Training And Career Development In Private Sector Management Essay

The involvement of the private sector to foster the improvement of the workforce can affect the entire economy. The operations of the companies in the formulation and implementation of the training is having its own potential to grow as a strategy. The provided opportunity to the professionals deserves an upgrading approach into their skills and to their careers.

Without the appropriate answer in the needs of the employees for training there is a devastating effect on the growth of the business and the country’s economy of Pakistan. Different administrative reforms of the private companies adopted different strategies and adjustments to satisfy the needs. With respect to the core personnel policies, there should be an effective way to enhance the job performance of the employee. The aid of the training and development is one of the major steps that most of the private companies want to keep in their system to achieve the quality of performance.

In this report I have presented study on T&D at ‘Telenor’. The study limit is to understand the existing system and through a survey of employees to know their feedback of the T&D system & procedure. The study for time and other resources is limited in its scope but is a sound preliminary work for a researcher in this field.

CONTENTS

Chapter

#

CHAPTER NAME

PAGE

NO.

3.

4.

5.

6.

INTRODUCTION

Scope of the project

Problem Statement

Research Objectives

Introduction of Variables

Definition

Training methods

Training effectiveness

Company Profile

Introduction

HRD functions

Literature Review

Introduction to T& CD

Relationship between variables

Research Methodology

Methods

Result & analysis

Conclusion & Recommendations

5

8

12

24

30

43

SCOPE OF STUDY

The strength of any organization is its people. If people are attended properly by recognizing their talents, developing their capabilities and utilizing them appropriately, organizations are likely to be dynamic and grow fast. Ultimately the variety of task in any organization has to be accomplished by the people. Some of them have capabilities to do certain tasks better than other tasks, and some of them may not have capabilities to do the task assigned to them. In any case one of the important process goals of any dynamic organization is to assure that its people are capable of doing the variety of tasks associated to their role/position.

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Development of their capabilities keeps them psychologically vital. This development needs to be monitored in terms of matching it with the organizational requirements. Therefore, any organization; interested in developing the capabilities of its employee should understand the nature of capabilities required to perform different functions as well as dynamics underlying the development of these capabilities in an and organizational context. Thus proper and timely training programs should be conducted in an organization.

PROBLEM STATEMENT:

What is the impact of training on employee’s career development?

OBJECTIVE OF THE STUDY

Objective

“Examining the impact of training on career development in private organization of Pakistan.”

The principle objectives are as follows: –

To understand the training and development activities of the company.

To find out the impact on the performance of the individual after training.

Report the feedback of the employees of the training activity carried on.

To know the training methods used in the organization.

To know the reasons for employee’s training and development.

CHAPTER 2

INTRODUCTION OF VARIABLES

Training & Career Development

INTRODUCTION

Training is defined as a continuous learning process in which the employees will acquire knowledge, enhance professional skills and improve attitudes and behaviors to excel well on the job.

The objectives of the training department to identify the required training needs of an organization and fill the gap with a host of training methods for the welfare of the organization and employees on a whole.    

The basic difference between training and development is: Training helps to make the employee of a company to be more effective and efficient in the present role and responsibilities of the job i.e. fulfill short term needs of any company but development helps to improve the overall personality dimensions of an employee to take up any future assignments if any and better equipped to handle any critical situations might occur i.e. fulfill long term needs of any company.

Different methods in training employees:

There are different training methods like on -the – job techniques, off-the-job techniques, role playing, simulation, internship, apprentice ship, lectures, case analysis, laboratory training methods etc.  

Effectiveness of trainings

The training is effective in all means if it

Imparts new skills

Inculcates new ideas, knowledge and concepts

Is practical oriented

Not an information dump

Aligns the training needs to fulfill the organizational short and long term goals

Conducts the post evaluation to ensure the satisfaction levels to refine the future training needs.

The following are the key issues to be addressed for a successful training program:

Place (indoor/outdoor)

Audio visual aids

Relevant training materials

Facilities

Time schedule

Non – visual aids

Trainer   

The role of a trainer is to develop a competency and skill sets in an individual to perform his/her effectively and efficiently in the work place. The trainer should communicate to the trainees about what is expected out of training in a simple and professional way.

The trainer plays a pivotal role from start to end of the training that includes the following:

Training plan

Timing of different training sessions

Choosing the relevant training methods

Preparing the training materials and aids

Conducting training sessions and

Evaluating the post training session 

The following are the steps to be undertaken to make the long training session not boring to the trainees/employees:

Give appropriate breaks to refresh

Use both audio-visual aids as and when necessary

Keep avoiding mono dialogue session; make the session highly interactive

Include management games like ice breakers etc. to energize the whole team

Introduce different learning principles like showing live industry examples and case study analysis  

CHAPTER 3

TELENOR

COMPANY PROFILE

INTRODUCTION

Telenor Pakistan is a Pakistani GSM cellular service provider, and is a subsidiary of Telenor, Norway. It has a subscriber base of 19.98 million as of March 2009.Telenor Pakistan is owned by Telenor ASA and adds on to its operations in Asia together with Thailand, Malaysia and Bangladesh. Telenor ASA is an international provider of high quality telecommunications, data and media communication services. It ranks as world’s 7th largest mobile operator with a total of 164 million subscribers in its mobile operations. Telenor Pakistan launched its operations in March 2005 as the single largest direct European investment in Pakistan, setting precedence for further foreign investments in the telecom sector. The company has crossed many milestones and grown in a number of directions, making Telenor Pakistan a leading telecom operator of the country. Telenor is the fastest growing mobile network in the country, with coverage reaching deep into many of the remotest areas of Pakistan. In the most difficult terrains of the country, from the hilly northern areas to the sprawling deserts in the south, at times Telenor is the only operator connecting the previously unconnected. Telenor is keeping ahead by investing heavily in infrastructure expansion. With USD 2 billion already invested, Telenor have extended agreements with vendors for network expansion and services until 2009. The agreements, with a potential to result in USD 750 million worth of orders from Telenor Pakistan, are some of the biggest of their kind in the industry. Telenor is spreading across Pakistan, creating 2,500 direct and 25,000-plus indirect employment opportunities. Telenor is a network of 23 company-owned sales and service centers, more than 200 franchisees and some 100,000 retail outlets.

VISION AND VALUES

Telenor vision is simple: “Telenor exists to help customers get the full benefit of communications services in their daily lives. We’re here to help. Make it easy. Keep promises. Be inspiring and be respectful.” Telenor vision and values define a common approach for all their employees setting out how they do business at Telenor. They provide a fundamental guide for taking care of our customers. Together they set the standard for how Telenor work in order to create sustainable value for our shareholders, customers, employees and partners.

Values

The values at Telenor are a constant reminder to Employees of how Telenor should serve all our customers around the world. They inspire us to be a driving force in modern communications and customer satisfaction.

Values in practice

According to an official at Telenor “We want to make it easy for our customers to get what they want, when they want it. We will keep promises and do what we say we will do. We will innovate to deliver fresh ideas. And, as an international company, we will respect our customers and their local cultures.”

TELENOR GROUP STRATEGY

The Telenor Group has a strong track record of delivering on ambitious goals. By 2011, we aim to be one of the fastest growing mobile operators in the world, with a strong broadband position in all markets, successfully developing new services and adopting new and responsible business models. The Telenor Group has defined six strategic ambitions which it aims to achieve by 2011. These are:

1. To deliver increased profitable growth

The Telenor Group aims to achieve a substantial revenue increase in the years to come. This growth will mainly come from existing businesses. We will seek to increase our core mobile and fixed voice revenues and explore broadband opportunities in our emerging markets. The Telenor Group is also investing in adjacent markets, such as basic financial services and machine-to-machine (M2M) communication worldwide.

2. To strengthen our performance culture across the Group

In all our operating companies, we will continue the successful practice of combining a local approach with global expertise. This means that the local management teams will build a unique performance culture based on their own initiatives and in line with the Telenor governance model, Codes of Conduct, vision and values, our people policy and the way we work across borders. In terms of Health, Safety and Environment (HSE), our objective is to improve working conditions and environmental management by having clearly defined standards across our operating companies and supply chains.

3. To make responsible business a competitive advantage

Corporate responsibility at Telenor will be part of managing risk and linked to our core business. For example, the measures we have taken to fight climate change are motivated both by our commitment to corporate responsibility and by an enlightened view of associated business benefits and opportunities: what is good for the environment is also good for business. Telenor now has clearly defined targets on CO2 emissions from its operations – not just to help save our planet, but to save energy and money. Telenor has a strong track record when it comes to sustainable business: it was ranked top performer by the Dow Jones Sustainability Indexes (DJSI) in 2007 and 2008.

4. To provide a superior customer experience 

Faced with an increasingly competitive environment, Telenor needs to differentiate itself by providing a superior customer experience. In our vision – we’re here to help – and core values (make it easy, keep promises, be inspiring, be respectful), 

We put customer experience at the top of the agenda throughout the Telenor Group. One of our ambitions is to reach a situation where end-users’ brand preference is higher than the Telenor market share for all operating companies.

5. To ensure best practice benchmarking across the Group:

Telenor will undertake benchmarking and best practice sharing across the Group. A global objective is to achieve a higher reduction in the average operational cost per minute than the expected decline in average price per minute. The Telenor Group aims to achieve considerable continued growth in operating cash flow from all of its operations.

6. To drive change and constant renewal:

To secure a strong industry position, we need to innovate in everything we do. To get the most out of our efforts, we have prioritized five group-wide innovation areas: Broadband outside the Nordic countries. Our long-term ambition is to achieve the same position in broadband (mobile and fixed) as we have in mobile voice today. Connected objects / M2M. The “Internet of things.”

The Telenor Group is working to establish itself as a global player within this rapidly growing and potentially huge market. Financial services.

The Telenor Group aims to establish itself as a significant player in parts of the financial services industry in select under-serviced markets, establishing a platform for long-term growth. Partner innovation.

The Telenor Group controls many valuable assets that can be further developed together with partners. Partner-driven innovation is a cost-effective way to create many new revenue-generating services. Climate change. Our number one priority is to reduce CO2 emissions. The Telenor Group aims to be part of the climate solution by de-carbonizing business processes and reducing physical travel and transport.

HUMAN RESOURCE DEVELOPMENT

DEPARTMENT

HUMAN RESOURCE DEVELOPMENT DEPARTMENT:

Human Resource Department engage to perform a set of systematic and planned activities designed by an organization to provide its members with the opportunities to learn necessary skills to meet current and future job demands. HRD department in telenor plays very active role. The head office of HRD department is situated in Islamabad however it has its four zonal offices, these are Central I Central II North South Working of HRD department is cross functional, there is great coordination is among the departments of the company. And HRD department play an important role in providing strategic support.

HUMAN RESOURCE DEVELOPMENT FUNCTIONS:

The functions of HRD in Telenor is to developing the required skills in employees as by perceiving the future needs and demands of the company as well as the requirement of the competitive environment. The major functions which they have to perform are

Training and development (T&D)

Organization development Career development

The “new learning and performance wheel”

Strategic management and HRD

The supervisor’s role in HRD

Organizational structure of the HRD function

As Telenor is one of the growing company of the country so, it is also facing a lot of challenges in order to make its human resource as its competitive advantages, the major challenges which are being faced by the Human Resource Development department in Telenor are:

Increasing workforce diversity

Competing in a global economy

Eliminating the skills gap

The need for lifelong learning

Facilitating organizational learning,

However in Telenor, the HRD department is doing great job in order to cope with all these challenges, HRD department has developed a complete framework which the management is currently practicing. 

TYPES OF TRAINING:

There are varieties of training types are available at Telenor which varies from need of the employees as well as the company. Broadly speaking there are two main sources of Training.

In House Training: In house training the company offers the training in its different zones by means of seminars, conferences and workshops. In house training which is given on the job is

System related training

Product related training

Technical Training

Front End Desk Training

Operational wise training

These are the most common types of training which company gives to its employees.

Outsource training: Outsource training telenor go for the outsourcing when the in house training is not available. The topic cover under outsource training are those which are more general in nature so company by evaluating cost and benefit go for outsourcing. While go for outsourcing, Telenor is using the services of Novatious Institute which holds a good name regarding the training. The common types of training are

Moral Building

Attitude Building

Executives Training.

ORGANIZATIONAL CULTURE AND ITS SUPPORTIVENESS FOR TRAINING:

As far as Telenor internal culture is considered the employees are really very satisfied with the Telenor’s norms and values. It is one of the major reasons that the turn over rate of this organization is very low. By conducting the survey of the sales employees in Telenor, we come to know that 90% of the employees of Telenor took the Training most effective. The major aspects of Telenor’s culture which supports its objectives are:

It owned a flat structure so the communication among employees is very good.

Hierarchy of the organization is well managed and there exist no fear between subordinate and boss which give rise to the confidence in employees.

There is a vertical communication as well as horizontal communication exists among the employees of Telenor which supports its objectives of being EEO organization.

Training is the necessary components for all the employees from CSR (customer services representative) to CEO (chief Executive officer)

A FRAMEWORK FOR THE HRD PROCESS

HRD department follow a frame work which consists of four major steps, HRD department is primarily responsible for Learning and development of employees. The whole activities of HRD department in Telenor revolve around these steps.

1. Training Need Assessment Phase

2. Training Design Phase

3. Implementation phase

4. Evaluation phase

 1- TRAINING NEEDS ASSESSMENT PHASE:

Training needs analysis process is a series of activities conducted to identify problems or other issues in the workplace, and to determine whether training is an appropriate response. An analysis of training need is an essential requirement to the design of effective training. The purpose of training need analysis is to determine whether there is a gap between what is required for effective performance and present level of performance. The needs analysis is usually the first step taken to cause a change. This is mainly because a needs analysis specifically defines the gap between the current and the desired individual and organizational performances. In Telenor, the TNA phase has given a primarily importance, it is conducted to determine whether resources required are available or not. It helps to plan the budget of the company, areas where training is required, and also highlights the occasions where training might not be appropriate but requires alternate action. Training Need arises at four levels:

Training Need

Organizational Level

Individual Level

Operational Level

Corporate need and training need are interdependent because the organization performance ultimately depends on the performance of its individual employee and its sub group.

Organizational Level

In Telenor, Training needs analysis at organizational level focuses on strategic planning, business need, and goals. It starts with the assessment of internal environment of the organization such as, procedures, structures, policies, strengths, and weaknesses and external environment such as opportunities and threats. After doing the SWOT analysis, weaknesses can be dealt with the training interventions, while strengths can further be strengthened with continued training. Threats can be reduced by identifying the areas where training is required. And, opportunities can be exploited by balancing it against costs. For this approach to be successful, the HRD department of Telenor gets involved in strategic planning. In this planning, HR develops strategies to be sure that the employees in the organization have the required Knowledge, Skills, and Attributes (KSAs) based on the future KSAs requirements at each level.

Individual Level

HRD department of Telenor focuses on each and every individual in the organization. At this level, the HRD department checks whether an employee is performing at desired level or the performance is below expectation. If the difference between the expected performance and actual performance comes out to be positive, then certainly there is a need of training. However, individual competence can also be linked to individual need. The methods which are most commonly used by the HRD department of Telenor to analyze the individual need are:

Appraisal and performance review

Competency assessments

Customer feedback

Self-assessment or self-appraisal

Operational Level

Operational level focuses on the work that is being assigned to the employees. The job analyst at Telenor gathers the information on whether the job is clearly understood by an employee or not. Training officers gathers this information through technical interview, observation, psychological test; questionnaires asking the closed ended as well as open ended questions, etc. Today, jobs are dynamic and keep changing over the time. Employees need to prepare for these changes. The job analyst also gathers information on the tasks needs to be done plus the tasks that will be required in the future.

CHAPTER 4

LITERATURE REVIEW

Dependent Variable: Career Development

Independent Variable: Training

LITERATURE REVIEW:

To cope with the speedy rate of change or alternations, organizations are more and more challenged with developing significant training programs for its members as a way to compete and succeed in today’s unpredictable environment. Pfeiffer (2000) argues that training can be a source of competitive advantage in several industries for firms with the knowledge to use it.

Katz (1998) highlights that although large corporations spend over $50 billion on training expenditure, effective employee learning is diminished. Another author Prahalad (2000) also wires employee learning by stating that training should be considered a part of career development for managers that include both the methodical and empirical side of management.

Training is defined as the organized acquisition of skills, rules, ideas, or mind-sets that result in improved performance (Goldstein, 1993); now part of organizational learning and change, employee evaluation, and career development is training (White and Mackenzie-Davey, 2003).

At another place training is defined by (Campbell, Dunnette, Lawler, & Weick, 1970) as a planned learning practices designed to bring about unending change in an individual’s information, attitudes, or abilities.

Employee training has turn into more rampant today than 15 years ago, many companies conduct training simply for appearance sake (Hughey and Mussnug, 1997), instead of focusing on adult learning and growth (Wills, 1994; Hollenback and Ingols, 1990; Humphrey, 1990); Kolb’s (1984) experimental learning (Whetten and Clark, 1996); and cognitive aptitude (Carter, 2002).

Training and organization development activities are receiving increased consideration in the industrial and academic communities at present. According to Huber, organizations spend upwards of $30 billion dollars yearly for training plans involving 15 billion work hours (Huber, 1985).

The German apprenticeship system has turn into the focus of much recent writing, studying the financing of such training (Soskice 1994; Oulton and Steedman 1994; Harhoff and Kane 1997; Acemoglu and Pischke 1998). This literature concludes, contrary to the forecasts of Becker (1964), that firms pay a share of the training expenditure of apprentices, even though the qualifications of apprentices are largely broad skills.

The “bottom line” for most training plans is effectiveness; less concentration has been allocated to studying why training programs are effective for some individuals and fruitless for others. Training effectiveness typically is determined by evaluating some combination of the criteria presented in Kirkpatrick’s (1967) hierarchical model of training outcomes. This hierarchy is made up of four levels of training outcomes:

(a) Trainees’ reactions to the program content and training procedure (reaction);

(b) Knowledge or skill attainment (learning);

(c) Behavior change (behavior); and

(d) Development in tangible individual or organizational outcomes such as turn-over, accidents, or productivity (results).

Each stage of the hierarchy is exaggerated by each training result. Trainees’ satisfaction with the program is believed to have a main impact on learning, the content of the training program must be mastered to some degree for enhancements in on-the-job behavior, and behavior change is important for constructive changes in results such as quality or quantity of production.

The overall economy is affected by the organization’s choice whether or not to train its workers, even if the firm does not factor the economy into its choice. If all firms within an industry not succeed to train their workers, the whole economy suffers. Hence, training workers is a type of public good, a category that encompasses a broad range of social dilemmas. Employees face a similar dilemma in their choice of how much to contribute to the overall productivity of the organization. If employees receive a share of the profits regardless of their contribution, some may decide to free ride on the efforts of their fellow workers. If all employees decide to do so, the company will fail.

The two dilemmas on the employee and organizational levels are closely interconnected. On one side, the benefits of training accumulate only to the extent that employees contribute to the organization. Thus, a firm should take into relation how it expects a training program to affect employee effort as well as employee turnover. On the other side, trained workers produce at higher rates, which in turn may affect how much they contribute and how often they migrate to other firms in comparison with untrained workers.

Another way of training your employees in the organization is the mentorship like apprenticeship on which literature suggests that mentoring enhances work effectiveness (Kram, 1985) and job success (Roche, 1979; Stumpf and London, 1981; Hunt and Michael, 1983; Fagenson, 1989). It has also been suggested that training have an important influence on promotion decisions (Stumpf and London, 1981; Hunt and Michael, 1983).

Kram (1985) presented an in-depth analysis of the mechanisms through which mentoring affects careers and identified two dimensions of these developmental relationships: Vocational (career coaching) and psycho-social (social support).

Career success of managers has generally been defined in terms of performance and the popular symbols of success: Money and position (Hall, 1976; Feldman, 1989).

Exploratory Behavior. Hall (1976) defined a career as the “individual’s perceived sequence of attitudes and behaviors associated with work-related experiences and activities over the span of the person’s life” Super and his associates’ theory of adult career development defines four work-relevant life stages: exploration, establishment, maintenance, and decline (Super, 1957; Super, Crites, Hummel, Moser, Overstreet, & Warnath, 1957).

Jordaan (1963) emphasized exploratory behavior as a key determinant of occupational success and satisfaction. Exploratory behavior refers to mental or physical activities undertaken with the purpose of eliciting information about oneself or one’s environment, or forming decisions regarding occupational adjustment, progression, or choice. Exploratory behavior includes self-assessment of the strengths and weaknesses of skills, career values, interests, goals, or plans, as well as the search for job-related information from family, friends, counselors, and other career information outlets (Mihal, Sorce, & Compte, 1984; Stumpf, Colarelli, & Hartman, 1983).

Additionally, the extent to which individuals engage in career planning, a type of exploratory behavior, is related to the likelihood of participation in self-development activities, salary level, and advancement (Gould, 1979; Super & Hall, 1978). Gould’s (1979)

Career planning scale assesses the extent to which career plans exist, how frequently career plans are changed, how clear career plans are, and whether or not a strategy exists for achieving career goals.

The relationship between exploratory behavior and training effectiveness is unknown. One possible hypothesis is that trainees who frequently engage in cognitive or environmental search activities are likely to have a better under-standing of their strengths, weaknesses, and interests. This results in a high level of motivation to learn in training programs which are congruent with their career goals. These individuals are likely highly motivated to learn because of the self-realization of skill weaknesses resulting from their investments and interests in career growth and progression as evidenced by the frequency and intensity of exploratory type be-saviors.

Career workshops provided by the organization may provide employees with a clearer picture regarding career paths and the prerequisite-site skills for horizontal and vertical movement throughout the organization. So training is the significant part for the career development in any organization.

CHAPTER 5

RESEARCH METHODOLOGY

To conduct any research a scientific method must be followed. The universe of study is very large in which it is difficult to collect information from all the employees. So, the sampling method has been followed for the study. The analysis is based on primary as well as secondary data.

Research Area : Telenor Islamabad

Sample size : 35

Data collection

Primary data : The data was collected using an appropriate questionnaire

And observing employees at Telenor office.

Secondary data : Internet, books

Method of analysis : SPSS (Pie charts, bar graphs, frequencies, mean std. deviation)

Results

Statistics

training

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