ঢাকা : বুধবার, ২২ নভেম্বর ২০১৭

সংবাদ শিরোনাম :

  • সরকার নদীখননের কার্যক্রম হাতে নিয়েছে : নৌ-পরিবহনমন্ত্রী          দক্ষতা-জ্ঞান-প্রযুক্তির মাধ্যমেই সক্ষমতা অর্জন সম্ভব : পররাষ্ট্রমন্ত্রী           বাংলাদেশে এ বছর রেকর্ড পরিমাণ প্রবৃদ্ধি হয়েছে          জাতীয় নির্বাচনে সেনা মোতায়েনের সিদ্ধান্ত হয়নি : সিইসি          আ.লীগ সরকার ছাড়া কোনো দলই এত পুরস্কার পায়নি : প্রধানমন্ত্রী          মোবাইল ব্যাংকিং সেবার চার্জ কমে আসবে : অর্থমন্ত্রী          রোহিঙ্গাদের ফিরিয়ে নিতে সু চিকে জাতিসংঘের অনুরোধ
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প্রকাশ : ০২ আগস্ট, ২০১৭ ১৫:১৮:২০আপডেট : ০২ আগস্ট, ২০১৭ ১৫:৩১:১৬
Multinational using Training Needs Analysis to develop KSA of vastly dispersed staff
Tausif Uz Zaman


 

Sometimes training employees is not an easy task when we consider service oriented companies that are constantly striving to maintain excellence.Yet such challenges are truer towards companies that deal with manpower greatly dispersed into some extremely distant and remote areas without convenient living conditions. There is a feeling of isolation growing within those employees, as they wonder day in and day out about their fate; whether this is what they signed up for, when things willstart to look up and if the company at all has any good plans for their wellbeing and career development.We are talking about a multinational, multi-billion dollar company here, with over 800 offices worldwide and over 100 branches in its operating country alone, dealing with over 9000 employees.
 
It started with a single branch and a just handful of ordinary people. Since then the organizationhas jumped leaps and bounds and through collective effort as well as industry boom, it stands today as one of the largest conglomerates in the industry. Although they are one of a kind in their areas of expertise, they arenot alone however, as more than a hundred competing businesses share the stage and partake in similar endeavors. Yet what makes this company and a few close rivals retain a much greater market share? For the most part, it is the duration it has been in the game. Our center organization is one of the first very few in its industry. An existence span which has helped it to develop a trustworthy image among people and gave them the upper hand in the field.Multinational using Training Needs Analysis to develop KSA of vastly dispersed staff
 
Despite all that, images can change if companies fail to hold on to their advantages. Still what has enabled this company to be one of the distinctive forerunners in the industry, is none other than its intense focus and emphasis on customer service. Customer service, an attitude in other words, has been a vitalKSA (i.e. knowledge, skill and attitude) component for the company’s successful brand image. Only with carefully trained and properly groomed professionalscan a companydevelopthe aspiredcollective attitude this organization hasmanaged to acquire. After all, training employees is a company responsibility. And for establishments like this, the strength of which lies in its great number of branches scattered throughout the world making its personalized presence felt, a huge amount of staff are required to move to remote and highly inconvenient areas for greater convenience of its valued customers.
 
Over the years, maintaining standards, training staff and keeping them motivated had been a very perplexing concern for Liezel, the Chief Operating Officer of the company. Now that the business has expanded massively and has fully structured systems and departments, whether it can meet the high demands of its internal and external customers usingeffective and efficientmethods was quite apressing issue.With this, Liezel turns to Ethel, the Head of Training & Development for suggesting an appropriate program suited for this situation.One that could be run on a continuous basis, bridging the gap between the company and its people. Liezel and Ethel have been directly and indirectly interacting with the staff for over two decades, and the problems they face are much larger in magnitude which cannot simply be done away with thetraining Multinational using Training Needs Analysis to develop KSA of vastly dispersed staff
sessionsalready in place. Their obligations come in diverse proportions as some employees feel they need more training on dealing with critical customer queries becauseat times the supervisors have their hands full to oversee each and every transaction. Some feel language is a barrier as they serve more than ten different nationalities and well over thirty customers a day including clients with difficulties speaking a common language. Supervisors feel the need for more advanced training on leadership and management capabilities which will help them organize their work and team better.
 
Performance level has dropped significantly compared to last year which has pressed the issue more than ever before. Turnover had also marked its peak as challenges did not get any easier with risingcompetition andstandards continuing to raise the bar. It’s also not justthe matter of urgent requirement that special attention is suddenly in crying need. But more so it’s aboutthepiled up appealsofover 9000 people looking up to the management from time to time for over twenty years now. Naturally they want to learn more and develop more. So it was high time that something different was done to reach out to them better. If they listed out all the different types of trainings that the staff have mentioned over the years, it would be too long a list for anytraining budget to handle. So Liezel and Ethel talked it over and as they brainstormed a few possible ideas, an answer gradually became clear. A method that can seek out what has caused the decline of the overall performance curve of the company would be none other than a Training Needs Analysis program (TNA).
 
TNA is basically a process which involves interacting with each and every employee in the company and getting their perspective on what training they feel they need the most to perform their jobs better. In a sense, this would be a reactive TNA that was being carried out. But it was an action taken well before some serious crisis befell over the business. So that makes it somewhat proactive as well. The performance fall is indeed a matter of concern, but in relative terms it is well over industry average as competitors also have fallen victim to an ongoing recession at the time. At the midst of all this, for the Multinational using Training Needs Analysis to develop KSA of vastly dispersed staff
TNA to be carried out successfully, a specialized team was required with a carefully plannedactivity set. The office had a big Human Resource team with over fifty employees in the central headquarters. But this project needed not more than five individuals including Ethel herself. The idea was to first run the program in the home country alone. If successful then it would be carried out on a global scale. Five specially selected individuals were teamed up, who were to visit the one hundred branches in the country in ten days’ time, and have all the employeesattend to the TNA form in real time which included details of the person on the job which is ideallya person analysis, details of the jobi.e. a job analysis, what trainings the person has received till now and when, what trainings the person feels he or she needs to have in the upcoming year and so on.It also asked the person a bit about his or her perception of their own performance and what they felt was necessary to further improve on it. If the performance level was low then what they felt was the reason and how could training help them overcome it effectively.
 
This approach definitely helpsin determining the different areas of performance discrepancies and identifiescorrective action through training. Chances of time and money spent wisely on this would increase as well, with a keen focus on performance improvement. Participants will also be motivated with the interaction of the team especially in the remote branches. Once the visits are complete, the TNA team is to sit with the COO in several meetings with all the collected information collated with some additional data, to reach a conclusion on issues such as what trainings are to be held next year, how they are going to be held, where they are going to be held and the estimated budget with overall outcomes.
 
In the following days, the plan was successivelyput into motion and the TNA was rolled out accordingly. The team of five tirelesslytravelled to all the branches including the ones situated in the middle of nowhere. While they were out visiting branches, one member maintained a collective information master updated on a regular basis. All the team members were required to provide daily updates into a networked device which was compiled on the same day. It included extensive Multinational using Training Needs Analysis to develop KSA of vastly dispersed staff
information overview for example, percentage ratings for the trainings that have been requested by the staff. Eventually the program became a huge success and it was greatly appreciated by the staff who provided very useful inputs which would surely help design much better training infrastructure for upcoming years.
 
In the meetings with Liezel, the framework for conducting TNA also involved organizational analysis – a method which identifies influences within the company that could possibly have an effect on performance. Were factors in the internal environment causing problems somehow? No stones were left unturned. Other sources of information that the team considered for locating performance discrepancy were primarily exit interviews and also the recent changes in the company’s systems. Professional and practitioner journals were reviewed concerning each job as well.

 
A decision satisfactory to all considerations was reached at last. A total of twenty key training programs including customized fraud prevention, cash handling refresher, time management, advanced excel and detailed software trainings were identified that would undoubtedly aid the staff develop significant KSA in highly effective and efficient fashion. This would now be a program rolled out every year and changes would be made as and when necessary, to improve on the existing layout.The actual results and changes were expectedto reflect in the long run of course. Analyzing accurate return on investment demands patience. But in concluding notes it is certainly worth mentioning that over the next five years the company was able to record its single biggestrevenue year in the history of its existence; a figure they hadn’t come close to in over a decade. It continues to improve even today as it always has while the charm of confident young professionals are ever visible throughpleasingpersonalities and amiable attitude. The biggest savior was perhaps what the organization has always recognized as its biggest asset– its people.

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