Talent Asssessment & Development - Sneha Agrawal

Summer Internship Project
TALENT ASSESSMENT AND DEVELOPMENT
Under the Guidance of

Mr. Vaibhav Pathak
Prof. N. Rajan
Asst. General Manager- HR,

Corporate Center
Faculty -HR
N L Dalmia Institute Of
Management Studies And
Research
SUBMITTED BY
MS. SNEHA AGRAWAL

MASTERS IN MANAGEMENT STUDIES-2009-11
IN 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
ACKNOWLEDGEMENT................................................................................................. 2
EXECUTIVE SUMMARY................................................................................................. 7
INTRODUCTION........................................................................................................... 8
JSW- Overview........................................................................................................... 9
NATURE OF TRAINING AND DEVELOPMENT.............................................................10
AIMS/OBJECTIVES OF TRAINING & DEVELOPMENT.................................................11
TRAINING PROCESS.............................................................................................. 12
TRAINING NEED IDENTIFICATION...........................................................................13
Objective of Training Need Identification:..........................................................13
Process of training need identification:..............................................................13
CONTENT BUILDING.............................................................................................. 14
TRAINING DELIVERY............................................................................................... 14
Objective of training delivery:............................................................................ 14
FEEDBACK.......................................................................................................... 14
PART 1:................................................................................................................... 15
DESIGNING OF TRAINING PLAN................................................................................. 15
TRAINING PLAN........................................................................................................ 16
JSW TRAINING PHILOSOPHY................................................................................... 17
SUMMARY OF TRAINING CALENDAR (2010-11).........................................................18
Strategy programmes........................................................................................... 22
1) Strategic decision making:...........................................................................22
2) Strategic leadership seminar.......................................................................22
3)
Managing cost to enhance profitability..........................................................23
4)
3 tier programme for management development............................................23
5)
Advanced financial analysis..............................................................24
6) Leadership & Change Management:............................................................24

High Potential Employees (HPEs)..........................................................................25
1) Leadership development programme for HPEs...........................................25
2) Mentoring & Coaching skills for leaders.......................................................25
3) Business Acumen:........................................................................................ 26
4) Train the Trainer:.......................................................................................... 26
5) Identifying & Assessing high potential employees:......................................27
Department programmes...................................................................................... 27
1) Finance for Non- Finance:............................................................................27
2) HR for line managers................................................................................... 28
3) Performance management...........................................................................28
4) MARKETING FOR NON MARKETING :............................................................29
5) Enhancing sales force performance.............................................................29
SHORT DURATION TRAINING PROGRAMMES..........................................................30
1) Creativity & innovation :.............................................................................. 30
2) Decision making:......................................................................................... 31
3) Stress management:....................................................................................31
4) Negotiation skills:........................................................................................ 32
5) Communication skills:..................................................................................32
6) Interpersonal skills & team building:............................................................33
7) Presentation Skills:....................................................................................... 33
8) Emotional intelligence:................................................................................34
9) Managing work life balance:........................................................................34
10)
Enhancing managerial effectiveness........................................................35
11)
Influencing Skills:...................................................................................... 35
12)
Corporate Grooming & Etiquette:.............................................................36
13)
The Art & Science of behavioral interviewing...........................................36
14)
Personality development:.........................................................................37
INDIVIDUAL SPONSORSHIP PROGRAMMES............................................................37

1) Project management:...................................................................................37
2) Supply chain management:.........................................................................38
3) Logistics management................................................................................. 39
4) Advanced corporate finance:.......................................................................39
MANAGEMENT DEVELOPMENT PROGRAMMES..........................................................39
IIM, AHMEDABAD................................................................................................ 39
IIM, BANGALORE................................................................................................. 40
WHARTON EXECUTIVE EDUCATION....................................................................41
By XLRI, JAMSHEDPUR........................................................................................ 42
London Business School..................................................................................... 43
KELLOGGs MDP............................................................................................... 44
HARVARD............................................................................................................ 45
Part -2....................................................................................................................... 47
Learning & development.......................................................................................... 47
What is a "Learning Organization"?....................................................................48
RESEARCH TOPIC:..................................................................................................... 50
RESEARCH OBJECTIVES:........................................................................................ 50
RESEARCH DESIGN:............................................................................................... 50
BENEFITS OF THE STUDY:...................................................................................... 50
IMPORTANCE OF THE STUDY:................................................................................. 50
LIMITATION OF THE STUDY:.................................................................................... 50
RESPONSE CHOICES:.......................................................................................... 51
METHOD OF ANALYSIS:.......................................................................................... 51
PRIMARY DATA COLLECTION PLAN:........................................................................51
SECONDARY DATA COLLECTION PLAN:..................................................................51
DISTRIBUTION OF THE SURVEY..........................................................................52
DATA COLLECTION AND ANALYSIS......................................................................53
Secondary Data:.................................................................................................... 63
Analysis of various ORGANISATIONS learning & development practices:..........63
Observation and analysis:........................................................................................ 66
JSW DEVELOPMENT Matrix.................................................................................. 67
JSW LEARNING & DEVELOPMENT...........................................................................68
RECOMMENDATIONS:............................................................................................... 69
FOR SENIOR MANAGERS:....................................................................................... 69
JSW BUSINESS LEADERSHIP COMPETITION (JBLC):.............................................69
TRAIN THE TRAINER:........................................................................................... 69
FOR MIDDLE LEVEL MANAGERS:............................................................................70
MONTHLY DISCUSSION FORUM:..........................................................................70
FOR NEW JOINEES:................................................................................................ 70
INDUCTION:........................................................................................................ 70
OPEN FOR ALL:................................................................................................... 71
PART-3
COMPETENCY FOR HPEs............................................................................. 74
Identifying High Potential Employees.......................................................................75

Meaning of High Potential..................................................................................... 76
What to observe?............................................................................................... 78
Learning agility...................................................................................................... 79
Business Acumen.................................................................................................. 80
People Acumen...................................................................................................... 81
Analytical & Cognitive ability................................................................................. 82
EXECUTIVE SUMMARY
I 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 - OVERVIEW
JSW 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 DEVELOPMENT

In 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

Training
Education
Application
Theoretical Orientation
Job Experience
Classroom Learning
Specific Tasks
General Concepts
Narrow / Perspective
Broad 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 & DEVELOPMENT
The 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
Feedback
Content
(EXTERNAL, INTERNAL)
TRAINING NEED IDENTIFICATION

OBJECTIVE 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 BUILDING
Objective 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
FEEDBACK
Objective 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 PLAN
FOREWORD
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
development.
learning and
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

AND DEVELOPMENT INITIATIVES :
LEARNING
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
Programmes
Duration
(Days/Hrs)
Faculty
Target Group
Major training programmes
Strategy programmes
1.
Strategic
decision
making
2 days
External
GM & above
2.
Strategic
leadership
seminar
2 days
External
GM & above
3.
Managing cost
to
enhance
profitability
2 days
External
AGM & above
4.
3
tier
programme for
management
development
2 days
External
GM & above
5.
Advanced
financial
analysis
3 days
External
GM & above
6.
Leadership
Change
2 days
External
GM & above
&
Page no.
Management
High Potential Employees
1.
Leadership
development
programme
for HPEs
3 days
External
Junior mgr to
DGM, HPEs
2.
Mentoring
&
coaching skills
for leaders
2 days
External
GM & above
3.
Business
Acumen
2 days
External
GM & above
4.
Train
Trainer
the
2 days
External
GM & above
5.
Identifying
&
assessing high
potential
employees
2 days
External
GM & above
Department programmes
1.
Finance
for
non- finance
2 days
External
Deputy mgr to
DGM
2.
HR
for
managers
1day
External
Mgr to DGM
3.
Performance
management
1day
External
Asst. Mgr
Senior Mgr
to
4.
Marketing for
non- marketing
2 day
External
Asst. Mgr
Senior Mgr
to
5.
Enhancing
sales
force
performance
2 day
External
Sales
executives
line
Short duration training programs
1.
Creativity
innovation:
2.
&
3 hrs
External/intern
al
Asst. mgr
DGM,
to
Decision
making
3 hrs
External
Mgr to DGM
3.
Stress
management
3 hrs
External
GM &
HPEs
4.
Negotiation
skills
3 hrs
External
Junior mgr. to
Asst. mgr
5.
Communication
skills
2 hrs
External
Jr.
mgr
6.
Interpersonal
skills & team
building
2 hrs
External
Executive
mgr,
7.
Presentation
Skills
2 hrs
External
Junior mgr to
AGM
8.
Emotional
intelligence
3 hrs
External
HOD & above,

High potential
leaders
9.
Managing work
life balance
3 hrs
External
GM & above
10.
Enhancing
managerial
effectiveness
3 hrs
External
Executives
11.
Influencing
Skills
3 hrs
External
Junior Mgr to
senior Mgr
12.
Corporate
Etiquettes
1 Day
External
Open category
13.
The
Art
&
Science
Of
behavioral
interviewing
3 hrs
External
HODs
functional
heads
above,
mgr.
to
to
Senior mgr to
DGM
&
14.
Personality
development
1 Day
External
Junior Mgr to
AGM
Individual sponsorships (for open programs)
1.
Project mgt.
day
External
Asst.
AGM
mgr
2.
Supply
chain
management
2 days
External
Mgr & above
3.
Logistics
management
2 days
External
Mgr & above
4.
Advanced
corporate
finance
3 days
External
GM & above
to
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 & above
Content:
Structured decision making process
Determination of accountability for decisions made in uncertain times
Factors influencing decision making
Benefits:
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 SEMINAR

Objective 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 management
Benefits:
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 PROFITABILITY

Objective 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 DEVELOPMENT

Objective of the programme : To enable the participants learn formulation&
implementation of strategies & prepare them to shoulder higher responsibilities.
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 days
Faculty: External
5) ADVANCED FINANCIAL ANALYSIS

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.
Content:
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: External
HIGH POTENTIAL EMPLOYEES (HPES)
1) LEADERSHIP DEVELOPMENT PROGRAMME FOR HPES

Objective 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 LEADERS

Objective 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.
Content:
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 coaching
Duration: 2 days
Faculty: External
3) BUSINESS ACUMEN:
Objective of the programme: To provide the participants with an understanding of
making profitable & quick business decisions.
Content:
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 arena
Benefit:
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 outlook
Duration: 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 training
Benefits:
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.
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 productivity
Duration: 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 addition
Benefits:
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 MANAGERS

Objective 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/ internal
3) PERFORMANCE MANAGEMENT
Objective 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 PERFORMANCE

Objective 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 PROGRAMMES

1) 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/ internal
2) 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: External
3) 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: External
5) 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: External
7) 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 AGM
Content:
Body language
Myths & rules of presentation
Ways of Getting Ideas Across
Presenting a positive image
Understanding listeners
Benefits:
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 leaders
Content:
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 workplace
Benefits:
Feel confident and in control in challenging situations
Reduces stress and maintain motivation and momentum under pressure
Handle difficult people, colleagues, customers and service users
Duration: 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 EFFECTIVENESS
Objectives: 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: executives
Content :
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 Mgr
Content:
Principles of Influence
Influencing Style
Creating the Right First Impression
Understanding Group Dynamics
Benefits:
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: External
13)
THE ART & SCIENCE OF BEHAVIORAL INTERVIEWING
Objective 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 AGM
Contents:
Developing positive mental attitude
Ways to do conversation
Developing self esteem
Body language
Personal grooming
Benefits:
Helps generate opportunities
Brings positive attitude & confidence in work
Develops leadership qualities
Develops self belief
Improves performance
Duration: 1 day
Faculty: External
INDIVIDUAL SPONSORSHIP PROGRAMMES
1) 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 & CPM
Benefits:
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 MANAGEMENT
Objective 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 management
Benefits:
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.
Content:
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
MANAGEMENT DEVELOPMENT PROGRAMMES

IIM, AHMEDABAD
Sr. no.
Program
Dates
Fee
June 2010
GENERAL MANAGEMENT
1
3-TP: Middle Management (Summer)
Negotiations Skills Clinic
June 27-July 24, 2010

June 21-23, 2010
250,000
60,000
July 2010
3
Advanced Quality Management
July 5-9, 2010
75,000
Team Behavior Management
July 19-21, 2010
60,000
August 2010
5
3-TP: Senior Management
Project Management
August 1-21, 2010
275,000
August 30-Sept 4, 2010
80,000
September 6-10, 2010
75,000
September 13-18, 2010
80,000
September 2010
7
Contract Management
Winning Edge: Communication Strategies

for Leaders
October 2010
Advanced Corporate Finance
October 25-30, 2010
80,000
January 2011
10
Interpersonal Effectiveness and Team

Building
January 3-6, 2011
70,000
11
Leadership and Change Management
January 17-21, 2011
75,000
February 14-17, 2011
70,000
April 25-29, 2011
75,000
February 2011
12
Enhancing Sales Force Performance

April 2011
13
Effective Communication Strategy: Men and

Women at Work
MANAGEMENT DEVELOPMENT
PROGRAMMES
IIM, BANGALORE
Sr.
No.
Programmes
Dates
June 2010
High Impact Leadership
21-23 June, 2010
Decision Making for Managerial Effectiveness
28-30 June, 2010
September 2010
3
4
International Financial Reporting Standard (IFRS)

for Small and Medium Entities (SMEs)
Competing Through Manufacturing
06-09 Sept, 2010

13-16 Sept, 2010
October 2010
5
6
Managing Talent
Finance for Decision Making (For Non - Finance
Managers)
01-02 Oct, 2010

18-22 Oct, 2010
December 2010
7
Advances in Business-to-business Marketing

(B2B Marketing)
29 Nov-03 Dec, 2010
February 2011
8
9
10
Competitive Marketing Strategy

Creative Marketing
International Negotiating Skills
07-09 Feb, 2011

09-11 Feb, 2011
10-12 Feb, 2011
WHARTON EXECUTIVE EDUCATION

Sr.
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
Leading and Managing People
October 2010
5
Finance and Accounting for the Non-Financial Manager
High-Potential Leaders: Accelerating Your Impact
November 2010
7
December 2010
8
Essentials of Marketing
January 2011
9
10
Mergers and Acquisitions
BY XLRI, JAMSHEDPUR
Sl. No.
1
2
3
Title of the Programme

Leadership and Decision Making
Effective Marketing
Mentoring and Coaching for Personal and Performance
Effectiveness
Duration
Jul.02-Jul.04
Jul.13-Jul.17
Jul.19-Jul.21
August 2010
4
Manufacturing Management
The Art and Science of Behavioral Interviewing
Communication and Presentation Skills
Aug.09Aug.13
Aug.16Aug.17
Aug.30Sep.02
September 2010
7
Capturing Rural Markets: Bottlenecks and Strategies
Strategic Management for Business Leadership
Brand Management for Corporate Growth and Profitability
10
Teamwork Competency for High Performance
Sep.06Sep.08
Sep.13Sep.15
Sep.13Sep.16
Sep.17Sep.19
October 2010
11
Negotiations - The Art of Win-Win Deal Making
12
Emotional Intelligence and Interpersonal Skills
Oct.04Oct.07
Oct.05Oct.09
November 2010
13
Finance for Non-finance Executives
14
Project Management
Nov.15Nov.19
Nov.22Nov.26
December 2010
15
Effective Performance Management
16
Interpersonal Effectiveness through Communication Skills
17
Creativity, Problem Solving and Decision Making
Dec.06Dec.10
Dec.13Dec.16
Dec.13Dec.17
January 2011
18
19
Beyond Coping -Thriving under stress in the workplace

Logistics Management
Jan.11-Jan.14
Jan.17-Jan.21
LONDON BUSINESS SCHOOL
Sr.
no.
Programme
Date
June 2010
1
Essentials of Leadership
20 June
High Performance People Skills
27 June 31 June
-25 June
July 2010
3
Strategic Decision Making
Coaching for Performance
05 July-06 July
15 July-16July
October 2010
5
Emerging Leaders Programme
17 October 2010
November 2010
6
Advanced Corporate Finance
08 November
KELLOGGS MDP
Sr.
no.
Programme
August 2010
September 2010
2
Leading and Managing People
The Leadership Journey: Creating and Developing Your Leadership
October 2010
4
Advanced Management Program
Executive Negotiation Workshop: Bargaining for Advantage
Finance and Accounting for the Non-Financial Manager
November 2010
7
April 2011
8
Leading Organizational Change
HARVARD
July 2010
Jul 1824,
2010
Finance for Senior Executives
JulNov 2010
General Management Program
Jul 2010Jan
2011
Program for Leadership Development
October 2010
Oct 2429,
2010
High Potentials Leadership Program
April 2011
Apr 48,
2011
Leadership Best Practices
May 2011
May 26,
2011
The Women's Leadership Forum
May 813,
2011
Strategic Negotiations
Future Programs
May-12
Business-to-Business Marketing Strategy
PART -2
LEARNING & DEVELOPMENT
Learning 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)
2)
3)
4)
Learning portals - e-lessons, e-quizzes, virtual labs and e-lectures

Coaching
Counseling
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
AGREE
AGREE
NEUTRAL
DISAGREE
COMPLETELY
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 COLLECTION
Primary 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
Manage Overall
Employe
es
rs
Completely Agree
10
16
26
Agree
14
Neutral
Disagree
Completely Disagree
Total
18
24
42
We get good opportunities at our work to learn and develop

ourselves?
Junior
Employe
Manage
rs
Completely Agree
Agree
Neutral
Disagree
Completely Disagree
Total
es
5
6
3
2
2
18
16
8
0
0
0
24
Firsthand experience on strategic problem solving, decision making

and leader ship skills through case studies and competitions will be
helpful for the employees development.
Junior
Employe
es
Manage Overall
rs
Completely Agree
14
16
30
Agree
Neutral
Disagree
Completely Disagree
Total
20
22
42
Knowledge sharing and information dissemination is easier through which

of the following mediums?
Junior
Employe
es
Manage Overa
rs
ll
Meetings
12
18
Virtual class rooms (Online)
14
Any other
10
Total
42
Training, development and mentoring needs are better assessed and

imparted by which of the following persons?
Senior or High potential

employees
External trainers
Any other
Total
Junior
Employe
es
Manage Overall
rs
20
28
18
24
42
Monthly discussion forum between employees and Industry experts will

enhance employee knowledge, improve interaction & communication and
provide multiple perspectives?
Junior
Employe
es
Manage Overall
rs
Completely Agree
14
16
30
Agree
Neutral
Disagree
Completely Disagree
Total
21
21
42
High potential employees must be given additional roles and

responsibilities to groom them to become future managers and leaders?
Junior
Employe
es
Manage Overall
rs
Completely Agree
12
Agree
10
18
Neutral
Disagree
Completely Disagree
Total
24
18
42
Learning and training needs can be better imparted through which

of the following mediums?
Junior
Employe
es
Manage Overall
rs
Mobile - SMS
12
Online
10
15
Classrooms
10
Any Other
Total
18
24
42
Learning programs should also be imparted to family members of

the employees
Junior
Employe
es
Manage Overall
rs
Completely Agree
21
15
36
Agree
Neutral
Disagree
Completely Disagree
Total
25
17
42
Our ideas and suggestions are appreciated by our senior managers?
Junior
Employe
es
Manage Overall
rs
Completely Agree
12
Agree
Neutral
12
Disagree
10
Completely Disagree
Total
17
25
42
SECONDARY DATA:
ANALYSIS OF VARIOUS ORGANISATIONS LEARNING & DEVELOPMENT
PRACTICES:
1) ONGC India sets up e-academy
Oil 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 Scotlandbased 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
Individual
Development
Provides
direction to
entire
organization
Provides
direction to
managers
Functional skill
Development
Developing
general
management
skills
Thought
leadership
Strategic leadership development
Driving
strategic
initiatives
project managing
skills
Skills to manage
functional managers
Managing cross
functional
managers
Leadership
expertise:
leadership skills
development,
Contribute
s through
others
Team management
skills development
Developing skills
to manage
business
Core skills development focusing on individual effectiveness like:

Individual
contributor
Decision making
Interpersonal skills
Financial skills
Marketing skills
HR skills
H
I
G
H
JSW LEARNING & DEVELOPMENT
P
O
T
E
RESPONSIBILITIES
N
DEVELOPMENT
T
I
A
L
E
M
P
L
O
Y
E
E
S
MIDDLE
LEARNING
RE
SP
ON
UNDERSTANDING
UNDERSTANDING
SIB
OF
OF LEADERSHIP
LEADERSHIP
ILIT
COMPETENCIES
COMPETENCIES
IES
ANALYTICAL
ANALYTICAL SKILLS
SKILLS
FOR
FOR EFFECTIVE
EFFECTIVE
BUSINESS
BUSINESS
DECISION
DECISION MAKING
MAKING
JUNIOR
EXECUTION
EXECUTION
OWN
OWN
PRODUCTIVITY
PRODUCTIVITY
PROJECTS
PROJECTS
DEVELOPMENT
DEVELOPMENT
TEAMS
TEAMS
Learn
Learn the
the
DEVELOPMENT
DEVELOPMENT
PERSONAL
PERSONAL
work
work culture
culture
EFFECTIVENESS
EFFECTIVENESS
Learn the
Learn the
CORE
CORE SKILLS
SKILLS
details
details of
of the
the
DEVELOPMENT
DEVELOPMENT
job
job
Monthly
discussion
forum, elearning, field
trip, in house
training by
bosses, SMS
learning
Weekly
learning forum,
e-learning, field
trip, coaching
& mentoring,
SMS
learning,
Induction,
elearning,
classroom
specific
field
trip,by
SMS
training
learning,
departmental
Classroom
heads, SMS
training
learning
INDIVIDUAL
CONTRIBUT
OR
JOINEE
REWAR
DS
BEST
BEST PERFORMANCE
PERFORMANCE OF
OF THE
THE
YEAR
YEAR
Hot job for hot

people
SCHOLARSHIP
SCHOLARSHIP TO
TO FAMILY
FAMILY
MEMBERS
MEMBERS
REWAR
DS 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 m

learning 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 HPES
IDENTIFYING 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 of various 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 & 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.
2 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.
3 Business Acumen
Business
Acumen
comprehend
the
is
total
the
ability
picture
of
to
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 Acumen
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
5 Analytical &
It implies approaching a problem by using
. Cognitive ability
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
4.
5.
6.
7.
8.
in short and long term.

Demonstrates high regard for company profitability
Desire and ability to see the bigger picture
Remain up-to-date with relevant business and market realities.
Make trade-offs for making money on a sustained basis.
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 contribution
12.
Directs resources
opportunities
towards
profit
and
revenue
growth
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.
2.
3.
4.
Able to influence people and gain their support.

Sets clear goals for people and give regular feedback.
Coaches people judiciously to improve their performance.
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 business
7. 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 skills
10.
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 dignity
14.
Accurately identify people's talent & help them flourish by
fitting them in job where their potential can be utilized properly
15.
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 Charan

Talent Asssessment & Development - Sneha Agrawal

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Summer Internship Project

TALENT ASSESSMENT AND DEVELOPMENT

Under the Guidance of

Asst. General Manager- HR,

MS. SNEHA AGRAWAL

N.L.DALMIA INSTITUTE OF MANAGEMENT STUDIES AND RESEARCH

I would like to express my profound appreciation to my project guide, Mr. Vaibhav

Managing cost to enhance profitability..........................................................23

3 tier programme for management development............................................23

Advanced financial analysis..............................................................24

6) Leadership & Change Management:............................................................24

Enhancing managerial effectiveness........................................................35

Corporate Grooming & Etiquette:.............................................................36

The Art & Science of behavioral interviewing...........................................36

INDIVIDUAL SPONSORSHIP PROGRAMMES............................................................37

COMPETENCY FOR HPEs............................................................................. 74

Identifying High Potential Employees.......................................................................75

Drive with Leadership

Challenging Status Quo

NATURE OF TRAINING AND DEVELOPMENT

Training & Development need = Standard performance Actual performance.

Table 1. Training and Education Differentiated

Training refers to the process of imparting specific skills.

Development refers to those learning opportunities designed to help employees grow.

AIMS/OBJECTIVES OF TRAINING & DEVELOPMENT

Develop the competences of employees and improve their performance;

TRAINING NEED IDENTIFICATION

TRAINING NEED IDENTIFICATION

To enhance their knowledge.

PROCESS OF TRAINING NEED IDENTIFICATION:

To map the objectives of various trainers with JSWs TNI objectives.

L&D manager identifies the right trainer

Trainer maps the expectation of the participants

Customizes content as per the requirements of the organisation

Content finalisation by L&D manager

OBJECTIVE OF TRAINING DELIVERY:

To enhance the learning of the participants

To inculcate the skills in the participants

To enhance the effectiveness of the employees

To evaluate the effectiveness of the training delivery

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

JSW TRAINING PHILOSOPHY

Learning and development initiatives are aligned with organizational

OUR WAY FORWARD TO ENHANCE EFFECTIVENESS OF

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

SUMMARY OF TRAINING CALENDAR (2010-11)

Major training programmes

AGM & above

Short duration training programs

HOD & above,

Individual sponsorships (for open programs)

Mgr & above

Mgr & above

1) STRATEGIC DECISION MAKING:

Helps understanding criterias for good decision making

Ability to use techniques like scenario analysis to manage risk

2) STRATEGIC LEADERSHIP SEMINAR

Helps participants understand strategic business perspectives.

3) MANAGING COST TO ENHANCE PROFITABILITY

Development of strategies by integrating performance measurement & control

Activity based costing