1. Training and Development

2. Team Members Sohaib Khan Imran Jamil Saleem Khan Shafquat Ali
Kamran Kashif

3. Overview Objectives Outcomes Introduction & Overview of Organization
Training philosophy and top 3 goals
Level wise trainings
Managers attitude & coordination with training department
TNA process, development methods & measurement of post training
Required enhancement in competencies and limiting factors
Conclusion
Gap Analysis
Recommendations
Shafquat

4. Objectives To understand the T&D structure
To identify the way of doing TNA
To learn the T&D practices of workplace
Implement the learning in to an action
To understand the T&D structure strategically

5. Outcomes Understanding of T&D process in organization
Ways of doing TNA
Exposure of T&D structure at workplace
Expertise in Implementing T&D at workplace

6. INTRODUCTION
Thal Engineering (Division of Thal Limited, a company of House of Habib) was established in 1996 starting with It is one of the largest automotive parts manufacturers in Pakistan and is a major supplier of parts to all major automobile manufacturers in Pakistan.
Established
Head office
Future projection
Current Location
1996
Karachi
Open one unit in Lahore
Korangi, Karachi

7. Company’s Information
No of Employees
Products
Management
Auto Air Condtioners
Wiring Harness
Heater Blower
AC Controls
Non Management
Nature of Employment
Permanent
Apprenticeship
Nature of Organization
Manufacturing
Toyota, Honda, Suzuki, Land Rover etc

8. Training Philosophy
Train and Develop people to keep them align with market trends and enhance their performance level. Increase the productivity of organization and make employees competent
Sohaib

9. Top Three Goals of Training Department1
To have professional trained team 2
Enhance the professional level of employee and raise performance 3
Develop the affiliation and belongingness

10. Training Budget % of Budget 1 – 1.5 Million Monthly Frequency
Exec: 1 - 5
JTM:
Types
Technical
Soft Skills/Behavioral

11. Levels for Trainings Management Y Senior Middle Junior
Any other in Management Level
Non Management
All Staff

12. General Attitude of Managers
Department
Rating
Human Resources
Finance
Marketing & Sales
Admin
Information Technology
Production
Imran

13. Coordination with Training
Department
Rating
Human Resources
Finance
Marketing & Sales
Admin
Information Technology
Production

14. Training & Development Structure
Process of TNA
The TNA identified by Performance Appraisal. (Annually)
Tools for TNA
Performance Appraisal
Supervisor
New Need
Owner
HR & Concerned Department
Scope
National and International
Basis
Performance Appraisal and TNA

15. Development Methods (Training & Non Training)
Class Room P
Seminars
On Job
Workshops
Exercise
Non Training
Vision Exercise
Counseling
Mentoring
Coaching

16. Post Training Measurement
Tools
How do they Work
Management
Evaluation Form
After training the trainee fill the evaluation form from department
Summary
Trainee made the summary of training for reflection
Conduct training
After 3 months of training the candidate give presentation in the organization
Kamran

17. Post Training Measurement
Excellent V Good Good Fair
Non Management 1 A B C D E F G H I 2 3 4 5 6 7 8 9

18. Steps to Enhance Organizational Capability
Mechanism of Proper TNA
Training Path
Competency Based Training
Training according to budget
Training according to predefined Patterns

19. Factors which are Limiting Growth
Solution
Process of TNA
Proper Evaluation and checking
Training Process
Align training according to Org objectives
Training Objectives & Outcomes
Conduct training according to defined objectives and predefined patterns
Training Assessment
Case studies, reflection in work
Learning Environment
More responsibilities
Choice of Trainees
According to standardized TNA

20. Conclusion
Thal Engineering is a manufacturing organization. They are more involve in training of management and non management staff.
The T&D is growing day by day. But right now in training & development some tools are on development process like TNA, competency based training, allocation of proper budget.
Saleem

21. Gap Analysis TNA problems Trainees choice is not good
No proper feedback after training specially in executives
No proper alignment of org objectives and trainings
Spend heavy amount on soft skills training but no utilization
Low competency focused trainings
TNA identified once a year

22. Recommendations Develop effective TNA according to KPI/JD
Trainee’s choice according to TNA
Get proper feedback by giving responsibility
Aligned training with org objectives at all level
After soft skill trainings get reflections
Work more on competency development
TNA exercise should be moiré than 1 I a year

23. Whatever Level You Reach, Getting Better Never Stops….