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Introduction
PEL was established in 1956 with the technical collaboration of M/S AEG, West Germany. It is
the oldest composite electrical equipment-manufacturing unit of Pakistan with the object of
initially producing transformers, switchgears and electric motors. In 1962 after conclusion of
joint venture agreement with AEG, total shareholding was purchased than by sponsors M/S
Malik Brothers Limited.
In October 1978, PEL was taken over by SAIGOL GROUP OF COMPANIES, which is the largest
and well-know industrial and commercial group in Pakistan. The Saigol Group belongs to the
Saigol family that is an old business family and has contributed a lot towards Pakistan’s
industrial and believes in continuous development and growth. The result is a global business
activity monitored through the various offices worldwide. Meeting Saigol’s traditions, since its
takeover by the group, PEL is also a “Company on the go”. The high growth rate proves the
complete success of the professional management and provides sufficient confidence to trust in
its future development schemes.
Company’s Mission Statement
To grow the size of the organization, develop better business practice and build-up
greater resource.
To practice actively and consistently in Pakistan’s economic development.
To build up better operating philosophy.
To build a better commercial outlook for operating successfully in this competitive
environment.
To keep pleasant working environment.
To always maintain exclusive service standards.
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To promote professional co-operation.
To motivate the employees by making them feel that management cares about them by
recognizing their efforts by remuneration or by promotion depending on the individual
efficiency and what he deserves.
To create feeling of co-operation so that all employees are satisfied.
To build up customer satisfaction.
To provide wide range of products and services to customers.
Company’s Objectives:
The continuous improvement of all products and services through total involvement of
employees.
The development and strengthening of joint ventures and partnerships with external
and internal customers and suppliers.
Providing innovative and higher quality products to achieve total customer satisfaction
by understanding their requirements and anticipating their future expectations or needs
through:
1. Monitoring Annual Targets for quality improvement in all areas and function of
the organization.
2. Valuing people by understanding and drawing upon their strengths i.e. abilities
and knowledge and make efforts for their training and development.
With a dedicated team of professionals the company is striving to improve the quality of
life in Pakistan homes through reliable equipment for power distribution and home
appliances.
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The growth in the size of the organization develops better business practices and builds
up greater resources.
Total Quality Management implementation for getting ISO 9002 for their other
products.
The aspiration to capture the complete product family of the product.
The company Comprises of Two Divisions:
Power Division
Appliances Division
PEL Current Power Division
Power Transformer
Distribution Transformer
Dry Type Transformer
Energy Meter
Switchgear
PEL Current Appliances:
Refrigerator
Air conditioner
Microwave oven
Washing machine
Water Dispenser
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Generator
PEL media
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SWOT Analysis:
Strengths
PEL has a Strong Brand Image in the market
Strong Dealer Network is one of the core competency of the PEL
It occupies a monopolistic hold in Power market due to its energy meters
PEL also have a strong position in Appliances Market in Pakistan
Few years back it made Strategic Alliance with LG
PEL also have Contracts with Government of Punjab
Weaknesses
During economic crunch PEL faces financial problems
PEL lacks in the area of advertisement
It also lacks in the product range
Opportunities
Exploration of new markets in Pakistan is a big opportunity for PEL
Rising population provides a good opportunity for the PEL to grow
By increase in its product range, PEL can increase its market share
Export Opportunity is also an option to expand the business
Increase in production capacity can increase its market share
Due to increasing population, Increase in Investment in Power Sector is another
opportunity
Threats
Strong Competition in the market is a big threat to PEL
Invasion of Chinese products is a big to threat to whole industry
Continuous decrease in Pakistani Rupee value reduces the people’s buying power
All the industries in Pakistan are facing decreasing growth rate
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Instability of Government is major threat to the business
Departments at PEL:
There are 6 major departments in PEL, they are:-
1. Marketing Department
2. Finance Department
3. Production Department
4. Human Resource Department
5. Administration Department
6. Research & Development Department
Human Resource Department:
This department overseas the selection criteria for employees i.e. it sets different guide lines for
selection of employees. After selection of employees it also offer the training and to upgrade
their skills.
The head of HR department is called HR manager. It has 180 employees working in it. Among
which 27 are doing clerical job.
Functions of HR Department:
Recruitment
Selection
Learning and Development
Firing decisions
Labor Affairs
Staff welfare
Manpower planning for next 5 years
Training & Development:
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According to Miss Lubna Badar, Learning & Development Executive at PEL; (1)
“Training and development refers to a planned effort by a company to facilitate the learning of
job-related knowledge, skills, or behavior by employees. It is critical to our future business
success. Our company’s performance will only continue to improve if we develop our people.
To develop our people is to invest in our future. We know if our employees have the motivation
to succeed, they can be good at their job and progress as far as they can.”
At PEL, training is a partnership between the employee and the organization. PEL provides a
framework within which the employee can identify the training and development needs. Such
training provides a consistent standard of management learning throughout PEL. It also enables
the employees to take all of the programs or study for individual modules according to their
particular development needs.
Development Programs are carried out right after joining and throughout the year, applicable
to all management and trainees, across the organization. Each department’s Head of
department along with HR manager decide the appropriate development needs for each
individual, within this overall framework.
The Importance of TNA:
Needs assessment is the most important process of training and development. It is the process
which identifies whether the training is necessary for the employees. Needs assessment
involves three types of analysis:
1 -Organization Analysis
It determines the appropriates of training, given the business strategy of the company, the
resources available for the training process and managers and peers’ support
___________________________________________________________________________
1- Miss Lubna Badar; Learning & Development Executive at PEL.
2-Person Analysis
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Person analysis involves
“Determining whether the performance deficiencies are the result of a lack in
knowledge, skills, abilities or from a motivational or work-design problem “says
Raymond A. Noe.(2)
It identifying who needs training in particular
It evaluates the employees’ readiness for the training
3-Task Analysis
Task analysis involves determining which tasks, knowledge, skills and abilities should be focused
in the training. It is helpful in judging that either training is the solution of the problem faced by
the employee or it can better be managed by some other way; lectures or coaching.
Why is Need Assessment required?
The need assessment is necessary for the organization to know that either it is going for the
right way to improve the performance of the employees. The HR department concentrates on
the TNA as it have to arrange the resources for the training. The HR department is also
responsible directly for the creation of an environment that will support the training and its
transfer for the employees. HR will be answerable to the company if the training is incorrectly
used as a solution to performance problems.
TNA is also vital as if there will be no TNA in the organization before the training is held:
Training can have contents, methods and objectives which are not appropriate.
Training may not bring the required results for the company.
___________________________________________________________________________
2- Employee Training and Development by Raymond A. Noe.
Money spent on the training can go in vain.
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Training will not make the employees learn what is required and desired by the
company.
Basis of Training Need Assessment in PEL:
PEL pays a lot of attention on the needs of employees, on every level, for learning and
development. As “we have passed the stage of training and are now on the level of learning in
PEL”, says Lubna, Head of HR Department.
1-Need Assessment on Individual level:
PEL is currently having seven thousand employees, out of whom six thousand are the technical
employees and rest one thousand are the managers and executives. PEL focuses on the
individual needs of its staff by looking into the department the employee belongs.
Technical Staff:
The employees from technical job are assessed by their manager. The manager checks that the
performance of the employee for past three months and judge the problem after sittings with
the employee and asking the questions from its peers. Then the manager asks the employee;
say a technician, what he feels he is lacking. If the employee is unable to judge its need, the
manager relies on his assessment and suggests a type of training and the readiness of the
employee. He then forwards the report to the HR department for the scheduling of the
training/learning. PEL has so far been training its employees/ technicians for:
Enhancing the Communication skills
Increase in Technical expertise
Training to cope with behavioral problems like adjustment in environment, de-
motivation, work shirking & lack of co-ordination
2-Need Assessment on Departmental Level:
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In PEL, Head of the Department is liable for the need of training on teal and department level.
The head of the department sends the query to the HR about the problem of employee. Then
the HR investigates the problem by meeting the employee, his manager and the team
members. As team work is highly focused in PEL; “we are aimed to have our employees working
in their team”, says Miss Lubna, Learning and Development Executive. (3)
Who Participates in the Needs Assessment?
Generally the upper level managers, middle level manager and the trainer are involved in the
process of need assessment in the following ways:
Organizational Analysis:
In the organizational level analysis, the upper level manager assesses either is training
important to achieve the business objectives & how does training support the business
strategy. The middle level manager assessed that does he wants to spend money on training
and how much. The trainer estimates that does he have the budget to buy training services (in
case of outsourcing) & will managers support training
Person Analysis:
In the personal level analysis, the upper level manager assesses that what functions or business
units need training. The middle level manager see’s that who should be trained; managers,
professionals or core employees. The trainer decides the way to identify which employees need
training.
______________________________________________________________________________
3- Lubna Badar providing information during her interview.
Task Analysis:
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In the task analysis, the upper level manager analysis that does the company has the people
with the knowledge, skills, and ability needed to compete in the marketplace. The middle level
manager notices that for what jobs training can make the biggest difference in product quality
or customer service. Whereas the trainer participates by analyzing the tasks that should be
trained & the knowledge, skills, ability or other characteristics necessary for the training to be
successful.
Determining whether training is “The Best Solution”
PEL believes that training is not the only solution .Therefore it conducts couching and
counseling of the employees as needed. Last week training was conducted in LUMS which titled
as “leadership back to basis” which focused on how to motivate and how to lead.
Miss Lubna Badar told that sometimes it happens that after analyzing the employee(s), we
come to know that the there is no problem of training rather than it is a problem of employee
motivation. In this regard we have a strong motivation and incentive system.
Motivation and Incentive Systems:
Sometimes the psychological components are not enough for motivating the employees. In this case,
monetary incentives play a vital role for increasing the commitment of the employees toward their jobs
and in return enabling them to have job satisfaction. These monetary incentives and rewards are given
in various forms to the employees who act as a strong motivational factor. These could be given as:
1. Spot Award + Rs. 5000 as cash prize
2. Surprise Award
3. Best Performance Award
4. Service Quality Award
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Methods in Needs Assessment:
1. Observation: It is one of the methods for judging the need for training. Observation is
conducted by quietly noting the performance of the employee at work. It is helpful as it
generates data relevant to work environment and minimizes interruption of work. But it
has a disadvantage that it requires skilled observer & the employees’ behavior may be
affected by being observed.
2. Questionnaire: A questionnaire is a detailed list of questions asked to inquire the
problem and need of the employee. It is useful as it is Inexpensive, can collect data from
a large number of persons & the data can easily be summarized. But it requires time,
has possible low return rates & inappropriate responses due to lack of proper
understanding of the questions, lacks detail and only provides information directly
related to questions asked.
3. Interviews: An interview is a face to face questioning about the problem area to
understand the level of need of learning. It is helpful at uncovering details of training
needs, good at uncovering causes and solutions of problems, can explore unanticipated
issues that come up& the questions can be modified while asking one to one. But it is
time consuming, difficult to analyze, needs skilled interviewer & can be threatening to
SMEs.
4. Focus group: It is a loosely structured discussion between a group of 8-12 people with a
similar characteristics on a given issue or field. It is useful with complex or controversial
issues that one person may be unable or unwilling to explore. But it is time consuming
to organize & group members provide information they think you want to hear.
TNA Methods in PEL:
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One to one meetings:
One to one meetings one to one meetings are conducted to address the problems to know if
there are issues of lack of motivation in the employees. This method is used in PEL for the
executives and the managers. When the department head sends the report for the inquiry, HR
arranges a one to one meeting with a skilled interviewer with the employee. The results of the
interview are then analyzed and a written report is given to the department & HR. this report
helps for the arrangement of learning & growth opportunity and is also kept to evaluate the
results of the training.
Questionnaire:
As team work is the main focus in PEL, it uses the questionnaires to dig out the problem
regarding teamwork. When the manager of the technical staff, from any department reports
the HR about the need for learning / training or asks for the solution, HR designs the
questionnaire with the suggestions in-charge, who acts as an SME. These questionnaires are
filled by the proposed trainee and are kept in record for tracking the transfer of training later in
the job.
Methods of Training in PEL:
Orientation:
Every staff member joining PEL has to attend a 1-day comprehensive orientation to get a feel about the
PEL and its business. This orientation program provides a good chance to meet with seniors & colleagues
and to build up the team spirit.
Product Training:
Product training is provided e.g. refrigerators, air conditioners, electric meters etc. to help the related
staff to learn more about the products that the PEL is providing.
Skill Training:
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The PEL provides a lot of skill related training e.g. workshops, sales & negotiation skills, project
management, etc. to help staff enhance their skill in particular aspects.
On-job Training:
Staff members are continuously involved in the learning process in the form of on-job training. Thus, a
lot of on-job training opportunities and job rotation to increase staff’s exposure are provided.
Management Development Training:
In this training program, the employees are given strategic perspectives and business goals management
skills; people management, networking and customer focus abilities to better understand and manage
their jobs. Adventure learning is also used for this purpose to analyze the leadership, planning and
management skills of the employees.
Specific Competency Training:
Specific Competence Training is to ensure that the staff excels in product knowledge, regulatory and
unique techniques needed for the particular position. e.g. in PEL power division, when they launched
energy meters, PEL hired software engineers to train their engineers.
Learning and Development:
PEL recognizes that it is essential that they have the best people equipped with the right skills and
knowledge to perform their roles to the highest standards. They went for talented professionals, who
seek self-development opportunities including continuing professional development. In return the PEL
offers excellent training and development. They focus development on where they believe that they will
get the greatest return, by developing employee’s strengths.
Outsourcing of Training:
PEL also outsources its training programs to different training houses like CMD (Center for Management
Development), Possibilities, Business Rituals etc.
In house trainings:
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The decision of training the employees in house or outsourcing depends on the availability of
resources and the extent to which the type will be helpful for better learning of the employee.
All the technical trainings are conducted in-house, to keep the trade secrets safe.
Team Building Programs
If the lack of coordination is found in any area, team building programs are manages by the
company to grow the feeling of teamwork and collaboration.
Learning and Development of Executives:
PEL assigns its learning and development executives who are responsible to train the
employees under them. It is the part of their job. When an employee comes from training from
outside the company, or is trained on some specific course, he becomes the part of the PEL’s
internal training pool. Like if an employee is trained for ERP in the supply chain department of
PEL, he is then responsible to train the other employees in the company. This cost effective
method is vastly used in PEL to create a culture of knowledge sharing & learning.
Decentralized Training in PEL:
Training is decentralized in PEL. The employees of every department are trained within its own
division of work instead of training everyone in the HR department. The technical side of the
training is managed by the technical experts within the production or any other department.
Perception of PEL Employees about the Trainings:
Training as opportunity:
The employees of PEL on every level take the training as an opportunity to enhance their
learning and perceive it as a step ahead in their career development.
Training as a Reward:
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PEL believes in investing in its human capital and values its employees in every way. The
executives are also sent to other cities as Karachi and Islamabad, and the chosen employees
take the training as a reward. As the executives are also selected for training for further
development on the basis of their performance, so they also value it and become the part of
PEL’s internal pool of trainers.
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Planning the Training:
After the training need analysis is done, it’s the time to plan the training program. The planning
is done in a joint meeting of head of concerned department, HR manager and Learning and
development executive. In this meeting each and every aspect of training is discussed and
decided, which includes the area of training, time, date and place of training, what will be the
learning objective, what will be the training methodology, who will be the trainer etc. these all
things are planned at this time.
Miss Lubna told that all of their training programs are pre planned and they have a full plan of
one year that which training will be conducted at what time. Following is the sample training
plan.
Time Duration: Two-day Training Workshop
Topic: Change Management
Date: Thursday-Friday, March 12-13, 2009
Venue: Royal Palm Golf & Country Club, Lahore
Time: 09:00 AM to 05:00 PM
Learning Objectives:
After attending this workshop participants would be able to:-
1. Know and understand a wide range of ideas and approaches to managing change.
2. Understand the psycho dynamic approach to change.
3. Understand the humanistic approach to change.
4. Grasp different types of team, the process of team development and the way in which
different types of team contribute to the organization change.
5. Perceive the nature, significance and role of leadership in change.
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6. Comprehend the change scenarios vis-à-vis organizational restructuring and cultural
change.
Teaching and Learning Methodology:
This two day workshop will include discussions, case analyses, participant responses, exercises,
videos and dyadic learning.
The workshop participation would reflect maturity of ideas, creative zest, intrusive urge for
knowledge and incessant attempts to relate theory with practice.
Trainer’s Profile:
Syed Hussain Haider has been working as a management and legal consultant for the past 12
years with various private and public sector companies. He has been a management consultant
with the Government of the Punjab since 7 years and has been actively involved with
reengineering and restructuring organizational processes.
Currently he is associated as a consultant / resource person with the Management and
Professional Development Department. (The umbrella training organization for Government of
the Punjab) TEVTA and PRMP, Government of the Punjab. He is Professor of Management and
Law teaching MBA and M.Com students at University of Central Punjab and as Principal
Management Consultant has developed the Research and Development Centre for University of
Central Punjab. He has also been Principal Coordinator for Punjab Development Forum
(Government of the Punjab) 2003-2007 and has been associated as a Policy Review Specialist
and subsequently as Capacity Building & Training Expert with Asian Development Bank. He is
currently a resource person for Asian Development Bank, DFID, U.K and numerous international
financial institutions.
He is a certified trainer for Small and Medium Development Authority, Government of Pakistan,
Pakistan National Accreditation Council, Government of Pakistan, National Productivity
Organization, Government of Pakistan and Government of the Punjab. He has been a resource
person for British Council, Pakistan and Management Development Institute at Habib Bank
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Limited. He is a certified Productivity Consultant and Certified Advocacy Trainer by Bar Council
of England and Wales. He is an International Resource Person for Asian Productivity
Organization, Japan, Colombo Plan, Sri Lanka and Bank Rakyat, Malaysia.
A United Nations University Alumni and an M.B.A, M.A, LLB and PGD’s in Labour Laws, Intellectual
Property Right Laws and International Leadership. He has extensive knowledge and experience in Law,
Human Resource Management, Organizational Behavior and Capacity Building.
Transfer of Training
Transfer of training may be defined as the degree to which trainees apply to their jobs the knowledge,
skills, behaviors, and attitudes they gained in training.
Problems in the Transfer of Training:
There are so many causes for which the transfer of training becomes ineffective or does not
take place in the organization. Some of them are:
Working conditions:
Time pressures on the employees that they have to join daily right after the training
session ends that create discouragement. Another factor is a barrier the use of
Inadequate equipment which are out dated because of this there are few opportunities
to use those skills learned in training session.
Lack of peer support
That is discouraging use of new technology and skills on the job, peers are not willing to
provide feedback, and they assume the training as the wastage of time.
Lack of management support
That is managers are too rigid that they do accept any ideas or suggestions that are
learned in the training session. They do not recommend using the learned skills in the
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organization and are not willing to provide the feedback, reinforcement and
encouragement that are needed to transfer the learned skills.
The Effectiveness of the Transfer of Training in PEL:
Learning and development in PEL has become very strong in last few years. They have
encouraged their employees to move with the time as it changes. They have also increased
their motivation level by communicating them the importance of new learning for their
development.
PEL provides a very healthy environment to the employee who gets training. They provide a
work environment that influence transfer of training. Management support is there that is at
high level. They encourage them, help them in implementing new learning in the organization,
and provide proper feedback to the management. Climate of transfer is given to the trainee to
that facilitates them. Peers are also there to help their colleagues in transfer. PEL has become a
learning organization in this era when everything is getting change with the passage of time.
Employees in PEL are becoming more socialize to adapt change and learn form each other. So,
the distance of the transfer is near that can be change easily.
Evaluation of Training in PEL:
Evaluation of training is vital for a company to know the after-effects of training. It is the scale on which the company measures itself in terms of success in training. Evaluation is primarily of two types:
Formative Evaluation:
It is the evaluation which is conducted during the program design and development. It ensure that the training is going smooth and the trainees are satisfied with the training contents and process.
Summative Evaluation:
Summative evaluation is conducted to judge the effects of the training on the employees in terms of change in the trainees. It aims at ensuring that the trainees have learnt the required skills, attitudes knowledge and behaviors. It also includes quantitative outcomes of the training.
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Summative Evaluation of Training in PEL:
PEL conducts its training sessions and evaluates these trainings in the end to know the outcomes of the training. They evaluate the changes in the skills, knowledge & behaviors in the employees.
Outcomes of Training:
A company measures the outcomes of its training processes on the basis of skills, cognition, effectiveness, reactions and results.
PEL measures the outcomes of the training to its employees on the basis of :
Skills:
The company compares the skills of the employees and workers before and after the training.
Cognition:
PEL is very much conscious in to determine whether the trainees have learnt the principles, facts and techniques required and desired for the company.
Reactions:
The HR department of PEL is keen to weigh and measure the behaviors and attitudes of the trainees before and after the training is complete. Questionnaires are provided to the trainees to give feedback on the contents, process and effects of the training.
Results:
Financial calculations are definitely the vital concern for the company.PEL calculates its ROI and the total investment on the training process.
Determining whether the Outcomes are Good:
PEL makes sure that the outcomes of the training are good and desired for the company through:
Relevance which refers to the relatedness of the outcomes to the capabilities learnt in the training.
Reliability which refers to the consistency of the results.
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Practicality which refers to the ease with which you can measure the outcomes.
Evaluation Design in PEL:
PEL uses only post-test evaluation design and evaluates its trainings after the training processes are complete.
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Suggestions:
How can you increase the transfer of training in your organization? For any given training
program, you will need to look into three areas:
Training Participant Attributes:
Training participant attributes may be influenced when introducing new employees to your
organization through an effective recruitment, selection and induction process. Attributes can
also be influenced before training begins through prequalifying nominees during the
registration process.
Training Program Design and Delivery:
The second factor, training design and delivery, can be made more effective through ensuring
that the training program objectives are clearly focused on your organization's priorities and
goals. Tied in with this, participants’ learning outcomes must be stated in terms of behavior
required in the workplace and measurable performance standards. Along with effective design,
to maximize training transfers to the workplace ensure that the training is delivered in
accordance with what we know about how adults learn best.
Workplace environment:
The most significant, yet most neglected, factor influencing the extent of training transfer is the
third area mentioned above, the employee's workplace environment. What happens before
employees attend the training event and what happens after they return to work are the most
important variables determining workplace performance following training. If your organization
is struggling to see tangible benefits from training, ask these key questions:
Did instructional designers, trainers and line managers work together in partnership or
was work on the program done in isolation with little collaboration?
Were non-training solutions seriously considered or was a training request received and
an off-the-shelf solution delivered?
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Were training outcomes stated in behavior and performance terms or were outcomes
unstated or stated in fuzzy terms?
Were training objectives tied to stated organizational objectives or were they left
floating in the organizational ether?
Were managers and supervisors actively involved before, during and after the program
or was the program divorced from the employee's day to day work?
Was post-training support provided back in the workplace, such as coaching and on-the-
job aids, or were employees left to flounder with no opportunity to practice?
Were new procedures and role expectations clearly communicated to employees or
were they left wondering why they were nominated for the program?
Were workplace performance expectations agreed with employees prior to the training,
or was it back to "business as usual"?
Was the training integrated with a well thought-out and implemented change or
improvement program, or was the training a single point "silver bullet" solution?
Did you measure the organizational impact of the program or rely solely on "happy
sheets" for feedback?
There is another approach called as PRACTICE approach which includes:
Procedures:
Tell them how to perform and what are the policies and procedures, update relevant policies
and procedures before training begins and use actual policy and procedural documents during
training program. The strength behind the PEL’s learning and development department is that
they follow the procedures.
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Roles & Responsibilities:
Tell them what level of performance is required by them. Clarify roles, responsibilities and update
relevant role descriptions of the particular trainee. Develop links between learning outcomes to
role descriptions. PEL specifies the roles and responsibilities of the trainee before and after the
training sessions.
Aids on the Job:
Tell them extend the training room into the workplace replicate training aids on the job
encourage employees to use on-the-job aids.
Coaching:
Overcomes individual barriers to skill application, plan for and dedicate on-the-job coaching
resources and train coaches in how to coach effectively when it is required.
Targets
Measurement proves people are performing as per the requirement, agree and set measurable
organizational and individual goals that motivates the employees, link program learning
outcomes to organizational and individual goals, and then translate goals into required on-the-
job behaviors.
Incentives
Give a personal reason to perform, modify incentives to reward goal achievement and expected
behaviors and provide employee feedback frequently and using a variety of methods to
evaluate their performance.
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Communication
Informs and involves all stakeholders, communicate information to all appropriate levels in
organization and use a variety of communication mediums and styles to convey your massage
effectively.
Engagement
Motivates participants to apply skills on the job to enhance their skills, tell employees briefly
before training on purpose and application of program, managers and supervisors introduce
training and attend sessions, review learning after training and identify opportunities for skill
application, follow up regularly progress on skill application with employee that shows
employees that how much the company is concerned about them.
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References:
Miss Lubna Badar; Learning & Development Executive at PEL.
Employee Training and Development by Raymond A. Noe.
http://en.wikipedia.org/w/index.php?title=Special
%3ASearch&search=barriers+in+training+transfer&fulltext=1
http://www.lsaglobal.com/about/transfer-of-training.asp
http://www.citehr.com/results.html?cx=partner-pub-8639156531433549%3A65wn2f-
m579&cof=FORID%3A10&ie=ISO-8859-
1&q=barriers+in+training+transfer&sa=Search&siteurl=www.citehr.com%2Fdownloads.php
%3Fquery_ds%3Dbarriers%2Bin%2Btraining%2Btransfer#1246
Training and Development Jaweria, Saima, Sehrish, Sulman, Umer