Training and
Development
Training and Development
The goal of Training and Development is to deliver quantum leap to internal
workforce while maximizing the return on investment in human capital
n
Training
Revenue Generation and
n
á Return on Training Investment
Development
Revenue Generation
á
Revenue per FTE +
á Customer Satisfaction Cost Reduction
=Total Potential
â Employee Attrition Benefit
Training as a Branding Tool
n Training & development serves as powerful internal and external branding tool.
n Structured approach (Time lines and metrics pre defined)
n Continuous up-skilling and cross skilling
n Balanced controls and check measurements
n Customer Satisfaction focus
n Individual Employee focus
n Centralized mechanism to manage performance
n Certification process (Internal and External)
Training and
Branding Agent Development
á Customer Satisfaction
Client Focus+
á Employee Experience
Employee Focus
á Readiness for production
=Building a Better
Brand
Training Methodology
Learning Outcome Level of Proficiency Example Delivery Approach
§Graduation Training
Mastery - Make decisions,
n §Technical Up-skilling
use judgment gain
§Therapeutically Up-skilling
experience in existing and
n §Business Need Training
across domains.
Capability n
§Mentor Led Transition Training
Application - Ability to apply
Skill n
or act upon a concept. (leads to qualification)
§
§Induction
Knowledge Awareness - Understand §Orientation Training
the basics. §Regulatory Training
§
Induction & Training Schema
Days Areas Assessments Metrics
1 working day General :
Introduction, company overview, business and
Orientation service lines, administrative matters
Turnaround time to being independently productive = 68 Days
Classroom 5 working days Content Basics : Assessment by a set of end-of-session activities End of Course Scores
Including classroom training, e-learning, self-reading End of Training Scores
material, demos) Training Yield
SIMULATION
Remedial
Training
Function 22 working days Assessment by a set of end-of-session activities in End of Course Scores
Mentor is assigned the classroom phase. End of Training Scores
Also, through assignments, tests, live components End of Week Scores
Initial 4 days: Classroom teaching, self-reading on-the-job. Training Yield
material, demos by various faculties Business Panel
Assessment
Mentor Effectiveness
Accuracy
Followed by: On-the-job assignments, tests, TAT
components of live work under guidance of Mentor
QUALIFICATION
On-the-job / 40 working days Mentor leads on-the-job live projects Each project milestone is measured Accuracy
Graduation Aimed towards building competency on all the TAT
milestones defined in various deliverables QA
Training Approach
Orientation – A generic training Program – Vertical specific Transition – Mentor led training
program which is aimed training setup in a classroom setup in a simulative environment.
towards building functional + session. Aimed towards clear + Aimed towards creating on the job
skills. understanding of product environment and is controlled by
portfolio for the vertical. dummy project metrics.
QUALIFICATION
Graduation – Mentor led on the job
live assessments. Aimed towards
building competency on all the
milestones defined in various
deliverables.
Live
Soft skills – Building the soft skill Therapeutic/Domain – Aimed
competency as per the roll, defined towards identifying skill inventory
by the organization. across organization and building
ramp or capability within, using
Business Need – This type of internal or external resources.
training impacts immediate
Technical – Building on technical business requirements and Cross Skilling – Aimed towards
capabilities defined as per the roll challenges. e.g. people creating workforce which
defined by the organization. management skills, client training demonstrates complete
etc. understanding of various vertical
and are ready to deploy on need
basis.
Training Schema
Induction Orientation Program Transition Graduation Live Live Live Live
Classroom Classroom Classroom Simulative Live
1 Day 6 Days 10 Days 30 Days 80 Days 90 Days 180 Days 200 Days 356 Days
(Cumulative)
1 Day 5 Days 4 Days <15-20> <35-50> Days 90 Days 2 Days 20 Days 156 Days
Actual Days
Introduction to Generic Vertical Hands on Performance on Soft skill Mid – Year Up-skilling Measure
Organization Content specific training all the project assessment Assessment and cross- Impact
Modules classroom guided by a milestones per Technical gap skilling plan
training mentor competency areas identified
grid
New Recruit Regular Employee
Metrics Orientation Program Transition Graduation Soft Skills Technical
•End of Course •End of Course •End of Course Each Milestone •Quartile Movement •Accuracy
•End of Training Measured on
•End of Training •End of Training •Manager subjective •Deviation
•Training Yield •TAT feedback
•Training Yield •End of Week •TAT
•Accuracy
•Training Yield •Compliance
•QA
•Business Panel •Yield
Assessment
•Movement in technical skill
•Mentor Effectiveness grid
•Accuracy
•TAT
Detailed Plan
Training Philosophy – New Recruit
n New Hire Training will be divided into various Tollgates
n Induction
n Orientation
n Program
n Transition
n Graduation
n Could vary depending on the department and tenure of the New Inductee.
n
n Every new inductee goes thru the pre defined New Hire Training plan for the vertical.
n Each tollgate during the training is a qualifying stage.
n Orientation and Program stages are managed by Training – Project resource and not Project – Training
resource.
n From Transition till the end of Graduation Mentor would be responsible for all the metrics and schedule
adherence.
n New hires if failed at any tollgate before graduation will have to go for a remedial training.
n A person can go thru the remedial only once. Post that failure at any tollgate leads to manage out.
n Failure during Graduation stage leads to find home for the new inductee.
n
n Data Capturing
n 100% data capturing during the training using online LMS, which in turn is a input mechanism for PMS
n Weekly/Tollgate based reporting assimilated and sent to the functional head.
n Error prevention feedback to be given to the new inductee based on the data analysis.
n
n Turn Around Time – In Production (Independently Productive and Billable)
n Trainee Content – 80 working days (in production after 30 days with mentor support)
n Sr. Artist – 30 working days (in production after 10 days with mentor support)
n
n Soft Skill, Technical and Therapeutic/Domain up-skilling
n Post 90 days inductee’s soft skills are baselined by the reporting manager.
n Inductee is bucketed in quartiles on the basis of baseline.
n Soft Skill up gradation training is provided till the mid-year assessment.
n Mid year assessments yields various technical and therapeutic up-skilling areas and measures the
effectiveness of soft skill training.
n Technical and therapeutic area are mapped on a skill inventory grid.
n Based upon ramp or capability decision various training interventions are deployed.
Training Philosophy – Talent Development
n Every employee goes through 80 hours of dedicated skill development in a year (4% of production time)
n Industry standard is 2.5% of production time
n 80 hrs does not include New Hire Training
n 80 hrs does not include compliance/regulatory trainings
n Training compliance and outcomes to be measured on quarterly basis
n 20 hrs of training compliance and metrics to be a part of employee ICR
n Each employee will need to go through 20 (1-hour) courses every quarter, with the following
schema:
n Soft skill training = 3 courses
n Technical training = 3 courses
n Therapy/domain training = 3 courses
n Cross-function training = 3 courses
n Customized/ need-based training = 8 hours
n
n Training calendar for the coming quarter to be decided and published
n 1 day of the week to be dedicated as training day, with 8 (1-hour) sessions covering the above
areas
n Training calendar to be published on the intranet with week wise details of the courses offered
n Employee nominates self at the start of the quarter so as to cover the 12 courses – can pick-an-
choose sessions of his/her choice
n Manager to review and approve the selection for his team members
n Some specific rules:
n Not more than 2 courses can be taken on a day
n Training in one area cannot be compensated by training in another area
n To successfully clear a course, employee need to score >3/5 in each end-of-course
assessment
Talent Development
Day 90 On Going Live Project Work Day 365
Training Deployment
Soft Skills Technical Skills Domain Skills Cross-function Skills Customized/ Need-based
Baseline Aimed towards building Aimed towards enhancing Aimed towards identifying Aimed towards creating Aimed towards creating more
competencies as non-technical, intangible, technical skill and skill inventory across workforce which demonstrates productive and effective workforce
per competency personality-specific skills capability defined as per function and building complete understanding of by catering to training needs of an
grid required for the job/role. specific role. capability within. various verticals. individual employees.
Identify
competency gaps •Instructor-led training •Self Learning •Online/ offline courses •Self learning •Coaching
•E-learning •Mentor – Mentee •Conferences •Cross domain workshops •Mentoring
Develop training Relationship •Publications •Competitive Intelligence •1 X 1
•On-the-job learning
calendar to •Internal Calibration •External expert sessions updates
address the •Journal Club
competency gaps •Case-based discussions
•Therapeutic open-house
Iterative Process
Measurements
Quartile Movement Subjective Feedback Accuracy Deviation QA Scores TAT Compliance
Performance Management System
4% of production time (approx. 80 Hours annually) is dedicated to skill development
Every employee goes through 20 hours/ quarter of training – generic modules and customized upskilling
20 hours cover all 5 training areas in pre-decided schema
Training areas of every employee mutually decided with the reporting manager
Training outcome flows into individual performance plan
Aggregated measures flow into strengthening on-going training processes
Training Dashboard
Feedback to Functions and HR
•Weekly/Tollgate reporting to functional head.
•End of module and end of tollgate scores captured and collated.
•Areas of strength and weakness highlighted.
•Course correction plan set-up with the trainer.
•Report out to Functional Head.
Periodicity – Post Every Tollgate/Weekly.
n•EWS (Early Warning System) to flag off inductees during training.
•Trainers to raise red flags around knowledge and behavior of the inductee.
•Relevant department to intervene.
Periodicity – Post an EWS is identified.
•Root cause analysis for a failure trend.
•Identify certain trend in failures, inter or intra batch of inductees.
•Root cause analysis for failures, identify training or hiring issues.
•If hiring issues communicate to HR to and fill the skill identification gap area.
Periodicity – Dashboard prepared end of every New Hire Training Batch.
Thank You!!!