Training and Development

Training refers to a planned effort by a company to facilitate employees learning of job related competencies. These competencies include knowledge, skills or behaviors that are critical for successful job performance. While Development refers to formal education, job experiences, relationships and assessment of personality and abilities that help employees perform effectively in their current or future job and company. Both training and development are complementary to each other training is provided to all the employees of an organization so that they can perform well and achieve personal and organizational goals. Training helps an individual to develop his/her skills.

HCL
Training & Development at HCL
At HCL, people are not just employee but family. So like important member of family employees get endless freedom to experiment, execute their dreams and opportunities to reach their aims .HCL believes in empowering people to help achieve their goals that are achieved by the coming together of talent and innovation, powered by ownership and freedom to experiment. The focus has been on industry-experience and focus on 'real world' practical training. HCL trains all their employees worldwide for technical and soft skills for employees at all levels that hone an individual's business, technical and managerial skills. This guarantees a high quality of support for customers in their core business processes. It has following Training and development programs going on-

 30-DAY INDUCTION PROGRAM Company has a multi-layered 30-day Induction program for the new recruits which covers business, technology, cultural and behavioral training, thus helping them to smoothly transition into the way of life. As a very important part of the Induction program, the senior management is invited to take special sessions on Connect culture under value and culture training. MANAGEMENT TRAINING Since Managers play a key role in ensuring that their team members are groomed as respecting and tolerant individuals, company also provides Leadership Training Programs and Managerial Skills Programs to them. EDGE (Employee Development Growth & Empowerment) With the aim to gain that extra edge in customer service, company has rolled out a training tool billed EDGE for its infrastructure services division (ISD). The training will be imparted to cement cross-functional team skills of employees. This will enhance service efficiency of professionals. EDGE Program which is a developed program aimed towards making the company a 'learning organization', an organization where growth is measured not just by profits but also as the synergetic growth of each of its employees. The EDGE training is set up to follow the professional development (career paths) within the organization, which in turn describes the necessary tasks in supporting customers at all levels.

HCL EDUCATIONAL SERVICES 1. JOB ORIENTED IT TRAINING PROGRAM The program is targeted at bright and fresh Bachelors in engineering candidates to give them 6 weeks of exhaustive class-room and practical training conducted by experienced professionals of HCL.

2. SALES AND MARKETING PROGRAM Company is offering a comprehensive Sales and Marketing training on IT products, Service and Solutions. It is proposed to be a year long training with 3-4 weeks of residential Instructor Led Training (ILT), during which the candidate undergoes Sales orientation classes alongside Technical grooming on IT Technology, IT Products, Services and Solutions

IBM
IBM primarily relies on in-house development programs offered by training and development centers or corporate universities rather than sending employees to program offered by universities. Company relies on in-house programs because these programs can be directly tied to business needs, can be easily evaluated using company metrics and can involve senior-level management. IBM has company specific content and is based on competencies that the company has identified as critical factor for leadership. IBM evaluates these programs by tracking retention and analyzing which program resulted in employee promotion. IBMS HR function has been instrumental in the $100 billion company's metamorphosis from a floundering computer manufacturer in the 1990s to a prosperous software and consulting services company today. HR has helped the organization absorb more than 125 acquisitions since 2000, and integrate globally, saving $6 billion since 2005.

Why IBM is different:

Delivered the new skills IBM needed at the front lines. HR reinvented the way it trained and developed talent. We know, for example, that developing leaders is essential. But in a world in which bringing managers in every year for a week of offsite training is so 1960s, how do you make the leadership development process relevant to the global economy? Randy MacDonald: "We observed that 80% of leadership development is based on work experience. We looked to see

what we could do to create a work-related development opportunity. In growth markets like Kenya and Malaysia, people needed to develop marketing and innovation skills. In developed countries, such as France and the U.K., people already had that experience. We came up with 'Global Enablement Teams': we took the top people in mature markets and assigned them to help and mentor people in the growth markets. Growth market leaders learn from major markets, and equally important, vice versa."

Fostered global teamwork. Prior to 2002, when Sam Palmisano became CEO, IBM had a series of feuding fiefdoms 170 country units each with its own policies, procedures, and processes. Randy MacDonald: "Over the past decade we moved from a multinational organization to a globally integrated enterprise with global standard processes. For example, I have taken 8,000 HR software applications (largely focused on the HR needs of individual IBM country units) down to under 1,000. There was lots of resistance. Another example: In the U.S., 'diversity' tends to be programs and policies around ethnic identity and gender. In China, or Brazil, diversity is defined differently. We're starting to expand 'diversity' to also mean 'inclusion' helping people work together." Created a results-focused culture. During IBM's days of malaise, buck-passing had become an art form. As former IBM CEO Lou Gerstner said, "Instead of grabbing available resources and authority, they waited for the boss to tell them what do; they delegated up." HR can play a lynchpin role in building a performance culture: defining, collecting and analyzing data to understand whether employees are meeting their personal goals. This is about using the technology of "business analytics" within the workforce, bringing vital statistics to the art of performance reviews. Says MacDonald: "The core of a performance-based culture is more use of analytics. We needed to start in HR by becoming more analytical, using data, defining cause-and-effect relationships, and tying HR activities to business results." HR's focus at IBM today is on finding and developing more innovative employees, in concert with IBM's strategy of a "smarter planet" improving the world through "green tech," "smart grids," water management systems, and so forth. Different modes of training used by IBM for employees requiring different set of needs.

Sources: IBM training learning recommendation.