Review of T&D Process/Design of

Presenters:

Marria Pirwani

Zainab

Sarwat Jahan

M Gohar Iqbal

Course:Training and Development

Facilitator:Qazi Syed Imran

Azam

What’s In It For You

• Company Introduction

• Training Design Process

• Conducting need analysis

• Employee readiness

• Creating learning environment

• Ensure transfer of training

• Developing evaluation plan

• Selecting training method

• Monitoring and evaluating program

• GAP Analysis

• Our Suggestions

Company Introduction

• A known name from pharmaceutical industry.

• Founded by Mr. Saeed Ismail in 1969.

• Private limited with ISO 9001:2008 quality compliance.

• 2 manufacturing sites at Karachi and 1 at Lahore

Company Introduction (Contd.)

• Vision

“To achieve our goal of becoming a driving force in affordable healthcare solutions to serve humanity by maintaining our standards of high quality products and services around the globe.”

• Mission

“We value life, we are committed to cater treatment needs of ailing humanity by effectively maintaining and providing safe, superior and affordable Quality Products. Our Quest for innovation and excellence is the driver of our business.”

Training Design Process

1. Conducting Needs AssessmentOrganizational Analysis’Personal AnalysisTask Analysis

2. Ensuring Employees’ Readiness for TrainingAttitudes and MotivationBasic Skills

3. Creating a Learning Environment

Learning ObjectivesMeaningful MaterialPracticeFeedbackCommunity of LearningModelingProgram Administration4. Ensuring Transfer of

TrainingSelf-ManagementPeer and Manager Support

5. Developing an Evaluation PlanIdentify Learning OutcomesChoose Evaluation DesignPlan Cost-Benefit Analysis

6. Selecting Training MethodTraditionalE-Learning

7. Monitoring and Evaluating the ProgramConduct EvaluationMake Changes to Improve the Program

Training Details

• Total training budget (Rs.): Kept confidential• (%) of budget: 1% of total payroll cost• Monthly frequency: fortnight in a month• Types (Technical, Behavioral): Technical mostly (GMP trainings) and

managerial level for development program of succession planning.

Conducting Need Analysis

Organizational Analysis:

• A Pharma Industry and focus on technical trainings.

• Follows GMP (Goods Manufacturing Process) and Quality Compliance.

• So, they focus of trainings called GMP trainings and Quality trainings.

Conducting Need Analysis

Personnel Analysis:

• 4 type of staff:• Unskilled worker

• Semi-skilled worker

• Skilled worker

• Management staff

• Training is mandatory for all level since day 1.

• Train the Trainer, for enhancing the skills of internal trainers.

• For Experienced person, instead of training his/her development is undertaken

• It contains On Job trainings and Offsite trainings.

Conducting Need Analysis

Task Analysis:

• Technical trainings given to unskilled workers.

• Trainings based on purely when there is a need.

• Need is reported by supervisor and are mostly technical once.

• Senior management is only trained when there is change in govt. wise policy and regulations impacting the industry.

Conducting Need Analysis

Other analysis methods/tools:

• Performance Appraisal form

• Wish/goal of the year form.

Employee Readiness

Analyzed through following:

• Wish/goals of year form. Employee personally writes what he/she wants to do in starting year and from when.

• Performance appraisals where the readiness of employee is recommended by their supervisor.

Creating Learning Environment

• Doesn’t seem to have a learning environment as they focus need based trainings and mostly technical.

• On the Job training are the part of continuous learning as employee learns what to do and how to do after each and every assignment.

• Public programs and Customized training.

• Feedback : “The Breakfast of champs”

Developing evaluation plan

Identify Learning outcomes:

• Through Wish/goals of year form and trainings recommended in performance appraisal forms.

Choose Evaluation Design:

• Training Impact Analysis, it calculates the improvement of person working before and after training.

Developing evaluation plan

Plan Cost-Benefit Analysis:

• Cost-benefit analysis technique not defined.

• “ROI for training is a big debate as in technical area it can be calculated easily but for any intangible factor it is very difficult to calculate and justify”.

Selecting training method:

Technical

• GMP (Goods Manufacturing Process) trainings.

• Quality trainings.

Non-Technical• Train the trainer• On the Job training• Public Programs• Customized

trainings

Means of Analysis:• Feedback• Performance

Appraisals• Wish/goals of year

form

Monitoring and Evaluating training program

Conduct Evaluation

• They monitor and evaluate trainings by following:• Training Impact Analysis

• ROI for technical/tangible trainings aspects.

GAP Analysis

• High reliability on only performance appraisal forms. (Biasness Factor)

• Low reliability on other training analysis tools.

• Not clear training processes.

GAP Analysis

• Hesitation in using Training Impact analysis, as it only gives 30-40% result

• No complete ROI calculation methods, only calculate for technical trainings or tangible factors/assets.

• The other department doesn’t accept and have less trust on HR people efforts.

Suggestions:

Training Design Process:

• Should have clear training process.

• The training calendar should reflect what trainings are fixed and necessary by every employee and what are additional.

Suggestions:

Training Analysis tools

• Build reliability on other tools apart from performance appraisal forms so that the risk level of biasness can be mitigated.

Suggestions:

Pre/post training analysis/Training Impact Analysis:

• Should build strong understanding of analysis in pre/post performance methods and should increase 30-40% to 60-80% results.

• Provide trainings of “benefits of training analysis both quantitatively and qualitatively”.

• Attendants should be HR’s OD department and senior management.

• Trainers must be outside from the organization and experts of calculative analysis.

Suggestions:

ROI Calculation:

• Should clear the process of ROI calculations, both for tangible and non-tangible assets.

• Must take ROI serious and can have its training from outside experts for their HR’s OD people and senior management.

HR department acceptability:

• there must be activities conducted by HR department to build trust by other non-HR employees.

Thank you !