Training & Development

1. Training & Development

2. Training & Development; Coverage • Sound principles for Learning & Development. • Training & Development Steps(training needs identification, training plan, training implementation, measuring effectiveness) • Competency framework & it’s application • Basis for competency model; organization analysis, role analysis… • Identification of training needs. • Competency based integrated HR. • Exercise competency at different levels • Exercises. • Training & development practices in Indian Organization; vikalp cases • You as learner; self evaluation.

3. Coverage.. • Summing up Recruitment • Competency Framework & aligning training-recruitment-PMS. • GD & presentation – competencies at three levels. • Basis; technical-conceptual-interpersonal, self-others-results/business, knowledge-style-bandwidth, technical-managerial-leadership • Basis; • Types of competencies; technical-conceptual-interpersonal, self-others-results/business, knowledge-style-bandwidth, technical-managerial-leadership • Organization(vision/mission/values), level & role • JKO Competency framework, analysis by me & discussion • Alignment; examples JKO & JSW. • Overview of Training & Development. • Principles for effective development. True or False • Video film; Rebirth of an Eagle.

4. Overview of Training & Development • Why Training & Development? • Competencies & Competiveness • Do all organization need same competencies? • How following impact competencies needed by employees • Business organization is in – steel or tyre? • Universal competencies to perform a job effectively. • Strategic approaches. Example LG & 3 M, JSW & JKO • Culture..JSW & JKO

5. Overview of Training & Development • What are competencies • Knowledge, skill, attitude, values... • Threshold & differentiating. What separate an excellent Nurse from a average one • Technical, behavioural & managerial-leadership. Self, others & business/results • Competency framework

6. 11 Dimensions of Early Identification of Global Executives & how do you rate yourself? • Seeks opportunity to learn • Acts with integrity • Adapts to cultural differences • Committed to making a difference • Seeks broad business knowledge • Brings out the best in people • Is insightful, sees things from new angle • Has the courage to take risks • Seeks and uses feedback • Learns from mistakes • Open to criticism Source: High Flyers - developing the next generation of leaders

7. 11 Dimensions of Early Identification of Global Executives & how do you rate yourself? Examples • Seeks opportunity to learn; Clubs & Events? • Acts with integrity. Do what you say? • Adapts to cultural differences. Do not mind to mingle with people other than your close circle of friends? • Committed to making a difference. Look for improvement & think of how this is going to make things better? • Seeks broad business knowledge. Interested in understanding business beyond interest for functional area you are interested in? • Brings out the best in people. Look to how can you leverage others to achieve better results rather doing things on your own? • Is insightful, sees things from new angle. • Has the courage to take risks. Try to do things differently risking mistakes? • Seeks and uses feedback. Open to feedback? • Learns from mistakes. • Open to criticism. Is not defensive about criticism. Source: High Flyers - developing the next generation of leaders

8. DEVELOPING THE LEADERSHIP PIPELINE Enterprise manager Group Manager Passage Six Passage Five Business Managers Passage Four Functional Managers Passage Three Manage Managers Passage Two Manage Others Manage Self Passage One

9. Talent Pyramid l Top leadership talent(Obama) Leadership talent Managerial talent Technical talent Functional talent

10. PERFORMANCE-POTENTIAL (TALENT MATRIX)

11. 11 Dimensions of Early Identification of Global Executives • Seeks opportunity to learn • Acts with integrity • Adapts to cultural differences • Committed to making a difference • Seeks broad business knowledge • Brings out the best in people • Is insightful, sees things from new angle • Has the courage to take risks • Seeks and uses feedback • Learns from mistakes • Open to criticism Source: High Flyers - developing the next generation of leaders

12. Talent Development; Exercises • Multiple Ways for development • Make a list of ways & means. • Exercise – what is the skill you have picked or developed last 5 years & how. • My story skill I have picked & developed. • What is your learning style

13. Concept of Johari Widow to Clarify Perceptions Seeking Feedback YOU Known Un-known OT H E R S Known 3. Blind Spots 1.Open Area Un-known 4.Unconscious 2.Hidden

14. Development Opportunities On - The - Job • Structured Feedback • New Projects • Job Rotation • Job Enrichment • Special Assignments • Cross functional projects • Mentoring by a senior S P O N T A N E O U S • Observing seniors • Attending meetings • Making Presentations on behalf of others P L A N N E D • Attending workshops/ training programmes • Distance Learning Courses • Reading • Networking • Joining Professional bodies • Watching T.V. Off - The - Job

15. 3 Es • Education. • Exposure…. • Experience..practices

16. FACTORS THAT DRIVE DEVELOPMENT(As per experience of successful leaders) 100% How well Company provides (Excellent, good) 75 Classroom Training 50 Job Assignments Coaching & Feedback Mentoring 25 50 75 100% Importance to my development (critical, very important) Source: McKinsey & Company’s War for Talent 2000 Survey

17. Learning Style Model Reflectors They like to keep at the back and watch the situation from different perspective. They collect data and think twice before they come to a conclusion. They watch others and will listen to their insights, before offering their own. Activists They like to be involved in new experiences. They have open mind and accept new ideas with excitement but sometimes are bored after their establishment. They like doing things, they tend to act first and then realise the impact of the actions. They like working with others and they like to be seen. Theorists They like to adjust and compile their observations into complex and reliable theories. They think through problems step by step. They tend to be perfectionists and things have to fall into a rational scheme. In their thinking they apply analytical thinking rather than be emotional and subjective. Pragmatists They are excited if they can try something out in practise. They want concepts applicable in their work. Long discussions arise their impatience. They are realists and keep their feet on the ground.

18. Competency Development – Good Practices • Multiple approaches for competencydevelopment More emphasis on -. • High potential receive 360 degree assessment & feedback on the leadership style early on. • Mid-career Managers receives job shadowing opportunities. • Job shadowing is a work experience option where a person learn about a job by walking • through the work day as a shadow to a competent worker. • Mid-level Mangers get enough time to take part in leadership development activities early • in their career. • Successful leaders spends a lot of time with their subordinated on the job. It gives them • insight about strengths/ weaken is the first step towards leveraging competency • development. • Effective Leaders focus both on developing competencies of their people as well as • creating work environment that leverage competencies for superior performances.

19. Training & Development Principles; True or False • A person normally has all the competencies required for a ‘job’ or ‘role’ • It is equally easy to develop all types of competencies. • Best way to be effective is to improve upon weak areas rather than leveraging the strengths one has. • One can improve upon any number of weak areas or large number of weak areas at a time. • Most of learning or development take place through reading & class room training. • One can take a horse to the water & make him drink water even if it is not thirsty. • Others around employee such as his Boss play a very important role in his learning & development. • All people learn or develop by following same styles such as reading or through experience. • All the competencies required to perform to job effectively are equally important.

20. Please state True or False against each statement • A person normally has all the competencies required for a ‘job’ or ‘role’ • It is possible or easy to develop all competencies. • best way to be effective is to improve upon weak areas rather than leveraging the strengths one has. • One can improve upon any number of weak areas or large number of weak areas at a time. • Most of learning or development take place through reading & class room training. • One can take a horse to the water & make him drink water even if it is not thirsty. • Others around employee such as his Boss play a very important role in his learning & development. • All people learn or develop by following same styles such as reading or through experience. • All the competencies required to perform to job effectively are equally important.

21. Training & Development Principles • You become more effective by leveraging your strengths & also other’s strengths. • Some competencies are easy & some are difficult to develop. • Focus on critical few at any point of time while trying to develop competencies. • Look at those critical few competencies that matter more then others. Any given role or point of time only those critical few matter. • Look at what are those very few but may constitute great strengths or fatal flaws. These few but critical strengths catapult a person to great heights. Or those fatal flaws though very few in number pull the person down. • Passion for learning does matter. One’s interest for learning is very important. Although, others play important role in her learning & development. • There are multiple ways of learning & all of them do help some body to learn & develop. However, practices is the most effective way. • People have their preferred learning style.

22. Training & Development Principles; Examples & Discussion; How the principles apply to these examples • SachinTendulkar – how has he developed multiple ways, Michael Johnson, RahulDravid, Zaheer Khan comeback, Kautilya, Yuvraj Singh, TarunTejpal –case of fatal flaw • USA a country of entrepreneurs & innovation

23. JKO Profile • Rs 10,000 crore. • Tyre, Paper, Cement, Automobile spares & others. • Market Leader in different product segments. • Competitors; ITC, BILT, MRF, Apollo, CEAT. • Head office New Delhi, manufacturing locations in different states & outside India also • Organization has done well because of - • technology, • manufacturing process improvement. • Steady - deliberate but correct decision making. • Technical & managerial cadre. • Systems & processes. • manpower profile.

24. Manpower l Top leadership, 35 Senior Managerial, 150 Middle, 400 Frontline;2000 Engineer Diplomas/BSC ITI MBAs

25. JKO Profile • Changing scenario; Competition & need for growth. Unless it grows as per market rate it will not have economy of scale & market share. • Business Drivers. • Growth. • The issues in JKO (risk taking, quick decision making, strategy how to grow). Risk taking & decision making are individual leadership quality. Strategy can come from expert & consultant. • Operational Excellence – cost & quality… • It is among best but need to sustain. This will come through systems & process improvement. • Technology & automation. • Continuous Improvement & Innovation

26. JKO Profile • Talent issues • Retirement of senior managerial cadre. Need to have internal successors. • Difficulty in retaining & attracting talent because of – growth, compensation. • Positive – stable organization(can retain stable talent), good brand, • Talent requirements; • Growth leaders at sr level • Managerial talent to sustain OE & continuous improvement. • Sustain technical pool.

27. Journey for Talent management at JKO • Decided what type talent is required • Identified talent fitting in to requirement. • Developed & deployed talent – steps – Ram Kumar & ext growth leaders, delegation for quick decision making, developing internal talent & deployment

28. What Talent required & how • Growth leaders at the top. • Recruit talent externally. • Identify & deploy internal growth leaders. • Identify from senior & middle level if any and deploy them short run. • identify talent from front line and grow them for long run. • Sustain managerial talent good at operational excellence. • Identify & groom internal talent • Technical pool • Continue to recruit bright graduates from low ranking institutes & at the same time induct more from top ranking institutes(attract throgh better compensation). Continue thrust on structured training/mentoring/rotations/CFTs-SGA-QCs etc.

29. JKO Talent Requirements • Types; • Growth Leaders; People who understand business well at a global level, is very ambitious in terms of what organization can achieve & what he can achieve, is decisive & can take calculated risks to grow the business while sustaining the current organizational competitiveness. Mostly at senior/top level & few in middle level. Where to find; Recruit from India & outside India Deploy internally identified growth leaders in areas of growth opportunities. Example some body in Tyre tested through low risk opportunity in Agri & then finally deployed in Tyre. Groom internal talent among middle & frontline for long term. • OE Leaders; Global exposure to technology & innovation. Can design & implement systems-process & best practices aligned with business context. Can balance between short & long term profitability. Mostly at middle level & few in senior level. Where to get them – Recruitment & Internal Talent.

30. Competencies at three level-Exercise • Change Management; • Leading change. • Initiating change. • Adapting to change. • Communication. • Business Perspective. • Execution. Questions; • How growth & OE can be integrated in these competencies? • How these competencies differ at three levels. • How do you measure these competencies –what tools in AC or AC Measurement matrix?

31. Profile of Growth Leaders • quick decision making. • Risk taking. • Action oriented(ambigiyies, uncertainty,..) • Ambition & stretch rargets. • Innovation. • Others generic..people/business/..

32. Profile of OE Managers • analysis (strengths of jk). • Continuous improvement. • SOPs, systems & processes. • Others..genric

33. JKO Competency Model • Growth & OE Managers qualities included. • Specific to growth(mostly at senior & top) • Quick decision making & taking calculated risks when necessary(at three levels). • Risk taking with risk mitigation balance • Action orientation, with less than perfect solution, experimentation, trial & error, ambiguities, • Reward quick action & results, doers, high ambitions, failure to achieve stretch targets • Set stretch targets, high ambitions. • Change management(adapting, initiating, leading change..) • Business acumen & SBP • Specific to operational excellence(mostly at middle & frontline) • Technology as a driver –sr & top • Technolgical innovation – sr & top/middle. • SOPs – middle • Continuous improvement in systems/processes/products/services. • Cost & quality consciousness – frontline • Generic competencies;generic competencies. • Competencies at three levels(exercise) • CompetenciesRating.. • Unconscious competence

34. JK Emerging Leadership Competency Models Analysis and Decision Making Business Perspective Leadership Execution Customer Focus Learnability Team working Continuous Improvement Communication Ownership & Accountability for Results Enabling Outstanding People Performance Self-Management

36. Sub-components of Competencies (part 1)

37. Sub-components of Competencies (part 2)

38. Sub-components Competencies (part 3)

39. TST (Test for Selection & Training)

40. TST (Test for Selection & Training) Overall Percentile Ranking: 30 General Training Quotient: 92

41. General Training Quotient Score “GTQ” Description: The GTQ score is an indication of the ability of the subject to respond positively to training programmes. The score has also been described in technical publications as a measure of fluid intelligence. Areas of Relevance: All roles at all levels.

42. 1. Feature Detection (Perceptual Speed) Description: This test assesses how quickly & accurately an individual can check for error/accuracy and then describe the data or make a notation against the data. In addition, it is a general literacy assessment. Areas of Relevance: Administrative tasks, particularly those which demand either speed or accuracy. Question: How many pairs are same? Example Task for Candidate: 60 Questions in 3 Mins

43. 2. Reasoning Description: This test assesses the ability of an individual to hold information in his/her memory and solve problems after receiving either verbal or written instructions. A high score would suggest quick learning ability and fluent reasoning skills. It is a useful measure of negotiation ability. Areas of Relevance: Roles that require the necessity to think on ones feet and transform that thought into reasoned verbal argument or suggestion. Roles that require the incumbent to react quickly to new processes or situations. Rachel is taller than Wendy Example Wendy is taller than Karen Who is tallest? [A] Rachel [B] Wendy [C] Karen Task for Candidate: 50 Questions in 4 Mins

44. 3. Number Speed and Accuracy Description: This is a test of numerical manipulation. It is relevant to all roles that emphasize a need for numerical aptitude. Areas of Relevance: Most managerial roles, particularly those that have a clear numeracy requirement. • Question: • Find the HIGHEST & the LOWEST of the set of 3 nos. • Then decide whether the HIGHEST or the LOWEST is FURTHER AWAY from the number that remains. Example Task for Candidate: 60 Questions in 4 Mins

45. 4. Working Memory Description: This is a deductive problem solving measure for roles with a high mental work load and where there is a requirement for a substantial attention span and concentration for long periods. Areas of Relevance: Navigation and technical and financial data interpretation. • Question: • Look at the set of 3 letters. • Remember the order of the letters. • Then decide which one of the two letters with circles beneath them is FURTHER AWAY from the letter in the middle of the order. Example Task for Candidate: 72 Questions in 4 Mins

46. 5. Orientation (Spatial Visualization) Description: This examines an individual’s ability to use orientation and mental visualization skills to address mechanical and technical issues. Areas of Relevance: Any task where mental visualization is required, i.e. logical or practical problem solving involving plan/diagram interpretation. Any technical or engineering role, including apprentices and/or trainees. The above could include computer hardware technicians. • Question: • For this test you will use two basic shapes. Notice that one is different from the other, though they may look alike. • One is a normal image & the other is a mirror image. • How many shapes on the bottom are the same as those directly above them, after they turned around on the page? Я R R Example R R R 0 1 2 3 Task for Candidate: 60 Questions in 5 Mins

47. TST (Test for Selection & Training) Overall Percentile Ranking: 30 General Training Quotient: 92

48. General Training Quotient Score “GTQ” Description: The GTQ score is an indication of the ability of the subject to respond positively to training programmes. The score has also been described in technical publications as a measure of fluid intelligence. Areas of Relevance: All roles at all levels.

49. Creativity Test Your organization has tasked you with proposing options for performance based incentives for management cadre employees. Come up with as many feasible incentives as possible. Example: Task for Candidate: 6 Questions in 25 Mins It measures the following dimensions: • The participant is • assessed on 3 measures: • Number • Variety • Originality

50. Your Learnability Quotient • Learnability factors • Have strong desire to learn. Curious & inquisitive. • Have an open mind. • Take feedback from others. • Listen to others. • Go out of comfort zone & ready to undergo discomforts. • Where do you stand? Positive & areas for improvement • Self evaluation. • Feed forward from others. • What is one thing I will focus to be a more effective learner?