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Management Trainee Program

The document describes a management trainee program for a FMCG company. The 2-month program aims to develop trainees' functional, managerial, and leadership skills through on-the-job and off-the-job training. Trainees will gain an understanding of business operations and exhibit skills like problem-solving. They will receive training in areas like analytical skills and business motivation. The program involves placement in various functions, performance evaluations, and confirmation after 12 months if skills are developed. It combines practical work experience, coaching, and formal training courses to equip graduates to contribute at the highest level in the shortest time.

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Sudip Dutta
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3K views14 pages

Management Trainee Program

The document describes a management trainee program for a FMCG company. The 2-month program aims to develop trainees' functional, managerial, and leadership skills through on-the-job and off-the-job training. Trainees will gain an understanding of business operations and exhibit skills like problem-solving. They will receive training in areas like analytical skills and business motivation. The program involves placement in various functions, performance evaluations, and confirmation after 12 months if skills are developed. It combines practical work experience, coaching, and formal training courses to equip graduates to contribute at the highest level in the shortest time.

Uploaded by

Sudip Dutta
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Management Trainee Program

Designing – Marketing
FMCG INDUSTRY
Objective
 To attract, develop and retain the Best-in-Class Human resource for the future
business.
 A 2 months program through which the young management trainees;
• Gain an Understanding of Organization’s Business Operations

• Develop functional & Managerial Skills through On” and “Off” the - Job -
training
• Develop leadership Competencies that will bring growth in future

• Have fun interacting with their peers and also the business world.

• Exhibit required skills in problem-solving, decision-making & delegation.

2
 Those that will enable create a growth vision
 Analytical Skills

 Those that drive growth


 Business Motivation

 Those that will enable build commitment to


growth
 People skills

3
 Whom to train?
 Who are the trainers?
 Where to train?
 Methods
 On the job
 Off the job

 Learning Principles
 Levels of training
 Fundamental or Application Training

4
 Help them learn
 Gain skills, knowledge
 Work on his attitude

 If training does not help;


 Remedial measures if Actual performance<Std.
Performance
 Bridge the gap through developing job design,
feedback, compensation, training
 Thus, improving the KSA.

5
 Location of training - In the
organizational premises.
- On-field marketing
assignments.

6
 Implement training after the training design is made
and the actual work starts for the newbie.
 Evaluate performance
 Reaction & Learning – During the training
 Behaviour – After the training

 Ultimate Goal – Holistic development for the


organization.

7
CHARACTERISTICS OF THE TRAINING PROGRAMME

 Practical Interactive Program


 Learning exercises

 Hand-outs, assignments after every


sessions.
 Real exposure to on-field marketing.

8
It will be an one week program :
•Monday – Strategic Product Management

•Tuesday – Strategic Product Management

•Wednesday – Procedural Requirements


Management
•Thursday – Business & Market Planning

•Friday – Practical field assignments.

9
DEVELOPMENT PROCESS
☛ Placement in various functions to be able to appreciate
how the organization works.

☛ Performance Appraisal based on the placement briefs


done every 6 months.

☛ A stint in Sales is a must for at least 6 months to be


able to appreciate the business we are in.

☛ Monthly meetings with the HR Dev. & Training Mgr. to


track progress and address any issues arising.

☛ Mentoring by functional directors & coaching by


HOD’s

☛ Confirmation after 12 months

☛ Substantive positions after 24 months


10
 During the first one year MT’s spend time
developing their skills and awareness in
their chosen function. This is through
learning about the operations and bearing
real responsibility for part of the activity of
their function.
 Training ‘on the job' is structured to take
into account individual interests and
abilities, with regular coaching and
continuous feedback.
 Learning is a two way process and trainees
are encouraged to take 'ownership' of their
own development and identify new
opportunities.
11
 To complement practical work, training
programs are designed to equip graduates
to contribute at the highest level in the
shortest possible time. Trainees
undertake:
 Regional courses
 Business Appreciation Program
 Marketing Foundation Modules
 HR Business Foundation
 Local / In-house courses
 Business writing & presentation skills
 Negotiation skills
 Modern Management Techniques
 Team skills
 Project Management
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 Home grown talent
 Early introduction to the firm’s way of working.
 Pool to fill resourcing gaps
 MT’s are highly qualified, young & energetic
 Enhanced quality of workforce
 Entry level is ambitious - 1st class or Upper 2nd
class
 Early development & monitoring of skills and
competencies
 Able to address gaps early enough

13
 War for Talent
 Getting the right candidates is dependent on who
gets there first. We may not win every time.
 Retention
 High turnover due to increased market interest in
MT’s
 Industry-University Linkage
 Early exposure to Industry
 Delivering the promise
 Not always able to deliver diverse training & job
rotation due to pressure from work & the
organisation pyramid

14

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