Professional Documents
Culture Documents
Introduction
PEL was established in 1956 with the technical collaboration of M/S AEG,
West Germany. It is the oldest composite electrical equipment-
manufacturing unit of Pakistan with the object of initially producing
transformers, switchgears and electric motors. In 1962 after conclusion of
joint venture agreement with AEG, total shareholding was purchased than by
sponsors M/S Malik Brothers Limited.
Company’s Objectives:
• Power Division
• Appliances Division
• Power Transformer
• Distribution Transformer
• Dry Type Transformer
• Energy Meter
• Switchgear
• Refrigerator
• Air conditioner
• Microwave oven
• Washing machine
• Water Dispenser
• Generator
• PEL media
SWOT Analysis:
Strengths
Weaknesses
Opportunities
• By increase in its product range, PEL can increase its market share
Threats
Departments at PEL:
1. Marketing Department
2. Finance Department
3. Production Department
5. Administration Department
This department overseas the selection criteria for employees i.e. it sets
different guide lines for selection of employees. After selection of employees
it also offer the training and to upgrade their skills.
Functions of HR Department:
• Recruitment
• Selection
• Firing decisions
• Labor Affairs
• Staff welfare
Development Programs are carried out right after joining and throughout the
year, applicable to all management and trainees, across the organization.
Each department’s Head of department along with HR manager decide the
appropriate development needs for each individual, within this overall
framework.
1 -Organization Analysis
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2-Person Analysis
3-Task Analysis
The need assessment is necessary for the organization to know that either it
is going for the right way to improve the performance of the employees. The
HR department concentrates on the TNA as it have to arrange the resources
for the training. The HR department is also responsible directly for the
creation of an environment that will support the training and its transfer for
the employees. HR will be answerable to the company if the training is
incorrectly used as a solution to performance problems.
TNA is also vital as if there will be no TNA in the organization before the
training is held:
• Training can have contents, methods and objectives which are not
appropriate.
• Training may not bring the required results for the company.
___________________________________________________________________________
• Training will not make the employees learn what is required and
desired by the company.
PEL pays a lot of attention on the needs of employees, on every level, for
learning and development. As “we have passed the stage of training and are
now on the level of learning in PEL”, says Lubna, Head of HR
Department.
Technical Staff:
The employees from technical job are assessed by their manager. The
manager checks that the performance of the employee for past three
months and judge the problem after sittings with the employee and asking
the questions from its peers. Then the manager asks the employee; say a
technician, what he feels he is lacking. If the employee is unable to judge its
need, the manager relies on his assessment and suggests a type of training
and the readiness of the employee. He then forwards the report to the HR
department for the scheduling of the training/learning. PEL has so far been
training its employees/ technicians for:
In PEL, Head of the Department is liable for the need of training on teal and
department level. The head of the department sends the query to the HR
about the problem of employee. Then the HR investigates the problem by
meeting the employee, his manager and the team members. As team work is
highly focused in PEL; “we are aimed to have our employees working in their
team”, says Miss Lubna, Learning and Development Executive. (3)
Generally the upper level managers, middle level manager and the trainer
are involved in the process of need assessment in the following ways:
Organizational Analysis:
In the organizational level analysis, the upper level manager assesses either
is training important to achieve the business objectives & how does training
support the business strategy. The middle level manager assessed that does
he wants to spend money on training and how much. The trainer estimates
that does he have the budget to buy training services (in case of
outsourcing) & will managers support training
Person Analysis:
In the personal level analysis, the upper level manager assesses that what
functions or business units need training. The middle level manager see’s
that who should be trained; managers, professionals or core employees. The
trainer decides the way to identify which employees need training.
_____________________________________________________________________________
_
Task Analysis:
In the task analysis, the upper level manager analysis that does the
company has the people with the knowledge, skills, and ability needed to
compete in the marketplace. The middle level manager notices that for what
jobs training can make the biggest difference in product quality or customer
service. Whereas the trainer participates by analyzing the tasks that should
be trained & the knowledge, skills, ability or other characteristics necessary
for the training to be successful.
PEL believes that training is not the only solution .Therefore it conducts
couching and counseling of the employees as needed. Last week training
was conducted in LUMS which titled as “leadership back to basis” which
focused on how to motivate and how to lead.
Miss Lubna Badar told that sometimes it happens that after analyzing the
employee(s), we come to know that the there is no problem of training rather
than it is a problem of employee motivation. In this regard we have a strong
motivation and incentive system.
Sometimes the psychological components are not enough for motivating the
employees. In this case, monetary incentives play a vital role for increasing the
commitment of the employees toward their jobs and in return enabling them to
have job satisfaction. These monetary incentives and rewards are given in various
forms to the employees who act as a strong motivational factor. These could be
given as:
2. Surprise Award
One to one meetings one to one meetings are conducted to address the
problems to know if there are issues of lack of motivation in the employees.
This method is used in PEL for the executives and the managers. When the
department head sends the report for the inquiry, HR arranges a one to one
meeting with a skilled interviewer with the employee. The results of the
interview are then analyzed and a written report is given to the department
& HR. this report helps for the arrangement of learning & growth opportunity
and is also kept to evaluate the results of the training.
Questionnaire:
As team work is the main focus in PEL, it uses the questionnaires to dig out
the problem regarding teamwork. When the manager of the technical staff,
from any department reports the HR about the need for learning / training or
asks for the solution, HR designs the questionnaire with the suggestions in-
charge, who acts as an SME. These questionnaires are filled by the proposed
trainee and are kept in record for tracking the transfer of training later in the
job.
Orientation:
Every staff member joining PEL has to attend a 1-day comprehensive orientation to
get a feel about the PEL and its business. This orientation program provides a good
chance to meet with seniors & colleagues and to build up the team spirit.
Product Training:
Product training is provided e.g. refrigerators, air conditioners, electric meters etc.
to help the related staff to learn more about the products that the PEL is providing.
Skill Training:
The PEL provides a lot of skill related training e.g. workshops, sales & negotiation
skills, project management, etc. to help staff enhance their skill in particular
aspects.
On-job Training:
Staff members are continuously involved in the learning process in the form of on-
job training. Thus, a lot of on-job training opportunities and job rotation to increase
staff’s exposure are provided.
In this training program, the employees are given strategic perspectives and
business goals management skills; people management, networking and customer
focus abilities to better understand and manage their jobs. Adventure learning is
also used for this purpose to analyze the leadership, planning and management
skills of the employees.
PEL recognizes that it is essential that they have the best people equipped with the
right skills and knowledge to perform their roles to the highest standards. They
went for talented professionals, who seek self-development opportunities including
continuing professional development. In return the PEL offers excellent training and
development. They focus development on where they believe that they will get the
greatest return, by developing employee’s strengths.
Outsourcing of Training:
PEL also outsources its training programs to different training houses like CMD
(Center for Management Development), Possibilities, Business Rituals etc.
In house trainings:
If the lack of coordination is found in any area, team building programs are
manages by the company to grow the feeling of teamwork and collaboration.
PEL assigns its learning and development executives who are responsible to
train the employees under them. It is the part of their job. When an
employee comes from training from outside the company, or is trained on
some specific course, he becomes the part of the PEL’s internal training pool.
Like if an employee is trained for ERP in the supply chain department of PEL,
he is then responsible to train the other employees in the company. This cost
effective method is vastly used in PEL to create a culture of knowledge
sharing & learning.
Training as opportunity:
Training as a Reward:
PEL believes in investing in its human capital and values its employees in
every way. The executives are also sent to other cities as Karachi and
Islamabad, and the chosen employees take the training as a reward. As the
executives are also selected for training for further development on the basis
of their performance, so they also value it and become the part of PEL’s
internal pool of trainers.
After the training need analysis is done, it’s the time to plan the training
program. The planning is done in a joint meeting of head of concerned
department, HR manager and Learning and development executive. In this
meeting each and every aspect of training is discussed and decided, which
includes the area of training, time, date and place of training, what will be
the learning objective, what will be the training methodology, who will be
the trainer etc. these all things are planned at this time.
Miss Lubna told that all of their training programs are pre planned and they
have a full plan of one year that which training will be conducted at what
time. Following is the sample training plan.
Learning Objectives:
This two day workshop will include discussions, case analyses, participant
responses, exercises, videos and dyadic learning.
Trainer’s Profile:
A United Nations University Alumni and an M.B.A, M.A, LLB and PGD’s in Labour
Laws, Intellectual Property Right Laws and International Leadership. He has
extensive knowledge and experience in Law, Human Resource Management,
Organizational Behavior and Capacity Building.
Transfer of Training
Transfer of training may be defined as the degree to which trainees apply to their
jobs the knowledge, skills, behaviors, and attitudes they gained in training.
There are so many causes for which the transfer of training becomes
ineffective or does not take place in the organization. Some of them are:
Working conditions:
Time pressures on the employees that they have to join daily right
after the training session ends that create discouragement. Another
factor is a barrier the use of Inadequate equipment which are out
dated because of this there are few opportunities to use those skills
learned in training session.
That is discouraging use of new technology and skills on the job, peers
are not willing to provide feedback, and they assume the training as
the wastage of time.
That is managers are too rigid that they do accept any ideas or
suggestions that are learned in the training session. They do not
recommend using the learned skills in the organization and are not
willing to provide the feedback, reinforcement and encouragement
that are needed to transfer the learned skills.
Learning and development in PEL has become very strong in last few years.
They have encouraged their employees to move with the time as it changes.
They have also increased their motivation level by communicating them the
importance of new learning for their development.
PEL provides a very healthy environment to the employee who gets training.
They provide a work environment that influence transfer of training.
Management support is there that is at high level. They encourage them,
help them in implementing new learning in the organization, and provide
proper feedback to the management. Climate of transfer is given to the
trainee to that facilitates them. Peers are also there to help their colleagues
in transfer. PEL has become a learning organization in this era when
everything is getting change with the passage of time. Employees in PEL are
becoming more socialize to adapt change and learn form each other. So, the
distance of the transfer is near that can be change easily.
Formative Evaluation:
It is the evaluation which is conducted during the program design and
development. It ensure that the training is going smooth and the trainees are
satisfied with the training contents and process.
Summative Evaluation:
Summative evaluation is conducted to judge the effects of the training on
the employees in terms of change in the trainees. It aims at ensuring that
the trainees have learnt the required skills, attitudes knowledge and
behaviors. It also includes quantitative outcomes of the training.
Outcomes of Training:
A company measures the outcomes of its training processes on the basis of
skills, cognition, effectiveness, reactions and results.
PEL measures the outcomes of the training to its employees on the basis of :
Skills:
The company compares the skills of the employees and workers before and
after the training.
Cognition:
PEL is very much conscious in to determine whether the trainees have learnt
the principles, facts and techniques required and desired for the company.
Reactions:
The HR department of PEL is keen to weigh and measure the behaviors and
attitudes of the trainees before and after the training is complete.
Questionnaires are provided to the trainees to give feedback on the
contents, process and effects of the training.
Results:
Financial calculations are definitely the vital concern for the company.PEL
calculates its ROI and the total investment on the training process.
Practicality which refers to the ease with which you can measure the
outcomes.
Suggestions:
How can you increase the transfer of training in your organization? For any
given training program, you will need to look into three areas:
The second factor, training design and delivery, can be made more effective
through ensuring that the training program objectives are clearly focused on
your organization's priorities and goals. Tied in with this, participants’
learning outcomes must be stated in terms of behavior required in the
workplace and measurable performance standards. Along with effective
design, to maximize training transfers to the workplace ensure that the
training is delivered in accordance with what we know about how adults
learn best.
Workplace environment:
The most significant, yet most neglected, factor influencing the extent of
training transfer is the third area mentioned above, the employee's
workplace environment. What happens before employees attend the training
event and what happens after they return to work are the most important
variables determining workplace performance following training. If your
organization is struggling to see tangible benefits from training, ask these
key questions:
Procedures:
Tell them how to perform and what are the policies and procedures, update
relevant policies and procedures before training begins and use actual policy
and procedural documents during training program. The strength behind the
PEL’s learning and development department is that they follow the
procedures.
Tell them extend the training room into the workplace replicate training aids
on the job encourage employees to use on-the-job aids.
Coaching:
Overcomes individual barriers to skill application, plan for and dedicate on-
the-job coaching resources and train coaches in how to coach effectively
when it is required.
Targets
Incentives
Communication
Engagement
Motivates participants to apply skills on the job to enhance their skills, tell
employees briefly before training on purpose and application of program,
managers and supervisors introduce training and attend sessions, review
learning after training and identify opportunities for skill application, follow
up regularly progress on skill application with employee that shows
employees that how much the company is concerned about them.
References:
• http://en.wikipedia.org/w/index.php?title=Special
%3ASearch&search=barriers+in+training+transfer&fulltext=1
• http://www.lsaglobal.com/about/transfer-of-training.asp
• http://www.citehr.com/results.html?cx=partner-pub-
8639156531433549%3A65wn2f-m579&cof=FORID%3A10&ie=ISO-8859-
1&q=barriers+in+training+transfer&sa=Search&siteurl=www.citehr.com
%2Fdownloads.php%3Fquery_ds%3Dbarriers%2Bin%2Btraining
%2Btransfer#1246