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    Learn & Development: Prof. Pearl Malhotra HRM 2020 Session 6 - L&D

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    manmeet kaur
    The document discusses training and development issues at Wise BPO. It identifies problems like high fixed costs, untracked outputs, and lack of strategic alignment. It suggests possible solutions like self-motivated employee assessments, data-driven training, and integrating training into daily work. The document also covers trends in learning and development like virtual reality, AI, collaboration tools, and building learning organizations. Finally, it discusses types of support like mentoring and developmental networks.

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    Learn & Development: Prof. Pearl Malhotra HRM 2020 Session 6 - L&D

    Uploaded by

    manmeet kaur
    34 views21 pages
    The document discusses training and development issues at Wise BPO. It identifies problems like high fixed costs, untracked outputs, and lack of strategic alignment. It suggests possible solutions like self-motivated employee assessments, data-driven training, and integrating training into daily work. The document also covers trends in learning and development like virtual reality, AI, collaboration tools, and building learning organizations. Finally, it discusses types of support like mentoring and developmental networks.

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    The document discusses training and development issues at Wise BPO. It identifies problems like high fixed costs, untracked outputs, and lack of strategic alignment. It suggests possible solutions like self-motivated employee assessments, data-driven training, and integrating training into daily work. The document also covers trends in learning and development like virtual reality, AI, collaboration tools, and building learning organizations. Finally, it discusses types of support like mentoring and developmental networks.

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    34 views21 pages

    Learn & Development: Prof. Pearl Malhotra HRM 2020 Session 6 - L&D

    Uploaded by

    manmeet kaur
    The document discusses training and development issues at Wise BPO. It identifies problems like high fixed costs, untracked outputs, and lack of strategic alignment. It suggests possible solutions like self-motivated employee assessments, data-driven training, and integrating training into daily work. The document also covers trends in learning and development like virtual reality, AI, collaboration tools, and building learning organizations. Finally, it discusses types of support like mentoring and developmental networks.

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    Learn & Development

    PROF. PEARL MALHOTRA


    HRM 2020
    SESSION 6 – L&D
    Wise BPO

     What are the current problems that you


    can extract from the case?

     Analyse the problems, what trends do


    you see?

    This Photo by Unknown Author is licensed under CC BY-SA-NC


    Is there a problem? Who has it?

    Can it be solved by training?

    Training Need What kind of training?


    Analysis
    What is your training plan?

    What is your larger objective?


    Training Effectiveness

     Reaction criteria - using self-report measures, represent trainees’


    affective and attitudinal responses to the training program.

     Learning criteria - how much they learned from the program

     Behavioral criteria - changes in their job-related behaviors or


    performance

     Results criteria - the utility of the program to the organization (e.g.,


    productivity, company profits) - most distal and macro criteria used to
    evaluate the effectiveness of training
    What was happening at Wise BPO?
     High fixed cost
     No support from the finance team
     Output cannot be quantified
     No tangible benefits
     No application/ transference
     Pushed – not motivated
     NO strategic alignment
     Time-waste!
     No career aspirations correlation
     No correlation feedback
    Possible solutions

     Self-motivated / employee assessment


     Ask managers
     Mapping
     Data driven app
     Internalise training*
     Flexibility*/ More Pragmatic* (Content*)
     Job Transfer*
     Analyse the training content and delivery method****
     Make it part of daily routine / on-the-job (change cultural)
    What was happening at Wise BPO?

     What were the employees demeanour towards training?


     What attitude would be a good attitude for training?
     Self-efficacy, training motivation, Goal setting
     What should be the outcome?
     Affective learning, cognitive learning & skill-based training
     What environment would help nurture learning?
     What are the other aspects development should be related to?
    What was happening at Wise BPO?

     What are the important aspects before training?


     What are the important aspects during training?
     Identical elements, Stimulus variety, General principles (concrete situations,
    abstract structures are inadequate, Performance environment should be
    social, learning by doing)
     What are the important aspects after training?
     Environmental Favourability (task/ social), motivation to apply
     https://www.ted.com/talks/anant_agarwal_why_massively_open_online_c
    ourses_still_matter/transcript
    Training Culture - Social environment

     My manager encourages and supports me to take advantage of training and


    development opportunities
     My manager regularly discusses my training and development needs with me
     My manager jointly sets tasks and development goals with me
     My manager jointly reviews progress on tasks and development goals at timely intervals
     My manager coaches and guides me effectively
    How well do the employees answer these ?
    (Task Environment)

     Training leads to higher pay


     Training leads to higher job satisfaction
     After training, I feel more motivated at work
     Training helps me to do my job better
     Training improves my promotion prospects
     After training, I feel valued by the company
     Training enables career progress
     Training helps me to grow as a person
    (Noe, 1968)
    Using “imitation”
    Top trends

     Learning shift from standardized to a 24/7 process

     Virtual Reality / Augmented reality – e.g. the KFC (The Hard Way – a KFC Virtual Training
    Escape Room, the Chicken Mastery Certification.) https://www.youtube.com/watch?v=qyhkSyTSdiQ

     Artificial Intelligence (e.g. Volley system used at Starbucks, Comcast) / (Netfllix inspired)–
    integrates machine learning to L&D offerings
    https://www.youtube.com/watch?time_continue=48&v=XZ6X41YoFUo

     Automatically ingests, integrates, and adds intelligence to unstructured content from


    your existing eLearning and knowledge management systems
    Top trends

     It’s all about content, content and content and now its is democratized
     Udemy, Harvard Business Publishing, LinkedIn, Skillshare

     Collaboration Tools 
     Delivering learning where people are -  Slack, Workplace by Facebook (integrative
    learning platforms)

     HR Learning Software Market will evolve further


     $4 to $5 billion is spent on core learning platforms
    What are some of the other non-
    traditional ways of imparting learning?
    Building learning organisations

     Solving problems systematically (data based)


     Experimenting (small experiments & demonstration projects)
     Learning from past experience (success & failures)
     Learning from others
     Transferring knowledge
    Power of
    dilemmas,
    processes, norms
    etc., Culture

    Single loop (adjustments/ Triple loop (How are we reaching


    Double loop (Causality, why?)
    feedback based) causality)
    Types of support/ Mentoring

    Career (Instrumental) Psychological Support Role-modelling


    Support (identification) support
    • Sponsorship • Encouragement and • Behaviour to emulate
    • Coaching emotional support • Work ethic and values
    • Exposure and visibility • Counselling • Inspiration & Motivation
    • Protection • Acceptance and
    • Challenging assignments confirmation
    • Technical skills • Friendship
    • Personal feedback

    Murphy & Kram, 2006


    A network approach

    Traditional mentoring Developmental networks


     Hierarchical  Multiple-level
     Single, one-on-one relationship  Multiple, one-on-one, and networked
     Inside your organisation relationships
     Inside and outside the workplace
     Formal, matched relationship
     Informal as well as formal
    relationships

    Hogins & Kram, 2001; Murphy & Kram, 2006


    Mentor

    Leaders Peers
    DEVELOPMENTAL
    NETWORK You

    Reverse Industry
    mentors associates
     Emerging Economies – Future of work – What seems to be
    the biggest challenge?
     Capabilities of knowledge workers
     Human capital development

    Biggest concerns  Are organisations shying away from spending money?


    for L&D -  US companies on an average budget 8-10% of their
    total employee spend on training
    (Generally)
     Spends of only 1-2% of employee costs
     Zensar - $15mn/ MindTree increased budgets by 17% -
    $20mn in a learning academy campus
     Infosys spends about Rs 14 lakh on the training of each
    student, after which it takes them 12 weeks to become
    productive (tie-ups with Upgrad, Udacity & Coursera)
     EQUIFINALITY!: Goal can be reached in variety of ways

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