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Modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results
TRAINING AND DEVELOPMENT OBJECTIVES
the principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal.
Individual Objectives - help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization.
Organizational Objectives - assist the organization with its primary objective by bringing individual effectiveness.
Functional Objectives - maintain the department's contribution at a level suitable to the organization's needs.
Societal Objectives - ensure that an organization is ethically and socially responsible to the needs and challenges of the society.
1981 - Small team lead by naryana murthy and his wife started "data basic corp." and the company was later renamed as Infosys.
During that time Infosys struggled to get projects due to some of the reasons:-
1. Lack of reputation
2. Inadequate infrastructure
3. Government regulations.
1991 - This year was very significant year for company and history of Indian business as the India opened the gated for foreign companies and the tariffs were reduced , taxes were rationalized .
Infosys was the first Indian company to be listed for the NASDAQ in 1999 and it was rated during 2001 -2002 as the best employer in India .by the year 2006 it had over 49000 employees worldwide .
And by 2006 it was close to 50000 and mostly the short listed are 20% of students from premier colleges and Institutions.
TRAINING AND DEVELOPMENT IN INFOSYS.
The changing nature of software and it industry required the workforce to upgrade the employees in technology and skills; Infosys was continuously focusing on training and development of their employees and led to reduction in attrition rate.
Now recruit has to underwent approximately 3 months of banking before they made billable to clients and American society for training and development rated Infosys as the best employee training and development and there were also expose to course on communication skills, interpersonal skills, customer interaction, management development and quality system and to train its employee it establish Infosys one of the largest corporate training centers in world.
OFF THE JOB METHODS were used for training and development and the company spent around 125 million annually for training and development.
At present the company has workforce around 103000-105000 workforce and the company turnover rate is around 2%-5% which is very less by global standards.
Infosys have dedicated centers for training their entry level. Wipro significantly outsources the same. Also training is more vocational where in focus is on teaching individuals tools rather than fundamentals (however their WASE program for BSc folks is an exception). I know it will be strongly objected to by Wipro folks but I suggest they do a quick poll.
Wipro Limited (Wipro), together with its subsidiaries and associates (collectively, the Company or the group) is a leading India based provider of IT Services and Products, including Business Process Outsourcing (BPO) services, globally. Further, Wipro has other businesses such as India and Asia Pacific IT Services and Products and Consumer Care and Lighting. Wipro is headquartered in Bangalore, India.
Training and development
It has been ranked 6th in the American society for training and development during 2006.it is ranked 6 the globally and is the only it service in the top 10 .it provide rich learning experinence for the employees that translates in the delivery of higher value and improved customer satisfaction it has capacity to train around 5000 employees simultaneously. It has learning centers in Bangalore, Chennai, Hyderabad, Pune and gurgaon.and all the learning centers are connected with virtual class room network with the broad class facility in Hyderabad and Bangalore.
Wipro significantly outsources the same. Also training is more vocational where in focus is on teaching individuals tools rather than fundamentals (however their WASE program for BSc folks is an exception). I know it will be strongly objected to by Wipro folks but I suggest they do a quick poll.
In India Wipro had profitable business in niche marketing segment of product and services.
Wipro does not get premier slots in engineering campus viz a viz its competitors. There are geographies where it even looses out to lower rung players like Cognizant. Its lower compensation than its competitors does not help. To make matters worse, entry level guy is not hired predominantly on potential but ability to answer questions which require rote.
Effect of recession
It was stated that more than 950,000 staff - found that the downturn had adversely affected the learning and development strategy of 59% of the organizations surveyed.
Two-thirds of these responded by reducing their training spend, with 63% having to cut back on learning and development, 30% reducing in-house training, and 24% seeing training output reduced. However, 65% of organizations have stepped up their efforts to develop employee skills and competencies in the face of the downturn, often with reduced resources.
Ninety-five per cent said aligning employee skills with business goals was a major concern when planning learning and development activities. Other major influences included improving competence and technical skills (83%); upgrading line managers' people management skills (82%); and establishing effective leadership (78%) (see chart, right).
Almost three-fifths (59%) have had to reassess their training methods in a bid to minimize costs, while 20% have embarked on an employee retraining exercise to aid redeployment in their organization. The median training spend per employee was found to be £334.
In terms of the types of training activities used, the most common method for executives and directors was the use of external, one-off conferences and seminars (81%), followed by coaching and mentoring by external practitioners (60%), and help from colleagues (56%). But in terms of effectiveness, coaching was the clear winner, cited by 45% of respondents. It is also becoming an increasingly popular development method for managers, used by 65%.
For non-managerial staff, on-the-job training was the most popular method (94%), followed by informal help from colleagues (94%), and in-house classroom-style training (92%).
Predictions for the next expenditure review were gloomy, with 32% expecting training spend to fall (compared with 16% in 2007), and 18% anticipating a rise (compared with 39% in 2007). Forty-three per cent believed their training budget would remain the same.
ANALYSIS of Infosys and Wipro
From the above given data we come to the conclusion that Infosys has come through the recession as more faster than Wipro and the techniques which are applied were more effective than Wipro but as Wipro has also been awarded as the best employer but the attrition rebate of Infosys was very less as compare to the desired standards and also the training techniques of Wipro were not so successful than Infosys and from the data it is clear that Infosys has done good job in getting trough the hard time without leading to unemployment .