IBS Hyderabad

Academic Year 2021-2023

MBA SEMESTER II
HUMAN RESOURCE MANAGEMENT
Course Faculty: Dr.M Showry
Group Project: Training and Development

Submitted By:

NAME SEAT NUMBER ENROLLMENT NUMBER

Shriya 11 21BSPHH01C1635

Poojitha Reddy 13 21BSPHH01C0812

Nikhil Amrutiya 14 21BSPHH01C0768

Sourabh Pandey 24 21BSPHH01C1260

Nikita Sharma 31 21BSPHH01C0771

Akshay Mishra 50 21BSPHH01C1577

Janki Mishra 51 21BSPHH01C1598

Apoorva Pattnaik 59 21BSPHH01C1725

Anwesha Hota 61 21BSPHH01C0189

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ACKNOWLEDGMENT

The completion of this assignment gives us much pleasure. We would like to show our
gratitude to Dr.M Showry, Faculty of HRM, IBS Hyderabad, who introduced us to the
Methodology of work, and whose passion for the “Underlying Structures” has lasting
effect. We are grateful to him for giving us a good project guideline throughout
numerous consultations. Our pleasure and gratitude to him for inspiring us with new
ideas and giving motivation to complete the project. We express our deepest gratitude
to him for the guidance and constant support during the period of the project.

We are grateful to him as she has not only guided us in the right direction but also helped
in solving our problems in all possible ways and teaching new and exciting strategies in
the field of Human Resource.

We would also like to expand our deepest gratitude to all those who have directly or
indirectly guided us in writing this project.

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INDEX

S. No. Topics Page No.

1. Executive Summary 4

2. Introduction 5

3. IBM 6-9

4. ITC 10-12

5. Toyota 13-15

6. Conclusion 16

7. References 17

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EXECUTIVE SUMMARY

Every organization needs to have well-trained and experienced people to perform the activities
that have to be done. It is necessary to raise the skill levels and increase the versatility and
adaptability of employees.

In a rapidly changing society employee training is not only an activity that is desirable but also
an activity that an organization must commit resources to if it is to maintain a viable and
knowledgeable workforce.

The project talks about the training and development in theoretical as well as new concepts,
which are in trend now. We have taken 3 companies from different sectors which are IBM (IT
Sector), ITC(FMCG Sector), and TOYOTA( Automobile sector). We have explained the
training processes used by these companies and methods used by them. Training is covered in
different aspects like integrating it with organizational culture. The best and latest available
trends in training method, the benefits which we can derive out of it.

The project helps in understanding how different sectors work with their employees to train
and develop them for the skills required to do the work. Employee training tries to improve
skills, or add to the existing level of knowledge so that the employee is better equipped to do
his present job or to prepare him for a higher position with increased responsibilities. So, it’s
time the organization realizes that “train and retain is the mantra of the new millennium.

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Introduction

Training and development refer to the internships within a company that is created to develop
the knowledge and skills of employees while providing information and instructions on how to
best perform certain tasks. Training is an interim program intended for operatives and processes
while development is designed for a continuous effective process aimed at management. In
training, the purpose of the staff is to develop additional skills and in development, to develop
a holistic personality. In training, action is taken by management to meet the current demand
for fan work. In development, action is taken by the individual in order to meet the future need
of the employee.

Training and development are often identified as one of the most important human resource
activities. In many organizations training and development is an integral part of HRD (staff
development). In the midst of tough competition in the corporate world where skilled workers
are an important part of competitive profitability, training and development serve as an
instrument of organizational success. With rapid technological change declining staff rapidly,
many organizations have set aside a certain number of training hours per year for their
employees.

The HRD department focuses on improving the staff of the organization. Training and
development activities are often used to motivate employees and improve their commitment to
the organization. The HR Department has found that employees truly value the opportunity to
build new skills and improve their performance. Employees feel that the organization is fully
committed to the growth of its employees and therefore would like to be part of the training
and development. Training development activities are also used to attract new talent to the
organization by informing HRD efforts.

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IBM

International Business Machines Corporation (IBM) is an American multinational

technology corporation headquartered in Armonk, New York, with operations in over 171
countries. The company began in 1911, founded in Endicott, New York by businessman
Charles Ranlett Flint, It is, perhaps, the best known computer company in the world. It began
as the Computing, Tabulating & Recording Company and was renamed "International Business
Machines" in 1924.

IBM produces and sells computer hardware, middleware and software, and provides hosting
and consulting services in areas ranging from mainframe computers to nanotechnology. It is
also a major research organization, holding the record for most annual U.S. patents generated
by a business (as of 2020) for 28 consecutive years.

IBM has one of the largest workforces in the world with close to 350,000 people worldwide
and employees at IBM are referred to as "IBMers". The company was among the first
corporations to provide group life insurance (1934), survivor benefits (1935), training for
women (1935), paid vacations (1937), and training for disabled people (1942).

As per its recent quarterly report, its Revenue

grew 3% year over year, according to a statement,
it is the fastest growth in three years, as the
company laps a quarter that saw meaningful
impact from the coronavirus. In the previous
quarter revenue had grown 0.9%. The company
reiterated its expectation that revenue will grow,
rather than decline, in the full year.

TRAINING PROCESS

Training and development programs help employees learn and acquire new skills, as well as
gain the professional knowledge required to progress their careers.

Training and development initiatives are educational activities within an organization that are
designed to improve the job performance of an individual or group. These programs typically
involve advancing a worker’s knowledge and skill sets and instilling greater motivation to
enhance job performance.

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Training programs can be created independently or with a learning administration system, with
the goal of employee long-term development. Common training practices include orientations,
classroom lectures, case studies, role playing, simulations and computer-based training,
including e-learning.

These were the first of hundreds of education and training programs for employees, customers
and executives that would eventually become a touchstone of IBM’s culture.
Today IBM spends over US$574 million annually on its internal training and development
program, considered one of the world’s largest. Each year, IBM employees log more than 28.6
million hours in training and education, including traditional and non-traditional learning.
Some of these programs form the core of IBM ® Learning Solutions that are sold to clients as
part of the Smarter Planet and Smarter Cities initiatives.

Training and development is considered as a strategy for growth in every organization. It is

adopted by the organization to fill the gap between skills and future opportunities. These
training programs definitely enhance skills, improve efficiency, and productivity, and growth
opportunities for employees

IMPORTANCE OF TRAINING

1. Increased productivity: When employees stay current with new procedures and
technologies, they can increase their overall output.

2. Reduced micromanagement: If workers feel empowered to perform a task, they

typically require less oversight and work more independently.

3. Train future leaders: Organizations must have a solid pipeline of well-trained and
innovative potential leaders to grow and adapt over time.

4. Increased job satisfaction and retention: Well-trained employees gain confidence in

their abilities, leading to greater job satisfaction, a reduction in absenteeism and overall
employee retention.

5. Attract highly skilled employees: Top recruits are attracted to firms with an
identifiable career path based on consistent training and development.

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Current trends in training and development

Here are key trends impacting how organizations must rethink training and development:

Remote mobile training

Today’s corporations have discovered that it’s no longer just about what employees need to
know, but also when, where and how the development experience enables performance. With
the advancements in mobile technology, companies are relying more on mobile workforces.

AI training

AI systems can process unstructured information in a similar way to humans. These systems
understand language patterns and sensory inputs including text, pictures and auditory cues. AI-
based software can customize how training content is delivered to a learner, based on their
learning style, suggest content based on a learner’s past performance and predict what
information is most important for them to learn next.

Agile learning

Agile learning is a process that encourages employees to learn by doing and iterating often,
inspiring organizational change and buy-in. For example, IBM has introduced IBM Garage, a
tool for executing, scaling and managing an organization’s multiple transformation initiatives.

IBM Training process is divided into 3 parts-

Voice and Accent training- the first step of training is voice and accent . In this process
employees are taught basic English and communication skills. This training is conducted for
2-3 weeks. They do different activities and play games to learn different concepts. Once
training is over, a test is taken called a mock call. In mock calls employees get a call and
questions are asked and their communication skills and call handling are tested. Passing criteria
– more than 75%

Once an employee clears, he goes on the second level that is technical training.

Technical Training- In this training employees are taught about basic technicalities. They are
trained on basic computer knowledge like usage of printers, how to find IP address and
computer name and clearing browsing cache and cookies. This training is conducted for only
a week. After this training is cleared, they are allotted a process and move on to the third level
that is process training.

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Process Training- This is the most important part of the whole training process. In this process
employees learn about their day-to-day work.

They are coached about different applications and how they have to be used. They learn how-
to pick-up calls from clients and solve their technical issues.

This training is conducted for 2-3 weeks after which a final mock call and written test is
conducted. After clearing the mock call, the test employee goes live.

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ITC
ITC Limited, which was founded in 1910, is a diversified conglomerate with businesses
spanning Fast Moving Consumer Goods in Foods, Personal Care, Cigarettes and Cigars,
Branded Apparel, Education & Stationery Products, Incense Sticks and Safety Matches,
Hotels, Paperboards and Packaging, Agri Business, and Information Technology. Under the
name Imperial Tobacco Company of India Limited, the company was founded on August 24,
1910. The name of the company was changed to India Tobacco Company Limited in 1970 and
subsequently to I.T.C. Limited in 1974 as the company's ownership Indianized. The company
is now known as 'ITC Limited,' with 'ITC' no longer being an abbreviation or an initialised
form.
Evolution
The beginnings of the company were modest. The Company's life was centred on a leased
office on Radha Bazar Lane in Kolkata. On August 24, 1926, the Company celebrated its 16th
birthday by purchasing a block of land at 37, Chowringhee (now renamed J.L. Nehru Road) in
Kolkata for Rs 310,000. In more ways than one, the Company's action was momentous. It was
to be the start of a long and winding road into India's future. Construction on the company's
headquarters, the 'Virginia House,' in Calcutta, began in 1928.
● 1925: Packaging and Printing: Backward Integration
● 1975: Entry into the Hospitality Sector - A 'Welcom' Move
● .1979: Paperboards & Specialty Papers - Development of a Backward Area
● 1985: Nepal Subsidiary - First Steps beyond National Borders
● 1990: Paperboards & Specialty Papers - Consolidation and Expansion
● 1990: Agri Business - Strengthening Farmer Linkages
● 2002: Education & Stationery Products - Offering the Greenest products
● 2000: Lifestyle Retailing - Premium Offerings
● 2000: Information Technology - Business Friendly Solutions
● 2001: Branded Packaged Foods - Delighting Millions of Households
● 2002: Agarbattis & Safety Matches - Supporting the Small and Cottage Sector
● 2005: Personal Care Products - Expert Solutions for Discerning Consumers
● 2010: Expanding the Tobacco Portfolio

Training and Development at ITC

Meritocracy and competence development are central to ITC's Training and Development. The
Capability Development Agenda strives to develop the organisational capability needed to
carry out ITC's Mission, Strategic Agenda, Three Horizon Growth Strategy, and Vision. In
accordance with this objective, many customised training and development interventions were
provided at the corporate and divisional levels with the goal of building functional,
behavioural, leadership, and management skills. Current core programmes have also been
changed to suit the increased capability needs. Beyond training, the development method

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included aspects aimed at enhancing understanding of systems and processes, giving chances
for on-the-job learning, fostering employee engagement, and so on.
The Company's training matrix strives for balance, with a strong functional leaning in the early
years and a focus on management and business abilities in the mid and late career phases. At
important stages, the programmes feature high-level international training activities. Training
also aims to raise awareness of different functions at each stage of the process.
During 2005-06, ITC invested over 40,000 man-
days in staff training across all categories. Aside
from that, training was given to a variety of
service providers' personnel in various places. In
2005-06, the Company offered an average of
two person-days of training per employee.

ITC’s Skilling and Vocational training

Every year, over 15 million young boys and girls
enter India's labour market, representing a potentially tremendous pool of employable trained
talent, yet the country has a significant skills gap. A key contributor has been a lack of access
to and emphasis on excellent training in market-relevant skills. Young job searchers from
economically challenged homes in rural and semi-urban regions, who make up the majority,
are particularly affected.

ITC's Skilling & Vocational Training Programme, which operates in its industrial and agri-
business catchments, gives people with much-needed opportunity to gain high-quality yet
inexpensive market-linked skills closer to their homes. It focuses on the most disadvantaged
people, both economically and socially, and provides them with a portfolio of market-relevant
skills in the industrial and service industries, backed up by job opportunities. The Program
improves these young individuals' employability in today's competitive business climate by
equipping them with industry-ready skills, allowing them to realise their dreams of a better
future.

Learning and Development

The Learning and Development efforts of ITC are designed to Build ITC's talent and leadership
pipeline to fuel their engines of development and strengthen organisational capabilities to
compete, win in the market, and generate enduring value for its stakeholders. The Capability
Development Agenda is derived from ITC's Mission, Strategic Agenda, 3-Horizon Growth
Strategy, and Vision.
This agenda was matched with the Learning and Development programmes given in 2012-13.
The ongoing core programmes have been revitalised to match the evolving capability needs.
In addition to basic programmes, customised programmes were given to answer the needs

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identified by businesses, with the goal of developing specialized competencies at various levels
of the organization.
Planning for efforts in this area begins well in advance of the start of the year and stems from
the numerous Business Plans and capability requirements that emerge from them. Business
HR teams collaborate closely with the Corporate HR team to accomplish Learning and
Development programs. Employee training at the plant level is initiated following an
assessment of skill shortages or an appraisal of emerging technology or skill requirements. The
procedure is proactive and well-organized.
More than 1,42,000 person-days of formal training were organized for employees at various
levels in 2012-13. Furthermore, on-the-job
learning opportunities were made available to a
diverse group of employees, including input from
peers and superiors.

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TOYOTA

Headquartered within the town of Toyota in Aichi, Japan, Toyota Motor Corporation could be
an international automobile producing company that has been hierarchical amongst the most
important automakers of the planet for many years currently. A leader in automotive
production nowadays, Toyota was truly supported by the heir and as an automobile division
of an enormous textile business house, Toyoda Automatic Loom Works, of Japan in 1933.
Founding father of Toyota, Kiichiro Toyoda moved into the auto-industry from his textile
business. It was in 1935 when the first Toyota cars, called as the A1 and the G1, were built by
this great innovator, and just a couple of years from then, Toyota Motor Corporation had been
established as an independent company. Beginning by introducing the Crown aim USA in
1957, the manufacturer stepped in to the European car bazaar in 1963.

In India, Toyota Motor Corporation initially arrived in Oct 1997 through a venture with the
Kirloskar cluster, fixing search by the name of Toyota Kirloskar Motor non-public restricted.
With its headquarters placed in Bangalore. Toyota Bharat is answerable for handling the
manufacture and sales of Toyota cars in India, and it presently ranks amongst the highest vicar
manufacturers within the country alongside Maruti Suzuki, Hyundai, Tata, Mahindra, and
Chevrolet.

Training and development of employees at Toyota:

The success of the Toyota Motor company within the world market is attributed to high
productivity, raised worker productivity, and effective human resource management. As a
result, coaching and development of staff have become an awfully necessary facet of
promoting success within the company.

In addition, the corporate has developed worker coaching programs that assist the managers to
amass each data and skill needed for them to perform well in their various duties. Through the
programs, managers develop the power to unravel issues.

Training of each manager and employee is extremely instrumental in eliminating strain that
will result from mistakes and lack of employees’ data on the worth they add for the company’s
customers. The staff area unit is trained to adapt to the changes that are veteran within the
operating setting. On-job coaching is one of the foremost ways through which worker
development is promoted. An example of a worker’s educational program employed in the
corporate is the Toyota Job Instruction (TJI) program. By developing this program, the
corporate equips employees with new skills. Staff area unit supplied with voluntary activities

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that may improve their skills if they participate. Additionally, the staff gets pleasure from the
nice price that they derive from the teachings learned from the activities.

The company has continued to support in-depth coaching schemes that promote workers’
development. As an example, a multi-skilling program that's employed by the company’s
affiliate in South Africa improves worker skills supported the work classes they belong to. The
program is referred as Toyota Technical Education Program (T-TEP). This worker educational
program aims at benefiting young trainees or prospective staff UN agency area unit inside the
corporate dealer network.

The program is obtainable at the Toyota Institute for Technical Education and coaching that
has recently received a R3 million funding. North American country that was named because
the country’s high leader in 2009 has well developed worker coaching and development
programs. Apart from the generous tuition subsidies, the educational program supports trained
trade internships for its employees, in-house coaching situation and programs, career designing
services, online worker skills inventory, and online coaching programs.

“Toyota Way” it's a challenge for the Toyota Motor Company to guarantee it continues to
contend with alternative massive automobile makers like the Ford Motor Company through
high worker productivity. to beat this challenge, Toyota Motor Europe has introduced the
Associate in Nursing E-learning system. The implementation of a centralized E-learning
system allows managers and the staff to improve their skills and data, particularly those
operating in the sales and selling field. Distributors of the company’s products have also been
involved in staff training and development. For instance, Bahrain-based E K Kanoo is a
distributor of Lexus and Toyota brands of vehicles. The distributors who continue to
experience an unwavering demand for high-quality products acknowledge that there is a need
for training and development of employees who form the technical team. The E K Kanoo
supports TEAM 21(Technical Education for Automotive Mastery) which offers training to the
employees.

Furthermore; the Toyota Motor Company has been involved in an extensive training program
for the Service Advisors and Technicians of the company’s Service centres in Bahrain’s Arad
and Isa Town. The company has continued to set up technical training institutes in various
countries. For example, a Toyota Technical Training Institute (TTTI) was established in India
in 2007. The establishment of the training institute in India is one of the Toyota company’s
initiatives to train and then offer employment to the Indian citizens.

In this case, the company has embraced corporate social responsibility. In Japan, a Toyota
Technical Skills Academy exists to offer training to individuals who can be employed in the

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company. Another strategy that the company uses for staff training and development is the
development of cross-functional expertise in employees. This is through the implementation
of a unique rotation system whereby employees hold different job positions over a given period
of time.

The system enables the employees to get access to global experience and knowledge as well
as to learn and develop skills. The Toyota Motor company supports this through skill and
knowledge transfer who involves participation of coordinators and inter-company transfers.
The management of career and development opportunities for the workers is done using tools
such as Learning and Growth Planning, Performance Management System, Career
Development Planning process and the Balanced Score Card. This strategy of employee
training and development is witnessed in Toyota Affiliate Company in Australia.

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CONCLUSION

In all companies and organizations, employees are considered to be the most important asset.
To ensure that it increases its performance and employee productivity, a company should
manage its human resource effectively. One of the ways through which this can be achieved
is by offering staff training and development programs. The development and implementation
of these programs allows the employees to acquire new skills and knowledge.

Training and development programs are important for an organization to develop the
employee. When a child was born, he required constant touch of parents till he stood on his
own feet. An organization though flowered by creams of the society, still training is required
due to rapid technological upgradation and change in working methods every day. The training
aims at continued self-development of the employees. Employees are expected to develop
themselves continuously in an organization. When the employees in an organization are
developed from time to time with all updated knowledge, then definitely that organization will
grow to a greater height.

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REFERENCES

• What is training and development? IBM. (n.d.). Retrieved January 26, 2022, from
https://www.ibm.com/topics/training-development
• Ltd, A. A. (2021, December 31). Impact on training and development of employees
performance. UK Essays. Retrieved January 26, 2022, from
https://www.ukessays.com/essays/management/impact-on-training-and-development-
of-employees-performance-management-essay.php
• Training and development of employees at Toyota Motor Company. GraduateWay.
(2021, November 2). Retrieved January 26, 2022, from
https://graduateway.com/training-and-development-of-employees-at-toyota-motor-
company/
• Toyota history. CarDekho. (n.d.). Retrieved January 26, 2022, from
https://www.cardekho.com/Toyota/history.htm#:~:text=Toyota%20Motor%20Corpor
ation%20was%20established,known%20as%20Toyota%20Kirloskar%20Motors
• Social Performance. Human Resources at ITC | Learning and Development Initiatives.
(n.d.). Retrieved January 26, 2022, from
https://www.itcportal.com/sustainability/sustainability-report-2013/human-resource-
management.aspx
• History and evolution. ITC. (n.d.). Retrieved January 26, 2022, from
https://www.itcportal.com/about-itc/profile/history-and-evolution.aspx

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