Sensitivity TRAINING

• The Sensitivity Training refers to the unorganized meeting held

between the group members, generally fewer in number, away from

the workplace to gain the insights of their own as well as others

behaviour.

• It is the mental ability that enables an individual to be sensitive and

to understand the emotions of others, and at the same time, being

able to manage his own behavior and impulses.

Three Steps essential for a sensitivity training program

• Unfreezing the old values: The group members should keep their old beliefs or

perceptions about the other members aside and motivate them to speak freely, whatever

is in their minds. By doing so, there is a chance that each member will be heard carefully,

and new relations can be formed by eliminating the misconceptions, that were created in

the past.

• Development of New Values: Once the member is allowed to speak freely, the behavior of

each other can be determined easily, through the interactions in the form of feedback.

Thus, at this stage, the members start developing the values or beliefs about each other.

• Re-Freezing the new ones: The beliefs formed through the interactions with each group

member, individual tries to freeze the perception or behavior in his mind. The success of

sensitivity training depends on how the trainees get an opportunity to practice their new

behaviors at their workplace.

Cultural Sensitivity TRAINING

• Working across cultures is commonly seen as a challenging experience, with many

obstacles and differences often hindering progress or success. Even the best employees

can fail when they are operating outside their usual and familiar cultural context.

• Working successfully across cultures does not have to be challenging, however,

especially if you have the right intercultural knowledge, support and cultural sensitivity

training.

• Anyone with a high level of cultural sensitivity will adapt more easily and effectively to the

values, attitudes and communication styles of another culture.

• With a high level of cultural sensitivity, international managers or members of

international teams are able to better understand and harness the potential of their

multicultural team.

• Cultural sensitivity can help anyone working across cultures recognise what motivates

people in that culture and know how to reward performance.

Cultural Sensitivity TRAINING

• Many western brands have shown a terrible lack of cultural sensitivity when they tried to

do business across cultures.

• When Pepsi used light blue for its product packaging in South East Asia, for instance, they

did not realise that light blue was actually the colour of mourning in that specific culture

so sales decreased and Pepsi lost money changing their marketing campaign.

• Providing cultural awareness training to the Pepsi team responsible for this new

branding could have helped avoid a costly and unnecessary situation.

• Employees working across cultures can benefit immensely from cultural sensitivity

training courses which will give them a solid cross cultural framework and skills to help

them to avoid cultural pitfalls and misunderstandings.

Training at Infosys

• Infosys Technologies Limited, one of India’s biggest IT & software companies provided IT

services, solutions and consultation globally and employed over 49,000 employees

worldwide.

• Infosys has remained successful over the years in keeping the attrition rate lower as

compared to the industry average and has been recognized world over for its efforts in

training its employees.

• It was rated as the ‘Best Employer in India’ in 2001 and 2002 by leading Indian business

magazines.

• Infosys have 14 ½ week rigorous training module for freshers. These training module

encompasses both technical and soft skills training and gears the fresher for a

challenging career.

THE GLOBAL BUSINESS FOUNDATION SCHOOL: INFOSYS TRAINING PROGAMME

• The American Society for Training and Development (ASTD) has rated Infosys

Technologies Ltd as the world's best in employee training and development.

• The Global Business Foundation School is a structured programme to enhance technical

and behavioural competencies of fresh engineering graduates.

• The one-year programme equips freshers for the challenging software career ahead of

them.

• In addition to technical courses, fresh entrants are exposed to courses on communication

skills, interpersonal skills, management development and quality systems to absorb the

company's corporate culture

MOTOROLA TRAINING Practices

• The innovative training programs of Motorola turned training into a continuous learning

process.

• In the 1980s, the training initiatives of the company culminated in the setting up of the

Motorola Education and Training Center, an exclusive institute to look after the training

and development requirements of Motorola's employees.

• The institute was later elevated to the status of a university - Motorola University - in 1989.

These training experiments became such a resounding success that employee

productivity improved year after year and quality-wise Motorola's products became

synonymous with perfection.

MOTOROLA TRAINING PRactices

• Leading companies all over the world visited Motorola's headquarters to study the high-

performance work practices of the company. They discovered that Motorola's success

was built on the strong foundations of corporate-wide learning practices and that

Motorola University was the cornerstone of corporate learning.

• In recognition of its excellent training and development practices, the American Society

for Training and Development (ASTD) named Motorola the ‘Top Training Company’.

nestle TRAINING Practices

• Nestlé is today the world’s leading food company, with a 135-year history and operations

in virtually every country in the world.

• Nestlé’s principal assets are not office buildings, factories, or even brands. Rather, it is

the fact that they are a global organization comprised of many nationalities, religions, and

ethnic backgrounds all working together in one single unifying corporate culture.

• The willingness to learn is an essential condition to be employed by Nestlé. First and

foremost, training is done on-the-job. Guiding and coaching is part of the responsibility of

each manager and is crucial to make each one progress in his/her position.

• Formal training programs are generally purpose-oriented and designed to improve

relevant skills and competencies. Therefore they are proposed in the framework of

individual development programs and not as a reward.

Nestlé Apprenticeship Program

• Apprenticeship programs have been an essential part of Nestlé training where the young

trainees spent three days a week at work and two at school. Positive results observed but

some of these soon ran into a problem. At the end of training, many students were hired

away by other companies which provided no training of their own.

• Apprenticeship programs are very useful for everything. It’s not only a matter of learning

a particular skill, say bakery; employees also learn about microbiology, finance,

budgeting, costs, sales, how to treat the customer, and so.

Nestlé Local Training

• Virtually every national Nestlé company organizes management-training courses for new

employees with High school or university qualifications. But their approaches vary

considerably.

• In Japan, for example, they consist of a series of short courses typically lasting three

days each. Subjects include human assessment skills, leadership and strategy as well as

courses for new supervisors and new key staff.

• In Mexico, Nestlé set up a national training center in 1965. In addition to those following

regular training programs, some 100 people follow programs for young managers there

every year. These are based on a series of modules that allows tailored courses to be

offered to each participant.

• In Singapore, to quote just one example, staff is given financial help to take evening

courses in job-related subjects. Fees and expenses are reimbursed for successfully

following courses leading to a trade certificate, a high school diploma, university entrance

qualifications, and a bachelor’s degree

Nestlé International Training

• Nestlé’s success in growing local companies in each country has been highly influenced

by the functioning of its international Training Centre, located near our company’s

corporate headquarters in Switzerland.

• For over 30 years, the Rive-Reine International Training Centre has brought together

managers from around the world to learn from senior Nestlé managers and from each

other.

• All course leaders are Nestlé managers with many years of experience in a range of

countries. Only 25% of the teaching is done by outside professionals, as the primary

faculty is the Nestlé senior management.

Toyota Debacle

• Ms. Hamp had been heralded as evidence of President Akio Toyoda’s focus on diversifying

the company’s mainly Japanese, male-dominated leadership and workforce. Global

economists touted it as a commitment to more female executives.

• While lodging in a Tokyo hotel during her move from the U.S., she was arrested under

suspicion of importing oxycodone tablets into Japan, where it is a tightly controlled

substance. Japanese media reported that the medication was packaged with jewellery.

• The arrest caused loss of face for Toyota, both in Japan and around the world. Police

raided Toyota’s regional offices after the arrest was made. The financial cost to the

company in terms of negative publicity, possible loss of senior executives, and additional

fall-out was huge.

• And all because, according to the company, Ms. Hamp was not properly prepared for her

new life in Japan.

Toyota Debacle Consider these 3 practical approaches for avoiding an international blunder similar to Toyota’s:

• Ensure your international transfers develop cultural awareness and global competency. All

employees transferring to positions in another country need to have interactive intercultural

training that includes role-playing and simulations of critical incidents to embed that learning.

This will assist international transfers so their companies won’t end up having to express

regret that they didn’t adequately prepare them with settling into their new job.

• Provide Country Specific Briefings to executives relocating to geographical areas such as Japan. When transferring into a MNC in a country where diversity is a relatively new concept,

expect a heightened level of scrutiny and prepare your people accordingly. Experienced

cross-cultural experts will customize training sessions to help your international transfers

ensure a successful relocation and avoid international blunders.

• Provide insight to international transfers about culture-based expectations and practices. Avoid an employee’s or expatriate’s costly return, arrest, or possible deportation by providing

training that includes relocation do’s and don’ts, international travel packing restrictions,

cultural taboos, and moving tips and traps.

Amazon

Countless Opportunities

• At Amazon, there are countless opportunities to develop skills, advance in your

current career or get training through our Career Skills and Career Choice programs

for an in-demand field of your choice, regardless of whether the skills relate to a job

back at Amazon

Career Choice

• Career Choice is available to Amazon hourly associates who have been employed for one

continuous year. With this program, the company pre-pays 95% of tuition and fees for

associates to earn certificates and associate degrees in high-demand occupations such

as aircraft mechanics, computer-aided design, machine tool technologies, medical

laboratory science, dental hygiene, solar technician and nursing

• Because of the great interest in Career Choice, we've built 39 onsite classrooms so

college and technical classes can be taught inside our fulfillment centers, making

associates' participation in Career Choice even more seamless by reducing the need to

commute for skill-building classes

• More than 16,000 associates have participated in Career Choice across 10 countries –

U.S., Canada, U.K., Germany, Spain, France, Ireland, Italy, Poland, Czech Republic –

and we’re expanding the program to South Africa, Costa Rica and Slovakia

Career Skills

• Career Skills is a free, on-site training and development program available to all hourly

Amazon employees beginning on day one. The program offers classes on a variety of

skills such as resume building, interviewing skills, effective speaking, time management,

Microsoft excel and more. Employee development is important to us, and we offer

educational programs for our multi-national workforce to grow

• We have multiple employee training programs including re-training opportunities,

apprenticeships, career skills training, leader orientation, software developer training for

women, Pathways Operations Leadership Development program to develop high-

potential graduates, a relaunch program for women who had previously left the workforce

to care for their families, veteran apprenticeships, military leader program, a military

pathways program focused on high-potential leaders, fellowships, and mentorships

A2Tech

• The Associate to Tech (A2Tech) program is a training opportunity for fulfillment associates with interest

in IT support. Associates can apply to open IT Support Technician roles in fulfillment centers and if

selected, be hired as a temporary technician for 90 days spending 6 hours of the work day getting

hands-on experience and 2 hours studying for the CompTIA A+ certification exams. Access to

eLearning materials and vouchers for the A+ 220-901 and 220-902 exams are provided by Amazon

Ops Tech IT. If participating associates obtain the A+ certification in the allotted 90 days, the technician

role becomes permanent

Thank you