Training and development ppt in hrm

Really appreciate you sure you want message goes i download this you sure you want message goes htun arnt senior officer at myanmar brewery r brewery you sure you want message goes you sure you want message goes ng management t at university of t at gzs cpu center za poslovno cpu center za poslovno t at women's college,jamshedpur,t at shri ram group of colleges,ng and development slides (2). The nature and methods of self t of training and development training the act of increasing the skills of an employee for doing a particular job, and thus it’s a process of learning a sequence of programmed behaviour to do that particular pment it refers broadly to the nature and direction of change induced in employees, through the process of training and educative ng & development : a comparisontraining short term for a definite pment long term educational for general of training & developmentincrease in efficiency. Increased organisational viability and fying training needsbasic aim of training• suitable change in the individual concerned. Should be related both in terms of organisation’s demand and that of individual’s methods for identifying training needs• organisational analysis. Man ng methods• on the job training (ojt)• demonstration• job instruction training• vestibule training• apprenticeship• coaching/understudy• job rotation• simulation training• sensitivity training the job training (ojt)• to learn by doing itself – basic theme• learns the method involved and gets perfection over a specific task. Tration• describes and displays• more effective – mechanical operations• combined with lectures and group discussions instruction training (jit)• ‘training through step-by-step’• sequential arrangement of all steps. To develop family members/ sponsored candidates rotation• one job to another• broader view on system frame of reference• cooperative approach to different functions• confusion and affects performance tion training• duplication of orginisational situations in a learning environment• a single brief session• adapt to the situation and perceptions of various roles• trainees participation is full• will be provided with feedbacks and self evaluation by themselves ivity training ctional analysis• social interaction b/w people- transaction• ego states should be studiedparent egoadult egochild cation for interactive course - linkedin oint for teachers: creating interactive course - linkedin course - linkedin ng & r 7 training and prabhu ng and development ng needs analysis: 8 steps to conducting a training needs ng & development sent successfully.. Related slideshares at ng & verteji, aga khan hed on jan 23, you sure you want message goes l ation technology and services you sure you want message goes sor at university of rizal system-rizal state sity of rizal system-rizal state you sure you want message goes ng director at disposafe health and lifecare afe health and lifecare you sure you want message goes ant professor at indus university you sure you want message goes r at you sure you want message goes l ation technology and services developer at etimes (india) compu soft private (india) compu soft private at serving humanity t at iimt ng & ng & development presented by: asma siddiqui irfan nizar nazish verteji zarfain ons of hrm• recruitment and selection• training and development• compensation management• performance ng is expensive. Tiontraining is the formal and systematic modification of behavior throughlearning which occurs as a result of education, instruction, development andplanned experience. Refers to instruction in technical and mechanical problems• targeted in most cases for non-managerial personnel• specific job related purposedevelopment is any learning activity, which is directed towards future, needsrather than present needs, and which is concerned more with career growththan immediate performance. Training helps toexisting bridge the gap required• skills • skills• knowledge • knowledge• attitudes • does the need for training arise? No one is a perfect fit at the time of hiring and some training & development must take place. Reduces constant supervision• improves quality• increase ages of training• leads to improved profitability and/or more positive attitudes toward profits orientation. Helps prepare guidelines for antages of training• can be a financial drain on resources; expensive development and testing, expensive to operate? Often takes people away from their job for varying periods of time;• equips staff to leave for a better job• bad habits passed on• narrow ives of training and developmentefficiency improves quality versatility in operations employees ance of training and developmentbenefits the organization benefits the individual benefits the personnel & human relations, intra group, internal group of training and developmentskills knowledge developmentethics ment of training needs organization & its goals and objectives jobs and related tasks competencies & skills that arethat need to be learned need to perform the job individuals who are to be ng methods• on-the-job training (ojt) method by which employees are given hands-on experience with instructions from their supervisor or other trainer. New employees observe the work and then try to cks • the lack of a well-structured training environment. The absence of well-defined job performance ghts in hrm the proper way to do on-the-job training highlights 7. Apprentice traininga system of training in which a worker entering the skilled trades is givensystematic instruction and experience, both on and off the job, in thepractical and theoretical aspects of the ages• training is intense and lengthy.

Difference between training and development in hrm

It is typically conducted on a one-to-one antages• length of training is predetermined by trade association, can’t be changed to accommodate fast learners. More effective if training need is the same across antages• one-way communication• lack of dialogue, questions, or discussions• not very effective (if have different training needs). Disadvantages • success really depends on motivation and interest of s & benefitsneed for improving performance professional development adapt the ng outcomes• information such as facts, techniques, and procedures that trainees can recall after the training. Improvements in individual, group, or company trends that will affect training• the use of new technologies for training delivery will increase• demand for training for virtual work arrangements will rise• companies will rely on learning management systems, integration with business processes, and real-time learning• training will focus on business needs and performance• training departments will develop partnerships and will outsource• training and development will be viewed more from a change model ng and organizational development various trainings sessions offer by the department. Resource of english ation technology g education sion• training and development is a necessity for both the trainer and the trainee. The trainees (staff) view training and development as a stepping stone for enriching their career and fulfilling their personal needs. Training and development is another round of education for them, the knowledge from which is to be applied later. So, it’s more of mutual necessity and agreement between the companies and their respective employees when it comes to training and oint 2016 essential course - linkedin corcoran on choosing the right technology for your course - linkedin ts from a content course - linkedin ng & development ng & ng and development slides (2). So, it’s more of mutual necessity and agreement between the companies and their respective employees when it comes to training and ic research foundations: course - linkedin oint tips and tricks for business course - linkedin ng techniques: creating multimedia course - linkedin ng & development ng & ng and development slides (2). Now customize the name of a clipboard to store your can see my pagehrm power point presentationshrm booksmanagerial economicsfeedbackrecent site pagehuman resource management - definitions on hrm - origin of hrm - objectives of ng and ng & ng and developmentemployee training introductionneed and benefit of trainingadvantages of training programme3 employee training tips for managerstraining processon-the-job methodsjob rotationcoachingjob instructioncommittee assignmentsapprenticeship internshipoff-the-job methodsclassroom lecturesaudio-visualsimulationvestibule trainingcase studiesrole playing programmed instructionssensitivity trainingmanagement developmenton the job methods [md]job rotationmentoringjob instruction ng and development specialist plans, produces and and management training programs. They conduct programs to ee skills in accordance with organization practices and onally, they research and evaluate training resources, as well t new topics and chief learning officer is a relatively new executive level position. The clo is in charge of employee training, education, and learning structures across the enterprise, as well as providing the expertise to ensure everyone has access to the intellectual tools, information and data they need. Related slideshares at training & poddar, hr analytics enthusiast passionate about getting the best out of hed on nov 20, you sure you want message goes picture , it's quite intelligent and you sure you want message goes you sure you want message goes t at gla ng manager at shaant infosystems pvt infosystems pvt strative ce berkeley national training & of training and simple terms, training and development refers to the imparting of , abilities and knowledge to an employee. The need for training & development is determined by ee’s performance deficiency, computed as follows:Training & development need = standard performance – actual can make a distinction among training, education and development. Training and education ation theoretical experience classroom ic tasks general / perspective broad ng refers to the process of imparting specific pment refers to the learning ed to help employees ion is theoretical learning in training and education differ in nature and orientation, they mentary. As more employees are called upon to exercise judgments and to choose ons to the job problems, training programmes seek to broaden and individual through education. Hence,Organization must consider elements of both education and training ng there training pment refers to those learning opportunities designed to help . Instead, it provides dge and attitudes which will be helpful to employees in higher s towards development often depend on personal drive and pment activities, such as those supplied by management mmes, are generally bring the distinction among training, education and development into , it may be stated that “training is offered to operatives”, whereas.

However is common to all the employees, there /objectives of training & fundamental aim of training is to help the organization achieve its purpose value to its key resource – the people it employs. Training ing in the people to enable them to perform better and to empower them the best use of their natural abilities. Reduce the learning time for employees starting in new jobs tment, transfers or promotion, and ensure that they become ent as quickly and economically as in training and training and development programme must contain inputs which enable ipants to gain skills, learn theoretical concepts and help acquire vision into distant future. These skills involve training to move various parts ’s body in response to certain external and internal stimuli. That any training and development programme n an element of education is well understood by hr specialist. Education is important for executives than for lower-cadre r component of a training and development is development which is oriented but stressed on knowledge. Knowledge about nment, management principles and techniques, human relations, ry analysis and the like is useful for better management of the is need for imparting greater ethical orientation to a training pment programme. Training type is typically provided to potential managers, supervisors t # 2 training inputs at training and development affords at hll are designed to develop the. Developing individuals and teams to meet the total needs of ng and development as source of ies derive competitive advantage from training and ng and development programmes, as was pointed out earlier, help mance deficiencies in employee. This is particularly true when - (1) ency is caused by a lack of ability rather than a lack of motivation m, (2) the individual(s) involved have the aptitude and motivation need to do the job better, and (3) supervisors and peers are supportive of ng & development offers competitive advantage to a firm by mance deficiencies; making employees stay long; minimized accidents,Scraps and damage; and meeting future employee is greater stability, flexibility, and capacity for growth in an ng contributes to employee stability in at least two ways. Even dissatisfaction, complaints, absenteeism, er can be reduced if employees are trained needs of employees will be met through training and mmes. Though no single training programme yields all the benefits, zation which devotes itself to training and development enhances its lities and strengthens its competitive edge. Ultimately, the objectives of the ment are also benefits of employee training benefits the organization:• leads to improved profitability and/or more positive attitudes towards ation. Through training and development, motivational variables of recognition,Achievement, growth, responsibility and advancement are internalized and. Makes the organization a better place to work and #1 below outline important steps in a typical training assessment diagnoses present problems and future challenges to be h training and development. Illustrates the assessment of individual training needs and #2 needs assessment and remedial ment of training needs must also focus on anticipated skills of ee. Mba programme is ideal to train and develop such duals may also require new skills because of possible job gh job transfer common as organizational personnel demands vary, not necessarily require training efforts. Recently however, economic forces itated significant retraining efforts in order to assure ment for many individuals.

Jobs have disappeared as technology, ition, and the forces of supply and demand are changing the face of ment of training needs occurs at the group level too. Training can also be used when high scrap or accident rates,Low morale and motivation, or other problems are diagnosed. Obviously, the analyst needs to take steps to work effectively with #2 methods used in training needs or organizational analysis individual zational goals and objective performance nel/skill invention work zational climate indices ency indices interviews attitude or work planning systems training er survey/satisfaction data rating er survey/satisfaction eration of current and projected s and gain the trust and support of the participants in the zational analysis: having obtained organizational support, the next the needs assessment is an organizational analysis, which seeks to goals of the organization (short-term and long-term), and the trends that to affect these goals. A ant aspect of person analysis is to determine which necessary ksas y been learnt by the prospective trainee so that precious training time wasted repeating what has already been acquired. Also, employed who undergo training are identified at this t of needs ng programmes are designed to achieve specific goals that meet . Assessment makes training department more accountable and more to other human resource activities, which may make the mme easier to sell to line uences of absence of training needs significance of needs assessment can be better understood by looking at uence of inadequate or absence of needs assessment. Higher training ng instructional next phase in the training process is to identify instructional assessment helps prepare a blueprint that describes the objectives to ed by the trainee upon completion of the training programme. Ives provide the input for designing the training programme as well as measures of success (criteria) that would help assess effectiveness of ng programme. After training, the employee will be able to smile at all customers exhausted or ill unless the customer is irate. After training, the employee will be able to accurately down on all sales ing training and development training and development programme must address certain vital issues (1). In addition, many organizations arrange ng for computer s and techniques of training: a multitude of methods of training to train employees. Table #2 lists the various training methods and presents a summary of frequent uses to which these methods are put. Among the most commonly used techniques are lectures,Films, audio cassettes, case studies, role playing, video-tapes and #3 presents the list of training techniques along with their ranking effectiveness. The higher the ranking (1 is the highest rank), the ive the technique # 3 training methods and the activities for which they are rotation y n n n sions y y y y playing n n n y this point, it is worthwhile to elaborate on important techniques of training. N the following-lectures, audio-visuals, on-the-job training, ction, computer aided instruction, simulation and sensitivity es: lecture is a verbal presentation of information by an instructor to audience. However, the lecture method can effective it if is combined other methods of #4 the relative effectiveness of training ng knowledge changing problem interpersonal participant acquisition attitudes solving skills acceptance rank skills rank rank study 2 4 1 4 2 ence 3 3 4 3 1 ss games 6 5 2 5 3 mmed 1 7 6 7 7 playing 7 2 3 2 4 sion 5 9 8 9 9 -visual: visuals audio-visuals include television slides, overheads, video-. Further, there is ility of presentation from audience to the job training (ojt) majority of industrial training is of the on-the-job-. The trainee is highly learn he or she is aware of the fact that his or her success on the job the training received.

An experienced worker shows a trainee how to work on the mmed instruction (pi) this is a method where training is offered intervention of a trainer. Second, a cai training programme can also be modified easily to logical innovations in the equipment for which the employee is d. Third, this training also tends to be more flexible in that trainees y use the computer almost any time they want, and thus get training prefer. Case study and g are used in ule training: utilizes equipment which closely resembles the actual on the job. A primary advantage of vestibule training es the employee from the pressure of having to produce while learning. The disadvantage is (i) it is difficult to duplicate res and realities of actual decision-making non the job and (ii) act differently in real-life situations than they do in acting out a ivity training: sensitivity training uses small numbers of trainees, than 12 in a group. Meeting have no agenda, are held away aces, and questions deal with the 'here and now' of the group sions focus on 'why participants behave as they do, how they another, and the feelings and emotions generated in the interaction objectives of sensitivity training are to provide the participants with ess of their own behavior and how others perceive ivity to the behavior of others, and increased understanding of group’ses. The drawback of is that once the training is over, the participants are themselves they resort to their old ivity training can go by a variety of names-laboratory training, , or t- groups (training groups). Shows some more techniques t # 3 training goes today’s electronic world, the world wide web (www) is all pervasive. Firms investing in virtual learning slash their training budgets by 30 to 50 per ng through the web can be very convenient for' employees. The cdrom based training mented with shared learning via teleconferencing, where sed key learning’s and asked for clarifications. Face to face, ses were added for the human advantage of computer-based soft-skills training is that it helps ity in situations that may be discomforting for trainees. Employees have the facility to get training via personnel regular working hours at any time convenient to instrument has been using satellite-based and cbt for a long time. S satellite broadcast links employees in countries all over the world, y, italy, france, england, japan, and delivers interactive training to its 22,000 managers globally through ication service that uses the satellite broadcast technology. Training was supplemented with small-group work with a site facilitator,Presentations via satellite from boeing experts, workbook exercises, and ction with instructors. Boeing reported savings of $ 9 million in travel #5 techniques of que breakers games to get team members know each g games exercise to each different styles of games test to develop analytical ication games exercise to build bias free listening and gic planners games to test ability to plan building games exercise requiring collaborative reversal exercise to teach plurality of ng bring out the ideas that are not often teams one role played alternately by two ing training with external ama insight into a given ng physical position highlighting of communication ured role playing role play with predetermined le role playing providing a common focus of -in-tension teaching the importance of resolving ing working under a senior to watch and d bound training adventure sports for teams. 1 + 23 self-assessment by a leader of leadership l thinking thinking randomly to come up with new logical analysis listing of alternative solution to technique steering a discussion to crystallize ute listening isolation, selection and evaluation of a -cultural training programmes to tech specifics of varied should be the level of learning? The next question in designing development programme is to decide on the level of learning.

As d out earlier, the inputs passed on to trainees in training and mmes are education, skills, and the addition, there are three basic levels at which these inputs can be taught. The goal of the next level is skills development, or acquiring the ability m in a particular skill area. How effectively they are learned depends on several ng principles: training and development programmes are more likely effective when they incorporate the following principles of learning:1. Transfer of tion to learn is the basic requisite to make training and mmes effective. Ability varies from individual to individual and ence must be considered while organizing training less of individual differences and whether a trainee is learning a new acquiring knowledge of a given topic, the trainee should be given unity to practice what is being ce is also essential after the individual has been successfully trained. The traditional approach to transfer has been to maximize the ts between the training situation and the actual job. This may be training skills such as maintaining a cash register, but not for ship or conceptual skills. Commitment from the top management training programme also helps in overcoming resistance to , it is desirable that a training and development programme these principles, seldom is such a combination effected in t of training: a final consideration is where the training pment programme is to be conducted. Much of interpersonal and conceptual skills are learnt off the entation of the training programme:Once the training programme has been designed, it needs to be entation is beset with certain problems. Training and development requires a higher degree of , perhaps, any other personnel ling training around the present work is another problem. Monitoring the progress of tion of the programme:The last stage in the training and development process is the evaluation s (see fig. Since huge sums of money are spent on training pment, how far the programme has been useful must /determined. In practice, however, organizations either overlook facilities for for evaluation: the main objective of evaluating the training to determine if they are accomplishing specific training objectives, that are,Correcting performance deficiencies. A second reason for evaluation is to any changes in trainee capabilities are due to the training programme due to any other conditions. Evaluation is useful to explain e, should finally, credibility of training and development is greatly it is proved that the organization has benefited tangibly from ples of evaluation: evaluation of the training programme must be based. Transfer validity: what has been learnt in training, has it been the job enhanced performance in the work organization? Intra-organizational validity: is performance of the new group of trainees,For which the training programme was developed, consistent with mance of the original training group? Inter-organizational validity: can a training programme validated in zation be used successfully in another organization?

Questions often result in different evaluation ques of evaluation: several techniques of evaluation are being used zation may be stated that the usefulness of the methods is tional to the ease with which evaluation can be approach towards evaluation is to use experimental and control group is randomly selected, one to receive training (experimental) and not to receive training (control). Words typed per minute, quality ed per hour, wires attached per minute) before and after training for . If the gains demonstrated by the experimental groups are better by the control group, the training programme is labeled as r method of training evaluation involves longitudinal or is. A variation of this method is e the knowledge and/or skills that employee possess at cement and completion of a training. If the measurement reveals that s after training are satisfactory, then the training may be taken order to conduct a thorough evaluation of a training programme, it is assess the cost and benefits associated with the programme. This is a , but is useful in convincing the management about the usefulness of the costs that should be measured for a training programme assessment cost, salaries of training department staff, purchase ent (computers, videos, handouts), programme development costs,Evaluation costs, trainers' costs, rental facilities and trainee wages during benefits to be compared with the cost are rupee payback associated with ement in trainees' performance, their behavioral change, and the the period during which the benefits would ing to figure #1, it may be observed that the model suggests that a mme should be a closed-loop system in which the evaluation es for continual modification of the programme. For example, ive monitoring programme might show that the training programme has implemented as originally planned. In other instances, different be supported by comparing data obtained from the evaluation of addition, even when the training programme achieves its stated objectives,There are always developments that can affect the programme, including the ng techniques or characteristics of trainees. Satyam has even tied up with universitas 21-a consortium of ational universities and thomson learning-for an on-line is not that e-learning replaces traditional training system. Use e-learning as a prerequisite before classroom training popularly d training, a combination of electric learning with classroom e training such as orientation, safety and regulation compliance is d in classrooms. Managers and hr professionals need to be "retrained" to accept the training is being decentralized and individualized. Requires significant ment support to s factors it is worth pointing out that organizations using t a number of common success factors:• cultural change has taken place about how training and learning happens. E-learning is closely "blended" with other types of training such oom activities and is not used to wholly replace other activities;. A range of people with different skills are involved, including rs, facilitators, champions of e-learning and specialist web ments to effective are many impediments which can make a training programme ing are the major hindrances:Management commitment is lacking and uneven most companies do money on training. In singly competitive environment, the ability to implement rapid changes ts and technologies is often essential for economic ate spending on training is inadequate companies spend tions of their revenues on training. Companies in our country, however, insist on employees to sign ' tenure' before sending them for training, particularly before deputing them o training in foreign countries. Businessmen with deans and structure the courses that would serve the purpose zed labour can help organized labour can playa positive role ing training workers. Ensure that training contributes to competitive strategies of the ent strategies need different hr skills for implementation.

Ensure that a comprehensive and systematic approach to training exists,And training and retraining are done at all levels on a continuous and. Article on training & e and marketing are passé -the function that india inc is training. Corporate dossier takes you the massive in-house training departments created dge corporates, to find how they are powering ng fires the corporate the seepz, andheri , office of tcs in mumbai, dilip kumar mohapatra, 56,Global head for learning and development , is occupied these days ing very unusual for people his age — computer games. And with 2,500 new people being recruited every month, to find creative ways to keep north in gurgaon, bpo player ibm daksh is taking training equally seriously. That explains our disproportionate focus function,” says pavan vaish, coo, ibm tcs and ibm daksh are not the only ones — others like infosys, wipro,Genpact and icici bank, face similar challenges of hiring and training people on. Infosys has a staggering $125 million annual training and development, while tcs too invests a comparable figure ng. The knowledge economy, it’s no longer enough to put your employees occasional training module a few times a year. Companies looking to compete in a global market need to constantly skill and reskill their people,And training is becoming a 24/7/365 affair, cutting across geographies and ctions. Technology has made training asynchronous,” mohandas pai, director hr, infosys, where 30% of training is now it icici bank’s 27,800 employees — a bulk of them at the operational level —. For us oom is the most inefficient way (to train),” says hr head k ramkumar,Whose training team conducts 190 e-learning programmes annually. This is further re-inforced by linking training hours completed, to dual’s overall performance score. The responsibility of gaining been shifted to the learner, since competencies are now closely aligned sals,” says mp ravindra, vp- education & research, and nowhere does training assume greater importance than in the bpo thousands of fresh graduates handling customer queries, there’s g need to equip them with the necessary soft and specialized skills. Traditional training was just about behavioral cal training,” says rahul varma, head hr (india), accenture. Now, es cultural and value training, understanding your own as well as s’ organization, as well as the industry in which one is working. And it shows — , genpact spent close to $8 million on training, and has 313 trainers 70 part-time specialists who also conduct domain-specific training for its. It also has eight people dedicated to r& training, who conduct research and refine training methods, after trainers and business units. With scalability becoming an problem, d’es technology will increasingly be training’s best scaling up in it and ites companies is also putting pressure on ng machinery, and like most other business functions, training is faced with. While many companies are outsourcing part of ement of trainers, others believe in growing them internally, since the rs are line managers and executives who have spent time and business first ure follows what it calls a ‘leaders teaching leaders’ approach for ng, while cross-cultural and communication training is outsourced s.

Infosys links training to individuals’ rs are also required to keep updating their skills and knowledge, and ies have structured ‘train-the-trainers’ programmes in place. Tcs rotates its training faculty between the indian as locations, and even brings down people from other countries here. This way, cross-culturalisation happens better,” says ’s clear that the quality of the internal training capability will be among a of business success in the future. Expanding the talent pool, managing incidental changes in ng modules and scalability are the challenges the training department ,” says ravindra. The existing model of training also needs to changing business needs from time to time. Group is currently working on a project (codenamed pygmalion) p training programmes and tools for a new cadre of people that y has never hired before — plain others like icici bank, who’re in the retail banking and finance business, nge is in extending the in-house training capabilities to a larger pool sales associates (dsas) outside the company and make them the company culture. If it works,This initiative could enable training departments to focus on building higher encies in fresh inductees from day one. We’re clear that training is one pillars that we’re going to build our future on,” says s plans largest training centre…. Training facility here, which would enable training of 13,500 individuals in sitting, they additional 7,750 hostel rooms were under construction, making it a total of. Million square chairman of planning commission montek singh ahluwalia on rated the company's fourth software development block here, set up investment of rs. With more projects on hand in thousands, software companies are looking at innovative ways ze the productivity of their employees and ensure faster , online learning companies are focusing on building content that aims it firms save training time and costs on employees. Content is the key parameters for improving quality of the ,” sanjeev fadnavis, associate vice-president, business development, ger knowledge products told dna ing to analysts, the indian corporate e-learning market is estimated at. Technology sector has been among the early adopters of online education,With its focus on constant training of employees and using learning as a . It should not be chosen because it nable,” nasscom has agencies have developed their own training methods tailored to suit of their work. Groupm has an internal training department called ool, which prepares modules to hone functional and managerial skills. Our training programmes encompass strategizing, planning and buying, develop work and soft skills, in addition to competency-based training, es understanding the media business,” informs rashmi deshpande es generally rope in internal and external faculties (from india and abroad). For its part, o&m has an hr ng leadership group in asia pacific that plans regional programmes es training talent is given more opportunity to grow as well. Has introduced programmes like ‘media training for non-media’, ‘ng for non-imag’ and ‘advertising workshop for non-advertising’.

Rebecca wettemann, research director for nucleus 2002, the international business machines corporation (ibm) was by the training magazine on it’s “the 2002 training top 100”. Ne ranked companies based on their commitment towards pment and training imparted to employees even during periods of its inception, ibm had been focusing on human resources development:The company concentrated on the education and training of its employees as al part of their development. Initially, e-learning was used to train ibm' recruited saved millions of dollars by training employees through e-learning. Also created a better learning environment for the company'ees, compared to the traditional training methods. This was to the significant reduction in the company's training costs and s reaped from e-learning. By 2002,Ibm had emerged as the company with the largest number of employee's enrolled into e-learning r, a section of analysts and some managers at ibm felt that never be able to' replace the traditional modes of training completely. Even during financially troubled periods, relocated from the plants, labs and headquarters, and were retrained s in sales, customer engineering, field administration and had emphasized on training its employees from the very beginning. After 15 years of its inception), the construction of the 'ibm schoolhouse' to ion and training for employees, was completed. Gerstner adopted a ology of sir john whitmore, which was taught to the managers r, after some time, gerstner realized that the training workshops were . The company felt that the training process had to uous and not a one-time er thus started looking for new ways of training managers. Management's low comfort level in accessing and searching online company required a continuous training program, without the costs and ated with bringing together 5000 managers from all over the world. The company planned to utilize the services of ibm ons to design and support the company's manager training program. Ibm's first e-learning project on international training @ 1999, ibm launched the pilot basic blue management training program, fully deployed in 2000. It imparted 75 percent of the training online and ing 25 percent through the traditional classroom mode. Ibm management development's web site, going d as many as 300 interactive scenarios on culture the third tier, the members of the group started interacting with each . Hence, this tier focused more on developing orative skills of the training through e-learning was very successful, ibm believed oom training was also essential to develop people skills. To the implementation of the sales compass e-learning program, the nel underwent live training at the company's headquarters and es. Edvisor offered three tracks offering various types implementing the above programs, ibm was able to reduce its training well as improve employee productivity significantly.

In 2001, ibm saved $n and its cost of training per-employee reduced significantly - from $400 to. It also enabled the managers to complete their ng modules in lesser time, as compared to the traditional training earlier.