem

Learns to identify the causes of a problem

Ability to find creative solutions

Ability to deal with ambiguity & change

Ability to think out of box

Develops rational thinking

Ability to be both firm & flexible as the situation demands.

Duration: 3hrs

Faculty: External/ internal2) Decision making:Objective of the programme : To enable the participants learn the art of making rational decisions , wearing six thinking hats and weighing the Pros & Cons of the decision to be made efficiently.

Target group: Mgr to DGM (L 11- L14)

Content:

Decision making- theories & practice

The decision making process.

Factors influencing decision making.

Decision making Techniques

Ways to overcome barriers to effective decision making.

Benefits:

Learns the art of decision making

Understands the complexity & usefulness of decision making

Learns the application of decision making in corporate environment

Develops competency to lead people

Duration: 3 hrs

Faculty: External3) Stress management:Objective of the programme : To enable the participants build a buffer against stress , work successfully by coping up with pressure & improve the working relationships to live a happier & more relaxed life.

Target group: GM & above High potential leaders

Content:

Rational & positive thinking skills

Skills to Spot opportunities in the difficulties

Emotional analysis

Blending of cognitive training with relaxation techniques.

Benefits:

Benefits participants in their professional as well as personal lives.

Greatly enhances communication & productivity.

Enables the participants to manage challenging work situations with calmness & clarity of mind.

Significant relief from health problems like high B.P, insomnia, etc.

Enhances personal productivity to a great extent.

Duration: 3 hrs

Faculty: External

4) Negotiation skills:Objectives of the programmes: To equip the participants with the ability to effectively conduct negotiations by seeing psychologists moves under the surface & making correct moves accordingly.

Target group: Junior manager to Asst. mgr (L8- L12)Content:

Negotiation planning in advance.

Negotiation process.

Negotiation with different kinds of people.

Ways to quickly identify tricks & what to do to turn situations around.

Strategies to analyze, plan & manage negotiations.

Benefits:

Enhances observation & thinking power

Ability to negotiate with different cultured people

Understands tricky situations

Enhances psychological skills

Can make accurate moves with confidence

Effective actions taking ability

Duration: 3 hrs

Faculty: External5) Communication skills:Objective of the programme: To enable the participants hone their communication skills in order to make their interaction effective with their colleagues & customers.

Target group: Jr. mgr to Mgr (L8 L11)

Content:

Presentation skills.

Non- verbal communication & writing skills.

Ways to build effective Interpersonal interaction with others.

Ways to improve Listening .

Benefits:

Develops better listening & responding capabilities

Can communicate effectively

Ability to deliver ones best in the organization

Duration: 2 hrs

Faculty: External

6) Interpersonal skills & team building:Objective of the programme: To inculcate or enhance the team working attitude in participants to build a team culture within the organization.

Target group: Executive to mgr (L 7- L11),

Senior mgr to DGM (L12 L 14)

Content:

Self awareness & self development

Exploring unstated interpersonal needs

Understanding self & others

Teamwork competencies & skills

Effective leadership Building effective teams Organizational success through personal effectiveness and teamwork. Conflict management Etiquette (manners) Building trust

Benefits:

Enhances ability to influence

Ability to manage conflicts

Develops an awareness of ones own orientation

Better understanding of oneself

Duration: 2 hrs

Faculty: External7) Presentation Skills:Objective of the programme: To enable the participants overcome their nervousness & develop an unique presentation style & be able to effectively communicate their ideas.Target group: Junior mgr to AGMContent:

Body language

Myths & rules of presentation

Ways of Getting Ideas Across Presenting a positive image Understanding listenersBenefits:

Ability to make effective written & oral presentation

Able to easily interact with people

Overcome nervousness

Develops an individual presentation style

Builds confidence

Improves performance

Duration: 2 hrs

Faculty: External

8) Emotional intelligence: Objectives of the programme : To develop emotional intelligence of leaders.

Target group: HOD & above, High potential leadersContent:

Principles of EI & importance of EI & EQ to performance & leadership

Understanding ones own & others emotions

Improvement of EI capabilities & competencies

Development & application of EI at workplaceBenefits:

Feel confident and in control in challenging situations Reduces stress and maintain motivation and momentum under pressure Handle difficult people, colleagues, customers and service usersDuration: 3hrs

Faculty: External

9) Managing work life balance:Objectives: To enable the participants strike a balance between different facets of their life or between their multiple responsibilities.


Content :

meaning of work life balance

Impact of wrong work life balance on productivity & absenteeism

Planning balanced life

Managing time for effective work life balance

Integration of personal family & work lives

Review of current work life balance & formulation of framework for future planning

Benefits:

Understands the drivers surrounding work life balance

Reduces stress

Improves relations & reduces conflicts greatly

Better performance / productivity

Maintains good health

Duration: 3 hrs

Faculty: External

10) Enhancing managerial effectivenessObjectives: To enable the participants understand the concept of effectiveness vis--vis efficiency and learn ways in which they can bring effectiveness to their roles.

Target group: executivesContent :

Effective decision making & personal effectiveness

Effective leadership

Organizational & managerial effective

Benefits:

Understand their own strength & weakness

Learns self development strategies

Ability to face future challenges

Enhances personal & managerial skills & competencies

Duration: 3 hrs

Faculty: External

11) Influencing Skills:Objectives of the programme : To enable the participants understand the dynamic of influencing & expand their own sphere of influence.Target group: Junior Mgr to senior MgrContent:

Principles of Influence Influencing Style Creating the Right First Impression Understanding Group DynamicsBenefits:

Helps develop great influencing skills

Improves negotiating skills

Ability to deal with difficult situations

Behavior & attitude change

Duration: 3hrs

Faculty: External

12) Corporate Grooming & Etiquette: Objective of the programme: To enable the participants handle real life situations by imparting the confidence & develop their personality.Target group: Open category

Content:

Significance of etiquette & grooming in corporate scenario.

Developing impressive business interactions.

Developing powerful body language.

Corporate grooming.

Benefits:

Ability to present oneself with fineness

Enhances confidence

Impressive body language

Improves interaction with people

Creates good impression on others

Duration: 1 day

Faculty: External13) The Art & Science of behavioral interviewingObjective of the programme: To equip the participants with competency based selection techniques in order to hire right people.Target group: HODs & functional heads

Content:

Introduction to competencies

Different types of behavioral interviews

Developing questions for behavioral interview

Identification of behavior codes & competency from it

Developing guidelines for behavior interview

Conducting & practicing behavioral interview

Benefits:

Understands different behavioral patterns

Can relate competency with behavior

Enhances observation power

Can provide right talent to organization

Duration: 3 hrs

Faculty: External

14) Personality development:

Objective: To enable the participants unleash their hidden potential, overcoming the past conditioning and limiting belief in order to increase their performance level.Target group: Junior Mgr to AGMContents:

Developing positive mental attitude

Ways to do conversation

Developing self esteem


Body language

Personal groomingBenefits:

Helps generate opportunities

Brings positive attitude & confidence in work

Develops leadership qualities

Develops self belief

Improves performance

Duration: 1 dayFaculty: External

INDIVIDUAL SPONSORSHIP PROGRAMMES1) Project management:Objective of the programme: To equip the participants with essential project mgt skills. Target group: Asst. mgr to AGM (L9- L13)

Content: Techniques for project planning & scheduling.

Project budgeting & schedule control.

IT application for better project management.

PERT & CPMBenefits:

Learns the art of better management of project & goals of the organization

Understands time management

Learns goal prioritizing

Learns estimation of resources to set a realistic budget

Improves IT skills

Duration: 1/2 day

Faculty: External

2) Supply chain management:Objectives of the Programme : To equip the participants with basic concept of modeling and using quantitative models as an aid for solving business problems and Supply Chain Management

Target Group : Managers and above responsible for Supply Chain Functions ( L11 & above)

Contents :

Basics of SCM, philosophy and evolution

SCM coordination and organizational integration / structure issues.

Strategic issues in SCM

Re-designing products and processes for enhancing supply chain performance

Managing fast, efficient and effective supply chains

E-procurement and Reverse Auctions

Information Technology for Supply chain excellence

Benefits:

Ability to exploit problems

Ability to plan in uncertain situations

Ability to manage complex issues

Ability to co-ordinate

Duration: 2 days

Faculty: External 3) Logistics managementObjective of the programme : To enable the participants govern supply chain functions by efficiently planning & execution of all levels of activities including strategic, operational & tactical.

Target group: Managers and above ( L11 & above)Content:

inbound and outbound transportation management fleet management logistics network design warehousing, materials handling, supply/demand planning, inventory managementBenefits:

Learns to co-ordinate all logistic activities

Gets the knowledge of other functions like marketing, sales , finance etc.

Duration: 2 days

Faculty: External

4) Advanced corporate finance:Objective of the programme : To equip the participants with skills of financial analysis and understanding of crucial & vial components in the financial decision making process.


Capital budgeting & investment decisions

Financing strategies including project finance

Financial restructuring

Corporate governance

Benefits:

Ability to analyze organizations financial position clearly

Understands the application of components in financial decision making

Enhances knowledge

Improves decision making

Can channelize the thinking process in appropriate direction

Duration: 3 days

Faculty: ExternalMANAGEMENT DEVELOPMENT PROGRAMMES

IIM, AHMEDABADSr. no.ProgramDatesFee

June 2010

GENERAL MANAGEMENT

13-TP: Middle Management (Summer) June 27-July 24, 2010250,000

2Negotiations Skills Clinic June 21-23, 201060,000

July 2010

3Advanced Quality Management July 5-9, 201075,000

4Team Behavior Management July 19-21, 201060,000

August 2010

53-TP: Senior Management August 1-21, 2010275,000

6Project Management August 30-Sept 4, 201080,000

September 2010

7Contract ManagementSeptember 6-10, 201075,000

8Winning Edge: Communication Strategies for LeadersSeptember 13-18, 201080,000

October 2010

9Advanced Corporate Finance October 25-30, 201080,000

January 2011

10Interpersonal Effectiveness and Team BuildingJanuary 3-6, 201170,000

11Leadership and Change ManagementJanuary 17-21, 201175,000

February 2011

12Enhancing Sales Force PerformanceFebruary 14-17, 201170,000

April 2011

13Effective Communication Strategy: Men and Women at WorkApril 25-29, 201175,000

MANAGEMENT DEVELOPMENT PROGRAMMES IIM, BANGALORE

Sr. No.ProgrammesDates

June 2010

1High Impact Leadership21-23 June, 2010

2Decision Making for Managerial Effectiveness28-30 June, 2010

September 2010

3International Financial Reporting Standard (IFRS) for Small and Medium Entities (SMEs)06-09 Sept, 2010

4Competing Through Manufacturing13-16 Sept, 2010

October 2010

5Managing Talent01-02 Oct, 2010

6Finance for Decision Making (For Non - Finance Managers)18-22 Oct, 2010

December 2010

7Advances in Business-to-business Marketing (B2B Marketing)29 Nov-03 Dec, 2010

February 2011

8Competitive Marketing Strategy07-09 Feb, 2011

9Creative Marketing09-11 Feb, 2011

10International Negotiating Skills10-12 Feb, 2011

WHARTON EXECUTIVE EDUCATIONSr. No.Programmes

July 2010

1 Creating Value Through Financial Management

August 2010

2 Leading the Effective Sales Force

September 2010

3 Implementing Strategy: Leading Effective Execution

4 Leading and Managing People

October 2010

5 Finance and Accounting for the Non-Financial Manager

6 High-Potential Leaders: Accelerating Your Impact

November 2010

7 Competitive Marketing Strategy

December 2010

8 Essentials of Marketing

January 2011

9 Leading the Effective Sales Force

10 Mergers and Acquisitions

By XLRI, JAMSHEDPUR

Sl. No.Title of the ProgrammeDuration

1Leadership and Decision MakingJul.02-Jul.04

2Effective MarketingJul.13-Jul.17

3Mentoring and Coaching for Personal and Performance EffectivenessJul.19-Jul.21

August 2010

4Manufacturing ManagementAug.09-Aug.13

5The Art and Science of Behavioral InterviewingAug.16-Aug.17

6Communication and Presentation SkillsAug.30-Sep.02

September 2010

7Capturing Rural Markets: Bottlenecks and StrategiesSep.06-Sep.08

8Strategic Management for Business LeadershipSep.13-Sep.15

9Brand Management for Corporate Growth and ProfitabilitySep.13-Sep.16

10Teamwork Competency for High PerformanceSep.17-Sep.19

October 2010

11Negotiations - The Art of Win-Win Deal MakingOct.04-Oct.07

12Emotional Intelligence and Interpersonal SkillsOct.05-Oct.09

November 2010

13Finance for Non-finance ExecutivesNov.15-Nov.19

14Project ManagementNov.22-Nov.26

December 2010

15Effective Performance ManagementDec.06-Dec.10

16Interpersonal Effectiveness through Communication SkillsDec.13-Dec.16

17Creativity, Problem Solving and Decision MakingDec.13-Dec.17

January 2011

18Beyond Coping -Thriving under stress in the workplaceJan.11-Jan.14

19Logistics ManagementJan.17-Jan.21

London Business School

Sr. no.

ProgrammeDate

June 2010

1Essentials of Leadership20 June -25 June

2High Performance People Skills27 June 31 June

July 2010

3Strategic Decision Making05 July-06 July

4Coaching for Performance15 July-16July

October 2010

5Emerging Leaders Programme17 October 2010

November 2010

6Advanced Corporate Finance08 November

KELLOGGs MDP

Sr. no.Programme

August 2010

1Leading the Effective Sales Force

September 2010

2Leading and Managing People

3The Leadership Journey: Creating and Developing Your Leadership

October 2010

4Advanced Management Program

5Executive Negotiation Workshop: Bargaining for Advantage

6Finance and Accounting for the Non-Financial Manager

November 2010

7Competitive Marketing Strategy

April 2011

8Leading Organizational Change

HARVARDJuly 2010

Jul 1824, 2010Finance for Senior Executives

JulNov 2010General Management Program

Jul 2010Jan 2011Program for Leadership Development

October 2010

Oct 2429, 2010High Potentials Leadership Program

April 2011

Apr 48, 2011Leadership Best Practices

May 2011

May 26, 2011The Women's Leadership Forum

May 813, 2011Strategic Negotiations

Future Programs

May-12Business-to-Business Marketing Strategy

Part -2

Learning & developmentLearning is acquiring new knowledge, behaviors, skills, values, preferences or understanding.

Learning is the act or experience of one that learns; knowledge of skill acquired by instruction or study; modification of a behavioral tendency by experience."What is a "Learning Organization"?

A "Learning Organization" is one in which people at all levels, individually and collectively, are continually increasing their capacity to produce results they really want.

The learning organization is "an organization which facilitates the learning of all its members and continuously transforms itself.

Ways of learning:

Just as there are a number of modes for getting a person from one point to another (e.g. walking, car, bicycle, plane), there are a number of modes for getting the message to the learners i.e. learning.

Some of these modes of learning are as follows:

1) Learning portals - e-lessons, e-quizzes, virtual labs and e-lectures2) Coaching3) Counseling4) Job rotation

5) Action learning

6) Active/Experimental learning

Case studies

Games Simulations In-basket exercise Reflections or introspection Surveys Role playing Fishbowls Icebreakers

Visualization Modeling

e- learning

7) Boot camp

8) Programmed learning

9) Lectures

10) Conventional classroom learning

11) Telecommunication

12) Video

13) On the job training

RESEARCH TOPIC:To conduct learning & development survey for the employees of the company.

RESEARCH OBJECTIVES:

To understand the constraints in learning & development for employees.

Assessment of developmental needs & areas of improvement

To give recommendations for the improvement of learning & development

RESEARCH DESIGN:The research design used is Exploratory. For my research on Employee Learning & Development primary & secondary data collection method will be used.BENEFITS OF THE STUDY:The study will help JSW to know what the employees think about the learning and development.

They can use the survey results to identify the areas of strength and opportunity

What specific actions are needed to improve the organisations learning 7 development strategy.IMPORTANCE OF THE STUDY:The learning & development of the employees have a direct impact on the employees development and thus on the development of the organization as a whole. The survey will be helpful in understanding of the action plans to be taken to enhance learning in JSW. LIMITATION OF THE STUDY:

Because of the small sample size , the information gathered might not be accurate.

Time constraint has restricted the study to a certain extent.

The findings of the study will be based on the information provided by the respondents and hence may be biased.

RESPONSE CHOICES:A 5- points likert scale is used in the survey and one open ended question which asks for employee suggestions.COMPLETELY AGREEAGREENEUTRALDISAGREECOMPLETELY DISAGREE

METHOD OF ANALYSIS:Strength: Survey items that are 65 percent or more positive ( Completely Agree/ Agree) are considered an area of strength.Weakness: Surveys items that are 35 percent or more negative ( completely disagree/ disagree) are considered an area of weakness.Neutral:

PRIMARY DATA COLLECTION PLAN:

A) METHOD OF DATA COLLECTIONPrimary data has been collected by way of survey.B)INSTRUMENT OF DATA COLLECTION:

The tool used for data collection is Questionnaire.

C)SOFTWARE USED:

Microsoft Excel, Microsoft Word

SECONDARY DATA COLLECTION PLAN:

It has been collected by internet & books.TARGET POPULATION:

Target population includes employees of JSW Steel Ltd., Peddar Road Division.

SAMPLING ETHOD:

PROBABLITY APPROACH: Every individual in the sampling frame has an equal chance of being included in the sample .SAMPLE SIZE:The sample size for the project is 42.

SAMPLE UNITS:

Male and female employees of JSW Steel Ltd.

DISTRIBUTION OF THE SURVEY

DATA COLLECTION AND ANALYSIS

Apart from knowing your job, Learning is essential for the growth of the employees.

Junior EmployeesManagersOverall

Completely Agree101626

Agree6814

Neutral202

Disagree000

Completely Disagree000

Total182442

We get good opportunities at our work to learn and develop ourselves?Junior EmployeesManagers

Completely Agree516

Agree68

Neutral30

Disagree20


Total1824

Firsthand experience on strategic problem solving, decision making and leader ship skills through case studies and competitions will be helpful for the employees development.



Agree246

Neutral426

Disagree000


Total202242

Knowledge sharing and information dissemination is easier through which of the following mediums?


Meetings61218

Virtual class rooms (Online)7714

Any other7310

Total42

Training, development and mentoring needs are better assessed and imparted by which of the following persons?


Senior or High potential employees82028

External trainers538

Any other516

Total182442

Monthly discussion forum between employees and Industry experts will enhance employee knowledge, improve interaction & communication and provide multiple perspectives?



Agree246

Neutral213

Disagree303


Total212142

High potential employees must be given additional roles and responsibilities to groom them to become future managers and leaders?



Agree10818

Neutral426

Disagree303


Total241842

Learning and training needs can be better imparted through which of the following mediums?


Mobile - SMS5712

Online51015

Classrooms5510

Any Other325

Total182442

Learning programs should also be imparted to family members of the employees



Agree123

Neutral000

Disagree303


Total251742

Our ideas and suggestions are appreciated by our senior managers?



Agree358

Neutral3912

Disagree7310


Total172542

Secondary Data:Analysis of various ORGANISATIONS learning & development practices:1) ONGC India sets up e-academyOil and Natural Gas Corporation Ltd is taking the initiative to enhance better skills and output for its employees through 24x7 Learning, India's premier talent lifecycle management company. 24x7 Learning has entered into a strategic alliance with Scotland-based Atlas Interactive Ltd, an oil and gas industry eLearning content specialist.

Performance Management Program, which ensures that employees have a clear understanding of their goals and expected behaviors and how those are linked to the company's goals and aligned with our vision and values. Additionally, the program focuses on employee development to ensure that every employee is continually learning and developing to position themselves for future business challenges.

Leadership Academy, which is designed to provide directors, managers, superintendents and first-line supervisors with high-quality workshops dedicated to enhancing their leadership skills. Many of the workshops are led by PG&E officers, and the curriculum is progressive, allowing for the introduction of new workshops as needs are identified.

Leadership Coaching, which is an ongoing partnership designed to help employees throughout the company produce fulfilling results in their professional lives. Through the process of coaching, employees deepen their learning, improve their performance and enhance their quality of life.

2) McDONALDS:

MOBILE LEARNING

McDonalds plans to use Nintendo DS as a training tool in its Japan locations. According to Networkworld.com, the fast food giant is developing a program for use on the popular gaming console called eSmart. McDonalds is reportedly investing over $2 million (US) to place two DS consoles in all 3,700 McDonalds locations in Japan this year. The target audience for this program are part-time, new hire employees.3) GE s L&D options

GE has set up a comprehensive learning & development program for all employees. The company invests about US$1 billion annually on such programs from assembly lines to corporate classrooms to boardrooms.

One such initiative GE has set up is a comprehensive business development course designed for the functional and unit business heads. The course sees each head undergoing simulations in running other business units in order to develop broader business skills. The CFO might take up the role of COO in the simulation, for example, while a senior HR executive could be shouldered with the position of CFO.

It forces people to take on different roles and run a fairly sophisticated simulation against other teams. You can see how they interact, make decisions and interpret data. It gives them an idea of what the basic skills are in other functions.

4) APOLLO TYRES:Culture of Constant Learning

All training programmes are consolidated under the Apollo Laureate Academy. In collaboration with leading institutes like the Indian Institutes of Management, Management Development Institute, IMD, Dale Carnegie Training and knowledge partners like Mercer and Thomas Profiling, domain-specific training needs are identified and programmes developed especially for Apolloites, to address the entire gamut of functions from sales and marketing to manufacturing, technical, commercial, engineering, quality processes, soft skills and inter-personal skill development.

The Apollo Laureate Academy encourages individuals to attend seminars, meets, conferences and workshops taking place in the public domain, to ensure both professional growth and learning, as well as to build relationships and network with similar communities across industries.

For the vital sales and marketing and manufacturing teams, specialised programmes have been developed to enhance skills, and identify individual areas of strength. These include modules at the Indian Institute of Management, Ahmedabad, for senior management, Hero Mindmine for field training and the Ashok Leyland Training Centre for technical training, besides others.

Simultaneously, three prestigious leadership development programmes cut across all functions and locations, where high-performing individuals, from senior, middle and junior management, are hand-picked to enhance their global management skills through the Enhanced Leadership Development Programme, the Advanced Leadership Development Programme and the Supervisory Development Programme.

Culture of Innovation

Looking beyond the obvious and exploring diverse opportunities is encouraged and respected at Apollo Tyres. Innovative, or what is called out-of-the-box thinking, is rewarded. These range from appreciation notes from senior management, the plant-level Kudos Club and Achievement Award certificates and even financial, non-financial and paid holiday package rewards. But employees have found that their best reward comes when their idea is acknowledged amongst all employees, and they are asked to work on the idea and implement it as part of their direct contribution to Apollo's phenomenal growth plans.

5) ADITYA BIRLA GROUP:For enhancing the managers learning process, a knowledge portal has been developed called Gyandhara or knowledge@desktop where three services are offered: ::E-books that provide managers with the continuous "stay in school" resources and materials on cutting edge thought leadership skills.

::Bimonthly e-newsletter that provides the latest updates on industry trends and management news.

::The research assistance facility that guarantees a response time of less than 72 hours ensures that managers receive prompt responses to their queries.

The Aditya Birla Group strongly believes that these three types of services that are offered in the knowledge portal will continue to keep managers engaged and challenged in their pursuit for greater knowledge in honing their skills and competency levels.For every employee in the company, there is the group intranet that is affectionately known as Adityadisha. As with a corporate intranet, this learning channel serves as the information gateway and repository for corporate information and internal communication from the management. It contains various features such as a career helpdesk, and management circulars including access to multiple learning sites that cater to the various needs and requirements of the employees, managers, and non-managers alike.The last learning channel is Anubhav, which is a knowledge repository that houses more than 600 organisation case studies on the company's success stories, learning experiences from real-life, and practical problems and issues including solutions shared by practicing managers of the company.Observation and analysis:

CHALLENGES FOR JSW:

1. Time constraint:

Time constraint poses a big challenge in front of learning & development process. Its tough for employees to strike a balance between attending to work & investing time for learning.

2. Challenging assumptions that drives the leadership style & how organization should run.

3. Need for learning in the infrastructure.

4. To develop the line managers as learners & trainers.

5. Developing questioning attitude in people without undermining delivery of performance i.e. attitude to challenge the status quo.STRATEGY FOR ACTION:

1. Create excitement for learning: There is a need to create an interest & excitement among the employees for learning . It can be done by various ways like:

Quiz

Family learning

Marketing the programs effectively among the employees

2. Onus for learning lies with individuals themselves. Self development programmes will help the employees develop themselves.

3. Leverage IT & technology to fasten the learning process.

4. Developing informal forums to foster learning among the employees.

5. Developing leaders as coaches & trainers.

6. Reward & recognition for best learners- sabbaticals, incentives for trainers.

JSW DEVELOPMENT Matrix

Thought leadership

Strategic leadership development

Driving strategic initiatives project managing skillsSkills to manage functional managersManaging cross functional managers

Leadership expertise: leadership skills development,

Team management skills developmentDeveloping skills to manage business

Core skills development focusing on individual effectiveness like:


Decision making

Interpersonal skills

Financial skills

Marketing skills

HR skills

JSW LEARNING & DEVELOPMENT

RESPONSIBILITIES LEARNING DEVELOPMENT

RECOMMENDATIONS:

FOR SENIOR MANAGERS:

JSW BUSINESS LEADERSHIP COMPETITION (JBLC):

Competition between teams formed by top B- school students & JSW employees.

Students will be given a strategic problem/ situation.

They will have to make a presentation to senior managers.

The evaluation will be done on following parameters:

Creativity

Speed

Clarity

The winning team will get JBL Award (JSW Business Leadership Award).

There will be two category of winners- institute winners & In house winners

BENEFITS:

It will check the business acumen, analytical skills of the participants.

It will create awareness among students about JSW.

MIND SHARING SESSION:

It will be in a virtual classroom i.e. online

It can be held monthly for an hour.

Its a discussion among senior members of cross functional areas.

BENEFITS:

It will provide immediate access to information. There will be a sharing of current development in everyones own area .

People will be updated of the current developments in cross functional areas.

It will reduce the need for time-consuming meetings, and allow an accurate record to be kept of project details and employee productivity.

It will encourage employee collaboration

TRAIN THE TRAINER:

The senior or high potential employees will be trained to coach their sub-ordinates .

Line Managers are expected to play as coaches to their team members.

This will enhance their self development as well as people will also connect easily with what their own people are saying.

People will learn themselves in order to teach others.

An immediate feedback will be taken which will tell the mentor where he/she needs to improve.

BENEFITS:

Self development of senior employees.

Cost effective

Greater impact

Queries solving

FOR MIDDLE LEVEL MANAGERS:

MONTHLY DISCUSSION FORUM:

This will be a classroom discussion wherein there will be an interaction between employees & the expert invited. The session will start from the speaker putting the them of discussion forward , then employees taking it forward giving real life examples & a healthy debate will take place. The session may be for 2hrs , concluding by the experts opinion on the topic.

BENEFITS:

It will help building knowledge .

People will have exposure to multiple perspectives

It will enhance the interaction & communication among people.

People will be able to expand their horizon of knowledge.

People will learn how to implement theory in practice.

FOR NEW JOINEES:

INDUCTION:

The new joinees undergo an induction program of 15 days to learn the work culture of JSW and have an overview about jSW. They are made to visit different plants of jSW wherein they get an opportunity to actually see various processes & a great opportunity to learn.

FOR HIGH POTENTIAL EMPLOYEES:

HOT JOB FOR HOT PEOPLE:

Every year the management committee can identify around 50 jobs that could be the most impactful jobs for the year, either because it is an area of growth or a strategic pursuit for the group., roughly 7-10% of jobs based on their complexity & impact to the business Hot Jobs are opportunities with very high visibility in the company and provide a chance to the employees in HP/SHP pool to create an impact at the organizational level.

In terms of compensation, employees could receive rewards as scholarship to the HPEs children or other family members. The best performances of the year may be rewarded with holiday packages.OPEN FOR ALL:

FIELD TRIP: This will be a quarterly exchange program wherein selected people from 0-10 yrs experience form one group, 10-20 yrs form another group and 20 yrs & above will form another group.

These people will be sent on a trip to non competitive companies.

They will be asked to give a presentation on their field trip.

Best presentations will be rewarded.

Also people will be asked as to how can they implement what they learnt in their trip for the growth of JSW.

Best implementations will be rewarded.

BENEFITS:

It will inculcate creativity in people.

It will broaden the employees horizon of knowledge.

SMS/ MOBILE LEARNING:

Mobile is surely the future of learning. There are many benefits of mlearning over other means of learning like:

SMS is easy. Practically everyone knows how to send and receive an SMS. 53% of planet uses it.

SMS is fast. Actually 720 times faster than email.

SMS can reach all types of mobile phones. No special device feature neither high connection speed needed.

So, we can send a weekly-theme SMS to all the employees and keep a weekly test & reward the winners with gift vouchers.

We can have

SMS Quiz

Updates

e- Learning:

This will be an online module wherein various training programs with the contents in the language of employees choice will be available 24x7 and employees can log into it as and when they need it. There can be a software incorporated within the system like LMS( Learning Management system) which can keep a record of log in hours, thus ensuring its effectiveness. This will be open for all employees. We can have e- learning programmes for various skills development like presentation skills, communication skills, etc. e- learning can be blended with animation to make it more interesting.

We can integrate e-learning system with the JSWs information system .In that way, it will become easy to synchronize employees training with their performance appraisal, skills inventory, succession plans, etc.

BENEFITS:

It will be a very easy & time saving way of learning.

People can learn at their own pace.

It will be cost effective

FAMILY LEARNING:

There should be family learning programs which will encourage the employees to learn.

ANNUAL DINNER:

An annual dinner should be organized for all employees from across all the verticals of JSW in which they can interact with each other, share the values of the organization .This will enhance their knowledge & benefit the organization.

There should be actually a blending of training, coaching and action learning in order to achieve the desired individual goal aligned with the organizational goal.

Only providing training is not a solution to it. There can be 70-20-10 module implemented for developing the workforce wherein 70% of learning happens on the job, 20% through mentoring, and 10% through training and coursework.There should be a separate department dedicated to learning & development of the people who can accurately identify the needs of the people and plan their development and which can focus on creating learning & developing the culture, building awareness of organizational learning.

PART-3 COMPETENCY FOR HPEsIdentifying High Potential Employees

High Potential Employee (HPE) is an employee who can take up higher level responsibilities and deliver excellent business performance over a period of time. Some of the attributes displayed by HPEs are Drive & ambition, Learning agility, Business Acumen, People Acumen and Analytical & Number Skills. It is highly essential to identify potential of people or identify HPE very accurately. It the right people are not chosen purely based on potential then it would lead to poor talent management.

Organisations world over use several ways and means to identify HPEs, for example, Assessment Centers, Psychometric Tests, 360 degrees feedback, etc. are some of the tools to identify HPEs. But none of the above tools can be a substitute to feedback or opinion given by direct superiors/ managers of the employees. This is because it is the direct supervisor who interacts with the employee day in day out.

Hence, the manager is in a position to accurately identify high potential. In order to accurately identify potential, the manager needs to:

a. Observe keenly- BEHAVIORS, DECISIONS & ACTIONS of the people.

b. Ask the right questions to gain better understanding of people.

c. Get feedback (through dialogue / debate) about the person from multiple sources.

This booklet has been designed to assist all managers & leaders in identifying the high potential employees within the organization with the help ofvarious guidelines provided in it to do so.

Identification of HPEs is a part of our ongoing efforts to identify & develop HPEs to take higher level responsibilities.Meaning of High Potential

High Potential Employee (HPE) is one who is capable of taking up higher level responsibilities.

Some of the critical traits displayed by High Potential Employees are:

1. Drive & AmbitionDrive is showcased by people who are ambitious and always ready to take up leadership roles and higher responsibilities. Is persistent in his efforts to achieve goals or results and does not give up in the face of difficult situations.

2.Learning agilityLearning agility is the passion to learn and the ability to rapidly master new skills. It implies actively identifying new areas for learning; regularly creating and taking advantage of learning opportunities; using newly gained knowledge and skill on the job and learning through their application.

3.Business AcumenBusiness Acumen is the ability to comprehend the total picture of a business and how it makes money. It implies understanding the breadth of the business beyond own functional area and apply that understanding to advance the business.

4.People AcumenThe ability to mobilize others to accomplish a vision, a goal, or a task. It is also the ability to get the best out of individual employee and the people/team collectively

5.Analytical & Cognitive abilityIt implies approaching a problem by using logical, systematic & sequential approach.

How to identify High Potential Employees?

Or

How to identify potential in employees?

High Potential Employees are the pillars of every organisation and hence identifying them is of high importance. One can identify a High Potential Employee in the following manner:

d. Observe keenly- BEHAVIORS, DECISIONS & ACTIONS of the people.

e. Ask the right questions to gain better understanding of people.

f. Get feedback (through dialogue / debate) about the person from multiple sources.

In order to do this, it is extremely important for a superior/ manager to do so in the following manner:

1. Understand people by their BEHAVIOR, DECISIONS & ACTIONS.

2. Spend quality time with your people to understand them (BEHAVIOR, DECISIONS & ACTIONS) and what they are doing

3. Sharpen your observation skill through practice.

4. Sharpen your ability to ask right questions to people and get more insight about their behavior, decisions & actions.

5. Be open, unbiased and objective while observing or assessing peoples potential.

6. Debate/ dialogue about people and get feedback from multiple sources.

What to observe?

Drive & Ambition

Drive is showcased by people who are ambitious and always ready to take up leadership roles and higher responsibilities. Is persistent in his efforts to achieve goals or results and does not give up in the face of difficult situations.

Positive Behaviors

1. Has an ambition for leadership role.2. Willing to take control and exercise leadership.3. Has passion and vision regarding what the unit or company can achieve.4. Demonstrates drive and is prepared to go beyond the scope of his role/ authority.5. Demonstrates long-term persistence in spite of obstacles and barriers.6. Takes personal risk to achieve goals.7. Take action on a project without being asked by ones manager/supervisor/team leader.8. Sets high standards of performance for self and others.9. Exhibits desire to go beyond his/ her routine tasks.10. Is a self starter. Initiates action.11. Drives both himself and others in the pursuit of results. 12. Tends to be more contemporary than his/her boss.

Learning agility

Learning agility is the passion to learn and the ability to rapidly master new skills. It implies actively identifying new areas for learning; regularly creating and taking advantage of learning opportunities; using newly gained knowledge and skill on the job and learning through their application.Positive Behaviors

1. Is passionate about learning and growing.

2. Is stimulated by challenge.3. Willing to take stretch assignments to tax his/ her abilities in order to learn and grow.4. Strives to find the answers he/she doesnt know.5. Is prepared to go an extra mile by learning for performing a new task.6. Learns and utilizes new technology.7. Reflects and seeks feedback and adapts behavior to the feedback.8. Proactively seeks learning new skills beyond his area.9. Demonstrates a pattern of rapid learning over time.10. Forces himself to move out of his `comfort zone and experiment and possibly fail a number of times.11. Learns from his own and others experience.12. Actively seek out new learning opportunities and targets learning activities to meet required job skill.

Business Acumen

Business Acumen is the ability to comprehend the total picture of a business and how it makes money. It implies understanding the breadth of the business beyond own functional area and apply that understanding to advance the business.

Positive Behaviors

1. Demonstrates sound business sense and how business makes money i.e. managing the profit and loss as well as the balance sheet of a business in the context of the external world.2. Understands business financial measures and is able to express the benefits of the initiatives in financial terms.3. Choose the right goal and its indicators that advance the business both in short and long term.4. Demonstrates high regard for company profitability 5. Desire and ability to see the bigger picture6. Remain up-to-date with relevant business and market realities.7. Make trade-offs for making money on a sustained basis.8. Ability to make decisions keeping in view both the short term and long term prospects.9. Understands the business cycle and is able to influence key business strategies and initiatives.10. Shapes and redefines the capabilities of the function to support changing business needs.11. Identify and exploits business opportunities for revenue and margin contribution12. Directs resources towards profit and revenue growth opportunities

People Acumen

People acumen is the ability to mobilize others to accomplish a vision, a goal, or a task. It is also the ability to get the best out of individual employee and the people/team collectively

Positive Behaviors

1. Able to influence people and gain their support.2. Sets clear goals for people and give regular feedback.3. Coaches people judiciously to improve their performance.4. Able to diagnose and fix problems of coordination and social relationships among groups of people.5. Can get the people working well as a team.6. Retain the people who advance the business7. Good insights to anticipate problems among individuals who must work together and to get them resolved.8. Has innate desire to work with diverse people.9. Has good networking skills10. Creates new opportunities for people.11. Exhibits an enthusiasm for selecting people who are better than himself.12. Naturally cultivate broad range of social networks that permeate the company including subordinates, peers, supervisors and the outside world.13. Show courage to deselect non deserving people with dignity14. Accurately identify people's talent & help them flourish by fitting them in job where their potential can be utilized properly15. Empowers people & rewards good work.

Analytical & Cognitive ability

It implies approaching a problem by using logical, systematic & sequential approach.

Positive Behaviors

How to Spot a Leader?

Many people who think they know how to recognize a leader focus on highly visible attributes & skills, such as analytical brilliance, charisma, the ability to make great presentations, and the drive to succeed. These are fine things to have, but they arent sure signs of leadership ability. Look instead for the actions, decisions, and behaviors that reveal true leadership potential:1. What is the persons ambition? Is it clearly for a leadership role, or is it oriented more toward making an individual contribution?2. Does she take pride in accomplishing goals on the basis of her own ability, or does she talk about bringing together & motivating others to achieve goals?3. Does the person seem curious about subjects outside her area of expertise?4. Does she have a grasp of the business & basics of money making?5. Can the person articulate clearly the requirements for doing her bosss job well? Her bosss job?6. How does the person ensure that she is continually learning?7. How well does she deliver results and what is extraordinary about the results?8. Does this person have an incessant drive to shape the external environment & make progress?9. Does she like to work with diverse, high caliber people, or does she bring along with her to a new job the people she is comfortable with and who are loyal to her?10. How driven and passionate is she about leading? Is it just about talk? Or is it realistic?11. Is the person dealing with increasingly complex and uncertain situations and using the occasional failure as an opportunity to learn?12. Is there clear evidence that this person has a methodology to continue to build new skills and hone her personality traits to achieve her dream of what she wants to become?

Source: Leaders at all Levels by Ram CharanInduction, specific training by departmental heads, SMS learning

JOINEE

INDIVIDUAL CONTRIBUTOR

PERSONAL EFFECTIVENESS

CORE SKILLS DEVELOPMENT

e- learning, field trip, SMS learning, Classroom training

JUNIOR

OWN PRODUCTIVITY

PROJECTS DEVELOPMENT

TEAMS DEVELOPMENT

Weekly learning forum, e-learning, field trip, coaching & mentoring, SMS learning, classroom training

MIDDLE

UNDERSTANDING OF LEADERSHIP COMPETENCIES

ANALYTICAL SKILLS FOR EFFECTIVE BUSINESS

DECISION MAKING

EXECUTION

Monthly discussion forum, e- learning, field trip, in house training by bosses, SMS learning

HIGH POTENTIAL

EMPLOYEES

(EXTERNAL, INTERNAL)

Feedback

RESPONSIBILITIES

Individual contributor

Contributes through others

Provides direction to managers

Provides direction to entire organization

Developing general management skills

Individual

Development

Functional skill Development

Learn the work culture

Learn the details of the job

BEST PERFORMANCE OF THE YEAR

REWARDS

Hot job for hot people

SCHOLARSHIP TO FAMILY MEMBERS

REWARDS

Content building

Talent Asssessment & Development- Sneha Agrawal

Documents

Transcript of Talent Asssessment & Development- Sneha Agrawal