Dinesh Divekar
Business Mentor, Consultant And Trainer
Skhadir
Strategic Business Management Includes Revenue
+3 Others

How to build a new learning and development vertical. Looking for process guidelines dos and donts.I need this information for myself as i am suppose to start the vertical
22nd December 2012 From India, Mumbai
Dear friend,
When you ask some question to seniors, business etiquette demand proper disclosure of your name, designation etc.
Additional information required is nature of industry, your product or service etc. When you say "learning and development vertical", does it mean that you want to start training department in your company? Or is it that you are into some business and add a new business vertical of learning and development?
Please clarify. Without sufficient information it is not possible to render advice of any kind.
Thanks,
Dinesh V Divekar

23rd December 2012 From India, Bangalore
Hi Dinesh, Sorry for the inconvenience caused.
My name is Monika, have joined in steel manufacturing co, recently and out there the T&D vertical is to be built from scratch, lets say from process and policies.
I have been into trainings for 8 yrs now, under the leadership of some seniors, however now I myself is suppose top do all this, really confused as to how to kick start.
Regards,
Monika
24th December 2012 From India, Mumbai
Dear Monika,
Senior member Mr Raj Kumar Hansdah is right person to guide you as he has worked in steel industry.
However, you can go through the following link. It is my reply to the previous post:
https://www.citehr.com/437537-measur...ml#post1981395
In the above link, you will find further links. Go through all them. However, following link is most important:
Re: Skills required for Training and development personnel
Thanks,
Dinesh V Divekar

24th December 2012 From India, Bangalore
This is not a very easy to answer query. We cannot put all the required steps in the available space here. But we can outline the important steps. Each step has to be further elaborated. Since you have the background and perhaps the necessary academic qualification it may not be difficult for you to further expand on them.

Since you have to start from the scratch you better start from formulating 'mission' and 'vision' statements for your T & D department. It is needless to say that these statements should flow from the Company's 'mission' and 'vision' statements. Then your department will be fully aligned with the company.



The next step will be to jot down the action to be taken to fulfill these 'mission' and 'vision'. You should then think what facilities and resources are required to take such 'actions'. This would give you the structure, the manpower and the budget that is required for putting the T & D department on the rails.

Thereafter, you should conduct a Training Needs Assessment (TNA) that would help you to formulate the necessary training programmes for your employees.

In technical jargon these steps will help you evolve the HRD Strategies, HRD Styles and Culture, HRD structure, HRD Systems and HRD Competencies.
25th December 2012 From India, Madras
Hi Monika,

Pl initiate the following steps:

AA) Carryout a TNA

BB) Based on the TNA, DERIVE the Trainings to be rolled out

CC) Broadly, CLASSIFY the trainings under Behavioral, Technical & Leadership

DD) Decide on the TYPE or MODALITY of training to be rolled out

EE) BUDGETING - Liaise with Finance and your Head of HR and assess the amount allocated for L&D. If not, create one.

FF) CALENDARIZE and slot the roll out planned on a quarterly basis

GG) GO-LIVE - Roll out

HH) Initiate the ROI framework

AA) Carryout a TNA

In order to carry out a proper TNA, pl follow the below steps:

1. Classify all jobs under families. Create a Job family model - identifying unique positions under each family.

2. Approach the Head of the Department for each Job Family and interview him/her.

3. Interview the HOD on departments core expectations. Assess overall functional and behavioral gaps.

4. Interview each and every position holder, reporting supervisor whilst carrying out TNA

5. Once you summarize the requirements, revisit the HOD and putforth your findings

6. Broadly, categorize the requirement under Critical/Urgent, Phased during the year, Procrastinated for future

BB) & CC) Derive the Trainings and CLASSIFY them

1. Create a 2-dimensional matrix with Behavioral - Functional & Leadership on the Horizontal side

2. The vertical would comprise Critical, during the year and future trainings

3. List of Technical - Critical gets first priority

4. Populate all the trainings in the matrix format

DD) Decide on the TYPE or MODALITY of training to be rolled out

1. Categorize the Trainings as follows:

- Group Trainings

- Individual Trainigs

- T3

- Customized delivery

- Avoid Leisure Training (Training during vacation)

EE) BUDGETING - Liaise with Finance and your Head of HR and assess the amount allocated for L&D. If not, create one.

- This should normally be available, as it forms a part of the business or annual operating plan

- If not, create one. Ensure that the same exercise is carried out every Jan (ie., the last quarter) and incorporated in your AOP for the fiscal year APR-MAR

- Rule of thumb: 2.5 training mandays for each headcount. USD ___ per Headcount. This gives you roughly your overall budget

FF) CALENDARIZE and slot the roll out planned on a quarterly basis

- Again a 2-D matrix.

- Quarter or Months on the Horizontal side

- List of Functional or Technical on the vertical side.

- Create separate calendars for functional, behavioral and leadership

GG) GO-LIVE - Roll out

- Plan every training in minute detail

- Go Live

HH) Initiate the ROI framework

- One among the most important tasks upon completion of each training

- The 4-Level - Kirkpatrick model should do, initially

- Practically speaking, Isolating the effects is the toughest part. Measuring the benefits of rollout and isolating the cause for the betterment is really tough.

- The best way is - generate the list of expectations in the beginning. State actual achievements versus expectations.

- Refer your dashboard parameters and work accordingly.

All the best.
25th December 2012 From Kuwait, Kuwait
Dear Ms. Monica,
I second to Univ1234 and Bpugazhendhi. I have experience in managing Employee Development center under the banner T & D Department. I had not only trained employees but also coached and counselled them for better performance and to retain the best talented work force. As per ISO, for EMPLOYEE T & D Department, we need to define VISION & MISSION or OBJECTIVE and link it with ORGANISATION OBJECTIVES(GOALS/TARGET) with regards to EMPLOYEE PERFORMANCE and CLIENTS REQUIREMENT.
When you focus on NEED BASED TRAINING, Competency Mapping is required to be carried for all employees and its a tedious task. Write to me for more information, i am ready to share relevant documents and extend my services to you at a peanuts price. This will help you to set L & D Vertical in your organisation
With profound regards
25th December 2012 From India, Chennai
First of all thanks to all of you for taking time from your busy day and writing to me.
@Uni1234 I have few questions from the solutions that u have given
1) Is there any particular format to conduct a TNA, what u have mentioned is pretty self explanatory however I myself is very new to this industry.
2) As of now there is no HR head over here so i have to do everything on my own.Also the population here is a quiet laid back kinds, may not be able to get much inputs from them, have been doing this from past few days.
I m really lost ...
Regds,
Monika
26th December 2012 From India, Mumbai
Hello Monika,

1. You could get 'n' number of formats on the web to carry out a TNA.

2. However, I would advise the following:

- Read the process map or understand the basic functioning of a department (say Sales, Finance or Marketing) within your company

- Prioritize your focus ie., revenue generators vs support functions

- Take sales function. What does the head count comrpise? Are they foot soldiers? What is the core expectation? What do they lack?

- Identify the immediate training requirements. It could be 'lack-of-product-knowledge'. Or, it could be behavioral-issues-with the customer

- The HOD + Reporting Supervisor should ideally give you the details about critical requirements on training, knowledge or skill gaps

Customizing your TNA Questionnaire is a million times better than following any standard template. Ideally you assess the gaps (functional and behavioral) and intiate trainings accordingly.

3. Forecast your monetary requirements towards Training for the current year and obtain a special approval from Executive Management.

4. If you could generate or create the gap-analysis, assess the trainings required to close the gaps, and, if you could quantify the visibile / tangible benefits that will be derived - - you've struck 'bulls-eye'. Say for instantce - the increase in sales revenue will be by ___% if this training is rolled out. This is what the stake holders want to see in HR.

Wishing you the best.
26th December 2012 From Kuwait, Kuwait
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