Off The Job Training Methods:

Under these methods training is been given outside and the external agencies arrange the training programs. The focus is more on learning then doing. Off the job training enables the trainees to concentrate better because they are free from job pressure. It is sitable when large no. of employyes are to be trained over a long time period. Some methods are as follows:

a). Class Room Lecture :

Professional experts instruct through a series of lectures to impart knowledge and skills about the job. Some organisations like HLL, SBI, LIC etc. conducts special courses for there employees.

In this course, film and t.v. shows use to supplement lectures.

b). Conference :

In a conference, employee of the same organisation or different discuss together the various aspect of the particular subject.

c). Case Discussion :

A case study is a written description of an actual or hypothetical situation. A capable instructor presents the facts of the case. The participants discuss the case and arrive at conclusions. This method helps to develop analytical reasoning and other mental quality of the participant.

d). Role Playing :

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Under this method, the participant in acts a no. of roles to understand the problem. For example, a sales manager can appreciate the problems of the customers if he himself acts that role.

e). Sensitivity Training :

Under this method a training group consisting of 5 – 10 person is formed. The members of the group freely express there ideas, beliefs and attitudes. Such an open discussion enables the trainee to appreciates the problems of others and adjust accordingly.

TRAINING & DEVELOPMENT METHODOLOGY USED: -

LEMON TREE HOTELS is a highly capital and technology intensive organization. It is on the cross roads of transformation from a fully protected administrative price mechanism, monopoly economy to a market driven liberalizes and competitive new economy with the advent of new exploration licensing policy. The petroleum sector has been opened for the private and multi-national petroleum companies. Now LEMON TREE HOTELS has to complete with other private operators and maintain its leading position. This requires it to adopt very progressive and forward hard policies to sustain and survive in the new economic scenario. The dynamic manpower with updated knowledge and skills can only make LEMON TREE HOTELS dynamic and vibrant organization. Only the competent and motivated people can make things happen in desired way and enable an organization to achieve its business goals. The human resource development is a continuous process and to ensure such development the HRD philosophy of LEMON TREE HOTELS has been based on following important axioms other human resource:

1. Human resource has boundless potential

2. An individual who ceases to learn ceases to grow

3. The organization excellence is achievable through the excellence of human resource.

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Keeping this in view, the HRD policy and strategies have been designed and implemented throughout the organization to harness the boundless potential of Human capital and make the organization a vibrant and learning organization. In-house training is the daily responsibility of supervisors and employees. Supervisors are ultimately responsible for the productivity and, therefore, the training of their subordinates. These supervisors should be taught the techniques of good training. They must be aware of the knowledge and skills necessary to make a productive employee. Trainers should be taught to establish goals and objectives for their training and to determine how these objectives can be used to influence the productivity of their departments.

TRAINING NEED IDENTIFICATION

In achievement of overall goals of performance and improvement, training must contribute to the enhancement of professional knowledge, understanding and skill both at individual and collective levels. It should also equip the all employees of an organization for appropriate response to the emerging challenges. The main emphasis of the training should be on ‗doing rather than knowing only‘. The training must also achieve its energy between the improvement of individual‘s competencies and promotion of organizational objectives. Training must also help to build up high standards of integrity, character and probity in professional life.

In achievement of overall goals of performance and improvement, training must contribute to the enhancement of professional knowledge, understanding and skill both at individual and collective levels. It should also equip the all employees of an organization for appropriate response to the emerging challenges. The main emphasis of the training should be on ‗doing rather than knowing only‘. The training must also achieve its energy between the improvement of individual‘s competencies and promotion of organizational objectives. Training must also help to build up high standards of integrity, character and probity in professional life.

While designing training need identification process, efforts should be made to involve the individuals and the experts in the line. It must be a comprehensive exercise to cover all relevant

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technological, technical, managerial and other aspects of the organizations working so that a complete picture of organizational, as well as, individual requirements can emerge. The training institutes will involve the line and functional managers and conduct surveys to identify individual training needs, as well as, organizational needs.

The training needs may emerge from following:

1) Environmental scanning and strategic requirements 2) Recommendations from senior executives

3) Suggestions made by executives of LEMON TREE 4) New recruitment and appointment in the organization 5) New promotions

6) Individual perception surveys 7) Performance appraisal system 8) Mentoring and counseling system 9) Emerging technological requirements

10) Analysis of training programmed conducted in past 11) External customer requirements

12) Statutory and regulatory/obligatory requirements

Based on the above, the training institutes design their training need identification process and develop annual training calendars to meet the training need requirements of the organization. In

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case, the numeral of participants is very less in some specific areas, the training needs of the individual can be met through sponsoring in the training programmers of external agencies.

After identification of training needs by the institutes, the efforts are made to prepare annual training calendars and organize training programmers by them. as per existing training policy of the organization to train each individual once in three years to ensure updating of their knowledge and skill with changing environment and ultimately reaching the level of once in two years for minimum five training days.

The existing manpower strength of the organization is around 40,000 and the training institute has drawn up their five year training plans to train about 18,000 employees per year to meet these training needs of the organization. The training plans of training institutes are given under HRD plan for 2001-02 and 2005-06.

In LEMON TREE HOTELS, there are following training institutes which are engaged in meeting, training and development needs of the vast human resource of the organization by designing and organizing training programs focused on organizational needs:

1) Regional training institute (RTI), Chennai

2) Staff Training institute (STI) Rajahmundary and Baroda.

3) Institute of management development , Dehradun

4) Institute of petroleum safety and environments management (IPSEM), GOA.

5) Institute of riling technology (IDT) Dehradun

6) Institute of HOTELS 7 gas production technology (Simulator Training)

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7) Other Training Centers at various plants and locations.

Each training institute has its well defined area of training activities accordingly they plan and conduct the training programmers to meet the specific requirement of the organization.

While designing training need identification process, efforts should be made to involve the individuals and the experts in the line. It must be a comprehensive exercise to cover all relevant technological, technical, managerial and other aspects of the organizations working so that a complete picture of organizational, as well as, individual requirements can emerge. The training institutes will involve the line and functional managers and conduct surveys to identify individual training needs, as well as, organizational needs.

There are many approaches to the identification of training needs, some of which are described here. Unfortunately, waving a magic wand isn‘t one of them! They all involve hard work and the adoption of an analytical and diagnostic approach to try to determine what is required. Some trainers prefer the term ‗training needs analysis‘ (TNA) to identification of training needs‘ (ITN), but it is the same thing. As mentioned in the previous chapter, many people in the training profession prefer to use the term ‗learning needs‘ rather than ‗training needs‘ because it seems to be more inclusive of the wide range of learning methods that exist, and because it is less trainer-centred. Use whatever terms you like, bearing in mind the possible reactions from the people affected.

JOB AND TASK ANALYSIS

There are many reasons for analysing jobs and tasks. One common reasonis to provide a basisfor job evaluation; another is to be precise about requirements in a selection situation. There are also many different systems of analysis. Some seem to generate a multitude of documents; others use highly involved and sophisticated methodology. In their book Job Analysis, Pearn and Kandola

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(1988) describe 18 different analytical techniques. The process described below is a simple and traditional approach.

Job analysis

I am using the term ‗job analysis‘ to describe the level of analysis which takes us to the stage of writing a job description. This is a collection of statements regarding the functions performed in a job grouped in a way which helps a reader to get ‗the big picture‘ of whatis involved. The most widely used methods of gathering information to prepare a job description are:

 Interviewing the job-holder(s)

 Interviewing the boss of the job-holder

 Direct observation

 Asking the job-holder to keep a record of whatis done (time-sheet or diary).

Whichever method or combination of methods is used, the aim is to provide a descriptive document which clarifies understanding of the functions performed in the job. To further aid understanding, certain key facts are usually inserted at the front of the description. Theformat and contents of the front section will vary from one organisation to another, but may typically comprise: Job title: - The official title as noted on employment (Personnel) records. Take care to avoid any terms which imply sex discrimination (eg tea lady, repairman).

EVALUATION AND FEED FACK

An integral part of LEMON TREE HOTELS‘s employee-centered policies is it‘s thrust on their knowledge up gradation and development. The Institute of Management Development, which has an ISO 9001 certification, along with 7 other training institutes, play a key role in keeping our workforce at pace with global standards. The Institute of Management Development is the premier nodal agency responsible for developing the human resource of LEMON TREE HOTELS. It also focuses on marketing its HRD expertise in the field of Exploration &

Production of Hydrocarbons. LEMON TREE HOTELS‘s Sports Promotion Board, the Apex

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body, has a Comprehensive Sports Policy through which top honors in sports at national and international levels have been achieved.

Training is done in two ways, one is when a person joins the company and get trained because you are coming to a new environment of people and systems, Organisation should facilitate learning or training, But they have always maintained in training classes or learning classes that when you are in school or college, the basic approach is that you are taught. Once you are your own, you have to pursue your career on own efforts, remain up-to-date about the technology, environment and business required for a job. The organization can provide periodic inputs.

For instance, the people get highly focused in an area of specialization, which is good because people have to be thorough with the subject. As you move up in a hierarchy, decision-making and monitoring become more and more prominent. Beyond that you need to have different skills for managing people, finance, inventory and managing teams and so on. For that we need re-orientation. We sent highly focused people to open programmes on management so that they go out of their office and look at the world outside and come back with a fresh orientation, which should make them more competent.

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Chapter-8